· Web viewWe updated the benchmarks for all of the SLO’s. New benchmarks were identified and...

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Summary of Student Learning Outcomes Assessment (2017-2018)Student Learning Outcome #1 - Students have knowledge and skills related to COSMA Common Professional Component (CPC) content areas (Social, psychological and international foundations of sport; Ethics in Sport Management; Sport Marketing & Communication; Finance & Accounting/Economics; Legal Aspects of Sport; Integrative Experience).

Identify Each Student Learning Outcome and Measurement

Tool (s)

Identify the Assessment Tool

Assessment Results: Total Number of

Students Observed

Assessment Results:

Total Number of Students Meeting

Expectation

Assessment Results:

Percentage of Students Meeting

Expectations

Assessment Results:1. Does not meet expec-

tation2. Meets expectation3. Exceeds expectation4. Insufficient Data

SLO 1 Fall 2017/Spring 2018 Business Project

(SPTM 228) Direct Measure

the goal for student assessment measuring all CPC content areas is for 70% of students to score at least an 80 on a 100 point rubric.

30 30 100% 3

Case Study (SPTM 453)

Direct Measure

the goal student assessment measuring

CPC content area (Social Foundations of

Sport) is for 70% of students to score at least an 80 on a 100

point rubric.

35 20 57.1% 1

Blog & Discussion Board (SPTM 491)

Direct Measure

the goal for student assessment measuring

CPC content area (Psychological

Foundations of Sport) is for 70% of students to score at least an 80 on

a 100 point rubric.

38 31 81.5% 3

Global Research Paper (SPTM 492)

Direct Measure

the goal for the student assessment measuring

CPC content area (International

Foundation of Sport) is

55 20 36.3% 1

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for 70% of students to score at least an 80 on

a 100 point rubric.Research Paper


- the goal for student assessment measuring

CPC content area (Ethics in Sport

Management) is for 70% of students to

score at least an 80 on a 100 point rubric

44 33 75% 3

Team Marketing Plan (SPTM 333)

Direct Measure


CPC content area (Sport Marketing) is for

70% of students to score at least an 80 on

a 100 point rubric.

59 59 100% 3

Strategic Sport Communication Plan



CPC content area (Sport Communication) is for 70% of students to score at least an 80 on a 100 point rubric.

59 59 100% 3

Facilities Project (SPTM 452)

Direct Measurement


content area (Finance/Accounting) is for 70% of students to score at least an 80 on

a 100 point rubric

38 33 86.8% 3

Student Presentation (SPTM 283)

Direct Measurement


CPC content area (Integrative Experience)

63 50 79.3% 3

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is for 70% of students to score at least an 80

or higher on a 100 point rubric.

Student Portfolio (SPTM 498)

Direct Measurement

the goal for student assessment for

measuring CPC content area (integrative

experience) is for 70% of students to score at least an 80 on a 100

point rubric.

24 22 91.6% 3

Internship presentation (SPTM 498).

Direct Measurement

the goal for student assessment measuring all CPC content areas is for 70% of students to score at least an 80 on a 100 point rubric

24 22 91.6% 3

Advisory Board Meetings

Indirect Measurement

–the goal is for the advisory board to meet twice a year to review

assessment results and make

recommendations specifically to CPC’s

content areas.

1 2 50% 1

Sport Management Alumni Survey (Q 1 - items 1-3 – related to

CPC’s)

– the goal for student assessment on Survey

Monkey data for measuring all CPC

1 1 100% 4

4

Indirect Measurement content areas is for 70% of students to

score a 4.0 on a 1-5 scale.

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Student Learning Outcome #2: Students have developed critical thinking and problem solving skills throughout the curriculum. Identify Each Student

Learning Outcome and Measurement

Tool (s)



Students Observed

Assessment Results:


Expectation

Assessment Results:


Expectations



SLO 2 Fall 2017/Spring 2018 Discussion Lead

Assignment (SPTM 492)

Direct Measure


measuring critical thinking and problem solving is for 70% of students to score at least an 80 on a 100

point rubric.

55 20 36.3% 1

Internship Employer Midterm Evaluation

(SPTM 498)Indirect Measure


measuring critical thinking and problem solving is for 70% of students to score at least a 4.0 on a 1-5-

scale

23 23 100% 3

Advisory Board Meetings

Indirect Measure

the goal is for the advisory board to meet twice a year to review

assessment results and make

recommendations specific to critical

thinking and problem solving.

1 2 50% 1

Sport Management Alumni Survey (Q2 - items 1-2 – related to

critical thinking/problem

solving)Indirect Measure


Monkey data for measuring critical thinking/problem

solving is for 70% of students to score a 4.0

1 1 100% 4

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on a 1-5 scale.

