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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