swot data - north idaho college predictive analysis focus on business model rather than academics...
TRANSCRIPT
SWOT TEAM
1. Brad Codr
2. Jon Downing
3. Sherry Simkins
4. Stephanie Bradbury
5. Amy Page
6. Michele Sandberg
7. Wayne Cardwell
8. Christy Doyle
9. Karen Ruppel
10. Sandra Jacquot
11. Garry Stark
12. Becky Cochran
13. Randi Ragan
14. Thomas Scott
15. Karen Hubbard
16. Al Williams
17. Steve Smith
Strengths Themes and Descriptors
Location, Facilities and Infrastructure:
great physical environment
beautiful location/campus
attractive well-maintained campus
easily accessible
small/local atmosphere
focus on staff and student safety
clean buildings
location, location, location
up-to-date technology
quality facilities
focus on safety
quality technology and equipment (lab and lecture)
innovative technology
strong resources: technology and solid equipment replacement
Recreation Center
Assets: land and buildings
Educational Excellence:
high academic standards
quality instruction
accessible for continuing education
diverse, adaptive, and quality programs and instruction
small class size/personalized
tenured instruction
community centric education
breadth and depth in curriculum
flexibility/adaptability of offerings
high-level of expertise in discipline
small student to faculty ratio
broad vision of higher education
broad offerings in General Studies and CTE
excellent curriculum
solid transfer programs
strong foundation of best practices
quality educational standards
focus on program success
solid and diverse workforce programs
rigor
great stepping stone to further education
strong foundation of best practices
innovative
breadth and depth of programs and choices to fit everyone
Final SWOT Results January 2017 Page 1 of 15
Quality Employees:
dedicated, knowledgeable, quality-oriented employees
committed, experienced, knowledgeable faculty
dedicated and well-qualified faculty
faculty and staff dedicated to college and students
passion for disciplines
collaborative
passionate faculty and staff
diverse faculty and staff
hard working
teamwork
great customer service
broad range of knowledge
caring faculty and staff
knowledge and history
quick to respond
close-knit community/sense of community
talented and committed to what is best/continual improvement
strong culture
capable and professional
adaptable
great mix of locals and people from outside
new hires and organizational structure allow for growth and innovation
opportunities for professional development
mission statement speaks volumes/employees embrace the mission/dedicated to mission
Student Success:
student- centric/student-centric customer service
foster strong relationships with students
bend/flex to accommodate students
dedicated to students
committed to quality education for students
focus on student success
faculty committed to student success
adaptive to student needs
passionate and care about students
students have safety nets to be successful
inclusive
connected to students
strong desire for student success
ability to fully assist students (one-on-one processes)
stepping stone for students
dedicated to student health and wellness/food bank
opportunities such as athletics/rec center
continuous improvement for students
inclusion and leadership development
variety of services
Final SWOT Results January 2017 Page 2 of 15
Affordable and Accessible Education:
adaptive
resilient
affordable education
easy access; convenient
nimble
broad appeal
quick education
accessible in region
diverse programs
variety
accessible for all types of education
wide array of opportunities and programming
open door and affordable
diversity of students
options and accessibility
strong outreach
Community Engagement:
sense of community internally and externally
important part of community
partnerships and significance in community
cultural hub for community
community presence and accessibility
community focused
committed to community
reputation/credibility
history
contribute financially to community
known and respected in region
gives to community
local focus
valuable services to community
here for the long-haul, not profit
community support
major community resource
innovative
competitive advantage
fine arts, workforce training provide variety of educational opportunities and events
athletics – high quality and nationally recognized
Final SWOT Results January 2017 Page 3 of 15
Weaknesses Themes and Descriptors
Resistance to Change:
stagnation
avoiding
slow to incorporate current trends in education
no urgency
resistant to new technologies
difficulty navigating change
lack of understanding of cultural change
fatal change aversion
inefficient and reactive approaches to processes and technology
inability to adjust to enrollment fluctuations, market change
inability to adapt quickly inability to adapt to student schedule needs
inefficient
“because we’ve always done it that way”
still 2008 perspective
reactive instead of proactive
no predictive analysis
focus on business model rather than academics
