Strategic Plan of the Faculty of Agriculture 2016-2020 · The Strategic Development Plan of the Faculty of Agriculture 2016 – 2020 has been prepared by the Committee for Strategic

Strategic Plan of the

Faculty of Agriculture 2016-2020

Zagreb, 2016

University of Zagreb

Faculty of Agriculture

STRATEGIC PLAN OF THE FACULTY OF AGRICULTURE

2016-2020

Zagreb, December 2016

Contents

Foreword ................................................................................................................................................. 1

Introduction ............................................................................................................................................. 2

Mission, Vision, Core values and Aims .................................................................................................... 3

Mission ............................................................................................................................................................ 3

Vision ............................................................................................................................................................... 3

Core values ..................................................................................................................................................... 3

Aims .................................................................................................................................................................. 3

Strategic framework ................................................................................................................................ 4

Relevant national and international documents ............................................................................. 4

Social-political and economic environment ...................................................................................... 4

SWOT analysis ......................................................................................................................................... 5

Strategic area: ORGANIZATION AND QUALITY ...................................................................................... 10

General strategic goal: ............................................................................................................................ 10

Specific goals: ............................................................................................................................................. 10

Strategic area: TEACHING AND STUDENTS ........................................................................................... 12


Specific goals: ............................................................................................................................................. 12

Strategic area: SCIENCE AND RESEARCH ACTIVITIES ............................................................................. 15


Specific goals: ............................................................................................................................................. 15

Strategic area: INTERNATIONAL COOPERATION ................................................................................... 18


Specific goals: ............................................................................................................................................. 18

Strategic area: RESOURCES MANAGEMENT.......................................................................................... 20


Specific goals: ............................................................................................................................................. 20

1

Foreword

The University of Zagreb Faculty of Agriculture is completely devoted to education as well as to development and dissemination of scientific and professional knowledge in the field of agriculture and related sciences. We are guided by the highest standards as we are striving to position ourselves even better as a leading higher education institution in Croatian higher education and research area and as an internationally recognized and acknowledged scientific and teaching institution. Strategic Plan is introduced as a need, within the complex Faculty structure, to respond to more complex contemporary demands and pressures which are determined by changes in funding of higher education institutions and competition at the market. We are living in the time where nobody can guarantee business security and stability in the field of science and higher education. There is no clear strategy at the state or university level but criteria are being stricter and new development demands are set continuously. This requires special dedication and motivation in management of the Faculty as a dynamic system and in order to bring it as effective and flexible as possible into the contemporary trends of science and higher education coinciding with leading and related institutions in the EU and globally. With flexibility, we strive to establish, in an organizational and qualitative manner, a stable system that will become and survive as a leading higher education institution in regional environment. The strategic document for the period 2016 - 2020 is a result of our active approach to current events in the field of higher education and science, but also of our almost hundred year’s institutional experience and decades of employees’ deliberation, especially of the members of the management and Faculty Council on teaching, scientific and professional development goals. In the strategic period we are ready to face all the challenges which we will encounter in fulfilling our strategic goals. In the implementation of the goals we will strive to continuously improve all aspects and areas of Faculty activity with the active participation of all employees. We intend to fulfil a strategic plan in order to be visible that we have fulfilled the mission and the vision of the Faculty of Agriculture as a regionally competitive and internationally recognizable centre of excellence in the field of agricultural sciences. The Strategic Development Plan of the Faculty of Agriculture 2016 – 2020 has been prepared by the Committee for Strategic Planning based on the contribution of the Board for Teaching and Appointment of Teachers, Board for Science, Board for International Cooperation and Board for Finance and Investment. The employees and students have contributed during the public discussions. The Strategic Plan was accepted at the 5th regular meeting of the Faculty Council held on January 17, 2017. I would like to thank all employees and students who participated in the preparation of this important document, especially members of the management, boards and committees.

