PROGRAM REVIEW SELF-STUDY

Recreation and Sport Management Programs

Title of Degree Program: 31.0301 B.S. Recreation and Sport Management

31.0301 M.S. Recreation and Sport ManagementMajors listed under the degree: - Recreation and Sport Management- Parks Management- Recreational Therapy- Certificate program listed under the degree: Recreation Management

Specialization areas include: None Minors listed under the degree: None Program Leader: Dr. Robert WolffProgram Faculty:

- Dr. Jina Bang;- Dr. Alexis McKenney (Department Chair of Leadership and Professional

Studies). - Adjunct Faculty:

o Cari Autry;o Robert Frye (director of FIU Campus Recreation and Intramurals);o Stephen Person (retired former director of Ft. Lauderdale Parks

and Recreation Department);o Sara Tosada (special education teacher, Miami-Dade Public

Schools); o Richard Vroman (director of recreation therapy, Miami VA

Hospital).

Part I: Overview

1. What goals did you develop as a result of your last program review?a. The Recreation and Sport Management (RSM) degree program

(formerly known as Parks and Recreation Management) has participated in several program reviews over the last six years (e.g., NACATE, external Program Review in 2003-04, and the National Recreation and Park Re-Accreditation Review). While the program faculty developed several new goals after each review, the most significant goal and change arose during the spring of 2008. In addition to the College of Education’s (COE)

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department consolidations that took place prior to that date, the RSM faculty set the goal of merging, consolidating, and streamlining portions of two degree programs (Parks and Recreation Management and the track of Sports Management from Physical Education) in both the B.S. and the M.S. programs. We based this merger on the program reviews, state and national trends, student surveys, conversations with professionals in the field and the emerging University’s Strategic Plans.

b. The first goal was accomplished by “re-naming” the degree programs to the B.S. and M.S. in Recreation and Sport Management. This was done during the COE and University Curriculum Committee’s program closure reviews of spring 2008. The B.S. and M.S. in Recreation and Sport Management were programs recommended for closure during the budget crisis in 2008.

c. As a part of the process we:i. Raised course caps (for greater efficiency)ii. Re-sequenced the courses (to meet the needs of the

students)iii. Re-designed course titles and content (to fit our new focus)

andiv. Committed to establishing and/or re-establishing

community linkages through internships and partnerships.

2. What are your major accomplishments tied to these goals? Are there other significant accomplishments that you reached as a result of continuous quality improvement and your ability to capture emerging trends, needs, and opportunities?

a. The major accomplishments are as follows:i. Large increases in headcount (see charts below)ii. Large increases in student credit hours (SCHs)iii. Large increases in graduationsiv. Large increases in the internship placements that

advanced established and new professional community partnerships

b. The above are highlighted by the charts and graphs that follow.

Part II: Program Analysis

3. What is the vision of your program(s)? Your mission?a. The programs follow the vision and mission of the COE

Conceptual Framework. In addition, the program faculty seek to work collaboratively and in an interdisciplinary context to

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improve human health and wellness by helping others make meaningful and creative use of their leisure time.

4. Programmatic Information: a. Location(s) where degree is offered: Modesto Maidique Campus.b. Delivery format(s): Lecture/lab.c. The following chart is for the 2010-11 academic year and

represents course and advising loads for typical semesters. Each of the full-time faculty split their time between undergraduate and graduate teaching and advising as illustrated in the following table:

Faculty Course and Advising LoadsFaculty Summer 2010 Fall 2010 Spring 2011Bang (tenure-earning)

1 undergraduate

1 undergraduate,

1 graduate

1 undergraduate,

1 graduate

McKenney* 2 undergraduate

1 undergraduate, 1 cross-listed

graduate

1 undergraduate, 1 cross-listed

graduate

Wolff 2 undergraduate

3 undergraduate,

1 graduate

3 undergraduate,

1 graduate*Dr. McKenney became Chair starting in fall 2010.

d. Enrollment Data: The charts below are for the B.S. and M.S. in Recreation and Sport Management.

