Strategy
The Janakkala municipal council approved the new strategy on December 8, 2025.
Strategy presentation (PDF in Finnish)
Vision: Vitality through courage
In 2040 Janakkala is a vital municipality where bold actions and choices have secured the municipality’s independence. We dare to develop and try new things, and make bold decisions that create the future. For us, courage means that we do not wait for the future; we build it!
Value: Courage
We are boldly responsible, boldly experimental, boldly leading the way!
Incredibly attractive Janakkala
Turenki, a vital municipal center, bold villages and a thriving Tervakoski
Improving the attractiveness of the municipal center: implementing owner steering as a strategic tool. Marketing villages as communal places to live. Developing Tervakoski as a mill-like center for wellbeing. Working together for a common Janakkala.
Indicators: Initiating municipal center development work based on the existing plan. Commonly defined targets and measures across the group to promote housing and entrepreneurship. Profiled marketing of the municipality’s different areas. Growth in plot sales.
Janakkala attracts residents, entrepreneurs and partners
A bold, long-term path for housing, entrepreneurship and partnerships: we boldly invite you to build the future with us together with communities and companies. We cherish local nature and understand its importance for people’s wellbeing — it is part of Janakkala’s vitality and appeal.
Indicators: A marketing and action plan up to 2040 with annual target levels defined. Change in population trends; reduction in the municipality’s median age, improvement in the dependency ratio. New entrepreneurs and companies; number and growth in corporate tax revenue.
The municipality and its services are accessible and our location is boldly used as a selling point
We develop mobility opportunities within the municipality, aiming for functional connections both by private means and public transport. The municipality’s location and accessibility attract both new residents and businesses.
Indicators: Transportation within the municipality has improved; both public and private. The municipality’s location and accessibility have increased interest in locating here: there is a reason to choose the place to live or set up a business.
Janakkala, incredibly proud
We are an encouraging employer with skilled and well people who enable high-quality services for residents
The municipality provides its services responsibly and sustainably, taking into account the needs of target groups. We know how to involve and listen to residents while expertly safeguarding service content.
Indicators: Growth in staff wellbeing and competence. Ex ante impact assessments in decision preparation. The municipality uses a quality metrics framework for services.
We safeguard the municipality’s future
We boldly understand the realities of the economy and can adjust future services to changes in advance. We look after the municipality’s vitality for future generations.
Indicators: Financial carrying capacity: debt per resident; accumulated surplus remains at the agreed level each year. Reduction in the level of maintenance backlog, e.g. by implementing the property strategy. Balance of the operating budget relative to revenues by 2029.
We bear our responsibility for children and young people
Increasing the wellbeing of children and young people creates vitality and is an investment in the municipality’s future. We create a growth environment that is pleasant and where people want to build an incredibly good life.
Indicators: Growth in children’s and young people’s wellbeing; school health surveys; results improving above the national average. Raising the Teaviisari indicators of comprehensive education to a ‘good’ level. Improvement in Move results above the national average.
Monitoring and evaluation
The strategy is implemented through strategic programs approved by the municipal council, which contain more detailed measures and schedules. In the budgets we define concrete measures, indicators and target levels annually for each division. The strategy guides the work, but it must be noted that not everything will be implemented immediately or at the same pace. The vision stretches to 2040 and there is much to be done to achieve our targets. Together, in cooperation and with equal access to opportunities! Staff are actively involved in defining measures.
Concrete measures were collected during the strategy preparation to achieve the strategy’s objectives. To ensure the strategy’s implementation, the municipality’s leadership will also be developed: the board of directors is responsible for the implementation and monitoring of the strategy and for reporting it to the municipal council. Through good leadership, the strategy will become part of the municipality’s everyday activities.