APR Committee Report
Academic Program Review SUMMARY*
Department under review: _Sport Management_____________________
Date self-study received in Dean’s office: 4/25/2015
Date of external consultant’s review: 11/24/2015
Date APR received report: 1/29/2016
APR’s Recommendations (must be completed)
Recommendations:
1. Explore obtaining authorization to become a stand-alone program.
2. Consider developing a strategic plan, including a mission and vision, specific to the Sport Management
Program.
3. Consider seeking specialized accreditation from COSMA once the Sport Management faculty is back to full
strength. This step would place the program in rare company with less than 10 percent of sport management
programs currently accredited.
4. Continue to build a culture of assessment that will promote continued growth and development of the
program.
5. Consider establishing several benchmark Sport Management Programs and use these programs as an external
metric for the program.
6. Continue to market and increase visibility of the program, both on and off campus, to strategically women
and minorities
☒ No serious areas to address – review in next regularly scheduled cycle
☐ Some areas to address – review in next regularly scheduled cycle
☐ Some areas to address – department should submit short report on progress to Faculty Senate/Provost’s Office
in 3 years
APR’S summary of self-study (first two boxes must be completed)
The Department of Exercise and Sport Science offers two undergraduate and three graduate degrees. The
undergraduate degrees include a BS in Exercise and Sport Science and a BS in Athletic Training. The degree in Exercise
and Sport Science is further defined by emphases in Exercise Science, Human Performance, Physical Education
Teaching, and Sport Management. The ESS-Sport Management emphasis is specifically designed to prepare students
for a variety of sport-related careers. Sport management students take a common core of exercise science courses
such as Human Anatomy and Physiology as well as sport management-specific courses such as: Sport Promotion;
Sport Law; Sport Facility Planning and Management; Sport Administration; and an Internship Requirement.
Although accreditation is not being pursued at this time, the program follows guidelines and standards created by the
Commission on Sport Management Accreditation (COSMA). Unlike the Teacher Education or Athletic Training fields
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that require program accreditation, there seems to be no consensus in either the academic sport management field
or the sport industry about the importance of accreditation.
The sport management program requires 120 credits for graduation. This includes 48 credits required to meet the
General Education requirements (10 General Education credits in major) and 67 Sport Management credits. Among
the 67 credits, 52 to 55 credits of courses are offered in Exercise and Sport Science. Sport management students also
need to maintain 2.75 GPA or higher once they are admitted to the program. Students graduate with an average of
134 to 145 credits mostly due to their other minors and concentrations.
The number of students declaring sport management has remained steady since the last APR review. However, the
number fluctuates (from 126 in 2008, 116, 123, 123, 134, 138, and 138 in 2014) which could be due to the recession
of the economy. The UWL College of Business comments on a similar fluctuation among the number of students
declaring business majors due to the economic situation.
Three faculty members and IAS are 100% appointment in sport management program at the time of the report. Two
IAS have responsibilities in the Athletic Department. Another coach/IAS advises sport management students but
doesn’t teach courses in the program. One of the tenure-track faculty left UWL in summer 2015. As a result, it is
important to hire a tenure-track faculty member with 100% appointment in sport management to replace the
individual.
APR’s comments including:
Notable Strengths
1. Selective admission standards and low student-to-faculty ratio
2. High profile internship placement and employment
3. The program currently follows guidelines and standards created by the Commission on Sport Management
Accreditation even though accreditation is not being pursued at this time.
4. Robust indirect assessment plan developed along with the ESS Department, CSAH College Assessment
Committee, and Patrick Barlow, the University Assessment Coordinator.
Notable Weaknesses/Challenges
1. Need for increased visibility of the program, both on and off campus. Specifically for more publicity and
exposure for prospective students and parents to understand the sport management curriculum and careers in
the sport industry.
2. Need for more direct assessment.
APR evaluation/comments on any/all of the six specific components of the self-study (if applicable)
Self Study: Purposes
Evaluation
Criterion
Mission Statement or overall goals/objectives provided
Description of academic programs housed in department and interdisciplinary programs
to which department/program is major contributor
Clearly
expressed
☐
☐
☒
Insufficient
or missing
☐
☒
☐
Sufficient
Comments:
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The Mission Statement is actually for the Exercise and Sport Science (ESS) Department, although there are specific
goals for the Sport Management Program stated. The external reviewer noted that the vision and mission of ESS are
not clearly published on the Web site or the University catalog.