Student Learning Outcome #3: Students are able to communicate effectively.

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Tool (s)



Students Observed

Assessment Results:


Expectation

Assessment Results:


Expectations



SLO 3 Fall 2017-Spring 2018 Communication

Assignment (SPTM 288)

Direct Measure

the goal for student assessment measuring communication is for 70% of students to

score at least an 80 on a 100 point rubric.

59 59 100% 3

Internship presentation (SPTM 498)

Direct Measure


score at least an 80 on a 100 point rubric.

24 22 91.6% 3

Internship Employer Midterm Evaluation

(SPTM 498) Indirect Measure


score at least a 4.0 on a 5-point rubric.

23 23 100% 3

Sport Management Alumni Survey (items

6-9 – related to communication) Indirect Measure


Monkey data measuring

communication is for 70% of students to

score a 4.0 on a 1-5 scale.

1 1 100% 4

Student Learning Outcome #4: Students demonstrate the ability to select and engage technologies appropriate for use in the sport industry.

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Tool (s)



Students Observed

Assessment Results:


Expectation

Assessment Results:


Expectations



SLO 1 Fall 2017/Spring 2018 Sport Blog Project


the goal is for student assessment measuring technology is for 70% of students to score at

least a 70 on a 100 point rubric.

27 16 57.1% 1

Sport Management Alumni Survey (items

10-11 – related to technology)

Indirect Measure

the goal for student assessment for Survey

Monkey Data is for measuring technology is for 70% of students to score a 4.0 on a 1-5

scale.

1 1 100% 4

Student Learning Outcome #5: Students have a familiarity of issues related to diversity (race, gender, age, nationality, sexual orientation, gender identity and disability).

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Tool (s)



Students Observed

Assessment Results:


Expectation

Assessment Results:


Expectations

Assessment Results:1. Does not meet expectation2. Meets expectation3. Exceeds expectation4. Insufficient Data

SLO 5 Fall 2017-2018Diversity Case Study

(SPTM 453)Direct Measure

the goal for student assessment measuring diversity is for 70% of students to score at least a 70 on a 100

point rubric.

35 20 57.1% 1

Sport Management Alumni Survey (Q 2 -

items 9-11 – related to diversity)

Indirect Measure

– the goal for student assessment for Survey

Monkey data measuring diversity is for 70% of students to score a 4.0 on a 1-5

scale.

1 1 100% 4

Explanation for course action for intended outcomes not realized:The sport management faculty is the primary group responsible for reviewing the data and for making recommendations about the effectiveness

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of the program. Program evaluation in the BS/BA Sport Management program occurs to assist in making decisions about students’ performance in regard to approved learning outcomes and in making decisions about the program’s operational effectiveness in light of the department’s mission and approved strategic plan.

Each academic year, the sport management faculty meets to discuss and develop an annual report summarizing relevant student learning and operational effectiveness data and defining an action plan for program improvement to be employed the following year. The annual report is submitted to the College of Science, Engineering and Education and a presentation is presented each year. Recommendations within the action plan that have budget implications are submitted to the Dean of the College of Science, Engineering and Education.

We were accredited in September of 2016 and responded to all the “Notes” in the 2016-2017 report. Action was already taken on all of them and should satisfy the three year completion due date. Some of the actions were approved for implementation during the fall 2017-spring 2018 semester. Other recommendations were approved for the 2018-2019 academic year.

Fall 2017-Sring 2018 Implementation

We shifted measurement tools to occur earlier in the program (SPTM 228, SPTM 283, SPTM 288). These courses are the only 200 level courses we could add to the Assessment Plan.

We updated the benchmarks for all of the SLO’s. New benchmarks were identified and included in the 2016-2017 and 2017-2018 Assessment Plans.

We increased SPTM 283 – Career Preparation for Sport Management Majors (formerly known as Field Experience in Sport and Physical Activity) from 1 to 3 credit hours. We are able to provide our students with a full semester (as opposed to 7-weeks) to develop a resume, cover letter, reference page, portfolio, and learn about networking and interviewing in sport management related fields. Student will also have the opportunity to observe professionals at work and learn about specific skills in intercollegiate athletics, recreational sports, and professional sports.

