STRATEGY FACULTY OF HUMANITIES
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THE FACULTY OF HUMANITIES shares the values and goals of the University of Turku. We specify our faculty-specific goals and policy programmes in this strategy. The Faculty of Humanities promotes cultural self-understanding and advances the development of our society. We do this by educating versatile, open-minded and critical experts who are qualified to meet the needs of national as well as international communities. All of our activities – education, research and societal interaction – are based on high-quality and free science. 2
RESEARCH
Photographs by Hanna Oksanen
The Faculty of Humanities has extensive networks and promotes academically and socially significant research. 3
RESEARCH ENVIRONMENT Our schools and departments are engaged in close cooperation not only within the Faculty and University but also within the national and international academic communities. We emphasise the integration of research in our teaching. We invest in our working environment, making it more competitive and appealing, and thus inspiring researchers and students to aim at high-quality scientific accomplishments. Policy programmes
Schedule
Responsible party
The Faculty prepares a strategic infrastructure plan.
2016–17
(Vice-)Dean
We encourage our graduate students to engage in research. We provide them with the opportunity of participating in research projects by integrating teaching and research, for example, in project courses and practical training.
2016–20
Heads of Schools, Responsible persons at the Departments
We provide our students with an opportunity to participate in the production of scientific publications.
2016–20
Heads of Schools, Responsible persons at the Departments
We advance the openness of publications and research data by promoting open access publishing and storing all research infrastructure in one portal.
2016–20
(Vice-)Dean
BUILDING RESEARCHER'S CAREER PATH We support our researchers’ work in building and advancing on their career paths by all means available to us. Tenure track positions are an integral part of our human resources planning. Our doctoral programmes have an essential role in ensuring the high quality of our post-graduate education and research.
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Policy programmes
Schedule
Responsible party
Our doctoral programmes and departments allocate resources to doctoral candidates by awarding grants for finalising dissertations.
2016–20
Heads of Schools, Directors of the Doctoral Programmes
We affiliate post-doctoral researchers actively to our departments by using the University’s affiliation form in the process.
2016–20
Responsible persons at the Departments
In supporting our researchers’ career paths, we pay particular attention to the transition period between finalising the dissertation and starting of the post-doctoral career. We do this, for example, by allotting a work station to the researcher whenever one is available.
2016–20
Heads of Schools, Responsible persons at the Departments
The time spent on applying for research funding will be registered to the work plans.
2016–17
Heads of Schools, Responsible persons at the Departments
DIVERSE AND HIGH-QUALITY PUBLISHING One criterion for evaluating a scientific community is the quality and quantity of its publications. It is our aim that our teachers and researchers publish yearly 2–3 articles in highly esteemed international and national journals and other publications. Policy programmes
Schedule
Responsible party
We emphasise ambitious publishing and international co-operation in publications. Tasks related to peer-reviewing may be included in the work plan.
2016–20
(Vice-)Dean, Researchers' community
We allocate funding for linguistic editing of international publications.
2016–20
Dean, Heads of Schools
The departments aim at ensuring that the teaching and research personnel can reserve enough time for research in their work plans.
2016–20
Heads of Schools, Responsible persons at the Departments
We promote national and international collaboration between disciplines.
2016–20
Researchers' community
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RESEARCHERS' INTERNATIONAL MOBILITY AND NETWORKING We encourage our researchers to international mobility. Our education equips new doctors with wideranging expertise and prepares them for a career in national and international working life. Policy programme We utilise international exchange programmes in advancing international mobility of our teaching and research staff in all phases of their career.
Schedule 2016–20
Responsible party Dean and Vice-Dean, Heads of Schools, Responsible persons at the Departments
LAUNCHING AND IMPLEMENTING RESEARCH PROJECTS We actively promote the University’s research profile and thematic collaborations (among them digital futures; cultural memory and social change; children, young people and learning; sea and maritime studies) as well as our Faculty’s areas of strength by engaging in interdisciplinary co-operation with national and international partners across the boundaries of departments, schools and faculties. We encourage our researchers to engage in innovative projects. We motivate and assist them in applying for funding and support them in the implementation of their projects. Policy programmes
Schedule
Responsible party
We pursue the standards of open science in publishing research data, methods and results. We are committed to observe the principles of research ethics and standards of proper research data archiving.