Headcount Fall 2004

Fall 2005

Fall 2006

Fall 2007

Fall 2008

Fall 2009

Fall 2010

B.S. Recreation and Sport Management

28 18 32 56 112 165 159

M.S. Recreation and Sport Management

9 9 9 12 22 24 26

Total Headcount 37 27 41 68 134 189 185

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Fall 2004 Fall 2005 Fall 2006 Fall 2007 Fall 2008 Fall 2009 Fall 20100

50

100

150

200

250

300

350

B.S./M.S. Recreation & Sport Management Fall Headcount

2004-05 2005-06 2006-07 2007-08 2008-09 2009-100

20406080

100120140160180

Recreation & Sport Management Appli-cations & Admissions

*The above chart indicates the popularity of the “new” program in Recreation and Sport Management. While we do believe it is an indicator of popularity, we also believe it far underestimates the student demand – roughly 50 percent of the students in our courses are still coded as “other” majors, but have expressed desire to be in our major.

e. Retention and graduation rates: While the growth depicted in the following chart is large, it is tempered because in the earlier years (2001-08), RSM faculty teaching efforts did not reflect energies devoted to servicing the “old” Physical Education track in Sports Management (which was merged in spring 2008).

Degrees Awarded 2004-05

2005-06

2006-07

2007-08

2008-09

2009-10

2010-11

B.S. Recreation and Sport Management 16 13 9 4 31 54 68M.S. Recreation and Sport Management 4 4 3 3 8 10 11Total # of Degrees Awarded 20 17 12 7 38 64 79

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2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-110

102030405060708090

Recreation & Sport Management Graduations

The chart below highlights the real growth of the “new” program. From 2004 through 2008, the RSM faculty were teaching the LEI courses in both the Physical Education track in Sports Management (the Physical Education track was changed to Sports and Fitness Studies and all LEI courses were dropped) and in Recreation and Park Management. The growth in SCHs represents the growth in the new program.

2004-05 2005-06 2006-07 2007-08 2008-09 2009-100

500

1000

1500

2000

2500

3000

3500

4000

Recreation & Sport Management SCHs

f. Placement of graduates: No data collectedg. Percentage of graduates proceeding to graduate or professional

schools: No data collected. h. Diversity profile of students: See chart below.

Diversity 2004-05

2005-06

2006-07

2007-08

2008-09

2009-10

2010-11

Total # of Students 37 27 41 68 134 189 185American Indian 0 0 0 0 0 0 0Asian 4 2 2 3 1 5 4Black 9 5 9 16 37 52 52

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Hispanic 8 9 16 30 62 81 82White 14 10 14 18 33 47 40Multi-racial 0 0 0 0 0 0 0Not Specified 2 1 0 1 1 4 7

University Core Curriculum delivered (if applicable): Students in the B.S. in Recreation and Sport Management program must complete the University Core Curriculum requirements that consists of 36 credit hours that includes English composition, humanities with writing, quantitative reasoning, social inquiry, natural science, and arts. In addition, the recreation and sport management majors must complete a human growth and development course (3 credits). Therapeutic recreation majors must complete a course in human growth and

development, anatomy, and physiology (4 credits).

5. Student learning outcomes matrix (i.e., student learning outcomes stated in measurable terms; assessment methods [criteria and procedures for evaluation]; results of data summary and analysis; and, use of results for improving student learning) for the last two years (2008-09 and 2009-10). Use of results could include, for example, curriculum reform.

a. Please refer to the SLO and PO Assessment Reports for the B.S. and M.S. in Recreation and Sport Management.

6. Program performance outcomes matrix (i.e., program outcomes stated in measurable terms; assessment criteria and procedures for evaluation; results of data summary and analysis; and, use of results for improving the program.)

a. Please refer to the SLO and PO Assessment Reports for the B.S. and M.S. in Recreation and Sport Management.

Provide focused synthesis and analysis of the above segments.

- B.S. in Recreation and Sport Management

o Previously, the B.S. program had two internships. Now students have a choice to replace one of the internships with a minor created within the program. The minor includes three courses. One course focuses on computer applications in recreation and sports. The second is a programming course with a focus on setting up programs in sports and leisurely settings to serve the needs of people. The third is a facilities management course, which focuses on the process of maintaining and running large facilities (i.e., parks and recreation facilities). Another change occurred with the LEI 4590: Seminar in Parks and Recreation Sport Management) course, which is now a capstone course for

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seniors only. In the course, students are required to write, present, and bring together knowledge and skills from pervious courses for application in the field. The new capstone course was inaugurated in fall 2010. A TaskStream critical task and rubric was developed for the assessment of student learning outcomes within the capstone course). The course will allow faculty to touch base with graduating students in a systematic process, which will include providing information about the alumni organization and careers. The course will also allow students to provide feedback that could be used for the continuous improvement of the program.

