| After completing the narrative, SWOT analysis and planning lists, provide a short narrative summarizing the evaluation and findings of your Annual Review.
Formal assessments are needed. They need to be developed and implemented. Although the experiences of the LCCW staff can account for much of the need in the Wai`anae community, data tracking may reveal more needs and further justify current ones. The Waianae Center needs to be expanded to accomplish several goals. First of all, UH needs to invest in workforce development and UH especially needs to do so in areas where socioeconomic indicators suggest urgency. The Waianae region suggests such urgency, and this is why one finds Waianae on the top of the list when it comes to 2nd Decade analysis of need for investment. Waianae is challenged by poverty, unemployment, underemployment, geographic remoteness, going rates to college, and drop out rates from high school and other variables. Also, Waianae has the largest concentration of Native Hawaiian in the state. Over the years, the LCC Waianae Center has offered an uneven set of course offerings in a staggered and unpredictable manner. In addition, this unsettled academic set of offerings is deployed in a marginal facility. The Director at Waianae must rely on the good graces or whim of Division Chairs at the Pearl Campus to offer courses at Waianae. There is no instructional budget per se for the LCCW Center. LCCW needs a budget that is adequate to the need and tagged specifically and only for the needs at LCCW. The need, the numbers, and the opportunities suggest that a more robust investment at Waianae, on the credit and non-credit side of education and workforce training, be pursued. LCCW is currently enrolling approximately 800+ registrations per year and producing 2700 cr. hrs. With a coherent and expanded schedule of courses, the goal would be to increase this number considerably. The data from the Waianae area (Department of Education 2004-05 School Status and Improvement Report and 2004 MAPS data) suggest that there is much potential for increasing going rates. First it should be stated that the drop out and going rates for Nanakuli and Waianae High School are troubling: % Dropout Going Rate Nanakuli HS 26.6% 18.4% Wai‘anae HS 29.2% 16% More opportunities for continuing with higher education and more influence from an enlarged initiative will have an impact on these numbers. In addition, there is much to suggest that the potential for more participation is high. The region has the highest percentage of adults who only have a high school diploma. In addition the region has the lowest percentage of those with a bachelor's degree. See highlighted areas below. Ranking means level of urgency More opportunities for continuing with higher education and more influence from an enlarged initiative will have an impact on these numbers. In addition, there is much to suggest that the potential for more participation is high. The region has the highest percentage of adults who only have a high school diploma. In addition the region has the lowest percentage of those with a bachelor's degree. See highlighted areas below. Ranking means level of urgency FACTOR State Rank State Average Projected Hawai‘i High School Graduates, 2006–2018 2 0.7% -0.3% Per Capita Personal Income 2000 1 $13,802 $21,525 Workforce Participation, Age 16 & older 2 57.8% 60.4% Population Age 18-64 with only a HS Diploma 1 47.1% 29.0% Population Age 25-64 with at least a Bachelor’s 1 10.1% 28.7% UH 2 year Going Rates, Fall 2005 2 10.0% 21.1% UH 4 year Going Rates, Fall 2005 1 3.9% 11.9% Stocktaking presentation from the Puko’a Council indicated that “Lack of State support for Native Hawaiian access to higher education is directly related to over representation of Native Hawaiians in the worst social statistics.” This presentation goes on to state that Native Hawaiian suffer in the following ways: · 23% of the population · 47% of Known Offenders · 38% of Prison Inmates · 30% of the Homeless · 28% of all Welfare Recipients · Highest % of all races incarcerated The Center expansion is needed due to the opportunity to reach more people as well as the need to lift more people up into higher education and workforce development. This investment represents one part of a larger vision that would establish a new facility to accommodate this newly expanded operational budget. |
| What additional data that is currently not available would have been helpful to effectively evaluate your unit/area?
An assessment/survey of the Wai`anae residents in the areas of job training and education is needed. I believe that some of our residents may want training in a completely different field that they may be in right now in their career. Asking residents where they are and where they want to be would be very helpful to the college. Residents could also be asked as to how the university can help the Wai`anae coast. |
| Discuss the recommendations from the previous program review and the action that has been taken.
