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Faculty Handbook

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1 Aalto University School of Arts, Design and Architecture

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Mission, Vision, Values Strategic Objectives Focus Areas

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2 Core Activities

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Research Strategic Goals for Research Practicalities for Faculty on Research Art and Design Research Assessment

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12 16 18 20 20 21 22 24 29 32 35

Education and Learning National Regulatory Framework of Higher Education Bologna Process in Finland Strategic Goals for Education and Learning Education and Learning at the School of Arts, Design and Architecture Practicalities for Faculty on Education and Learning Artistic Activities Strategic Goals for Artistic Activity Artistic Activity as Part of Research and Education

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Societal Impact Strategic Goals for Societal Impact Practicalities for Faculty on Societal Impact

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3 Governance

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Organisation and Decision-Making Management Processes Quality Management Risk Management

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4 Faculty and Staff

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5 Students

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6 Key Enablers

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Funding Infrastructure Internationalisation

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55 57 58 58 60 60 61 62 62 63 63

Services Human Resources Finance Student Services Research Support Communications Aalto ARTS Books International Affairs IT


Aalto-yliopiston taiteiden ja suunnittelun korkeakoulun ensimmäinen suomenkielinen laatukäsikirja julkaistiin 27.9.2011. Tämä Aalto ARTS Handbook on päivitetty englanninkielinen versio Taiteiden ja suunnittelun korkeakoulun laatukäsikirjasta ja se antaa lukijalleen hyvän yleiskuvan korkeakoulun toiminnasta. Aalto ARTS Handbook kuvaa sitä miten korkeakoulu on järjestänyt ydintoimintonsa – tutkimuksen, opetuksen, taiteellisen toiminnan ja yhteiskunnallisen vaikuttavuuden – -yhtenäisellä ja laadukkaalla tavalla. Aalto ARTS Handbook on sähköinen käsikirja, joka sisältää viittauksia ja linkkejä yliopiston intranetistä löytyviin yksityiskohtaisempiin ohjeisiin, sääntöihin ja prosessikuvauksiin. Se toimii oppaana monissa käytännön työhön liittyvissä tilanteissa. Aalto ARTS Handbook on tärkeä perehdytysmateriaali uusille opiskelijoille ja työntekijöille. Aalto-käsikirja (yliopiston laatukäsikirja) ja laitosten toimintakäsikirjat täydentävät Aalto ARTS Handbookia. Aalto ARTS Handbook kannustaa kaikkia korkeakoulumme toimijoita kehittämään toimintatapoja entistä paremmiksi ja antamaan rohkeasti palautetta. Käsikirjan kehittämisideoissa yhteydenotot laatupäällikkö Iina Ekholmiin, iina.ekholm@aalto.fi.

Aalto University School of Arts, Design and Architecture published the first Quality Manual in Finnish on 29th of September in 2011. This Aalto ARTS Handbook is the updated version in English and gives a good overview of the school. Aalto ARTS Handbook describes the way of how the school has organised its core activities – research, education, artistic activities and societal impact – in a common and high-quality way. Aalto ARTS Handbook is an electronic handbook which includes many references and web links to guidelines, bylaws and process descriptions in Aalto University internet and intranet. Ohjaako myös ulkoisille sivuille? The handbook works also as a guide in practical daily work related matters. It is also good orientation material for new students and employees. Aalto University Handbook and the departments´ handbooks complete Aalto ARTS Handbook. Aalto ARTS Handbook encourages the school´s community to improve the operations and to give feedback. Improvement ideas related to Aalto ARTS Handbook can be addressed to Quality Manager Iina Ekholm, iina.ekholm@aalto.fi.

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Faculty Handbook —5


6 — Faculty Handbook


1 Aalto University School of Arts, Design and Architecture The School of Arts, Design and Architecture develops new and creative solutions in the fields of design, digital media, audiovisual representation, art, visual culture, well-being architecture and urban planning and design. The school was formed in early 2012 through the merger between the School of Art and Design and the Department of Architecture at the School of Engineering. The school carries forward the internationally renowned and recognised expertise of its predecessors. The school produces experts and reformers of art, design and architecture with strong artistic and technical skills. The school’s core strengths include experience-based thinking and user-orientated design. Teaching is focused on practical work in which manual skills are combined with theory. Research and teaching are closely connected at all levels of education. The school has active links to the surrounding society, industry and the culture sector. The school’s activities are multidisciplinary and international. Its expertise is based on pioneering research, a strong artistic orientation and a humanistic and cultural tradition of teaching. The school is a multicultural study environment and is involved in international cooperation through various networks. Each year, the school’s students participate and excel in numerous international and domestic exhibitions, shows and events.

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Mission, Vision, Values Aalto ARTS is an open and creative community, which strives for a better future viewed from alternative perspectives, through innovative and responsible rethinking. Aalto ARTS is an international actor that shakes up Finnish and global society.

Strategic Objectives Research • Clear research focus areas and cooperation between departments and schools • Strengthening of research quality in the international context • Research strategy and focus areas guiding the ARTS doctoral programme Ground-breaking Art • Focused profile of artistic activity internationally and at Aalto • Strengthening of quality of art and artistic research • International visibility in peer-reviewed forums Pioneering Education • Increasing student satisfaction by developing feedback mechanisms • Improving individual tutoring • Improving teaching quality by increasing pedagogical knowledge of teaching staff

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• Achieving international and internal mobility as part of degree reform • Encouraging multidisciplinary studies • Combining university education and professional work • Enhancing the graduation process Societal Impact • Strong societal and cultural agent in art, architecture and design • National and international media visibility in field specific forums • Building new economic activity in creative and cultural industries • Increasing ARTS social capital through an active alumni network


Focus Areas Aalto ARTS Focus Areas, Spearheads, and Initiatives

HUMAN User-driven design and art BRIDGE Bridging art, technology, and business CULTURE Tradition-based ground-breaking culture EXPERIENCE Sense-based skills and knowledge. Hands-on skills and knowledge

Forum X ExplorativePlatform

Design on all scales of human environment and in everyday life

Practice-based research, learning, and development

Sensibility of unique expressions

Interaction,new materials, digitalisation; Internet of things

Living+

Aalto Digital Future Lab

Milestones

1871

Craft School is founded Pro Arte Utili

1973

University status Name changed to University of Industrial Art Helsinki

1983

Degree reform, possibility to earn a doctoral degree in art The university has become an international pioneer in its research fields

1993

The university invests in developing new media, and AV media education and research The outcome is Media Centre Lume

2010 2012

University reform, Aalto University begins operations

The School of Art and Design and the Department of Architecture merge. Aalto University School of Arts, Design and Architecture The 100th Doctor of Arts

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Aalto University Strategy Summary of the Aalto University Strategy

Vision

The best connect and succeed at Aalto University, an institution internationally recognised for the impact of its science, art and learning.

Goal

A world-class university by year 2020

Universal mission

Contributions to a better world

Core strategies and KPIs

Research excellence Original, impactful, interdiciplinary

National mission

Pioneering education Students in focus, a new learning culture and approaches

Competitiveness and welfare of Finland

Trend-setting art Art, architecture and design as key drivers for improving living environments

Societal impact Adding value through entrepreneurship, business liaison and societal interactions

Strategic enablers

Leadership; Internationalisation; Services; Infrastructure

Culture built on common values

Passion; Courage; Freedom; Responsibility; Integrity

Schools

Arts, Design and Architecture; Chemical Technology; Economics; Electrical Engineering; Engineering; Science

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Aalto ARTS Strategic Plan Overview – ARTS Strategic Plan In a Nutshell

Aalto ARTS focus areas

HUMAN user driven environment

Aalto ARTS strategic goals

International forerunner in research, practice and education

Actions

Indicators ?

BRIDGE to science, business

Underlines human-centric approach in practice

CULTURE heritage based forerunning

Renews and strengthens status of art, design and architecture.

Bridge builder to science

EXPERIENCE sense based skills and knowledge

Educates responsible professionals to tackle global challenges

Research excellence

Groundbreaking Art

Pioneering education

Shaking impact

Clear research focus areas Research quality Multidisciplinary projects Leading research teams

Focused profile of productions International community authors Quality of creative practices International visibility

Teaching quality Profile of study programs Faster graduation Learning based study culture

Human centric living environment Deep partnerships International visibility New Sustainability

Students international awards Real life study projects

Start-up companies and trade marks International media visibility

International scientific expert tasks Multidisciplinary research projects

International expert tasks Author´s monographs

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2 Core Activities Research

Strategic Goals for Research The vision and intuition of our people – academic freedom – is the cornerstone of our research and teaching. We are dedicated to long-term, high-quality research of a high scientific value that will have a positive impact on society. Aalto University’s unique profile – one that combines science and art, technology, economics and design – stimulates interdisciplinary collaboration and facilitates the birth of new innovations.

