SWOT‐Analysis – Institutional StrategyWindows for ResearchSWOT‐Analysis – Institutional StrategyWindows for Research17.04.2012 1
SWOT – Who?New Appointments 08.02.11
Deans and Faculty Boards 09.02.11
Study Deans10.02.11
Research Centres21.02.11
Assistant Professors, Lecturers 17.02.11
Central Administration 24.02.11
Staff Council25.02.11
Doctoral Candidates13.05.11
Student Represen‐tatives 02.03.11
+ 37 members of the University Council N = 222
SWOT‐Analysis – Institutional StrategyWindows for ResearchSWOT‐Analysis – Institutional StrategyWindows for Research17.04.2012 2
SWOT – How?
1. Extensive preliminary study and research Compilation + definition of indicators (strengths, weaknesses) Compilation + definition of scenarios (opportunities, threats)
2. Questionnaire Group specific selection of indicators Group specific selection of scenarios Strengths, weaknesses (qualitative)
3. Information package for all participants Basic data, statistics, rankings, survey results
4. 9 SWOT-Workshops Clarification of and TED voting on group specific indicators Direct display and discussion of TED results Debates on interdependencies between strengths-
weaknesses-profile and opportunities-threats-scenarios Discussion and documentation
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17.04.2012 SWOT‐Analysis – Institutional StrategyWindows for Research 7
Impressionen aus den Workshops
SWOT‐Analysis – Institutional StrategyWindows for ResearchSWOT‐Analysis – Institutional StrategyWindows for Research17.04.2012 8
Key indicators for assessing the University of Freiburg
SWOT – What?
Questionnaires98
9 Workshops64 (+16)
4/9 Groups36
SWOT‐Analysis – Institutional StrategyWindows for ResearchSWOT‐Analysis – Institutional StrategyWindows for Research17.04.2012 9
SWOT – What?
36 key indicators
SWOT‐Analysis – Institutional StrategyWindows for ResearchSWOT‐Analysis – Institutional StrategyWindows for Research17.04.2012 10
SWOT – Results
1. Overall impression from all five areas
2. Area specific analyses of the 36 key indicatorsa) Strengths and weaknesses b) Notable variations between groups
3. Strengths and weaknesses beyond the key indicators
4. Opportunities and threats: scenarios
5. Data based SWOT-Matrix
6. Extended SWOT-Matrix
17.04.2012 SWOT‐Analysis – Institutional StrategyWindows for Research 11
SWOT – A Strong University!
Stärken‐Schwächen‐Profil: Mittelwert über alle Gruppen
‐2
‐1
0
1
2
Stud
ierend
enzufriede
nheit
Verbindu
ng Forschu
ng – Leh
re
Kompe
tenzerwerb
Infrastruktur
Motivation von Lehren
den un
d Stud
ierend
en
Lehrkultur
Lernkultur
Stud
ierbarkeit
Beratung
Inform
ationsverfügbarkeit
Person
alausstattun
g
Geb
äude
, Labore
Daten
(Büche
r, Zeitschriften
, Daten
sätze)
Mittelausstattung
Forschun
gsfreiräum
e
Outpu
t (z.B. P
ublikatione
n)
Dissertatione
n un
d Habilitation
en
Forschun
gsorientierte Lehre
Betreu
ung von Doktorand
en
Austauschp
rogram
me
Internationale Sichtbarkeit un
d Wahrneh
mun
g
Internationale Preise
Glaub
würdigkeit
Mitarbe
itermotivation
Effizienz der Leitungsstruktur
Effektivität der Leitungsstruktur
Effizienz der Verwaltung
Effektivität der Verwaltung
Transparen
z de
r Entscheidu
ngen
Lebe
ndige Dialogkultur
Inform
ationsgrad
alle
r Be
teiligten
Verfügbarkeit von Inform
atione
n (in
tern)
Dialogfähigkeit (e
xtern)
Öffe
ntliche
Wahrneh
mun
g
Pers
onal
auss
tattu
ng
Mitt
elau
ssta
ttung
Effiz
ienz
Lei
tung
sstr
uktu
r
Effiz
ienz
der
Ver
wal
tung
Info
rmat
ions
grad
Bet
eilig
te
Tran
spar
enz
Ents
chei
dung
en
(Without data Doctoral Candidates)
17.04.2012 SWOT‐Analysis – Institutional StrategyWindows for Research 12
Differentiation and Variation
Stärken‐Schwächen‐Profil: Mittelwert über alle Gruppen, Standardabweichung, Extrema
‐2
‐1
0
1
2
Stud
ierend
enzufriede
nheit
Verbindu
ng Forschu
ng – Leh
re
Kompe
tenzerwerb
Infrastruktur
Motivation von Lehren
den un
d Stud
ierend
en
Lehrkultur
Lernkultur
Stud
ierbarkeit
Beratung
Inform
ationsverfügbarkeit
Person
alausstattun
g
Geb
äude
, Labore
Daten
(Büche
r, Zeitschriften
, Daten
sätze)
Mittelausstattung
Forschun
gsfreiräum
e
Outpu
t (z.B. P
ublikatione
n)
Dissertatione
n un
d Habilitation
en
Forschun
gsorientierte Lehre
Betreu
ung von Doktorand
en
Austauschp
rogram
me
Internationale Sichtbarkeit un
d Wahrneh
mun
g
Internationale Preise
Glaub
würdigkeit
Mitarbe
itermotivation
Effizienz der Leitungsstruktur
Effektivität der Leitungsstruktur
Effizienz der Verwaltung
Effektivität der Verwaltung
Transparen
z de
r Entscheidu
ngen
Lebe
ndige Dialogkultur
Inform
ationsgrad
alle
r Be
teiligten
Verfügbarkeit von Inform
atione
n (in
tern)
Dialogfähigkeit (e
xtern)
Öffe
ntliche
Wahrneh
mun
g
Dek
ane
ZUV
ZUV
, Stu
di.