No Previous Annual Review |
| Strengths | Access for Wai`anae residents into higher education.
|
| Weaknesses | Physical Size. Programs at LCCW are restricted due to space requirements. Need to expand offerings and physical space.
|
| Opportunities | Opportunities for Wai`anae residents exist in other programs located at other UH campuses. Students/residents have expressed interests in Social Work, construction trades, RN program, pharmacy, and upper division course offerings such as those offered by UH West Oahu.
|
| Threats | Loss of LCCW Counselor. Students who once had their trust in the LCCW counselor are hesitant to confide in another. They have also expressed frustration in needing to retell their academic/personal situation to someone else. LCCW has also suffered from not having its counselor during this period of recruitment.
|
| Discuss the adequacy and appropriateness of faculty & staff professional development activities as they relate to area/unit and college goals. List applicable activities. (based on Accreditation Standard IIIA.5.a,b)
Not Applicable.
|
| Describe any special projects, grants, professional organizations, presentations or contributions to the College by faculty and staff.
Not Applicable |
| Are project faculty and staff sufficient in number and training to provide effective support for student learning?
No. LCCW is need of its counselor back to Wai`anae.
|
| Strengths | All three members of LCCW’s staff are knowledgeable of the area and the needs of its residents. Two have always lived and worked in Wai`anae and one has worked in an area elementary school. |
| Weaknesses | Lack of a counselor and additional staffing. |
| Opportunities | Opportunities for staff development is possible through attendance at Native People conferences that aim to improve education, social and economic status of indigenous peoples. Wai`anae is considered to have the highest population of Native Hawaiians in the state according to U.S. Census |
| Threats | Same as weakness. |
| Discuss how the College can address the values and priorities of the Hawaiian culture through its curriculum.
The college administration will need to start by talking to each Native Hawaiian faculty/staff member individually, not as a group. Present the findings to the campus Hawaiian community as a group and have each of the findings discussed so no one person or group’s finding dominate the direction of the college.
|
| What are the opportunities for collaboration within the projects and services offered for LCCW students? With other programs on campus?
An opportunity for collaboration is possible through LCC’s Office of Continuing Education and Workforce Development. As a member on the Wai`anae Neighborhood Board’s Education Committee, I have been advised to offer non-credit computer courses especially for seniors. Other suggested courses include nursing, food preparation and Hawaiian culture related. On the other hand, opportunities exist to offer programs from other UH institutions such as nursing from Kapiolani CC, education from UH Manoa, pharmacy from UH Hilo, and UH West O`ahu programs. |
| Discuss the level of participation in your project or level of use of your service. Is there sufficient demand for expansion? Has there been a significant increase or decrease in participation or usage?
An assessment that was recently completed by University of Hawaii`s Office of Academic Planning and Policy revealed that among all districts in the State of Hawai`i, Wai`anae came out first in relative need for postsecondary education and training.
|
| What are the opportunities for technologically based instruction, alternative learning formats or delivery modes?
No formal assessment has been done to determine this kind of need, though LCCW has offered these types of courses to its students via the internet and through Hawai`i Interactive Television Service (HITS). Past experiences in these types of deliveries have revealed a need to have instructors on site. Since LCCW primarily serve students entering higher education for the first time, the method of delivery is best provided by on site instructors so that one-on-one attention can be provided before and after class. Technologically based instruction should be considered when a student has reached his/her sophomore year, when gainful college experience has been attained.
|
| Discuss enrollment trends of LCCW students. Are there any proposed changes that might affect enrollment?
Enrollment trends at LCCW have been determined by two factors: 1) Staffing and 2) State and/or Federal Law The counselor is the most important element when it comes to enrollment. During the past ten years it has been very difficult for LCCW to acquire a counselor even though one is assigned to this campus. Federal law such as “No Child Left Behind” Act has provided an influx of students needing to meet federal guidelines for continued employment in the DOE. |
| Strengths | Ability to respond to community needs. |
| Weaknesses | Little to no counseling services since October 2005. |
| Opportunities | Offer curriculum and/or other programs from other UH institutions. |
| Threats | Counseling staff that can be recalled to LCC, leaving LCCW with no other substitution or much lesser resources. |
| Discuss adequacy of physical resources in providing access, safety and security for student learning. (IIIB.1.b) Does size, access, or availability of facilities limit growth or modification in any significant way? If yes, please explain. Size of LCCW facility limits growth with regard to programs that need office and classroom space. Classroom areas need to be expanded to accommodate more students and provide better accessibility for the physically challenged. In addition to housing the academic programs of LCC, LCCW is also host to the Ka Lama Education Academy, Wai`anae Maritime Academy, Wai`anae Health Academy, and the Director for Wai`anae Education Opportunities. Currently, the LCCW manager/coordinator is without an office. |
| Is existing equipment adequate to meet the instructional demands of the division? If no, explain. Does access to or availability of instructional equipment limit growth or modification in any significant way? If yes, explain.
