Contents. 1 Summary 3. 2 Academic Environment 4. 3 Aalto University s Mission, Vision and Values 7. 4 Aalto University s Schools 9. 5 Core Strategy 12

Transcription

1 Strategic Development of Aalto University Edition Jan 2012

2 2 Contents 1 Summary 3 2 Academic Environment 4 3 Aalto University s Mission, Vision and Values 7 4 Aalto University s Schools 9 5 Core Strategy Research Education and Learning Artistic Activities Societal Impact 19 6 Strategic Enablers Supporting our Faculty and Staff Internationalisation Infrastructure Services 28 Strategic Development of Aalto University Edition Jan 2012

3 3 1 Summary Aalto University was created in 2010 through a full merger of three universities: the former Helsinki University of Technology, the Helsinki School of Economics and the University of Art and Design Helsinki. It was established to strengthen the Finnish innovation system by way of integrating expertise in science and technology, business and economics as well as art and design. The University, formally inaugurated in January 2010, will build on Finnish values and the strengths and accomplishments of its founding universities to become an international university of worldclass stature. As a new, foundation-based university with a high degree of financial independence and a new leadership model, Aalto University will create conditions and opportunities for radical renewal and autonomous strategic investments. The University will build its operations on top-quality research and research-based education. The University s schools of which there are now six will be given the resources, tools and support required for leadingedge research and education in their respective fields. The University is striving to improve the quality of its activities and to exploit the opportunities provided by interdisciplinary cooperation. Aalto University s success is in the hands of its skilled and motivated faculty and staff and outstanding students, all committed to building extensive collaboration networks and societal interactions. The unique added value of Aalto University will emerge from in-depth scientific discovery and artistic activities, and insightful interdisciplinary collaboration that drive our educational agenda, propelling new innovations for the society. This document describes Aalto University s central goals in key areas of development. More detailed development objectives, timetables and resourcing plans are described in separate strategy implementation plans and roadmaps of the University and its schools.

4 4 2 Academic Environment A reassessment of the role of universities is taking place in Europe and throughout the world. Economic development based on expertise, environmental change, globalisation and the rapid development of technology have emphasised the importance of universities as producers of new knowledge and expertise. Academic institutions have learned to define and comprehend their role in society; many universities have repositioned themselves to better interact with and serve their surrounding communities and to learn from such interactions. Challenges and Opportunities The increasing expectations of societies on the performance of their universities create of universities create both challenges and opportunities, which can be summarised as follows: focusing on quality, making use of multidisciplinary expertise and partnerships to develop autonomy, innovation know-how, internationalisation and leadership. Autonomy In post-war Europe, national governments actively started to develop their national education and research policies. As the volume of public funding increased, the research communities formed by independent researchers were organized under the state administration. As a result of this, universities inherited administrative routines that do not support the creative, progressive and constantly changing development of research and teaching. It has been widely recognized in recent years that universities require increased autonomy to define their own strategies and to position themselves in the international field, thereby addressing the abovementioned future challenges. Quality Quality is the key guiding principle when making crucial decisions, such as for recruitment and research funding. A world-leading status in selected fields of research and education are the goal of both universities and the governments funding them. Such an emphasis on quality necessitates both the right means and the expertise to evaluate the diverse operations of universities. It poses a significant challenge, as adequate quality indicators may vary greatly in different fields.

5 5 Thus, in addition to the quantity and impact of scientific publications, peer assessments that are able to appreciate the special characteristics of each different field are used widely. To evaluate and demonstrate quality, universities also participate actively in a variety of quality assurance projects and accreditations. Public, global rankings of universities have become increasingly widespread and international students in particular, ever more frequently make the choice of their future universities based on such rankings. Multidisciplinary Expertise Scientific breakthroughs and innovations derive increasingly from multidisciplinary research cooperation, where one field of science studies and explores the borders of another. Moreover, solving many of the great global challenges, such as global warming or sustainable development, will require intensive collaboration between a great many different fields of expertise. Multidisciplinary research can be fostered within interdisciplinary research programmes, major research consortia or by establishing multidisciplinary research institutes. Multidisciplinary approaches are also increasingly penetrating the education offered by universities. Internationalisation The quality of universities and, thereby, their competitiveness is increasingly attained and promoted by networking or partnering with other excellent universities and commercial actors. With regard to internationalisation, competitiveness of universities relies to a great extent on their ability to attract the best students and researchers. And, as in so many other nations, the aging population of the Nordic countries demands that success in this competition is a major prerequisite for future growth. To attract the international academic elite, universities harmonize their degree systems, for example, in accordance with the European Bologna Process, establish satellite campuses in developing countries and create competitive career and incentive systems for their research staff. Leadership Managing new challenges, controlling growth, upgrading central operations, developing multidisciplinary modes of operation, and promoting internationalisation demands that universities rethink their leadership practices. The traditional organisation of universities as a loose association of teachers and scientists is gradually being replaced by new models of academic leadership to be able to set clear goals but to do so without jeopardizing academic freedom. University Services and Information Systems As the volume and complexity of research funding increases, the requirements for planning and reporting systems are also increasing. University services and support systems as well as electronic systems for recording research results, for facilitating distant learning and for managing research projects necessitate the development and maintenance of high-quality information systems at academic institutions.