2016–20
Dean, Researchers' community
We encourage the cooperation of junior and more experienced senior researchers.
2016–20
Heads of Schools, Project leaders
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CREATIVE RESEARCH We encourage our personnel and students to engage in creative and diverse interdisciplinary research. Policy programmes
Schedule
Responsible party
We initiate the Global South Research Network and investigate the options of founding a multidisciplinary research centre.
2016–2017
Dean, Heads of Schools
The Faculty establishes a research idea bank for individual researchers’ interdisciplinary project proposals that would benefit from faculty-level collaborative input in their implementation.
2016
(Vice-)Dean
We initiate the launch of Turku Laboratory for Computational Humanities (CoHuLab) together with the Department of Information Technology.
2016
Dean
FA C U LT Y O F
H U M A N I T I E S
ü High-quality research and post-graduate education ü Inspiring and competetive working environment ü Internationally mobile researchers ü Interdisciplinary research projects ü Innovative research projects ü Creative research ü Diverse and high-quality publishing
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EDUCATION
The Faculty of Humanities is committed to a responsible learning process. Our multidisciplinary education enables our students to grow into highly versatile experts in their area of specialty. 8
OBJECTIVES OF EDUCATION We emphasise competency in the contents of our curricula. Our explicit learning objectives cover the whole study path extending from the first study periods all the way to graduation. Our students become independent citizens proficient in creative and critical thinking. They not only know how and where to access the necessary information, but can also analyse and apply it in changing situations. Our education offers our students comprehensive and wide-ranging knowledge and skills which enable our graduates to be successful in working life. We value the feedback given by our students and contacts in working life. We take the feedback into account when developing our curricula, which we keep up-to-date in order to meet the needs of changing society. Policy programmes
Schedule
Responsible party
We develop means on how to take the ideas and feedback of our working life contacts better into account when planning the curricula. We also welcome the expertise of our alumni in the development of the curricula.
2016–2020
Dean, Heads of Schools, Head of Academic and Student Affairs, Responsible persons at the Departments
We define explicitly in our curricula the studies that are related to enhancing working life skills.
2016, 2018
Responsible persons at the Departments
We increase students’ opportunities to study throughout the year by offering flexible study options and utilising teaching technology.
2016–2020
Responsible persons at the Departments
We make sure that the objectives of learning are explicitly defined in our curricula. This pertains not only to individual courses but also to more extensive study modules and degrees.
2016, 2018
Head of Academic and Student Affairs, Responsible persons at the Departments
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TEACHING CO-OPERATION We encourage all of our community towards interdisciplinary co-operation. With collaboration we can avoid overlap in teaching and allocate more resources to research. In addition, the Faculty promotes teaching co-operation with other universities. Policy programmes
Schedule
Responsible party
We invest in joint courses across departments and allocate the saved resources to teachers’ research leaves. By organising joint courses, the Faculty aims to replace some of the departments’ compulsory teaching, not to increase the number of optional courses.
2016–20
Heads of Schools, Responsible persons at the Departments
We promote e-learning in collaboration with other universities, like the Agricola Portal. E-learning technology enables us to arrange joint courses based on each participating unit’s areas of research expertise. It also contributes to the profiling of Finnish universities.
2016–20
Dean, Heads of Schools, Responsible persons at the Departments
STUDENT RECRUITMENT We enhance the marketing of our education in a manner that conveys a positive and accurate picture of the degrees, study pathways and MA programmes. We create study paths that interest and appeal to our international students. Policy programmes
Schedule
Responsible party
We combine our study programmes into larger units and offer our students joint courses by subject groups especially in basic studies. Therefore, students can choose their major at a later stage of their studies.
2016–20
Heads of Schools, Responsible persons at the Departments
We develop co-operation with regional upper secondary schools.
2016–20
Dean, Heads of Schools, Head of Academic and Student Affairs, Responsible persons at the Department
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We involve our students more strongly in student recruitment and marketing.
