2018-19 OHIO COSMA Public Disclosure€¦ · 2018-19 OHIO COSMA Public Disclosure Page 5 of 15 SLO 5: Discuss the legal implications and risk management needs as applied to the sport

Department of Sports Administration

2018-19 OHIO COSMA Public Disclosure

Notification of Student Achievement and Program-Level Outcomes (p. 29, Accreditation Process Manual, December 2015)

In order to make informed educational decisions, various stakeholders of the program, including current and potential students and their families, employers, governmental entities, and other members of the public who may have an interest in the program, are entitled to have access to information pertaining to the quality of the sport management programs. Consequently, COSMA requires its accredited members to be accountable to the public for the student learning and program-level (operational) outcomes of their sport management programs. Therefore, once program accreditation has been granted by COSMA, an academic unit/sport management program must publicly disclose on the home page of its academic unit/sport management department website information pertaining to the degree of student achievement and program-level outcomes in its COSMA-accredited sport management programs, updated on an annual basis, no later than July 31. The information must be provided by clicking on one, clearly-identifiable link from the academic unit/sport management program’s home page. The required reporting form for publicly disclosing student and program-level outcomes information is located below. Specific requirements that all programs are required to address while going through the accreditation process are outlined in Principle 7.7 External Accountability in the Accreditation Principles Manual, April 2016.

General Information Institution’s Name: Ohio University

Program(s)/Degree(s):

Bachelor of Sport Management (BSM) Master of Athletic Administration (MAA) Master of Sports Administration (MSA) Professional Master of Sports Administration (PMSA)

Address:

Ohio University College of Business Department of Sports Administration 71 S. Court Street Copeland Hall 514B c/o Dr. Jim Strode, Chair

City: Athens State: OH ZIP/Postal Code: 45701 Primary Contact Name: Ms. Christina K. Wright Title: Assistant Professor of Instruction Date Submitted: July 31, 2019 Telephone: (740) 593-9499 Email: [email protected]

2018-19 OHIO COSMA Public Disclosure Page 2 of 15

BSM Program-Level Student Learning Outcomes Matrix 2018-19AY Identify Each Student

Learning Outcome and Measurement Tool(s)

Identify the Benchmark

Total Number

of Students Observed

Total Number of Students Meeting

Expectation

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: To develop a strong foundation and knowledge base in sport management including specific core content areas such sport finance sport marketing, sport law, and sport governance and ethics. SASM 4500 Capstone Project

To have 85% of students scoring

at a solid proficiency

level (score of 85% or higher).

86 83 96.5% 2

BSM Exit Survey BSM Alumni Survey

To achieve 4+ on 5-point

Likert scale for surveys.

0 0

0 0

n/a n/a

4 4

SLO 2: To demonstrate effective communication through written, oral, and non-verbal techniques. SASM 4500 Capstone Project




86 83 96.5% 2




0 0

0 0

n/a n/a

4 4

SLO 3: To demonstrate proficiency in the use of information technology tools. SASM 4500 Capstone Project




86 83 96.5% 2




0 0

0 0

n/a n/a

4 4

SLO 4: To be academically prepared for employment or for advanced education opportunities. SASM 4500 Capstone Project




86 83 96.5% 2




0 0

0 0

n/a n/a

4 4


SLO 5: To develop and exhibit attitudes and behaviors appropriate for the sport management profession. SASM 4500 Capstone Project




86 83 96.5% 2




0 0

0 0

n/a n/a

4 4

SLO 6: To develop reasoning, analytical, problem-solving, and decision-making skills for application in the sport industry or academic community.SASM 4500 Capstone Project




86 83 96.5% 2




0 0

0 0

n/a n/a

4 4

SLO 7: To demonstrate the awareness, understanding, and skills necessary to live and work in a diverse, global society. SASM 4500 Capstone Project




86 83 96.5% 2




0 0

0 0

n/a n/a

4 4

SLO 8: To develop a commitment to continued professional growth through activities such as attending speaker series events, joining professional organizations, and attending conferences. SASM 4500 Capstone Project




86 83 96.5% 2




0 0

0 0

n/a n/a

4 4

**Explanation of course action for intended outcomes not realized: A new program-level matrix student learning outcomes matrix, as a part of our new Outcomes Assessment Plan, will be submitted with our COSMA Self-Study Rejoinder. Program exit and alumni survey completion rates have continued to not meet expectations. New entrance and exit surveys for all programs will be launched in the 2019-20AY. Drafts of the new entrance and exit surveys will be included in our COSMA Self-Study Rejoinder. Surveys will be administered in each of the program capstone courses to ensure acceptable completion rates. Additional changes and/or issues will be addressed in our COSMA Self-Study Rejoinder, that will be submitted not later than August 15, 2019, for review by the COSMA Board of Directors.