6 6 The Finnish University Reform The objective of the Finnish Government is to develop an educational and research agenda that can respond to the challenges of globalisation and internationalisation, the demographic development and changes in the industrial structure and working life in Finland. The goal is to advance the welfare and competitiveness of the Finnish nation as well as to support and nourish culture, creativity and education. A central part of this reform is the new Universities Act ( ) which separates universities from the state and makes them legal entities under public law or foundations under private law. Recent assessments e.g. by the Academy of Finland and the Research and Innovation Council chaired by the Prime Minister, have identified key actions to develop the Finnish strategy for research, innovation and higher education. These reports highlight the requirements for an internationally competitive research system, where the role of high-risk and topquality fundamental research is increased, better academic career systems are created, the division of labour in the university system is clarified, the research and education infrastructure is improved, and integrated development of technological and social innovations is promoted. The creation of Aalto University is one action that provides an opportunity to restate and embed these core academic values. The Starting Point of Aalto University The Research Assessment Exercise (RAE) conducted at Aalto University in 2009 and the Teaching and Education Evaluation (TEE) conducted in 2011 surfaced the same development needs as other national and international analyses of research and higher education in Europe and Finland. The main challenges are internationalisation, career systems, research infrastructure and academic leadership. The RAE panels praised Aalto University for its tight collaborations with industry; however, the relatively strong focus on applied and contract research was also considered a threat to the goal of becoming a world-class research university. The University was urged to commit a considerable share of its resources to long-term, high-quality basic research which forms the basis of pioneering education and ultimately stimulates the innovation system. On the educational front, the international TEE panels found room for improvement in the teaching and learning strategy and processes, emphasising the need of engaging the teachers and students alike in a creative and interactive learning culture. The Aalto University strategy is the result of workshops and reports of the Aalto University preparation organisation during , finalized and developed by the Aalto University leadership in constant dialogue with the Aalto University community, and supported by the international evaluation panels and other external stakeholders and partners. The goal of the strategy is to reinforce the role of the University as a change agent in society, and to make the University a more valuable cooperation partner, for the commercial sector as well as society as a whole.

7 7 3 Aalto University s Mission, Vision and Values Our Mission Aalto University works towards a better world through top-quality research, interdisciplinary collaboration, pioneering education, surpassing traditional boundaries, and enabling renewal. The national mission of the University is to support Finland s success and contribute to Finnish society, its internationalisation and competitiveness, and to promote the welfare of its people through research and by educating responsible, broad-minded experts to act as society s visionaries and change agents. Our Vision The best connect and succeed at Aalto University, an institution internationally recognised for the impact of its science, art and learning.

8 8 Our Values Our five values are the foundation for our strategic direction as well as for our daily actions: Passion for Exploration Our aim is to create a culture which fosters a passion for pushing boundaries, reinforcing the commitment of the whole community not only to world-class research but to exceptional teaching and learning. Our University is recognized as a pioneer in responding to significant national and global challenges. Freedom to be Creative and Critical Our teaching will foster creative scientific and artistic thinking and the development of an entrepreneurial mindset. We encourage and defend proactive and constructive critical thinking. We explore the interfaces between disciplines and challenge traditional working methods by providing new solutions. Courage to Influence and Excel Aalto University strives to achieve a worldclass status in selected fields of sciences and arts. The keys to our success are a bold and visionary strategy, capable and dedicated people, and strong commitment to quality. Aalto University provides opportunities for personal success and recognises such success. Responsibility to Accept, Care and Inspire Our multidisciplinary community educates individuals who understand and accept, and are inspired by diversity. Aalto University s leaders at all levels lead by example: they are inspiring and active drivers of change. Aalto University brings the best of Finland to a genuinely international and multicultural environment for its students and employees. Integrity, Openness and Equality The Aalto University community is founded on honesty, fairness and objectivity. The University measures individual success with clearly defined criteria in order to recognise good performance without bias. We embrace an open dialogue and cooperation with universities, industries and other sectors of the society in Finland and worldwide.

9 9 4 Aalto University s Schools Aalto University is comprised of six schools, each exhibiting its distinctive strengths and areas of unique expertise developed throughout a history of more than a hundred years. Together the six schools make Aalto what it is: a multidisciplinary university that combines science and art with technology and business in a way that creates new perspectives and solutions for a better world and a more competitive Finnish society. The Aalto University School of Economics was established by a group of business pioneers a hundred years ago. Today, the School of Economics provides the most versatile environment in Finland for research and education in economic sciences. The School belongs to the top 1 per cent of business schools credited with the most important international quality accreditations of the field: AACSB, AMBA and EQUIS. The School of Economics educates responsible experts to solve the problems of tomorrow. Close cooperation with businesses, and the real case approach used in teaching and research ensure that the latest knowledge is rapidly transferred to the benefit of society. The School of Economics unites experts from different fields in order to understand the economy, management, consumers, international cultures and services in depth. Important research areas include microeconomics, investor behaviour and decision-making. From a societal point of view, the School carries out significant research in the fields of services and global strategies. The motto Pro Arte Utili For Useful Art has been the guiding principle of THe Aalto University School of Art and Design (as of 1 January 2012 the Aalto University School of Arts, Design and Architecture) for 140 years. The School is one of the world s most respected institutions in its field: it is a sought-after place to study and Finland s most international higher education institution. The School s unique character stems from its ability to combine tradition and experience with new ideas and thinking to bring about creative solutions. The key areas of research include design, digital media, audiovisual representation, art and visual culture. Graduates from the School possess strong professional artistic skills and are able to work in the fields of art and design as experts and reformers.