o Combining the two baccalaureate programs helped enhance student success and increase undergraduate student graduation rates. We are providing a contemporary, attractive degree program that appeals to students. The same processes will be maintained since the graduation rates are increasing rapidly and the program cannot handle an increase in admissions with current resources. To ensure that the internship process is successful for students, the program has taken on a much stricter adherence to paperwork requirements by making sure students turn in all the required paperwork prior to being sent out in the field), especially as the number of sites continues to increase. We are updating the internship manual. With the increases in program enrollment, the number of internships will also be increased. We have not used for internship purposes the Florida Marlins, a professional baseball franchise, very much in the previous years; therefore, the Marlins has been approached for internships in 2010-2011 and the program now has several students currently interning there. (Yes and we have several student currently interning at the Marlins) Furthermore, the faculty are developing legal agreements to help the Recreation and Sport students understand the process and necessary steps prior to signing up for the internship courses. The graduating student survey will be implemented in the new required capstone course for graduating seniors in order to ensure the collection of these critical data.

- M.S. in Recreation and Sport Management

o The curriculum will be modified in the fall 2011. The program will become more prescriptive in terms of the courses that the students must take in the graduate program. In the fall 2011, the faculty will submit two new courses that will be required of all graduate students in the program. The two new required courses will be Law and Liability in Recreation and Sports and

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Leisure Services Marketing. The Philosophical Analysis course will no longer be required for the graduate program. In addition, the program faculty took a critical look at the required admission materials, which resulted in the admission of higher quality students into the graduate program. We looked at the submitted applicant admissions materials and were more selective based on material submitted.

o The connection between alumni will be established in the fall 2011 through a capstone course for graduating students, where the graduating student survey will be administered as well. We will add two required courses to the program, which will replace two elective courses. We have also been more prescriptive in terms of the writing assignments and have increased the writing requirement in LEI 5510: Program Administration in Parks, Recreation, and Sports.

o We have become more active in seeking out community liaisons and practicum sites for the students. These connections helped the community understand that we were expanding our program. These efforts led to increased sites and continuous e-mailed inquiries about sites and interns.

o We were able to maintain the overall quality of the program and its student services (e.g., advising, internships, course offerings, etc.) given the increased number of students.

o Dr. Jina Bang improved her classroom instruction through a series of seminars on teaching, including workshops through FIU’s Academy for the Art of Teaching. As a result, her student ratings increased.

o With larger classes, the faculty maintained their good student evaluation ratings. One professor, on top of her heavy workload, maintained a high level of academic excellence by presenting and writing multiple papers. Faculty attended and presented at national conferences, as well.

Contextual Program Information:

7. List recommendations from the last program review and actions taken in response to recommendations.

a. Recommendations from the 2003-04 Program Reviews that apply to our program are the following:

i. Recommendation: Review and consolidate degree tracks and programs.

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1. After an extensive review of the literature, discussions with colleagues throughout the country, and a survey of our current students, the Parks and Recreation Management degree programs and its three tracks (i.e., Leisure Services Management, Parks Management, and Recreational Therapy) merged with the non-teaching track of Sports Management within the Physical Education degree. The result of the merger was the re-naming of the program to Recreation and Sport Management containing three tracks in:

a. Recreation and Sport Managementb. Parks Managementc. Recreational Therapy

2. The results of the merger have been impressive, with greater efficiencies and student demand. See above enrollment charts.

ii. Recommendation: The programs need to establish a stronger relationship with the South Florida professional and governmental communities, and academic units at FIU.

1. The program faculty set several goals related to this recommendation:

a. Establish/re-establish links within the professional community

b. Re-establish links at FIU with similar program like Hospitality, Business, Higher Education, Labor Studies, and Public Affairs.

b. Both goals have been met with great success. We now have an exhaustive list of internship sites and relationships with the professional community and governmental agencies that place our interns and hire our graduates. The Recreational Therapy track faculty are working actively with the College of Nursing and Health Sciences. Many of the Recreation and Sport Management students now minor in Business Administration at the College of Business Administration. Others have minored in Marketing, Journalism, Political Science, Public Affairs, and Hospitality Management. The Parks Management students will obtain their Certificates of Environmental Studies at the end of their degree program. Students earn the minors and certificates without taking any hours beyond the required 120 hours to graduate.

