The below list describes the procedures that JAMK deploys in quality management in Management and Support Services:


  • Vision, mission and values guide all activities at JAMK. JAMK’s strategy is updated in consultation with the staff, students and external interest groups. The strategy is approved by the JAMK board. Where necessary, programme documents that support the strategy can be drawn up.
  • The government has granted JAMK a licence that ensures its prerequisites for carrying out the duties of a university of applied sciences. An agreement is made with the Ministry of Education and Culture on implementing central objectives of higher education policy.
  • JAMK’s strategy and the agreement with the Ministry of Education and Culture are converted into unit-specific objectives and activity in the operating plan of the unit. The scorecard is prepared in connection with the budget. Strategically relevant budgeting secures the financial prerequisites and strategic financing supports renewal.


  • The Rules of Procedure specify the division of labour and responsibilities for management and decision-making at JAMK. The organisation structure has been specified. The key processes are described in the JAMK Process Manual.
  • Human resources planning is part of the budget preparation. The principles of HR management and the supporting of staff well-being are described in the personnel programme. The ethical principles and the equality and non-discrimination plan secures the equal treatment of personnel.
  • The staff is organised into specialist teams. The teams prepare team contracts where the teams’ competence development needs are recorded. The competence of staff is developed using personnel training and on-the-job learning. JAMK supports the well-being of its staff through occupational safety and health, occupational health services and by supporting sports and culture hobbies.
  • The social interaction plan contains the most important procedures for developing JAMK’s social interaction. JAMK builds its own expertise by building partnerships with institutions of higher education and research, as well as with working life organisations.

Follow-up and evaluation

  • The scorecard follow-up is executed in the management team and in the board. The staff members can track the indicators and financial situation on the electronic reports.
  • The JAMK barometer and the support service survey maps the staff’s views.
  • JAMK interviews different key client groups in order to find out their views on JAMK’s activities. JAMK publishes a report on its social influence as part of its annual report.
  • JAMK carries out self-evaluations, benchmarking and external evaluations, as necessary.
  • The quality system is audited once every six years. A self-evaluation of the quality system takes place in the middle of the audit term.

Quality improvement

  • The responsible person takes the corrective measures that are motivated by direct feedback.
  • The results of JAMK barometer are dealt with in the departments that decide the development measures. The managers responsible for support services review the results of the support service survey and agree on the development measures with their staff.
  • The results of benchmarking projects are discussed by the management teams of schools.
  • The JAMK Management Team holds an annual quality review to discuss the key conclusions of follow-up and evaluation and decides on the further development of quality system. The JAMK Management Team also decides on the development measures taken as a result of the staff’s planning event, self-evaluations, external evaluations and quality system audits.
  • The implementation of the strategy is monitored at the budget follow-up meetings. The board approves any changes to JAMK’s strategy. The strategy is updated at the end of the strategy period in an process that involves interest groups and uses researched and proactive information.