COSMA Annual Report with Table 4 Davenport University

COSMA Annual Report with Table 4 Davenport University This annual report should be completed for your academic unit/sport management program and submitted electronically to COSMA by July 31 of each year. General Information Institution s Name: Davenport University Institution s Address: 6191 Kraft Ave. SE City: Grand Rapids State: Michigan ZIP/Postal Code: 49512 Primary Contact Name: Bob Clarkson Title: Sport Management Department Chair Date Submitted: 7/27/2016 Telephone: 616 871-6173 Email: Bob.clarkson@davenport.edu Accreditation Information A. Accreditation status of your academic unit/sport management program (mark one): Accredited Candidate for Accreditation B. If you have received an accreditation letter from the COSMA Board of Commissioners with Notes that identified areas needing corrective action, please list the item or expectation number for each Note in the matrix below. Indicate whether corrective action has already been taken or that you have made plans to do so. Commissioners Notes The following areas constitute the Notes to which you must respond within three years in your Annual Report to COSMA. Issue: The response shows that two key staff members are not teaching in the program in 2015-16. Note 1: Address how the gap of 286 credit hours was addressed Action Already Taken Action Planned The three faculty serving as full-time faculty are now teaching solely in the Donald W. Maine College of Business Sport Management department. As a result, the student credit hours taught by these faculty increased by 94 student credit hours resulting in a 19% increase in student credits taught in AY 2015-16. The Sport Management program will continue to assess teaching load and program growth for additional faculty recruitment in accordance with University practice. Issue: Provide an updated Table 4: Teaching Load and Student Credit Hours Generated (pg. 24, Accreditation Principles & Self Study Preparation Manual). Note 2: Due to the issue outlined in Note 1, provide an updated Table 4: Teaching 1

Load and Student Credit Hours Generated (pg 24) Attached Issue: Provide evidence that faculty continue to pursue additional sport-specific professional activities and that loads are reduced so that faculty may also pursue research and scholarship. Note 3: Provide evidence (updated CVs, list of sport-specific conferences, etc that faculty continue to pursue additional sport specific professional activities and that loads are reduced so that faculty may also pursue research and scholarship. Bob Clarkson 2015-16 Course Load: 12 Credit Hours Moderated a panel on Connecting the Dots: Different Segments of the Industry at the 2015 Michigan Statewide Sport Management Association Conference (November, 2015). Presented Analytics in Sport Management at the COSMA Conference, (February, 2016). Led COSMA site visit March, 2016. Completed remaining coursework for Doctoral degree in Sport Management and is in the dissertation phase with expected completed of fall 2016. Todd Pitts 2015-16 Course Load: 21 Credit Hours Completed six credits toward Doctorate in Sport Management NCAA Training Meetings with Coaches and Staff September 2015 thru April 2016 (ongoing) NAIA Executive Board Meetings September 2015 NCAA Convention January 2016 NAIA Executive Board Meeting February 2016 NAIA Convention April 2016 NCAA Regional Rules Seminar June 2016 Serves as Faculty Athletic Representative (FAR) Steve Prawdzik 2015-16 Course Load: 12 Credit Hours Attended Michigan Statewide Sport Management Association Conference (November, 2015); on Membership committee Developed and launched a new RSO Sport MGMT Student Organization with 102 members (November, 2015) Board Member for West Michigan Sports Commission Developed and conducted meetings with a new Sport MGMT Advisory Committee with 20 key sport business leaders in West Michigan (December, 2015, January and March, 2016) Served as Director of the Champions of Character All Star Basketball Games (College March, 2016; High School June, 2016) 2