focus on growth instead of sustainability
Collaboration and Communication:
Internal politics-competing rather than collaborative
lack of common vision & cohesion
focused on our own needs
territoriality and factionalism
competing/competitive
distrust/apathy between campus constituencies
distrust due to history of unfulfilled promises
cynicism/morale
lack of school-wide sense of community
lack of clarity about who we are
lack of school pride
disjointed
lack of project management and coordination
poor decision making based on department or special campus interest
reputation/image
lack of clarity and consistency in communication
silos breakdown/prevent communication across campus and curriculum
poor interdepartmental rapport
increased administrative culture contributes to communication issues
lack of two-way communication
lack of transparency
advising communication poor
lack of planning leads to mistrust and lack of communication
ineffective work processes due to communication breakdowns
connection between campus & WFTC, outreach is weak
Final SWOT Results January 2017 Page 4 of 15
Weaknesses Themes and Descriptors
misconceptions about the athletic department
second (or last) choice school
commuter college
low community involvement
limited marketing outside of immediate regions
community interaction and engagement low
retention and completion need to improve through promoting all aspects of NIC through marketing
training to understand our demographics
people don’t understand what they can accomplish here
weak community connections
inability to adapt to market trends
better advertising and marketing
classes that utilize the outdoors and Northwest
lack of understanding by community of value of community college education
more external marketing to show our community what NIC has to offer
Barriers to Student Success:
retaining and tracking students from matriculation to graduation and beyond
timely graduation completion (expectations)
prerequisites extend length of time to complete
lack data/assessment lack of retention
success tied to completion
metrics for success are not defined
Financial Aid issues make classes under-enroll
testing services
students don’t know what services are available
advising structures and processes lead to lack of student success
not truly student centered/customer focus
weak student customer service
we claim we are student centered but we are not
procedural inflexibility
top down decision and processes not working well in Student Service areas
bad enrollment processes/too complex and slow
onboarding process needs to be streamlined and automated
registration and advising process for new/prospective students
inefficient and cumbersome internal and external processes
lack of communication to students
campus signage and off-site locations causes confusion for students
decentralized resources for students
systems not integrated
technology challenges – database, website, dual credit students are underprepared
meal plans & housing not affordable
do not prioritize student needs over costs
lack of faculty to address waitlists
need programs that address students’ needs (e.g. BSN)
Final SWOT Results January 2017 Page 5 of 15
Weaknesses Themes and Descriptors
lack of understanding of Gen Ed
core value diversity not reflected in the curriculum
need diverse students
lack of diversity
lack of intercultural awareness
lack of internet courses, CTE scheduling-no night classes
poor outreach/image to high schools, non-traditional students, and employers
lack of diversity in offerings
limited academic exploration
lack of understanding of role of liberal arts education
focus on CTE, not transfer
course organization—lack of consistency
higher standards make it harder for students to succeed
not enough options in particular subjects (English/math)
need diversity and exchange program
Resource Constraints:
insufficient computers, staffing and space
save money by using substandard products
do not use campus resources (students, etc.) to help to maintain our high-quality labs and teaching technology
fragmented resources
need better communication on resource availability and allocation
outreach centers under-supported in staffing and resources for students
weak new hire processes
parking
limited resources to hire
low pay
lack of science labs at centers
inequity in skills v. wages & workload
more work, less people with training
balancing cost and waste of equipment, supplies and resources
too much reliance on adjuncts
need more computers, technology, staff, and space
move from professional workers to limited skilled workers
lack of ombudsman staffing
inconsistency with pay scale l
lack of cafeteria hours
need mentoring of faculty and staff
Administration/Initiative Fatigue:
no accountability
distrust of administration
top- heavy micro-management
top-down decisions
inaccessible bureaucracy
lack of two-way communication due to heavy middle management
Final SWOT Results January 2017 Page 6 of 15
