Title of publication

Audit of the Savonia University of Applied Sciences (Savonia-ammattikorkeakoulun auditointi)


Kati Komulainen, Perttu Jämsén, Kimmo Mäki, Anette Pottonen, Hanna Väätäinen ja Kirsi Mustonen

The self-assessment of Savonia University of Applied Sciences (eds.) Päivi Diov, Anne Heikkinen, Esa Viklund, Mervi Vidgrén, Mikko Vuoristo, Marja Kopeli

The Higher Education Evaluation Committee’s decision

Savonia University of Applied Sciences passed the audit on 16 March 2022.

The Quality Label is valid until 16 March 2028.

The audit team’s evaluation of the evaluation areas I-III

I: HEI creates competence: good level

II: HEI promotes impact and renewal: excellent level

III: HEI enhances quality and well-being: good level

HEI as a learning organisation – evaluation area chosen by Savonia

Demand-driven continuous learning

Theme and partner for benchlearning

Theme: Development of strategic capabilities and competence

Partners: Osuuskunta KPY, Genelec OY ja Mehiläinen Oy

Key strengths and recommendations


  • The working-life relevance of degree programmes at Savonia is strong and develops constantly.  It is identified and recognised in the operating environments and the management of the institution and by the students and the teaching staff.
  • Savonia acts as an active participant and a responsible leader and organiser in the most important cooperation networks for North Savo. Strategic planning together with regional actors supports stable regional development and competence-based growth in the entire North Savo.
  • The operations management system of Savonia is linked with the institution’s strategy, provides real-time information, and is accessible and transparent. The information produced by the system is used throughout the organisation in the implementation of the organisation’s strategy, management of the quality of the activities, and development work. The development of the operations management system has been effective and determined long-term work.
  • Savonia has linked continuous learning strongly to its strategy and vision. This lays a solid basis and guidelines for the development of continuous learning.


  • The implementation of competence-based studies in higher education still requires systematic and consistent development so that uniform and comprehensive practices will be available to students in the different degree programmes.
  • Savonia could assume a stronger role as an actor responsible for medium and long-term anticipation in the region.  Establishing a skills anticipation forum led by Savonia could be one form of activity helping to achieve this.
  • Savonia must identify and define the next development stage of the operations management system and use the anticipation data in the systematic development of the system, while taking into account changes in the operating environment.
  • Savonia should make even stronger use of the successful implementations and operating models of continuous learning in the development of its activities. For example, creating a process model at the level of Savonia on the basis of successful processes in continuous learning would promote the development of new education products.