8. Summarize results/recommendations of any specialized accreditation, including date of review.

a. The Parks and Recreation Management degree program had the five-year re-accreditation review in 2004 and was due the ten-year major review in the fall of 2010. (Initial accreditation by the

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National Recreation and Parks Association [NRPA] took place in 2000.) The study found no weaknesses and only recommended that we hire more faculty. Because of the proposed program termination in the fall of 2009, the energies put into a rebuttal to The Florida International University Board of Trustees, and the significant work merging and changing our “new” degree program, we asked for an extension of the review to spring 2011. Late in fall 2010, the program faculty informed NRPA that we would not seek re-accreditation. This decision was based on the following factors:

i. The only other program in Florida (i.e., the University of Florida) also decided to forgo seeking re-accreditation.

ii. There is a national trend of other universities not seeking accreditation (accredited programs have dropped from approximately 150 to 85) due to budgetary constraints and accreditation standards that are not related to internship or job placement.

iii. The changing nature of our program and student majors, with the majority interested in “sport” related professions; there is also a new (one-year old) accreditation program by the North American Society of Sport Management. We decided we may be better served by the new accreditation process.

iv. Recreational Therapy (RT) is also in the developmental stages of a new accreditation process that will better serve the growing student population in RT.

9. Describe major changes in the Program as a result of changes in

discipline, student demand, faculty feedback and labor dynamics.a. As described earlier, the RSM faculty merged, consolidated, and

streamlined portions of two degree programs based on changes in discipline, student feedback, and labor dynamics. Thus, new Recreation and Sport Management B.S./M.S. programs were formed. The undergraduate program has grown tremendously and the graduate program is showing significant growth and interest. We have just started to display our programs on the North American Society of Sport Management website. We believe that this marketing strategy will at least double the undergraduate and graduate interest levels and applications.

10. Demonstrate need for the Program and benefit to the University, region, State, and global community, as applicable.

a. The University's Worlds Ahead Strategic Map (see http://stratplan.fiu.edu/docs/WorldsAhead_StrategicPlan.pdf) _has helped us define our program mission and goals. Our goals

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align extraordinarily well with the strategic themes, particularly with the environment, global, and health themes.

b. Our Recreation and Sport Management program(s) has continued to grow with its escalating number of incoming students, which contributes to the growth of the university.

c. The recreation and sport industry is one of the largest and fastest growing industries in the United States and worldwide. Our Recreation and Sport Management program prepares students for careers in a spectrum of organizations in the recreation and sport industry within the region, state, nation, and globe.

d. Within our immediate service area, we are fortunate to have two national parks and two state parks where our graduates can intern and secure jobs upon graduation. Both the national and state parks across the country have difficulty securing professional Hispanic employees. Our unique university demographics place us in a great position to serve this need.

e. We are also in the unique position of having all of the major professional sport teams in the Greater Miami region, including one of the premier NASCAR tracks, within the immediate service area

f. In addition, the Greater Miami area has one of the largest collections of city and county parks and recreation departments in the country.

g. The Recreational Therapy (RT) track is directly responsible for filling many of the RT jobs throughout South Florida. The program graduates students from a range of diverse backgrounds, thus meeting a need for diversity within the profession throughout Florida, the region, and the nation. In addition, the RT track provides students with the skills and knowledge to develop programs for individuals with disabilities in countries throughout the world. Finally, the RT track includes both B.S. and M.S. degree options. The M.S. degree prepares graduates for supervisory and/or administrative positions in community and non-community based settings (e.g., hospitals, rehabilitation facilities). The B.S. program primarily prepares graduates for direct care services for people with disabilities. Consequently, the B.S. offers an option for FIU students to begin careers in an allied health profession with a B.S. degree. All graduates are eligible to sit for the national certification exam, thus giving them the opportunity to become certified recreational therapists.

h. All of the above opportunities have fueled the growth in our newly merged programs. The future seems bright for this program as we serve the needs of our communities.

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Fiscal Analysis:

11. The Fiscal Analysis will be enacted through a process between the Office of Academic Budget and Personnel in the Division of Academic Affairs and the dean of the College of Education.