Self Study: Curriculum
Evaluation
Criterion
Summary of curriculum, including course delivery mode, and how it reflects
current disciplinary trends and emphases
Well
supported
Sufficient
evidence
Some/partial
evidence
Insufficient
or missing
☒
☐
☐
☐
☒
☐
☐
☐
Statement of minimum total credits to degree (justify if exceeds 120 cr)
and explain any significant difference between this and credits at time of
graduate reported in Table 1 of Unit Data Sheet
Comments:
The Sport Management program is mostly a management based curriculum with two courses, ESS 205 Human
Anatomy and ESS 206 Human Physiology, common to all ESS students. Although the minimum number of credits is
120, the average has ranged between 134 to 145 credits due to students having minors in areas such as: business;
coaching; professional writing; recreation management; or Spanish.
Although not currently accredited by the Commission on Sport Management Accreditation (COSMA), the program
fulfills all aspects of COSMA curriculum. According to the external reviewer, most sport management programs do
not require similar science based course requirements.
Self Study: Assessment of Student Learning & Degree of Program Success
Criterion
Evaluation
Well
supported
Sufficient
evidence
Some/partial
evidence
Insufficient
or missing
N/A
Has appropriate assessment plan for measuring the stated student
learning outcomes for department (may be separate for each
program in department, including graduate)
☒
☐
☐
☐
☐
Provided assessment data collected during review period, and
discussed important changes made as a result of this data (linked
changes to data) plus potential future curriculum revisions due to
assessment results
☐
☒
☐
☐
☐
Provided Writing in the Major Program (WIMP) assessment results,
changes
☐
☒
☐
☐
☐
Well-defined process of advising students and description of any
changes made since last APR review
☒
☐
☐
☐
☐
Identified and described single most significant strength
☒
☐
☐
☐
☐
Identified and described single area most in need of improvement
and discuss plans for accomplishing this
☒
☐
☐
☐
☐
Comments:
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Sport Management has made great strides in assessment since their last program review. They developed a strong
assessment plan along with the ESS Department, CSAH College Assessment Committee, and Patrick Barlow, the
University Assessment Coordinator. They have started to “close the loop” with the creation of two new courses, ESS
145 and ESS 373, after they identified a weakness in communication skills. However there is room for improvement
specifically in the need for more direct measures.
One area for improvement is their student learning outcomes (SLO) as shown below. The SLOs are aligned with the
SAH College Assessment Plan and follow the guidelines and the “Common Professional Component” topical areas
suggested by COSMA to evaluate student learning outcomes. However 4 of the 5 start with “demonstrate” and one
with “have” which are on the lower levels of Bloom’s Taxonomy. As cited by the external reviewer, the program
should look to include high-level learning outcomes such as: “analyze;” “evaluate;” and “create.”
The student learning outcomes (SLO) for the Sport Management program are as follows:
At the completion of the sport management program, the students will:
1. demonstrate professional behaviors including an understanding of professional conduct, ethics and
ethical decision making in sport management
2. demonstrate professional written and verbal communication skills
3. have fundamental knowledge of sport management (facility management, event management, sport
administration, marketing and promotion in sport management, financial aspects of sport management,
and communications in sport management)
4. demonstrate effective management and organizational skills and applications in sport management
5. demonstrate effective use and application of computer and technology skills in sport management
The assessment data collected comes from a variety of sources, primarily indirect in nature:
1. Faculty assessment: Evaluating student learning and course evaluation
2. Internship evaluations (Intern exit survey)
3. Internship/Field Experience supervisor evaluation
4. Post-graduate/Alumni evaluations
5. Post-graduation employment and Internship placement
6. Biennial Assessment Report
7. CSAH College Assessment Plan
The sport management program requires an application process for admission. As a result, the sport management
faculty work closely to advise prospective and existing students. The single most significant strength is high profile
internship placement and employment, whereas the single area most in need of improvement is the need for more
publicity and exposure for prospective students and parents to understand the sport management curriculum and
careers in the sport industry.
