Program Management

KSPE 4250 Ch 2

Vision Statement

A concise statement that describes the ideal state to which the organization aspires. Include hopes and aspirations

name the service providername the service to be provided

ID the target clientsID level of quality

Mission Statement

A written expression of an organization’s philosophy, purposes, and characteristics should help the ATC

direct resources toward a specific task

inspire ATC’s to do a good job

should be action oriented

Mission Statement

particular services to be offered, primary market, technology used to deliver services

“self concept” of the program based on evaluation of strengths and weaknesses

desired program image based on feedback from internal and external stakeholders

Mission Statement

goals of the programphilosophy of the program and code of behavior

Planning A type of decision making

process in which a course of action is determined in order to bring about a future state of affairs

According to Ackoff (1970) planning is a special type of decision making with 3 characteristics it takes place before any action

occurs

Planning

it is needed to produce a future state that will unlikely occur without action

the future desired state results from multiple independent decisions

Planning

Strategic Planning: a type of planning that involves critical self examination in order to bring about organizational improvement

Operational Planning: a type of plan that defines organizational activities in the short term

Strategic Planning

Critically examine the program Why does the program exist? What should the business of

the program be? Determine if mission of program

is consistent with the overall mission of the institution

Strategic Planning

Helps build support for the program

Tool for improvement

Strategic Planning

Major Outside Interests = those outside your organization or institution, EX: society, NATA

Strategic Planning: Accreditation

Formal recognition provided to an organization or one of its programs indicating that it meets certain prescribed quality standards

Accreditation standards should be considered when developing a program.

Accreditation standards are minimalist in nature.

Strategic Planning: Accreditation

JCAHO CARF

Strategic Planning

Major Inside Interests =EX: administrators, coaches

Strategic Planning/research (Database)

Look at past program performance

Look at present program performance

Forecast: predict future conditions on the basis of statistics and indicators from the past and present

Strategic Planning/WOTS UP

Weakness, Opportunities, Threats, Strengths underlying planning

Appropriate for programs that are established

Have diverse participants

Operational Planning

This is a type of plan that defines organizational activities in the short term 3 types of Operational Planing

PoliciesProceduresProcesses

Operational Planning

Policy: a type of plan that expresses an organization’s intended behavior relative to a specific program sub function broad statements

Operational Planning

Processes: a collection of incremental and dependent steps designed to direct the most important tasks of the organization.

Operational Planning

Procedures: a operational plan that provides specific directions for members of an organization to follow clearly written, simple

language

Operational Planning

Practices: the action that actually takes place in response to administrative problems.

Gives ATC’s have some freedom in performing tasks.

Meetings

Characteristics of Successful meetings

1. Group reached decisions in meeting

2. Group rarely needed to undo decisions

3. Decisions were important and meaningful

4. Meetings were enjoyable

Organizing the Meeting

1. An agenda

2. Participants

3. Materials needed to address agenda items

4. Practice – touch base before the meeting

Meetings: 3 Parts

1. Announcements

2. Decisions

3. Discussion

Allows for all to give input and stay on track

Meetings: Control Behavior

Be prepared Pay attention Take notes Be respectful of others

Meetings: Avoid New BusinessNo one is prepared to address the

new business. Oftentimes this new business is an important matter and personnel is caught off guard and do not feel as if they were able to give good or useful input.

Meetings: Avoid Reports

Deliver this information in writing or via email. Can be referred to both prior to

and after the meeting

Meetings: Look to the Future & Make Decisions

Take time to consider future issues

The chairperson is critical to making decisions. Gather and communicate info, process

likely outcomes, pro and con list, consider all perspectives, decide to decide

Communicate & Develop the Plan Agreement-trust Matrix

Allies: people who support the plan Opponents: support a program but not

a plan related to that program Bedfellows: exhibit support but may

change sides Adversaries: unsupportive of the

program and the plan

Program Evaluation

should be done regularly info from: patient files,

injury and tx summaries, client testimonials, graduation and NATABOC rates, employment, alumni and athlete surveys

Program Evaluation

Summative: describes effectiveness or accomplishments of a program

Formative: designed to improve a program

Program Evaluation

External Evaluators JRC-AT: uses ATC’s trained in

program evaluation to judge the quality of athletic training education programs for schools requesting accreditation

Program Evaluation

Goals: general statements of the program intent

Objectives: specific statements of how a program intends to accomplish a particular goal.

Criteria: quantifiable measures used to determine whether a particular objective has been accomplished

Frequency of Program Eval

This should be an ongoing process.

Mini evaluations should be performed each year.

A complete eval. should be done every 3-5 years.

Program Evaluation/outcomes Assessment This evaluation is designed to provide

objective, measurable evidence that the care provided by the ATC was effective in improving the patient’s functional ability.

See NATA outcome assessments