SWOT Analysis for Schools

7/25/2019 SWOT Analysis for Schools

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SWOT analysis for schools, teachers andeducation |colleges|universities

Strengths, Weaknesses, Opportunities and Threads inan educational environment.

A SWOT analysis for schoolsis a tool that can provide prompts to thegovernors, management teachers and staff involved in the analysis of whatis effective and less effective in the schools systems and procedures, inpreparation for a plan of some form ( that could be an audit, assessments,uality checks etc.!. "n fact a SWOTcan be used for any planning oranalysis activity which could impact future finance, planning andmanagement decisions. "t can enable you (the governors andmanagement! to carry out a more comprehensive analysis.

Definitions

Strengths # $actors that are likely to have a positive effect on (or be

an enabler to! achieving the school%s ob&ectives

Weaknesses # $actors that are likely to have a negative effect on (or

be a barrier to! achieving the school%s ob&ectives

Opportunities # 'ternal $actors that are likely to have a positive

effect on achieving or eceeding the school%s ob&ectives, or goals not

previously considered

Threats # 'ternal $actors and conditions that are likely to have a

negative effect on achieving the school%s ob&ectives, or making thethe ob&ective redundant or un)achievable.

*efore starting any planning or analysis process you need to have a clearand SMARTgoal or ob&ective. What is it that you need to achieve or solve+'nsure that all key stakeholders (relevant to the issue being eplored! buyinto this ob&ective or goal.
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Then undertake a PESTLE analysis(or PESTLE in Schools!, this willprovide you with the eternal factors (OT!.

se the PRMO!" #odelto ensure all internal factors are considered

$onducting a SWOT analysis for schools |colleges|universities

One of the most effective ways to conduct a SWOT analysis forschoolsis not to do it in isolation, but with a team effort. When the goal isshared, then a %rainstor#ing sessioncan be run.

'nsure than when running such asession it is facilitated by a person not involved with the content # this is

best with an independent person. "f budgets do not allow this # then talk toanother establishments head, and arrange a contra deal.

-o this activity in a number of phases

/! Share the goal

0! -ata collection (no filtering or comments # record verbatim! consider allareas of PRMO!"

1! Take a break of at least / hr

2! $ilter, sort and analyse into the 2 areas # SWOT # be criticaland SMARTavoid ambiguous statements or ideas at this stage

3! 4rioritise the elements

5ave a second session where the planning phase takes this data and putsit into a realistic plan.
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MPORTA&T TP for SWOT analysis in schools, |colleges|universities

-o not hide or underestimate threats or weaknesses # if you ignore them orunderplay them now they will come back to haunt you at some stage #probably when they can do most damage6

The goal of any session like this is not necessarily to neutralise anyweakness or threat # that is impossible # but to have it on your radar # andwhere possible take avoiding action. To some etent it is all about risk.

What sort of tas's and issues can a SWOT analysis for Schools %eused for(

At its most comple and comprehensive, it can be used for businessplanning, however it is also of value to solving localised issues andchallenges.

An E)a#*le of a SWOT analysis for schools |colleges|universities

We will use an eample of a teacher working within a first school who want

to improve the relationships with parents of his pupils.

TASK

1. Define the goal and measurable outcomes i.e. to have more than 50% of parents spending one day i

2. Consider the current activities you have in place to encourage parent-partnerships ithin your class! s

". Complete a #$& analysis' identifying your current strengths and realistically appraising your curre

involving other teachers' pupils and parents.

). *rom the current analysis identify factors hich could be improved

5. +dentify opportunities that could be created

,. ut a plan and set of measures in place.

The school identified the following ob&ective

To improve parent)partnership by encouraging parents to visit the

school and become active members of the community.

Outcome # to have more than 378 of parents spending one day in

class per term

9urrently, the school holds an open day once each year. "t uses this as away to encourage parents to visit the school and engage with school staff.The following is the initial SWOT Analysis for schools.