Dean

Prof. Zoran Grgić, PhD

2

Introduction

The University of Zagreb Faculty of Agriculture has been developing a quality management system for many years, with all the necessary basic implementation documents and internal and external evaluation mechanisms. The Strategic Plan establishes strategic guidelines with monitoring mechanisms of performance implementation of these guidelines and mechanisms of improving inefficient activities. With the document, we want to provide a framework for solving all the observed deficiencies, starting from the organizational structure of the Faculty, which is complex and does not sufficiently follow the rules stipulated by the Statute. Improvements often require more serious activities, such as reorganization and more stringent criteria in defining job activities, in order to increase the efficiency of work and create a positive and stimulating work environment. In general, the Strategic Plan is expected to define teaching, scientific and professional specify of the Faculty, which enables us to recognize and compete in the national and international environment. The specific objectives of the Strategic Plan in the field of teaching are focused on modernized study programmes, higher percentage of exam passes and study completion of students, developed support for students and offering study programmes in regular and lifelong learning. Accordingly, one of the most important planned activities is to define the work programme of the Centre for Student Support and Career Counselling and to establish the Centre for Lifelong Learning and Development of Teacher Competences. In the field of science, strategic guidelines will provide institutional support for scientific research activities at the Faculty. A system of monitoring and information on the activities of related research groups will be established and a system of communication and cooperation will be developed with scientists from other national and international scientific and professional institutions. Our intention is to continue to systematically monitor the success of project applications, analysing the causes of success and failure and providing recommendations for eliminating the causes of inefficiency. Specifically, we are planning to provide a support system which will enable young researchers to apply for projects in the Croatian Science Foundation. In the area of international cooperation activities should be aimed at raising and increasing the volume of international cooperation in increasing incoming mobility and greater internationalization of studies and study programmes at the Faculty of Agriculture. Based on official European, national and university documents, the University of Zagreb Faculty of Agriculture (FAZ) develops a quality assurance system and applies its standards in all segments of work and activities. Since 2012, measures and activities are being planned annually to ensure responsibility for the efficiency and achievement of quality outcomes of educational and scientific activities ("internal quality assurance and improvement system" under the Act on Quality Assurance in Science and Higher Education). The basic document providing a framework for the implementation of all activities is the Strategic Plan of the Faculty of Agriculture 2016 - 2020.

3

Mission, Vision, Core values and Aims

Mission Faculty of Agriculture is dedicated to the education of highly qualified experts, development and broadening of professional knowledge in the field of agriculture and related sciences. Applying the highest academic standards we enable students to acquire competences based on the newest scientific knowledge, for the benefit of the society.

Vision The Vision of the Faculty of Agriculture is to strategically position itself in Croatian higher education and research area, as well as an internationally recognized and acclaimed research and teaching institution.

Core values Knowledge, wisdom and humanity (“Cognitio, Sapientia, Humanitas“); Appreciation of the academic tradition wealth; Education based on new scientific knowledge and innovations as the greatest value provided for the

society; Regulations and procedures of the highest ethical standards in all activity areas; Continuous quality improvement in all activity areas; Freedom of expression and speech; Tolerance towards diversity; Social justice; Flexibility and adaptability.

Aims To ensure the efficiency of the organisation and management of the Faculty; To enable students, agricultural experts and all stakeholders in education high quality education

with reference to acquisition of the latest scientific and professional knowledge and skills through quality study programmes and lifelong learning programmes;

To increase the quality in all activity areas; To develop scientific excellence, innovation in research and collaboration with business sector; To contribute to the sustainable development of the Croatian economy and society as a whole; To improve international cooperation in teaching and scientific-research area. To increase student

mobility, visibility and recognition of the Faculty on all levels.

4

Strategic framework

Relevant national and international documents The Strategic Plan of the Faculty of Agriculture for the period 2016 - 2020 is based on the regulations embedded in the European and Croatian legal regulations regulating the work of higher education institutions and the strategic and operational documents of the University of Zagreb and the Faculty of Agriculture.

- Bologna Declaration (June 19, 1999)

- Standards and Guidelines for Quality Assurance in the European Higher Education Area (ESG)

- Act on Scientific Activity and Higher Education (Official Gazette no. 60/15)

- Act on Quality Assurance in Science and Higher Education (Official Gazette no. 45/09)

- The Croatian Qualifications Framework Act (Official Gazette no. 22/2013)

- Development and Transformation of the University of Zagreb – Elaboration of Baseline Assumptions

- Strategy of Quality Assurance System of the University of Zagreb

- Strategy of Study Programmes and Studying of the University of Zagreb

- Development Strategy of Student Support System of the University of Zagreb

- Strategy of Spatial and Functional Development of the University of Zagreb

- University of Zagreb's Strategy of Research, Technology Transfer and Innovation

- University of Zagreb's Internationalisation Strategy

- Regulations on the Quality Assurance System at the University of Zagreb

- Strategic Plan of the Faculty of Agriculture 2010 - 2015 (SP)