MAA Program-Level Student Learning Outcomes Matrix 2018-19AY Identify Each Student



Total Number



Expectation

Assessment Results:


Meeting Expectation

Assessment Results:


SLO 1: Apply effective leadership and critical decision-making skills to successfully manage issues and challenges facing sport managers. COED 6120 Module 2 Challenge COED 6120 Final Challenge




94

94

82

83

87.2%

88.3%

2 2

MAA Exit Survey MAA Alumni Survey



0 0

0 0

n/a n/a

4 4

SLO 2: Recognize and address moral and ethical challenges within the sport industry. SASM 6420 Module 2 Challenge SASM 6420 Module 4 Challenge




92

92

59

88

64.1%

95.7%

1 2




0 0

0 0

n/a n/a

4 4

SLO 3: Demonstrate effective sales and presentation skills. SASM 6040 Module 4 Challenge SASM 6990 Portfolio




93

95

75

95

80.6%

100%

1 2




0 0

0 0

n/a n/a

4 4

SLO 4: Demonstrate a variety of research methods to address managerial issues in the sport industry. SASM 6800 Research Project




97 83 85.6% 2




0 0

0 0

n/a n/a

4 4


SLO 5: Discuss the legal implications and risk management needs as applied to the sport industry. SASM 6480 Challenge 1 To have 85% of

students scoring at a solid

proficiency level (score of

85% or higher).

85 55 64.7% 1




0 0

0 0

n/a n/a

4 4

SLO 6: Demonstrate the ability to use sport management theory as a base for professional practice.COED 6120 Final Challenge




94 83 88.3% 2




0 0

0 0

n/a n/a

4 4

SLO 7: Strategically plan for sport facility and event management. SASM 6480 Challenge 1 To have 85% of



85% or higher).

85 55 64.7% 1




0 0

0 0

n/a n/a

4 4

SLO 8: Demonstrate the skills necessary to effectively manage sport within a diverse, global society.SASM 6670 Final Project To have 85% of



85% or higher).

58 55 94.8% 2




0 0

0 0

n/a n/a

4 4

**Explanation of course action for intended outcomes not realized: A new program-level matrix student learning outcomes matrix, as a part of our new Outcomes Assessment Plan, will be submitted with our COSMA Self-Study Rejoinder. The SLOs listed above that did not meet expectations are being addressed in the new matrix, as well as curriculum updates that are currently being reviewed by the university. Program exit and alumni survey completion rates have continued to not meet expectations. New entrance and exit surveys for all programs will be launched in the 2019-20AY. Drafts of the new entrance and exit surveys will be included in our COSMA Self-Study Rejoinder. Surveys will be administered in each of the program capstone courses to ensure acceptable completion rates. Additional changes and/or issues will be addressed in our COSMA Self-Study Rejoinder, that will be submitted not later than August 15, 2019, for review by the COSMA Board of Directors.


MSA Program-Level Student Learning Outcomes Matrix 2018-19AY Identify Each Student



Total Number



Expectation

Assessment Results:


Meeting Expectation

Assessment Results:


SLO 1: Apply effective leadership and critical decision-making skills to successfully manage issues and challenges facing sport managers. SASM 6800 Research Project




30 30 100% 2

MSA Exit Survey MSA Alumni Survey



0 0

0 0

n/a n/a

4 4

SLO 2: Recognize and address moral and ethical challenges within the sport industry. SASM 6800 Research Project




30 30 100% 2




0 0

0 0

n/a n/a

4 4

SLO 3: Demonstrate effective sales and presentation skills. SASM 6800 Research Project




30 30 100% 2




0 0

0 0

n/a n/a

4 4

SLO 4: Demonstrate a variety of research methods to address managerial issues in the sport industry. SASM 6800 Research Project




30 30 100% 2




0 0

0 0

n/a n/a

4 4


SLO 5: Discuss the legal implications and risk management needs as applied to the sport industry. SASM 6480 Challenge 1 BUSL 5650 Final Project




30

30

30

30

100%

100%

2 2




0 0

0 0

n/a n/a

4 4

SLO 6: Demonstrate the ability to use sport management theory as a base for professional practice.SASM 6800 Research Project