Research Productivity (as applicable):

12a. Grant Support: Please analyze tenured and tenured-earning faculty productivity in the last three years in terms of grant support, including the following: number of proposals funded; number of submitters; total funds requested; average per proposal; number of proposals funded; and, total amount funded. (Please provide the information by fiscal year.) You can also provide the analysis on non-tenured and non-tenured earning faculty. Analysis on clinical grants, as applicable, can be included.

Total for 2007: $112,999

- McKenney, A. (2007). Head start to the arts after-school program and summer camp. This performing arts program will provide out-of school services to 200 middle school students, ages 11-14, including those with disabilities in underserved areas of west Miami. Roxy Theatre Group uses dance, acting and singing to teach new skills and boost self-esteem of youth to ultimately improve behavior and academic performance. Amount funded: $103,000.

- McKenney, A. (2007). Examination of outcomes related to after-school programs for children with disabilities. Amount: $9,999. Funding provided by Miami-Dade County Parks and Recreation, Leisure Access Services.

12b. Publications: Please provide the number of publications in peer reviewed journals and/or student-run publications produced in the last three years, including the number of papers per faculty. (Please provide the information by fiscal year.)

Publications Per Faculty Member by YearFaculty 2008 2009 2010 2011 TotalBang 2 5 0 2 9McKenney 2 1 2 6 11Wolff 1 0 0 0 1

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Faculty 2007 TotalDr. McKenney 2 2

Totals 5 6 2 8 21

List of Faculty Publications

- Bang, H. (2009). The direct and indirect influences of sporting event organization’s reputation on volunteer commitment. Event Management, 13(3), 139-152.

- Bang, H. (2011). Leader-member exchange, perceived organizational support, and affective organizational commitment of volunteer members in non-profit sport organizations. International Journal of Sport Management, 12(1), 63-85.

- Bang, H., & Chelladurai, P. (2009). Development and validation of the volunteer motivations scale for international sporting events (VMS-ISE). International Journal of Sport Management and Marketing, 6(4), 332–350.

- Bang, H., & Ross, S. (2009). Volunteer motivation and satisfaction. Journal of Venue and Event Management, 1(1), 61-77.

- Bang, H., Alexandris, K., & Ross, S. (2009). Validation of the revised volunteer motivations scale for international sporting events (VMS-ISE) at the Athens 2004 Olympic Games. Event Management, 12(3/4), 119-131.

- Bang, H., Won, D., & Kim, Y. (2009). Motivations, commitment, and intentions to volunteer for sporting events. Event Management, 13(2), 69-81.

- Lee, C. S., & Bang, H. (2011). Comparison of Division I and Division III intercollegiate spectators: Motives and constraints. International Journal of Leisure and Tourism Marketing, 2(2), 159-175.

- McKenney, A., Brown, J., & Delgado, L. (2010). Treating nursing home residents with depression using the duet bike program: A practice protocol. Annual in Therapeutic Recreation, 19, 150-160.

- Ross, S., Russell, K., & Bang, H. (2008). An empirical assessment of spectator-based brand equity. Journal of Sport Management, 22(3), 322-337.

- Tosado, S., & McKenney, A. (2010). Sunlight therapy and its effects on the behaviors and sleep quality of one individual diagnosed with dementia: A practice protocol, Annual in Therapeutic Recreation, 19, 161-170.

- Tosado, S., McKenney, A., & Andreu, A. (2008). The Roxy Theatre Group. Available from the National Recreation and Park Association, National

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Therapeutic Recreation Society Poster Session Summaries web site, www.nrpa.org.

- Tosado, S., McKenney, A., & Loureiro, L. A. (2008). The sunlight gang. Available from The National Recreation and Park Association, National Therapeutic Recreation Society Poster Session Summaries web site, www.nrpa.org.

- Weingrad, M., Wolfe, B., & McKenney, A. (2009). Potential outcomes when utilizing the Nintendo Wii with older adults. To be published in the National Recreation and Park Association, National Therapeutic Recreation Society Poster Session Summaries web site, www.nrpa.org.

- Wolff, R. (2008). The accidental administrator. In D. Dustin & T. Goodale (Eds.), Making a difference in academic life (pp.253-258). State College, PA: Venture Publishing Inc.

- Won, D., Bang, H., & Shonk, D. J. (2008). Relative importance of factors involved in choosing a regional ski destination: Influence of consumption situation and recreation specialization. Journal of Sport and Tourism, 13(4), 249-271.

