BlazeSports Institute for Applied Science CDSS Level III Curriculum

1. BlazeSports Institute for Applied Science CDSS Level III Curriculum

2. Disability Sport Administration

3. Course Objectives • Identify the five areas of program management • Identify the five components of planning within the program management process • Identify characteristics of successful leaders

4. Program Management RYBLAB

5. Program Management • Five Functional Areas (Bedeian, 1993) • Planning • Organization • Human Resource Management • Leadership • Control

6. Planning • Reduces the number of variables • Minimizes the impact of the unknown • Reduces the unproductive use of time, materials, manpower, and finances (Leonard, 2005)

7. Planning • Five Components of Planning • Objectives and goals • Policies • Organizational structure • Resources • Environmental and external factors

8. Planning • Athletic Program Plan • Section 1: Mission Statement • Section 2: Program History • Section 3: Key Players/Executive Summary/Organizational Chart • Section 4: Long-Term Program Goals • Section 5: Short-Term Program Goals • Section 6: Policies and Procedures • Section 7: Marketing and Promotional Plan • Section 8: Financial Projections and Fundraising Programs • Section 9: Appendix

9. Planning • Section 1: Mission Statement • What is your program about? • What is your principal purpose? • What is your philosophy in running your program? • What is your operational environment? • What is the future of your operations?

10. Planning • Section 2: Program History • When did the program begin? • Key individuals • Landmark accomplishments • Records of results • Pictures • Memorabilia • Hall of Fame • What else??

11. Planning • Section 3: Key Players/Executive Summary/Organizational Chart • Key Players • Job descriptions for each staff position and important volunteer positions • Executive Summary • Biography/resume/vitae of each person in the “Key Players” summary • Organizational Chart • Hierarchal flow chart of the organization with chain of command

12. Planning • Sections 4 & 5: Long-and Short-Term Goals • Long-Term Goals 3-5 years • Short-Term Goals 1-2 years • Should derive from the mission statement • Define long-term goals first • Goals should be realistic • Easily understood • Unique and salient • Complete “buy in”

13. Planning • Section 6: Policies and Procedures • Facilitate an organizations efficiency and effectiveness • Policies are broad guidelines and are people oriented • Procedures are sequentially related steps and are task oriented • Beneficial only if they are acknowledged, established and applied

14. Planning • Section 7: Marketing and Promotions • 4 P’s of Marketing • Product • Price • Place • Promotion (Awareness)

15. Planning • Section 8: Financial Projections/Statements • Two methods • Method 1 • Break even amount • Method 2 • Adapt to revenue on hand

16. Planning • Section 8: Financial Projections/Statements • Customary Rules • Use recorded facts • Forecast expenditures high and revenues low • Get quotes in writing • Anticipate miscellaneous expenses • 5-10% of total amount • Incorporate every realistic expense • Triple-check calculations • Keep organized files for future planning

17. Planning • Section 9: Appendix • Used to incorporate additional information for stakeholders • Fundraising programs • Travel itineraries • Training and conditioning programs • Competition schedules • Special events • Uniform samples

18. Planning • Benefits of Program Plan • Furnish stakeholders with a concrete, tangible focus on the future • Project professionalism to external groups • Tool for acquiring funding • Give staff sense of continuity • Recruit new staff and athletes • Provide a realistic outlook • Living and breathing document

19. Program Management • Five Functional Areas (Bedeian, 1993) • Planning • Organization • Human Resource Management • Leadership • Control

20. Organization • Personal Organization • Time Management • Office Organization • Program Organization • Power and Authority

21. Organization • Personal Organization • If the coach or program administrator is an organized and structured individual, the program will be organized and structured.

22. Organization • Is your staff organized and structured? • Is work getting done in a timely manner? • Is there spare time in the day to reflect on accomplishments, direction and goals or is one constantly inundated with daily assignments that seem endless? • Can pertinent data and materials be retrieved instantaneously?

23. Organization • Is your staff organized and structured? • Is one always rushing to get to critical engagements and meetings? • Is it possible to manipulate and control the length and content of phone calls and meetings? • When leaving the program at night, does one feel prepared for the next day?

24. Organization • Personal Organization • Time Management • Office Organization • Program Organization • Power and Authority

25. Organization • Time Management • Establish selective control: refocus and harness the time you can control and institute defensive measures to minimize the impact of demands that you cannot control.

