NCA Accreditation Self Study
MICHIGAN TECHNOLOGICAL UNIVERSITY

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Self-Study Report

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Physical Plant
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Chapter Contents

University Goal 7: Develop the MTU Campus and Continuously Maintain the Physical Plant

Patterns of Evidence

Purposes

Resources

Accomplishments

Continuous Improvement

Integrity
SWOT Analysis
Action Plan

SWOT Analysis

The Goal 7 Committee judged that Michigan Tech has excellent, well-maintained, and well-managed facilities that adhere to the vision of the Campus Master Plan. However, funding operations of new facilities remains a challenge. Also, the physical plant is on the threshold of programmatic obsolescence and many building systems are nearing the end of their useful life—both of which will demand increasing renovation and maintenance activities in the future.

In summary, the strengths, weaknesses, opportunities, and threats with regard to the physical plant are as follows:

Internal Assessment of the Organization

Strengths

  • Excellent, well-maintained facilities
  • Adherence to Campus Master Plan
  • Plant expansion
  • Operations management and staff
  • Investment in plant maintenance and renovation
  • Investment in equipment

Weaknesses

  • Future funding for operations and renovation
  • Budget realignment
  • 30 year old campus
SWOT ANALYSIS

Opportunities

  • State capital outlay process
  • Local pool of highly qualified candidates
  • Local pool of good quality construction contractors

Threats

  • No State funding for new facility operations
  • Matching funding required for State capital outlays

External Assessment of the Environment


TOP

Action Plan

To take advantage of opportunities and remedy concerns with regard to the physical plant, the following action plan is recommended. Responsible parties for implementing the recommendations are identified.


What

Who


1 Update and follow the campus physical development plan with continued campus-wide input.
  • Director of Facilities Management
  • Long-Range Capital Planning Committee
2 Prioritize proposed plant expansion, renovation, and renewal, while retaining sufficient flexibility to respond to opportunities.
  • Long-Range Capital Planning Committee
  • Director of Facilities Management
3 Revise the budget process to account for indirect costs associated with new and expanding programs.
  • Executive Vice President and Provost
  • Director of Budget, Planning, and Faculty Personnel
4 Establish a long-term budget for special maintenance and facility renovation. The total funding required should equal the depreciation rate of the plant.
  • Executive Vice President and Provost
  • Director of Budget, Planning, and Faculty Personnel
  • Director of Facilities Management

This Action Plan will be integrated into the strategic planning process for 1998/99. TOP



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Last Revised: 12 DECEMBER 1997
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