30 30 100% 2




0 0

0 0

n/a n/a

4 4

SLO 7: Strategically plan for sport facility and event management. SASM 6800 Research Project




30 30 100% 2




0 0

0 0

n/a n/a

4 4

SLO 8: Demonstrate the skills necessary to effectively manage sport within a diverse, global society.SASM 6800 Research Project




30 30 100% 2




0 0

0 0

n/a n/a

4 4



PMSA Program-Level Student Learning Outcomes Matrix 2018-19AY Identify Each Student



Total Number



Expectation

Assessment Results:


Meeting Expectation

Assessment Results:


SLO 1: Apply effective leadership and critical decision-making skills to successfully manage issues and challenges facing sport managers. SASM 6100 Final Project To have 85% of



85% or higher).

23 22 95.7% 2

PMSA Exit Survey PMSA Alumni Survey



27 27

27 27

100% 100%

2 2

SLO 2: Recognize and address moral and ethical challenges within the sport industry. SASM 6100 Module 1 Challenge




23 22 95.7% 2




27 27

27 27

100% 100%

2 2

SLO 3: Demonstrate effective sales and presentation skills. SASM 6100 Final Project To have 85% of



85% or higher).

23 22 95.7% 2




27 27

27 27

100% 100%

2 2

SLO 4: Demonstrate a variety of research methods to address managerial issues in the sport industry. SASM 6100 Final Project To have 85% of



85% or higher).

23 22 95.7% 2




27 27

27 27

100% 100%

2 2


SLO 5: Discuss the legal implications and risk management needs as applied to the sport industry. SASM 6480 Challenge 1 To have 85% of



85% or higher).

23 22 95.7% 2




27 27

27 27

100% 100%

2 2

SLO 6: Demonstrate the ability to use sport management theory as a base for professional practice.SASM 6100 Final Project To have 85% of



85% or higher).

23 22 95.7% 2




27 27

27 27

100% 100%

2 2

SLO 7: Strategically plan for sport facility and event management. SASM 6480 Challenge 1 To have 85% of



85% or higher).

23 22 95.7% 2




27 27

27 27

100% 100%

2 2

SLO 8: Demonstrate the skills necessary to effectively manage sport within a diverse, global society.SASM 6670 Final Project To have 85% of



85% or higher).

28 28 100% 2




27 27

27 27

100% 100%

2 2



Program-Level Operational Effectiveness Goals Matrix 2018-19 AY

Identify Each Operational

Effectiveness Goal and Measurement Tool(s)


Data Summary Assessment Results: 1. Does not meet expectation 2. Meets expectation 3. Exceeds expectation 4. Insufficient data

OEG 1: Expand social, digital and PR strategy for all programs and activities. Social media metrics (i.e., Twitter followers, LinkedIn connections, Facebook likes) - initial benchmarks set for future tracking

Benchmarks (as of July 15, 2018)

1. Twitter: 3,317 followers

2. LinkedIn Group (new): 127 members

3. LinkedIn Group (old): 1,206 members

4. Facebook: 1,411 members

Metrics (as of July 15, 2019)

1. Twitter: 3,435 followers

2. LinkedIn Group (new): 245 members

3. LinkedIn Group (old): 1,232 members

4. Facebook: 1,416 members

2

Media output by faculty based on number of impressions.

Make the annual Faculty Newsmakers list (university-measured impact by number of impressions).

For 2018, three DSA faculty made the Faculty Newsmakers list: David Ridpath, Matt Cacciato and Jim Kahler.

2

OEG 2: Generate external resources. Secure naming rights for Center for Sports Administration.

AECOM is the naming rights holder for 4-year term starting in 2017.

The current naming rights holder is AECOM.

2

Revenue generated (net value) – benchmark(s) not yet determined.

The Department is a zero-based budget. Funding is acquired through grants, philanthropic gifts and/or requested from the College of Business. Internal (and confidential) data on revenues generated by the AECOM Center for Sports Administration.

The AECOM Center for Sports Administration revenues meet expectations and is being invested into student programing.

2

OEG 3: Continue to differentiate exclusive nature of each program. Ensure modern curricula with regular curricula reviews and tracking of industry trends and/or competing programs.

MSA curriculum revision in 2016, PSMA curriculum was reviewed in 2017-18, MAA curriculum will be reviewed in 2018-19.

