Program management

vision statement

a brief concise statement of what the program should evenutally become, in which it spells out the programs hopes and aspirations

what are the four distinct elements of a vision statement

1. identifies the provider of the service

2. identifies the actual service to be provided

3. identifies the target client

4. includes a uality declaration that identifies aspriations for how the program will be recieved by internal and external audiences

why is a vision statement important

it becomes the ultimate standard by which the program is judged

Mission statement

a written expression of an organizations philosophy, purposes, and characteristics (“what distinguishes us from others that are similar to us?”)

why is a mission statement important

it serves as a blueprint for every program activity and service

what should be considered when making a mission statement

it should be comprehensive enough to describe the program, but simple enough that everyone knows it well

what 3 things should be accomplished in a mission statement

1. direct resources toward accomplishing specific tasks

2. inspire him/her to do a good job (is the work important? is it needed?) and to understand the values and beleifs of the organization

3. stimulate a change in behavior by having specific program goals and objectives (periodically evaluate the effectiveness of the program).

what is the definition of 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

what are the two components of planning

strategic and operational

What is strategic planning

involves critical self examination in order to bring about organizational improvement, in which changes when new leaders are hired or when programs need or desire change.

what questions should be answered with strategic planning

why does the program exists

what should the business of this program be

is the program consistent with the program mission

The organization’s mission?

why is strategic planning useful in a program

helps builds the support for the program by involving persons at all levels of the organization and determines the strength and weaknesses of the program and to transform it positively

what are the major outside interests of strategic planning

clients/patients/athletes

parents, local communities, vendors, professional associations (NATA, BOC, CAATE, NCAA) and applicable governents

what are major inside interests for strategic planning

owners, administrators, boards, coaches, staff ATC’s and other staff

what should the outside and inside interests of strategic planning be involved in

mission, purposes, objectives, and policies

how should feedback be collected from outside interests (clients, patients/athletes)

written or online questionnaires, telephone surveys, focus groups, planning commitees

Accreditation

statement by a standards-setting organization that the program meets certain performance standards

what are examples of accreditation

CARF, CAATE, SACS

what are two types of accreditation

instituational and program

what is the database

a portion of the strategic planning model that helps ATC’s devise alternative action plans to estimate their potential value for meeting the goals of the program

what are the 3 aspects of the database

1. analyze past performance of the program

2. analyze the present situation (staffing leves, budget, client population size, # of sports, demands and expectations of interests groups)

3. forecast the future (use statistics and other indicators to provide evidence, consider inflation costs of medical goods and services and advances in technology)

what is SWOT analysis

it is part of the strategic planning process, in which it means strengths weaknesses, opportunities, and threats that is useful when scanning the program which brings external threats to the light

what is needed when creating a SWOT analysis

clear understanding of the external competitive environment, clear guidance of vision or mission, ability to view the institution both internally and externally

what is a TOWS analysis

Turning opportunities into strengths is the reciprocal of SWOT, information from SWOT is put into a TOWS 2×2 matrix

what goes into a TOWS analysis

(SO) strengths into opportunities

(ST) employ strengths to avoid threats

(WO) use opportunities to overcome weaknesses

(WT) act to minimize weaknesses and avoid threats

operational planning

once the strategic plan is known you now translate the stratigies into practice, this defines the activities of the program for 1-2 years, the vision will need to get translated into workable useful operational plans

what are three types of operational plans

1. policies

2. processes

3. procedures

policies

a plan that expresses an organizations intended behavior relative to a specific program subfunction, it is a broad statement of intended actions promulgated by groups/individuals who have the authority to govern the operations of the organizations

processes

the incremental and mutually dependent steps that direct the most important tasks of the program, they need to be related to policies that govern the program

what are examples of processes

injury prevention, injury management, injury rehabilitation, organization and administration

procedures

a type of operational plan that provides specific directions (specific interpretations of processes) for AT’s and other members of the sports medicine team. This is the lowest level of the planning hierarchy.

how is a procedure written

should be written in clear and simple language

Practices

the action that usually takes place in response to administrative problems, these should never contradict procedures (allow the AT to make decisions based on changing conditions without violating the letter or spirit of the policies and procedures manual)

what is the important/significance of the handbook (policies and procedures)

education of employess, legal foundation for action, (ex: student, eployer, ATP, NCAA, etc.)

