eAMK EAPRIL 2017

1. 8.12.2017
Building a Strategic
network of Finnish
Universities of Applied
Sciences
- How the eAMK project was
established

2. Dual model in higher education
• Conduct research and provide
education based on research
• Universities interact with society
and promote the effectiveness of
research results
• Education based on labour market
needs
• Research and development to
support instruction and promote
regional development
8.12.2017
14 universities 24 universities of
applied sciences

3. Universities of Applied Sciences in Finland
12. South-Eastern Finland University of Applied Sciences,
Mikkeli
13. Oulu University of Applied Sciences, Oulu
14. Karelia University of Applied Sciences, Joensuu
15. Police University College, Tampere
16. Lapland University of Applied Sciences, Rovaniemi
17. Saimaa University of Applied Sciences, Lappeenranta
18. Satakunta University of Applied Sciences, Pori
19. Savonia University of Applied Sciences, Kuopio
20. Seinäjoki University of Applied Sciences, Seinäjoki
21. Tampere University of Applied Sciences, Tampere
22. Turku University of Applied Sciences, Turku
23. Vaasa University of Applied Sciences, Vaasa
24. Novia University of Applied Sciences, Vaasa
25. Åland University of Applied Sciences, Maarianhamina
1. Arcada University of Applied Sciences, Helsinki
2. Diaconia University of Applied Sciences, Helsinki
3. HAAGA-HELIA University of Applied Sciences, Helsinki
4. HUMAK University of Applied Sciences, Helsinki
5. Häme University of Applied Sciences, Hämeenlinna
6. JAMK University of Applied Sciences, Jyväskylä
7. Kajaani University of Applied Sciences, Kajaani
8. Centria University of Applied Sciences, Kokkola
9. Lahti University of Applied Sciences, Lahti
10. Laurea University of Applied Sciences, Vantaa
11. Helsinki Metropolia University of Applied Sciences,
Helsinki

4. The vision
8.12.2017

5. 8.12.2017
• Digital technologies radically changes our lives, our societies and the
way people work
• Global trend that challenge current competences and skills
• Education institutions need to ensure that they equip their graduates
with relevant and up-to-date skills
• Education institutions need to strengthen digital learning and
education
Strategy of Rectors' Conference of Finnish Universities of Applied Sciences 2016-2020
OECD (2016), Getting skills right: Assessing and anticipating changing skill needs,
OECD Publishing: Paris; http://www.oecd-ilibrary.org/employment/getting-skills-right-
assessing-and-anticipating-changing-skill-needs_9789264252073-en
Change of operational environment
Digitalisation

6. The Ministery of Education
and Culture: Funding call to
Higher Education Institutions
2016
• Develop and confirm digital learning
environments
• Enable year-round studies
• Improve learning, education and quality of
guidance and counseling
• To increase cooperation and open
operation culture between higher
education institutions
• 25 million euros (first call) 105 million
euros in total
8.12.2017

7. Introduction – the process
8.12.2017

8. Digital tools and transparent work environment
• Yammer - for communication, collaboration and networking
• cloud-based OneDrive - for management and sharing files, working together and collaborate
• Innoduel – for engaging crowds (483 participants and 5963 votes, 20 original ideas and 87 new ideas)
• AdobeConnect - for web conferencing
• Over 150 users were involved in the process and less than five emails were sent over the preparation period – we were very
pleased with this outcome
8.12.2017 Rahoittajat ym maininnat tarvittaessa tähän

9. 8.12.2017
Other tools
• Logical Framework Approach, LFA
• Megatrend cards – new ideas and visions about the
possible future
(https://www.sitra.fi/en/publications/megatrend-
cards/)

10. 8.12.2017

11. We need A Model to Support the development of a Strategic Network to ensure all
aspects to be taken into account (eg. Balanced Scorecard, Kantola et al.)
The areas that we succeeded in:
• The understanding and the willingness to design a project where all TUASs are
involved
• The ability to adapt to the reduced funding
• Clear responsibility of the coordinating party
• Ability to discuss the process with a vast amount of participants, seeing the
mutual goal
• The use of digital tools and project design methods in the process
• The understanding of the benefit of cooperation instead of competition
• The activating and supporting role of The Rectors' Conference of Finnish
Universities of Applied Sciences (Arene)
• Readiness for culture of experimentation
• Keeping it simple
• Openness of the process, freedom of choice and equal opportunities
to participate
• Common need to develop e-Learning and digital pedagogy
8.12.2017

12. We need A Model to Support the development of a Strategic Network to ensure all
aspects to be taken into account (eg. Balanced Scorecard, Kantola et al.)
The Dimensions: The areas that we succeeded in:
Region and customer • The understanding and the willingness to design a project where all
TUASs are involved
Finance • The ability to adapt to the reduced funding
Process and Structures • Clear responsibility of the coordinating party
• Ability to discuss the process with a vast amount of participants, seeing
the mutual goal
• The use of digital tools and project design methods in the process
• The understanding of the benefit of cooperation instead of competition
• The activating and supporting role of The Rectors' Conference of Finnish
Universities of Applied Sciences (Arene)
• Readiness for culture of experimentation
• Keeping it simple
Learning and Growth • Openness of the process, freedom of choice and equal opportunities
to participate
• Common need to develop e-Learning and digital pedagogy
8.12.2017

13. Challenges of the
planning process
8.12.2017

14. Planning process - combination of systematics and creativity
8.12.2017

15. Principles, drivers and
values of the planning
process
• Transparency
• Openness
• Interaction
12/8/2017

16. Does this kind of network lead to cooperation, alliance or
merger?
The future studies will show how the network will develop according to the model presented by OECD (2017)
8.12.2017
Network Collaboration Alliance Merger
Generally no change to
organisational
autonomy
Arrangement between
institutions (rather than
individuals) embedded
in formal agreements
or partnership
Partners share a wide
scope of capacities, but
retain separate
identities and
legal statuses, and the
agreements are
revocable
At least one institution
ceases to exist as a legal
entity through
incorporation within an
existing or new
institution

17. 8.12.2017
How international
aspects could be
included in eAMK?

18. 8.12.2017
“Together we are stronger”