MAA curriculum was reviewed in the 2018-19AY and currently going through the university’s approval process. Scheduled to launch by 2020-21AY. MSA, PMSA and BSM curricula reviews were postponed due to new department chair arrival (May 2019).

2

Update undergraduate curriculum and degree to

The first official BSM graduate was in 2017,

BSM curriculum review was postponed due to

2


Bachelor of Sport Management (BSM).

while the first full class graduated in 2018

new department chair arrival (May 2019). However, the department updated the minor to allow students easier access and options.

OEG 4: Enhance alumni relations and advisory boards for each program. Establish high-functioning advisory boards for each of the 4 programs (high-functioning defined as 20+ active members who make individual donations each year).

The MSA Board is high-functioning. The three remaining programs are in the early development of establishing high-functioning boards.

This is being addressed in our Self-Study Rejoinder due August 15, 2019.

4

OEG 5: Offer university-wide, high profile course(s) for minors and non-sport management students. Launch new course for non-majors.

Due to low enrollment, the launch of this course was delayed until the 2019-20 academic year.

Also, the Department will now offer SASM 1001 The Business of Sports, an online course designed for non-majors, starting in the 2019-20AY. This course also qualifies as a Tier II general education requirement. We secured an 1804 Grant (university grant) to establish an interdisciplinary undergraduate certificate program in Festivals, Events and Entertainment launching in 2019-20AY. The certificate courses are designed for both majors and non-majors.

3

OEG 6: Expand internationally. Build partnership with a European university.

Partnership with the University of Bayreuth in Bayreuth, Germany made official in spring 2018 and first double-degree students to start in fall 2018.

Two students from the University of Bayreuth began their double-degree studies in the 2018-19AY.

2

Build partnership with an Asia-Australian university.

Growing partnership with Deakin University in Melbourne, Australia.

The AECOM Center for Sports Administration led the fourth annual West Coast Field Experience trip in partnership with Deakin University.

2

Build partnerships in Canada, Africa, United Kingdom, and/or South America.

Partnership development in these regions are in the early stages.

Further partnership feasibility studies were postponed until the arrival of a new

4


department chair (May 2019).

OEG 7: Be more diverse. Create an inclusive culture. Development of a

diversity and inclusion strategy is being led at the College and University levels. The new Vice President of Diversity and Inclusion, which now reports to the university president, began in June 2018.

The College of Business filled the Assistant Director of Diversity and Inclusion vacancy by hiring (Silvester Mata) in spring 2019. The COB’s annual faculty retreat theme is focused on diversity and inclusion (August 2019).

2

Diversify our faculty. Planning stages of recruitment and retention strategies.

The Department hired two women, Kelley Walton (assistant professor of instruction and MAA program director) and Melissa Davies (assistant professor) in the 2018-19AY.

2

Launch a diversity program.

Development of a diversity and inclusion strategy is being led at the College and University levels. The new Vice President of Diversity and Inclusion began in June 2018.

This measure was postponed due to the COB Assistant Director of Diversity and Inclusion vacancy and to resume in the 2019-20AY.

4

Diversify our student body. Development of a diversity and inclusion strategy is being led at the College and University levels. The new Vice President of Diversity and Inclusion, which now reports to the university president, began in June 2018.

This measure was postponed due to the COB Assistant Director of Diversity and Inclusion vacancy and to resume in the 2019-20AY. Although the department boasts the most geographical diversity in the COB, the gender and race/ethnicity representation at the undergraduate level has plateaued.

2

OEG 8: Build a global sponsorship tank. Create a body of knowledge and/or contribute to the body of knowledge on sponsorship. To establish the benchmark, we need to build a database of faculty output (currently being undertaken using the Digital Measures application).

The AECOM Center for Sports Administration has led a biannual sponsorship study with the National Sports Forum and faculty have published in the area of sponsorship in recent years.

The AECOM Center for Sports Administration has led a biannual sponsorship study with the National Sports Forum and faculty have published in the area of sponsorship in recent years.

2

Engage new contributors. Early stages. The addition of new faculty member,

4


Melissa Davies, should increase departmental contributions in the area of sponsorships. Melissa begins in August 2019.

OEG 9: Place our students and/or graduates in quality jobs and/or positions. MSA placement rate three months post-graduation (Note: PMSA and MAA students are working professionals).

100% placement for past five years.

MSA student placement rate is on track to be 85% by August 2019.

2

BSM placement rate three months post-graduation.

Above 90% for graduates, a 20%+ increase since 2014. The overall class of 2018 is 83.7% as of July 15, 2018.