12 — Faculty Handbook


The Aalto University Strategy for 2012 specifies seven key areas of development for research:

1. Achieving 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 Key Performance Indicators (KPIs) for Research At Aalto University, performance indicators have been specified for the core strategic areas. The Key Performance Indicators (KPIs) for research are as follows: Aalto Strategy KPIs • Publication quality (Crown indicator) • Excellence grants to faculty members (number of ), (includes ERC grants, FiDiPros and Academy of Finland: academicians, professors, research fellows and centres of excellence) • Competitive research funding (€M): (EU FP, incl. ERC, Academy of Finland, Tekes-FiDiPro) • Grants and awards (number of ) • Interdisciplinary projects (%) • Quality of top applicants (Hm index) • Quality and volume of research with foreign universities and institutes (volume = collaborative publications in intl. publ. (%) / quality = impact per publication; source: ISI)

Joint School KPIs • Doctoral degrees (number of ) • International refereed publications (number of ) (Minedu categories A1-A4; excl. A1-A2 intl.; & B1-B3 & C1-C2) Aalto ARTS Objectives of Research: • Strengthening of department-level research focus areas • Active participation in Aalto University’s multidisciplinary research programmes • International mobility of researchers; systematic mobility grants for researchers • Systematic structure and strategy of doctoral programme and support for studies

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Doctoral Degrees and Publications

45 40 35 30 25 20 15 10 5 0 2010

2011

2012

2013

2014

2015

2010

2011

2012

2013

2014

2015

International refereed publications

17

34

28

38

40

40

Doctoral degrees

14

8

12

15

15

15

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Research Excellence

Themes driving inter-disciplinary research Digital society Mobile technologies, services, media, games, entertainment

Energy & sustainable use of natural resources

Human-centred living environments

Bioeconomy

LivingPlus

World class potential Global business dynamics

Process and systems competence

Architecture

Art

ICT

Materials

Design

World class Computation and modeling

New media

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Practicalities for Faculty on Research Responsibilities In Research Position

Responsibility

Dean Vice Dean (research)

School’s research strategy and focus areas School’s overall quality assurance Chair of the Doctoral Programme Committee for Arts, Design and Architecture Responsibility for School´s quality assurance in research

Doctoral Programme Committee

Develops the doctoral education and research of the Aalto University School of Arts, Design and Architecture Nominates supervisors, pre-examiners, and opponents for doctoral dissertations, and evaluates dissertations Evaluates applications for doctoral studies

Head of Doctoral Programme of Art and Design

Input to research strategy definition Improving art, design and architecture doctoral programme Contents and regulations of doctoral degrees Doctoral dissertation process Feedback systems Connections to research organisations Research ethics

Head of research in the department

Research action and strategic plan in the department, according to the school’s strategy Quality assurance and development of the research process at department level Researchers’ orientation to ARTS and departmental culture and regulations Quality and output of research Definition of research focus areas with the head of department Resource allocation and follow up with the head of department

Professors and postdoc researchers

Preparing and managing research projects Tutoring doctoral students Connection between research and education Input to definition of department´s research focus areas

Researchers

Research and publications Improving and evaluating personal work

Support services

Statistics supporting the school´s strategic decision-making Managing the doctoral dissertation and study process Support for supervision Research mobility Grant management and grant writing International and national networking Visiting researcher process Research and art evaluations

Updated table in Inside:

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The Aalto University School of Arts, Design and Architecture conducts a wide range of research in the field of art and design. Design, art education, visual culture and audiovisual presentation as well as digital media are areas where research is conducted. Common platforms uniting research and Aalto University’s various areas of expertise are the Media Factory, Design Factory and Service Factory. On an international scale, the School of Arts, Design and Architecture is a pioneer in art and design research, attracting a wide range of foreign postgraduate students and researchers. The School of Arts, Design and Architecture also conducts applied research in departments as well as two separate units. The School of Arts, Design and Architecture encourages all its postgraduate students and research staff to include international mobility as part of their research. The goal of the University is also to attract accomplished foreign researchers to come to the School of Arts, Design and Architecture as visiting researchers. International researcher mobility is considered part of developing research capacity.

International researcher mobility is coordinated at the School of Arts, Design and Architecture Research Institute. The School of Arts, Design and Architecture International Affairs Centre (IAC) administrates the School’s exchange programmes and bilateral agreements. Practical information on the placement of incoming foreign researchers in Finnish society is provided by the School of Arts, Design and Architecture Study and Student Services. The university’s international services also provide assistance in finding housing, employment for spouses, children’s schools and other practical matters. Guest housing owned by the University facilitates the settling in of researchers. Visiting researchers leaving from and arriving at the School are recorded in the Reseda research database under the researcher’s own information.

The purpose of researcher mobility should be to conduct research, but it can also involve instruction or artistic work. Visiting a foreign university or research institute may be based on the University’s existing exchange programmes, co-operative agreements or other similar arrangements. Some visits can be independently organised. As with other forms of international research co-operation, national and international funding agencies, such as the Academy of Finland and Tekes – the Finnish Funding Agency for Technology and Innovation, are playing an increasingly important role in researcher mobility.

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Annual Reporting of Activities At Aalto University, research assessments are essentially based on publications and bibliometric analyses. Aalto’s internal promotion and reward procedures and external funding from the Ministry of Education and Culture, as well as from the funding agencies, make use of publication counts and bibliometric analyses. At the School of Arts, Design and Architecture, the research and artistic activity assessments are made on the basis of the activities reported by the faculty to the database of Reseda and TKK Research and Acts. Therefore, it is important to annually update the faculty’s publishing activities in Reseda and TKK Researches and Acts .

The information is uploaded from Reseda and TKK Researches and Acts to the Aalto DW data warehouse for information merger with the other Aalto schools, and for subsequent reporting to various information systems (e.g. Ministry of Education and Culture, Statistics Finland, Aalto annual reports). In addition, the Aalto DW information forms the basis for the numerical information used, for instance, in planning and resource allocation. The information system used for collecting publications and research databases of architecture and landscape architecture is Tenttu.

Art and Design Research Assessment • In 2008, the Academy of Finland commissioned the first international evaluation of research in art and design in Finnish universities. • The Helsinki School of Economics (HSE), University of Art and Design Helsinki (TAIK) and Helsinki University of Technology (HUT) research assessment exercise (RAE) was conducted in 2009. The purpose of this evaluation was to determine the level and influence of research conducted at the three universities as well as to identify the research potential at the international level. The evaluation results are used in Aalto University strategy planning and the development of new University research protocols. The evaluation of art research and artistic activity assessment are areas under continuous development. The assessment of research at

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Aalto University is intended to be conducted every six years. The School is constantly developing artistic activity indicators and did a pilot of assessing the artistic activity with qualitative criteria in spring 2013. The continuing development work of indicators is done in co-operation with select universities in the CUMULUS network. The goal of the School of Arts, Design and Architecture is to establish internationally comparable artistic activity indicators for the fields it represents. Research operations are described in greater detail in the Research Institute operating manuals.


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Education and Learning National Regulatory Framework of Higher Education

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The Ministry of Education and Culture is the highest education authority in Finland. The Universities Act and the Government Decree on University Degrees provide the operating context for all the universities in the country. Institutions of higher education are designated as universities by the Universities Act. This means that in Finland, only the institutions specified in the law have the right to confer bachelor’s degrees, master’s degrees and doctoral degrees. The Universities Act sets the overall mission and quality framework for all university-level education in the country: The mission of the

universities is to promote free research and academic and artistic education, to provide higher education based on research, and to educate students to serve their country and humanity. In carrying out their mission, the universities must promote lifelong learning, interact with the surrounding society and promote the impact of research findings and artistic activities in society. The universities must arrange their activities so as to assure a high international standard in research, education and teaching, in conformity with ethical principles and good scientific practice.

Bologna Process in Finland The Bologna Process has had a great impact on the development of higher education in Europe throughout the last decade. According to the Bologna Declaration (1999), the original objectives of the Bologna Process were to establish uniform degree structures, easily readable and comparable degrees, and a harmonised system of credits (ECTS). These objectives formed one set of action lines, which aimed to increase mobility. The other original objectives of the Bologna Process included cooperation in quality assurance and promoting the “European dimension” in higher education. The common European agreements and requirements have been adapted to fit the Finnish context in the national legislation. The implementation of the Finnish higher education reform has addressed some national problems, such as extended study times and a high dropout rate, a low level of

mobility, the changing needs of the labour market, and concerns regarding innovation and competitiveness. Consequently, the main national-level aims and action lines of the degree reform in 2004 included: • a degree structure based on the 3 + 2 + 4 model (= bachelor’s degree within 3 years, master’s degree within 2 years, doctoral degree within 4 years), and adopting an ECTS-compatible credit system in order to increase mobility and the easier recruitment of international students; • adoption of personal study plans in order to shorten study times; • increased cooperation with employers in order to produce new competence for the needs of employers and to strengthen the status of the bachelor’s degree and improve its labour-market relevance; • development of international master’s degree programmes, as well as researcher

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training, in order to strengthen the competitiveness of the universities. It should be noted that in Finland, when students are accepted onto a BSc programme, they typically, at the same time, also obtain the right to complete the MSc degree at the same university.