Outcomes Assessment C. Has your outcomes assessment plan been submitted to COSMA? Yes -- With this report No. If no, when will the plan be submitted to COSMA? D. Is the original or revised outcomes assessment plan you submitted to COSMA still current or have you made changes? The outcomes assessment plan we submitted is still current. Changes have been made and the revised plan is attached. We have made changes and the revised plan will be sent to the COSMA by: (See OEG 7 explanation) 12/2016 E. Complete the outcome assessment matrix form (Exhibit A) and include it with this annual report to COSMA. Remember that your outcomes assessment plan needs to include two or more direct and two or more indirect measures of student learning. These measures are most often used at the program level. Examples of both direct and indirect student learning measures are shown on page 5. You will need to insert your own direct and indirect student learning measures when completing Exhibit A. The examples provided in the mock-up on page 5 are commonly used assessment measures, but there are other choices. On the bottom of Exhibit A, space is provided to show changes and improvements you plan to make as a result of your assessment activity. Programmatic Information F. Identify any significant changes that have taken place in your sport management degree programs during the reporting period. 1. Did you terminate any degree programs during the reporting year? No Yes. If yes, please identify terminated programs. 2. Were changes made in any of your sport management majors, concentrations, or emphases? No Yes. If yes, please identify changes. 3. Were any new degree programs in sport management established during the academic year? No (skip to item G below) Yes. If yes, please identify the new degree programs on a separate sheet; answer item F-4 below. 4. Was approval of your regional accrediting body required for any of these programs? No 3

Yes. If yes, please attach an electronic copy of the material you sent to your regional accrediting body and identify the accrediting body you must obtain approval from. Administrative Changes G. Identify any administrative changes that directly affect your academic unit/sport management program. Such changes would include your sport management unit s primary representative to COSMA, your designated alternate to COSMA, your institution s president and academic vice president, and the head of your academic unit/sport management program (if different from the primary representative to the COSMA). If the incumbent in any of these administrative positions has changed, include the new incumbent s name, his or her title, telephone number, and email address. None Other Issues H. Briefly comment on other issues pertaining to your academic unit/sport management program you would like to share with COSMA (e.g., new partnerships, innovations, etc). Program changes will occur for the 2016 17 academic year. Based on feedback from students and emerging trends in sport, the below program / course changes will be implemented starting for fall 2016. 1. All sport management course prefix were changed from MGMT / BUSN to SPMG to more clearly identify sport courses to students. Sport legal and sport marketing classes maintained their respective prefixes. 2. SPMG 275 Athletic Leadership and Coaching course was added. 3. SPMG 370 Sport Analytics course was added. 4. SPMG 385 Special Topics in Sport / BUSN 381 Study Abroad requirements were added. 5. MGMT 223 Sport in Society was deleted to make room for above courses. 6. MGMT 211 Management Foundations and MGMT 214 Sport Management Foundations were combined to create SPMG 211 Sport Management Foundations. This reduced significant overlap in course content. 7. MKTG 211 Marketing Foundations and MKTG 215 Sport Marketing were combined to create MKTG 210 Sport Marketing. This reduced significant overlap in course content. 8. LEGL 210 Business Law Foundations was folded into LEGL 334 Legal Aspects of Sport Management. This reduced significant overlap in course content. 9. Students are now required to take SPMG 290 Sport Internship and SPMG 390 Sport Internship separately. In prior years students were able to take six credits of internship at once and often waited until the end of their program. By requiring a sophomore level internship and a junior level, internship students are much more likely to take internships earlier and at varying organizations. 10. The above changes increase open elective credit from six to nine. 11. The program learning outcomes were simplified and streamlined resulting in a better approach to assessment. 2015-16 Learning Outcomes The graduate will demonstrate the ability to communicate effectively to appropriate sport management audience and inform, explain, and persuade via verbal presentations and written assignments, using proper sport management language and terminology. The graduate will demonstrate knowledge of leadership functions, theories and practices in 4