Weaknesses Themes and Descriptors
disempowered employees paralyzed by administration
bureaucratic inefficiencies
creating too much busy work
constant turnover of administration
unilateral decision-making
no shared governance
duplication of unnecessary efforts
upper management seems hesitant to make a decision on anything
administration disempowers employees
top-level leadership focuses on own ideas without considering the collective
lack of understanding of education, lack of vision and creativity
initiative addiction/too many initiatives
excessive peripheral tasks distract from teaching excellence
no community college teaching experience
pressure to fix problems we are no sure exist (ill-defined)
faculty obligations create burnout—need better balance between teaching and initiatives
six-week end of year budget freeze
Final SWOT Results January 2017 Page 7 of 15
Opportunities Themes and Descriptors
Community Engagement:
community partner in economic development
foster community partnerships across region
listen to community wants/needs
community understanding and engagement on internships, apprenticeships
expand continuing education for community members of all ages
more clinical opportunities for students
open more services to community, reach out to smaller communities
untapped community and industry resources that would allow us to expand program offerings for non-traditional students
including business, entrepreneurship, regional healthcare, technical programs and internships (e.g. INBRE) and K-12
good reputation/lack of local competition
improve image
NIC as focal point of community using already given resources (i.e. – sports, events, entertainment, conferences)
capitalize on opportunities to get people on campus (e.g. turf & lights, State/Tri-state athletic events, music/theatre, spelling bee, conferences, resource fairs)
tap into power of NIC community
tap faculty expertise
state-wide recognition
collaboration at State level to improve programs
networking with other institutions, grow connection to 4-yr schools (reciprocal, articulation agreements), expand education corridor, offer more 4-yr degrees in CDA, make NIC gateway to 4-year degree, seamless credit transfers
partner with other academic institutions
adapt to local socio-economic demographics
make NIC a destination for all CTE programs
get word out to parents on dual credit
partner with other AAA’s
improve HS student readiness so students are successful once they get to NIC
improve marketing and recruiting – use location and campus beauty, employer and student testimonials to show success after NIC
Expansion of Educational Offerings:
increased online/IVC access and presence, 24/7 style instruction, offer nights and weekends, more in outreach areas, run programs out of local STEM student centers, summer school online classes
creative scheduling, on-demand education, offer self-start/self-pace courses must complete w/in a year, distance degree, expand CTE, project oriented curriculum/on job exposure
new programs to meet new business needs = jobs
new programs to respond to community demand
relevancy to community needs
research regional jobs into the future – align programming
adapting/responding to community needs and emerging demands
Final SWOT Results January 2017 Page 8 of 15
Opportunities Themes and Descriptors
cater to special student populations, including adult, veteran and international students, new competency based programs, ESL, BSN degree, outdoor pursuits
take advantage of grants (grant hunter/researcher, not just writer)
dual credit expansion, including into grades 9 & 10, and allow to choose majors
recruit, retain, and educate parents and community
offer 4-year and destination programs
adult education/GED
partner with communities to grow programs
utilize outreach centers
build more internships/apprenticeships
increase transfer opportunities
articulation w/public universities
use campus spaces/beauty to develop the curriculum
expand athletics offerings
build international exchange programs
develop competency-based programs
growing population, growth in seniors, demographic, business growth, job demand, employment trends, determine future jobs in our area and what education they will require
government education initiatives (Gear Up, Dual Credit ID Completion, iSTEM)
unsaturated HS market, respond to changing social patterns and demographics
opportunity to seek additional tax support from outlying areas as those populations attend NIC, analyze K-8 enrollment trends to meet expected growth
promote programs with discipline-specific certifications and accreditation
research and publishing
Technology:
identify and stay ahead – innovative technology and delivery methods
curriculum development in advance technology (e.g. security, software dev, AI, robotics, social media, digital literacy, etc.), use technology to build relationships with students
use technology to more efficiently support students’ learning and goals