The learning outcomes observe the regulations of the EU directive that applies to pursuing the professional activities of an architect (Directive 2005/36/EC of the European Parliament and of the Council on the recognition of professional qualifications).

Strategic Goals for Education and Learning In addition to an ambitious academic curriculum, promoting a culture of creativity and entrepreneurship and preparing students to enter professional life are key goals of our teaching. As an inspiring, professional community, the University encourages lifelong learning. The Aalto University strategy for 2012 specifies five key areas of development for education and learning:

1. Improving the student/teacher ratio and student guidance 2. Creating a learning-centred culture and 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

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Key Performance Indicators (KPIs) for Education and Learning At Aalto University, performance indicators have been specified for core strategic areas. The Key Performance Indicators (KPIs) for education and learning are the following:

Joint School KPIs • Master’s degrees (number) • Bachelor’s degrees (number) • Avg. number of credits / 1st and 2nd year enrolled students • Foreign students (%) (master’s level, doctoral level) • Exchange students, to and from Finland (number)

Aalto Strategy KPIs • Teaching quality: scores from course feedback • Teaching quality: proportion of teachers with pedagogic credentials (%) • Alumni satisfaction • Employer satisfaction • Multidisciplinary studies (%) • Percentage of students with an international study component

Aalto ARTS Objectives of Pioneering Education • Aalto ARTS educational strategy to strengthen school identity •Strong support of pedagogical studies of teaching staff • Strengthening of partnerships with leading international and national universities • Systematic and supportive career and study planning

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Education and Learning at the School of Arts, Design and Architecture Degree Structure Aalto University offers an inspiring and highquality environment that encourages the continuous learning of new things. University instruction is founded on high-quality research in its relevant fields of study and artistic activities. The School of Arts, Design and Architecture provides an education for professionals who possess a high degree of artistic skill, such as architects; landscape architects; communication, environmental and industrial designers; design leaders; film, set and photography professionals; art teachers; visual art professionals; artisan masters; applied arts researchers; and cultural managers. The detailed description of the degrees and aims is found in Aalto University Into.

Bachelor of Arts (Art and Design) The degree of Bachelor of Arts (art and design) shall provide the students with: • the theoretical and general knowledge, as well as the artistic and practical expertise, necessary for professionals in art and design, and knowledge of the basic research of the field, and the prerequisites to follow developments in the field; • knowledge and skills needed for artistic work and the knowledge and skills needed for scientific thinking and the use of scientific methods; • knowledge and skills needed for the studies leading to a master’s degree and 24 — Faculty Handbook

for continuous learning; •adequate language and communication skills. The education shall be based on scientific research, artistic activity, and professional practices in the field. Bachelor of Science (Architecture) The degree of Bachelor of Science (architecture) shall provide the students with: •knowledge of the fundamentals of the studies included in the degree programme and prerequisites for following developments in fields requiring expertise in science and technology; •knowledge and skills needed for scientific thinking and the use of scientific

methods, and knowledge and skills needed for artistic work; •knowledge and skills needed for studies leading to a master’s degree and for continuous learning; •knowledge and skills to understand and analyse the effects and potential of technology; •ability to cooperate and to participate in goal-oriented team work; •capacity for applying the acquired knowledge and skills to work; •adequate language and communication skills. The education shall be based on scientific research and on the professional practices in the field, as well as on artistic activity.


Master of Arts (Art and Design) The Master of Arts (Art and Design) degree shall provide the student with: •the high level of expertise required for working in the field of art and design in terms of theoretical and other knowledge and artistic and practical knowledge; •knowledge and skills needed for independent and demanding artistic work and knowledge and skills needed to apply scientific knowledge and scientific methods; •knowledge and skills needed for independently operating as an expert and developer in the field; •knowledge and skills needed for education leading to a Doctor of Arts (Art and Design) degree; •good language and communication skills. The education shall be based on scientific research, artistic activity, and professional practices in the field. Master of Science (Architecture) and Master of Science (Landscape Architecture) The education leading to a master’s degree shall provide students with: •good overall knowledge of a major of the degree programme; •knowledge and skills needed to apply scientific

knowledge and scientific methods and for continuous and flexible learning, and skills needed for independent and demanding artistic work; •knowledge and skills to understand the problems of the field from the point of view of users and technical and social systems, as well as from that of the environment; •knowledge and skills needed for independently operating as an expert and developer in the field; •good language and communication skills; •knowledge and skills needed for scientific postgraduate education. The education shall be based on scientific research and the professional practices of fields requiring expertise in science and technology, and on artistic activity. In addition, the degree of Master of Science (Architecture) shall meet at least the requirements set forth in Directive 2005/36/EC of the European Parliament and of the Council (7 September 2005). Degrees of Licentiate of Science (Architecture), Doctor of Arts (Art and Design), Doctor of Science (Architecture) and Doctor of Philosophy (Architecture)

•become well-versed in their field of research and its social significance, and gain knowledge and skills needed to apply scientific research methods independently and critically and to produce new scientific knowledge; •become conversant with the development, basic problems and research methods of their field; •gain such knowledge of the general theory of science and of other disciplines related to their field of research that enables them to follow developments in them. In the field of art and design, the aim of doctoral education may be, in addition, that the student gains the knowledge and skills to independently conceive methods of artistic creation or to create products, objects or works that fulfil high artistic demands. In the fields of architecture and landscape architecture, the aim of doctoral education may be, in addition, that the student acquires a deep understanding of the significance of artistic expression in defining the research question.

The aims of the doctoral degree are that the students:

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BA and MA Degrees

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2011

2012

2013

2014

2015

2010

2011

2012

2013

2014

2015

International refereed publications

17

34

28

38

40

40

Doctoral degrees

14

8

12

15

15

15

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Admissions Aalto University Admission Services is responsible for handling student admissions at the School of Art, Design and Architecture. The purpose of Applicant Services is to take care of domestic and foreign student admissions and organise the first and second admission rounds together with degree programmes. Information related to student admissions is presented on the University website under Application and services. Admissions materials and marketing are handled centrally at University level. The University President determines the number of students to be admitted and the Aalto University Academic Affairs Committee determines the selection criteria. The dean of each school accepts the students being admitted. Tutoring and Personal Support School of Arts, Design and Architecture students can receive study guidance from a variety of sources. This requires that the student is proactive and assumes responsibility for their own study progress. Under the supervision of a teacher tutor, students pursuing basic degrees draft a personal study plan (HOPS), either electronically on WebOodi or in writing. The HOPS plan is an agreement on study progress. Departments and degree programmes are responsible for providing guidance in preparing HOPS plans and monitoring them. On WebOodi, the students can, for example, monitor their studies, order an unofficial transcript to be sent to their email address, enrol for courses and exams, give course feedback, enter a change of address, specify to whom their contact information may be given, and notify the university of their attendance or absence.

An important part of student guidance is teacher tutoring. The need for guidance is emphasised in the Bachelor’s phase, but the student needs teacher support in various phases of study, such as in choosing minor subjects. Teacher tutoring is offered in different ways on different degree programmes. A key aspect of integrating new students into the school community is student tutors. Student tutoring at the School is a responsible task that requires a strong command of school practices and student life. Training and guidance are provided for student tutors to help them deal with a variety of issues. Conventional tutors serve particularly as orientation guides for new students beginning their studies at the School. Study psychologists provide guidance counselling and support the students in learning, motivation, self-control, stress management and challenges related to their capacity to study. Key approaches used are individual and group counselling and instruction development. Study Regulations The study regulations are defined in specific documents available in Into. Assessment of Learning Quality Study consists of lectures, various exercises and independent work, as well as projects and productions done in groups. Study is a social activity that develops problem-solving skills and skills in new creation. Communication and cooperation skills are just as important as personal specialised expertise. Study characteristically involves the combination of theoretical and practical professional skills, as well as finding methods to develop one’s own artistic expression and skill. Students are encouraged to engage in