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Strengths

ighly-s(illed teachers.

istory of successful pen day

events

#chool has a strong ethos of

openness' sharing and commitment

to increasing parental confidence

arents anting to get involved

&/ illing to participate

Weaknesses

&eachers not available to meet

parents often enough

Current open days events notincreasing voluntary activity

ot enough staff time to plan more

events

#taff not clear of their role in the

parent relationship

arro focus on open events not

partnership activities

Curriculum too stretched for

additional activity

Opportunities

/ctive volunteer committee illing

to plan and organise events

upils active in the schools upilarticipation roect can be as(ed

for their opinions and suggestions.

ead &eacher is illing fle3

curriculum to free up teacher time

4se parents to contribute to

curriculum delivery

Threats

Confidentiality is at ris(

upil coercion to do things they do

not ish to do

The next step is to develop a plan with interested stakeholders

A SWOT analysis for schools, colleges, universitiesor other educationalestablishments can be a simple and yet effective way to ensuring that allappropriate factors are considered. "n this environment it is particularlyimportant to use the 4:";O)$ template to ensure that all elements havebeen considered. "ndeed ensure that under 4eople # teachers, support

staff, parents and children are considered along with third party people(police, local health etc that can form a part of your community.


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Teachers, Tutors, eed to know more about SWOT analysis+ then check out Mi'eMorrison+s *ook ) Strategic usiness Diagnostic Tools on Ama?on oron -indle

$or more on SWOT analysisread our other articles.

$iled nder SWOT AnalysisTaggedWith analysis, education, Manage#ent, organisation, PESTLE, PRMO!", *rofessor, schools, Strategy, SWOT, teacher, te#*late, tutor

A%out Mi'e Morrison

;ike ;orrison is a consultant and change agent specialising in developing

skills in senior people to increase organi?ational performance.

;ike is also founder = director of :apid*", an organi?ational effectiveness

consultancy.
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WHAT IS A SWOT ANALYSIS AND WHY SHOULD YOU

USE ONE?

WHEN DO YOU USE SWOT?

WHAT ARE THE ELEMENTS OF A SW OT ANALYSIS? HOW DO YOU CREATE A SWOT ANALYSIS?

HOW DO YOU USE YOUR S WOT ANALYSIS?

Opposition is an inevitable part of change and one that can signicantly

impact your community organizing. However, if you know how to take

stock of the opposition inside and outside of your eort or group, you are

more likely to plan and act eectively.

Thats where !"OT analysis comes in. !"OT can help you handle both

ordinary and unusual situations in your community health or development

initiative, by giving you a tool to e#plore both internal and e#ternal factors

that may in$uence your work.

"H%T &! % !"OT %'%()!&! %'* "H) !HO+(*

)O+ +! O'-

The name says it Strength, Weakness, Opportunity, Threat. % !"OT

analysis guides you to identify the positives and negatives inside your

organization /!0"1 and outside of it, in the e#ternal environment /O0T1.

*eveloping a full awareness of your situation can help with both strategic

planning and decision0making.

The !"OT method /which is sometimes called TO"!1 was originally

developed for business and industry, but it is e2ually useful in the work of

community health and development, education, and even personal

growth.

!"OT is not the only assessment techni2ue you can use, but is one with a

long track record of eectiveness. 3ompare it with other tools found in the

3ommunity Tool 4o#to determine if this is the right approach for your

situation. The strengths of this method are its simplicity and application to

a variety of levels of operation.

"H' *O )O+ +! !"OT-
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A SWOT analysis can ofer helpul perspectives at any stage o an

efort. You might use it to:

#plore possibilities for new eorts or solutions to problems.

5ake decisions about the best path for your initiative. &dentifying your

opportunities for success in conte#t of threats to success can clarify

directions and choices.

*etermine where change is possible. &f you are at a 6uncture or turning

point, an inventory of your strengths and weaknesses can reveal priorities

as well as possibilities.

%d6ust and rene plans mid0course. % new opportunity might open wideravenues, while a new threat could close a path that once e#isted.

!"OT also oers a simple way of communicating about your initiative or

program and an e#cellent way to organize information youve gathered

from studies or surveys.

