Adopted pursuant to item 25.1.4. of the Statutes of the Eesti Maaülikool (EMU, the Estonian University of Life Sciences). 
 

1. Introduction

The Development Plan of the University till 2015 is a document that determines the over-all development of the University, its role in the society and specifies the main objectives in accomplishing its mission.
The Development Plan enables the University to meet the commitments of the EU member state that is developing towards knowledge-based society and is pursuant from the most essential directives and strategic documents of Estonia and the EU (see appendix 4).
The main objective of the strategy is to contribute more effectively to the creation of all-European values, while performing the obligation of retaining the unique and original native Estonian culture and science through promoting competitive higher education, research and development activities as well as innovation support systems.
The University performs its policy by introducing the aims and priorities set in its future prospects and visions. Proceeding from the Development Plan more precise action plans will be compiled for shorter periods or for more specific spheres of activity. 

2. Starting point

Globalisation and increasing division of labour have escalated competitiveness in the surrounding world. Guaranteeing the resources for development and an increase in consumption have evoked a dissention with the natural environment. Demographic problems have become more serious and increased supra-national competition for human resources. Estonia and its universities must help to introduce Lisbon strategy — the EU strategy for economic growth and employment, which among other things ordains the training of top-notch researchers and engineers. Educated people, who can create and develop new know-how and technologies, has become a keyword here.
Open society and the internationalisation of higher education mean that finding one’s place brings along making far more serious decisions. The activities of the University in the networks of priority or key areas — land management, economic use of natural resources and environment, food and industrial biotechnology — are of strategic importance.
Till the end of 2004 the organizational structure of the University was fragmented, which made it impossible to use its full potential. The University could not react swiftly enough to the developmental changes in agriculture and agriculture related areas in Estonia as well as in the EU, where the emphasis had shifted from the agricultural production to a wider, more sustainable use of economic and natural resources as well as environmental matters.
On February 26 2004 the University Council determined the principles of the new structure of the University. Specific activity and responsibility areas were elaborated on. Based on these principles the integration of the research and development institutions to the University will be continued to bring teaching closer to research and involve more people into research. Quality criteria laid the basis for the elaboration of study, research and development activities.
Since the beginning of 2005 the University has, instead of its relatively separate faculties and institutes, a more flexible academic structure made up from five institutes. The academic units formed must, as a result of full integration, guarantee the University the development and sustainability in its key area (sustainable use of natural resources) both in teaching and research and development activities.
Parallel to the reorganization of the University structure the optimisation and reorganization in territorial and spatial planning takes place, which aim is the a) relocation in the Tähtvere campus b) systematic development of the campus, c) renovation of the buildings in use and the construction of new necessary buildings, d) renouncement of unused buildings and real estate e) modernisation of the centres situated outside Tartu.
The SWOT-analysis of the current situation, where the strengths and weaknesses characterize the internal process and opportunities and threats stand for outer factors, carried out at the University forms a solid foundation for the strategic plan of the research and developmental activities (see appendix 2).
In the present situation the following problems call for attention:

•Small ‘critical mass’ of research groups in several fields has resulted in the high workload of the academic staff, low publishing rate in some fields, limited international cooperation activities and shortage of foreign students, insufficient range of services on offer, randomness of scientific orders, shortage of successful research projects and self-earned resources, which in its turn inhibits the development of the “next generation” and hinders the development of research infrastructure (laboratories, other facilities, etc)
•The campus of the university has not been elaborated, the potentiality of the new organisational structure has not yet made full use of and due to unsettled internal cooperation between the new structural units the employees lack a clear vision of the future and the sense of their “academic home”. The information systems of support services do not operate well enough.
•Low popularity of agriculture and rural life in places affects the reputation and image of the university and may results in a comparatively low level of average university applicants, which may lead to an overall decline in the level of applicants and an increase in unfulfilled study places, decrease in the competition for student, lecturer and researcher places. As several lecturers and researches leave for abroad or the private sector, etc it causes the shortage of opinion leaders and a decline in the “my university” feeling.
•Weak integration of some insufficiently competence-based curricula inside the University, their weak composition, low quality of teaching and insufficient share of practical training. All this results in low level of knowledge and motivation of students as well as scarcity of talented and highly professional lecturers and researchers in several fields.

3. Role in society

In the society Eesti Maaülikool performs the role of higher educational research, development and cultural institution governed by public law. The University aims at developing into an open European university with a contemporary academic and research infrastructure that has a flexible approach to management and interdisciplinarity, which meets the needs of the society.
The University as an internationally recognised contemporary centre cooperates in all the interdisciplinary areas concerning rural life and rural economy as well as in areas related with the sustainable use of primary resources necessary for human life and preservation of habitat. The University performs innovative activities and knowledge based academic-, applied higher educational- and in-service training. 