- Manual for Quality Assurance of the University of Zagreb Faculty of Agriculture

- Quality Improvement Action Plan of the Faculty of Agriculture

2014 – 2015 and 2015 – 2016 (AP)

Social-political and economic environment The period covered by the Strategic Plan is marked by two important socio - economic features: (1) more intensive adaptation to European legislation and higher standards in science and higher education, given that Croatia has been a full member of the European Union since 2013, (2) a recovery from a long - term economic crisis which made it difficult to achieve high expectations from teaching and scientific work. Adapting to European standards, Croatia and also the Faculty of Agriculture accept the challenge of positive competition and beyond the national boundaries, setting as the basic task increasing the quality and achieving excellence in its work. To improve the quality of educational and scientific research work, the Faculty fosters cooperation with related institutions in Croatia and abroad with the aim of achieving the results of respectable European higher education institutions while at the same time maintaining specificity of study programmes and scientific research reflecting national business, educational and cultural values. The economic crisis that was affecting the country over the past decade has made it considerably difficult and slowed down this process, given the considerably modest budget support for higher education and science. Although such a state caused certain stagnation in the growth of scientific production, it also prompted scientists to intensify their activation in using sources from available national and European funds for scientific research. Slow economy in that period was also not a generous source, however, the recovery of the economy gives us the belief that the scientific and research activity of the Faculty of Agriculture will also prove its quality and contribute to its further growth.

5

SWOT analysis

Quality Assurance Manual of the Faculty of Agriculture in point 11 describe procedures for the analysis of success of the quality system, among which the first procedure is the preparation of a SWOT analysis, which is included in the Action Plan 2014 of the Board for Quality Assurance. The basis for assessing strengths, weaknesses, opportunities and threats has been characterized by (non)functioning in the areas of the Strategic Plan of the Faculty of Agriculture 2010 - 2015. Also, the dynamics and quality of implementation of activities listed in the Action Plans for Quality Improvement at the Faculty of Agriculture 2014 - 2015, 2015 and 2016. Organization and Quality

Strengths Weaknesses

• procedures for securing and improving the quality system at the University and Faculty level are clearly defined

• formal framework for building a quality system is satisfactory: the FAZ Strategic Plan anticipates development of quality in all areas of action and the European Guidelines (ESGs) have been adopted and formalized in the FAZ Quality Assurance Manual

• working bodies of the Faculty (committees, commissions) conduct basic procedures according to the established procedures on regular basis

• activities to improve the quality system, in particular in the field of teaching (definition of standards and procedures) are conducted continuously

• the organizational structure is complex and does not follow the rules prescribed by the Statute in all segments

• the structure of administrative and professional staff is not in accordance with the organization of workplaces

• valid statistical database is not available for all types of analyses (e.g. for comparing the success of study programmes, employability, etc.)

• insufficient cooperation between the responsible persons and the bodies of individual strategic areas with the Quality Assurance Committee

• insufficient awareness of the need to develop the system and culture of quality

• in some segments of its activities, the quality system is not understood and is perceived as a formality and burden

• insufficiently developed system of monitoring and rewarding the workforce and their contribution to the Faculty (particularly non-teaching staff)

Opportunities Threats

• intensifying the recognition of need for building a quality system at higher education at national level, more intensive involvement of members of the Board in building a single quality system

• stabilization of the quality system makes it easier to notice the problems in the system and to adopt and implement the argumented business decisions

• good quality assurance system improves opportunities for participation in international projects

• involving external stakeholders in strategic planning processes (Economic Council, Local and Regional Council)

• evaluation of participation in building a quality system (through work in committees, commissions, workshops etc.) through a system of additional criteria for career advancement and reward of employees

• lack of sanctions for non-compliance with prescribed procedures and the implementation of planned activities on building a quality system

• lack of time or the existence of some other limiting factors for which employees are reluctant to get involved in the quality system and the structural development of the Faculty

• uncertain and high-risk ability of additional personnel employment to the quality system, given the trend of decreasing costs in higher education

6

Teaching and Students Strengths Weaknesses

• sufficient number of competent and professional teachers, as well as young teaching staff (favourable age structure of teachers) • criteria for associates’ employment and teacher career advancement are defined • system of recognition of ECTS credits and content based on learning outcomes is established and under development • subject and study contents are comparable with similar institutions in the Republic of Croatia, region and Europe • one study programme in English is conducted regularly, the second one is in the process of preparation and there is an increasing number of contents being available in English • possibility of taking professional English course exists • large selection of study programmes and professional elective courses • system for evaluating extracurricular activities is developed • system of student support (mentors, tutors, Centre for Student Support and Career Counselling) • good resource base for improving the quality of teaching • continuous increase in number of teaching literature • well-used e-learning platform that facilitates communication with students