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independent work in order to develop unique ways of thinking. In most cases, learning is made visible and assessable by means of various graphic and audio-visual presentations, works and productions. On courses, the assessment of learning quality is based on the personal guidance and feedback provided by the teacher, as well as on group critiques held in peer groups. The assessment discussion and feedback are based on performances or works presented, and on a linguistic conceptualisation in relation to the quality attributes of a given work. External experts also frequently participate in critiques. Student feedback Degree programmes collect written student feedback from courses in electronic form on WebOodi, primarily using a standard form. Departments and degree programmes also have their own feedback practices, which are described in departmental manuals. An interactive learning culture and working in small groups ensure time for reflection during instruction, as well as an immediate response to areas of instruction that need improvement. Depending on the degree programme, feedback summaries are made at course and academic year levels, as well as at annual course level. Using the feedback received, degree programme heads, departmental heads and instruction planning groups assess the effectiveness of instruction and address areas needing improvement. Feedback is processed at degree programme, department and school level, in accordance with a feedback process approved by the school dean. Improvement measures to be taken at curricular level are decided upon in degree programmes. Students also receive feedback at critique and feedback sessions held each school

28 — Faculty Handbook

term, where the work done for the entire term is evaluated and students can exchange feedback on the quality of instruction given during the term. A summary of the feedback given is made by each degree programme and is discussed. Decisions on what actions will be taken in connection with instructional planning are made under the supervision of the degree programme head. In each department, proposals for changes to procedures and instruction, which are made based on feedback received, are processed in departmental instructional planning groups. Study and Student Services is responsible for conducting starting and leaving surveys, the international exchange student survey and the Master of Arts degree holders in the workplace survey, as well as for summarising the results of these surveys to aid in departmental instructional planning. Assessing Diploma Work and Doctoral Dissertations Detailed instructions are given for the completion of diploma work for basic degrees in the diploma work instructions. Departments may also have their own instructions and criteria for the assessment of diploma work. External experts are often used in assessing diploma work, thus providing the student with feedback directly from the workplace. The expert feedback also helps in planning and providing instruction to meet the practical needs of the workplace. Detailed instructions are also given for doctoral dissertations. To gain a doctoral degree, the candidate must produce and publish a dissertation and defend it publicly. The aim is for high international standards in research and artistic work.


Practicalities for Faculty on Education and Learning Responsibilities in Education

Position

Responsibile area

Dean Vice Dean (education)

School’s overall quality assurance Chair of the Academic Committee for Arts, Design and Architecture (TSAK) Responsibility for the School´s quality assurance in education Head of Educational Board

Academic Committee for Arts, Design and Architecture (TSAK)

According to the Aalto delegation rules, makes decisions on: School-specific curriculum School-specific degree requirements School-specific admission requirements Makes proposals on: other matters relating to academic activities other duties assigned by the dean directing the School Decides on the arrangements for the conferral of degrees and the conferral of the title of Honorary Doctor

Educational Board (EB)

Evaluative and developmental task to plan and align views in BA, MA, and DA education. Evaluates teaching skills in academic recruitment – especially in tenure track and lecture track processes Supports the dean, Academic Committee for Arts, Design and Architecture, and Student Services in educational issues, and prepares things for Aalto University management (President and University Academic Affairs Committee, AAK) Develops the School’s educational strategy

Head of Department

Development of the department regarding the Aalto University Strategy and decisions of TSAK Quality of educational output, feedback, and evaluation Decisions on improvement areas and actions Educational planning process

Head of Education in the Department

Curriculum process coordination and development at the department Communication between education and management in the department and outside Member of ARTS Educational Board

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Position

Responsibile area

Director of Degree Programme

Managing the educational planning process and financing of the programme Managing the student feedback process Improving educational evaluations Preparing a personal study plan (HOPS) with students, serving as the guideline for studies (can be a person designated by the Director of Degree Programme)

Professor/Lecturer in Charge of Major/ Minor

Operational management of the major/minor

Tutor teacher

Supporting and guiding the students in their studies and following up on the progress

Teaching staff

Teaching Curriculum planning Gathering, reporting, and follow up of student feedback Regularly developing and evaluating the personal teaching area

Service organisation

Academic staff support (school and department) Decision preparation for the dean and Academic Committees Student intake and orientation process (at different levels) Curriculum planning process (at different levels) Student feedback reports and surveys (at different levels) Student guidance Study progress tracking Admission process (Admission Services)

Students

Active studying and personal study progress Giving regular feedback Individual HOPS Student representation in decision-making (at different levels)

Updated table in Inside

30 — Faculty Handbook


At operational level, Student Services supports the schools and departments of Aalto University in the planning, execution and development of the basic duties related to teaching and studying. The school-level Student Services is in charge of school-level operations, while the Aalto-level Student Services supports the university-level services. At departmental level, the services are coordinated by a study coordinator. The services provided to students cover the entire student “study track”, starting from the dissemination of information to study counsellors in secondary and upper secondary schools, continuing to Aalto admissions and the services provided during the students’ university studies, and lasting all the way until the services needed when completing a degree at Aalto University. In addition to the services provided directly to students, Student Services coordinates and assists degree programmes and departments with the planning and practical arrangements of teaching, as well as with the tasks associated with student guidance and advice. The unit supports degree programmes and departments in the preparation and development of curricula. Sources of Essential Teaching-Related Information The main online resources for teaching faculty include Oodi and Noppa. Into (into. aalto.fi/display/enregulations/Homepage) is the main information source for students. It includes general information that is also useful for teaching faculty.

Results of Completed Studies and Examinations Coursework usually includes various types of assignments that need to be completed during the course, and a final examination at the end of the course. The final grades for each course need to be sent to Student Services within four weeks at the latest after the end of the course, to be recorded in Oodi, the Aalto University Student Register. A more detailed breakdown of the course results should be made available by the teacher, for students, on the course web page in Oodi. The study coordinators of each department will provide more detailed information about the examination procedures. The grading scale is: Excellent (5), Very Good (4), Good (3), Satisfactory (2), Sufficient (1), Fail (0). Aalto University Code of Academic Integrity Code of Academic Integrity applies to all stages of university studies and all fields at Aalto University. The goal of the Code of Academic Integrity is to safeguard the learning of the student in a manner that respects the accomplishments of both the student and others. More information about Education and Learning can be found in Into.

The Academic Committee for Arts, Design and Architecture outlines the contents of the degree programmes and also issues further provisions regarding the organisation of teaching for each academic year, which it does in compliance with the rules and regulations issued by the University Academic Affairs Committee (AAC).

Faculty Handbook —31


Artistic Activities

32 — Faculty Handbook


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.

KPIs for Artistic Activity are:

Key Areas of Development 1. Applying and disseminating art and design thinking 2. Utilising artistic activities as a means of renewal

Aalto ARTS Objectives of Artistic Activity

Art, architecture, and design are the key change drivers for society, and for improving our living environments.

•International visibility •Quantity and quality of artistic productions •Grants and awards

•Developing tools for evaluating the quality of artistic activities •International peer reviews of arts, design, and architecture education •Defining and strengthening art focus areas in the departments, contributing to schoollevel and mutual cooperation •A school-wide incentive system, guiding towards high-quality international exhibitions/ festivals/showrooms The evaluation of art research and artistic activity assessment are areas under continuous development. The assessment of research at Aalto University is intended to be conducted every six years. The School is constantly developing artistic activity indicators and conducted a pilot to assess artistic activity using qualitative criteria in spring 2013. The continuing development work on the indicators is done in cooperation with select universities in the CUMULUS network. The goal of the School of Arts, Design and Architecture is to establish internationally comparable artistic activity indicators for the fields it represents.

Faculty Handbook —33


A School-Specific KPI: International Artistic Productions (Student and Staff )

100 90 80 70 60 50 40 30 20 10 0 2010

Actual

2011

2012

2010

2011

74

61

93

50

50

Objective

34 — Faculty Handbook

2012

2013

2014

2013

2014

2015

80

80

80

2015


Artistic Activity as Part of Research and Education Aalto ARTS Education, Research and Art

Research Excellence

Groundbreaking Art

Practise Based Research and Learning

Pioneering Education

Faculty Handbook —35


Societal Impact Strategic Goals for Societal Impact at University Level

36 — Faculty Handbook


Aalto University is an advocate that understands, anticipates, and influences the needs and aspirations of society. Aalto University prospers through being an active part of Finnish and international life. Our work is inspired by the needs and passions of society, and we seek to contribute to the development of society. This requires systematic and inspiring dialogue between Aalto and many different stakeholders and businesses, as well as the public sector. The Aalto University Strategy for 2012 specifies seven key areas of development to increase the school’s societal impact:

1. Building strategic partnerships 2. Developing open innovation platforms based on cooperation 3. Promoting the role of the creative economy in developing societies 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 Key Performance Indicators (KPIs) for Societal Impact At Aalto University, performance indicators have been specified for the core strategic areas. The Key Performance Indicators (KPIs) for societal impact are as follows:

• Stakeholders´ perception of Aalto University • Total income from nonacademic 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

Aalto ARTS Objectives of Societal Impact: • Socially responsible design, art and architecture calls to increase collaboration with partners in the private, public, and third sectors • Addressing the design contribution to create new types of economic activity that build on sustainable values • Research in collaboration with business partners • Strong support of entrepreneurship

