Operational Plan 2020School of Architecture and the Built Environment

KTH ROYAL INSTITUTE OF TECHNOLOGY

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Table of Contents

Introduction ............................................................................................................................ 3

Figure 1: Strategic goals ......................................................................................................... 3

Figure 2: Annual cycle 2020 ................................................................................................... 4

1. Attractive workplace ......................................................................................................... 5

Planned activities 2020 ........................................................................................................... 5

Indicators................................................................................................................................ 5

2. High-quality education ..................................................................................................... 6

Planned activities 2020 ........................................................................................................... 6

Indicators................................................................................................................................ 6

3. Cutting-edge research ..................................................................................................... 7

Planned activities 2020 ........................................................................................................... 7

Indicators................................................................................................................................ 7

4. Socially beneficial collaboration ........................................................................................ 8

Planned activities 2020 ........................................................................................................... 8

Indicators................................................................................................................................ 8

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Introduction

The 2020 operational plan for the School of Architecture and the Built Environment has its foundation in

the school’s development plan for the 2018-2023 period, which was established in June 2018. The focus areas

of the development plan is digitalisation, sustainability, internationalisation and equality. During the

autumn of 2019, the school's management council, strategic council and collaboration group participated in

workshops regarding the operational plan. They then took part in reporting of the outcome of the activities

and goals included in the school's operational plan for 2019 and evaluated this work. The groups also

proposed new indicators and activities that could be implemented in 2020.

The indicators listed in each chapter are both from KTH’s general follow-up and indicators that the school

wants to highlight specifically in order to follow developments over time. The activities listed under each

chapter are intended to be carried out in 2020, in line with the school’s development plan and its stated

visions. The activities in the operational plan are designed with consideration given to the available

resources.

Achieving the intended development requires not only commitment and participation but also an

understanding of the goals. Therefore, the work on the operational plan will include, among other things,

continuous follow-up of the activities with the ABE School's management council, strategic council and

collaboration group.

The illustration below presents a summary of the school’s development plan for 2018-2023, with formulated

long term, strategic goals. The operational plan is structured in the same way using the four main categories:

Attractive workplace, High-quality education, Cutting-edge research and Socially beneficial collaboration.

Figure 1: Strategic goals

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Figure 2: Annual cycle 2020

The figure above shows an overview of processes for the ABE school's management in 2020. This includes,

among other things, the president visit in March, when KTH's management visit the school. In April, a quality

dialogue takes place, which is part of the continuous follow-up that runs from January to May. The continuous

follow-up includes business assignments, education, research and collaboration, as well as faculty development

and the provision of skills. In May, School Dialogue 1 is held, which focuses on the school's finances, challenges

and strategic issues. In 2020, the third Research Assessment Exercise (RAE) review of all KTH's research will

be conducted. At the beginning of the autumn semester, the RAE experts' visit week takes place and all panels

are on site at KTH. In October, school dialogue 2 is also held between KTH's management and the school

management. The dialogue then continues with a follow-up of the current year's assignments and preparation

for next year's assignments and budget. The management’s review of the environmental management system

is conducted twice per year. In the management’s review, the management takes account of how the system is

working, the follow-up of the sustainability goals, the need for improvements as well as whether the resources

are adequate.

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1. Attractive workplace

In line with the school’s established development plan,

we offer an attractive workplace, which is welcoming,

open, equal, and sustainable. All employees are given an

opportunity to develop their professional skills. For

teachers and researchers, the focus is partly on their own

research and partly on areas such as teaching in higher

education and digital teaching tools. For administrative

staff, skills development focuses on language skills,

project administration etc. Strategies for a more even

gender distribution are continuously created and

followed up on. The goal of One KTH requires KTH-

wide work to create clear, uniformed processes and

access to effective and efficient work tools/digital tools.

Planned activities 2020 Responsibility Time frame Focused work environment initiatives adapted to the

organisation’s needs.

Heads of Departments and

Deputy Head of School

2020

Reunion for those who participated on the gender-aware

leadership course, implement gender course for T/A employees.

JMLA 2020

Participate in KTH-wide gender equality, diversity and equal

treatment (JML) activities.

JMLA 2020

Focused initiative on inclusion, diversity and recruitment of

female doctoral students. Lava labour market days.

JMLA, (PA, GA, FA) and

Communication Officer

Spring 2020

Information initiatives and training regarding the exercise of

public authority and the role of the civil servant, employment

security and HR dialogue.

HR Manager and Heads of

Departments

Spring 2020

Develop collaboration strategies/communication strategies

between departments/institutions/groups. Arrange dialogues

and open seminars that will bring the ABE school together.

Impact Leader and CHS 2020

Clarify what a career at KTH can look like; create images for

different career paths.

HR Manager 2020

Conduct a "sample test" with employees to find out what

makes staff want to stay at the ABE school.

Cecilia Olah 2020

Improve the physical working environment such as ventilation

and temperature.

Infrastructure Manager 2020

Academic housework; map how things work for the

institutions.

JMLA 2020

Review the process at termination of employment (exit

conversation).