Self Study: Previous Academic Program Review and New Program Initiatives
Criterion
Evaluation
Sufficient
evidence
Insufficient
or missing
N/A
☒
☐
Some/partial
evidence
☐
☐
Continuing or new concerns related to your program/department’s
ability to achieve its goals were elucidated
☒
☐
☐
☐
☐
Plans for new program initiatives were provided
☒
☐
☐
☐
☐
Actions taken in response to recommendations of most recent
previous APR and results of those actions
Well
supported
☐
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Comments on any trends in the Unit Data Sheets noteworthy to
changes in the program/department
☐
☒
☐
☐
☐
Comments:
Previous APR’s Recommendations (April 1, 2011)
1. Continue to ascertain student progress relative to stated learning outcomes in key content areas specified by
COSMA guidelines and standards.
2. Explore the implementation of a formal procedure for compiling and analyzing feedback from various sources
(e.g. students, alumni, employers and internship supervisors).
•
Work cooperatively with other ESS programs and other departments to address needs related to course
offerings and student preparation.
•
Monitor credit requirements as program revisions occur and continue to justify any excess requirements
to keep on par with other programs.
3. Determine a niche for the program as recommended by the external reviewer.
4. Systematically document results and report data from previous and ongoing assessments. Such assessments
should evaluate the effectiveness of recent program changes and curricular revisions. Consult with the
University Assessment Coordinator for feedback on how to improve program assessment processes. Note:
Describe progress on this recommendation in a short report to Faculty Senate/Provost’s Office in 3 years.
They addressed each of the previous APR’s recommendations.
The Sport Management program has made significant changes since the last academic program review. The following
are some of the highlights:
1. Developed two new courses, ESS 145 Sport Communication and ESS 373 Media and Public Relations in Sport
Management.
2. Added MKT 370 Professional Selling and Sales Management as a required course, as well as incorporating a
sales component to both ESS 421 Sport Operations Management/Event and Venue Management and ESS 448
Promotion and Development of Fitness and Sport Programs
3. Instructors have included in class more multimedia, practical examples, hands-on projects, and invited guest
speakers.
4. Required students to be more involved in sport management experience before their application to the Sport
Management program.
There are several ongoing concerns with the program’s ability to achieve its goals:
1. Curriculum concerns around the science-based courses ESS 205 and ESS 206 which are not required in other
sport management programs. These courses are required for the ESS major in general.
2. The Sport Management program hopes that despite recent state budget cuts and an increasing number of
students declaring their major in Exercise Science Pre-professional Track, the college and the department will
continue to support the program and it will not lose resources.
3. The number of students declaring the sport management emphasis has fluctuated.
4. The heavy advising load of the full-time faculty and staff and the split time staff; especially the unavailability for
summer freshman advising.
5. The low number of female (≈20 to 24%) and minority (≈0.7 to 5%) students.
There are several new program initiatives:
1. Actively recruiting quality students through a variety of methods, including:
a. Recruiting students from ESS 110 and ESS 145, as well as the UWL Sport Management Association
b. Distribution of brochures to other UW campuses and UWL Offices (e.g. Academic Advising, Career
Services, etc.)
c. Cultivating close faculty-student relationships.
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2. Updating the sport management Web site to provide the up-to-date information concerning alumni
employment, curriculum, advising, sport management careers, and program application instructions.
3. Establishing alumni-student mentor program, especially for female and minority students.
Self Study: Personnel
Criterion
Evaluation
Well
supported
Sufficient
evidence
Some/partial
evidence
Insufficient
or missing
☒
☐
☐
☐
Relative emphases placed on teaching, scholarly achievements and service
when making recommendations regarding retention and promotion are
clearly described
☐
☒
☐
☐
Clear description of staffing plan, with estimate for next 5 years
☐
☒
☐
☐
Professional development opportunities and expectations are clearly
described
Comments:
Each faculty and instructional academic staff (IAS) can request travel funds which will assist in attending and
presenting at conferences and meetings. Faculty members and IAS are also encouraged to utilize resources and
participate in technology trainings and workshops on campus.