Faculty Handbook —37


Practicalities for Faculty on Societal Impact At Aalto University, consultancy and other work for external bodies is considered to be a key area of the university’s knowledge transfer strategy, and therefore it is encouraged and supported by the leadership. The cooperation between Aalto University School of Arts, Design and Architecture and companies is based on customer-oriented services, joint projects, and partnerships. The School offers further education, conducts research, and produces information for different needs. It also promotes the development of companies and their activities in the field of innovation. The activities of the School of Arts, Design and Architecture are based on close collaboration with the world´s best universities and companies. Our recent collaborators are universities such as MIT, Stanford, Harvard, Delft, KAIST, and Chalmers, and companies such as Nokia, Kone, Kodak, Marimekko, Toyota, Hyundai, Saab, Panasonic, ABB, Canon, Alessi, Marimekko, Iittala, Fiskars, and Suunto. Cooperation Projects With Organisations and Society Aalto University School of Arts, Design and Architecture wants to acquaint its students with working life and organisations in their chosen field well ahead of their graduation, and therefore cooperation with various kinds of organisations, including companies, governmental agencies, and NGOs, is an important component of the studies. Some examples of projects conducted are: • tailor-made projects and productions • made-to-order works of art • competitions • final projects

38 — Faculty Handbook

International Partnerships Through increased student exchange during the past decade, the Aalto University School of Arts, Design and Architecture is still the only institute of learning in the country with more students enrolling from foreign countries than students leaving for studies abroad. A growing number of the School’s own degree students complete part of their studies abroad. The School has dozens of foreign professors, researchers, and well-known professionals. In addition, the School of Arts, Design and Architecture hosts more than 150 foreign instructors, teachers, professors, and other experts a year to lecture and to lead workshops and seminars. It is possible to complete a degree through the medium of either English or Finnish. Alongside short and long-term mobility programmes, opportunities for international interaction are provided by various intensive courses, trainee schemes, seminars and study projects, and international exhibitions. Agreements on cooperation have been signed with more than 196 European and overseas universities and colleges. There are collaborating universities on all continents, and in recent years relations have particularly been reinforced with Southeast Asia and South America. Networked international cooperation is one of the characteristic features of the school. The Cumulus organisation coordinated by the school is unique in its field: the world’s only global cooperative forum representing education and research in the fields of art, design, and media.


Alumni Relations

Corporate Relations

The Aalto University alumni include all those who have earned a degree, studied, or worked at Aalto University or its predecessors. In addition, the Aalto University alumni include exchange students, visiting researchers, and artists.

Corporate Relations works to strengthen the School’s cooperation with relevant enterprises, while the University’s strategic partnerships are promoted and coordinated at the Institutional Relations unit at Aalto University.

The alumni network of Aalto University is an active and established part of the community and plays a central role in the student/enterprise cooperation of the School and University, as well as the development of education and research activities, thus producing added value for the School, University, and alumni. Alumni Relations offers updated information, networks, and several possibilities for both self-development and leisure time. It produces services for both internal (staff and students) and external (alumni) stakeholders, in cooperation with others. Some services on offer include school-specific newsletters, seminars and other events, volunteer programmes such as student-alumni mentoring, and a student family-friend programme. Alumni Relations also runs the international alumni chapter programme and recruits international alumni delegates.

The main emphasis of Corporate Relations services is to assist the school, its departments, and its professors by building their business relationships into long-term partnerships. The aim is to improve the effective exchange of knowledge, expertise, and skills in the fields of teaching, research, recruitment, and lifelong learning.

The school has an Alumni Relations manager, who is responsible for organising and developing alumni activities at the school. The manager also works as a representative and contact person for Alumni Relations.

Faculty Handbook —39


3 Governance Organisation and Decision-Making

40 — Faculty Handbook


The School of Arts, Design and Architecture is organised into five departments, which include several research groups. Many common activities are currently organised in the departments. The Aalto University Board elects the dean and the vice deans for a five-year office term. The dean holds regular monthly meetings for faculty and students and info sessions, as needed. The School also holds an autumn seminar event called “Eloseminaari” for faculty and staff, which presents the key themes for the coming academic year. The seminar is open to all members of the community. The dean also welcomes students in an annual academic year opening. The tradition and community at the School are preserved through its anniversary celebration in January and the opening of the academic year.

Aalto ARTS Organisation

Architecture

Film, Television and Scenography

Media

Design

Art

Vice Deans, research, education Services (academic, strategic, basic) Educational Board Scientific and Artistic Advisory Board (SAAB) ARTS Management Team Tenure Track Committee Doctoral Degree Committee Academic Committee for Arts, Design and Architecture (TSAK) Head of Department

Head of Department

Head of Department

Head of Department

Head of Department

Dean SCHOOL UNIVERSITY

President of Aalto University Aalto University Foundation Board

Faculty Handbook —41


Management Processes Aalto management processes are described in more detail in the Aalto Quality Manual. The Aalto University Foundation functions as Aalto University. Foundation university operations are governed by the Universities Act, Foundations Act, and Aalto University Foundation Constitution. Organisation of foundation university operations and administration is specified in the Aalto University Bylaws, as well as other equivalent internal university regulations and Bylaws of the School of Arts, Design and Architecture. The executive bodies of Aalto University are the Board, the President, and the University Academic Affairs Committee. The University also has vice presidents, the Tenured Professors Council, Investment Committee, Examination Board, Board of Aalto Doctoral Education, and Student Financial Aid Board. University management is responsible for establishing criteria for successful performance (assessment). University management is also responsible for the prioritisation of areas needing improvement, and for delegating responsibilities and resources for them, including quality management. Quality management involves quality policy, organising quality assurance system development and maintenance, specifying common operating guidelines, quality documentation, and communications. Dean and Vice Deans The school is directed by the dean on the basis of the executive powers conferred on them by the Aalto University Board and the president, in accordance with the University bylaws. The dean is appointed and dismissed from this office by the Aalto University Board at the proposal of the president. The term of the dean is five calendar years. If the dean is

42 — Faculty Handbook

a professor at the Aalto University, they shall be relieved of their professorial duties for the duration of their term of office. The dean shall: • confirm the division of labour between the dean and the vice dean, including defining the duties of the vice dean concerning the management of the school; • appoint and dismiss the head and deputy head of department; • appoint the heads of degree programmes; • decide on the establishment of a unit as referred to in Section 1(4); and • when necessary, confirm the bylaws of a separate institute and unit Academic Committee for Arts, Design and Architecture Aalto University has school-specific Academic Affairs Committees, whose purpose is to address each school’s academic affairs. The Academic Affairs Committee is a multimember, school-level body, as provided for in the Universities Act. Each school’s Academic Affairs Committee is responsible for carrying out the tasks assigned to it by the University Academic Affairs Committee. Each school’s Academic Affairs Committee consists of: i) tenured professors; ii) other teaching and research staff and other personnel; and iii) student representatives. The name of the academic committee of Aalto University School of Arts, Design and Architecture is the Academic Committee for Arts, Design and Architecture, and the meeting materials are published in Inside. Doctoral Programme Committee The School of Arts, Design and Architecture has a Doctoral Programme Committee, whose task is to:


• prepare proposals for the dean on the approval of doctoral students • appoint the advisors, preliminary examiners, and opponents of doctoral dissertations • assess the above-mentioned study attainments • carry out initiatives concerning the research functions of the school and the doctoral studies for the school academic committee. The committee consists of eight members and deputy members, representing the five departments; all members must have a doctoral degree. The school’s doctoral programme is headed by the Director of Doctoral Programme, who is appointed by the dean. The School Tenure Track Committee The School Tenure Track Committee is a committee within each school, appointed by the president for a period of three years. The committee gives recommendations to the dean of that school on all promotion and tenure decisions, as well as on all recruitment decisions in that school. The committee consists typically of five to seven professors and a non-voting HR representative acting as the secretary of the committee. Head of Departments and Departmental Evaluation Group The activities of the department shall be directed by the head of department. The dean can relieve the head of department from their actual duties, as required by the duties of the head of department. The head of the department is appointed and dismissed from this office by the dean. The term of the head of department is five calendar years. The department has deputy heads of department as decided by the dean. The deputy head shall be appointed for the same term as the head of department.