10 10 In the beginning of 2012, the School of Art and Design will merge with the Department of Architecture from the Aalto University School of Engineering. The cooperation and interactions between the different fields in the new Aalto University School of Arts, Design and Architecture will challenge technology-driven thinking, putting greater emphasis on human- and user-centred approaches in creating a humane living environment. When united, the creative fields of Aalto will be able to renew themselves and to tackle global challenges, such as promoting ecology, building a sustainable future, and developing services. After a reorganization of the School of Technology in the beginning of 2011, Aalto University has four schools in the fields of science and technology. The Aalto University School of Chemical Technology combines expertise in natural sciences with engineering sciences. The research efforts of the School focus on three key areas: energy technologies, new materials as well as sustainable use and processing of natural resources. Cooperation with the other Schools of Aalto University builds particularly upon the refining of biomass, minerals and ores, and aims at developing new products based on those raw materials. The School offers basic courses on chemistry, biochemistry and materials and advanced courses in its research fields, educating capable and responsible professionals for the need of the society. The research groups of the School participate in several research projects especially with the Schools of Science, Engineering and Electrical Engineering. A particular strength of the School is applied research that combines science and technology, and supports Finnish industry in developing and reforming their activities. Research conducted at the School also creates new business opportunities. The Aalto University School of Engineering conducts teaching and research on areas covering the entire built environment including its machines and equipment. The School s expertise spans a wide range of fields including energy technology, mechanical engineering, surveying, construction, civil and environmental engineering as well as urban and regional studies. The main task of the School of Engineering is to renew technologies related to the technological industry and built environment by scientific research and to train broad-minded experts with a comprehensive understanding of complex subjects. The objective is to create researchbased knowledge and information and new solutions to serve the goals of sustainable development. The School s strengths include strong expertise in systems thinking and a long-term tradition in experimental research which is needed for the assessment and follow-up of modelling and simulation. Exploring the interfaces between information technology and the traditional fields of engineering generates new opportunities for research and teaching.

11 11 Practice-based approaches and collaboratively funded research projects with the technological industries and the surrounding society are characteristic of the School s activities. Research at The Aalto University School of Electrical Engineering ranges from electrical engineering and information and communication technology to a variety of physics applications. The research focus areas are ICT, micro- and nanotechnology and grand challenges in energy, environment, health and wellbeing. We cover fields that are are central to the Finnish export industry, who need an increasing number of well-educated experts. The School houses two Centres of Excellence in Research selected by the Academy of Finland: the Finnish Centre of Excellence in Generic Intelligent Machines Research and the Finnish Centre of Excellence in Smart Radios and Wireless Research. Our School has several internationally unique research infrastructures, including the largest cleanroom facilities in the Nordic countries at the Micro- and Nanotechnology Centre Micronova, the 14-m telescope at the Metsähovi Radio Observatory, and a laboratory for high-voltage engineering with capacity unique in Northern Europe. The School has strong networks with business life, research organizations, and universities as well in Finland as abroad. Several companies have placed their research units on our premises, which facilitates close interaction between the academic research and industrial development. The Aalto University School of Science is famous for its excellence in both teaching and research. The School has a number of Professorships, Centres of Excellence in Research, and one Center of Excellence in University Education funded by the Academy of Finland, and its researchers have received significant funding from the European Research Council (ERC). The key research areas of the School of Science include computing and modelling, material physics, energy science, software and media, technology-based business and enterprising as well as brain research and imaging technologies. The societal impact of the School is based on close-knit international networking with high-standard research units and business life as well as educating responsible experts to serve society. Key areas of development in education include close links between teaching and research and a learning community based on this, highquality learning results, internationality and taking multi-cultural aspects into account. In addition to its own fields, the School is responsible for basic teaching in mathematics, physics, information technology, industrial engineering as well as languages and communication for all schools of technology.

