Growth, Competition and Partnership

The financial statements of Jamk University of Applied Sciences reflect excellent development across all our core missions in the past year. Measured performance directly affects funding in the coming years, as nearly two thirds of Jamk’s income is based on the performance-based funding model of the Ministry of Education and Culture. At the same time, the importance of project funding and sales income continues to grow.

Ultimately, Jamk’s success is demonstrated by the success of our graduates and the companies and public sector actors in our operating environment. Approximately half of our graduates remain in Central Finland, and companies play a key role in Jamk’s applied research and development activities, which involve over two hundred projects. The vitality and renewal of Jyväskylä and the wider region are essential to Jamk.

Last year, the number of degree students at Jamk exceeded 10,000. Students completed 1,329 bachelor’s degrees and 475 master’s-level degrees. In addition, 402 students graduated from Jamk’s School of Professional Teacher Education with a qualification as a teacher, special needs teacher or guidance counsellor.

Regarding success in our core mission, it must be noted that there are also challenges. In the funding model, institutions share the same pool of resources, and as the number of degrees increases within a uniformly high-quality higher education system, this has effectively led to a decrease in the unit price per degree. This places greater emphasis on maintaining quality, supporting staff well-being, and improving the efficiency of processes.

A difficult employment situation creates challenging conditions for both traineeships and graduates. A key question is to what extent the continuous crises of the 2020s reflect short-term economic cycles and to what extent they indicate structural challenges that require reform. At the very least, the stagnation of productivity in Finland is a clear trend. In addition, the rapid development of artificial intelligence is transforming working life at an accelerating pace. At the same time, demographic trends suggest that we will face a shortage of skilled labour during the next growth phase. Addressing this challenge will influence, for example, business investment decisions and location choices.

At Jamk, particular attention must be paid to the fact that international students accounted for 18.3% of degrees awarded last year (while representing 14.5% of the student body). Tuition fees from international students have become a significant source of income for Jamk. However, the ability of our operating environment to provide employment, particularly for graduates with an international background, remains weak. In my view, growth in the 2030s will not be possible in regions without the systematic utilisation and integration of international expertise into organisations and society. This is an area where stronger regional cooperation is still needed.

In research, development and innovation (RDI) activities as well as in service sales, Jamk ranks among the leading universities of applied sciences in Finland. These activities ensure that Jamk remains forward-looking and closely integrated with working life and industry. Here too, the importance of international partners, networks and funding is emphasised.

In 2025, the foundation for the Jyväskylä higher education group was established and the University of Jyväskylä became the majority owner of Jamk at the beginning of the year 2026. The City of Jyväskylä will continue as the other owner. In accordance with higher education legislation and a shared strategic vision, this is a partnership that will be deepened systematically and in stages in line with a joint plan.

A key success has been the preparation and launch of the group in a collaborative manner, with students and staff of Jyväskylä’s higher education institutions, as well as national public discourse, largely viewing the objectives and operating model positively.

The record results and the first steps of the group are a cause for celebration – thank you to our staff and partners. In our daily work, we strive for success while identifying future risks and constraints, which we aim to overcome, bypass and turn into opportunities. Together, we are building the Jyväskylä higher education group into a model for addressing future challenges – and above all, a distinctive and forward-looking way of working.