4. Values

Development and reliability

The University is open to new ideas and provides opportunities for life-long learning and further professional training. The University renders high-quality academic and research services, acts as a reliable partner in executing contracts and focuses on the elaboration of innovative environmentally friendly solutions.

Openness and civil-courage

The University is an autonomous and open institution, which rests upon the reputation of its membership. Academic freedom, social conventions, civil or social courage and high professional skills are the features that characterise the openness of the University. The University is open for collaboration and life-long learning.

Nature friendliness and ethics

The University supports the development of sustainable way of life and nature-friendly mentality. As a recognised centre of research the University focuses on esteeming the preservation of life and sparing nature. Ethics is a key factor both in research and the establishment of intellectual capital.

Balance of urban and rural life

In its activity the University accepts responsibility to the society and places a special emphasis on the balanced development of urban and rural life. In order to guarantee our economic well-being and independence the University lays the stress on the versatile use of local natural resources. Thus the University drafts its academic and research activities bearing in mind its significant role in guaranteeing the consistency of the main values of rural life and culture.

Estonian language and culture

The university is also responsible for the survival of natural culture and the development of scientific vocabulary in Estonia as well as the continuity of university education in our mother tongue.

Relations, traditions and home feeling

Motivated membership is the greatest value the University has. The University cares for itsstaff and students, holds creativity in high esteem and takes care of academic consistency and the survivability of traditions. In developing the campus of the University emphasis is laid on the pleasant working and studying environment.
In its developmental activities the University relies on cooperation and underlines the importance of a democratic and transparent management style.

Equality and tolerance

The University guards its reputation as a creator of fair field and no favour as well as tolerant atmosphere. Through life-long learning the University guarantees the equal opportunities approach and through elaborate personnel policy its goodwill as an employer.

5. Calling and responsibility (MISSION)

As a carrier of academic culture the EMU promotes environmentally friendly manner of thought and a balanced and wise management of rural life through knowledge-based education.

6. Future prospects (VISION)

Maaülikool is an internationally and nationally recognised centre in the fields of sustainable use of natural resources and rural economy.

7. Strategic objectives

The scope of activities is becoming more and more international. Higher education will be provided on the world market and international cooperation is gaining more fame. Great attention is paid to the implementation of the results of research in practice.
Pursuant from the factors influencing higher education in Estonia and in the world the University has planned its actions in the four strategic fields.
A more precise action plan, field by field till 2010, can be found in the appendix (See appendix 3).

7.1. Designer of knowledge-based Estonia through internationally recognised research

The University sets the improvement of the quality of research and an increase in its relative importance in the international arena as one of its objectives. The top quality and moral philosophy of research play an important part in the development of research.

7.1.1. Internationally recognised working teams

In order to increase the level of research the University must improve intra-university collaboration and create bigger working groups. The initiation of integrated inter-disciplinary working-groups is of utmost importance.
In strengthening cooperation with other universities and research institutes abroad, it should be borne in mind that all the working groups should be internationally active and involve researchers and lecturers from outside.

7.1.2. Top-notch research, high quality basic research

The university determines internationally recognised key areas, where the leader is competent and highly motivated, and supports and approves of an active participation in national and international competitions and projects. The University favours the application of professional know-how and research results in practice as well as close liaison with firms and enterprises.
The University elaborates on the research infrastructure and on the efficiency of the research groups and support structures. The quality of research will be assessed on a regular basis.

7.2. Recognised provider of University education

Internationally open University

The objective of the university is to guarantee the students a competitive, top-quality research-based education. Internationally accredited attractive curricula that are necessary for the society and based on competences form the basis for the studies.

7.2.1. Internationally recognised high-quality curricula

Teaching is based on top-notch curricula that guarantee good education and distinct qualifications, attract students, are based on University research and support the preparation of the younger generation. The University adjusts the curricula pursuant to the changes taking place in our economy and population and compiles qualification standards for each level.
In compiling its curricula the University aims at providing the graduates with such skills and knowledge that would guarantee their competitiveness on the labour market. New curricula are launched following the principle of tighter integration inside the University. Institutes are responsible for teaching and its quality. The University will develop activities that raise the quality of teaching and learning and will take measures for the introduction of quality assessment procedures.

7.2.2. Contemporary and modernised learning process

Contemporary campus, scientific laboratories and study space, provision of students with study materials necessary for individual work, form an inseparable part of the study process. Lecturers from abroad as well as the best researcher from our own University will be involved in the teaching process. The University develops activities that guarantee the quality of teaching and learning, including the introduction of new study methods (e-learning, etc), interactivity of lectures and practical training, increase in student exchanges, etc. The University aims to increase the tuition performed in English.