The head of department shall be responsible for: • leading, developing, and monitoring the activities of the department, and the results of the activities; • planning the activities and finances of the department; • deciding on the use of the appropriations granted to the department, and monitoring and reporting on their use; • deciding on hiring staff for the department, insofar as such authority has been transferred to the head of department; • putting forward proposals to the school academic committee on the study plans and degree requirements, as well as on the student admission criteria; • appointing selection committees for student screening in selecting individual students; • putting forward proposals to the dean concerning students to be accepted to the department ; • approving students completing individual courses and approving applications to change degree programmes; • deciding when a language other than the language of instruction of the school and research shall be used in teaching and study attainments; • deciding on the transfer of credits for studies carried out in Finnish or foreign universities or other education institutions, unless the transfer or its grounds are otherwise defined; and • handling other matters that are part of the work of the head of department. The department has one or several evaluation groups whose task is to evaluate the theses associated with its bachelor’s and master’s degrees. The evaluation group consists of the chair and at least two members, each of whom has a personal deputy member. The evaluation group shall elect from among its members a chair and a vice chair.

Faculty Handbook —43


Administration of the School of Arts, Design and Architecture

Body

Roles and responsibilities

Management team

Responsible for the School’s content and strategy development, with the support of the dean The group consists of: Dean (chair), vice deans, departmental heads, research director, controller, Human Resources manager, communications manager, quality manager (secretary), head of international affairs, head of academic affairs, student representatives, development manager.

Education Board (EB)

Evaluative and developmental task to plan and align views in BA, MA, and DA education. Evaluates teaching skills in academic recruitments – especially in tenure track and lecture track processes Supports the dean, Academic Committee for Arts, Design and Architecture, and Student Services in educational issues, and prepares things for Aalto University management (President and University Academic Affairs Committee, AAK) Develops school’s educational strategy

Departmental head meeting

Discusses and prepares matters to be addressed by the Management Group Strengthens cooperation and dialogue between departments Each departmental head serves as chair

Professor meeting

Addresses and discusses matters important to the development and future of the School Strengthens the development of the School Meets twice each academic term The vice dean serves as the chair

Scientific and Artistic Advisory Board

Follows, evaluates, and supports the research, artistic, and teaching activities (with a focus on research activities) Gives recommendations on new directions, openings, and development activities for the schools, and evaluates the effects of the development actions

Quality Management Group

Responsible for the steering and development of School quality management Meets twice each academic year The dean serves as the chair

Departmental level (may vary)

The head of department is the chair of the departmental management group The curriculum planning group drafts degree reforms and educational content development The professor meeting is responsible for developing departmental strategy and content Researcher meetings enhance development of departmental and School research The Quality Management Group ensures operational quality and the realisation of quality assurance The evaluation panel decides the grades for BA and MA final theses

The Aalto University Ordinance and School of Arts, Design and Architecture bylaw govern operations and decision-making.

44 — Faculty Handbook


Quality Management The Aalto Quality Policy and Quality Objectives are described in the Aalto Quality Manual. The School of Arts, Design and Architecture observes and reinforces the University strategy and the quality goals specified therein through its own actions. The School develops its own quality assurance through quality principles: • support for the Aalto University strategy • responsibility for the quality of artistic activity • identification of key operating methods, their transparency and documentation • open operations, with faculty and students involved • reliability of information systems and reporting as part of quality assurance • clearly defined roles and responsibilities • understanding of quality management as a positive aspect for each member of the community

Faculty Handbook —45


Aalto ARTS Quality Assurance PDCA cycle

Teaching Research Artistic activity Societal impact Support services

DO PLAN

CHECK

Mission Vision Strategy Laws, guidelines and recommendations Planning

Feedback Evaluation Indicators Benchmarking

ACT

Development Decision-making bodies Seminars and other events that focus on improving operations

46 — Faculty Handbook


Risk Management The process management and risk management guidelines are described in more detail in the Aalto Quality Manual. The School of Arts, Design and Architecture follows the University´s guidelines. Aalto ARTS annual planning is part of the Aalto University annual planning process. The schools have strategic dialogues in spring and resource dialogues in autumn with the President of Aalto University. January Academic staff report on outcomes of previous year Action plan for the year Statistics and feedback from previous years and feedback

April Strategy discussions with departments ARTS strategic plan, strategy initiatives and tenure slot proposals ARTS objectives and achievements ARTS financial forecast T1 Comments of Aalto joint programmes IDBM ARTS selection criteria

Aalto University ARTS Management Team Academic Committee for Arts, Design and Architecture February

Financial statements and report Development discussions Management planning seminar Annual review Budget overview

May Strategy dialogues between university and schools Financial forecast T1 to university-lelvel Tenure slot decisions Feedback from development discussions CS MA programme study plan Study plan and course descriptions for art and design doctoral programmes Intake numbers August Interim performance review ARTS resource planning starts

October AUFB budget seminar ARTS resource dialogue material Resource dialogues between University and schools Resource dialogues between the Dean and departments

March University-level strategy planning starts, materials and schedule for strategy dialogue Department-level strategy plans and tenure slot proposals Department-level objectives Development discussions Management review Annual report Financial statement and budget allocation Materials and schedule for strategy Study plan and course descriptions for next academic year June Instructions for annual planning process and budgeting AUFB strategy seminar Feedback from strategy dialogue and School´s performance agreement Summary of the academic year Student admission statistics September School´s budget proposal and personnel plan ARTS financial forecast T2 Departmental level budget proposals Schedule and criteria for art and design student admission

November

December

(Tenure slot decisions) University-level budget proposal Feedback from resource dialogue Alumni of the year and honoured member nominees

AUFB budget approval and strategy update Results of personnel questionnaire and actions based on them Feedback from departments and units of action planning process Dean´s to-do list check Department level budgeting Admission criteria of ARTS doctoral programme


4 Faculty and Staff

The goal of Aalto University is to offer an interactive university culture that empowers its faculty and students, as well as to be a pioneer in academic leadership in Finland and abroad. The university’s personnel policy is built on the principles of equality and tolerance. Aalto University offers its personnel an inspiring work environment, challenging assignments, excellent working conditions, and supportive career systems. The University maintains highly functional personnel processes that serve management, as well as research and instruction. As an employer, the University places a special emphasis on the development of management and supervisory functions, the welfare of its faculty and staff, the development of expertise, and the creation of a functional, multicultural community. The guidelines for personnel management are outlined in the University strategy.

• 10% of learning is done in courses and other formal learning environments

The current strategy and its implementation plan, as well as the equality plan, are observed in personnel development and the promotion of occupational welfare. Special attention is given to promoting researcher careers (tenure track), the principles of fixed-term employment, and the influence of retirement on large age groups.

General principles: • Clear and transparent rules and processes – Clear and transparent criteria and processes for entry, support, evaluation, and promotion, to reduce personal ambiguity over career advancement. • Compensation of success – Adequate salary and compensation to motivate people to work towards Aalto’s vision and objectives. • Equal opportunity to succeed – People do not compete against one another in the tenure track. Therefore, personal motivation and cooperation will flourish. • Ensuring world-class tenure track support – Aalto aims to create world-class tenure track support, which ensures continuous professional development, and knowledge dissemination within the organisation. To that end, Aalto has in place a mentoring system, research support, pedagogical and leadership development programmes, as well as sabbatical and junior leave.

Aalto University supports the expertise of its personnel by creating developmental opportunities that support career advancement, the flexible rotation of assignments, or horizontal career shifts. Inspiring learning and training opportunities are offered to personnel. At Aalto University, the development of professional expertise is based on the 70/20/10 philosophy: • 70% of learning is done at work: by learning through one’s own experience and reflection. • 20% of learning comes from other people: through feedback, observation, and sharing of expertise. 48 — Faculty Handbook

Tenure Track Tenure Track is the core academic career system of Aalto University. It is the foundation of Aalto University’s objective to be a world-class university with a distinct profile, in which science and art meet business and technology. Tenure Track is one of the key quality assurance factors at Aalto University. Aalto Tenure Track offers a well-supported career path aimed at a professorial level for successful academics. Tenure Track is based on the principle of commitment from the University and the individual to an academic career; it has clearly defined expectations, incentives, and assistance in personal development.


Academic Leadership Management plays a key role in realising the Aalto University strategy and establishing a common organisational culture. Management and supervisory work make our values and goals – world-class research and instruction – a reality throughout the organisation in everyday work. A requirement for academic management is the clear definition of roles and responsibilities, on one hand in the development of academic work and substance and, on the other, between services and administrative functions. The goal is to strengthen the role of academic management as a model for the field it represents. This requires that support functions and their processes be seamless and clearly-defined, as well as specifically proportional to departmental goals. Academic management promotes a high degree of community experimentation, in which open dialogue supports new ways to develop research, education, and art. Management promotes the communication of the University and School values, strategy, and goals. These should be clearly communicated and visible in daily operations. The leadership of people is associated with academic management. Clarity is required of the supervisor’s position and it should be possible to delegate some supervisory tasks. Management lays the foundation for a vital working community, which enhances the control of changes and risk-taking, and rewards success.