"H%T %7 TH (5'T! O8 % !"OT

%'%()!&!-

% !"OT analysis focuses on the four elements of the acronym, but the

graphic format you use varies depending on the depth and comple#ity of

your eort.

7emember that the purpose of performing a !"OT is to reveal positive

forces that work together and potential problems that need to be

addressed or at least recognized. 4efore you conduct a !"OT session,

decide what format or layout you will use to communicate these issues

most clearly for you.

"e will discuss the process of creating the analysis below, but rst here

are a few sample layouts0ideas of what your !"OT analysis can look like.

)ou can list internal and e#ternal opposites side by side. %sk participants

to answer these simple 2uestions what are the strengths and weaknesses

of your group, community, or eort, and what are the opportunities and

threats facing it-


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Internal External

!trengths "eaknesses Opportunities Threats

ositives !egatives

!trengths

%ssets

7esources

Opportunities

9rospects

"eaknesses

(imitations

7estrictions

Threats

3hallenges

Or if a looser structure helps you brainstorm, you can group positives and

negatives to think broadly about your organization and its e#ternal

environment.

%nd heres a third option for structuring your !"OT analysis that might be

appropriate for a large initiative that re2uires detailed planning or many

alternatives. This more elaborate :TO"! 5atri#: is adapted from 8red


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*avids Strategic Managementte#t. Here a working table guides you to

identify strategies by matching items in each 2uadrant.

ST"E!#T$S

;.

.

WEA%!ESSES

;.

.

OO"T&!ITIES

;.

.

Opportunity0!trength /O!1 !trategies

+se the strengths to take advantage

of opportunities

;.


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mployee morale high

5arket share has

increased

(ack of strategic

management system

OO"T&!ITIES

"estern uropean

unication

7ising health

consciousness in

selecting foods

*emand for soups

increasing annually

Opportunity0!trength /O!1

!trategies

%c2uire food company in

urope /!;, !=, O;1

*evelop new healthy

soups /!


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(&!T&'? )O+7 &'T7'%( 8%3TO7! !T7'?TH! %'*"%@'!!! /!, "1

Internal actors inclu'e your resources an' experiences. #eneral

areas to consi'er are:

Human resources 0 sta, volunteers, board members, target population

9hysical resources 0 your location, building, e2uipment /*oes your building

have a prime location- *oes it need renovations-1

8inancial 0 grants, funding agencies, other sources of income

%ctivities and processes 0 programs you run, systems you employ

9ast e#periences 0 building blocks for learning and success, your

reputation in the community

*ont be too modest when listing your strengths. &f youre having diAculty

naming them, start by simply listing your characteristics /e.g., were small,

were connected to the neighborhood1. !ome of these will probably be

strengths.

%lthough the strengths and weakness of your organization are yourinternal 2ualities, dont overlook the perspective of people outside your

group. &dentify strengths and weaknesses from both your own point of

view and that of others0those you serve or deal with. *o others see

problems00or assets00that you dont-

How do you get information about how outsiders perceive your strengths

and weaknesses- )ou may know already if youve listened to those you

serve. &f not, this might be the time to gather that type of information. !ee

:7elated !ections: for ideas on conducting focus groups, user surveys,

listening sessions, and meetings.

(&!T&'? BT7'%( 8%3TO7! O99O7T+'&T&! %'*TH7%T! /O, T1

3ast a wide net for the e#ternal part of the assessment. 'o organization,

group, program, or neighborhood is immune to outside events and forces.

3onsider your connectedness, for better and worse, as you compile this

part of your !"OT list.


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(orces an' acts that your group 'oes not control inclu'e:

8uture trends 0 in your eld /&s research nding new treatments-1 or the

culture /*o current movies highlight your cause-1

The economy 0 local, national, or international

8unding sources 0 foundations, donors, legislatures

*emographics 0 changes in the age, race, gender, culture of those you

serve or in your area

The physical environment /&s your building in a growing part of town- &s

the bus company cutting routes-1

(egislation /*o new federal re2uirements make your 6ob harder...or

easier-1

(ocal, national or international events

%s a tool designed for businesses, the ma6or threat to success for most

!"OT practitioners is :the competition.: 9rograms to improve the health

and well0being of individuals and communities might not have competitors

in the market sense, but there could be overlap in services with other

agencies that you need to consider. Or perhaps preferences for funding

arent favoring you C youre interested in health promotions, but treatment

is getting all the resources.

