Title of publication

Audit of the University of Jyväskylä


Helka-Liisa Hentilä, Kimmo Levä, Max Liikka, Auli Toom, Mira Huusko & Mirella Nordblad

The self-assessment of University of Jyväskylä (eds.) Katja Mielonen & Hanna-Leena Pesonen

The Higher Education Evaluation Committee’s decision

The University of Jyväskylä passed the audit on 24 February 2021.

The Quality Label is valid until 24 February 2027.

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

I: HEI creates competence: good level

II: HEI promotes impact and renewal: good level

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

HEI as a learning organisation – evaluation area chosen by University of Jyväskylä

Multidisciplinary education across unit boundaries

Theme and partner for benchlearning

Continuous improvement of teachers’ pedagogical competence

Partner: Vrije Universiteit Amsterdam (VU)

Key strengths and recommendations


  • At the University of Jyväskylä, education activities are managed systemically and in cooperation with the vice rector, the vice deans, directors of independent institutes, and the vice directors responsible for education.
  • The University has a strong role as a regional developer and guardian of regional interests. This role is also recognised by its stakeholders.
  • The University supports and promotes the well-being, equality and non-discrimination of its staff in various ways.
  • A multidisciplinary approach is valued at the University of Jyväskylä, which is concretely manifested in its multidisciplinary degree programmes. The multidisciplinary degree programmes are bold initiatives and broad cooperation is carried out within the University to implement them.


  • The functioning and transparency of collecting and analysing feedback and developing teaching and learning based on it should be improved in the University as a whole.
  • Objectives and indicators that enable monitoring should be set for the University’s cooperation with the society and stakeholders.
  • The University’s quality system should be complemented for the parts that relate to societal engagement and impact.
  • For the University to be able to enhance the planning, implementation and effectiveness of the multidisciplinary degree programmes, operational planning and incentive systems must better support cooperation between faculties.