Vision and Mission are in accordance with the core values of the University Department of Professional Studies:
Expertise - We uphold the highest standards of professional knowledge and competencies through continuous professional development of academic and professional staff, as well as the development of students into highly qualified professionals.
Responsibility - We act ethically, transparently and reliably, fully aware of our role in education, the economy and the society. Responsibility is the foundation of our relationship with students, partners and the wider community.
Capability - We encourage the development of the potential of every member of our community. We systematically support the personal and professional advancement of all employees, students and partners.
Collaboration - We build strong partnerships and cultivate a culture of mutual trust, knowledge sharing and co-creation. We consider collaboration essential to achieving success and to promoting sustainable socio-economic development.
By collectively nurturing these values, we create a stimulating environment in which everyone can achieve their full potential. These values are the foundation of our identity and serve as guiding principles in the continuous enhancement of the quality of education, cooperation and the social responsibility of the Department.
Vision of the University Department of Professional Studies
The Department strives to position itself as a leading institution of professional higher education in the region and beyond, by further developing English-taught study programmes and strengthening international partnerships. Through its academic and professional expertise, the Department aims to serve as a reliable and relevant partner to stakeholders across the broader socio-economic community, supporting innovation, competitiveness and sustainable responses to the challenges of contemporary society. Department’s vision focuses on creating an environment that meets European higher education standards by integrating applied knowledge, research excellence, professional practice and modern pedagogical methods.
Mission of the University Department of Professional Studies
The mission of the Department is to continuously contribute to the advancement of society through contemporary and accessible professional higher education, lifelong learning and professional and scientific research activities. The Department works closely with the business sector, local and regional authorities and other relevant stakeholders, ensuring programmes based on high standards of excellence, ethical conduct and professional responsibility. Through these programmes, the Department seeks to raise the competence and knowledge of all members of its academic community, support their competitiveness in the labour market and foster the development of innovative and socially responsible professionals.
SWOT ANALYSIS OF THE INTERNAL AND EXTERNAL ENVIRONMENT OF THE UNIVERSITY DEPARTMENT OF PROFESSIONAL STUDIES UP TO 2030
The SWOT analysis provides a thorough starting point for understanding the Department’s position and for guiding future strategic decisions and development activities up to the year 2030.
The analysis of the Department’s internal environment up to 2030 offers a systematic Presentation of the key strengths and weaknesses that shape the Department’s strategic development and is presented in the following table:
Table 1. Analysis of internal factors (strengths and weaknesses of the Department)
| STRATEGIC FIELD |
STRENGTHS (S) |
WEAKNESSES (W) |
| Teaching process and students |
- Diverse and up-to-date study programmes aligned with current societal and economic needs.
- A clear strategic focus on integrating practical training into all study programmes.
- An established and functional system of field and industry visits, collaborations and teaching bases within industry and institutions.
- Active involvement of industry professionals and external experts who enhance the development of practice-based competences.
- Consistent high ratings of teaching quality and strong recognition of the Department’s teaching excellence.
- Continuous achievement of full enrolment capacity and high graduate employability shortly after completion of studies.
- Well-balanced allocation of ECTS credits and coherently structured study programmes.
- Effective communication between students and academic staff, with flexible timetables accommodating part-time students.
- Compulsory professional practice integrated across all study programmes.
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- Oversized student groups that limit opportunities for individualised teaching and mentorship.
- Space constraints leading to the need for classes during late evening hours.
- Insufficiently developed publishing activity among teaching staff.
- Limited access to up-to-date professional and reference literature for students.
- Insufficient digital availability of teaching materials and e-learning resources.
|
| Profession, research and innovation |
- Well-equipped teaching facilities, laboratories and technical infrastructure.
- Competencies and resources for the development of attractive lifelong learning programmes, in line with the mission of the Department.
- Engagement of external associates, practitioners and industry experts, who can contribute to applied research activities.
- Availability of the University of Split’s infrastructure to support projects and research activities.
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- Limited opportunities for appointment to scientific-teaching academic ranks and career advancement.
- Excessive teaching workload which reduces the time available for scientific research and professional activities, a vital component of the Department’s mission.
- Insufficient involvement of teaching staff in project-based activities.
- Insufficient financial support for research and innovation activities.
- Limited cooperation with the business sector in the field of research and development projects.
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| International cooperation and integration of the Department into its environment |
- Proactive partnerships with business entities and units of local and regional authorities.
- Offering study programmes within STEM fields, essential for the region’s economic recovery.
- Flexibility and responsiveness to changes in the external environment.
