APPENDIX I: SWOT Analysis
Strengths
Image &
-
Shifting Academic Profile
Reputation
-
Increasing SATs – 1109 in 2008 for standard admit (from 1077 in
2003): 1113 in 2009
-
Reduction in % conditionally admitted (18% of incoming class in ’03;
13% in ‘08) 11% in 2009
-
Increasing Honors eligible based on criteria of 1200 SAT/90% HS GPA –
12% in ’03; would have been 16% in ’05 vs. target of 10%. New criteria
of 1250 SAT/ 92% GPA adopted in Queens and Manhattan in ’05;
target of 10% met in 2006 and maintained in 2007; up to 12% in 2008:
13% in 2009
-
Increasing Brand Image & Awareness
-
Faculty perception re importance of image (79% in ’07 vs. 66% in
’01)
-
Increasing awareness and parents/students relative to competitive
set
-
Princeton Review: “Best Colleges” listing - national since ’03 and
regional since the review began in ‘04
-
Diversity
-
Ethnic – one of top 20 most diverse in the US-Princeton Review and
US News and World Report (2009: tied for 4th with 3 other
institutions on US News and World Report 2011 Best Colleges:
Racial Diversity: National Universities” list with an overall ‘Diversity
Index’ of 0.69./1.0).
-
Religious – Roman Catholic – Fall 2008 -53% undergraduates;48%
all students: 2009: 51% undergraduates; 47% all students
-
Economic – 42% VHN (Fall 2008 freshmen): 2009: 48%
Freshmen enrollment -3,268 in ’08 (largest class)vs. 2,528 in ’98: 3,108 in
’09.
-
Safe campus – new state-of-the-art public safety facility; low crime
statistics
Selected
Academic
-
Reputation
-
Law School – Summer Bar Passage rate 90% in ’07 (87% in ’04);
Programs and
peers-79%; target 90%; Tier II: 92% in ’09; one of only four of
Services
fifteen law schools in New York with a passage rate of 92% or better
(along with NYU, Columbia and Cornell).
-
Education – NYS Teacher Certification Exam 92% for ‘06/’07 Queens
graduates; peers (NY State) – 94%; target 95%; Top 100: 92% for
08/09 Queens graduates
-
Pharmacy – NAPLEX Licensure passage rate 95% in ‘07 (93% in ’04);
peers – 97%; target – 90%. Growing awareness of sciences
I-1
APPENDIX I: SWOT Analysis
(awareness survey)
-
Professional Studies – continued growth in enrollment in Legal
Studies, Television and Sport Management. Growth in Public
Relations; decline in legal studies
o
Leadership Development & Training
-
Comprehensive Curriculum for Faculty and Staff; 11,200
participants
Infrastructure
o
Fiscal Stability
Capability
-
Capital Campaign $271M
-
Bond rating improved -
-
Net Assets of $467M in FY 2007,$461M in FY 2008, $345M in FY
A3/A- since ’06 vs. BAA/BBB+ in ’03
2009
o
Facilities
-
12 new buildings in the last decade ( Academic, Residential,
Athletic, D’Angelo)
Campus beautification
o
Technology
-
All Undergraduate students have laptops
-
Wireless campuses
-
National recognition: Intel, ComputerWorld recognition
o
Disciplined Integrated Planning Process
Accreditation
o
Middle States reaccreditation
and Third Party
o
Strong cultural integration of mission (Middle States)
Endorsements
I-2
APPENDIX I: SWOT Analysis
Weaknesses
Image &
o
Reputation
Retention continues to decline:
-
1st year retention comparison-82% for ’02 freshmen vs. 76% for ’07: 2008
increased to 78% and returning 2009 is predicted to remain at 78%.
-
1st year retention rate of secondary market students (excluding New York
City and Nassau County), continues to average 6 - 7 percentage points
lower than for primary market students. Primary: 2006-80%; 2007 –77%;
Secondary: 2006-73%; 2007-71%: 2008 Primary - 81%. Secondary: – 74%)
-
-
Strong correlation between retention and:
1st