• support system for development of pedagogical and didactic competences of teachers is not developed • involvement of contemporary teaching methods in teaching content is not sufficient • contents in the performance of individual study programmes and courses are overlapping (horizontally and vertically between undergraduate and graduate studies) • a certain number of courses covers narrow area, whereas the specific learning outcomes are insufficient • in certain cases, lack of coordination between the plan and programme of the course and its performance is noticeable • no relevant information on labour market needs for qualifications from study programmes • the labour market does not recognize undergraduate level (qualification) • classrooms, laboratories and practicums are insufficiently equipped for the implementation of individual practical work • resources for doing practical work are not sufficiently exploited • uneven size of student groups (no defined maximum and minimum number of students for each course, as well as the size of the group which teaching class should be organised for) • some students have insufficient prerequisites or are insufficiently motivated to actively engage in the teaching process which reduces the percentage of exam passes and completion of the study


• harmonization of study programmes with the Faculty's redefined mission is expected to result in outcomes and competences that will better meet the needs of the extended labour market (national and international)

• determining the actual workload of students would contribute to better organization of teaching and student work, as well as facilitate the adaptation of teaching contents

• better use of experimental stations for teaching can contribute to solving current problems with the performance of practical work

• raising the level of expertise in teaching by using international experiences

• involving external stakeholders in the process of improving study programmes

• development of a lifelong learning programme can contribute to sustainability and quality of profession, financial sustainability of the Faculty and positioning of professional knowledge on the market

• educational system does not acknowledge the difference between teachers, overall commitment in the teaching process is not recognized, and not all workload forms are evaluated

• defining learning outcomes and competences is a continuous challenge in terms of the economic crisis, lack of resources and recognition of the profession in society • due to changes in selection modes into higher scientific titles and employment of junior researchers, the number of teaching staff in the future may be reduced; in some study programmes this can contribute to reducing the quality of teaching

• further lack of recognition of qualifications resulting from a two-stage system of education (undergraduate and graduate level)

7

Science and Research Activities Strengths Weaknesses

• long tradition of scientific research directed towards the results applicable in practice and a wide range of research activities

• educated experts with specific knowledge and skills (leading institution in Croatia in the field of agriculture and related sciences)

• good scientific production of teaching staff in relation to the university and national average

• active cooperation with the business sector: development of applicable solutions for industry and problem-solving approach.

• increased number of international projects

• continuous monitoring of scientific and research activities through annual reports

• established evaluation system of researchers based on their scientific contribution)

• Establishment of the Centre of Excellence for Biodiversity and Molecular Plant Breeding (CroP-BioDiv)

• too strong financial dependence on the state budget; insufficient involvement in international financial flows and cooperation

• reduction of research activity related to insufficient funding and changes in the method of financing • limited access to science databases (CAB, partially ScienceDirect)


• teachers and scientist have enabled access to major databases both for teachers and students

• connecting with Croatian universities and foreign institutions through joint research and development projects

• large number of international tenders for research projects

• strengthening competition in the segment of laboratory analysis on the Croatian market, in the region and the world which, according to current legal provisions, may perform tasks of public authority in the Republic of Croatia

• further reduction of research funds from the state budget

• insufficient interest of the economy for research projects

• difficulties in the publication of research in international journals (which is necessary for getting a new projects)

• due to the above mentioned circumstances it is possible to expect reduced scientific production and lower quality of scientific papers

8

International Cooperation Strengths Weaknesses

• information on all study programmes are available to international students (in English on the Faculty's website)

• existing organizational and financial support for researchers, students and teachers mobility

• intensive international cooperation of the Faculty's research staff

• great number of cooperation agreements with foreign universities

• development of new programmes in English

• increasing number of incoming mobility

• successful involvement of the Faculty into international networks of HEI’s

• study programmes are not sufficiently recognized beyond the borders of the Republic of Croatia

• criteria for evaluation of the results of teachers mobility are not developed

• lack of motivation of national students and teachers for participation in international exchange programmes

• complex procedures in the implementation of incoming mobility require large commitment of professional services

• insufficient staff capacity for better support to scientists during application and implementation of international projects


