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81Career advising services management• Scope of services: Interestingly, all universities (even those that are as yet insufficientlyintegrated) agreed that a centralised service for the whole university would be the mostvaluable. However, some universities also included the possibility for faculties or schools toopen such services independently.• Location in administrative structure: Every university adapted this requirement to the currentcapacity of its university. The possibilities ranged from incorporating the services intoHuman Resources Departments or existing Student Services, to establishing a separate unitwithin the university structure. It is significant that four out of the six universities proposedthat career advising services should in the long term be established as a separate administrativeunit.• Human resources: Most of the universities opted for career advising services staffed byeither one or two employees (the notable exception being the University of Zagreb with 6employees, reflecting the difference in size compared to the other universities). In this respect,it seems that the universities were “realistic” (and not “idealistic”) about the limitsof their current capacity to implement career advising services.• Physical location: This depended mainly on the accessibility and adequacy of each university’smain buildings, so that the range of options included Rector’s offices, Student Centres,Student Union premises or campus buildings. However, central university buildings were themost frequent choice.• Financing: A wide range of funding options was opened by the six universities, although thepredominant pattern suggested that the universities themselves should play a key role infunding the services. The representatives also proposed co-funding options to include otherstakeholders, such as local, national or international contributors.From the above observations, an interesting conclusion that can be drawn is that there ismuch more concordance regarding the activities of potential career advising services than regardingthe way these could be established and managed within each university.Overall, the results of the project seminar workshop for drafting career advising servicesmodels were considered a great success by the participants and the organisers. Each universitydrafted the model thinking carefully both about the needs of its university (and the “ideal” solutionfor meeting these needs) as well as its current capacity (and “realistic” possibilities) forlaunching such services within their institution.Models of career advising services in Croatian universities