# Facilitating Successful Smart Campus Transitions: A Systems Thinking-SWOT Analysis Approach
## 5 Discussion
### Developing a Framework for Managing SWOT Factors during Smart Campus Transitions  
The archetypes in Figures 3-8, culminated into the SWOT Smart Campus transition framework which is presented in Figure 9. The factors which are repeated in more than one category (presented in white-colored boxes in Figure 9) are considered key factors. These factors are the most critical of the range of SWOT factors identified and should be prioritized in the strategic planning and management process for Smart Campus transitions. For instance, revenue generation is a strength when there is a high level of revenue in the SAUoT. Moreover, it has the potential to pose as an opportunity when the transition is expected to contribute towards widening the revenue generation streams available to SAUoT. An example of this could be seen in the potential of the significant deployment of digital platforms and sensor networks for managing energy and water consumption on campus. Such deployment has the potential to bring about cost-effectiveness whilst allowing the institution to utilize this technology and knowledge to attract external funding from entities undergoing digital transformation. Therefore, administrators of SAUoT and other universities trying to engage in Smart City transitions should not concern themselves with enhancing revenue generation alone, but should also make sure that existing revenue streams are not negatively impacted upon by during such transition, lest it become a threat. This is the case with the COVID-19 pandemic.  
The Smart Campus transition framework further buttresses the criticality of funding. SAUoT and universities globally depend on funding from the government, donor (agencies), and other relevant bodies. Funding ICT infrastructure remains a major challenge in universities, particularly in developing countries like South Africa. This funding challenge has become a major constraint in the present pandemic economy. Considering the social and fiscal constraints caused by the COVID-19 epidemic, lack of funding remains a weakness and a threat to the realization of Smart Compuses in South Africa and elsewhere. It is evident that the pandemic has led to a re-ordering of government fiscal priorities and this may impact negatively on the availability of funds for driving the transition, thereby constituting a weakness and a threat. University administrators need to prepare for such uncertainties, especially as it pertains to funding shortfalls during these transitions.  
SAUoT-city values and plans for a Smart City have been shown as acting as an opportunity for Smart Campus development and a weakness. This is dependent on the availability of a Smart City development aspiration or plan within the host local government and/or municipality. The relationship between Smart Compuses and cities was studied by [PERSON] et al. (2019). In that study, the authors posited that local administration and governance were sacrosanct to achieving Smart Compuses. SAUoT is fortunate to be situated within a geographical context where the local and provincial government have successfully reiterated their desire to transform into a Smart City. In addition, these levels of government have established a partnership between themselves and the SAUoT to accentuate the actualization of this mandate.  
Figure 8: Reinforcing loop B2.  
To develop strategic blueprints for achieving Smart Campuses in SAUoT and other universities, the green- and grey-colored factors in Figure 9 should be focused on as the positive factors, while the blue and red factors must be monitored and reduced.