LCCW could utilize more computers since all courses utilize this resource when it comes to typing papers, doing research, or when a course is supplemented through the use of the internet or WebCT. However, due to space constraints, the availability of laptop computers to students is preferred.
|
| Discuss adequacy of learning and information technology resources used by LCCW students and the projects and services geared to these students.
LCCW could utilize more computers since all courses utilize this resource when it comes to typing papers, doing research, or when a course is supplemented through the use of the internet or WebCT. However, due to space constraints, the availability of laptop computers to students is preferred.
|
| Discuss adequacy of counseling, assessment, testing, and other student support services used by LCCW students and the projects and services geared to these students.
Staffing required to render the services listed are not adequate since LCCW has had its counselor taken away with no time given for her return. These current services are shared by the coordinator, lab manager, clerk, and by an LCC counselor that the LCCW coordinator asked for help in addition to normal duties. This counselor is able to come out once or twice a week.
|
| What trends are affecting your use of technology?
The use of computers and the internet to supplement instruction or courses utilizing WebCT.
|
| Discuss any issues regarding job placement for your students.
Only the Wai`anae Maritime Academy assists with job placement and only in the merchant marine industry. |
| Discuss any issues of marketing and recruitment efforts.
Marketing and Recruitment has primarily been done by the LCCW counselor. LCCW has not been able to do any of this since the LCCW counselor has been assigned to LCC. |
| Discuss any issues regarding human resources support.
LCCW awaits the return of its counselor which is currently assigned to LCC. No date given for her return.
|
| Discuss any issues regarding professional development and training.
None |
| Discuss any assistance from the UHCC system that would enable you to do your job more effectively.
Help LCCW get its counselor back from LCC |
| Strengths | In General, all departments and divisions have been very supportive of the efforts at LCCW.
|
| Weaknesses | No Counselor.
|
| Opportunities | Adding additional support positions permanently to LCCW, especially if facilities could be expanded.
|
| Threats |
|
| Strengths | The location of LCCW in Wai`anae makes it very convenient and accessible for all residents, as it is centrally located and on the main highway. |
| Weaknesses | |
| Opportunities | |
| Threats |
| Personnel | Faculty, APT, Civil Service, and UPW positions; student help funding
Cost figures for new hires (for planning purposes only): 9 mos. faculty = $42,000; 11 mos. faculty = $50,000 APT = $35,000; Civil Service = $26,000; UPW - $22,000; Student Help = $6.25/hr |
| Equipment and Supplies | funds to be used for equipment and supplies; an increase in your annual operating budget |
| Capital Improvement Projects (CIP) | major renovations (costing more than $500,000); new buildings |
| Space | items dealing with the allocation of existing physical space |
| Repair & Maintenance | renovations under $500K; equipment repair or maintenance; facility repair or improvements |
| Information Technology | computers, peripherals, networking, servers, software |
| Training/Travel | professional development activities, including travel |
| Other | for items that do not seem to fit within any of the above categories |
| Other Notes on completing forms: |
| Priority: | Prioritize all items within each category. List the top 3 overall priorities based on all items in all chapters in “Overall Top 3” box. | |
| Rationale & Reference : | ||
| Select the reference driving the request and provide a brief rationale; include data when applicable. If “other” is selected, please explain in rationale. | ||
| Cost Estimate : | Whole numbers only, no decimals. Use planning figures provided in instructions if needed. | |
| Cost type : | Reoccurring = a cost that will be needed annually, such as additional personnel; One-time = costs that will not reoccur; needed only once | |
| 1, 3, 5 or 10 yr : | Estimate of when the request needs to be filled, e.g. 1 yr would be within the next fiscal year | |
| Priority | Item or Action | Rationale and Reference: -Strategic Plan -ACCJC standards -Assessment -Program Accred -Other | Cost Estimate | Cost Type
Reoccurring or 1-time |
1, 3, 5,
or 10 yr |
| 1 | Counselor | $50,000 | R | ||
| 2 | Janitor | Non-Existent | $22,000
50% FTE |
R | |
| 3 | APT
Computer/Technology Support |
