Strategic Plan

SWOT Analysis

A SWOT analysis of CoDE’s internal and external environment was carried out. It involved brainstorming, administration of questionnaire to key stakeholders and key informant interviews. The analysis revealed the following strengths, weaknesses, opportunities and constraints of CoDE.



  • There are motivated staff.
  • There is top management support and visionary leadership.
  • Course modules are available.
  • There is a strong quality assurance and control measures in its activities.
  • Availability of student support services/counseling services.
  • Availability of course tutors for all courses in each learning centre.
  • Presence of learning centres in all regions of the country.
  • There are competent members of staff.
  • Strong student voice through DESAG.
  • High market presence/reputation.
  • There are qualified staff.


  • Lack of a well-defined corporate image.
  • Overloaded course modules.
  • A very tight academic calendar with no flexibility.
  • Inadequate ICT infrastructure at Regional Centres.
  • Inadequate office accommodation at learning centres.
  • Inadequate classroom furnishings at most learning centres.
  • Inadequate state-of-the-art technology for programme delivery.
  • Delays in the supply of study materials to students.
  • Unpublished course modules.
  • Weak interpersonal relationship amongst staff, and between staff and students.
  • Ineffective students support system at the learning centres.
  • Too many students writing re-sit examinations.
  • Lack of orientation and training for staff.
  • High operating cost.
  • Low publicity.
  • Too many uncompleted projects.
  • Inadequate sanitation facilities at most learning centres.



  • High demand for tertiary education, especially through the distance mode.
  • Existence of more demand-driven UCC programmes that could be offered.
  • Favourable government policy on distance education.
  • Emergence of modern ICT for open and distance learning.
  • Broad range of academic programmes.
  • Competitors may be slow to adopt new technologies CoDE is developing.
  • Rising demand for tertiary education from Ghana by students from other West African countries.
  • High potential for donor funding.



  • Competition from other institutions both locally and internationally affecting student enrolment.
  • Rising cost of higher education (e.g. increasing interest rate).
  • Plagiarism (risk of infringement of copyright by individuals and organizations).
  • Potential litigation on land.
  • Other institutions poaching CoDE staff/tutors with better pay and incentives.
  • Changing technologies in teaching and learning.
  • Inadequate job opportunities (especially in GES).
  • False alarm of non-recognition of certificate.
  • Students’ inability to pay fees promptly due to increasing cost of living.
  • Bureaucratic bottleneck in decision making


The following are the critical factors required for the successful implementation of the plan:
Organizational capability: building the systems, infrastructure and staffing at study centres and regional offices.
Programme quality: consistently executing quality, personalized, learning experiences leading to exceptional academic results.
Facilities development: acquire and develop suitable physical infrastructure and academic facilities.
Human resource management: attracting, developing and retaining high quality academic and support staff.
Funding: securing accessible funds.
Competitive fees: setting realistic fees for students to ensure sustainability.
Good institutional image: creating and maintaining good institutional image in the sight of stakeholders.
Student-staff interpersonal relationship: engaging in proper customer care practice; the use of professional and courteous language in exchanges between students and staff  at all times.

The strategic thrusts for the College for the period are outlined as follows:

  1. Create an enabling environment to improve students’ life, foster student-focused learning, and graduate students with strong ethics and commitment to society.
  2. Create a conducive working environment that recognises equal opportunities for staff and students; promote a learning organizational culture that enhances teamwork, discipline and commitment.
  3. Recruit, develop and retain high calibre and motivated staff
  4. Expand the distance education programmes by mounting new ones, developing new and relevant ones as well as periodically revising existing programmes.
  5. Develop and strengthen integrated ICT infrastructure and facilities to support teaching, learning, research and outreach.
  6. Improve upon physical infrastructure and support services that enhance teaching and learning.
  7. Work to improve revenue generation and enforce fiscal discipline.