3. Chapter 6
Identify and discuss similarities and
differences between intervention
planning for individuals and the
development of community-based
Describe the best practices to use in
the development of a mission
Describe the characteristics of an
effective team and the stages of team
Identify and discuss issues related to
4. Work on course vocabulary in
Chapter 6 discussion
Case: Fall Prevention
Issue Impact Tree
Activity: Vision, Mission, and
5. Chapter 6
Board of directors
Use clinical reasoning
Determine appropriate goals
Implement activities to reach the
Same skills applied in a community
Systems approach rather than
10. Tai Chi
Moving for Better Balance
Fall Prevention videos
UMC Health System
Fall Prevention Song
11. Vision Statement
Human Rights Campaign:
Equality for everyone (3)
A hunger-free America (4 words)
A world without Alzheimer’s (4)
A just world without poverty (5 words)
3M To solve unsolved problems
Our mission is a world in which
every person enjoys all the
human rights enshrined in the
Universal Declaration of
Human Rights and other
international human rights
12. Groups read this program
summary and write a
vision and mission
statement that reflects
the goals and purpose of
-Reduce risk for injuries
- Develop community
- Run exercises programs
to improve balance
- Fall prevention
- OTR can assess
- Raise awareness in
- Advocacy for
support and funding
2nd level Implications:
-OTR to train staff and
-OTR to assess
performance with COPM
16. Who will the program serve?
How will participants be recruited
How will participants qualify?
How does a participant enter the
What is the frequency and duration
of the program?
Where will it take place?
What supplies and equipment are
What staffing and personnel are
How will staff be monitored or
17. Budgeting: What funding amount is needed to sustain the program?
18. What skills do team
What are the benefits of
working in teams?
Scaffa and Reitz, 2014, p. 89
19. “Partnerships should be thoughtfully developed and maintained, especially if a community is
underserved. Once a partnership is developed, it needs to be maintained” (Scaffa and Reitz,
2014, p. 91).
20. Board of Directors
Group that guides the organization in
its mission, finances, and
Traditional officer roles
Work directly with executive director
Fiscally responsible for organization
Community members and program
stakeholders who provide feedback to
Quality assurance function
“In order to sustain programs and ensure they meet community needs,
community members should be actively involved in the program” (Scaffa
and Reitz, 2014, p. 91).
21. Community support
Demonstrates its value to the public
Has clear future goals and a plan
Begin with the end in
be part of the design
not an afterthought.
22. Meyer, Susan K. (2010). Community Practice in Occupational Therapy: A Guide to
Serving the Community. Boston, MA: Jones and Bartlett Publishers.
Scaffa, Marjorie E, and Reitz, S. Maggie. (2014). Occupational Therapy in
Community-Based Practice Settings, 2nd Edition. Philadelphia, PA: F.A. Davis
Notes de l'éditeur
Groups of 3 students. Each group defines 2 terms on Shared Google Doc.
3 minVideo: https://www.youtube.com/watch?v=sm-DhBtxy8U
Dr. Fuzhong Li, Tai Chi
Program planning and implementation are the topics of today
A Matter of Balance – Case Study
Vision statements are very concise and describe the ultimate goal for your program or organization
To be effective a mission statement needs to be:
Understandable and Concise
Stated in terms of output versus input or throughput
Names your customer
Names your primary product or service
Be broad and continuing
(What the program Does
In what Context)
Activities – How the goals and objectives will be met
Desired outcomes – How you will know the goals and objectives were met
Go back to the Matter of Balance program plan and identify goal, objective, activities, desired outcomes… Elements of the implementation plan
7 minute SMART goal video: https://www.youtube.com/watch?v=d6o5PyJM3bY
For A Matter of Balance Program – develop a SMART goal and 2-3 objectives that are also SMART and related to the goal
Program planning and design should include SMART goals and Issue Impact Tree analysis
Which of these are answered in the Matter of Balance program plan?
How would you answer the rest?
Using Matter of Balance case: What are the costs? How are they paid?
Consider your LC/IF plan: What is needed? Where will you get it?
Where will the money come from?
Don’t forget Indirect (or hidden) costs!
Skills: make decisions, solve problems, develop a focus, maintain the focus, accomplish outcomes
Benefits: provides different perspectives on program design and implementation, enhances program success and sustainability, expands expertise and resources
Forming: Establish goals and tasks for team; members get to know each other
Storming: Team members begin to voice opinions; Dysfunction can occur with arguments about goals or roles
Norming: Agreement of the team expectations; Trust develops; Team roles become clearly understood
Performing: Shared leadership among team members; Tasks are completed effectively and efficiently
This is the rationale for assigning the whole class to 1 of 3 community based programs
“In order to sustain programs and ensure they meet community needs, community members should be actively involved in the program” (S&R 2014, 91).
Consider: How many? For what purpose?
Matter of Balance Case Study: What kind of board would this program need? Who (professions and qualifications) would you want on this board, ideally?
Look at the Boards of IF and LC – Make observations about what kind of board and qualifications of board members.