ZHdK can look back on an intense year, one that saw important milestones in research and teaching โ 20 years of game design, for example, the newly launched โZentrum Kรผnste und Kulturtheorieโ in cooperation with the University of Zurich, and the start of the newly designed Master's programme in Theatre, โMATchโ. At the same time, key projects that had been initiated in previous years were implemented or completed. The new Major-Minor Programme Model, for example, has become a reality as of the autumn semester, with teaching at the Bachelor's and Master's level in all majors and minors. In addition, projects were launched as part of the Digitalization Initiative of the Zurich Higher Education Institutions (DIZH) and the New Personnel Ordinance for the universities of arts and applied sciences (nPO) was implemented.
Annual financial statement, financial planning and balance sheet reserves
In addition to these projects, the social plan approved by the Zurich University of Applied Sciences Council in connection with the switch to the new Major-Minor Programme Model and further operating costs required additional financial resources. Accordingly, the annual financial statement closed with an expenditure surplus of CHF 5.9 million. For the current year, the ZHdK has again budgeted for a budget deficit for the completion of major projects, before balanced budgets are expected again from 2026.
ZHdK's expenditure surpluses are covered by carefully accumulated reserves. These reserves are used to finance major projects as part of long-term financial planning, which is approved by the Zurich University of Applied Sciences Council. No additional tax revenue is required.
Stabilisation initiative to maintain financial flexibility
In order to ensure the university's long-term ability to act and develop, and to rebuild reserves for upcoming projects, ZHdK rolled out the Initiative for financial stability. The aim is to increase the balance sheet reserves to preserve financial leeway. Between 2025 and 2029, corresponding savings are to be realised as part of a portfolio and performance review.
The short-term measures from 2025 include savings in procurement and communication formats, a reduction in overtime, the suspension of sabbaticals, and adjusted access times for the Toni Campus, the Gessnerallee (closure from 12 p.m. to 7 a.m.) and the workshops for apprentices. In addition, there will be performance adjustments and optimisations in the central services. From 2026, the ordinary budgets of all organisational units will be individually reviewed and adjusted according to transparent criteria.