Development strategy

STRATEGY
FACULTY OF PHYSICAL CULTURE SCIENCES
COLLEGIUM MEDICUM
UNIVERSITY OF RZESZÓW
2025–2028

1. MISSION
The mission of the Faculty of Physical Culture Sciences at Collegium Medicum is aligned with the core elements of the University of Rzeszów’s mission, such as creating intellectual capital tailored to the needs of our region, based on a highly qualified academic staff, modern research infrastructure, and high-quality scientific research.

2. OBJECTIVES
The Faculty of Physical Culture Sciences aligns with the university’s strategy and mission by pursuing educational goals through the collective effort of all staff, adhering to the principles of striving for truth, openness to knowledge and new ideas, respect for human dignity, and appreciation of the historical and cultural identity of regions and nations. In doing so, it shapes the personality and civic attitudes of students, preparing them for responsible social and public roles.

3. STRATEGIC GOAL 1: Development of Material Resources
The strategic goal in the area of material resources is the development of the Faculty’s infrastructure to enable high-level scientific research and education.

On August 1, 2024, an agreement was signed for the second phase of the investment project: the Podkarpackie Academic Sports Center, a modern facility adjacent to the existing Athletics Hall (UCL), which constitutes the first phase of the university sports complex. The Faculty’s infrastructure will be expanded to include lecture halls, team sports rooms, general development exercise rooms with gymnastic equipment, specialized training and movement games rooms, individual training rooms, a gym with equipment, and scientific offices. The project will also include a tennis court and a football field ("Orlik" type).

The new facility, with a total area of 3,200 m², will consolidate the Faculty of Physical Culture Sciences, which has so far been dispersed across various parts of the city. The investment will provide appropriate infrastructure for educational activities, improve their quality, and significantly enhance conditions for scientific research. It will also serve the entire academic community. It is expected to increase student enrollment and raise the level of education. The complex will offer recreational opportunities and active leisure for students, academic staff, and Rzeszów residents.

Operational goals:

Consistently upgrading teaching rooms with modern equipment (e.g., large-format monitors) to improve knowledge transfer and enhance the attractiveness of studying.
Upgrading computer sets in the certified Information Technology Laboratory for applications in physical culture, tourism, and recreation.
Developing IT infrastructure (hardware and software) with cutting-edge solutions to support education and research, including tools for data analysis, low-level programming, AI, and machine learning to improve athlete performance, training personalization, competition strategy, and recovery.
In tourism and recreation: implementing experiential learning, simulations, virtual tours, VR/AR technologies, and applications for tourism management, big data analysis, and customer experience optimization.

4. STRATEGIC GOAL 2
Strengthening the scientific position of the Faculty

Operational objectives:
Enhancing the collaboration between science and education by maintaining the organization of annual research projects involving students of Physical Education and Tourism and Recreation, as well as international conferences as part of the Science and Sport Week. In 2025, the 4th edition of the Student-Doctoral International Scientific Conference titled Physical Culture and Health in the 21st Century will be held, aiming to create an interdisciplinary forum for presenting scientific achievements of students and doctoral candidates in medical and health sciences (including topics in physical education, health, tourism, and recreation).
Pursuing further internationalization of scientific and educational activities (joint publications with students, research projects, scientific internships, study visits), and participation of staff and students in international programs such as Erasmus+ and other foreign exchanges.
Increasing the quantity, quality, and effectiveness of scientific research in physical culture sciences conducted by staff and students.
Increasing the number of submitted grant applications (NCN, NCBR, ABM).
Developing students’ scientific passions through Student Scientific Circles.
Upgrading the scientific category to category A. Currently, the Faculty holds category B+, and the Collegium Medicum UR has the authority to confer doctoral and postdoctoral degrees in medical and health sciences, including physical culture sciences, medical sciences, and health sciences.
Developing inter-faculty cooperation for joint scientific research in the fields of medical and health sciences.

5. STRATEGIC GOAL 3
Implementing a personnel policy that supports the development of academic teachers

Operational objectives:
Creating development paths to enhance staff competencies.
Supporting the development of young staff by creating conditions for their academic advancement.
Activating staff in science popularization and social engagement activities.