12 12 5 Core Strategy 5.1 Research Strategic Objective The vision and intuition of our people academic freedom is the cornerstone of our research and teaching. Aalto University is an internationally acclaimed, multidisciplinary university where research and education are promoted handin-hand. We are dedicated to long-term, high-quality research of high scientific value and impact on society. Aalto University s unique profile - one of combining science and art, technology, economics and design - stimulates interdisciplinary collaboration and facilitates the birth of new innovations. Principles of Developing Research The University s operations are based on longterm fundamental research and artistic activities which form a solid foundation for our education as well as for our development and innovation activities. Our goal for the University s entire operations is to achieve high international quality and recognition. Key Areas of Development 1. Research excellence 2. Focusing on chosen research areas 3. Assessing the quality of research 4. Developing a diverse research community 5. Utilising multidisciplinary opportunities 6. Supporting doctoral education 7. Cooperating with other universities 1. Research Excellence In science and technology, new expertise and innovative applied research have their roots in creative and uncompromising fundamental research. The nature of fundamental research varies between different fields; sciences engage in discovering and interpreting natural phenomena, humanities and social sciences analyse and strive to understand man-

13 13 made phenomena in society and engineering focuses in designing solutions for practical problems using scientific information. The role of art for design and architecture can be compared to that of fundamental research in sciences, although actual research practices in this field are only just being born. However, high-quality research in engineering, economics or design, that lays the foundations for new knowledge and skills, is fundamental research just as that in the natural sciences. Aalto University is therefore committed to developing high-quality research and artistic activities by securing their long term funding base and by creating the career systems that are necessary to sustain academic and professional excellence. 2. Focusing Aalto University s total field of operation is multidisciplinary, encompassing a broad and strong spectrum of disciplines. The University will select a limited number of key research and educational areas on which to focus in the coming years. These areas will be chosen based on the quality of their research and their relevance to society, by way of constructive and engaging dialogue within the University s schools. We also aim to recognize and invest resources in emerging research fields. Over the long term, the areas on which the University will focus our research need to be determined as part of a dynamic process. Certain disciplines, phenomena and research groups start up, develop and, in time, cease to exist. Investment in new areas can sometimes mean giving up others of lesser overall significance for the University. National collaborations and the division of labour between Finland s universities have a bearing on determining these focus areas. 3. Assessing Quality New processes and tools for regularly assessing the quality and level of research and education are developed. The focus of quality-assessment at Aalto University is transferred from purely quantitative indicators towards more diverse, field-specific indicators as well as peer assessment. To drive this forward, appropriate financing strategies are designed and implemented to support the improvement of research quality and impact. 4. A Diverse Research Community A successful university attracts the top faculty, staff and students in their fields, both nationally and internationally. Equally, researchers, teachers and students of excellent universities are sought-after employees in the global market. Dynamic, mutual expertise and the exchange of experts will ensure Aalto University s prestige and participation in the development of global competence capital.

14 14 Key measures being undertaken for improving the research environment are, for example, boosting international recruitment and gender equality, and strengthening research infrastructure. Aalto University will also invest in establishing stimulating and rewarding academic career systems including Tenure Track. The role of supervisors as academic community leaders and role models is emphasised within these schemes. 5. Utilising Multidisciplinary Opportunities Scientific breakthroughs, inventions and innovations are often created through interdisciplinary collaboration with one field of science studying, testing and pushing the borders of another. Aalto University supports multidisciplinary research by creating and encouraging opportunities for spontaneous and dynamic cooperation between experts from different fields. The University s multidisciplinary competence is also reflected in its educational offering. 6. Supporting Doctoral Education Doctoral training is a significant part of the University s research and educational work. Doctoral education will be organized into educational programmes leading to a doctoral degree within four years. New funding mechanisms will be developed in order to allow the majority of doctoral students to carry out systematic and full-time studies. Greater emphasis is placed on the supervision of the postgraduate students. Teaching as well as cooperation with industry and society will continue to constitute key element of doctoral education at Aalto University. 7. Cooperating with Other Universities Aalto University will build strong partnerships in research and education with other research and art universities in Finland and internationally. In Finland, there is a long-term cooperation between Aalto University and the University of Helsinki. Interdisciplinary cooperation Aalto Factories constitute a new concept for interdisciplinary collaboration between researchers, artists, students and collaborators from academia, industry and society. Aalto University is currently developing factories focusing on Design, Media and Services. Interdisciplinary themes selected for future development of interdisciplinary programmes include Digitalisation, Services, Energy and sustainable use of natural resources, and Human centric living environments. Focusing on quality Based on the results of the Research Assessment Exercise 2009, the current research strength of Aalto University is in the areas of Computation and modelling, Materials, Design, ICT and Media with emerging strength in the areas of Processes and systems, Economic systems and management, Art and Architecture. Key Performance Indicators for Research Publication quality Excellence grants to faculty Competitive research funding Awards and recognition Interdisciplinary projects Quality of applicants