Publications in Press

- Cory, L., McKenney, A., & Marsden, S. (In press). Therapeutic use of animals. In J. Dattilo & A. McKenney (Eds.), Facilitation techniques in therapeutic recreation (2nd Ed.).

- Dattilo, J., & McKenney, A. (In press). Facilitation techniques in therapeutic recreation (2nd Ed.).

- McKenney, A., & Dattilo, J. (In press). Anger management. In J. Dattilo & A. McKenney (Eds.), Facilitation techniques in therapeutic recreation (2nd Ed.).

- McKenney, A., & Dattilo, J. (In press). Moral development discussions. In J. Dattilo & A. McKenney (Eds.), Facilitation techniques in therapeutic recreation (2nd Ed.).

- McKenney, A., & Dattilo, J. (In press). Values clarification. In J. Dattilo & A. McKenney (Eds.), Facilitation techniques in therapeutic recreation (2nd Ed.).

12c. Research Ranking: Please provide any ranking or notation obtained during the last three years (as applicable).

a. N/A

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Partnerships/Entrepreneurial Activities (as applicable):

13. Please analyze results of foundation and auxiliary entrepreneurial activities (e.g., community engagement, conferences and workshops, technical assistance, sponsorships/donor support, etc.) during the last three years, detailing activities and amounts obtained (where appropriate).

a. The Recreation and Sport Management degree program faculty have maintained internship partnerships with:

i. Miami-Dade, Broward, and Palm Beach County Parks and Recreation Departments

ii. Almost all of the Municipal/City Parks and Recreation Departments

iii. All of the professional sport organizations in the Greater Miami Area (e.g., Marlins, Heat, Dolphins, Strikers, Panthers, Homestead Speedway, and a few of the Minor League Baseball organizations in Florida)

iv. The two organizations organizing major road racing events in Miami (e.g., the ING Marathon and the ½ Iron Man competitions, as well as the numerous road races and triathlons)

v. Several sport agencies that represent professional athletesvi. Boys and Girls Clubs in Miami and Broward countiesvii. The National Park Service (Everglades National Park,

Biscayne Bay National Park, and Yosemite National Park)viii. The State of Florida Park Service (Oleta River State Park)ix. The Miami-Dade Sports Commissionx. The Orange Bowl Committeexi. Several of the professional golf communities in Greater

Miami (Doral and Bonadventure)xii. The Greater Miami Ysxiii. Copa Latina Soccer Promotions, Inc.xiv. Soccer Market and Promotions, Inc.

b. The Recreation and Sport Management program partners with almost every professional organization that provides recreational therapy services, such as:

i. Baptist Hospitalsii. Jackson Hospitalsiii. Miami Jewish Home and Hospitalsiv. Miami VA Medical Centerv. Mount Sinai Medical Centervi. Perdue Medical Centervii. Hollywood Medical Center

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viii. Memorial Hospitalix. St. Antony’s Rehabilitation Hospitalx. Cities of Hialeah, Miami, North Miami Beach, and Pembroke

Pinesxi. Miami-Dade and Broward Countiesxii. Florida Pace Centersxiii. JumpStartxiv. Michael Ann Russell Jewish Community Centerxv. Palmetto Subcutexvi. Shake-A-Legxvii. The Palacexviii. Villa Maria Nursing and Rehabilitation Centerxix. Columbia University Pavillionxx. John Knox Village

c. The Recreation and Sport Management programs also partner with:

i. The athletic departments and sport teams at FIU, FAU, Lynn, and Nova Southeastern

ii. The Recreation and Intramural departments at FIUiii. Greater-South Florida Pop Warner

d. The following represents our professional and community engagement:

i. Event Management (Jan 2010 – Present): Associate Editor.ii. International Journal of Sport Management (Jan 2010–

present): Editorial Board Member. iii. Korean Alliance of Martial Arts (May 2009–present):

Editorial Board Member.iv. Nonprofit and Voluntary Sector Quarterly: Guest Reviewerv. Journal of Leisure Research: Guest Reviewer.vi. The 2010 Conference of the North American Society for

Sport Management, Tampa, Florida: Abstract Reviewer. vii. Southern Management Association 2009 Meeting held in

Asheville, North Carolina: Paper Reviewer.viii. Annual COE 2009 Research Conference held at FIU, Miami:

Abstract Reviewer.ix. National Recreation and Park Association, Leisure Research

Symposium, Therapeutic-Wellness Review Coordinator, Spring 2010.

x. American Therapeutic Recreation Association, ATRA Annual, Associate Editor, Fall 2009-present.

xi. American Therapeutic Recreation Association, Marketing Task Force Member, Fall 2009-present.Journal of Leisure Research, Reviewer, Fall 2009-present.