Faculty Handbook —49


5 Students

50 — Faculty Handbook


Tutoring at the Aalto University School of Arts, Design and Architecture is characterised by close interaction with the students. Tutoring is mostly given in small groups, and interaction between the student and teacher is continuous. Students at the School of Arts, Design and Architecture are able to play a role in influencing School operations in their respective departments, as well as, for example, in the School of Arts, Design and Architecture Management Group, Academic Affairs Committee, University quality management group, and various planning working groups. The student association TOKYO and the Guild of Architects are organisations for students of ARTS. Their role is to promote student advocacy, bring the students’ voice to decision-making, support student projects, improve the community and environment for studying, and encourage students to network with each other, as well as with alumni. Students of the School of Arts, Design and Architecture are also part of the Aalto University Student Union (AYY). AYY has approximately 15,000 student members pursuing bachelor’s and master’s degrees. At least one member from among the students, for which there are one or more candidates for each school, is elected to serve on the Student Union Board. This also ensures that the School of Arts, Design and Architecture is equally represented on the Student Union Board. More information about students is available at Into.

Faculty Handbook —51


6 Key Enablers Funding

52 — Faculty Handbook


The key target of the funding model is to provide predictable and visible funding allocation principles, provide incentives towards Aalto University strategic goals and cost-efficiency, and maintain an appropriate linkage with the funding model used by the Ministry of Education and Culture in allocating funding to Finnish universities. The model gives strong incentives towards the result and quality targets set for schools, while ensuring and promoting new initiatives and quality improvement in line with the University strategy. More details about the funding model is available in Inside.

Impact

Universities Core Funding from 2013

Quality

Education 41%

Master’s degrees 15% Bachelor’s degrees 9% Study credits in open university and in non-degree programmes 2%

Number of students who have gained more than 55 study credits 11% (2015 student feedback 3%) Number of employed graduates 1%

Other education and science policy considerations 25%

Master’s degrees awarded to foreign nationals 1% Student mobilty to and from Finland 2%

PhD degrees awarded to

foreign nationals 1% Scientific publications 13% - Number of refereed international publications 9% International teaching and (2015 quality based publication forum classes 2 and 3) research personnel 2% - Number of other scientific Competed research funding 9% publications 4% - Internationally competed research funding 3% (2015 quality based publi- Nationally competed research funding and corporate funding 6% cations forum vlass 1)

Extent of activities

Research 34%

PhD degrees 9%

Internationalisation

Strategic development 10% (Strategy of the university, implementation of the strategy, national education and science policy aims Field-specific funding 8% (All fields of art, engineering, natural sciences, medicine, dentistry, vetenary medicine National duties 7% (Special national duties, teacher training schools, National Library of Finland)

Faculty Handbook —53


Funding Model 2014

Block funding 70% Provides stability & predictability

Results based funding 20% Rewards past performance

Funding for direct cost of tenure slot

Publication impact funding

Energy initiative

CoE funding

Graduate school funding Factories aivoAalto

Funding for direct cost of tenure slot Funding for other costs per slot before overheads (lecturers) Joint tenure slots between schools

Funding for transition period

Significant infra funding Degrees funding

Factories

Accumulated study credits funding

IDBM & CS

Degrees funding (virtual degrees for students from other schools)

Energy initiative

Joint publications included in results of all participating schools

IDBM & CS

Societal impact funding

Factories

Starting funding for new joint Master and Bachelor programs, ICT in teaching

Factories

Funding for overheads per slot as part of tenure slot funding Long term funding

Research & artistic excellence

Pioneering education

Multidisciplinarity

Societal Impact Enablers

Annual funding , based on 3 yrs avg

Updated funding model in Inside

54 — Faculty Handbook

Other strategy funding as agreed between university and schools

Funding for other costs per slot before overheads

Strategy funding 10% Builds future Performance and multi-disciplinary cooperation

Short term funding (1-5 yrs)

Time span


Infrastructure The facilities of the School of Arts, Design and Architecture are located on two campuses at Aalto University. The department of Architecture is located on the Otaniemi campus. The departments of Design and Film, Television and Scenography have their facilities on the Arabia campus, while the departments of Media and Art have facilities on both the Otaniemi and Arabia campuses. In addition, the department of Art has facilities in Pori. Aalto ARTS does not have any facilities on the Töölö campus. Preparations paving the way for a decision on the university’s central campus were started in June 2010, and in June 2011 the Aalto University Board decided to concentrate on building up the main centre of the university in Otaniemi. The development of the central campus shared by all six schools of the Aalto University began with the gradual centralisation of all bachelor-level teaching in Otaniemi in 2013. An open international architectural design competition for Otaniemi was launched in the spring of 2012. The six finalists were selected from 189 entrants in the first phase of the competition. The winning design was chosen in August 2013. The planned new Aalto ARTS building will be centrally located on the Otaniemi campus. The estimated completion in late 2016 will also mark the end of the Arabia campus. All Aalto ARTS facilities will be located on the Otaniemi campus. The learning model adopted by the school combines theory and practice. The learning model is reflected by the spatial solution for learning spaces. The two main types of specialised learning spaces at Aalto ARTS that are essential from the point of view of the generic learning model adopted by the school are Studio and Workshop. Studio work is an essential part of studying art, design, or architecture. It serves as the home base for the students. It hosts numerous activities from individual to group work, critiques, tutoring, and teaching. Studios should be flexible and user configurable.

First-year bachelor-level students will have their studio facilities located in the A-wing of the Aalto University main building (Otakaari 1). All other facilities for studio work are grouped in two clusters, each comprising of the following resources: • Desk work area: This is the heart of the studio. The set-up and furniture varies and does not necessarily include conventional desks. The space can be easily reconfigured by its users. Student lockers are located within the space. • Socialising area: Kitchen/coffee shop area, living room, and space for ad-hoc meetings • Group-work area: Small project/meeting rooms, large project/meeting rooms, group learning/lecture rooms • Computer work area: Specialised workstations with software specific to the area of study. The workshop structure comprises 13 dedicated workshops that are used by the five departments of the school. Several workshops also serve the needs of other schools. Each workshop consists of three zones. Ideally, the public zones of several workshops should be merged. The three zones are: • Public (informal and group learning): Lounge and gallery area. Furniture for ad-hoc meetings. Laptop working area. Common area for several workshops. Easy access to studios (students will take their work to the studio and back). • Hands-on learning: Equipment that can be used without supervision. Includes storage space for unfinished student work. Induction required for access. Open 24/7. • Machine room: Equipment, materials, and machinery that require supervision and special focus on workplace safety. Induction required for access. Open 5 days a week, in including evenings. Access to materials storage space. In addition to the aforementioned workshops, some of the specialised learning facilities for film, television, and scenography are located in Aalto University’s media centre.


Learning Art, Design and Architecture

Hands on learning about materials, techniques.

PRACTICE

THEORY Auditoriums, Lecture halls, Group facilities, Libraries

Problem based learning in small groups.

56 — Faculty Handbook

Learners generate meanings out of their own actions and experience

Workshops, Group facilities, Computer classes, Studios


Internationalisation The School of Arts, Design and Architecture is globally among the leading universities in all of its fields. It is a consistently internationally highly ranked institution and has gained trust in the global community in education, research, and corporate and social collaboration. The School of Arts, Design and Architecture is actively sought as a partner, and not only as a bilateral university partner but in any international project or consortium. It has created nearly 200 partnerships for the needs of student mobility, and among these there are some that are consequently the key partners for research and other societal actions, such as Politecnico di Milan, Swinburne University of Technology Melbourne, Parsons New School New York, Danske Filmskole Copenhagen, Royal College of Art London, Tsinghua University in Beijing, and Tongji Shanghai, to mention just a few. The School of Arts, Design and Architecture is also known as a global driver for collaboration. It has been coordinating the Cumulus International Association of Universities and Colleges in Art, Design and Media since 1990, currently with 198 institutional members from 148 countries. The School of Arts, Design and Architecture has initiated and coordinated Cirrus, the Nordic art, design and media network, and also coordinates the Nordic EDDA, NordArk, and Nordicils networks, and is an active player in the Nordes research network. The internationalisation plan of the school is that we are international not only individually, but as an institution as a whole. In all our actions and results, we create trust and aim to have capacity and high quality in internationalisation

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Services Human Resources

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HR’s task is to provide support for management, research, and teaching work, and thus enable the Aalto Faculty to concentrate in the best possible way on their main duties. Some important employment-related matters, which all members of faculty are strongly recommended to be aware of, are listed below. For more detailed information on these matters, please contact the HR coordinator in your department. New Employee Orientation Aalto University aims to be an enjoyable workplace where everyone does their best in order to achieve the goals set, both as individuals and as an organisation. Work for that starts already at the beginning of employment. At Aalto University, the general Aalto, workplace, and work community orientation is provided by HR. The job-specific orientation is, in turn, delivered by the individual’s superior. For more information on new employee orientation, see. Working Time Research and teaching staff belong to the total working hours system (1,600 working hours in an academic year). The distribution of the working hours is established through the annual work plan, which is compiled in cooperation with the supervisor, then approved by the head of the department. Tasks included in the work plan are research, teaching, preparations for teaching, artistic work, social functions, and administrative tasks. For more information on total working hours and work plan, see.