• reorganization of the International Relations Office in accordance with modern demands of internationalization

• ability to publicly display the results of foreign students stay

• to increase the number of professional training abroad during and immediately after the doctoral studies by using international scientific projects

• large number of available financing sources of various international projects (research and teaching)

• application and participation in international projects in the framework of HEI’s networks in which Faculty actively participate

• differences in culture of higher education and studying may cause problems in international cooperation

• integration into the EU can lead to imbalance of outgoing and incoming mobility

• uneven cooperation with the EU countries and countries of Southeast Europe

• declarative support to the internationalization by the authorized Ministry (internationalization is not accompanied by an appropriate financing and evaluation system)

9

Resource Management Strengths Weaknesses

• the Faculty has at disposal good material base and human resources

• owning a specific locations (experiment stations) and equipment analysis

• equipped laboratories for scientists and two laboratories accredited according to the HRN EN ISO standards

• Central Agricultural Library (CAK) with respectable library holdings that are regularly renewed

• purchased new computers for the CAK

• insufficient level of computer equipment for classrooms

• insufficiently exploited potential due to the lack of funds for research activities • some laboratories and equipment are not suitable for carrying through practical exercises at the individual level • insufficient space for extracurricular individual and group work • the need to support quality system in terms of organization and financing is not recognizable • established Quality Assurance Office is missing (administrative support)


• modernization of the Faculty's organizational structure

• available structural funds for investment in facilities, equipment, scientific research and teaching activities

• modernization of computer system, computer and technology equipment and introduction of new technologies

• continuation of difficulties in the financing of the Faculty due to still insufficiently strong national economy

• tightening of rules of business behaviour in accordance with the European standards

• nonrecognition of business risks

• insufficiently using the European and national funds because of unresolved administrative issues (proprietary relations, procedures, protocols and other)

10

Strategic area: ORGANIZATION AND QUALITY

General strategic goal:

Efficient work oriented towards continuous progress in all activities of the Faculty according to the internationally recognized standards of quality, business organization and ethics.

Specific goals:

1. Rationalization of the internal organizational structure of the Faculty of Agriculture

Task 1.1. To improve structure of organisational units and workplaces according to revision and work standardisation in order to rationalize and raise the efficiency of internal organizational structure of the Faculty of Agriculture

Task 1.2. To raise the quality and flow of information at all levels and increase a level of informing employees in all segments of the Faculty`s activities

Task 1.3. To create a positive and stimulating working environment based on cooperation between employees and organisational units, and also on recognition and validation of work performance

Expected outcomes and achievement indicators:

- Existing organization of workplaces and organizational units is revised and proposal of modernized organizational structure that will reflect the needs of modern business and work is defined

- Workshops with the aim of informing employees about the modern organisational standards and management of higher education institutions in conditions of national and international environment

- Workload standards and established system for evaluating results and rewarding work are defined

2. Developed quality culture system in all business segments

Task 2.1. To define procedures and protocols for the key management segments

Task 2.2. To encourage business behaviour in accordance with adopted rules and principles of ethical code in the academic community

Task 2.3. To revise and rationalise the internal Regulation

Task 2.4. To identify and rank key business risks and develop models that turn risks into business opportunities

11


- Standard procedures and protocols are defined and unified documentation is publicly available on the Faculty's website

- Models for evaluation of business behaviour in accordance with adopted quality standards are developed

- System of monitoring risks in all business segments and their minimisation is established

- Efficiency and transparency of business decision-making based on business analysis, risk management and responsible organizational management is improved

3. Developed identity and recognizability of the Faculty in the national and international environment

Task 3.1. To define the content and visual identity of the Faculty that will reflect the characteristics of the profession and the excellence of scientific teaching and professional work

Task 3.2. To promote competitive advantages and specific qualities of the Faculty at national and European research and higher education area in the field of biotechnical sciences

Task 3.3. To conduct activities for expanding the influence of the Faculty with purpose of disseminating scientific knowledge and contributing to economic and social progress


- Teaching, scientific and professional specific quality that enables recognizability and competitiveness of the Faculty in national and international environment is defined

- Designed visual identity of the Faculty is implemented

- Promotional activities and dissemination of influence of the Faculty`s activities with the aim of intensifying influence and contribution to economy and society, both in Croatia and the surrounding area, are defined

12

Strategic area: TEACHING AND STUDENTS


Contemporary and competitive teaching curricula and processes based on learning outcomes synchronised with educational needs of students, labour market and society as a whole.