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xii. Therapeutic Recreation Journal, Reviewer, Spring 2000-present.

xiii. National Therapeutic Recreation Society (NTRS), Public Policy Committee, Spring 2003-10.

xiv. NTRS, Armed Forces Recreation Society/NTRS Joint Task Force, 2007-10.

xv. NTRS, President, September 2007-08.xvi. NTRS, Executive Committee Chair, September 2007-08.xvii. American Therapeutic Recreation Association, Florida State

Coordinator, Medicare Project, Fall 2005-present.xviii. Therapeutic Recreation Journal, Associate Editor, October

2004-08.xix. The Common Prerequisite Education Discipline Committee,

Member, July 2007 to present.xx. Statewide Common Course Numbering System Committee,

Chair, August 2000-present.xxi. Statewide Common Core Prerequisite Committee, Parks,

Recreation and Sport Management, Member, 2000 to present.

Part III: Strategic Planning and Improvement Action Plan

14. Develop a programmatic Strengths, Weaknesses, Opportunities and Challenges (SWOC) analysis. An SWOC analysis identifies an organization’s strengths, weaknesses, opportunities, and challenges. The SWOC includes normally an assessment of the internal environment (strengths and weaknesses) and an assessment of the external environment (opportunities and challenges). SWOCs facilitate strategic planning. Moreover, SWOCs help to understand the culture, facilitate decision-making, and may be used to assess opportunities and identify factors leading to an organization’s critical success.

Strengths

- Location: All major professional providers are in the area (e.g., rehab facilities, major/minor league teams, large recreational organizations). Our competitors do not have this advantage.

- Long-established and well-developed relationship with professional organizations locally/regionally/state.

- Curriculum that matches national standards.

- Diverse student body.

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- High quality, professional adjuncts available as the program grows.

- Growing student population.

- Relationship with other FIU programs with related interests.

- Availability of volunteer, internship, and job prospects within the professional community while students are completing their degrees.

Assessment of student learning and program outcomes to make curricular and program improvements

- Recently redesigned programs now offer a capstone course and feedback mechanism from students and alumni.

- Continued monitoring of student writing

Weaknesses

- Low number of faculty.

- Marketing money.

Opportunities

- Student growth opportunity.

- Joint programs/degrees with Business, Nursing and Health Sciences, Hospitality Management, and College of Law.

- Online courses/degree.

Challenges

- Advertising the programs.

- Re-development of the alumni association.

- Limited availability of grant opportunities.

- Handling the increased student interest.

- Cultivating relationships with FIU Athletics (i.e., research cooperation/ consulting related to intercollegiate athletics).

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15. Refer to issues still identified as challenges and/or opportunities and prepare a plan to suggest solutions and pathways towards furthering student learning and programmatic improvements. Include a timetable and denote process for developing consensus on the Improvement Action Plan. Within the Improvement Action Plan, please incorporate a plan to measure progress/indicators of success. Place the formulation of the Improvement Action Plan within the context of your unit’s ongoing strategic planning.

a. Continue to monitor and improve student writing through the new processes established in the last two years.

b. We have made great strides in student recruitment for our new “merged” programs and expect a slow, but steady growth to continue. Our goal is to have 400 undergraduate students (including PBS), 50 master’s students, and 10 doctoral students with a relationship with Adult Education and Human Resource Development in five years.

c. Establish the online Recreation and Sport Cognate with the College of Business Administration’s online MBA.

d. Continue the “minor” relationship established since we merged the programs.

e. Join the North American Society of Sport Management’s website to advertise our new program

f. Assign a graduate assistant to an alumni development project.g. Work with the COE Associate Dean’s office to locate and pursue

research funding opportunities.h. Pursue future research possibilities through FIU Athletics.

The above plan is tentative and modifications will be made based on the external reviewers’ and the Provost’s recommendation.Part IV: Recommendations of Provost The Provost will provide written recommendations to the units regarding the future direction of the academic program based on the findings of the complete Program Review, including the self-study, external consultant’s feedback and Improvement Action Plan.

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