what is the agreement trust matrix (1987)

it involves identifying those who will have either a positive or negative impact upon your plan, this will place people into one of 4 cateogries

what are the four categories of the agreement trust matrix

1. Allies: people you trust and who exhibit a level of agreement, they demonstrate loyalty and honesty

2. opponents: not necessarily an enemy , but one who has an opposing view, they can challange you to look more critically at the program

3. bedfellows: those who agree with your plans, but have a history of being untrustworthy, they tend to be manipulate and do things behind your back

4. adversaries: those who disagree with your plans and are dishonest and untrusworthy, negotiation with these people are fruitless, they become strengthened as a result of confrontation

meetings

a common method for developing and communicating organizational plans

what are the four characteristics of successful meetings

ability to make decisions

quality decisions are made the first time

decisions were important and meaningful

meetings were enjoyable and time well spent

how do you get organized for a meeting

do you have an agenda, what materials do you need, what roles do the participants play vs. what roles do you need them to play, practice before, and divide the meeting into three parts

what are the three parts of a meeting

announcements, decisions, discussion

what are things to keep in mind for a meeting

control your meeting behavior, avoid discussion of business not on the agenda, avoid reports (email beforehand), allow time for discussion of future issues, make high-quality decisions

program evaluation

a systematic and comprehensive assessment of a program’s worth

what should be considered in a program evaluation

what areas need to be evalauated (treatment protocols, rehabilitation, budget, education, relationships etc.) two questions should be answered: what would happen if your program ceased to exist, and how are your clients better off compared to those who do not have access to your program

what is evidence to support sports medicine program success

patient files, injury sumaries and statistics, treatment summaries and statistics, client testimonials and surveys, student graduation and certification statistics, alumni and employer surveys, staff accomplishments, critical incident reports

what is evidence that supports athletic training education program success

student graduation and certification statistics, alumni and employer surveys, faculty accomplishments.

chart auditing

a common method for evaluating the effectiveness of a sports medicine program

internal chart auditing

a component of the TQM process; an internal check to ensure that certain quality standards are being met

external chart auditing

used by accreditation agencies to ensure that commonly held standards of practice in patient care are being upheld by the program

formative evaluations (program evaluation)

learning how programs can be improved, conducted as either program development or ongoing program implementation, less threatening (includes identitifaction of potential problems, areas that need strengthening, program strength, and ongoing assessment of program objectives)

summative evaluation (program evaluation)

evaluation of the value of the program, evlauate the need to continue funding the program (designed specificially to improve the program)

what is the purpose of a summative and formative evaliation of a program

it is an assessment that is designed to primarily describe the effectiveness or accomplishments of the program, should be based on an analysis of the programs goals and objectives

how frequently should the program be evaluated

collect, and collate evaluation continuously, perform a mini evaluation every year, conduct a complete evaluation every 3-5 years

what do you have to do for accreditation and renew accreditation

you have to compelte a self study

outcomes

a type of evaluation process designed to provide objectve, measurable evidence that a patients functional ability was enhanced through the care provided by the ATC (must demonstrate that their interventions are effective, medically necessary, and cost effective

what are methods of conducting outcomes assessment

patient chart documentation, randomized clinical trials, patient surveys, strengths and weaknesses of each, results of the 3 year athletic training outcomes assessment (ATOA) performed by NATA

evidence based practice

use of current best evidence in making decisions regarding prescription interventions for individual patients (BOC cosiders the application of EBM in the practice of AT as a professional responsibility) (clinicans need to be able to access, evaluate, interpret, and apply the medical literature)

what are the reasons of important of EBM for AT

imporvement of care for patients, promotion of critical thinking, ongoing and continued evaluation of treatment methods, allows for AT to further contribute alongside health professions in peer reviewed published evidence, imporve potential for third part reinbursment, overall enhanced reputation for the AT profession

what are the components of EBM for AT’s

1. define a critically relevant question

2. search for the best evidence

3. appraise the quality of the evidence

4. apply the evidence to clinical practice

5. evaluated the outcomes of the applied evidence

why is EBM important to athletic training

development of a knowledge base specifically within the discipline of athletic training

patient care improvement

third part reimbursement

development and mainenance of respect within the health care community

clinical practice guidelines

systematically developed statement that assists practitioner and patient decision about appropriate health care for specific clinical circumstances