Academic profile of students (higher academic profile persists)

High school GPA (higher GPA persists)

Interaction with professors
year retention of LST students continues to average 7 – 11 percentage
points lower than for standard admitted students (2008 – 69% vs. 80%)
o
Graduation rate decline - 6yr. rate – 63% for 1999 cohort vs. 61% for 2002 cohort;
2003 cohort -58% (Composite graduation rates: Whites – 66%; Asian – 63%;
Hispanic – 54%; Blacks – 52%)
o
Student perception/satisfaction/engagement (SSI & NSSE)
-
Faculty - available, helpful, sympathetic (NSSE Seniors: STJ – 69% in 2008,
81% in 2010; Catholic C&U – 84% in 2008, not available in 2010; Carnegie
peers – 79% in 2008, 81% in 2010)
-
Student/Faculty interaction (NSSE – seniors)

Feedback is not prompt (% receiving prompt feedback: STJ - 61% in
2008, 65% in 2010; Catholic C&U - 73% in 2008, not available in
2010; Carnegie peers - 67% in 2008, 70% in 2010)

Lack of challenge in the classroom. NSSE Benchmark – Level of
academic challenge (55% in 2008; 55% in 2010, similar to peers, but
below 2008-13 target of 60%)

Students asking questions in class or contributing to class
discussions
( STJ - 64% in 2008, 75% in 2010; Catholic C&U -
82%, not available in 2010 ; Carnegie peers - 75% in 2008; 79% in
2010)
-
Integration of technology in academics (NSSE - Seniors)

Using computers in academic work (STJ - 87% in 2008, 83% in 2010;
Catholics - 87% in 2008, not available in 2010; Carnegie peers - 89% in
2008, 89% in 2010)

Using e-mail to communicate with instructor (STJ - 75% in 2008, 82% in
2010; Catholic - 87% in 2008, not available in 2010; Carnegie peers 88% in 2008, 90% in 2010)
-
Based on Student Satisfaction Inventory (SSI), satisfaction ratings by St.
John’s students are lower than by 4-year private peers especially for outI-3
APPENDIX I: SWOT Analysis
of-state students.

Overall satisfaction rating target 5.3 (on a 7-pt scale)

Queens: 4.6 in 2007, 4.6 in 2010 (Out-of-state: 4.3 in 2007, 4.4 in 2010)
SI: 5.0 in 2007, 5.1 in 2010 (Out-of-state: 4.1 in 2007, 4.5 in 2010)

Average for 4-yr privates: 5.2 in 2007, 5.2 in 2010
Run-around continues to be highlighted as an issue on Queens campus (SSI)

Satisfaction (SSI, 7-pt scale): STJ – 3.9 in 2007, 3.9 in 2010; 4-yr privates:
4.6 in 2007, 4.7 in 2010
Selected
o
Academic
(829)
Programs and
Services
Significant declines in enrollment of Computer Science program in CPS from 2001
to 2007 (177). Slight improvement in 2008 to 194.

Significant declines in enrollment in Master’s in Business Administration (MBA) over
past 10 years through 2007 (976 in 1998; 678 in 2001; 576 in 2005; 476 in 2007).
Continuing decline in enrollment at the Staten Island campus: UG – 1,930 in ’02 vs.
1,340 in ’09; GRAD – 290 in ’02 vs. 209 in ’09