utilize technology to expand programs and delivery options
offer more online degrees
engage students in a new way
enhance instruction and concept development
adapt teaching to online/distance
utilize social media
partner for online curriculum
self-start online classes
develop different thinking skills to align to the technology
greater online presence and mobile technology
use of key cards for offices, locker rooms
Recruitment, Marketing, Enrollment:
expand the reach, communicate value, and highlight all programs (CTE and transfer)
examine marketing approach for recruitment
improve marketing
Final SWOT Results January 2017 Page 9 of 15
Opportunities Themes and Descriptors
marketing of already existing programs
better marketing sharing advantages of NIC education
targeted marketing in region to increase enrollment
marketing non-traditional class times
marketing to outreach areas
interaction with public schools through dual enrollment
market to best students in region
review enrollment trends
offer out of state students better value
cut costs on books and dorms
great education for great dollars
reduced cost – gateway to 4-year schools
market value of liberal arts education
use campus spaces/beauty to recruit
promote programs with discipline-specific certifications and accreditation
secondary education connections to recruit
changing demographics: senior population/Idaho population growth
attract new generations into education
increase diversity to attract students/employees
foster multiculturalism
unsaturated high school market
capitalizing on opportunities to get people to campus
tap into population of underemployed and 2nd career
government education initiatives (Gear Up, Dual Credit ID Completion)
cohorts for at-risk populations
retain dual credit students
support retention through Guided Pathways
simplify onboarding
align processes and services
job placement
expand athletic opportunities
enhance athletic facilities to increase enrollment through athletics
allow dual credit students to choose majors instead of only keeping them as General Education
take advantage of location
Funding and Resources (fiscal and human):
target populations to receive funding
taxation in Region I
realign funding to support bulk of students
maintain cost of education
develop alternative funding models (free college pell grants for non-credit)
expand grant funding
support grant writer w/researcher
increase/expand funding sources, additional grant funding (e.g. IDVAA)
long-range asset and budget planning
Final SWOT Results January 2017 Page 10 of 15
Opportunities Themes and Descriptors
utilize resources such as knowledge of employees and include staff in processes and decisions
offer out-of-state students better value for dollar
young workforce with energy
tap into expert faculty to offer professional development and mentoring
staff professional development
create more benefitted opportunities
fortify staffing/staffing levels/less top heavy
fully staffed, trained, and friendly one stop shop
be a competitive employer: offer loan reimbursement (student loans)
space utilization/optimization – best utilize our spaces for students and employees, that follows mission/vision, energy audit
Final SWOT Results January 2017 Page 11 of 15
Threats Themes and Descriptors
Funding and Resources (fiscal and human):
rising tuition, fees and other costs resulting in large student debt
political climate impacting funding (reduced state and federal funding, limited dual enrollment fees, proposed state funding model of pay for performance)
state and federal mandates trying to limit student loan debt
funds affected by policy or competitiveness over student population
dichotomy of up and down funding (e.g. good economy equals low enrollment)
lack of community resources
free tuition models
decrease in international students
reduced funding opportunities
reductions in grants/funding
decreasing of state/general funding for arts
class scheduling is budget-driven
conflict between institutional practice and federal financial aid regulations
cost/benefit of education not clear
cost of living for students
hiring of a qualified/quality workforce
limited resources for staffing
attracting and retaining qualified faculty
risk of losing qualified faculty for better opportunities
declining full-time/part-time faculty ratio
low wages when recruiting for positions
employee burnout
not competitive staffing model
conflict between institutional practice and technology trends
competition from other institutions in online/hybrid delivery methods
not keeping up with technology
NIC not keeping pace with new modes of learning
students lack access to technology
reactive to equipment failure
increased/top-heavy administration
Political Climate:
state pipeline pressure for the exchange of learning math/writing/reading for expediting students through system, political conflict, politicians with poor understanding of education, political pressure to change in ways we aren’t sure will benefit students (CCA/CCI)
