SWOT Analysis Strengths, Weaknesses, Opportunities and Threats.doc

SWOT Analysis Strengths, Weaknesses, Opportunities and ThreatsA review of CPCCs position relative to the competitive marketplace as of fall 2007(An Inside-Out Perspective)Strengths: The capabilities, resources and skills that we can draw upon to carry out strategies, implement plans, and achieve goals.Strengths (Internal)Impact of not leveragingQuality and Passion of Faculty - National, state and regionally recognized achievementsLose visibility and influence within national CC systemLose opportunity to distinguish CPCC from competitorsDecreases ability to demonstrate to the community that CPCC provides excellent educational opportunitiesGeographically Accessible Six strategically appointed campuses throughout Mecklenburg CountyLose our competitive advantageMakes it more difficult to communicate capital needs during bond referendum campaignsDepth & Breadth of Current Portfolio The Learning Unit now offers over 250 degree, diploma and certification programs in addition to hundreds of continuing education courses and a corporate training programLose competitive advantage and market shareLose students = lost FTEs and SS revenueAffordable There is financial benefit to learners in choosing CPCC over four- year institutions and for-profit training providersLose our competitive advantageLose students = lost FTEs and SS revenueCorporate and Community Partnerships Serve over 500 business and industry clients and 5000 employees with customized contract training programs; have an exclusive training partnership with the Charlotte Chamber of CommerceCould lose our leadership voice and/or a “seat at the table”Opens the doors for our competitorsCould lose political support from community (i.e. bond referendums)Could reduce opportunities to receive grant fundingInnovative Spirit - Dedicated to enhancing and developing new programs as evidenced by the 68 possibilities recently identified for the States Long Range Facilities PlanCould negatively impact employee moraleCould become complacentLose students = lost FTEs and SS revenueProgrammatic Collaborations with External Educational Institutions - Especially with other community colleges, CMS and 4-year universitiesCould negatively impact student success and pipeline of studentsCould negatively impact our credibility of developing students able to transfer & succeed at 4-yr institutionsCould reduce opportunities to receive grant fundingEnrollment Size CPCC has experienced a steady increase in enrollments the last several years and currently serves over 75,000 peopleMissed marketing opportunityMakes it more difficult to demonstrate need/ROI during bond referendum campaignsAccountable According to NCCCS Accountability Measures, CPCC students and employers are highly satisfiedNegatively impacts our reputationPuts our accreditation at risk with SACSProfessional Development - Faculty and staff are supported and encouraged to pursue opportunities for professional enrichment and growthCould result in employee turnover to purse other career opportunitiesMissed training and presentation opportunitiesMissed networking and benchmarking opportunitiesCould negatively impact an employees performance evaluationWeaknesses: A lack of skills or deficiencies in our capabilities and resources relative to our competition that may prevent us from acting on strategies and plans to achieve goals.Weaknesses (Internal)Impact of not minimizingLack of a Master Enrollment Growth Management Plan While the Learning Unit supports enrollment growth, institutionally it must be determined what enrollment level can be supported by our current systems, funding and resourcesUnexpected growth compresses the budget Compromises quality of instruction due to FT faculty overloads and increased use of PT facultyCompromises level of customer satisfaction if number of student support services and resources remain staticLack of Institutional Focus on the Learning Unit by Support Functions Caused by a lack of trust, communication, flow of information and decision-making processesImpacts morale (due to impasse)Causes institutional fragmentation/silosImpacts our ability to become a true Learning CollegeStudent and program needs go unmetCauses duplication of effortsIncreased Use of PT Faculty A comprehensive and consistent support system for PT Faculty is neededConnectivity with PT FacultyQuality of instructionExternal Market Research & Data - There exists a gap of information provided between CPCC s Planning & Research Dept. & Marketing ServicesImpedes our ability to produce market demand data and validate new program development decisionsCould impact program sustainabilityCollaboration - Not enough programmatic collaboration and resources within the Learning Unit to meet workforce development and community needsLose FTEs and SS RevenueMissed marketing opportunityDatatel We are grappling with lost functionality, a more labor intensive system, and a basic lack of access to data and management reportsImpedes our ability to make data- driven decisionsIn the absence of baseline measures, it is difficult to review actual results in comparison to planned activitiesInsufficient ITS Infrastructure, Support & Focus on Priorities Technology infusion has not been fully embraced or implemented and it impedes our ability to achieve teaching, learning and operational excellenceImpacts how we select and meet our varying technology demandsImpacts our ability to engage learners and make the learning process truly interactiveImpacts how the systems work togetherPaper-based systems are ineffectiveInadequate Funding for Units Non-Technical Needs Software, Equipment and Infrastructure needs go unmetNew buildings are not designed and equipped with the technology needs of our future students and facultyInconsistent Level of Student Support/Customer Service Due to different systems, standards and a lack of performance measures at the varying customer contact centers at the CollegeImpacts student satisfactionImpacts reputationImpacts retentionSafety and Security Concerns - Due to lack of responsivenessImpacts student, staff and visitor safetyIncidents could create negative publicityGraduation Rate Currently stands at 7%Impacts student success and national reputationRetention Rate CPCC ranks in the lowest 5% in the state and the nationImpacts student successLost students = lost FTEs and SS revenueBuilding and Campuses - Square footage-to-student ratio is below State average and facility expansions are disproportionate to staffing to support those facilitiesIneffective and inefficient (e.g. not enough parking spaces for students a the Levine Campus)Opportunities: Using everything we know about how our industry works, what possibilities do you see for us?Opportunities (External)ProbabilityImpactIntensify the use of new technologies and the # of online degrees, certificates and courses to accommodate our enrollment growth and reduce the need for campus and classroom spaceHighHighFully implement program level outcomes assessments in response to the increasing call for accountability measuresHighHighTake core competencies to a higher level by communicating expectations to students and employersHighHighChanging demographic profile in Mecklenburg County is calling for a reexamination of community needs and desiresHighHighRevisit the definition of “workforce development” to reflect the future needs of our global students. Examples include: Offer competency-based e-portfolios for students Pursue becoming testing sites for state and industry certifications Respond/align programmatically to industry inter-disciplinary trends (e.g. bio-technology)HighHighStrengthen our focus on serving business and industry through more coordination and programmatic collaboration between Curriculum and CCEMediumHighImprove the Colleges response to unacceptable student behavior by implementing a zero-tolerance policyHighHighDevelop better marketing of the basic benefit of our low student- to-faculty ratio and our student-centered focus in generalHighHighWork with the Foundation and Grants Dept. to solicit more finan