15 EDUCATION AND LEARNING Strategic Objective In addition to an ambitious academic curriculum, promoting a culture of creativity and entrepreneurship and preparing the students for entering professional life are key goals of our teaching. As an inspiring, professional community, the University encourages lifelong learning. Principles of Developing Education At Aalto University research, artistic activities and education are developed in concert; every teacher and scientist is engaged in both research and teaching. Aalto students are members of an international network of experts, building an open and encouraging learning community together with other students and teachers. Aalto University offers programmes leading to Bachelor s, Master s and Doctoral Degrees according to the Bologna principles. In the long term the aim is to increase emphasis on Master level and postgraduate education. Teaching is based on the core theoretical and conceptual foundations of each field. Our repertoire of teaching approaches also includes the investigation of societal and working life challenges in open interaction with our stakeholders. Developing the skills of students for when they enter professional life is an important goal of our teaching. Key Areas of Development 1. Improving the student/teacher ratio and student guidance 2. Creating a learning-centred culture an teaching methods 3. Building teaching and academic leadership 4. Assessing the quality of teaching and learning 5. Merging research, art and pedagogy in academic activities 1. Improving Student/Teacher Ratio and Student Guidance The ratio of students per teacher will be decreased significantly by 1) involving all researchers in teaching, 2) increasing the volume of the Tenure Track and 3) decreasing student admission to the Bachelor level. The personal guidance of students is made an integral part of their studies. 2. Creating a Learning-Centred Culture and Teaching Methods A learning-centred culture challenges teachers and researchers to readdress their teaching methods, improve their performance in mentoring students and strengthen the link between education and research. Students are guided towards a strong commitment to their studies and to taking responsibility for their own development. The University is a true learning community and its environment encourages and inspires the active development of new ways of learning and building expertise.

16 16 Aalto University develops a multitude of learning and teaching methods tailored to the needs of students varying capacities and styles of learning to increase the efficacy of their studies. Resources are invested in information and communications technology as applied in education. Key applications in this sector are the networking of Aalto University s different campuses, the sharing of curricula, as well as international educational cooperation. Blended learning, and the production and open sharing of teaching and learning materials will become key aspects of the learning community s operations. 3. Building Teaching and Academic Leadership A high standard of education and skilled teachers are pivotal to the University s central strength. Greater emphasis will be placed on teaching merits for recruitment. Initiatives towards better teaching approaches and methodologies will be supported. Pedagogical training and expertise will be coupled to the career development systems. The significance of educational leadership is recognized. The expertise and research of the University s own departments and schools form the basis of the development work. 4. Assessing the Quality of Teaching and Learning The quality of learning, teaching and educational processes will be assessed systematically and the assessment data used as the foundation for further development. The learning community is encouraged to interact continuously, achieving better results through the development of a culture of receiving and giving feedback. The quality and feedback systems for teaching are constructed to support students learning and to ease teachers work in order to increase quality. The University will also constantly assess and develop student admission procedures, especially in order to ensure study motivation. 5. Merging Research, Art and Pedagogy in Academic Activities Artistic activities can highlight problems which are often solved through a multidisciplinary combination of scientific and artistic cooperation. Our goal is to create a place and context in which art and science meet and in which societal issues are tackled through a comprehensive research approach. The Aalto University community will make it possible for science and art to meet, and to collaborate, starting from the basic principles of each discipline. Key Performance Indicators for Education Teaching quality Student performance Alumni and employer satisfaction Proportion of multidisciplinary studies

17 Artistic Activities Strategic Objective The maturing global economic situation is highlighting the importance of creativity and dynamism. In today s world, art, architecture and design are as much key change drivers for society as science is. The former disciplines are responsible for the development of models, books, productions and research which, when added to developments emerging from the economy and technology, facilitate the goal-oriented alteration of living environments. Aalto University develops multidisciplinary artistic and scientific collaboration across the boundaries of science and art. The University is an internationally acclaimed leader in art, architecture and design Principles of Developing Artistic Activities Artistic activities are integrative in nature. Solutions to complex problems, in addition to analytical research, require a holistic way of working and thinking which is typical of artistic activities and design thinking. Communication is also an important dimension of art where visualisation, sound and touch are required to comprehend many problems. At Aalto University, artistic activities include not only the study of societal and cultural heritage but also the formulation of a worldview through creating and experiencing art. Art tends to be cerebral where the main criterion of skill is defined by an individual s experience and the connection a work of art creates to and between other people. The central component is the experience which is created through a meeting of the worlds of art and of those who experience it, and where new definitions, new adaptations, creativity and innovations are born. Key Areas of Development 1. Applying and disseminating art and design thinking 2. Utilising artistic activities as a means for renewal

18 18 1. Art and Design Thinking Design thinking is essential in traditional production but can also be successfully applied to the design of services in order to improve efficiency and enhance the service experience. Expertise in design management is being developed in order to capitalize on the full benefits of design thinking. Aalto University studies, develops and applies the operating methods of contemporary art to various walks of general life such as wellbeing services, pedagogical activities, technology and management. Being able to combine architecture, art, media, design and design thinking with expertise in technology and economics in this unique way bestows one of the most important factors for success for Aalto University. 2. Art for Renewal Aalto University is a leader in promoting interdisciplinarity between the arts and the sciences, where art enriches science and science, art. Via its multidisciplinary initiatives, the University has an excellent platform for communication between the different artistic disciplines. The content of artistic activities is defined in each area importantly, these are not limited to the traditional areas of art, but also include the searches for new focused forms of art. The results of artistic activities are assessed according to criteria that have been specifically developed for the task. The University develops appropriate career systems for artistic professors and other teachers. Key Performance Indicators for Artistic Activities International visibility: quality and quantity of artistic productions Art, media, and design productions, public works Grants and awards