state board of education intervention
complex global economy makes it difficult to evaluate student and local economy needs;
current social and political trends which devalue human rights
respond to world environment by providing debate of thoughts w/civility
decrease in international students due to foreign policy
completion is driving the train, not curriculum quality
public perception of higher ed is trending in a negative direction
distrust in higher education
Final SWOT Results January 2017 Page 12 of 15
Threats Themes and Descriptors
youth and perceived value of higher education
perceived value by employers
shift in consumer behavior
ebb and flow of students due to economics
anti-intellectualism/political influence on education
politicians who do not serve the greater good
poor understanding of education
legislature misunderstanding of not just what success is or means
change in ways that are not beneficial to students
push for “one size fits all”
business of the institution is trumping the true mission of education (outsourcing resources)
BOT and others treating NIC/higher education like a business
degree efficiency model
“Fast track” degrees
mandates with no funding
forgetting our history/heritage as a nation
growing vocal minority that controls the popular media
Competition:
competition with other community colleges, 4-yr schools and online/hybrid courses
competition of other institutions with better and streamlined processes
competitors have superior online engagement tools and websites
difficult to retain students through economic ebbs and flows of economic stability/opportunity, high rate of employment, access to online education, fast track degrees
fluctuating enrollment
competition between public/private, employment vs. education
specialized schools competition
trade versus degree
low wages in Idaho
community colleges are just a stepping stone
high school culture is to go directly to 4 yr
competition for financial resources
free tuition models, online education, institutional competition
competition in delivery methods
competition for employees and students
competition for staff/faculty (talent)
pay scale: need competing wages
inability to keep up with industry changes
restrictions on ability to grow
growth and inability to adjust
too much emphasis on class size
failure to market/recruit
slow to react to trends
don’t understand our communities’ employment needs
timing – when we offer classes and programs
Final SWOT Results January 2017 Page 13 of 15
Threats Themes and Descriptors
need to focus on retention, not just enrollment
lacking competitive nature and diversity in an increasingly global market
behind on diversity initiatives
elimination of programs
putting inferior product out at NIC because of lack of support & funding
college courses drawing students in new direction
Student Readiness:
stuck in old models
under resourced students not knowing the many ways they can get help to be successful
lack of guidance and motivation to go to school and prepare for future
unprepared coming out of high schools
students not having technology to maximize educational opportunities
higher customer service expectation
lowered standards and quality
granting dual credit when not earned
students unwilling/unable to function at college level
students want outcome without work
lack of student and faculty support for high standards of behavior
lack of motivation, dedication, responsibility for learning
significant change in student demographics
decreased student attention span/student culture
hand holding
students can shop and learn online on their own
dual working household members
Perceptions and Value of Higher Education:
pressure from state to expedite and complete students versus learning/maintaining rigor/quality
erosion of academic rigor due to Complete College America, online education, etc.
public perception of higher ed is trending in a negative direction
distrust of higher education
lack of community/family support for education
new educational models including creating own credentials
education not needed
changing degree needs (4 yr rather than 2 yr), vocational needs growing
demand for degrees losing validity
perception of community college
community college as a stepping stone
public misunderstanding of the Humanities as irrelevant to modern vocations
push for quantitative assessment & less qualitative
anti-intellectualism
Board treats NIC as a business rather than serving the students
regional high school culture is to attend 4-year
lack of clarity in community
market the value of education
need to communicate our relevance to community
Final SWOT Results January 2017 Page 14 of 15
Threats Themes and Descriptors
job market/low wages for grads
lowered standards
realign how we assign value to course and programs
disconnect between employees embracing college mission and vision
proportion of dual students
apathy regarding early childhood education
Final SWOT Results January 2017 Page 15 of 15