Providing Active Care
for Active People

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Strategic Plan
January, 2018
Ann E. Zanzig
annzanzig@gmail.com
Consultants, LLC
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WATA Strategic Plan
January 20, 2018
WATA CORE VALUES
• Our leadership stays “ahead of the curve”
• We publicly recognize contributions
• We work together in teams
• We have clarity of goals
• We are fiscally responsible
MISSION
The Wisconsin Athletic Trainers Association, Inc. (WATA) is a professional membership organization of licensed athletic trainers and others who support the athletic training profession in Wisconsin. Athletic Trainers are allied health care professionals who provide care for active individuals. The WATA was originally founded in 1976 and incorporated in 1990.
The Mission of the Wisconsin Athletic Trainers’ Association is to improve the quality of health care for individuals in the State of Wisconsin by the promotion and advancement of the athletic training profession and the licensed athletic trainer.
*SWOT: What are strengths, weaknesses, opportunities and threats as we plan?
Strengths
• Leadership engagement
• Professional advancement
• Resourceful
• Reimbursement / state participation
• Practice Act / legislative efforts
• Involvement with third party reimbursement / cash services
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• Financially strong, current position of WATA / resources to bank ideas and growth
o (Wisconsin Management Association will add growth to Association)
• BOD keeps members at forefront of decision making
• History = foundation of what FF vision
o Licensure work
• Visionary – A.T. canes, 3rd party, licensure
• Financially
• BOD keep members at forefront of decision making
Weaknesses
• Member engagement / involvement / communication to and from members
• Financial resources
• Clarity of governance documentation
• Accountability for leadership (direction, on task, oversight, expectations)
• Focusing on small group through third party reimbursement (too focused) (thinking of other things)
• Accountability for leadership
• Involvement of young professionals / member communication
• Financial funding
• Member engagement
• Close gap of LATs and those part of WATA (increase membership)m, need to increase benefits to members (you don’t have to be a member to be protected by WATA)
• Communicating errors / expand involvement/communication
• Member engagement = top to bottom
• Size of organization = scope of health care = keeping license, lack of funds
• Recognition across the board / lack of public knowledge
• Finance / funding to compete with other specialties (PT)
• Non-member – LAT in state
• “Athletic” trainer label
Opportunities
• YPC development / new AT engagement and direction
• Utilize resources (Assoc. management)
o Financial resources
• Public education of AT profession
• Increase growth and membership (increase LATs that are WATA members)
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• Longer term Master’s programs
• Practice Act – leverage for more opportunities for LATS
• WAM – increase communication new ideas / processes on communication, smoother, easier process for members
• Education rise, MS programs
• Secondary school / ATEP programs – thinking outside the box
o Fire department]
o Department of Public Works
o PD
o “Occupational Athletes”
• Leverage third party reimbursement – open Practice Act to reflect current educational standards
• Model the YPC to engage members
Threats/Obstacles
• Membership engagement and education
o “segmentation” and unity of all members
• Leadership follow through
• Inter-professional relationships
• Practice Act changes / limitation
• DSPS: Study and deregulating (need qualified professionals, i.e., mental health, management
• Obstacle language in licensure – advance and develop
• Communication (member engagement) – bring various LAT settings together – increase value / salaries
• State legislature – regulatory
• PTA
• “Financial pie” sponsorships
*What is the #1 improvement you would like to see?