HR Manager 2020

Recruitment; attend the Järva week. CHS, Communication Officer Spring 2020

Indicators 2018 2019 Desired trend Good working environment - according to employee index Increase

Number of applicants for recruitment; percentage of academic

institutions other than KTH, percentage female applicants

Increase diversity

Percentage of faculty with degrees from another academic institution

than KTH

Increase diversity

Total ongoing rehab cases, percentage for faculty, T/A Decrease

Proportion of women in KTH's faculty 41% Increase equality

Proportion of women of managers with staff responsibility 41% Increase equality

Percentage of staff who have completed the leadership courses

'Gender' (own), 'Leadership for lecturers' and 'Leadership step 1'

Increase

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2. High-quality education

The pedagogical development shall continue to

be prioritised in the quality work. The complete

body of expertise represented at KTH shall be

utilised to improve the quality of the education.

The school’s education generates satisfied and

competitive students with extensive and relevant

competence for the global job market, resulting

in high employability. Sustainable development

and gender equality is integrated into our

educational programs, so that students can

contribute to a sustainable and equal

development of the society, after graduating.

Planned activities 2020 Responsibility Time frame Increase awareness of how teaching staff can work

with JML issues in teaching environments and in their

role as teachers.

JMLA 2020

Ensure that staff take courses in higher education

teaching.

Head of School 2020

Get feedback from the business community on how the

education is relevant.

GA 2020

Designate a pilot program and link the UN's global

sustainability goals to the program's MHU-labelled

courses.

GA 2020

Pilot digital examination. GA 2020

Objective exam correction. Deputy Head of School, GA

and Andreas Fili

2020

Digital defence of doctoral thesis (no travel) FA and Göran Finnveden 2020

Review of doctoral programs. FA and Heads of Departments 2020

Role models; guest lecturers for programs and courses. JMLA 2020

Indicators 2018 2019 Desired trend Number of students employed within a year of graduation / number of

students employed within a year of graduation within their sector

93% Increase

Alumni satisfaction – according to student index Increase

Share of teachers with competence in teaching in higher education

(faculty/adjunct professors)

53% Increase

Number of teachers per student Initially

increase

Share of doctoral students who are women 45% Increase

equality

Number of newly admitted doctoral students and share of newly

admitted doctoral students who are women

28,

54%

Increase

equality

Share of women amongst new students in all programmes (Master of

Science in Engineering, Bachelor of Science in Engineering, Bachelor’s

programmes, Master’s programmes, and Master of Architecture)

47% Increase

equality

Number of students who have spent at least one semester at an

exchange university

204 Initially

increase

Number of digital examinations Increase

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3. Cutting-edge research

Research at the school continues to make a

difference by contributing to societal development,

and our expertise results in an increased number of

approved research applications. A clear publishing

strategy is drawn up and increases the school’s

visibility. Measures are carried out to clarify the

integration of sustainability aspects into research

and tools for, and knowledge of, the digital society

is developed.

Planned activities 2020 Responsibility Time frame Discussion on research ethics, data storage and

GDPR in third-cycle education and in relation to

external parties.

FA 2020

Competence development regarding applications (e.g.

invite RSO) in order to improve the success rate of

applications.

Head of School and RAE

coordinator

2020

Investigate Youtube channel for research visibility. Communication Officer, CHS

and Impact Leader

2020

Research Assessment Exercise (RAE). RAE coordinator 2020

Academic mobility. SOS Climate Waterfront. Deputy Head of School 2020

Indicators 2018 2019 Desired trend Placements in ARWU (Academic Ranking of World

Universities) Rankings - Civil Engineering / Environmental

Science & Engineering / Transportation Science & Technology

101-150 /

151-200 /

18

151-200 /

151-200 /

17

Increase

Placements in QS (Quacquarelli Symonds) Rankings -

Architecture / Built Environment, Civil & Structural

Engineering, Environmental sciences

24 / 45 /

101-150

23 / 43 /

101-150

Increase

Field normalised citation rate in Web of Science/Scopus 178 / 631 Increase

Number of publications per Fofu funding Increase

Number of DiVa publications and proportion with the keywords

for sustainability/digitalisation according to the Sustainability

Office

Increase

Number of approved grants over 1 million SEK, number of

approved applications from the EU regardless the sum

18 (>3 M

SEK) /

15

Increase

Percentage of faculty recruitments with a sustainability profile Increase

Percentage of new faculty who are women Increase

equality

Percentage of female researchers and female postdoctoral fellows Increase

equality

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4. Socially beneficial collaboration

Incentives and strategies are drawn up to make

collaboration a natural part of the work for the school’s

teachers and researchers. Our expertise and dedication

makes us a natural collaboration partner. The strategic

partnerships will contribute to an equal and

sustainable development.

Planned activities 2020 Responsibility Time frame Incentives for collaboration with business and the

public sector.

Head of School 2020

Update the school’s Impact plan. Impact Leader 2020

Media training (One KTH, skills development for

employees, participating in public debate) when

needed.

Impact Leader 2020

Each department should propose at least one

female Adjunct Professor.

JMLA and Heads of

Department

2020

Develop communication strategy (LinkedIn / press

release).

Communication Officer 2020

Indicators 2018 2019 Desired trend Number of publications via Meltwater (publications in press and

media)

Number of referral responses submitted

Number of externally employed doctoral students

Number of open seminars registered via Impact Leader

Percentage of staff who participated in courses / seminars on

ethical responsibility

Percentage of adjunct professors who are women 15%