Assessment Data Feedback SLO #1 – Diversity in Sport (453 – Case Study) and Contemporary Issues in Sport and Exercise (492- Global Research Paper) were two direct measures that did not meet expectations. These two courses will be reviewed during the 2018-2019 semester to determine what may need to be done to meet expectations of this SLO. In addition, the Advisory Board and the Alumni Survey were two direct measures that did not meet expectations. The department offers one advisory board meeting in the fall and will consider offering one in the spring. The Alumni Survey needs to be given out more consistently following each semester and followed-up. Individual emails may be a better way of reaching out to these students in filling out the survey. Further discussion on what we will do to obtain more of a response will be evaluated during the 2018-2019 semester.

SLO#2 – Contemporary Issues in Sport and Exercise (492 – Discussion Lead Assignment) was one direct measure that did not meet expectations. This course is already being evaluated for SLO#1 and the discussion will continue for SLO #2 as well. In addition, the Alumni Survey was one direct measures that did not meet expectations. The Alumni Survey needs to be given out more consistently following each semester and followed-up. Individual emails may be a better way of reaching out to these students in filling out the

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survey. Further discussion on what we will do to obtain more of a response will be evaluated during the 2018-2019 semester.

SLO #3 - the Alumni Survey was one direct measures that did not meet expectations. The Alumni Survey needs to be given out more consistently following each semester and followed-up. Individual emails may be a better way of reaching out to these students in filling out the survey. Further discussion on what we will do to obtain more of a response will be evaluated during the 2018-2019 semester.

SLO#4 – Sport Blogging and Social Media (353 – Sport Blog Project) was one direct measure that did not meet expectations. We realized the technology portion of the class was something that students were not getting enough of. This course used to be a part of a track and not all students took the course. Beginning spring of 2018 this course is being offered as a major core requirement. Additional observation of the course will be examined to make any necessary changes to the course. In addition, the Alumni Survey was one direct measures that did not meet expectations. The Alumni Survey needs to be given out more consistently following each semester and followed-up. Individual emails may be a better way of reaching out to these students in filling out the survey. Further discussion on what we will do to obtain more of a response will be evaluated during the 2018-2019 semester.

SLO#5 – Diversity in Sport (453 – Case Study) was one direct measure that did not meet expectations. This course is already being evaluated for SLO#1 and the discussion will continue for this SLO #5 as well. In addition, the Alumni Survey was one direct measures that did not meet expectations. The Alumni Survey needs to be given out more consistently following each semester and followed-up. Individual emails may be a better way of reaching out to these students in filling out the survey. Further discussion on what we will do to obtain more of a response will be evaluated during the 2018-2019 semester.

Fall Implementations

We moved the SPTM 353 course from the sport communication track and made it a requirement for all majors. Data has been collected on this course for the spring of 2017 and spring 2018 semesters as it is only offered once a year at this time.

We made additional changes to the curriculum from the site visit recommendations and feedback from our advisory board.

We developed a new course (SPTM 305 – Practicum in Sport Management) to replace the two other practica (SPTM 302 – Practicum in Recreational Sports and SPTM 303 – Practicum in Intercollegiate Athletics) that required too many hours for a student to complete as a full-time student (from 300 hours to 150 hours). Plus, students have more flexibility than what we were requiring in Recreational Sports and Intercollegiate Athletics.

We removed KIN officiating courses and SPTM 263 (Outdoor Education) from the Recreational Sports Track. We added SPTM 338 – Collegiate Recreation Management to better prepare our students for a position in campus recreation.

We removed SPTM 288 – Sport Communication from all of the tracks and made it a major core requirement.

We removed SPTM 353 – Sport and Social Media (formerly known as Sport Blogging & Social Media) from the Sport Communication

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track and made it a major core requirement. We also replaced the SPTM 353 from the Sport Communication track by adding PRL 101 – Introduction to Public Relations.

We provided more specific business electives to be taken by students.

Summary of Program-Level Operational Effectiveness Goals (2017-2018)

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OG #1 - To recruit, hire and retain diverse, high quality faculty and staff.Identify Each Operational

Effectiveness Goal and Measurement

Tool(s)

Identify the Benchmark Data Summary Assessment Results:1. Does not meet expecta-

tion2. Meets expectation3. Exceeds expectation4. Insufficient Data

OG 1 Fall 2017/Spring 2018Hiring – we will follow the hiring protocols set forth through our University and advertisement in appropriate outlets – The Chronicle, NASSM outlets, NIRSA,

25 applicants will apply for a SM position when there is an opening and there will be 3 viable candidates to bring on campus.

n/a – no searches were completed

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College Mentoring Program (Retain) – The purpose of the College Mentoring

Program is to create a link between new and

junior faculty and respected, tenured

faculty.

100% of new faculty will participate in the College Mentoring Program during the first three years of their tenure.