Non Existent | $35,000 | R | |
| 4 | 3-4 Faculty Positions assigned specifically to LCCW | Non Existent | $200,000 | R | |
| Other Notes on completing forms: | |
| Priority: | Prioritize all items within each category. List the top 3 overall priorities based on all items in all chapters in “Overall Top 3” box. | |
| Rationale & Reference : | ||
| Select the reference driving the request and provide a brief rationale; include data when applicable. If “other” is selected, please explain in rationale. | ||
| Cost Estimate : | Whole numbers only, no decimals. Use planning figures provided in instructions if needed. | |
| Cost type : | Reoccurring = a cost that will be needed annually, such as additional personnel; One-time = costs that will not reoccur; needed only once | |
| 1, 3, 5 or 10 yr : | Estimate of when the request needs to be filled, e.g. 1 yr would be within the next fiscal year | |
| Priority | Item or Action | Rationale and Reference: -Strategic Plan -ACCJC standards -Assessment -Program Accred -Other | Cost Estimate | Cost Type
Reoccurring or 1-time |
1, 3, 5,
or 10 yr |
| 1 | 3 Video Projector Bulbs
Model: Sharp PG-C30XU |
LCCW has two Sharp projectors with one needing an immediate replacement. | $1,800 | 1 | |
| 2 | Lockable Glass Door Bookshelves | Needed for valuable Hawaiian book collection. | $1,000 | 1 | |
| 3 | 3 VCR/DVD Combo | Replace old players | $500 | 1 | |
| 4 | 2 TV Carts | Needed to place 27” tv and vcr/dvd players. | $1,000 | 1 | |
| 5 | Video Document Camera (ELMO) | Replace broken ELMO | $2,500 | 1 |
| Other Notes on completing forms: | |
| Priority: | Prioritize all items within each category. List the top 3 overall priorities based on all items in all chapters in “Overall Top 3” box. | |
| Rationale & Reference : | ||
| Select the reference driving the request and provide a brief rationale; include data when applicable. If “other” is selected, please explain in rationale. | ||
| Cost Estimate : | Whole numbers only, no decimals. Use planning figures provided in instructions if needed. | |
| Cost type : | Reoccurring = a cost that will be needed annually, such as additional personnel; One-time = costs that will not reoccur; needed only once | |
| 1, 3, 5 or 10 yr : | Estimate of when the request needs to be filled, e.g. 1 yr would be within the next fiscal year | |
| Priority | Item or Action | Rationale and Reference: -Strategic Plan -ACCJC standards -Assessment -Program Accred -Other | Cost Estimate | Cost Type
Reoccurring or 1-time |
1, 3, 5,
or 10 yr |
| Expansion of Facility | Purchase current building and use both floors as a first step while looking for a larger space that could include lab classes in the sciences | ||||
| Other Notes on completing forms: | |
| Priority: | Prioritize all items within each category. List the top 3 overall priorities based on all items in all chapters in “Overall Top 3” box. | |
| Rationale & Reference : | ||
| Select the reference driving the request and provide a brief rationale; include data when applicable. If “other” is selected, please explain in rationale. | ||
| Cost Estimate : | Whole numbers only, no decimals. Use planning figures provided in instructions if needed. | |
| Cost type : | Reoccurring = a cost that will be needed annually, such as additional personnel; One-time = costs that will not reoccur; needed only once | |
| 1, 3, 5 or 10 yr : | Estimate of when the request needs to be filled, e.g. 1 yr would be within the next fiscal year | |
| Priority | Item or Action | Rationale and Reference: -Strategic Plan -ACCJC standards -Assessment -Program Accred -Other | Cost Estimate | Cost Type
Reoccurring or 1-time |
1, 3, 5,
or 10 yr |
| expansion of services | |||||
| Other Notes on completing forms: | |
| Priority: | Prioritize all items within each category. List the top 3 overall priorities based on all items in all chapters in “Overall Top 3” box. | |
| Rationale & Reference : | ||
| Select the reference driving the request and provide a brief rationale; include data when applicable. If “other” is selected, please explain in rationale. | ||
| Cost Estimate : | Whole numbers only, no decimals. Use planning figures provided in instructions if needed. | |
| Cost type : | Reoccurring = a cost that will be needed annually, such as additional personnel; One-time = costs that will not reoccur; needed only once | |
| 1, 3, 5 or 10 yr : | Estimate of when the request needs to be filled, e.g. 1 yr would be within the next fiscal year | |
| Priority | Item or Action | Rationale and Reference: -Strategic Plan -ACCJC standards -Assessment -Program Accred -Other | Cost Estimate | Cost Type
Reoccurring or 1-time |
1, 3, 5,
or 10 yr |