various sports organizational situations through research, self-assessment and case assignments. The graduate will apply sport management knowledge skills and abilities to identify problems or opportunities, set appropriate goals, generate viable alternatives, implement and monitor outcomes using qualitative and quantitative tools and techniques to achieve sports organization objectives. The graduate will know and understand the laws and requirements of sport management governing bodies and be able to use best practices and ethics to achieve compliance with those governing bodies. 2016-17 Learning Outcomes The graduate will evaluate the laws and requirements of sport management governing bodies to develop compliant policies. The graduate will analyze sport management problems and opportunities to inform decision making. The graduate will apply marketing concepts to the sport industry. Data Collection To be completed by accredited programs only I. Please fill out the matrix below. The data will be collected each year and included in a dashboard on the COSMA website in a few years. All data will be kept anonymous. Dashboard Data Total Sport Management Enrollment (majors, minors, tracks) 273 Total Number of Full-time, Tenured or Tenure Track Sport Management Faculty 3 Total Number of Part Time/Adjunct Sport Management Faculty 11 Approximate Number of Students Selecting Sport Management Program Due to Accreditation N/A Status Number of students/parents requesting information about your SM program N/A Number of students/parents attending information sessions about your SM program N/A Number of inquiries from business/industry about the accreditation status of your SM program N/A Identify Each Intended Outcome Identify the Assessment Tool Assessment Results: Total Number of Students Observed Assessment Results: Total Number of Students Meeting Expectation 5 Assessment Results: Percentage of Students Meeting Expectation Assessment Results: 1. Does not meet expectation 2. Meets expectation 3. Exceeds expectation 4. Insufficient data SLO 1 The graduate will demonstrate the ability to communicate effectively to appropriate sport management audience and inform, explain, persuade via verbal presentations and written assignments using proper sport management language and terminology. Measure 1 Measure 2 Term Project Report Sport Advertising 34 34 100% Exceeds expectation 32 29 90.6% Meets expectation

Media Term Project Report (MKTG350) Measure 3 73% Measure 4 Score 4.0/6.0 Sport Internship Supervisor Evaluation (MGMT490S) Sport Faculty Survey 23 23 100% Exceeds expectation 8 8 100% Exceeds expectation SLO 2 The graduate will demonstrate knowledge of leadership functions, theories and practices in various sports organizational situations through research, self-assessment and case assignments. Measure 1 Measure 2 Measure 3 73% Measure 4 Score 4.0/6.0 Exams Term Project Report Sport Internship Supervisor Evaluation (MGMT490S) Sport Faculty Survey 13 13 100% Exceeds expectation 34 34 100% Exceeds expectation 23 23 100% Exceeds expectation 8 7 87% Meets expectation SLO 3 The graduate will apply sport management knowledge skills and abilities to identify problems or opportunities, set appropriate goals, generate viable alternatives, implement and monitor outcomes using qualitative and quantitative tools and techniques to achieve sports organization objectives. Measure 1 Measure 2 Measure 3 73% Measure 4 Score 4.0/6.0 Term Project Report Sport Advertising Media Term Project Report (MKTG350) Sport Internship Supervisor Evaluation (MGMT490S) Sport Faculty Survey 34 34 100% Exceeds expectation 32 29 90.6% Meets expectation 23 23 100% Exceeds expectation 8 8 100% Exceeds expectation SLO 4 The graduate will know and understand the laws and requirements of sport management governing bodies and be able to use best practices and ethics to achieve 6

Measure 1 Measure 2 Measure 3 73% Measure 4 Score 4.0/6.0 compliance with those governing bodies. Exams Term Project Report Sport Internship Supervisor Evaluation (MGMT490S) Sport Faculty Survey 13 13 100% Exceeds expectation 34 34 100% Exceeds expectation 23 23 100% Exceeds expectation 8 8 100% Exceeds expectation **Explanation of course action for intended outcomes not realized: NOTE: Note: If you are using different direct and indirect measures for different degree programs, please replicate this form, using one form for each program that has different measures. If different programs use the same measures, only one copy of this form is needed. 7

