Context Continuing education (CE) in athletic training is commonly achieved at multi-session conferences. Objectives To explore athletic trainers' (ATs') planning practices at multi-session conferences regarding format types, preferred domains of athletic training practice, and ideal number of concurrent sessions. Design Cross-sectional survey with quantitative and qualitative questions. Setting Web-based Patients or Other Participants 8660 ATs surveyed Intervention(s) We established content and face validity and piloted the tool before use. We distributed the survey via email weekly for 6 weeks. Trustworthiness of qualitative data was established with multiple-analyst triangulation and external auditing. Data were collected through a Web-based survey comprised of demographic questions and questions regarding CE choices. Main Outcome Measure(s) Quantitative data- measures of central tendency, standard deviations, and frequencies; qualitative- inductive coding method. Results 908 ATs responded (response rate = 10.5%) and 767 were included in analysis. Respondents (age, y = 38 ± 11; females = 367, males = 249, missing/prefer not to answer = 151; 15 ± 11 years of clinical experience) most preferred to attend workshops (78%, n = 598/767), large-group lectures (75.9%, n = 582/767), and small-group lectures (63.5%, n = 487/767). They were motivated to select preferred session formats by learning preferences (38.4%, n = 239/623) and interest in the topic (37.4%, n = 233/623). Examination, assessment, and diagnosis was the most preferred domain (80.7%, n = 619/767). Health care administration and professional responsibility was least preferred (41.9%, n = 321/767). Practical application was the main influencer (53.4%, n = 337/631) to attend sessions. Almost half (49.7%, n = 381/671) of respondents stated that their CE selection behaviors changed depending on the number of concurrent sessions. They prioritized sessions by interest when conflicts occurred (31.4%, n = 211/671). Conclusion Reducing feelings of indecision and ensuring applicable sessions for ATs is important. Multi-session conferences should include sessions that align with attendee preferences relative to domains of practice and session formats. However, attendee preferences provide faulty guidance for CE decision-making and should not be the only mechanism to drive planning.

Context Immersive clinical education is an integral component of athletic training curricula. The flexibility in the requirements allows programs to be innovative in their curricular design and to meet the needs of their learners. Objective The purpose of this educational technique is to describe the process for empowering students to choose preceptors and clinical sites that meet their needs. Background Traditionally, program administrators assign students to preceptors and clinical sites based on proximity and availability of clinicians surrounding the institution. However, this may limit the options for students to find preceptors and mentors who are best suited to prepare them for future clinical practice. Description In our program, we empower students to pursue their immersive clinical education experience with a preceptor and/or clinical site that will meet their personal and professional needs as a learner and future clinician. Advantages Preceptors and alumni have noted increased engagement when students are invested in the selection process. Students are encouraged to advocate for their needs personally and professionally, to place themselves in the best environment for their future success. More specifically, historically marginalized students have the opportunity to identify a preceptor with similar demographic characteristics, who may be better suited to mentor them as a future professional, when geographic proximity has been a challenge in the past. Conclusions Students and program administrators partner to select preceptors who provide opportunities for a successful immersive clinical experience, who align with the student's future career goals, and who provide mentorship. Historically marginalized students in less diverse regions may benefit the most from this model because they can overcome geographic proximity challenges to identifying effective preceptors and mentors.

Context Racially diverse individuals are underrepresented in the field of athletic training. Previous research identified multiple factors that may contribute to diversity concerns including a lack of access to higher education, underrepresentation, financial instability, lack of programming, and mentoring for minoritized students through matriculation in health care education programs. Objective To identify current recruitment and retention strategies aimed at racially minoritized students in athletic training programs. Design Consensual qualitative research. Setting Individual interviews. Patients or Other Participants A total of 14 professional athletic training program directors (age = 47 ± 7 years; years credentialed = 25 ± 7 years; years in role = 13 ± 7 years). Main Outcome Measures This qualitative study used consensual qualitative research methodology with the incorporation of multianalyst triangulation and member checking to establish trustworthiness. The interview protocol consisted of questions regarding current recruitment and retention strategies used by directors of professional master's programs. Results Four domains emerged from the study: (1) benefits of diversity, (2) marketing, (3) individualized support, and (4) enrollment management strategies. Participants expressed that diversity could lead to a more inclusive and positive learning environment and could improve patient care through establishing race concordance on the program Web site, social media, and other print materials. Program directors demonstrated a lack of awareness relative to available professional resources and the difference between creating equal versus equitable resources. Participants demonstrated variability in their awareness of enrollment management strategies, specific to admissions resources and professional resources. Conclusions Program directors appreciate the benefits of racial diversity and are actively engaged in marketing strategies to recruit minoritized students. They are also working to retain minoritized students but may be providing equal, rather than equitable, resources. Professional athletic training programs must continue to develop and promote effective strategies for admissions, support matriculation, and increase identifiable and equitable resources to better serve minoritized students.

Context In today's health care environment, the need to engage personnel in quality improvement to demonstrate value to patient care is vital. Health care executives are responsible for leading within their organizations, and athletic trainers (ATs), similar to other health care executives, have typically risen to positions of authority without leadership training. Objective To explore the lived experiences of ATs as health care executives, specific to their path to leadership and their role in leading continuous quality improvement. Design Consensual qualitative research. Setting Web-based phone interviews. Patients or Other Participants A total of 20 participants (age = 41 ± 10 years; experience = 18 ± 10 years) indicated they held a position of authority, had personnel management responsibilities, and had influence over organizational change within their health care systems; however, after completing the interviews, we determined that only 17 participants met the inclusion criteria. Data Collection and Analysis The primary investigator completed interviews. We analyzed the data with a 3-person data-analysis team and an internal auditor. Trustworthiness was established through member-checking and multiple-researcher triangulation. Results Participants described various forms of preparation including mentors and both self-directed and required resources that assisted in preparing for their management and leadership roles. Participants described how they influenced personnel, including identifying individualized motivators, establishing goals, and building relationships. Participants explained the culture they hoped to establish, characterized by a growth mindset, transparency, and both self-reflective and systems-level improvement practices. Many of the participants depicted characteristics of strong leaders through an individual growth mindset, embodiment of the behaviors they wanted to see in their personnel, and transformational leadership strategies. Conclusions Athletic health care executive have the responsibility to lead and transform their organizations. However, few in these positions have had formal training to prepare them for the role. ATs seeking health care executive positions should seek formal training to acquire the skills necessary to create organizational change and serve as transformational leaders.