| Other Notes on completing forms: | |
| Priority: | Prioritize all items within each category. List the top 3 overall priorities based on all items in all chapters in “Overall Top 3” box. | |
| Rationale & Reference : | ||
| Select the reference driving the request and provide a brief rationale; include data when applicable. If “other” is selected, please explain in rationale. | ||
| Cost Estimate : | Whole numbers only, no decimals. Use planning figures provided in instructions if needed. | |
| Cost type : | Reoccurring = a cost that will be needed annually, such as additional personnel; One-time = costs that will not reoccur; needed only once | |
| 1, 3, 5 or 10 yr : | Estimate of when the request needs to be filled, e.g. 1 yr would be within the next fiscal year | |
| Priority | Item or Action | Rationale and Reference: -Strategic Plan -ACCJC standards -Assessment -Program Accred -Other | Cost Estimate | Cost Type
Reoccurring or 1-time |
1, 3, 5,
or 10 yr |
| 1 | B & W Laser Printer | Replace Old Printer | $1,200 | 1 | |
| Other Notes on completing forms: | |
| Priority: | Prioritize all items within each category. List the top 3 overall priorities based on all items in all chapters in “Overall Top 3” box. | |
| Rationale & Reference : | ||
| Select the reference driving the request and provide a brief rationale; include data when applicable. If “other” is selected, please explain in rationale. | ||
| Cost Estimate : | Whole numbers only, no decimals. Use planning figures provided in instructions if needed. | |
| Cost type : | Reoccurring = a cost that will be needed annually, such as additional personnel; One-time = costs that will not reoccur; needed only once | |
| 1, 3, 5 or 10 yr : | Estimate of when the request needs to be filled, e.g. 1 yr would be within the next fiscal year | |
| Priority | Item or Action | Rationale and Reference: -Strategic Plan -ACCJC standards -Assessment -Program Accred -Other | Cost Estimate | Cost Type
Reoccurring or 1-time |
1, 3, 5,
or 10 yr |
| 1 | UH Maui Center | Site visit at campus and with personnel as LCCW may be a possible UH center. | $500 | 1 | |
| 2 | UH Kauai Center | Site visit at campus and with personnel as LCCW may be a possible UH center. | $500 | 1 | |
| 3 | 2008 WIPCE Conference
Melbourne, Australia |
||||
| Other Notes on completing forms: | |
| Priority: | Prioritize all items within each category. List the top 3 overall priorities based on all items in all chapters in “Overall Top 3” box. | |
| Rationale & Reference : | ||
| Select the reference driving the request and provide a brief rationale; include data when applicable. If “other” is selected, please explain in rationale. | ||
| Cost Estimate : | Whole numbers only, no decimals. Use planning figures provided in instructions if needed. | |
| Cost type : | Reoccurring = a cost that will be needed annually, such as additional personnel; One-time = costs that will not reoccur; needed only once | |
| 1, 3, 5 or 10 yr : | Estimate of when the request needs to be filled, e.g. 1 yr would be within the next fiscal year | |
| Priority | Item or Action | Rationale and Reference: -Strategic Plan -ACCJC standards -Assessment -Program Accred -Other | Cost Estimate | Cost Type
Reoccurring or 1-time |
1, 3, 5,
or 10 yr |
| Other Notes on completing forms: | |
| Priority: | Prioritize all items within each category. List the top 3 overall priorities based on all items in all chapters in “Overall Top 3” box. | |
| Rationale & Reference : | ||
| Select the reference driving the request and provide a brief rationale; include data when applicable. If “other” is selected, please explain in rationale. | ||
| Cost Estimate : | Whole numbers only, no decimals. Use planning figures provided in instructions if needed. | |
| Cost type : | Reoccurring = a cost that will be needed annually, such as additional personnel; One-time = costs that will not reoccur; needed only once | |
| 1, 3, 5 or 10 yr : | Estimate of when the request needs to be filled, e.g. 1 yr would be within the next fiscal year | |
| • | Access : To broaden access to postsecondary education in Hawai‘i, regionally, and internationally by providing open-door opportunities for students to enter quality educational programs within their own communities. |
| • | Learning and Teaching : To specialize in the effective teaching of remedial/developmental education, general education, and other introductory liberal arts, pre-professional, and selected baccalaureate courses and programs, with the goal of seamless system articulation and transfer, where appropriate. To structure our programs in such a way that they reflect not only academic rigor but also student development, learning outcomes and student goals. The College is committed to the achievement of student learning.* |
