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In my two previous articles in this series I have stated why Factor Analysis Modeling (FAM) is a key part of Strategic Planning, Program Evaluation, and Performance Improvement processes (Part I), and in Part II I listed the four factors that are found in every organization.

In this article, Part III, I will list the factors and their sub-factors, and for each factor I will include a brief description of what kind of information should be included with each sub-factor. Remember that I consider all programs, units, departments to be an organization, and I will use the terms interchangeably.

SUBSTANTIVE FACTORS

S1 Mission Statement

The Mission states the express reason(s) the organization exists. Although some organizations have very lengthy mission statements, I believe that the mission statement should be brief, and clearly state those reasons. One good reason to have brief and concise mission is that it makes it easier for staff and management members to understand and remember it. Many accrediting organizations stop staff randomly and ask them what the agency's Mission is.

All subsequent Strategic Planning, Quality Improvement, and Outcome Management systems are directly related to the organizational mission.

Â• All programs and services of an organization are directly related to its Mission Statement.

S2 Organizational VisionÂ

The vision is of extreme importance as it states where the leadership of the organization wants the organization to go. The vision carries the Mission to the next stage and should be a "reach", but should be achievable. If it is not achievable, it could be considered a hallucination rather than a vision. That is one of the reasons that the FAM is so important.

S3 Organizational PurposesÂ

The purposes are the things that the organization does. Purposes are closely tied to the Mission, and the Mission guides the organizational purposes. For example, "in order to fulfill our mission and achieve our vision, it is our purpose to operate the following programs and or services."

S4 Organizational GoalsÂ

List the programmatic or organizational goals. If possible, prioritize the goals.

S5 Persons Served

State the number of persons receiving services. List:

Â• The programs they participate in.

Â• Types of disabilities.

Â• Functioning abilities of the program participants.

Â• Residential placement.

S6 Programs: Routine or DevelopmentalÂ

Describe, briefly the organization's programs. If the program is older than six months it is probably considered "Routine" Any new program or an especially innovative one could be considered "Developmental".

S7 Degree of interaction with other organizations

List any way in which the organization interacts with other programs/organizations. The interacting organization or program may be internal or external.

Â• Typical interaction could be shared staff, dual administrative responsibilities, etc.

S8 Local Organizations Providing Similar Services

Â• List any local organizations that provide the same or similar services. If possible list the strengths and weaknesses of these programs as compared to your program.

S9 Strategic Planning Process

Describe how your program relates to the strategic planning process in the overall agency. If your program has its own strategic planning process, describe the process.

S10 Program Evaluation System

Describe how your program relates to the overall agency program evaluation system.

S11Re- engineering ProcessÂ

Is there a re-engineering process in place within the overall agency? If so, how does your program participate in the process?

S12 Performance Improvement ProcessÂ

Is there a performance improvement process in place within the overall agency? If so, how does your program participate in the process?

Institutional Factors

I1 Suitability of the Formal Structure and ProcessÂ

Include the Table of Organization for your program. State whether the structure is optimal to the operation of the department.

I2 Adequacy of Informational and Analytic ProcessesÂ

Is your program kept in the "loop?"Â Do you receive pertinent information in a timely manner?Â Do you receive information from the top, bottom and side?

I3 Key Functions, Processes, and ProceduresÂ

Key functions are those functions that are vital to the operation of your program. List these functions.

I4 Method of Documenting Processes and ProceduresÂ

Describe the method used to document processes and procedures.

I5 Adequacy of Human ResourcesÂ

State whether or not staffing within your program is adequate to meet the demands of the program. Take into Consideration not only the numbers of staff needed, but also whether or not existing staff is adequately trained to perform mandated duties.

I6 Degree of Complementarity and Conflict Among Areas of ExpertiseÂ

How are disagreements as well as agreements reconciled, taking into consideration various areas of expertise and rank?Â Among managers of equal rank, how are disputes or problems reconciled?

I7 Morale and MotivationÂ

How would you rate morale and motivation among the staff members in your program?

Provide a short narrative apropos of the situation.

Dr. Ira Jacobs has been in the field of developmental disabilities for over fifty years. He has covered a wide array of positions ranging from physical therapist to CEO of a large multi- services treatment center.

For more information visit his website www.developmentaldisabilitiesissues.com