Department of Kinesiology & Sport Management Strategic Plan (2023- 2025)

Values Statement

•       We strive to live with integrity by fostering a culture of mutual respect and trust among those we serve.
•      We ensure everyone is welcomed, valued, and has access to the same opportunities within a caring and supportive environment to achieve excellence.
•       We support, enable, and promote student learning through innovative teaching, research, and service with an underlying core of compassion, encouragement, and open dialogue.

Vision Statement

• We prepare students to be leaders equipped to advance knowledge in kinesiology and sport management.

Mission Statement

• We prepare leaders through education, innovation, and research in kinesiology and sport management.

TTU Strategic Priority: Educate and Empower a Diverse Student Body 

Goal 1: Advance and sustain a campus climate and culture characterized by accessibility, inclusiveness, and high academic quality. 

•  Increase annually and incrementally graduate enrollment to 40 master's degree students in kinesiology and 50 master's degree students in sport management. 
• Increase underrepresented undergraduate students to 50% and underrepresented graduate students to 60% by removing barriers to promote equity.  
•  Incrementally increase overall doctoral student enrollment to 20. 

Goal 2: Nurture and enhance a learning environment that fosters success and wellness.

   • Increase by 2% annually, with assistance of advisers, the number of undergraduate kinesiology and sport management students who enroll in 15 credit hours each fall and spring semester.

• Reduce each semester the undergraduate majors placed on departmental probation to a maximum of 5% and departmental suspension to a maximum of 2%. 
• Reduce undergraduate class sizes from 45:1 to 40:1 in all undergraduate courses and master degree class sizes from 25:1 to 15:1 and increase the number of instructors proportionately to achieve these goals. 

Goal 3: Deliver unique and transformative learning opportunities and experiences.

•  Create and sustain a study abroad program. 

• Engage every undergraduate major in an internship, service learning course, job shadowing activity, research experience or project, or other transformative learning experience.

Goal 4: Increase retention and graduation rates, and placement of graduates.

• Increase undergraduate students' retention rate of to 90% after year 1 and 85% after year 2 and graduation rates to 70% after 4 years and 72% after 6 years.

• Increase and maintain retention and graduation rates of graduate students above 90% over 4-5 years. Other Department Strategies

• Maintain the number of undergraduate kinesiology majors between 1400 and 1500. 

•  Increase the number of undergraduate sport management majors to a maximum of 500. 
•  Continue to develop online courses in kinesiology and in sport management and sustain annual online courses. 
•  Participate in two institutional undergraduate student and one institutional graduate student recruitment events annually.
•  Maintain and expand the alumni tracking system and involve graduates in the recruitment of new students. 
•  Conduct a speaker series with two kinesiology speaker and two sport management speakers each semester. 
•  Nominate at least two faculty members for TTU teaching awards annually, with the lead taken by the Faculty Awards Committee. 

TTU Strategic Priority: Enable Innovative Research and Creative Activities

Goal 1: Increase the productivity and impact of research, scholarship, and creative activity that advances knowledge, benefits society, improves quality of life, and contributes to economic development.

• Increase and maintain the median number of peer reviewed publications for tenure-track faculty members to 4.0 annually and maintain the expectation of an average of one or two publications annually for each tenure-track faculty member.

• Expect each tenure-track faculty member to obtain one external grant appropriate to his or her discipline by 2021 and another external grant by 2025 with the overall departmental goal of receiving $500,000 in external grant funding annually by 2021 and $600,000 in external grant funding annually by 2025. 

Goal 2: Enhance capacity and opportunities for research, scholarship, and creative activity for faculty, students, and staff.

•   Allocate to tenured, tenure-track, and professors of practice faculty up to a maximum of $2000 annually (defined as September 1 through August 31) for traveling to present research at professional conferences, paying page charges, or using for other professional development activities related specifically to their job responsibilities. Lecturers have available up to a maximum of $1,000 for professional development related specifically to their job responsibilities.
•  Provide funding of up to $200 to undergraduate students working with faculty mentors for research projects associated with independent studies resulting in presentations at professional conferences and/or co-authored publications.
•  Provide funding of up to $400 for master's degree students and $500 for doctoral students for research projects associated with independent studies working with faculty mentors resulting in presentations at professional conferences and/or co-authored articles submitted for publication.

Other Department Strategies

•  Provide financial incentives to each principal investigator on externally funded grants through return of F&A overhead cost recovery dollars. 
•  Reward faculty with one-time, single course reduction for an externally funded research collaboration with a private sector partner or researcher at a TTU System institution.
•  Increase by 10% annually the number of grant submissions that involve an interdisciplinary team of researchers external to the department.
•  Renovate room 109 to increase the number of research labs.
•   Nominate at least two faculty members for TTU research and scholarship awards annually, with the lead taken by the Faculty Awards Committee. 

TTU Strategic Priority: Transform Lives and Communities through Strategic Outreach and Engaged Scholarship

Goal 1: Foster an engaged campus that recognizes outreach and engaged scholarship as an essential component of institutional activity.

• Involve students in outreach and engaged scholarship associated with service learning in at least two service-learning courses annually. 
•   Encourage faculty to share their expertise through community presentations.

Goal 2: Achieve a sustainable outreach and engaged scholarship program through diverse funding streams and long-term campus-community partnerships.

•   Encourage participation in community engagement by students and faculty through at least one annual project led by the KSM Ambassadors. 
•  Expand the Health Screening Clinic, opened in fall of 2021, to the community by 2025 and sustain it as a long-term campus-community partnership. 

Goal 3: Enhance recognition of faculty and staff who contribute to outreach and engaged scholarship activities that impact local, state, national, and global communities.

•   Increase departmental website recognition for contributions of each faculty member, staff member, and student to strategic outreach and engaged scholarship.
•  Nominate at least two faculty or staff members for strategic outreach and engaged scholarship TTU awards annually, with the lead taken by the Faculty Awards Committee.

Goal 4: Increase and strengthen collaborative, mutually beneficial community partnerships that stimulate creativity, innovation, and social and economic development.

•  Conduct at least one annual sport management event and advertise this event extensively on the departmental webpage and via TechAnnounce.
•   Assess potential for engaged scholarship and identify areas for growth.