In Chapters 3–12 of this Self-Study Report, we have addressed each University goal separately—identifying strengths, weaknesses, opportunities, and threats (SWOT) related to each goal and suggesting actions that we could take to accomplish that goal. Because these SWOTs and actions represent the consensus of the Goal Committees and the Steering Committee who studied University progress toward these goals, and not necessarily the consensus of the entire University community or administration, these action plans will be integrated into the 1998/99 strategic planning process as potential new strategic initiatives.

In this chapter we conclude with:

1. an analysis of our overall strengths, weaknesses, opportunities, and threats;
2. an action plan to address these SWOTs; and
3. revisions to the strategic plan that resulted from the self-study process.

These three concluding sections were prepared by the University Self-Study Steering Committee based on a review of both the SWOT and action plan for each goal and on the University's Strategic Plan. They represent our learning from the self-study process and our commitment to improvement.

SWOT Analysis

STRENGTHS	WEAKNESSES
Technology mission Undergraduate curriculum Innovative graduate programs Affordable tuition Academic support systems (e.g., Learning Centers, CTLFD) Diversity programming Good undergraduate retention Graduate program growth Committment to and incentives for research Growth in research Carnegie doctoral status Experienced and supportive administration Quality faculty Quality staff Quality students Shared governance Advisory boards Automated management systems (e.g., BANNER®, the Library's Voyager) Computing network Excellent, well-maintained facilities State funding Strong financial position with limited indebtedness	Lack of consensus on General Education's purposes Uneven implementation of assessment programs across departments Academic calendar Instructional technology Library collection and space Feedback and evaluation of faculty Professional development for staff Student academic and career advision Coordination of student services and student life Evaluation of student services and student life programs Coordination of student recruiting Declining enrollment Insufficient diversity in students, faculty, and staff No systematic review of all undergraduate or graduate programs Accounting system for sponsored programs No long-term financial plan
OPPORTUNITIES	THREATS
National focus on undergraduate education Increased public expectation for accountability in higher education Healthy State and national economy Increased Federal financial aid Demographics for women and underrepresented high-school students Industry and government partnerships Corporate sponsorship of student life activities Significant base of successful alumni Increasing speed and power of information technology and electronic information delivery Small town, safe, outdoor lifestyle	Uneven preparation in math and science at the high school level National decline in interest in engineering by high school students Distance from pool of potential students Diminished external financial support for outreach and support programs Recent rulings against Affirmative Action Limited and competitive funding for graduate education and research Rapid rate of technological change State constraints on tuition increases Matching funds required for State capital outlays Public misunderstandings about faculty role Remote location and cold physical climate

Action Plan

To build on our strengths, remedy our weaknesses, take advantage of opportunities, and face our threats, Michigan Tech will take the following actions:

Revising the Strategic Plan

At the end of the self-study process, the Steering Committee made numerous suggestions to revise the University Strategic Plan. Some of the suggestions involve reorganizing and clarifying the objectives, while other revisions are significant additions or amendments to University objectives or goals. Here we briefly state the significant changes. A complete draft of the revised plan is included as Appendix 10. These revisions will also be integrated into the strategic-planning process in 1998/99.

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