Transcript Program Management
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 provider name the service to be provided ID the target clients ID 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 program philosophy 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 Policies Procedures Processes
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.
2.
3.
4.
Group reached decisions in meeting Group rarely needed to undo decisions Decisions were important and meaningful Meetings were enjoyable
Organizing the Meeting
1.
2.
3.
4.
An agenda Participants Materials needed to address agenda items Practice – touch base before the meeting
Meetings: 3 Parts
1.
Announcements 2.
3.
Decisions 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 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.
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