Prof. Mgr. Tomáš Kašparovský, Ph.D.

He has been working at the Faculty of Science since 2003 and served as its dean for two terms from 2018. Since 2021, he has been a professor in the field of medical chemistry and biochemistry. He specialises in the biochemistry of plant substances and their impact on the health of plants, animals and humans, and is the author of numerous specialist publications.

In the past, he was also chairman of the Association of Deans of Faculties of Science and has long been involved in shaping higher education policy. Since 2014, he has been a member of the Council of Higher Education Institutions and was elected its chairman for the 2024–2026 term.

Alongside his scientific and managerial work, he is dedicated to teaching and popularising biochemistry. In his professional and teaching activities, he focuses on linking basic research with its practical implications, particularly in the fields of health and functional foods.

After eight years as Dean, what led you to decide to continue working in the faculty’s leadership as Vice-Dean for Development and Quality?

It was a combination of two reasons. Firstly, I consider it important that a certain continuity is maintained even after a change in the faculty’s leadership. I would like to support the new dean and pass on the experience I have gained during my eight years in the role. At the same time, I feel that I can apply what I have learnt to a more focused portfolio – and thus be of use to the faculty in a different way than the role of dean required.

The remit of the Vice-Dean for Development and Quality is quite broad. What specific areas does it cover?

Essentially two, which are closely interlinked. The first is development, that is, seeking opportunities where the faculty can grow, whether through involvement in international projects, new sources of funding, or collaboration with partners outside the academic sphere.

The second area is quality, which covers a wide range of issues from accreditation to the evaluation of study programmes. Thanks to my role as Chairman of the Council of Higher Education Institutions, as well as my involvement in various expert groups, I have a good overview of how the requirements of The National Accreditation Bureau for Higher Education are evolving, and the faculty can thus be better prepared for any changes. At the same time, I would like to help make these processes clearer and less administratively burdensome.

Turning to development – what priorities do you think the faculty should pursue in the coming years?

In the long term, I see a stronger link between study and practice as key. Our faculty is perceived as very research-oriented, which is good, but at the same time, the expectations of both students and employers are growing that the curriculum will better reflect the needs of the applied sector.

This means actively seeking partners, establishing effective models of cooperation, and at the same time creating conditions so that this cooperation is beneficial for everyone – for students, companies and the faculty. This is precisely where I see one of the main roles of the Vice-Dean for Development.

Where is cooperation with the industry already successful, and what can we learn from these examples?

Our graduates represent great potential. In recent years, we have managed to establish cooperation with many of them, and this is a direction worth developing further. Not only does it open up new opportunities, but it also demonstrates the wide range of career paths available to graduates of science disciplines.

At the same time, we need to build a robust network of partnerships in the international arena. If we want to hold our own in global competition, we cannot do so without strong international links.

What role do international students and foreign-language programmes play in this?

A very important one. This is evident, for example, in the new Bachelor’s programme in Biochemistry taught in English, for which over a hundred international applicants have applied. That is a very high number for this type of programme and also a sign that there is interest in high-quality foreign-language study.

It is important to respond to this and gradually expand the range of programmes on offer. At the same time, however, these programmes must be designed more broadly and often in a more interdisciplinary manner to ensure their long-term sustainability.

How do you explain the appeal of studying in Brno?

It is a combination of several factors: the quality of teaching, good technological facilities, a relatively affordable cost of living and a safe environment. Together, these create conditions that are very appealing to international students, and we need to capitalise on that.

The second part of your portfolio focuses on quality assurance. What are your objectives in this area?

One of the main goals is to reduce the administrative burden on programme coordinators so that they can devote more time to conceptual work. The key lies in digitalisation and better process design, ensuring they provide the necessary data without imposing unnecessary reporting burdens.

An important part of quality assurance is also working with student feedback. It is not enough simply to collect it; we need to actively work with it and make it clear to students that their suggestions make a difference. Even a simple response can significantly boost confidence in the whole system.

What stage is the accreditation process at the faculty currently in?

Most study programmes are accredited until 2028, and reaccreditation is taking place gradually. This allows us to avoid a situation where we would have to deal with the reaccreditation of a large number of programmes all at once.

At the same time, however, accreditation is not the ‘end of the process’. Every programme should evolve continuously. For example, we need to work on greater coherence in teaching and reducing duplication. It is important to view the programme from the perspective of the graduate and their competencies, not just as a set of subjects.

Does your experience as Dean help you in your new role?

Very much so. After eight years in management, one understands better how the faculty works, where its strengths lie and where, conversely, we come up against limitations. This experience can also be put to good use in the role of vice-dean, which allows one to delve deeper into specific topics.

In your view, where should the faculty be heading over the next few years?

In terms of quality, I would like us to be a faculty where it makes sense to study not only because of the content of the programmes, but also because of how the study programme is structured. In other words, it should be clear, flexible and able to respond to changes.

In terms of development, I see the key in systematically building partnerships, whether with companies, the public sector or foreign institutions. We have a solid foundation to build on – now we need to link these activities more closely and put them into daily practice.