Methodology Used for SWOT Analysis:
For conducting SWOT analysis, a core team consisting of the Principal, faculty members from different streams and the heads of the department were constituted. The core committee and sub-committees were constituted which had diverse groups from science, humanities, commerce, office, library, alumni, students and other stakeholders. The team met several times and had consultations/brain storming sessions in participatory mode. Data collection and regular meetings were conducted for this purpose which helped to workout and determine the institutional strengths, weaknesses, opportunities and threats. Expert opinions were also taken into consideration. An action plan was drafted on the basis of such findings and priorities.
- Excellent academic support and accredited programmes.
- The well-qualified faculty.A spacious campus having potential for expansion.
- Good library facilities.
- Encourages students and the members of faculty to participate in MOOCs.
- The college is registered as SWAYAM NPTEL local chapter.
- Launched the Coursera Campus Response Programme to students and the public during the Covid pandemic situation.
- Provides free online courses.
- A well-defined student admission policy.
- The selection of students strictly based on merit.
- Student scholarships.
- Fewer dropout rates.
- Adequate student support services.
- Consistent academic rankings.
- Most of the classes are engaged by the permanent faculty.
- A strong bond with a high level of interaction between the faculty and students.
- An excellent geographic location that enables to provide local and regional service.
- Dedicated and experienced supporting and administrative staff.
- Transparency and accountability in administration.
- Broad-based channels of communication within the College.
- Fees are highly subsidised and helpful to the weaker sections of society.
- Good infrastructural facilities.Fair and equitable distribution of the academic work.
- Strong focus on quality teaching that excels at all levels.
- Strong support from the local community.
- Infrastructure management has procedural delays.
- Lack of collaboration with the advanced professional institutes
- Availability of funds is limited in certain cases.
- The alumni participation is limited.
- Professional Development for the faculty is limited
- The ageing technology and equipment policy.
- Problems to find sufficient alternative sources of revenue.
- The limited programme diversity.
- The lack of value added / add-on courses / online courses.
- Income generation from consultancy, courses etc. doesn’t exist.
- Lack of off-campus and alternative programmes (e.g., online courses).
- Limited research programs.
- The well-qualified facultymembers who are capable of getting grants, funds, and research projects.
- Greater chances of enhancing consultancy and extension activities.
- To use reputation for providing quality courses.
- Utilising the geographical location to develop new programme opportunities.
- Scope for becoming a nodal institution.
- Availability of the competent faculty for replacement.
- Can help the growthof backward sector students in an excellent manner.
- Possibility of enhancing courses and seats.
- Starting of new generation and industry-oriented courses.
- Scope for providing research and post-doctoral studies.
- The competition from other institutions which have more diversified programmes and resources for students.
- New advanced courses with good investment requirements are limited.
- Funding availability in certain cases is not much adequate.
- External threats, changing priorities etc. can potentially impact the limited resources.
- Loss in academic sessions due to variety of reasons.
- Updating of the curriculum or the course is limited.
- Technology changes that effect the future growth and productivity.
- Not able to respond and change quickly to the changing scenario.
- Procedural formalities hinder innovation.