!o it can help to think of the :competition: in a broad sense as you

consider threats to your eort. 9erhaps the competition for your target

populations time and attention e#ists in a competing unhealthy habit,

such as smoking, or in a societal force like tobacco advertising, or even in

the lure of couch and TD, which occupy time that might be given to

e#ercise.

HO" *O )O+ 37%T % !"OT %'%()!&!-

"HO *D(O9! TH !"OT-

The most common users of a !"OT analysis are team members and

pro6ect managers who are responsible for decision0making and strategic

planning.


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4ut dont overlook anyone in the creation stageE

%n individual or small group can develop a !"OT analysis, but it will be

more eective if you take advantage of many stakeholders. ach person

or group oers a dierent perspective on the strengths and weaknesses ofyour program and has dierent e#periences of both.

(ikewise, one sta member, or volunteer or stakeholder may have

information about an opportunity or threat that is essential to

understanding your position and determining your future.

"H' %'* "H 7 *O )O+ *D(O9 % !"OT %'% ()!&!-

% !"OT analysis is often created during a retreat or planning session thatallows several hours for both brainstorming and more structured analysis.

The best results come when participants are encouraged to have an open

attitude about possibilities. "hile you might :!"OT: in con6unction with

an informational or business session, the tone when creating a !"OT

analysis is usually collaborative and inclusive.

"hen creating the analysis, all people involved are asked to pool their

individual and shared knowledge and e#periences. The more rela#ed,

friendly and constructive the setting and environment, the more truthful,comprehensive, insightful and useful your analysis will be.

HO" *O )O+ *D (O9 % !"OT %' %()!&!-

$ere are steps or con'ucting a gathering to pro'uce your

analysis.

*esignate a leader or group facilitator who has good listening and group

process skills, and who can keep things moving and on track.

*esignate a recorder to back up the leader if your group is large. +se

newsprint on a $ip chart or a large board to record the analysis and

discussion points. )ou can record later in a more polished fashion to share

with stakeholders and to update.

&ntroduce the !"OT method and its purpose in your organization. This can

be as simple as asking, :"here are we, where can we go-: &f you have

time, you could run through a 2uick e#ample based on a shared

e#perience or well0known public issue /even the new TD season1.


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*epending on the nature of your group and the time available, let all

participants introduce themselves. Then divide your stakeholders into

smaller groups. &f your retreat or meeting draws several groups of

stakeholders together, make sure you mi# the small groups to get a range

of perspectives, and give them a chance to introduce themselves.

o The size of these depends on the size of your entire group C

breakout groups can range from three to ten. &f the size gets much

larger, some members may not participate.

Have each group designate a recorder, and provide each with newsprint or

dry 0erase board. *irect them to create a !"OT analysis in the format you

choose0a chart, columns, a matri#, or even a page for each 2uality.

o ?ive the groups


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o %sk one group at a time to report /:?roup %, what do you see as

strengths-:1 )ou can vary which group begins the report so a certain

group isnt always left :bringing up the end: and repeating points

made by others. /:?roup 4, lets start with you for weaknesses.:1

o Or, you can open the $oor to all groups /:"hat strengths have you

noted-:1 for each category until all have contributed what they

think is needed.

*iscuss and record the results. *epending on your time frame and

purpose

o 3ome to some consensus about the most important items in each

category

o 7elate the analysis to your vision, mission, and goals

o Translate the analysis to action plans and strategies

&f appropriate, prepare a written summary of the !"OT analysis to give or

e0mail to participants for continued use in planning and implementing your

eort.

5ore ideas on meeting strategies can be found by conducting public

forums and listening sessions,conducting focus groups, or organizing a

retreat.