2016–20
Heads of Schools, Head of Academic and Student Affairs, Responsible persons at the Departments
The faculty participates in developing the University’s web pages in order to promote student recruitment.
2016–17
Head of Academic and Student Affairs
TEACHING AND COUNSELLING PRACTICES Our inspiring, effective and high-quality teaching along with flexible teaching arrangements increase students’ motivation and contribute to a smooth progress of studies. We encourage our personnel who give guidance to students to participate in counseling training arranged by the University. Policy programme
Schedule
Responsible party
We strengthen co-operation between counsellors within and across the departments. We enable peer support and sharing of responsibilities.
2016–20
Responsible parties at the Departments, Head of Academic and Student Affairs
We encourage our counsellors to participate in counselling training arranged by the University.
2016–20
Heads of Schools, Responsible persons at the Departments
We invest especially in the counselling of our first-year students.
2016–20
Heads of Schools, Responsible persons at the Departmenst, Head of Academic and Student Affairs
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Policy programmes
VALUES
We increase the variety of courses taught in English not only for our exchange students, but also for our international and Finnish graduate students.
SHARED
INTERNATIONALISATION OF TEACHING
Schedule
ETHICALITY CRITICALITY CREATIVITY OPENNESS COMMUNALITY Responsible party
We generate new openings in our selection of international courses and study modules.
2016–17
Dean, Heads of Schools
We increase the variety of teaching in English in our curricula. We compile relevant individual courses into study modules and offer these modules to our international students.
2018, 2020
Heads of Schools, Responsible persons at the Departments, Head of Academic and Student Affairs
IT SKILLS We make sure that our students have sufficient IT skills so that they can utilise the possibilities and facilities of digital studying, and eventually acquire adequate IT skills for a successful performance in working life. Policy programme
Schedule
Responsible party
We make sure that our students have sufficient IT skills. We include contents that develop IT skills in our study modules and investigate the possibilities of and need for providing our students with a separate course on information technology at the beginning of studies.
2018, 2020
Responsible parties at the Departments, Head of Academic and Student Affairs
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The Faculty of Humanities is a contemporary and proactive participant in society, and always prepared to take up new challenges.
SOCIETAL INTERACTION 13
ACTIVE INFLUENCE We participate actively in societal discussion, aim to make an impact in decision-making and take part in developing new operation models. We acknowledge the societal significance of our research and education. The Faculty produces materials and immaterial innovations of high-quality. We operate and serve in national and international networks and are committed to open communication of our research. We actively seek new strategic partners and advance collaboration with our current partners, such as museums, cultural and educational institutions and civic organisations. Policy programmes We appoint an advisory board to promote and strengthen our societal interaction.
Schedule
Responsible party
2016
Dean
We design our own fund-raising campaign which we shall launch in co-operation with the University’s fund-raising campaign.
2016–2017
Dean
We enhance our science communication together with the University Communications.
2016–2020
Dean, Academic community
We arrange science communication training and prepare a template in order to support communication with the media.
2017
(Vice-)Dean
We create a competitive transnational education project.
2017
Dean, Heads of Schools
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ENTREPRENEURSHIP AND COLLABORATION WITH BUSINESS LIFE Our education provides our students with skills of entrepreneurial thinking and successful project management. In our research projects, we take into account the possibilities to collaborate with business life , through which societal dialogue is formulated and realised. We look for new ways of contributing to and operating in the development of transnational education. Policy programmes
Schedule
Responsible party
We arrange entrepreneurship training designed particularly for students of humanities, available also to Faculty personnel.
2016–20
Dean
We systematically recruit alumni to collaborate with our Faculty. We promote alumni mentoring programme together with the doctoral programmes. In the development of entrepreneurship training, we emphasise collaboration with business life.
2016–20
Dean, Directors of Doctoral Programmes, Responsible parties at the Departments
We invest in producing a scientifically reliable and competitive system of commissioned research with companies, municipalities and other institutions.
2017–20
Dean, Heads of Schools
We create collaborative projects with business life and other partners in order to attain Tekes, EU or other similar funding.