19 Societal Impact Strategic Objective Aalto University is an advocate which understands, anticipates and influences the needs of society. Aalto University prospers through being an active part of Finnish and international life. Our work is inspired by the needs of society and we seek to contribute to the development of society. This requires systematic and inspiring dialogue between Aalto and many different stakeholders, businesses as well as the public sector. Principles of Developing Societal Impact The University is a responsible and committed partner whose operations are based on real-life challenges and opportunities. The University s in-depth, explorative expertise and commitment to long-term cooperation promote favourable development of existing companies and provide opportunities for the creation of new businesses. In return, a close collaboration with businesses enriches the operations of the University. The expertise generated by an internationally competitive university also attracts foreign investors, serving to diversify domestic business life. Key Areas of Development 1. Building strategic partnerships 2. Developing open innovation platforms based on cooperation 3. Promoting the role of the creative economy in developing society 4. Promoting entrepreneurship 5. Enabling lifelong learning through professional and executive education services 6. Involving the alumni in Aalto s activities 7. Contributing to the positive development of society at large 1. Strategic Partnerships To ensure that the expertise generated at the University is effectively transferred to society, Aalto University builds long-term strategic partnerships with the business world and the public sector both in Finland and internationally. The University defines its key partners and conducts extensive research and education and art projects together with them. Aalto University s partners support high-quality research and enable the establishment of innovative cooperation projects. The University will co-operate with developing nations at various levels. Aalto University arranges international encounters between academic and public communities, companies and decision-makers.

20 20 2. Open Innovation Aalto University s innovation activities are partly based on wellestablished collaboration models. New cooperation models will be developed jointly with other universities, research institutes, and the commercial and public sectors. To enhance its commitment to qualitydriven research and education, Aalto University seeks to collaborate with partners of the highest international standing. The University s competence and capacity in intellectual property related research and education will be strengthened. Flexible procedures safeguarding the inventors rights and ensuring smooth cooperation will be established for intellectual property management and technology transfer. Increased emphasis will be put on open innovation activities. The Aalto Factory concept provides a new type of platform for open innovation. Aalto Factories represent dynamic and multidisciplinary learning, education, research and cooperation environments which bring together academic groups and businesses or the public sector. Research conducted by the Factories is seamlessly integrated into the educational curriculum provided by Aalto University. 3. Creative Economy The competitiveness of cities and regions is increasingly dependent on their capability to develop highquality residential, service, business and cultural centres. Such centres are essential in supporting the development of a creative society, attracting a skilled workforce and inspiring the foundation of new enterprises. The multidisciplinary operating environment of Aalto University is a vital springboard for such a development. As a flagship project for urban development, Aalto University will cooperate with the cities and other stakeholders in the Helsinki metropolitan area within the World Design Capital 2012 project aiming to develop a competitive, creative and inspiring urban area. 4. Entrepreneurship Promoting entrepreneurship, developing the associated commercial skills and supporting the foundation of new knowledge-intensive businesses are essential facets of Aalto University s societal influence. Creating an entrepreneurial spirit and culture forms an inherent element of the University s research and teaching activities. The University invests in championing entrepreneurship that is based on top-level academic knowledge and expertise. This will be achieved by reforming the education and by collaborating with financiers to develop flexible systems for supporting the creation and development of growth companies. Aalto University s students are the key target group and partner in entrepreneurship education.

21 21 5. Lifelong Learning Aalto s approach to lifelong learning is to pull together all aspects of the educational pathway, from degree education to Open University and professional development. Aalto University will be striving to become one of Europe s leading executive and entrepreneurship education providers. The University also aims to drive the implementation of the newest research findings into society through professional development and continuing education opportunities offered to working professionals. A Learning Center will be established for Aalto University to provide facilities and expertise for the professional education and lifelong learning of both in-house staff and external parties. The Center will also offer versatile information and library services as well as organize exhibitions and conferences. The Learning Center will become a meeting point which is alive with activity and where research, art and education bring together researchers, students, companies, social influencers and the general public. The Learning Center will provide an ever evolving interface for all stakeholders to access and collaborate with Aalto University. 6. Involving the Alumni Aalto University s alumni constitute a key group of people contributing to the University s societal interaction and international networks. Aalto University will offer its alumni high-quality services strengthening the contacts and cooperation, and allowing the alumni to participate in the development of the University and its education services. 7. Positive Development of Society Academics have a great responsibility to use their expertise to the benefit of society by acting as advisers and consultants for important strategic processes and decisions of governments and other public and private institutions, nationally and internationally. Aalto University will promote and reward such commitments as a part of its career systems. Key Performance Indicators for Societal Impact Stakeholders perception of Aalto Total income from non-academic partners and the average amount of funding per non-academic partner Total number of employees and the annual turnover in companies that have their roots in Aalto Commissions of trust for domestic and international public and private institutions