Specific goals:

1. Contemporary study programmes in accordance with national and international educational, economic and social standards

Task 1.1. To perform internal evaluation procedure for study programmes

Task 1.2. To define the competences needed for employment, based on analysis of labour market needs, as well as to modernise learning outcomes

Task 1.3. To improve the contents of study programmes according to identified competences needed for the labour market and continuation of education


- Self-analysis of undergraduate and graduate study programmes within the Faculty of Agriculture with suggestions for improvement is conducted

- Survey among employers, including members of the Economic Council and the Council of Local Self-Government, on the necessary competences of an agronomist for the labour market is conducted

- Necessary contemporary key competences are defined, whereas learning outcomes of the study programmes are revised

- Amendments of the study programmes are recommended and adopted, and/or the process of developing new study programmes is initiated

2. Higher percentage of passes and completion at all study levels through production of creative, innovative and motivating environment for learning and teaching

Task 2.1. To define precise indicators of student work performance, including causes for success and failure, as well as to recommend and implement activities for improvement

Task 2.2. To motivate teaching staff for continuous professional training in order to improve learning and teaching processes

Task 2.3. To encourage an active participation of students in learning and taking responsibility for personal work and progress, as well as to raise awareness about the importance of ethical behaviour in the academic community

Task 2.4. To continuously monitor satisfaction of students and teachers, as well as to implement a rewarding system for the most successful participants in teaching

Task 2.5.. To enable the implementation of contemporary teaching forms by investing in the modernisation of classrooms, practicums, student laboratories and experimental stations

13

Task 2.6. To remove obstacles for successful studying for underrepresented and vulnerable groups


- Analysis of the study success according to the structure of enrolled students, causes of success and failure with proposal of improvement measures is conducted

- Number of teaching staff involved in programmes for implementing contemporary teaching methods is increased

- Number of students involved in successful learning programmes is increased

- Material conditions are ensured, whereas contemporary learning and teaching methods are incorporated in the teaching curricula

- Higher percentage of student passes in the study programme, decreased duration of the study and higher average grade of the study

- Higher level of students' satisfaction with studying at the Faculty of Agriculture

3. Developed systematic support for students in the development of academic and personal potentials, increasing competitiveness on the labour market and employment

Task 3.1. To define the activities and programme of the Centre for Student Support and Career Counselling (CPSK) and implement them through dissemination of information, counselling and guidance of students

Task 3.2. To develop measures to encourage student involvement in extracurricular activities and the development of new extracurricular activities at the Faculty of Agriculture in order to develop additional competences

Task 3.3. To increase students' participation in international exchange programmes focused on increasing their international competitiveness

Task 3.4. To encourage entrepreneurial tendencies and develop entrepreneurial competences of students in order to facilitate their employment and self-employment


- Activities and work programme of the Centre for Student Support and Career Counselling (CPSK) is defined

- Workshops and events for students in order to gain information and develop competences (entrepreneurship, self-employment, international competitiveness), are organised regularly, whereas the number of students who participate in the activities of the Centre is increased

- New extracurricular activities at the Faculty of Agriculture are designed, with increasing number of students involved in extracurricular activities

- Number of students in international exchange programmes is increased

- Employability and career development monitoring system of former students of the Faculty of Agriculture on national and international labour market is implemented

4. To offer dynamic and flexible lifelong learning programmes in accordance with labour market needs

Task 4.1. To create lifelong learning programmes

14

Task 4.2. To establish the Centre for Lifelong Learning and Development of Teaching Competences


- Centre for Lifelong Learning and Development of Teaching Competences is established

- Teaching competences’ improvement programme is in accordance with contemporary requirements of the profession and teaching

- Needs of labour market for lifelong learning programmes in the field of agriculture and related sciences are identified, along with creation of lifelong learning programme at the Faculty of Agriculture

15

Strategic area: SCIENCE AND RESEARCH ACTIVITIES


Science and research activities in accordance with social challenges identified in the national and European strategic documents: food production, sustainable agriculture and rural development and development of new knowledge and technologies and their transfer into the economy.

Specific goals:

1. Increased number and quality of project proposals to the national, European and other funds with the main purpose of improving the scientific and research activities of the Faculty

Task 1.1. To ensure institutional support for the implementation of science and research activities at the Faculty (new office or within the International Relations Office), especially in the process of project proposals application

Task 1.2. To establish a monitoring and informing system on activities of related research groups in Croatia and Europe for cooperation in application for international project calls.