2016–20
(Vice-)Dean, Academic community
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COMMUNITY WELL-BEING The Faculty of Humanities is an inspiring working environment where the well-being of the personnel and students is a top priority.
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HUMAN RESOURCES PLANNING AND RECRUITMENT We prepare the recruitment processes well in advance. We make sure that our recruitment processes are transparent. We ensure that our new personnel receive a thorough orientation to their new positions. In addition, we pay particular attention to informing and training our personnel in changing situations. We encourage our personnel to advance on their career path and to develop in their own work.
Policy programmes
Schedule
Responsible party
We continue human resources planning and prepare a human resources plan in which we acknowledge the obligations for adjustment. In our human resources plan, we lay out new positions as well as positions that are reorganised or discontinued.
2016–2018
Dean, Heads of Schools
We create operational principles according to which a a working group prepares the announcements for fixed-term positions for teaching and research staff.
2016
Dean
We strengthen the orientation practices for new personnel and clarify the responsibilities in the process. We keep our orientation instructions and new personnel’s checklist up-to-date.
2016
Dean, Heads of Schools, Responsible persons at the Departments
Well-prepared human resources planning • Orientation of personnel to their new positions • Fair leadership • Professional management • Development of work and study methods • Critical self-evaluation • Development of work and study environment • Supporting and inspiring work and study environment • AN AFFLUENT FACULTY 17
LEADERSHIP AND CHANGE MANAGEMENT We emphasise the importance of fair leadership and professional management. We recognise the necessity of involving our personnel and students in the planning of future develop ments and in the successful implementation of reforms. Policy programmes
Schedule
Responsible party
We expect our supervisors to complete leadership training.
2016–2020
Dean, Heads of Schools
We evaluate and improve our working methods and meeting practices and benchmark both on a regular basis. It is our aim to involve our personnel and students in the planning of future development pertaining to them.
2016–2020
Dean, Heads of Schools, Responsible persons at the Departments
2017
Dean, Heads of Schools
We create a practice where the Heads of our Schools together with the persons assigned by the departments supervise and monitor the preparation and realisation of work plans. We aim at increasing interdisciplinary co-operation both in teaching and research. We discuss personal and communal well-being in personal appraisals.
2016–2020
Supervisors
As the University’s premises are undergoing a change, we look for new ways of organising counselling sessions between students and personnel.
2016–2020
Heads of Departments
IMPROVEMENT OF WORKING ENVIRONMENT We are active in obtaining appropriate working and teaching premises for our personnel. It is our aim to acquire joint premises for the School of Langauges and Translation Studies during the current strategic period. Policy programmes We are active in communicating our needs for premises to the University management.
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Schedule 2016–20
Responsible party Dean, Heads of Schools
We inform our personnel and students on a regular basis about the progress of premises planning.
2016–20
Dean, Heads of Schools
We gather information on the requirements for the premises and involve our personnel in premises planning.
2016–20
Heads of Schools
We ensure that our teaching personnel learns to utilise contemporary teaching technology.
2016–20
Responsible persons at the Departments
COMMUNITY SPIRIT It is our aim to create a supportive and encouraging working environment to all members of our work community. We emphasise the responsibility of each member of the community in creating and maintaining the positive atmosphere. We create new methods for increasing and strengthening interdisciplinary co-operation and sense of community within our schools andbetween them as well as with the University’s research networks. We strengthen the communication skills of our personnel and promote the use of ICT available at the University. We agree upon the internal and external communication channels and ensure open and effective flow of information. Policy programmes
Schedule
Responsible party
We develop our internal communication by increasing the use of the University’s intranet.
2016–2020
(Vice-)Dean
We are aware of the existing social media applications and promote good practices regarding their use.
2016–2020
(Vice-)Dean
We create operational principles for the use of social media.
2016–2020
(Vice)Dean
We maintain the encouraging and supportive atmosphere at work and make sure that there are no polarisations between any personnel groups.
2016–2020
Academic community
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FACULTY OF HUMANITIES 20014 UNIVERSITY OF TURKU, FINLAND WWW.UTU.FI/HUM