22 22 6 Strategic Enablers 6.1 Supporting our Faculty and Staff Strategic Objective Aalto University is a forerunner in creating an ambitious and interactive university culture, empowering faculty staff and students to reach their full potential both academically and professionally. Aalto University offers its employees an inspiring working environment, challenging tasks, good working conditions and encouraging career systems. The University has well-functioning HR processes which support academic leadership, research and education. As an employer, the University focuses particularly on the wellbeing of its employees and on developing their competences. Principles of Developing Employee Satisfaction In order to reach its ambitious goals, Aalto University intends to improve its employee and student recruitment processes both in Finland and internationally. Foreign employees are offered support when joining Aalto University. Student recruitment is strengthened through efficient multichannel communication in which the University s teachers and both current and former students are visibly involved. An operating environment that supports high-quality research and education is a prerequisite for successful international recruitment. Recruitment is supported by offering employees, students, and their families support in adapting to Finnish society and working life. The reputation and expertise of the University s teachers, researchers and alumni are efficiently capitalized on in all recruiting activities. Key Areas of Development 1. Developing Academic Career Systems 2. Supporting Professional Development 3. Promoting Academic Leadership 4. Ensuring Wellbeing 1. Developing Academic Career Systems The creation of a tenure track career system based on an international model is perhaps the most notable single reform implemented. Tenure track offers young research talent a clear career path towards a permanent professorship.

23 23 Aalto University commits to guarantee researchers who have qualified as Professors sufficient resources and the community s support for the long-term development of expertise. Other career systems for academic personnel safeguard the long-term planning of education and research and the sufficient mobility of researchers. 2. Supporting Professional Development The solid expertise and motivation of the employees are keys to the University s success in accomplishing its mission. Aalto University supports the development of the competence of its staff by organising career systems for each sub-area, fostering career progression, flexible redistribution of tasks or moving onto a parallel career track. Professional networks are created for the staff and they are offered inspiring learning and training opportunities. 3. Promoting Academic Leadership The Aalto University community represents a new academic culture which develops novel ways of conducting research, teaching and learning together, based on its values. In addition to the traditional academic role, the University highlights the position of supervisors as community leaders and role models. Leaders are offered good management processes, tools and support, capitalising on the expertise of the University s own units. Leaders are expected to develop in their leadership role; good leadership is acknowledged and rewarded. The management culture will be open and supported by active internal communications. 4. Ensuring Wellbeing Aalto University pays special attention to promoting the health and working capacity and reducing the levels of stress of its employees by offering opportunities to exercise regularly. Physical and cultural activities are actively offered to the all employees. Key Performance Indicators Overall employee satisfaction Attractiveness of the university: quality of candidates for the tenure track positions Diversity: equal opportunity independent of gender, ethnic or cultural background or disability

24 Internationalisation Strategic Objective As a multicultural research and teaching community, international mobility is a natural part of the community members daily lives. Aalto University forms a research, development and innovation cluster unique in its operating models and working culture. Through international networking and partnerships the University contributes significantly to national and European research, education and innovation strategies. Key Areas of Development Top level experts, the producers of pioneering inventions and expertise are required to cater for society s needs. The University s competitive position is determined by its capacity to attract the best students, researchers and leaders. Through internationalisation, universities expand their range in recruiting both researchers and students and participate in solving major global challenges together with other experts in their respective fields. Key Areas of Development 1. Improving the University s international visibility 2. International recruitment 3. International Mobility of Faculty and Staff 4. Developing a language strategy 5. Encouraging and developing international teaching and studying 6. Promoting international partnerships 1. International Visibility Aalto University s international visibility and reputation build strongly on the competence, commitment, quality and opinions of its faculty, staff and students. The University builds its reputation by investing in the quality of research and education it provides, improving its visibility among relevant stakeholders through systematic marketing and communication activities. Aalto aims to work with the best partners in its selected fields. 2. International Recruitment An operating environment that supports high-quality research and education is a prerequisite for successful international recruitment. Recruitment is facilitated by offering employees, students, and their families support in adapting to Finnish society and working life. The reputation and expertise of the University s teachers, researchers and alumni are efficiently capitalized on in all recruiting activities.

25 25 3. International Mobility of Faculty and Staff International mobility is required to strengthen research cooperation, improve the content and quality of teaching and learn new service practices. Mobility is supported, e.g. by establishing a sabbatical system for professors and young researchers at the qualification stage. The international competence of local staff is developed through systematic training; internationalisation is also part of the administrative and service staff s job profile. Better support services are developed to advance mobility in the community. 4. Language Strategy The University will formulate a separate language strategy to enable internationalisation. English will be adopted as the third language equal to Finnish and Swedish in Aalto University. The teaching of the Finnish language and culture for foreign employees will be intensified to facilitate their smooth integration in to the Finnish society. 5. International Teaching and Studying Aalto University is an internationallynetworked, multicultural learning community. Student exchange will be integrated extensively into the University s curricula, in collaboration with international partner universities. Students exchange visits to other universities are supported through flexible credit transfer and scholarship systems. Similarly, the career system for teachers and researchers includes periods of work abroad. The international dimension is also a starting point for student and teacher recruitment as well as for designing programmes. Some Bachelor s programmes and the majority of Master s programmes are offered in English. Aalto University will also expand its exports of university education. Double degree programmes are developed together with first rate foreign universities either on a bilateral basis or within clusters of several universities. 6. International Partnerships Aalto University s international partners support high-quality research, enable the establishment of innovative cooperation projects, enhance mobility and function as important peer references. The University will in various ways work with developing nations. Cooperation with universities and research institutions in the other Nordic countries and Russia will be enhanced through long-term partnerships. In Europe and North America, efforts are being made to develop even closer and more systematic partnerships with first-rate universities. In Asia, new opportunities will be pursued and Aalto University s local presence will be strengthened. Key Performance Indicators for Internationalisation Strategic partnerships with top universities and other institutions Percentage of foreign professors and postdocs Percentage of foreign students Percentage of students having an international study component Quality and volume of research with foreign universities and institute