Task 1.3. To develop a communication and collaboration system with scientists from other national and international scientific and professional institutions with the aim of training the staff for preparing project applications

Task 1.4. To systematically monitor the success of project applications, analyse causes of success and failure and provide recommendations to eliminate the causes of inefficiency

Task 1.5. To provide a support system for young researchers to apply the projects on the Croatian Science Foundation calls for proposals


- Office for Science is established, either individually or within the International Relations Office, goals and action programme are defined, administrative support and qualified staff

- Role of the Office is recognized and its presence on the publicly available Faculty's website is ensured

- Active participation of scientists in all activities within the Office's work programme: tenders, workshops and guest visits

- Continuous funding for co-financing of the Croatian Science Foundation Found Projects is ensured

16

2. Advance in the use of science and research resources through improved collaboration between scientists and more efficient use of existing and future capital research equipment

Task 2.1. To make an inventory of capital research equipment and prepare a plan for its use

Task 2.2. To prepare a systematic plan of needs for new capital equipment and procurement programme through applications to infrastructure projects with a defined fund


- List of capital equipment is composed and made available on the Faculty's website

- Terms of use of capital scientific-research equipment are defined

- New capital equipment plan related to active projects and project applications

3. Increased scientific productivity through higher quality and quantity of published scientific papers

Task 3.1. To continuously stimulate an increase in the number of published scientific papers per researcher in the highly ranked journals by establishing a stimulative system of internal academic promotion criteria.

Task 3.2. To establish a monitoring and rewarding system of researchers based on scientific productivity

Task 3.3. To define the causes of under-average productivity of researchers and establish a support and stimulating system of scientific advancement

Task 3.4. To establish a system of financial support for preparation and publication of scientific papers in prestigious scientific journals


- Database of published scientific papers by organizational units (departments) with detailed insight into quality indicators

- Criteria for the rank list of researchers based on scientific productivity are defined and rules for rewarding scientific achievements are adopted

- Methods and a support system of increasing scientific efficiency are defined

4. Attractive postgraduate doctoral programme in national and international context

Task 4.1. To develop activities for attracting a larger number of enrolled students into doctoral studies, especially through specialized interdisciplinary projects

Task 4.2. To establish an encouraging system for enrolment in doctoral studies of candidates with dissertations related to needs and with support of the economy

Task 4.3. To improve rules and procedures for including younger scientists into the mentoring system at postgraduate and doctorate level

Task 4.4. To improve competitiveness of dissertations through co-operation with foreign research institutions and by encouraging international mobility of doctoral students and joint mentorships

17


- Number of dissertations directly related to the industry and funded from co-operation with the industry is increased

- Number of dissertations in the domain and under the auspices of international research projects and with international mentors is increased

- International cooperation through an increased number of postdoctoral professional training is intensified

18

Strategic area: INTERNATIONAL COOPERATION


To position the Faculty of Agriculture as internationally recognized and acknowledged scientific-teaching institution through better integration into the scientific-research and higher education area of the European Union and strengthening of strategic partnerships with universities and international organizations all over the world.

Specific goals:

1. Better positioning in the European higher education area

Task 1.1. To identify strategic educational partners in order to enable exchange of teachers and professional staff through teaching exchange programmes

Task 1.2. To ensure recognizability of curricula by teaching in English language and joint teaching activities with strategic partners

Task 1.3. To increase the mobility of teachers, professional staff and students through teaching exchange programmes

Task 1.4. To increase the attractiveness of international curricula and exchange programmes by developing a system of promotion and rewarding of exchange students and teachers


- Number of courses taught in English and number of enrolled students in the study programmes in English is increased

- Number of thesis created in cooperation with foreign partner institutions is increased

- Number of incoming student mobility through international exchange programmes is increased

- Number of incoming teacher mobility in the framework of international teaching programmes is increased

- Number of international teaching projects and project activities: networking, workshops and gatherings is increased

2. Intensified participation in the activities of international organizations in the field of

agricultural science and higher education

Task 2.1. To actively participate in the international networks at the University level, including participation in committees and organizing events

Task 2.2. To develop activities with the aim of better recognizability of the Faculty in networks, joint projects and collaboration of scientists and teachers

Task 2.3. To continuously increase the number of applied projects in cooperation with institutions in the networks