7.2.3. Competitive young generation, successful doctoral school

University lecturers are, first and foremost, competent researchers in their specialities. The University will increase the competitiveness and motivation of the lecturers and researchers in its responsibility areas and, if necessary, trains or imports strong leaders to the priority or problematic areas.
The University aims at including our doctoral studies in the international network and the organisation of European studies in collaboration with doctoral schools of other European Universities.

7.2.4. Life-long learning

The University offers flexible and beneficial to the students study opportunities both in the full-time and in-service studies. The University takes into account the needs and interests of a private person, public, private and non-profit enterprises.

7.2.5. Acknowledged partner in academic and research work

The University holds the participation in international competitions and projects in high esteem. It aims at increasing the number of courses and Master programs delivered in English and promote inter-university collaboration in postgraduate studies.

7.3. Promoter in society

Entrepreneurship and environmentally friendly mentality

One of the most essential aims of the activities of the University is to guarantee the application of research results into practice and supply the labour market with specialists who excel in environmentally friendly mentality.

7.3.1. Supporting the development of the society

The University improves its competence by participating in the innovation system and favours the application of the professional skills and study results of our lecturers in the development of society. Research based solutions add to the increasing competitiveness of the firms and enterprises. Collaboration with enterprises is considered really important.

7.3.2. Image and reputation of the University

The University is a recognised and trust-worthy university, whose reputation is based of the top quality of teaching and research. The value judgements of the graduates contribute to the changes in the attitudes of the society as well as the adoption of the environmentally friendly manner of thought. The University plays an important role in guaranteeing the balanced development of rural and urban life as well as in devising the principal values of rural life.

7.4.  Bearer of academic culture

Motivating working environment and coherent way of life

The University aims at the creation of a high-quality and motivating working environment both for research and teaching and guarantee an efficient operation of the management and support structures.

7.4.1. Responsive and mission-oriented organisation

The University will continue the creation of an efficient and sustainable university that can be characterised by common values and the so-called “academic goodwill”, well-developed organisational structure, systematic information communication, coordinated use of technical resources and good collaboration between and inside structural units.
The University invests in the welfare of the staff and takes care of their professional in-service training, fosters contemporary management and runs the university effectively. The University considers it important to create a good working environment and favourable pecuniary-technical conditions to guarantee the next generation of researchers.
Stable employment relations, competitive salaries and the development of a clear vision are also of importance. In its responsibility areas the University will continue to raise the competitiveness of its lecturers and researchers and create motivating working conditions.
The University attaches great importance to the smooth management of academic affairs, the creation of good and healthy studying environment. It guarantees the students possibilities for the development of their physical health.
In order to decrease the share of administrative work so that the researchers and lecturers could focus on their primary activities, the University continues to elaborate on the systematic information communication and efficient specialised support structure.

7.4.2. Contemporary compact campus with well-established infrastructure

The University will continue with the aggregation and construction of a contemporary campus in Tähtvere region. The buildings and rooms will be renovated according to the modern standards, pursuant from their functions and the needs of the employees. A holistic laboratory and integrated information system will be developed.
Infrastructure is developed on the basis of long-term development and action plans. Buildings will be updated en bloc. Study and research premises will be modernised in compliance with the demands of time.
In developing the infrastructure, including the renovation and construction of buildings, if possible, environmentally friendly principles will be applied.

7.4.3. Collections of research and study material and practice stations

The University will continue to create opportunities and prerequisites for the study of nature and develop natural study collections.
In the practice stations the University will guarantee the conditions that will meet the requirements of contemporary research and studies.

7.4.4. Efficient information system

In elaborating intra-and inter-University communication the University will take into account the needs and requirements of different stakeholders. Information communication must add to the development of goodwill and it must harmonize with the corporate identity and the strategic aims of the University.
Information system, including electronic systems, will be developed as a whole and in an economic way so that it would support University management and collaboration.
The University library will be developed in such a way that the library could offer high-quality contemporary library and information services and act in the network of scientific libraries as a mediator of research information in its responsibility areas.

8. Implementation of the development plan

The development plan of the University is a document that serves as a basis for more definite action plans for a shorter period or more specialised fields in the institutes. Concrete development plans that must concur with the principles of the University development plan are drawn up for every year. At least once a year the fulfilment of the development plan is discussed in the University Council. The vice-rector of research coordinates the actions related with the execution of the development plan.
Each institute is responsible for the development, competitiveness and status of their responsibility area. Institutes report to the University Council on the implementation of their development plan at least once every three years.

9. Action plans, programs, strategies

On the basis of the present document the University will compile and reform the following documents:
Strategy for research and development;
Strategy for quality assurance;
Territorial-spatial development plan.
The above-mentioned documents will specify the activities field by field, appoint the responsible persons and resources.