26 Infrastructure Strategic Objective University infrastructures include the premises, devices, equipment, materials and services needed to support academic achievement. Aalto University s infrastructure and services are of high quality and fit for purpose. They are being developed with a longterm perspective, cost-effectively and following the principles of sustainable development. Principles of Developing Infrastructure State-of-the art infrastructure constitutes a necessary precondition of achieving a high international level in research and education, especially so for technology, arts, architecture and design, all central for Aalto University s agenda. Research and teaching infrastructures depend on professional support and a stable funding base to allow constant upgrading and renewal. Aalto will therefore make it a priority to develop the necessary competences and to raise the money required to offer its faculty, staff and students international standard infrastructure and related services. To complement and optimise resources used for own investments, Aalto will seek national and international cooperation in developing and sharing infrastructures. Key Areas of Development 1. Ensuring the quality and efficiency of research and education infrastructure and services 2. Development and efficient utilisation of premises 3. Redesigning the campus to improve functionality and interactions 1. Research and Education Infrastructure The University keeps the premises, equipment, library and information services and other infrastructures required for research and teaching upto-date, renewing them in a long-term perspective based on the strategic goals of the University. Aalto University will actively participate in promoting the establishment of a national financing system for research and teaching infrastructure in Finland. The operation of large national infrastructures is managed on a centralised basis and their finances are included in the scope of the overall cost calculation model. The University coordinates the operation of large infrastructures and the creation of new ones together with other national and international actors and seeks to make them available to external national and international users. Aalto University also seeks to establish international research infrastructures in Finland in cooperation with other universities and actors.

27 27 2. Developing Premises The premises strategy approved by the University is aimed at guaranteeing a functional setting for research, teaching and creative work and interaction. A further objective is to create an accessible, healthy, inspiring, aesthetic and safe working environment. Aalto University Properties Ltd is our main partner is property development and management. Premises are purchased, designed and maintained according to the principles of sustainable development. The University will draw up an action plan for sustainable development. 3. Campus Development The design and development of a functional and inspiring research and learning environment that enables desired types of interaction and activity is a key issue helping the University to reach its goals. Following an engaging community discussion during , a decision was reached to build one unified main campus for Aalto University in Otaniemi, Espoo. Aalto University will also maintain presence in central Helsinki as well as other national and international locations as required by strategic partnerships and collaborations. The main aim of the campus development is to offer the faculty, staff and students of Aalto a highly interactive, engaging learning and working environment which supports renewal and active cooperation with the surrounding society. The campus will be designed and built focusing on solutions that are both economically and environmentally sustainable. Key Performance Indicators for Infrastructure The ratio of investment in versus depreciation of research and education infrastructure Customer satisfaction on infrastructure services Number of national and international level research infrastructures Functionality and the efficiency of the use of facilities

28 Services Strategic Objective The goal of Aalto University to raise the academic quality to a high international standard increases the need for new kinds of service expertise supporting research and education. This requires continuous professional development of the service staff. Flexible, customer-oriented services allow greater responsibilities to be transferred to skilled support staff, providing higher levels of job satisfaction. Clear and distinct roles for both academics and professional support staff will enable the University as a whole to deliver its mission. Aalto University provides research, education and academic leadership with high-quality, accessible and efficient services and support systems. Principles for Improving Services Shared services are centralised at the University level, but the production of services mainly takes place in the academic units. The service organisation is a matrix with staff reporting to both the management of the academic unit and the head of the service function. To ensure that the production of services supports academic activities, the planning and implementation of these services are led by the University s President and Vice Presidents. Key Areas of Development 1. Improving the overall service quality and efficiency 2. Improving the usability of information systems 3. Improving student services 4. Communications 1. Overall Quality and Efficiency The service functions and systems are renewed and developed so that they support the goals of high-quality research, education and artistic activities. The division of responsibilities within services is clarified so that the critical key processes are defined at the University level and their implementation and quality are monitored and improved. The University s own research and other expertise relating to services are harnessed more extensively than before when planning services. 2. Usability of Information Systems Many administrative functions, such as master data entry, project management, travel arrangements and financial planning and monitoring are largely based on various information systems. Aalto University will focus on the development of new, efficient and user-friendly information systems. The roll-out of new systems is supported through the efficient training and induction of staff.