1 / 9

LIFE IN THE ACADEMIC TURBULENCE EXPERIENCES FROM AN UNIVERSITY RENOVATION

LIFE IN THE ACADEMIC TURBULENCE EXPERIENCES FROM AN UNIVERSITY RENOVATION Professor Pentti Kareoja / University of Art and Design Helsinki (UIAH). ”Where science and art meet technology and business ”. Aalto University as part of the Finnish university reform. www.aaltoyliopisto.info.

adlai
Télécharger la présentation

LIFE IN THE ACADEMIC TURBULENCE EXPERIENCES FROM AN UNIVERSITY RENOVATION

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. LIFE IN THE ACADEMIC TURBULENCE EXPERIENCES FROM AN UNIVERSITY RENOVATION Professor Pentti Kareoja / University of Art and Design Helsinki (UIAH)

  2. ”Where science and art meet technology and business” Aalto University as part of the Finnish university reform www.aaltoyliopisto.info

  3. The concept of Aalto University Merger of three universities (TKK, HSE and UIAH) with a combined history of 400 years; three autonomous schools are formed on the brands of the previous universities. The first academic year will start 1.8.2009 and the final merger will take place 1.1.2010. Is the flagship project of the Finnish university renovation. A testbed and pilot project for the best university practises. Vision: a world class university by 2020 in technology, design and business, and as a whole; ”bringing bright people together” Better resources, financial autonomy, strategic council, new structure and management system, highly international, strong horizontal collaboration, new teaching and learning culture.

  4. What is going on? Ministry of Education prepares the new universities act which allows university operations for a private foundation, too. The university foundation was established in June. The key players are the government, private organizations and the three universities with their student unions. The university council (board of trustees) was nominated and the president will be elected ASAP. 700 million EUR is targeted for total fixed capital, 280 million for 2008. The state grant for the operating costs will increase up to 100 million annually by 2012 (+60 % compared to 2007); the money will be open for competition gradually from 2015 to 2020. Integrating structures and operations are underconstruction (Design, Media and Service factories; IDBM 2.0, joint research programs,…). 90+ ideas for new cross-disciplinary research topics and courses were collected bottom-up. Three best combinations are under construction.

  5. Size comparison Universities as percentage of the Aalto University entity (2007 statistics)

  6. Aalto University in numbers Number of students: 19200 (international 1140) Master´s degrees: 1626 Doctorates: 201 Number of staff: 4150 (53 % academic staff) Number of professors: 287 Budget: 296 MEUR (61 % from the ministry)

  7. A concept for the ”Design Factory”

  8. Generic road signs to success Attract high level academic staff Generate resources for creating leading research groups Attract more students – select the best Improve your competitive position (”rankings”) Involve the most innovative academics for change Directly involve other innovative cultures Avoid internal bureaucracy Introduce flexible spearhead activities

  9. Potential pitfalls • Academic community is conservative, is it able to follow or • does it become frustrated? • Three schools, three brands, three cultures, three • identities: integration challenges (university; student union) • Interface between the strategy layer and the academia • Academic leadership, a big challenge to the community • Long-run resourcing while financing (2009-2020) fluctuates • Zillion practical things to be solved within a very short time • Public pressure and excessive critique, does it lead to • focus on quick wins?

More Related