26. Organization • Time Management • Three Fundamental Steps • Determine how time is used • Analyze and evaluate current time usage • Develop an improvement plan

27. Organization • 18 tips adapted from the The Management Handbook for time management and time improvement planning: • Define the essentials of the job and ensure that the majority of time is pent on them. • Ration staff time. Arrange schedules so so top-priority items are dealt with when people are at their best. • Gradually allow less time for tasks as experience increases. • Show disapproval if wasting time • Always question the importance of specific tasks.

28. Organization • Before committing to a task, check to see if it can be delegated. • Conduct brief meetings; set time limits for objectives. • Protect productive time from intrusions. • Make it known that your time is precious so that other compete and negotiate for it. • Always thank others for being brief and to the point. • Spend time understanding the organization. • Minimize the time players and staff spend on unpopular tasks. • Spend time understanding your profession.

29. Organization • Encourage enthusiasm; it makes people work faster. • Create surges of activities towards goals. • Set deadlines for yourself, athletes, and staff, but do not sacrifice speed for quality. • Constantly question if an activity is the best use of time. • Utilize auxiliary aids.

30. Organization • Auxiliary Aids • To Do List • Daily Schedule/Daily Planner • Screen Calls • Re-channel Unscheduled Visitors • Utilize an Alternate Work Site

31. Organization • Personal Organization • Time Management • Office Organization • Program Organization • Power and Authority

32. Organization • Office Organization • The goal of office organization is to maximize proficiency and efficiency. • Four components of office organization • Filing systems • Pitch method • Office flow • Computers

33. Organization • Filing Systems • The simpler the better • Keep a back up • Identify paramount program categories • Athlete files • Travel files • Home event files • Staff files • General administrative files • Policies and procedures • Reverse chronological order

34. Organization • 5 Common filing mistakes from Organize Your Workspace • Not remembering how items are categorized • Creating a good system but not maintaining it • Creating a file for only one type of document • Files with long, convoluted titles • Filing indefinitely with no policy for purging files

35. Organization • Office Organization • Pitch Method • 3-Step Evaluation System • Act on it • File it • Pitch it (recycle if you can)

36. Organization • Office Organization • Office Flow • Define the administrative goals • What is the office used for and what does it produce? • Is record storage a priority? • Is the office a meeting area? • Carefully examine the current work area situation • Establish a detailed set of user requirements • Develop and implement solutions that fulfill these requirements

37. Organization • Office Organization • Office Flow • Maximize efficiency and proficiency by: • Keeping work areas as far away from foot traffic as possible • Arrange the work area so that you can access everything in the office (desk, files, fax, etc.) from a seated position and on the phone

38. Organization • Office Organization • Filing systems • Pitch method • Office flow • Computers

39. Organization • Office Organization • Computers • Get one and learn how to use it!! • Utilize an universally recognized and integrated software package such as Microsoft Office

40. Organization • Personal Organization • Time Management • Office Organization • Program Organization • Power and Authority

41. Organization • Program Organization • Two principle considerations • Structure • Macro elements • Power • Micro elements

42. Organization • Structure – Macro Elements • Complexity • Formulation • Centralization

43. Organization • Structure – Macro Elements • Complexity • Extent to which the program is divided into divisions, departments, groups, roles, each with its own tasks and responsibilities • Formulation • Extent to which rules, regulations, job descriptions, and policies and procedures govern an organization

44. Organization • Structure – Macro Elements • Centralization • Refers to the level of hierarchal authority to make decisions

45. Organization • Personal Organization • Time Management • Office Organization • Program Organization • Power and Authority

46. Organization • Power– Micro Elements • The ability to affect organizational outcomes • Internal Influencers • Staff, volunteers, athletes, parent group, etc • External Influencers • Athletic administrators/ministers, board of directors, fans, support groups, other programs

47. Organization • Power– Micro Elements • Internal Influencers • People over whom the coach or administrator has sovereignty and control, including formal authority and legitimate power through the organizations' hierarchal structure.

48. Organization • Power– Micro Elements • Internal Influencers • Internally structuring the program by: • Prioritizing the factors for program success • Model and configure them into job descriptions • Classify those job descriptions into a hierarchal form • Fill those positions with the most qualified people

49. Organization • Power– Micro Elements • External Influencers • People who have a stake in the program and have formal or informal authority over the program. • Two methods of interacting with external influencers • Diffusing external influencers power • Aggressively incorporating external influencers

50. Organization • Power– Micro Elements • External Influencers • Diffusing external influencers power • Utilized in times of conflict or confrontation • Resolve conflict calmly and move • Meet all requirements by deadlines and avoid excessive interaction • Has some advantages but, • Comes at a cost