Task 2.4. To develop a regular network performance monitoring system and provide support for participation in new networks

19


- Greater number of networks in which the Faculty actively participates

- More responsible duties of the Faculty staff in networks activities

- Number of international events and participants in the organisation of the Faculty is increased

- Involvement of teachers and students in international projects and activities of international events is intensified

3. Stronger integration in the European Union research area

Task 3.1. To reorganize and strengthen the International Relations Office staff in order to provide higher quality support to students, scientists and teaching staff

Task 3.2. To permanently train the International Relations Office staff to provide support to scientists for the preparation, application and implementation of innovative and competitive international projects

Task 3.3. To systematically implement informative and educational activities aimed at training faculty staff for the preparation and application of international scientific projects

Task 3.4. To systematically support researchers exchange through available exchange and mobility programmes

Task 3.5. To provide support for application of international projects intended for mobility of researchers, preferably doctoral students


- Higher number and more intensive activities of the International Relations Office: workshops, round tables, guest events, promotional activities etc.

- Number of applied and approved projects on international tenders is increased

- Number of scientists, especially doctoral students, on professional training in international institutions is increased

- Number of doctoral dissertations with international co-mentorship is increased

20

Strategic area: RESOURCES MANAGEMENT


To increase the value and quality of human and infrastructure resources with basic intent to improve teaching and scientific-research work.

Specific goals:

1. High-quality and motivated teaching staff, scientists and other employees who are contributing to the achieved results through their work and cooperation

Task 1.1. To develop a motivation system for staff by recognizing and rewarding high-quality work based on ethical principles, trust, business communication and cooperation

Task 1.2. To establish a system of continuous education and professional training of teaching and non-teaching staff in accordance with the contemporary business standards

Task 1.3. To continuously develop a programme of attracting high-quality employees of different qualifications and competences in order to expand the business frameworks and raise competitiveness

Task 1.4. To design a programme which more intensely includes people from underrepresented social groups in the work of the Faculty with the aim of promoting tolerance and social sensitivity


- Motivated employees contributing to the common goals of the Faculty (according to the survey results)

- Programme of education and professional training for teaching and non-teaching staff is adopted

- Development plan of employment both at the Faculty level as a whole and organisational units including criteria on the necessary competences and specific qualities is defined

2. Ensured financial resources for continuous investments in infrastructure and academic

activities accepting positive regulations of sustainable development

Task 2.1. To generate the resources for investment in infrastructure and academic activities by applying to available national and international funds

Task 2.2. To allocate the income according to the prescribed procedures, in a way that reflects the Faculty's strategic priorities and obligations, while respecting the principles of justice and collegial relationships


- Amount of financial resources from available funds intended for investment in infrastructure and academic activities is increased

- Bookkeeping and accounting system for monitoring financial flows and investments from national and international sources, budget and own resources is transparent

- Equal investment in the development of all organizational units with the aim of well-balanced development of all activities and branches

21

3. Rational disposal of equipment and assets that will enable new or improved models of working, increased efficiency and new opportunities for interdisciplinary work

Task 3.1. To conduct an inventory of equipment and assets for the purpose of better utilization of existing material resources for teaching and scientific-research work

Task 3.2. To prepare protocols of sharing and maintenance of the existing equipment, so as the procurement plan for the new equipment and assets with the purpose of more efficient scientific-research process

Task 3.3. To develop a applying system for infrastructure projects with the aim of investing in reconstruction and/ or construction of facilities, investing in the new equipment, especially in information and communication technology

Task 3.4. To develop utilisation models of facilities and equipment for the purpose of ensuring the excellence of laboratories and experiment stations and recognisability of the Faculty's products in national and international environment

Task 3.5. To continuously invest in maintenance and landscaping of the Faculty


- Inventory of equipment and assets with an assessment of the level and quality of use for the purpose of teaching and scientific-research work is conducted

- Utilization plan of existing equipment and procurement plan for new equipment according to the needs of contemporary scientific and teaching work

- Protocol of shared utilization of equipment and other material resources

- Investments in equipment and assets financed by infrastructure projects is increased

- Information-technology infrastructure in all organizational units of the Faculty is improved

- Proposed models of resource utilization with the aim of recognizability and competitiveness

- Environment of the Faculty of Agriculture is modernised

Documents

Strategic Plan of the Faculty of Agriculture 2016-2020 · The Strategic Development Plan of the Faculty of Agriculture 2016 – 2020 has been prepared by the Committee for Strategic