All tenure-track faculty are expected to participate in teaching, service, and scholarship which are also required for
tenure-track faculty’s retention and promotion. The department embraces the scholarship of discovery,
integration, application, and teaching when evaluating faculty. The expectations for IAS focus on teaching and
service areas.
Three faculty members and IAS are 100% appointment in sport management program at the time of the report. Two
IAS have responsibilities in the Athletic Department. Another coach/IAS advises sport management students but
doesn’t teach courses in the program. One of the tenure-track faculty left UWL in summer 2015. As a result, it is
important to hire a tenure-track faculty member with 100% appointment in sport management to replace the
individual.
Self Study: Support for Achieving Academic Program Goals (Resources)
Criterion
Clear description of impact that physical facilities, supplies and equipment,
personnel and external funding have had on the ability to achieve goals
Evaluation
Well
supported
Sufficient
evidence
Some/partial
evidence
Insufficient
or missing
☒
☐
☐
☐
Comments:
Physical facilities are adequate to support the program’s mission, since Sport Management classes do not need special
supplies and equipment like athletic training, exercise science, and physical education courses do. With the standard
multiple-media equipment in major classrooms for sport management courses, the teaching is more effective in
demonstrating various examples and enhancing students’ learning experiences.
With a tenure-track faculty’s resignation, it is necessary and critical to replace this 100% tenure-track sport
management faculty to handle the advising, teaching, service, and research activities.
There is no external funding at this time.
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External Reviewer Recommendations
APR’s Comments on report from External Reviewer or Accreditation Agency (if applicable)
Criterion
Areas addressed and comments made by external reviewer or accreditation
agency
Evaluation
Agree
with all
comments
Agree
with most
comments
Disagree
with most
comments
Disagree
with all
comments
☒
☐
☐
☐
Comments: The external reviewer, Dr. Colleen Colles, Ed.D., made seven recommendations:
1. Instill a culture of assessment that will promote continued growth and development and allow the Sport
Management Program to adjust their practices to address specific needs and/or concerns
2. Continue to market and increase visibility of the program, both on and off campus. Contact regional and
urban high schools to reach more diverse populations. Focus on unique strengths such as small classes and
selective admissions standards.
3. Engage in formalized strategic planning more often. Consider developing a strategic plan, including a mission
and vision, specific to the Sport Management Program.
4. Enhance the Sport Management Advisory Board by inviting sport industry professionals. This increased
collaboration with organizations outside the university will assist the program in keeping up with industry
trends. Consider those who supervisor and mentor interns from the program.
5. Continue to explore ways to increase the number of students in the Sport Management Program without
sacrificing quality. Recruit UW-La Crosse students who are currently undecided or undeclared.
6. Consider seeking specialized accreditation from COSMA. This recommendation, predicated on the full support
of the College and Department, should only be considered after the program has two full-time, tenured
faculty members.
7. Establish several benchmark Sport Management Programs. Use these programs as an external metric against
which to measure your program. Benchmarks can be useful for keeping pace with current curricular
innovations and trends.
The APR Committee felt that these were appropriate and valid recommendations. The recommendations concerning
assessment and seeking accreditation are especially insightful.
Department’s response to the Reviewer Recommendations
APR’s Comments on the Department’s Response (if applicable)
Criterion
Department’s response addressed all areas raised by external reviewer
Evaluation
Well
supported
Sufficient
evidence
Some/partial
evidence
Insufficient
or missing
☒
☐
☐
☐
Comments: The department generally agreed with these recommendation and addressed each recommendation one
at a time. They do not feel it necessary to seek accreditation at this time.
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Dean’s Letter
APR’s Comments on Dean’s Letter (if applicable)
Criterion
Areas addressed and comments made by Dean
Evaluation
Agree
with all
comments
Agree
with most
comments
Disagree
with most
comments
Disagree
with all
comments
☒
☐
☐
☐
Comments: The Dean concurs with the external reviewer’s recommendations and feels that the department has
appropriately addressed them.
* APR’s report to faculty senate will consist of this completed form in electronic form.
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