Section 3: Institutional Strategy

Institutional strategy questions deal with the nature and extent of recent changes in an institution. Such changes are generally thought to be necessary when adapting an organization to a changing environment, thereby enabling it to develop. Research by NCHEMS shows that optimal responses to these questions vary for each institution, depending on its history, capabilities, and environment.

What is our survey data telling us?

Columbia is expanding its academic programs that would help to spread the risk of market decline in a few specialized areas. The diversification of the College's academic offerings and activities has not yet led to a more diversified student body.

The College is expanding, innovating, and responding to external forces rapidly in areas where we have expertise. At times, these changes are seen as a bit premature. NCHEMS research suggests that taking certain conservative measures is generally recommended, even if the institution is simultaneously taking more aggressive strategic action. This moderation provides a degree of 'buffer' from conflicting demands for change and ensures that existing competencies of the institution remain strong and competitive.

The top administration team is viewed as aggressively investing in recruitment and developing external relations at multiple fronts, and is very much involved with communicating our strengths to external constituents. The administration team has developed multi-year strategies to achieve the College's long-term objectives and has its pulse on the enrollment and financial conditions. The respondents agree that the top administration team could do more to promote open communication and conserve resources. Questions relating to the College's financial conditions, budget, and feedback on enrollment generated a high percentage of "Don't Know" responses, especially among the part-time faculty, reinforcing the need for improved communication on these issues.

The following comments from survey respondents illustrate the range of perspectives on the institutional issues discussed in this section:

I think Columbia is experiencing a great deal of change, but we still don't have everyone on board which causes conflict. There are some who still want to run this like a 1,500 student school, who resist the change and development.

In my opinion, Columbia College has turned away from its original mission as an "alternative" college where the faculty and students were dedicated to creating an open, honest enrollment for learning and an exchange of ideas. It now feels more like any other college, where the bureaucracy and leadership are more concerned with raising money for physical structures and appearances rather than keeping abreast of the latest trends in the arts and the businesses which we are supposed to be preparing our students to enter into after graduation....

Data for this section 

For further information, please contact: hwexler@colum.edu