HO" *O )O+ +! )O+7 !"OT %'%()!&!-

&n some ways a !"OT analysis pushes you to think :inside the bo#: by

asking you to categorize your eort in such simple opposing terms. 4ut

the purpose of this information gathering is denitely to help you moveoutside the bo# of any constraints or limitations that may have hindered

you before.

@nowledge is indeed power, and knowing what the positives and

negatives of your program are puts you in a more powerful position for

action. "hile a !"OT analysis is not in itself action, it can be a :support

team: to help you

&dentify the issues or problems you intend to change
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!et or reaArm goals

3reate an action plan

%s you consider your analysis, be open to the possibilities that e#ist withina weakness or threat. (ikewise, recognize that an opportunity can become

a threat if everyone else sees the opportunity and plans to take

advantage of it as well, thereby increasing your competition.

8inally, during your assessment and planning, you might keep an image in

mind to help you make the most of a !"OT analysis Look for a !tretc"#

not $%!t a &t' %s 7adha 4alamuralikrishna and Gohn 3. *ugger of &owa

!tate +niversity point out, !"OT usually re$ects your current position or

situation. Therefore one drawback is that it might not encourage opennessto new possibilities. )ou can use !"OT to 6ustify a course that has already

been decided upon, but if your goal is to grow or improve, you will want to

use it dierently.

&' !+55%7)

% realistic recognition of the weaknesses and threats that e#ist for your

eort is the rst step to countering them with a robust and creative set of

strengths and opportunities. % !"OT analysis identies your strengths,

weaknesses, opportunities and threats to assist you in making strategic

plans and decisions.

!"OT is a simple yet comprehensive way of assessing the positive and

negative forces within and without your organization, so you can be better

prepared to act eectively. The more stakeholders you involve in

preparing the !"OT, the more valuable your analysis will be.

"hatever courses of action you decide on, the four0cornered !"OTanalysis prompts you to move in a balanced way throughout your

program.

It remin's you to:

build on your strengths

minimize your weaknesses

seize opportunities


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counteract threats

% !"OT analysis will be most helpful if you use it to support the vision,

mission, and ob6ectives you have already dened. The !"OT will at least

provide perspective, and at best will reveal connections and areas foraction.

)ontri*utor

Dal 7enault

rint "esources

*avid, 8red 7. /;=1. !trategic 5anagement, >th d. 'ew )ork 5acmillan

9ublishing 3ompany.

Gones, 4ernie. /;F1. 'eighborhood 9lanning % ?uide for 3itizens and

9lanners. 3hicago and "ashington, *.3. 9lanners 9ress, %merican

9lanning %ssociation.

Online "esources

!"OT %nalysis % 5anagement Tool for &nitiating 'ew 9rograms in

Docational !choolsby 7adha 4alamuralikrishna and Gohn 3. *uggerdescribes the use of a !"OT analysis to initiate new programs in

vocational schools.

Iuality ?uide !"OT %nalysisis a helpful guide from 5anagement

!ciences for Health and +nited 'ations 3hildrens 8und.

5ind Tools !"OT %nalysisprovides a 2uick overview of !"OT.

!"OT %nalysis

!"OT Opportunities
http://scholar.lib.vt.edu/ejournals/JVTE/v12n1/Balamuralikrishna.htmlhttp://scholar.lib.vt.edu/ejournals/JVTE/v12n1/Balamuralikrishna.htmlhttp://erc.msh.org/quality/ittools/itswot.cfmhttp://www.mindtools.com/pages/article/newTMC_05.htmhttp://swotanalysis-org331.blogspot.com/http://swotanalysis-org331.blogspot.com/2013/11/swot-analysis-opportunities_30.htmlhttp://scholar.lib.vt.edu/ejournals/JVTE/v12n1/Balamuralikrishna.htmlhttp://scholar.lib.vt.edu/ejournals/JVTE/v12n1/Balamuralikrishna.htmlhttp://erc.msh.org/quality/ittools/itswot.cfmhttp://www.mindtools.com/pages/article/newTMC_05.htmhttp://swotanalysis-org331.blogspot.com/http://swotanalysis-org331.blogspot.com/2013/11/swot-analysis-opportunities_30.html


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Documents

SWOT Analysis for Schools