• Identification of objectives and follow through
• Practice Act advancement and changes
• Increase internal and external engagement of stakeholders through education through having the financial resources
Strategic Priorities: Three Year
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A. Health and Safety of Consumer
Practice Act / Reopening
B. Increased Membership and Involvement
1. Membership Benefits: What are you getting for your membership?
2. Identify, enhance and communicate benefits to members
3. Better use of social media
4. Promote resources through NATA
5. Market research to help increase salaries / membership engagement
6. Annual meeting career fair, professional development
7. Educational opportunities: state / regional / local WATA
C. Organizational Efficiencies
1. Clear objectives and directions for leadership positions
2. Review number of committees
a. Policies and procedures – working document
i. Transparent rolls
ii. Oversite
b. “Scrub” positions
i. Duties
ii. Responsibilities
3. Identify and engage potential stakeholders / future leaders
D. External Ed.
1. Overall knowledge of profession (promotion through media)
2. Training of advocates / external stakeholders
E. Financial Stability and Growth
1. Future investment of funds
2. Increase revenue by creating investment opportunities
3. Increase reimbursement through all settings
4. Membership special assessment / increase dues
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WATA: Year One Action Plans 2018-2019
Strategic Priority: Health and Safety of Consumer
Point People: WATA President / WATA Lobbyist
Three-Year Goal: Revised Practice Act eliminating consulting physician requirement and improved practice language. Action Steps / Year One Participants Dates Meet with national Leadership Lobbyist / GAC February 2018 BOD review of language / develop survey WATA BOD / GAC February 2018 Survey membership at annual meeting WATA BOD April 2018 Present recommendations to membership WATA BOD April 2018 Circulation of bill for authorship Lobbyist October 2018 Measures of Success: 3 Year Mark
Revised bill / Practice Act Language Passed
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WATA: Year One Action Plans 2018-2019
Strategic Priority: Increase Membership and Involvement
Point People: BOD (change to someone else specific)
Three-Year Goal: Increase overall membership. Action Steps / Year One Participants Dates Create and distribute membership benefits. Marketing Department – Management: Chris Jenny Thorpe / Alyson Kelsey April 2018 Reassess membership benefits. Chris, Management Company April/August 2018 Provide educational opportunities for athletic training students. Alicia Belant; JJ Bonk / Student Senate January 2019 Measures of Success:
1. Number of members relative to existing licensure to state
2. Number of view via electronic communication
3. Number of presentations given
4. Administration of survey and number of responses
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WATA: Year One Action Plans 2018-2019
Strategic Priority: Organizational Efficiency
Point People: Anna Linstedt
Three-Year Goal #1: A complete, up-to-date working Policies and Procedures document accessible for leadership and members. Action Steps / Year One Participants Dates Identify BOD and committee members – Policies and Procedures and send out respective portions of current Policies and Procedures for review. Danielle Smith sends to BOD members September 2018 Identify ——————— of Policies and Procedures for formatting and distribution. Anna Linstedt / Management Assoc. January 1, 2019 Measures of Success:
Have the completed, up-to-date Policies and Procedures housed and accessible by April 1, 2019.
Three-Year Goal #2: Review governance structure to determine strategic and streamlined leadership. Action Steps / Year One Participants Dates Look at current committees and goals for WATA to determine need of continuance. Measures of Success:
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WATA: Year One Action Plans 2018-2019
Strategic Priority: External Education
Point People: WATA Regional Representatives
Three-Year Goal: Increase external advocacy state-wide with various healthcare providers and stakeholders by promoting the profession of AT. Action Steps / Year One Participants Dates Form relationships through regional networking. Regional Reps (Patrick, Anna, Danielle and Lisa) June 2018 Create subgroups of various representatives. 5-7 December 2018 Develop market / educational materials that will be used in the promotion of the profession. (WAM) WAM / BOD Measures of Success:
By year one of implementation each region has given one presentation to a group of stakeholders.
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WATA: Year One Action Plans 2018-2019
Strategic Priority: Financial Stability and Growth
Point People: Andrew Baker, WAM
Three-Year Goal: Minimum reserve account $30,000. Action Steps / Year One Participants Dates Develop investment policy. Brent / WAM April 2018 Implement / execute investment policy. Andrew July 2018 Balanced budget. Andrew December 2018 Alternative sources of revenue through sponsorships and special events. Erin / WAM January 2019 Measures of Success:
1. Transparency with reporting
2. At 18 months – $25,000 in reserve account