Program-Level Operational Effectiveness Outcomes Matrix Identify Each Operational Effectiveness Goal and Measurement Tool(s) Identify the Benchmark Data Summary Assessment Results: 1. Does not meet expectation 2. Meets expectation 3. Exceeds expectation 4. Insufficient data OEG 1 Annual enrollment will be at a level which ensures program sustainability Measure 1 DU Data Book 5% Growth Fall 2015 273 Fall 2014 247 = 10.5% Growth 3. Exceeds Expectation OEG 2 The Program will consistently attract and enroll new students annually Measure 1 DU Data Book 5% Growth Fall 2015 104 New Fall 2014 73 New = 42% Growth OEG 3- Program graduates will be employed within 6 months of graduation Measure 1- DU Alumni Sep 2015 = 89% Sep 2015 = 88% Survey via DU Data Book = -1% OEG 4-Students in program will be satisfied with their experiences Measure 1 DU Student Satisfaction Survey via DU Data Book 6.04 / 7.0 5.7 / 7.0 = -.34 OEG 5- Students will be retained in the program Measure 1-DU Data Book 2014 2015 = 73% 2014 2015 = 79% = + 6% 3. Exceeds Expectation 1. Does not meet expectations 1. Does not meet expectations 3. Exceeds expectation OEG 6- Upon graduation, student would be willing to recommend their program to a friend seeking the same degree Measure 2 DU Data Book Latest Information is 2014 96% 94% = -2% 1. Does not meet expectations OEG 7- Students will successfully complete the program and graduate ** Deleted. See note below. N/A N/A N/A OEG 8-Program composition will be diverse with regard to race and gender. Measure 1- DU Data Book Full Time 2015 = Female 2015 = 18% Minority 2015 = 22% Full Time 2015 74% 2014 = -1% Female 2015 19% 2014 23% = -4% Minority 2015-22% 2014-21% =+1% 1. Does not meet expectations 3. Exceeds expectation 2. Meets expectation 8

**Explanation of course action for intended outcomes not realized: OEG 3: One percentage point short of benchmark. We will monitor and respond if trend is downward. OEG 4: We implemented a comprehensive student satisfaction survey in April (2016) specific to Sport Management majors to determine areas where further analysis is necessary. The survey results will be analyzed in September and actions will be identified by December 2016. OEG 6: Two percentage points short of benchmark. Based on how close we are to goal, we will monitor and act if negative trends develop. OEG 7: The university captures overall graduation rates as a university and retention rates for students within each major. Retention rates are used as a proxy for graduation rates by major since there is 6 ½ year delay in meaningful data (from 2009 cohort year) and the fact that students changing majors causes inaccuracies and misleading results. Therefore this OEG has been deleted. We will update assessment plan with other planned SLO s changes this fall. OEG 8: The percentage of students enrolled full time within the major (12 credits or more per semester) is 74%. The remaining 26% of students are part time and enrolled in less than 12 credits per semester. Our metrics reflect a full time student population. Using this as an anchor, the benchmark was missed by 1 %. We will monitor trends in this area and make modifications to plans as needed. Davenport has started two male only sports in the last two years (wrestling in 2014 and football in 2015) resulting in changes to our male to female ratios of sport management students. We knew this would be the case so we intentionally set goals lower in this category. We expect this percentage to further decrease as those programs increase student athlete roster size. Notes: 1) Provide all explanations of this table that follows. 2) If you are using different operational outcomes measures for different degree programs, please replicate this form, using one form for each program that has different measures. 3) If different programs use the same measures, only one copy of this form is needed. 9

Table 4: Davenport University Teaching Load and Student Credit Hours Generated (2015-16) Faculty Member Fall Semester 2015 Winter Semester 2016 Qualification Level (Undergraduate) UG # of # of UG # of # of Doct Prof Other Faculty SCH Sect Prep SCH Sect Prep SCH SCH SCH Totals 747 18 16 794 22 19 414 1127 0 Total credit hours taught by doctorally-qualified faculty 414 Total credit hours taught by doctorally- and professionally-qualified faculty 1541 Total credit hours taught 1541 10