Since the re-establishment of VMU, we have been a University characterized by a democratic culture, openness to discussion, and diverse opinions. We have also strived (though to varying degrees over different periods) to integrate the principles of artes liberales, empowering students to fully utilize the spectrum of studies offered by the University and to actively engage in the life of the University community. I am convinced that the principles of artes liberales are more relevant than ever in an era of transformation, as they represent not only an educational content or method but a cultural principle encompassing the entire University life, obliging us to be not only knowledge disseminators but also a moral, intellectual, and social compass in society. This is a prevailing culture of freedom that values open discussion, creativity, diversity of opinions, as well as critical and creative thinking.

With the intensification of remote learning and communication opportunities, we observe that students and faculty do not meet frequently on campus, and community life has become less vibrant. I intend to change this. I am convinced that to involve and bring back students and academic as well as non-academic staff to the University for meetings, we must offer community members a platform for creative collaboration, security, and favourable working and activity conditions.

For decades, our community has been concerned about preserving jobs, workload instability or overloads, and, in recent times, the real threats of epidemics and geopolitical conflicts. These factors often lead to decreased motivation, fatigue, and even burnout. Students also experience pervasive anxiety. Therefore, I will pay particular attention to strengthening the psychological well-being of staff and students: we will not only expand the services provided by the Psychology Clinic but also create additional opportunities for training and consultations. We must further enhance our focus on the social and emotional welfare of all community members, especially vulnerable groups.

With fluctuating student numbers in some programs, the job security of academic staff has diminished. My team and I will develop an action plan to stabilize student enrollment (with a particular focus on international students). We will also develop a clear methodology for replacing a temporary reduction in teaching load (in the event of a program not being launched) with other academic or research activities, depending on the individual situation of each lecturer.

High-quality studies, grounded in scientific research and tailored to students and the future labor market, are central to the university's future. Despite our commitment to an international research university vision while strengthening and financially supporting faculty achievements and publications in prestigious journals, we must remember that the driving force of a university founded on artes liberales principles is education. Studies not only impart knowledge but also foster innovative thinking and entrepreneurship. I will initiate measures to ensure that highly evaluated faculty, employing innovative and inclusive methods, integrating real-world practices, and demonstrating research-based and other indicators, are recognized not just with acknowledgments but also with financial incentives and are provided opportunities for internships at other universities, businesses, and international organizations. To ensure a motivated and well-prepared academic staff, I will develop a clear and transparent policy for granting sabbatical leave and access to professional development opportunities. Additionally, I will encourage interdisciplinary collaboration among faculty members and projects that combine traditions with contemporary technologies and business innovations, aiming to nurture graduates who not only possess the capacity to think critically but also to shape the future, take the initiative, and solve complex problems in Lithuania and on a global scale.

It is customary for faculty members to be regarded as 'jacks-of-all-trades,' expected to demonstrate excellence in teaching, conduct high-quality research, publish in prestigious journals, implement projects, participate in science popularisation activities, attract students, and more. Understanding the immense workload this entails, I will initiate the establishment of a specialist position within each faculty responsible for study marketing, communication, and other activities, thereby relieving department chairs and faculty members of many non-academic tasks.

It is regrettable that throughout the history of the VMU, a career system has not been developed for non-teaching staff members. Approximately half of the VMU community is unaware of the criteria employed to evaluate their daily work, the manner and extent to which they should aspire to develop or enhance their skills, and the time of potential bonuses, coefficient increases, or salary raises based on performance. I will create a transparent motivational system that encourages all community members to pursue growth through learning, participation in internships, conferences, and other such opportunities. All these activities will be assessed according to a transparent system that ensures non-academic career planning. We will develop a Learning and development opportunity plan with a funding and career consulting scheme.

We must change our approach to student participation in university life and the study process, as education becomes a continuous dialogue between lecturer and student, where both parties learn from each other. I envision students not as passive recipients of knowledge but as active participants in the educational process. Young people today want to make an impact; it is important to them that their studies are not just theoretical but also practically applicable and affect their community or even global challenges. They want to tackle real-world problems, from climate change challenges to social inequality and the ethical issues surrounding generative AI. I am convinced that the future of universities lies in partnerships with students and sincere and collegial discussions, not just about technologies, innovations, and careers but also about human sensitivity, empathy, trust, and belief in noble causes.

I will strive to promote a more inclusive governance model at our University, based on the principles of a horizontal structure. We need to make key decisions in the University in a collaborative and inclusive way, involving all community members – students, alumni, faculty, administration representatives, and close social partners. Such a model will foster open dialogue, shared responsibility, and a common commitment to strategic goals. It is my belief that this is the way an open and solidary community operates.I will initiate changes that give more responsibility, decision-making, and choice to the faculties and their communities. During my term of office, I will seek to consolidate the model that exists in many countries, where members of the academic community are more involved in the election processes of their faculty or other unit leaders. Faculty deans should be elected by the faculty communities (as is already the case at the Academy of Agriculture), and the position of heads of departments should be recognized as administrative. The autonomy and responsibilities of the faculties will be clearly defined in consultation with the community, and the election of faculty deans and heads of departments will become transparent and democratic.

I see our University as a place of continuous learning and development, not only for students but also for the whole community: lecturers, researchers, administrators, support staff, and their families. If elected Rector, I will initiate collaborative learning sessions, inviting the entire University community to open lectures on global trends in economics, culture, politics, technology, or philosophy. The lectures will be delivered not only by University faculty and scholars but also by external experts. I believe that such sessions could become not just an intellectual event but also a way to connect the community. We will further expand and create new comfortable co-working spaces and encourage community initiatives, mentorship, and other programs.

I want to work with unit leaders who have a broad vision, can follow future trends, and realistically assess situations and changes. I understand leadership as building and maintaining relationships, the ability to understand people's emotions, empathize with their situations, and help resolve conflicts. This is a manager's task. It is also essential to maintain resilience in the face of setbacks, learn from mistakes, and show that strength lies in the ability to rise again and learn. Such a University culture fosters community strength by uniting diverse perspectives, cultures, and experiences. I will strive to ensure every community member feels valued and can unlock their potential.