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Table 2.
Results of SWOT analysis for BSU on 01.01.2020
| Factors | S ‐ Strengths | W‐Weaknesses | O‐Opportunities | T‐Threats |
|---|---|---|---|---|
| Educational activity | A wide range of competitive training areas and specialties of higher education, secondary vocational educationand additional vocational education. Availability of licenses and accreditation of educational programs. Functioning of the system of independent assessment of the quality of education. Modern educational space. Design, development and implementation of educational programs that meet the requirements of professional standards/self‐ established standards. | Low demand for individualunique educational programs. | Opening new areas of training to meet the needs of the market. Expanding the forms of work with under‐ performing students. Development of combined and mixed education. Implementation of project activities. International cooperation development. | High competition in the market for educational services. Demographic crisis in the country. Reducing the acceptance control numbers. |
| Scientific and innovative activities and products | Lack of foreign and domestic analogues for certaintypesof scientific and technical products. Availability of scientificand innovative infrastructure, including small innovative enterprises. Victories in competitions for grants for research and development. Uniqueness of research anddevelopment results. | Wear and tear of scientific laboratory equipment. | Development of scientific design taking into account the requirements of enterprises and organizations in the real sector of the economy. Formation of mobile scientific groups on sub‐ processes of scientific and innovative activity. Increase in patents. Opening of innovative projects taking into account the needs of industry. | Risk of insufficient financing of innovative projects. Stricter conditions for competitions for the implementation of scientific projects. Passive demand for scientific and technical products. |
| Price policy | Flexible system of payment forms, co‐financing, availability of discounts. | Restrictions on setting tuition fees. | Individual approach to co‐ financing the cost of training in certain areas of training. | Increasing the cost of educational services. Falling solvency of the population. Dumping policy of competitors. |
| Employment, implementation of scientific and innovative activities products | Availability of long‐ term contracts for cooperation with basic enterprisesand organizations. Experience in implementing complex projects of high‐tech production. | Insufficient transfer of scientific and technical products. | Development of the target training system. Participation of students in the WorldSkills professional skills championship | The lack of enterprises interest for young employees. The risk of organizations refusing to sign contracts for targeted training. |
| Promotion of educational services, scientific and innovative products | The presence of a specialized division that organizesthe acceptance campaign. A variety of forms of career guidance and advertising materials. Positive image of the University in the organizations of the region. Publications in print media. Broadcasts of events. | Limited advertising budget. | Development of corporate radio and television, official website. | The lack of demand for patents by the enterprises. |
| Personnel, their potential, qualifications, interests | Highly qualified teaching staff.The system of competitive selection of teachers and researchers. System of training of scientific personnel and personnel reserve. Certification of teachers. Introduction of arating system. Incentives for research supervisors, postgraduates, doctoral students and applicants. | Insufficient level of practical training of scientific and pedagogical workers. Increasing the average age of the teaching staff. Aging of frames. | Staff optimization. Development of social programs. Housing construction in order to attract and retain qualified personnel. | Outflow of young scientists. |
| Consumers | Monitoring of consumer satisfaction in the field of educational services. Organization of preparatory courses. Cooperation agreement. Availability of a database of companies and organizations interested in specialists. | Requirements for practical experience of graduates. | The development of contractual relations with the potential customers. Development of the system of basic departments. | Risk of dissatisfaction with the needs and expectations of consumers. |
| Providers | Interaction with suppliers on a long‐term contractual basis. | Low level of school preparation “on entry”. | Organization of preparatory courses, including on a distance basis. Expanding the target admission. | Reducing the quality of educational services in schools. |
| Partners | Exchange of information. Involvement in research and development. Developed partnerships with industrial enterprises, organizations and institutions in the country and region. Engaging in joint implementation of socially significant projects and programs, attracting investment. | Insufficient use of opportunities from the partnership | Jointanalysis of partnership development opportunities, involvement of partners in the joint development of the University's strategy. Evaluating,recognizing and rewarding partners' efforts and achievements. | The risk of reducing the number of joint projects being implemented. |
| Competitors | Unique in the city scientific, educational and innovative University with multi‐ level training. Practice‐ oriented educational institution. The development of key partnerships. | High cost of training in certain areas of training. | Co‐financing the cost of training. | Dumping policy of competitors. |
| Educational technologies and processes | Availability of basic departments. High‐ quality educational and methodological support. Accessible practice of students at the leading enterprises of the country. Organization of foreign practices and internships. Application of information technologies in the educational process. High level of availability of computer equipment and information resources. | Insufficient number of online courses. | The expansion of online courses. Updating the educational and material base. | Widespread use of distance learning technologies by competitors. |
| Financial condition | Various sources of funding (from the Federal budget, grants; educational services on a commercial basis; research and development under contracts).The transparency of the budget. | Large property complex. | Development of the financial risk management system. | Reduction of budget and extra‐ budgetary funding. |
| Management organization | Involvement of staff in management through collegial bodies (councils, commissions, meetings). Transparency of management decision‐ making: the annual report of the Rector and the senior administration on the activities before the conference of the workforce. Availability of a quality management system and development of internal audit. Leadership of managers. | Lack of approved standards and regulations for the functioning of individual processes. | Using project management methods. Development of a quality management system and formation of a lean production system. | The complexity of risks and opportunities managing in a turbulent economy |
| Organizational culture | Unity of goals of the University and its employees. The system of initiative support and assistanceto subordinates from the Rector's office. Reward system. | Fragmentary level of compliancewith business etiquette by individual employees and students. | Support for a business atmosphere and a healthy social climate. Support for personal initiatives and free expression of opinion. Development of corporate values. | The risk of reducing the level of culture in society. |
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