| • | Work Force Development : To provide the trained workforce needed in the State, the Asia-Pacific region, and internationally by offering occupational, technical, and professional courses and programs, which prepare students for immediate and future employment and career advancement. |
| • | Personal Development : To provide opportunities for personal enrichment, occupational upgrading, and career mobility through credit and non-credit courses and activities. |
| • | Community Development : To contribute to and stimulate the cultural and intellectual life of the community by providing a forum for the discussion of ideas; by providing leadership, knowledge, problem-solving skills, and general informational services; and by providing opportunities for community members to develop their creativity and an appreciation for the creative endeavors of others. |
| • | Diversity : To prepare students for the global workplace, with particular emphasis on Asia and the Pacific Rim, by building upon Hawai‘i’s unique multi-cultural environment and geographic location, through efforts in curriculum development and productive relationships with international counterparts. |
| Goal A: Provide opportunities for the pursuit of knowledge, personal enrichment, and creativity |
| Objective 1: Provide life-long learning and development of essential skills |
Objective 2: Develop effective teaching methodologies and delivery modes
Objective 3: Facilitate job placement
Objective 4: Promote understanding of and a respect for different cultures
| Goal B: Stimulate the cultural and intellectual life of the community by providing artistic, professional, and enrichment opportunities |
| Objective 1: Provide facilities, services, and activities to communities |
Objective 2: Provide non-credit and short-term training
| Goal C: Improve educational effectiveness | |
| Objective 1: Improve and broaden scope of assessment | |
| Objective 2: Institute comprehensive strategic student enrollment management program |
Objective 3: Develop a comprehensive marketing plan
Objective 4: Ensure availability of high-quality resources and services
| Goal D: Build partnerships |
| Objective 1: Improve inter-campus and intra-campus communication |
Objective 2: Improve articulation of courses and programs
Objective 3: Develop and strengthen local and global connections
| Goal E: Acquire and manage resources efficiently |
| Objective 1: Develop additional sources of internal and external funding |
Objective 2: Recruit, retain highly qualified personnel
Objective 3: Manage, improve, and upgrade physical facilities
| Strengths: |
| What advantages do you have? | |
| What do you do well? | |
| What relevant resources do you have access to? | |
| What do other people see as your strengths? | |
| Describe any particularly successful aspects of the division as well as any honors, awards, or achievements. | |
| What’s the best “selling point” | |
| What competitive advantages does your division have? |
| Consider these questions from both an internal and external point of view. In looking at your strengths, think about them in relation to competitors, | ||||||||||||
| for example, if all competitors provide “high quality,” then high quality is not a strength in the market, it is a necessity. | ||||||||||||
| Weaknesses: |
| What could you improve? | |
| What should you avoid? | |
| Where does your division lack resources? | |
| Where are we losing money? | |
| Where are we vulnerable? |
| Again, consider this from an internal and external perspective. Think about competitors, internal quality, what’s holding us back? | ||||||||||||
| Opportunities: |
| What trends can your division take advantage of? | |
| How can we take advantage of the impact of technology breakthroughs? | |
| What niches have our competitors missed? | |
| Are there local events that may have an impact on what we do or how we do it? | |
| Dream and consider possibilities for the division based on audience, standards in education, market demand. |
| A useful approach to looking at opportunities is to look at your strengths and ask yourself whether these open up any opportunities. Alternatively, look at your weaknesses and ask yourself whether you could open up opportunities by eliminating them. | ||||||||||||
| Threats: |
| What obstacles do you face? | |
| What is your competition doing? | |
| Describe any particularly difficult obstacles that influence the effectiveness of the division courses and programs. | |
| What are, if any, negative political, economic, or social trends affecting your division? | |
| Who is the competition? |