Competence Development Aalto University supports the competence of its personnel by creating opportunities for professional development that support career advancement, flexible job rotation, or moving on to a parallel career. The staff is, for example, offered training possibilities related to leadership, customer service, and pedagogical competence, and development discussions are held regularly, at least once a year. More information: Competence development Staff training and courses Development discussions Salary System The salary system meant for members of the faculty is the local agreement. In the local agreement, the salary is determined on the basis of the demands of the job, the responsibilities included in the job, and the expertise demonstrated by the employee. A eurodenominated salary is defined on the basis of the salary range, depending on the notional demands of the job. Lecturers and staff follow the university salary system. For more information on salary and rewards, see. HR Coordinators Each department has an HR coordinator.

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Finance Financial Services in the School of Arts, Design and Architecture produces financial services in line with the University’s guidelines. Financial Services: • coordinates and follows up on the budgets for the school and departments/units • produces financial reports for the school’s leadership • produces cost statements for external partners • is responsible for the school’s internal and external accounting

• makes the school’s financial period closing and forecasts • deals with purchase and sales invoices • administers travel services • is responsible for providing procurement services to the school More information is available in Inside.

Student Services The student service desks take care of, for example: • enrolment • student status certificates • official transcripts of records Into Into is a portal for Aalto University students regarding information relating to studies, Aalto services, and the students’ own university. The website also collects the news and events of Aalto University for bachelor’s and master’s students and for doctoral candidates. In Into, all content is public (= does not require logging in) and for the most part in three languages. Into consists of several sites: in addition to the School sites for both bachelor’s and master’s students and for doctoral candidates, the departments of the School of Art, Design and Architecture and the School of Business, as well as the degree programmes and master’s programmes of the schools of technology,

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have their own sites. Services also have their own sites. You can start browsing Into by selecting your school under the title Bachelor’s and Master’s Students or Doctoral Candidates. The main parts of Into are: • Bachelor’s and Master’s Students: The most important source of information for bachelor’s and master’s students; content is organised by school and by degree programme/ department. Here you will find, for instance, information on degree structures, guidelines for the practices concerning studies, enrolment for the academic year, graduation and exchange studies, as well as news. • Doctoral Candidates: The most important source of information for doctoral candidates, organised by doctoral programme. Contains information related to doctoral studies. • Services: A set of links to the Aalto services that support students and studies (e.g. Library, IT Services). • Campuses: Links to practical information concerning the campuses. • About Aalto: General information and news about Aalto University.


ARTS Student Services Office in Arabia Visiting address: Hämeentie 135 A, 3rd floor, Helsinki (Arabia) Postal address: Aalto University, School of Arts, Design and Architecture, P.O. Box 31000, FI-00076 AALTO, FINLAND E-mail: studies-arts@aalto.fi Tel. +358 50 343 1942, Tue-Thu 9-11

Open Tue-Thu 12-15 Please note exceptional opening hours ARTS Student Services Office in Otaniemi Visiting address: Department of Architecture, Miestentie 3, 2nd floor, room 213, Espoo E-mail: studies-arts@aalto.fi Tel. +358 50 346 9818, Tue-Thu 9-11 Open Tue-Thu 12-15 Please note exceptional opening hours

Research Support The Research Support Services (RSS) unit serves the staff of Aalto University, providing the most essential support services throughout the life-cycles of research projects. The aim is to find optimal solutions for Aalto University, its partners, and the funding organisations. The personnel of the unit is divided into school-specific service teams, comprising a research liaison officer, a grant writer, a grant adviser, and a legal counsel.

Research Support Services is also responsible for filing research project documentation and providing information services together with the Archive and Registry Services unit. Furthermore, the unit works with Human Resources to provide project management and IPR training for university staff.

The Research Support Services unit is in charge of: • assisting researchers in identifying funding opportunities, • providing guidance and advice in making research funding applications and budgets, • assisting researchers in making funding agreements and conducting negotiations, • providing legal services related to research projects (research agreements, IPR, etc.).

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Communication, Marketing and Events

Aalto ARTS Books

Communications, Marketing, and Events unit coordinates and developes the Aalto University brand, and external and internal communications.

Aalto ARTS Books is the publishing unit of the Aalto University School of Arts, Design, and Architecture. It is responsible for carrying out publishing and developing the publishing operations of the school. Publications are produced in collaboration with the departments and units at the school. In addition, the development of the Aalto publishing platform is the responsibility of Aalto ARTS Books.

The Communications and Marketing Services is happy to assist in all matters pertaining to the university and school – to provide information and contacts to experts. We take care of the following: · Digital communications (school web pages – arts.aalto.fi – the intranet service, Aalto Inside, and the student channel, Into, Facebook page) · Visual identity, marketing and presentation materials (templates, brochures, presentations, marketing campaigns) · Internal communications (faculty & staff newsletter, which is published fortnightly, and internal events such as the opening ceremonies, anniversaries and the Dean’s Question Time) · External and research communications (press releases, international and national media relations, Aalto University Magazine).

As a publisher, Aalto ARTS Books manages the entire publishing process. The publisher takes care of funding, publishing contracts, distribution, marketing communications, and media services. The publisher is also responsible for expert inspection, quality assurance, editing, graphic design, and monitoring print work, as well as storing the works and order management. Aalto ARTS Books produces works under the Musta Taide brand, in cooperation with the Department of Media. These publications particularly support research into photographic art, teaching, and artistic activities. The aim is to raise international awareness of the Musta Taide brand. Aalto ARTS Books sells its publications both at home and abroad through direct sales from the online store and from the bookshop situated on the Arabia campus. The publications are also sold to domestic and foreign distributors.

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International Affairs ARTS International Affairs is in charge of: • managing and developing the overall internationalisation of the school • managing the international partnerships of the school • applying for funding and coordinating any international projects of the school as lead institution or as a partner, through the office or in collaboration with any department or unit, especially in the fields of education and culture or in any cross-disciplinary field • organising and coordinating international student, teacher, researcher, and staff mobility, including internships

• developing and supporting departments, programmes, units, and individual members of staff in planning participation in national and international activities connected with internationalisation in general, and specifically with internationalisation of arts, design, and architecture, but also in relation to any subject area from the whole of Aalto University • coordinating, representing the school, and supporting any department or unit in leading or membership of a network, and in initiating networks or equivalents; for example, coordination of the Cumulus International Association of Universities and Colleges of Art, Design and Media, the EDDA Nordic network, and representation on Cirrus the Nordic network; ELIA, and so on.

IT The IT Service Desk is a contact point for users of Aalto University IT who need help and information. There are local service desks on every campus. You can ask for help by email or telephone, or by visiting the service desk during opening hours. Arabia Campus servicedesk@aalto.fi, tel. (09) 470 30578 The IT Service Desk is located in the building of the School of Art and Design, room 561 Street address: Hämeentie 135 C, Helsinki Open: Mon – Thu 8:30 am - 5:00 pm, Fri 8:30 am - 4:00 pm Otaniemi Campus servicedesk@aalto.fi Street address: Miestentie 3, Espoo Open: Mon – Fri 1 pm – 3 pm

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Number Person Date Changes 1.0 IE, SH, HH 27.9.2011 Aalto-yliopisto, Taiteiden ja suunnittelun korkeakoulu, laatukäsikirja 1.1 VP, IE 7.12.2011 Translation in EN 1.2 IE, PS 17.1.2012 Updated by new school (Architecture included) 1.3 IE 12.6.2012 Table of Contents 1.5 IE, JH, PL 19.6.2013 Support service updates 1.6 IE, SK, HH 23.8.2013 Editing pictures and tables with communications office 1.7 IE 11.9.2013 Updates and editing by quality group comments 1.8 IE 3.10.2013 Updating the Table of Contents and editing 1.9 IE 21.10.2013 Editing and updates by comments from ARTS Management team 1.10 IE 30.10.2013 Editing by Dean´s comments from PMT 1.11 IE 1.11.2013 Editing and adding text by PMT decision on Table of Contents Aalto ARTS Books text added 1.12 IE 12.11.2013 Editing the Table of Contents 1.13 IE, PS, ES IE 15.11.2013 Editing text; strategic objectives, internationalisation 28.11.2013 Editing text and linking to Inside documents 1.14 IE, AA, ON 11.12.2013 Adding text after departmental comments 1.15 IE, HH, SK 14.1.2014 Editing text and updating tables

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Faculty Handbook —65


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Profile for School of Arts, Design and Architecture

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