CSUN Wellness Institute SWOT Analysis



CSUN Wellness Institute SWOT Analysis

|STRENGTHS |WEAKNESSES |

| | |

|Existing centers/models can be used as a beginning |Funding/time limitations |

|Current community links/relationships |Facilities/space |

|Student/faculty commitment to serving communities |No system of faculty incentives |

|Position/location in culturally diverse area |Have not demonstrated “outside the box” thinking |

|Administrative support for the charge |Lack of funding mechanism |

|Faculty interest |Centers not self supporting now |

|Faculty and student skills and interest |We do not get out much as an institution |

|Scalable model |No sustained large community collaboration efforts |

|Space and personnel expertise |Not known as a comfortable/credible partner/resource |

|Knowledgeable expert people |Operate in silos |

|Teaching and learning versatility across disciplines |Little inter-professional collaboration |

|Expertise in grant writing and fund raising |Perceived “turfs” of clinical expertise |

|Already have some development people |Variety of business models |

|Have a lot of good “stuff” to work with |Faculty want to teach and not do “work” |

|Only university in SF Valley | |

|Variety of clinical programs | |

|Strong executive leadership | |

|Innovative faculty whom engage in applied research | |

|Excellence in CHHD | |

|Proven business model in Com Diseases | |

|Excellent reputation | |

|Many programs require internships/experience | |

|OPPORTUNITIES |THREATS |

| | |

|Expansion of existing programs |The 125% rule |

|Developing deeper connections with communities |Competition from outside university |

|Potential significant recognition from funders/foundations |Resistance (cultural, time, financial) |

|National recognition for regional deliverables |CSU budget cuts |

|Student learning outcomes |Lack of imagination about what we “could be” |

|Enriched student learning (learning-centeredness) |Core value conflicts both internal and external |

|CSUN reputation regionally, nationally and internationally |Community perception of role of university |

|Multi-disciplinary educational and practice experiences |Sustainability |

|Provide better employees for our communities |Self support |

|Enrich workplace and quality of work life for faculty/staff |Economic downturn |

|Access to multi-level clientele |Overall employment and service crises possible |

|Development of a new model |More need than we could meet |

|Link education to services, engagement to capacity building |Needs total buy-in |

|Focus on community |Some centers/programs may not be willing to share |

|Will be a base for all related programs |Idea of “taxing” other services a turn-off |

|Will encourage other innovative programs |Becoming too big, unfocused |

|Decrease or eliminate duplicate services |Existing campus and community programs |

|Elevate/promote the campus |Academic programs might not want to have practice |

|Coalition building within campus and region |Need HMO, PPO and other insurance entities for contracts |

|Unique, no other like it |Charity care, uncompensated care |

|CSUN Branding around regional focus | |

|Attractive, comprehensive approach for Foundations | |

|Community wants to work with CSUN | |

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