Stu
di.
Neu
ber.,
Stu
di.,
Per
sona
lrat,
ZUV
Stu
di.
Neu
b., Z
UV
, Stu
di.
Stu
di.
ZUV
Per
sona
lrat,
Stu
dien
deka
ne
Dek
ane,
Mitt
elb.
ZUV
ZUV
Stu
di.
Stu
dien
deka
ne
Neu
ber.,
ZU
V, S
tudi
.
Mitt
elau
ssta
ttung
Fors
chun
gsfr
eirä
ume
Bet
reuu
ng v
on D
okto
rand
en
Mita
rbei
term
otiv
atio
n
Lebe
ndig
e D
ialo
gkul
tur
Lehr
kultu
r
Info
rmat
ions
verf
ügba
rkei
t
Pers
onal
auss
tattu
ng
Geb
äude
, Lab
ore
Stud
ierb
arke
it
Effiz
ienz
der
Lei
stun
gsst
rukt
ur
(Without data Doctoral Candidates)
SWOT‐Analysis – Institutional StrategyWindows for ResearchSWOT‐Analysis – Institutional StrategyWindows for Research17.04.2012 13
Strengths, Weaknesses
… beyond the 36 key indicators:
Breite & Tiefe des StudienangebotsStudienerfolgsquote Drittmitteleinwerbung
Cutting Edge ForschungIdentifikation Weiterbildungsangebote Internationale Konferenzeinladungen
Teilhabe von Anspruchsgruppen HandlungsautonomieStudierendenqualität Lehrqualität
Attraktivität des Standortes
PersonalentwicklungPolitischer Impact Zielgruppenadäquatheit
Partizipationsmöglichkeiten Internationale InfrastrukturStrukturiertes Promovieren international besetzte Gremien Karrierebegleitung
internes Informationsmanagement
+
‐
SWOT‐Analysis – Institutional StrategyWindows for ResearchSWOT‐Analysis – Institutional StrategyWindows for Research17.04.2012 14
Opportunities, Threats
Key indicators and the 4 most probable scenarios:
1. international competition between universities
2. commodification of universities
3. cuts in state funding due to state budget restraints
4. competitive funding from state and federal governments
SWOT‐Analysis – Institutional StrategyWindows for ResearchSWOT‐Analysis – Institutional StrategyWindows for Research17.04.2012 15
Summary – data based SWOT-Analysis
SWOT – Results
Strengths Weaknesses• Student satisfaction, knowledge acquisition,
learning culture, quality of teaching, graduation rate, quality of students
• Academic programs (breadth and depth), continuing education
• Interaction between research and teaching, research‐based teaching
• Doctoral supervision, dissertations and habilitations
• Output (e.g. publications), cutting edge research, third party funds
• Public perception, location factors, international visiting researchers
• Personnel funding, material funding, facilities and labs
• Transparency of decision‐making processes• General informedness, availability of information,
administrative efficiency
Opportunities Threats• Internal information management, administrative
and managerial effectiveness• Level of competitiveness (national level)• Internationality, exchange programs
• Cuts in public financing• Level of competitiveness (international level)
SWOT‐Analysis – Institutional StrategyWindows for ResearchSWOT‐Analysis – Institutional StrategyWindows for Research17.04.2012 16
SWOT – Results
Data based SWOT-Analysis provides a differentiated self analysis
These results were complemented by:
1. Analyses in preparation of the SWOT-Process (Nov 2010-Feb 2011)
2. Results of the internal SWOT-Analysis on Academic Affairs (Oct-Dec 2010)
3. Results of the SWOT-Analysis during the University’s 550th
anniversary (2006/2007)
4. Internal strategic evaluations und analyses
5. External rankings, evaluations and analyses
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Final SWOT-Matrix of the University of Freiburg (Institutional Strategy, p. 37)
SWOT – Matrix
Strengths Weaknesses• Motivation and quality of both students and staff • Teaching culture • Research performance • Windows for research • Interdisciplinarity and collaborative research • Excellence Institutions and their integration into
the University • Integration of teaching and research • Early career support and recruitment • Internationality and international and public
reputation • Attractiveness of University and region for
students and staff
• State‐provided basic infrastructure • Staff and equipment expenditure • Possibilities for awarding scholarships to young
researchers • In part: professionalism of management
structures, particularly at Faculty level
Opportunities Threats• Optimization of governance processes and
structures • Self‐awareness and self‐criticism • Ability to take action in a targeted manner • Diversification and internationalization • Tradition and innovation • Identity and culture of the University
• State financing of the University, loss of income from student fees
• Increasing discrepancy between basic infrastructure and third‐party‐funded infrastructure
• Increasing complexity of organizational structure and decision‐making processes
