Program Management

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Program Management

• KSPE 4250
• Ch 2

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Vision Statement

• A concise statement that describes the ideal
  state to which the organization aspires.
• Include hopes and aspirations
• name the service provider
• name the service to be provided
• ID the target clients
• ID level of quality

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Mission Statement

• A written expression of an organizations
  philosophy, purposes, and characteristics
• should help the ATC direct resources toward a
  specific task
• inspire ATCs to do a good job
• should be action oriented

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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

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Mission Statement

• goals of the program
• philosophy of the program and code of behavior

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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

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Planning

• it is needed to produce a future state that will
  unlikely occur without action
• the future desired state results from multiple
  independent decisions

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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

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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

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Strategic Planning

• Helps build support for the program
• Tool for improvement

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Strategic Planning

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

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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.
  

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Strategic Planning Accreditation

• JCAHO

• CARF

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Strategic Planning

• Major Inside Interests EX administrators,
  coaches

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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

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Strategic Planning/WOTS UP

• Weakness, Opportunities, Threats, Strengths
  underlying planning
• Appropriate for programs that are established
• Have diverse participants

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Operational Planning

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

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Operational Planning

• Policy a type of plan that expresses an
  organizations intended behavior relative to a
  specific program sub function
• broad statements

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Operational Planning

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

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Operational Planning

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

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Operational Planning

• Practices the action that actually takes place
  in response to administrative problems.
• Gives ATCs have some freedom in performing tasks.

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Meetings

• Characteristics of Successful meetings
• Group reached decisions in meeting
• Group rarely needed to undo decisions
• Decisions were important and meaningful
• Meetings were enjoyable

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Organizing the Meeting

1. An agenda
2. Participants
3. Materials needed to address agenda items
4. Practice touch base before the meeting

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Meetings 3 Parts

• Announcements
• Decisions
• Discussion
• Allows for all to give input and stay on track

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Meetings Control Behavior

• Be prepared
• Pay attention
• Take notes
• Be respectful of others

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Meetings Avoid New Business

• No 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.

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Meetings Avoid Reports

• Deliver this information in writing or via email.
• Can be referred to both prior to and after the
  meeting

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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

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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

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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

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Program Evaluation

• Summative describes effectiveness or
  accomplishments of a program
• Formative designed to improve a program

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Program Evaluation

• External Evaluators
• JRC-AT uses ATCs trained in program evaluation
  to judge the quality of athletic training
  education programs for schools requesting
  accreditation

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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

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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.

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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 patients
  functional ability.
• See NATA outcome assessments