1. Program Management n KSPE 4250 n Ch 2

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

3. Mission Statement n A written expression of an organization’s philosophy, purposes, and characteristics u should help the ATC direct resources toward a specific task u inspire ATC’s to do a good job u should be action oriented

4. Mission Statement F particular services to be offered, primary market, technology used to deliver services F “self concept” of the program based on evaluation of strengths and weaknesses F desired program image based on feedback from internal and external stakeholders

5. Mission Statement F goals of the program F philosophy of the program and code of behavior

6. Planning n A type of decision making process in which a course of action is determined in order to bring about a future state of affairs n According to Ackoff (1970) planning is a special type of decision making with 3 characteristics u it takes place before any action occurs

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

8. Planning n Strategic Planning: a type of planning that involves critical self examination in order to bring about organizational improvement n Operational Planning: a type of plan that defines organizational activities in the short term

9. Strategic Planning n Critically examine the program u Why does the program exist? u What should the business of the program be? n Determine if mission of program is consistent with the overall mission of the institution

10. Strategic Planning n Helps build support for the program n Tool for improvement

11. Strategic Planning u Major Outside Interests = those outside your organization or institution, EX: society, NATA

12. Strategic Planning : Accreditation n Formal recognition provided to an organization or one of its programs indicating that it meets certain prescribed quality standards n Accreditation standards should be considered when developing a program. n Accreditation standards are minimalist in nature.

13. Strategic Planning : Accreditation n JCAHO n CARF

14. Strategic Planning u Major Inside Interests =EX: administrators, coaches

15. Strategic Planning/research (Database) n Look at past program performance n Look at present program performance n Forecast: predict future conditions on the basis of statistics and indicators from the past and present

16. Strategic Planning/WOTS UP Weakness, Opportunities, Threats, Strengths underlying planning n Appropriate for programs that are established n Have diverse participants

17. Operational Planning n This is a type of plan that defines organizational activities in the short term u 3 types of Operational Planing F Policies F Procedures F Processes

18. Operational Planning n Policy: a type of plan that expresses an organization’s intended behavior relative to a specific program sub function u broad statements

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

20. Operational Planning n Procedures: a operational plan that provides specific directions for members of an organization to follow u clearly written, simple language

21. Operational Planning Practices: the action that actually takes place in response to administrative problems. Gives ATC’s have some freedom in performing tasks.

22. 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

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

24. Meetings: 3 Parts 1. Announcements 2. Decisions 3. Discussion Allows for all to give input and stay on track

25. Meetings: Control Behavior n Be prepared n Pay attention n Take notes n Be respectful of others

26. 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.

27. Meetings: Avoid Reports n Deliver this information in writing or via email. u Can be referred to both prior to and after the meeting

28. Meetings: Look to the Future & Make Decisions n Take time to consider future issues n The chairperson is critical to making decisions. u Gather and communicate info, process likely outcomes, pro and con list, consider all perspectives, decide to decide

29. Communicate & Develop the Plan n Agreement-trust Matrix u Allies: people who support the plan u Opponents: support a program but not a plan related to that program u Bedfellows: exhibit support but may change sides u Adversaries: unsupportive of the program and the plan

30. Program Evaluation n should be done regularly n info from: patient files, injury and tx summaries, client testimonials, graduation and NATABOC rates, employment, alumni and athlete surveys

31. Program Evaluation n Summative: describes effectiveness or accomplishments of a program n Formative: designed to improve a program

32. Program Evaluation u External Evaluators F JRC-AT: uses ATC’s trained in program evaluation to judge the quality of athletic training education programs for schools requesting accreditation

33. 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

34. Frequency of Program Eval n This should be an ongoing process. n Mini evaluations should be performed each year. n A complete eval. should be done every 3-5 years.

35. Program Evaluation/outcomes Assessment n 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. n See NATA outcome assessments