- Evidenced engagement of the Department with stakeholders in local and wider environment.
- Alignment of processes with ESG standards, further enhancing transparency and quality.
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- Low level of student mobility.
- Insufficient and limited offer of English-taught courses.
- Insufficient promotion of the Department and its study programmes, affecting institutional visibility and students’ first choice preferences.
- Insufficient use of opportunities for the development of international cooperation beyond the Erasmus+ programme.
- Low level of staff mobility.
- Insufficient involvement in international networks.
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| Organization, management and development of the Department |
- High level of expertise, continuous professional development and a strong base of young, highly qualified teaching staff.
- Status of the Department as a constituent unit of the University of Split, ensuring institutional stability, access to the University infrastructure and enhanced institutional reputation.
- Well-structured internal organization and effective cooperation among organizational units.
- Highly organised and efficient operation of professional support services.
- Proactive management in the development and implementation of strategic initiatives.
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- High teaching workload and limited capacity for the redistribution of teaching activities.
- Limited human resources in some Department’s sections.
- Heavy dependence on external associates involved in teaching activities.
- Limited institutional autonomy, resulting in slower adaptation to labour market needs.
|
| Other |
- High level of recognition of the Department at the regional level.
- Strong cooperation with the business sector and the local community.
- Stable demand for professional study programmes in the labour market.
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- Insufficient digitalisation of administrative processes.
- Limited physical space for the future growth and development of the Department.
- Limited availability of additional funding sources outside the University.
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The analysis of the Department’s external environment up to 2030 provides a systematic Presentation of the key opportunities and threats that shape the strategic development of the Department and is presented in the following table:
Table 2. Analysis of external factors (opportunities and threats arising from the Department’s environment)
| |
OPPORTUNITIES (O) |
THREATS (T) |
| Teaching process and students |
- Restructuring of existing study programmes to enhance competitiveness and innovation.
- Strengthening cooperation with companies, with a focus on professional practice and student employability.
- Growing labour market demand for graduate profiles covered by the Department’s programmes (STEM, economics, tourism, IT, technical fields).
- Development of hybrid and online teaching formats to attract geographically distant and employed students.
- Increased availability of modern learning tools (AI, e-learning, digital platforms).
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- Highly unfavourable demographic trends, including a declining number of secondary school graduates and youth migration.
- Unstable economic conditions limiting the financing of higher education.
- An increasing number of comparable study programmes, including those offered by private higher education institutions and specialised institutions.
- Insufficient prior knowledge among some students, resulting in an increased need for additional adaptations in teaching and learning processes.
|
| Profession, science and innovation |
- Availability of qualified professional and research staff to support the implementation of the Department’s mission in lifelong learning and research.
- High demand for high-quality lifelong learning programmes driven by rapid technological and market developments.
- Increasing availability of national and EU funding opportunities for research and innovation projects.
- Strong potential for enhanced cooperation with industry through applied research and professional projects.
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- Rapid changes in technology and industry requiring continuous adaptation of study programmes and infrastructure.
- Insufficient stability of funding for scientific research activities.
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| International cooperation and integration of the Department into its environment |
- Development of study programmes delivered in English, aligned with the Department’s vision of internalisation.
- Introduction of interdisciplinary and joint study programmes in cooperation with national and international partners.
- Development of new study programmes through cooperation with the business sector and relevant institutions.
- Opportunities for international mobility and the enrolment of international students, contributing to the partial offsetting of negative demographic trends.
- Expansion of the partnership network through participation in international projects and networks.
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- Inconsistent public perception of professional study programmes in comparison with university study programmes.
- Increased competition from internationally delivered online study programmes accessible to students in Croatia.
- Administrative barriers related to international procedures and the financing of mobility activities.
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| Organization, management and development of the Department |
- Participation in national and European funding programmes to enhance teaching and research activities.
- Digital transformation of management and administrative processes to improve operational efficiency.
- Opportunities for strategic partnerships with educational and business institutions to strengthen the Department’s capacities.
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- Difficulties in recruiting staff with appropriate qualifications due to labour market conditions.
- Outflow of teaching staff to other institutions or abroad.
- Regulatory changes, including amendments to the Collective Agreement, potentially increasing the complexity of work processes.
- Limited budget of the University, which may constrain the Department’s development.
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| Other |
- Growing interest in professional study programmes as a means of securing employment more quickly.
- Increased potential to enhance the Department’s visibility through digital marketing and social media.
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- Rising costs of the maintenance and upgrading of facilities.
- Reduced availability of external funding sources due to changes in EU policies.
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