100% of the new faculty participated in the College Mentoring Program this past year.

3

Faculty Teaching Evaluations (Retain –

by meeting promotion/tenure

requirements)

100% of the faculty teaching evaluations will be at least a 3.5 on a 1-5 scale on all areas of evaluation.

100% of the faculty met TP requirements 3

T & P Requirements (Retain – by meeting

promotion/tenure requirements)

100% of faculty will meet TP requirements. Note: instructor position is not included as scholarship is not a requirement of their position.

100% of the faculty met TP requirements 3

OG #2 - To recruit and retain quality students to meet local and global demands for our graduates.Identify Each Identify the Benchmark Data Summary Assessment Results:

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Operational Effectiveness Goal and Measurement

Tool(s)

1. Does not meet expecta-tion

2. Meets expectation3. Exceeds expectation4. Insufficient Data

OG 2 Fall 2017/Spring 2018Enrollment – data

reported from institutional research

To have the SPTM program admit and enroll 30 students per year.

69 3

Degrees Conferred – data reported from

institutional research

To have the SPTM program graduate 30 students per year.

4 (fall 2017)

Graduation GPA Requirement – data


100% of the of the SPTM students graduate with a GPA of 2.5 or higher

100% 3

OG #3 - To provide students with the opportunity for professional growth.Identify Each Identify the Benchmark Data Summary Assessment Results:

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Tool(s)

1. Does not meet expecta-tion


OG 3 Fall 2017/Spring 2018To recruit all students to be a member of the

Sport Management Club

To have 25% of the SM student body to be an active member of the Club

24.1% of the student body are active members of the SPTM Club (30 of 124)

2

Practica – The practica (150 hours for each - 300 hours total) are typically completed

during the sophomore and junior year. This is

in addition to the student’s senior year.

To have 100% of the students successfully complete two different practica within recreational sports, intercollegiate athletics and/or professional sport the first time taken.

100% of the students successfully completed two different practica (36 out of 36)

3

Internship – 450 hours completed during the student’s senior year.

To have student successfully complete (Grade –A or better) a 450-hour internship their senior year.

85.7% of the students completed 450 hours with an A (6 out of 7)

2

OG #4 – To develop and maintain partnerships and community outreach opportunities with local business and organizations.Identify Each Identify the Benchmark Data Assessment Results:

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Tool(s)

Summary 1. Does not meet expecta-tion


OG 4 Fall 2017/Spring 2018Advisory Board –

students are part of the advisory board to

assist with making curriculum changes

and provide feedback for the program.

To have the advisory board meet twice per year.

The advisory board met once during the year. 1

Practica – The practica (150 hours for each - 300 hours total) are typically completed

during the sophomore and junior year. This is

in addition to the student’s senior year.

To have students successfully complete (successfully complete) two different practica within recreational sports, intercollegiate athletics and/or professional sport the first time taken.

92.1% of the students successfully completed two different practica (59 out of 64)

3

Internship – 450 hours completed during the student’s senior year.

To have student successfully complete (Grade –A or better) a 450-hour internship their senior year.

92.0% of the students completed 450 hours with an A 23 out of 25)

2

OG #5 - To maintain and control undergraduate enrollments.Identify Each Identify the Benchmark Data Summary Assessment Results:

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Tool(s)

1. Does not meet expectation2. Meets expectation3. Exceeds expectation4. Insufficient Data

OG 5 Fall 2017-Spring 2018Enrollment – data


The SM program will admit and enroll 30 students per year.

69 3

Degrees Conferred – data reported from

institutional research

The SM program will graduate 30 students per year.

4 (fall 2017) 4

Summary of Operational Effectiveness GoalsStrengthsAccording to the results, our greatest strengths are the following:

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OG #1- participation in college mentoring program., faculty teaching evaluations, T & P requirements OG#2 – enrollment (acceptance of new students), graduation GPA OG#3 – practicum experiences, internship experience OG#4 –practicum experiences, internship experiences OG #5 – Enrollment (acceptance of new students)

WeaknessesAccording to the results, our weakest areas are the following:

OG #1 – no hiring has taken place although our numbers continue to grow OG#2 – degrees conferred OG #3 – # of sport management club members OG #4 – advisory board only meeting once instead of twice per year OG# 5 – degrees conferred

Operational Effectiveness Goals Action PlanOG #2 & OG #5 will focus on the strategic goal #2 for guidance in increasing the number of degrees conferred. STRATEGIC GOAL #2 – The Kinesiology and Sport Department will recruit and retain new and existing students.

