According to the statement concerning the Universities Act issued by the Committee for Constitutional Law on last Wednesday, foundation universities may be universities in compliance with the constitution. A foundation university may have an external board and the private parties that have signed the charter of foundation will possess legal rights to minority representation in the board. However, the Committee for Constitutional Law decreed that appointment of the board in a foundation university shall be determined within the university community itself.
Last week, I published the following statement in our internal channel concerning the preparations for the Aalto University:
”The transformation process from three universities operating as accounting offices into Aalto University requires careful preparations, which are well underway. This is what the founders of Aalto University Foundation – the State of Finland and private parties – have required. We should remember that Aalto University is a pilot project in the Finnish university reform, alongside the Universities of Turku and the University of Eastern Finland.
Preparations are in progress in all these units to ensure that the prerequisites for establishing a university are met when the law comes into effect. In its supplementary budget in June 2008, the Parliament approved of a total of 200 million euros of state funding to Aalto University Foundation. Aalto University Foundation was established before the Universities Act was heard so that the Parliament could see the nature of the Foundation that would be legally responsible for the university’s operations. The Foundation has already created some of the preconditions for launching and developing university operations from the requirements of research and education.
We will proceed with the preparations for our new university according to plan. Aalto University Foundation operates in compliance with the Foundations Act and the Board will use this as a basis for continuing preparations until the Universities Act comes into effect.
The main goal of the reform is to enhance the operational preconditions for research and education as well as the financial and administrative autonomy of universities”.
12.5.2009
The First month
After my appointment as President of Aalto University, I expressed my excitement at the idea of joining three renowned universities. As I have now been a part of the actual development work for about a month, I am positively surprised at the energy and strong motivation of the entire university community participating in the project. Representatives from the three universities have been brought together in number of different teams. These teams have engaged in active, critical, pluralistic and, above all, enthusiastic discussion on the opportunities provided by the new situation.
Aalto University is also arousing interest in the international university community. The formation of a knowledge-based society requires reforms in universities around the world. Aalto University is perceived as an open-minded project and a pioneer in university reform. In particular, the speed and determination of the progress has aroused interest and even amazement. It is evident that this rapid advance would not be possible without the entire community’s commitment to a shared goal.
I have emphasized research and teaching in various different contexts, as well as the significant improvement of their prerequisites as the key to university change. The feedback I have received concerning this issue has inquired as to the role of the current administration and support services within the change and the new university framework. What kind of role will personnel working in administration and service tasks possess in the new Aalto?
In my opinion, the present university administration and range of service operations are high-quality and have successfully performed the task that they have been assigned to do. However, the change of the university’s juristic position and the demands for the quality of research and education will pose a challenge also to administration and service operations in the future. The job descriptions of the tasks will evidently change, simply because of the new juristic position. On the other hand, world-class research and teaching demand improved support structures and services that are based on strong professional expertise and continuous development. This generates the prerequisites for developing research and education, making courageous statements, and ensuring quality execution. University administration and services are therefore the key to accomplishing a successful change.
I perceive the university reform as a challenging and inspiring opportunity also for the personal development of administrative and service personnel. These are also among the sectors where we may pioneer on a national level and produce best international practices. The feedback I have received has also concerned issues such as occupational health and endurance at work. I believe that we can address these concerns in a positive manner by clarifying job descriptions, providing opportunities for career development and, above all, enhancing the support for expertise and personal development also for administration and service personnel. In order to achieve this, we should utilize best international practices and examples from both the academia as well as companies.
Changes corresponding in magnitude to the university reform are not common. Even changes on a smaller scale evoke uncertainty concerning personal future or the future of the unit. I have strived to emphasize Aalto University as an opportunity. Aalto is not a downsizing project, but the creation of a genuinely new university concept. Above all, it offers opportunities to develop expertise, embark on a new kind of career development, and create meaningful business functions.
Aalto University is also arousing interest in the international university community. The formation of a knowledge-based society requires reforms in universities around the world. Aalto University is perceived as an open-minded project and a pioneer in university reform. In particular, the speed and determination of the progress has aroused interest and even amazement. It is evident that this rapid advance would not be possible without the entire community’s commitment to a shared goal.
I have emphasized research and teaching in various different contexts, as well as the significant improvement of their prerequisites as the key to university change. The feedback I have received concerning this issue has inquired as to the role of the current administration and support services within the change and the new university framework. What kind of role will personnel working in administration and service tasks possess in the new Aalto?
In my opinion, the present university administration and range of service operations are high-quality and have successfully performed the task that they have been assigned to do. However, the change of the university’s juristic position and the demands for the quality of research and education will pose a challenge also to administration and service operations in the future. The job descriptions of the tasks will evidently change, simply because of the new juristic position. On the other hand, world-class research and teaching demand improved support structures and services that are based on strong professional expertise and continuous development. This generates the prerequisites for developing research and education, making courageous statements, and ensuring quality execution. University administration and services are therefore the key to accomplishing a successful change.
I perceive the university reform as a challenging and inspiring opportunity also for the personal development of administrative and service personnel. These are also among the sectors where we may pioneer on a national level and produce best international practices. The feedback I have received has also concerned issues such as occupational health and endurance at work. I believe that we can address these concerns in a positive manner by clarifying job descriptions, providing opportunities for career development and, above all, enhancing the support for expertise and personal development also for administration and service personnel. In order to achieve this, we should utilize best international practices and examples from both the academia as well as companies.
Changes corresponding in magnitude to the university reform are not common. Even changes on a smaller scale evoke uncertainty concerning personal future or the future of the unit. I have strived to emphasize Aalto University as an opportunity. Aalto is not a downsizing project, but the creation of a genuinely new university concept. Above all, it offers opportunities to develop expertise, embark on a new kind of career development, and create meaningful business functions.
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