6. STRATEGIC GOAL 4
Maintaining a high level of education in undergraduate and graduate programs in Physical Education and Tourism and Recreation, tailored to labor market needs and linked to research activities

Operational objectives:
Systematic curriculum updates based on feedback from external stakeholders and labor market analysis, and acquiring new stakeholders. Delivering comprehensive education oriented toward the labor market.
Ensuring that programs educate versatile specialists prepared to work as physical education teachers in primary, vocational, technical, general secondary, post-secondary, sports, and elite sports schools. Graduates may also find employment in uniformed services (police, fire brigade, military, water rescue), educational and research institutions, and social organizations in the field of physical culture, including institutions supporting sports for people with disabilities. They will be prepared to run their own businesses and work in physical culture institutions, research institutes, social organizations, and government and local administration in the field of sport and recreation. In the case of Tourism and Recreation, graduates will be prepared for work in the dynamic, global tourism sector.
Adapting curricula to changing labor market needs and trends in physical culture sciences and tourism, such as health education, promotion of physical activity across different stages of ontogeny, sustainable development, hospitality and gastronomy, and health tourism. We aim to provide students with theoretical and practical knowledge that enables flexibility and independence in diverse professional roles. Creating new modules in first- and second-cycle programs (e.g., Recreation Instructor in various disciplines). Verifying the latest educational achievements in physical education through workshops and methodological training for students and teachers.
Developing education within the module “Physical Education Instructor in Uniformed Services” in the Physical Education program, with the goal of creating a new undergraduate program “Physical Education in Uniformed Services” tailored to labor market needs.
Creating a new undergraduate module “e-tourism.”
Granting recreation instructor qualifications.
Strengthening cooperation with the tourism and recreation industry. The Tourism and Recreation program will focus on partnerships with companies, tourism organizations, and public institutions, enabling students to gain valuable professional experience during their studies (internships and placements with leading industry partners), better understand market specifics, and expand their professional networks.
Exchanging experiences with physical education teachers regarding the implementation of innovations in physical education.
Maintaining a stable number of applicants to the Faculty in the coming years, as in previous years. Recruitment statistics show that our programs are very popular among young people.
Increasing student activity within the Erasmus program, including Erasmus+ Sport and NAWA.
Conducting more practical classes with students in our scientific laboratories, which are systematically equipped with modern equipment (Laboratory of Diagnostics in Sports and Health Training, Anthropometry Laboratory, Human Motor Skills Laboratory, Laboratory of Physiology and Biochemistry of Physical Effort, Movement Analysis Laboratory).
Continuously expanding the group of external stakeholders who significantly influence the adaptation of WNKF’s study programs to labor market requirements for trained specialists.
Maintaining a positive evaluation from the Polish Accreditation Committee, expected in the 2028/2029 academic year. Therefore, during 2025–2028, we will prepare for the review through the above-mentioned actions to ensure a positive evaluation in all required criteria, as was the case in the 2022/2023 academic year during the accreditation of our programs: Physical Education and Tourism and Recreation.

7. Implementation, Monitoring, and Evaluation
The implementation of the adopted goals will be monitored, analyzed, and evaluated. The execution of tasks outlined in the development strategy of the Faculty of Physical Culture Sciences will be coordinated by the Faculty Authorities. In case of changes, the goals may be modified, reflecting the flexibility of strategic planning.

Appendix No. 1. SWOT Analysis
The purpose of the SWOT analysis is to assess the internal and external conditions affecting the operations of the Faculty of Physical Culture Sciences, which may influence the implementation of the adopted strategic and operational goals.

INTERNAL FACTORS
POSITIVE (STRENGTHS):
A modern scientific and educational base at both national and international levels (high-quality equipment in research laboratories), enabling the integration of student education with scientific research.
Academic staff with high practical competencies and professional experience.
Study programs aligned with the changing demands of the labor market.
Systematic updates of curricula based on stakeholder feedback.
A stable number of applicants for study programs.
Authorization to confer doctoral and postdoctoral degrees.
Organization of student internships in leading primary and secondary schools, as well as in travel agencies and hotels both domestically and abroad.
Opportunities for students to acquire additional competencies, skills, and qualifications.
NEGATIVE (WEAKNESSES):
Low growth in the number of independent researchers within the research group.
Insufficient participation of staff in grant applications and limited knowledge of research project organization and funding (especially NCN, NCBR, ABM).

EXTERNAL FACTORS
POSITIVE (STRENGTHS):
Continuation of the construction of a multifunctional facility – the second stage of the Podkarpackie Academic Sports Center.
Continuous growth in the importance of and creation of favorable conditions for cooperation with the socio-economic environment.
Ongoing interest in the program from prospective students, ensuring its stability.
Participation in projects in cooperation with national and international centers.
Dynamic increase in student activity within the Erasmus and NAWA programs.
NEGATIVE (WEAKNESSES):
Funding levels inadequate to meet the needs and plans for scientific research.
Rising costs of student education and maintenance of Faculty facilities.
Lack of a stable and clear policy for financing higher education.