The BSM placement rate is 86% as of July 15, 2019.

2

**Explanation of course action for intended outcomes not realized: With the resignation of the department chair effective July 1, 2018, a new program-level operational effectiveness goals matrix will be submitted by the new chair (started in May 2019) in our COSMA Self-Study Rejoinder. The rejoinder will be submitted not later than August 15, 2019 for review by the COSMA Board of Directors. The current OEG matrix includes goals and measures that are not specific, measurable, achievable, realistic and/or time-bound. The new OEG matrix will include goals and measures from our new strategic plan that will be included in the rejoinder. The OEG matrix measures may be updated annually based on the status of time-bound measures.


PROGRAM INFORMATION PROFILE This profile offers information about the performance of a program in the context of its basic purpose and key

features. Name of Institution

Institution: Ohio University Program Accreditor: Commission for Sport Management Accreditation (COSMA) Institutional Accreditor: Higher Learning Commission (HLC) Date of Next Comprehensive Program Accreditation Review: May 2019 Date of Next Comprehensive Institutional Accreditation Review: 2024-25AY To learn more about the accredited status of the program, click here: https://business.ohio.edu/academics/undergrad-majors/sport-management/accreditation/ Program Context and Mission

Program Mission: To facilitate the personal development of future sport professionals through meaningful resource use, impactful professional development opportunities, and industry leading academic experiences. Program Goals: (undergraduate-specific goals bolded)

1. To remain the premier sport management graduate program (MSA + PMSA) in the world.

2. Be recognized as a leader in sport management undergraduate education. 3. Become a leading faculty in the sport management academe in teaching and

research. 4. Integrate fully and functionally into the College of Business. 5. To achieve financial sustainability for the AECOM Center for Sports Administration

Brief Description of Student Population: Students in the Bachelor of Sport Management (BSM) program come from all around the United States and countries around the world. Our undergraduate major is the most geographically diverse population in the College of Business. Our graduate programs (MSA, PMSA, MAA) also enroll students from around the United States and the world including working professionals in our online Professional Master of Sports Administration (PMSA) and Master of Athletic Administration (MAA) programs. Our collective student body represent diverse attitudes, perspectives and experiences at the oldest sport management program in the world. Admissions Requirements: To be a successful candidate, the College of Business (COB) generally expects prospective students to be in the top 20 percent of their high school class with a strong college preparatory curriculum. The COB also expects prospective students have above-average ACT or SAT scores and demonstrated leadership potential through participation in extracurricular activities or work experience. Members of groups that are historically underrepresented in business receive special consideration. If prospective students indicate an interest in a business or sport management degree but do not meet the requirements for direct admission (as described above), they will be admitted to OHIO's University College as “Undecided Business” and will be admitted to the College of Business program after completing the requirements for transfer described in Transferring from within Ohio University page. If prospective students are considering transferring to the College of Business, the COB strongly encourages them to contact Student Services as early as possible. Transfer students must be


enrolled in the college before their senior year to allow for the college’s 32-hour residency requirement. They must also earn at least 50 percent of the business credit hours required for the business degree and major courses at Ohio University. Admission requirements vary by graduate program, but all programs are highly selective and require an excellent academic background, accredited undergraduate degree, and demonstrated potential. For more information about Admissions Requirements, go to https://business.ohio.edu/future-students/admission-requirements/. Indicators of Effectiveness with Undergraduates as Determined by the Program

1. Graduation Year: 2018-19 # of Graduates: 86 Graduation Rate: 66%

2. Completion of Educational Goal (other than certificate or degree – if data collected) # of Students Surveyed: n/a # Completing Goal: n/a

3. Average Time to Certificate or Degree 1-Year Certificate: n/a 2-Year Degree: n/a 4-Year Degree: 4.2

4. Annual Transfer Activity Year: 2018-19 # of Transfers: 64 Transfer Rate: 60.1%

5. Graduates Entering Graduate School Year: 2018-19 # of Graduates: 86 # Entering Graduate School: 12

6. Job Placement (if appropriate) Year: 2018-19 # of Graduates: 86 # Employed: 62

7. Licensure/Certification Examination Results: n/a

8. Additional Indicators, if any: n/a

Form developed by the Council for Higher Education Accreditation. © updated 2015

Documents

2018-19 OHIO COSMA Public Disclosure€¦ · 2018-19 OHIO COSMA Public Disclosure Page 5 of 15 SLO 5: Discuss the legal implications and risk management needs as applied to the sport