Strategy 2.1 – The KS Department will examine and update current recruitment and retention plan and add five additional mechanisms to recruit and retain students over the next five years.

To brainstorm at least 5 new initiatives to add the current recruitment and retention plan To continue offering the current recruitment and retention initiatives.

o To meet with all potential incoming students and parents.o To participate in Southern Hospitality Days (SHD) and other recruitment and retention events (i.e., Majors and Minors Fair, Stu-

dent Development).o To use a variety of marketing tools to promote the program which include brochures, club promotional materials, and the website.o To participate in experiential learning and volunteerism.o To provide curriculum offerings students would be attracted to (i.e., tracks, pre-professional programs). o To develop articulation agreements with Community Colleges.o To continue supporting the Sport Management Club.o To contact each student within 48 hours of SHD.o To continue contacting students that do not sign-up for classes each semester.o To update and continue providing a contract for students that are being academically dismissed or on probation. o To send letters to students that contact the Admissions Office.

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o To return all email request asking about our program. o To have faculty report Early Bird Alerts (EBA) and non-attendance. o To have new students stay in the Advising and Resource Center during the first three semesters of their academic program.o To send a transition letter to all students entering the department letting them know who their advisor will be. o To visit schools up North to introduce our Strength & Conditioning program.o To offer a 1-credit hour strength and conditioning course to attract students to the strength and conditioning area. o To collaborate with off-campus constituents to offer programming that may attract and enable promising students to pursue higher

education, including students from underrepresented groups (i.e, recruitment fairs, and career fairs at local schools).o To continue to update brochures for each program as needed.

To update the website with a wide variety of promotional tools such as alumni interviews, quotes from alumni, videos, links to con-stituents, advisor information, Inside Look at Life Inside the Major and others.

o To develop an improved SHD program session that includes additional breakout sessions for each of the majors.o To improve on the implementation of the majors and minors fair that will attract students that may want to enter the Kinesiology

and Sport Department. o To maintain the Sport Management club the Olympic Weightlifting Club. To develop a club that is focused on the Exercise Sci-

ence and Kinesiology majors. To encourage pre-professional students to join the pre-professional club.

Strategic Goal 2.2 – The KS Department will create additional scholarship opportunities to reach more academically strong students. To continue to offer five $1,000.00 scholarships to students in any major within the Kinesiology and Sport Department. To continue to offer two $1,500.00 scholarships to students in the undergraduate sport management program. To continue to offer two graduate sport management scholarships to at least two students entering the program. To add one new scholarship over the next five years.

Strategy 2.3 – The KS Department will add 25 top-notch internships over the next 5-years. To continue seeking out additional internships and signing agreements that will allow our students to participate in an internship at their

establishment. To collaborate with Career Services and Placement. To continue adding internships that students are completing to the website.

Strategy 2.4 – The KS Department will increase the diversity of our students over the next 5-years. To recruit at least 10 international students over the next 5-years.

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To offer one study abroad program within the department (i.e. the Netherlands).

Strategy 2.5 – The KS Department will take advantage of grant opportunities that focus on recruitment and retention strategies. To submit an Innovation grant. To expand on the Majors as Home initiative to include programs and services that will attract and maintain those students entering the De-

partment of Kinesiology and Sport.

OG #2 – we will focus on strategy 3.3 of the strategic plan to increase the number of students within the Sport Management Club For the 2018-2019 academic year the Sport Management faculty must work on putting together higher criterion for OG #2 and OG #5 in

order to take the Sport Management program to the next level.o We will continue to have bi-weekly meetings in working through these changes. We will continue to collect data for the 2018-

2019 academic year and make changes to the criterion following the review of our self-study.

The Sport Management faculty will work on the deficiencies mentioned in the “Summary of Operational Effectiveness Goals”. o The Sport Management Club leadership team will be the key to the success of getting more students into the club. The Sport Man-

agement Club leadership team will be encouraged to do the following: Send an email to all students within the Kinesiology and Sport Department letting students know about the club. Attend classes to let students know about the Sport Management Club. Develop a plan of events prior to the academic year beginning. Continue to encourage students to join their Facebook page. Encourage to develop a Twitter account.

Summary NarrativeThe strategic plan is developed every five years but assessment results are collected on a yearly basis. The five student learning and operational effectiveness outcomes are addressed in the strategic plan so that initiatives may be added on a yearly basis. An annual strategy implementation plan is developed and a budget request is put forth. Funding is provided to implement strategies that will assist with outcome assessment and completion of strategic plan. An analysis of assessment results provides a yearly progress report.

· Web viewWe updated the benchmarks for all of the SLO’s. New benchmarks were identified and...

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