2009: Continuing decline in enrollment at the Staten Island campus: UG-1,930 in
’02 vs. 1,340 in ’09; GRAD-290 in ’02 vs. 209 in ’09
Infrastructure
o
Learning Outcomes Assessment (Middle States)
o
Internships and Job Preparation
Deferred Maintenance
Capability
Accreditation
US News – Rank 143 in ’09 Edition compared to 138 in ’08 and 130 in ‘7. 142 in ’10
and Third Party
Endorsements
I-4
APPENDIX I: SWOT Analysis
Opportunities
Global Education
o
International perspective and service orientation required to live and
succeed
in an increasingly global society
o
Integrating concept of the Vincentian Institute for Social Action (VISA)
o
Potential to offer other global programs in line with our
Catholic/Vincentian
identity
Technology &
o
Technology continuing to evolve, eliminating barriers of time, distance and
the Changing
social networks
Face of
-
Education
Opportunities for STJ to continue to transform teaching and
learning
-
Strengthen programs in technology
-
Technology – expand / enhance Distance Learning and mixed mode
courses
Ethics & Science
o
Continuing increases in ethical issues arising from rapid advances in
science
and technology
o
STJ can leverage professional competencies for which we are known in
pharmacy, allied health, law and other disciplines, to make significant
contributions to the related areas of ethics, health care and science
Environment
o
Accelerated growth in the “Green” movement and industry
o
Related responsibilities for STJ in various operational areas including
facilities
and recycling
o
Opportunities to transform curricula in related areas such as global
studies,
ecology, environmental studies and ethics
Collaborative
o
Efforts &
new
Partnerships
courses etc.
o
Faculty
Emergency Response – leverage impact of NYC location and 9/11 through
Proactively explore potential mergers based on STJ’s strengths
-
E.g. medical sciences, engineering
-
For profit – Health care, environmental, geographic
o
Enhance teaching to greatness
o
Opportunity to ensure that new faculty are the best, and
aware of and sensitive to students / learning
o
Redefine tenure/promotion criteria to more effectively promote service and
student engagement
o
Intentional reshaping of faculty – training, reward, empowerment, teaching
I-5
APPENDIX I: SWOT Analysis
Leveraging
o
Manhattan campus – integrating into global education programs
Resources
o
Oakdale Campus – value of the real estate
o
Alumni network 158,000 strong with 82% in NY metropolitan area –
enhance internships, job opportunities
o
Technology-expand mixed mode courses
o
Scheduling flexibility – decreased space needs
o
Sustain volume without facilities and debt constraints
o
Expand graduate education based on faculty strength and social
expectations
o
Branding /PR
I-6
APPENDIX I: SWOT Analysis
Threats
Changing
o
Student Profile
Enrollment ambiguity
-
and
Maintaining Standard vs. Conditional Admits while continuing to shift the
academic profile
Demographics
o
-
Providing access for Very High Need (VHN)
-
Wide range of academic ability and preparedness in same classes
Increased selectivity threatens to alienate traditional primary market;
commuter vs. resident population
o
Declining number of traditional high school graduates- 2010 - 2013;
may need to tap into international and non-traditional students
External
o
Students ‘ perception of academic quality (external) and actual experience
Perception:
-
Ease of shifting if not satisfied and expectations not met
Image &
-
Threat to recruitment and retention
Reputation
o
Too many things in the hopper to focus on core of education to students
Competition
o
Increased competition from public institutions
Academic
o
-
Increased strength of offerings
-
Heightened pursuit of private market
-
Lower cost
Faculty – motivation, classroom content, mode of instruction,
Experience &
-
Lack of vibrancy, faculty community, student/faculty engagement
Students’
-
Housing needs
Expectations
Mission
Global Market
o
Keeping pace with student expectations for technology
o
Current students – satisfaction, retention and graduation rates
o
Career placement – internal; alumni
o
Tension with mission
o
-
Very High Need (VHN) with continuing shift in academic profile
-
Declining Vincentian presence
Declining number of US students will necessitate tapping into
international students more aggressively or falling behind
o
Competition for US and international students from International
Universities
Economy,
o
Rising tuition costs and student debt (costs vs. value)
Funding and
o
Economic volatility
Accountability
o
States’ fiscal crises - declining funds for higher education
Academic /
o
Staten Island Campus-declining enrollment
Administrative
o
Academic / Administrative offices – not changing quickly enough to meet
Units
challenge of change in focus of STJ (2010: Voluntary Separation Offer resulted
in reduction of 259 employees)
I-7
APPENDIX I: SWOT Analysis
I-8