Appendix:  Enrollment Center SWOT Analysis

What follows is the result of the SWOT analysis conducted with the staff and administrators of CE/EC and members of the strategic planning committee working with CE/EC.

Our Strengths EC/CE

• Established track record as a consistent profit center for the University
• Cohesive management team
• Positive, collaborative EC/CE relationships with CCSU academic and administrative units
• Highly skilled, culturally diverse and knowledgeable administrative and support staff.
• CE/EC as an academic unit generates internal and external credibility.
• Highly skilled, responsive and refined support infrastructure that allows for seamless service for all students: graduate, undergraduate, full-time, part-time, degree-seeking and non-matriculated.
• A long established philosophy and commitment to quality student service.
• Flexible and responsive to changing needs of university and community.

• State and CCSU budget challenges and current contractual constraints have dramatic effects on CE/EC.
• No incentives for departments and schools to work with CE/EC on program development.
• No clear institutional philosophy, mandate, resources, staffing or support for developing and instituting a viable and dynamic School of Continuing Education.
• CCSU units do not uniformly plan for an entire year’s curriculum, including Summer and Winter Sessions. CE/EC is not an integral partner in planning for the needs of part-time students.
• Absence of a revenue sharing plan limits financial resources for new program development and provides no return on efforts expended.
• Continual, ongoing discussions about the mission and positioning of CE/EC within the institution cause uncertainty and confusion and damages staff morale.
• Lack of staffing resources and appropriate training to respond to increasing demands of faculty for academic information and historical data related to scheduling and students.
• No current comprehensive regional assessment of educational and program needs exists to guide the University in its strategic outreach response to the community and the establishment of its niche in a competitive marketplace.

• CE/EC is the logical gateway for those not currently involved with the University.
• Growing demand for customized professional development and employee training.
• CE/EC has the breath of vision to spearhead efforts for coordinated outreach among various departments and units of the University.
• Growing demand for non-traditional delivery of instruction.
• Demands on University schools and departments to do the same or more with fewer resources provides CE the opportunity to serve as the vehicle for the extension of teaching and knowledge to new, broader audiences resulting in increased revenue for the university and revenue sharing for schools and departments.
• CE/EC by virtue of its nature and structure is poised to provide the University with avenues for creative solutions to issues of enrollment management, budget constraints and space limitations.

• Local, regional, State, national and international economic recession and deficits impact programs, course offerings and enrollment University wide.
• Increased competition from UCONN, CTC’s and private colleges and universities for students, funding and programs.

Back to Enrollment Center Strategic Plan

Back to Strategic Plan Home