The Little State University Athletic Department faces an immediate budgeting crisis. Due to state budgeting woes, the legislature has reduced its allocation to Little State significantly for the upcoming year. The impact of this reduction included a loss of $800,000 to the athletic department, which represents approximately ten percent of the athletic budget. LSU Athletic Director Beth Duncan must determine how to best make the necessary cuts while preserving a strong department and minimizing the impact on student-athletes.
Chad D. McEvoy and Dianna P. Gray
Michael S. Willett, Damon P.S. Andrew, and Mary E. Rudisill
Market pressures and external demands to sustain access, improve cost management and accountability, and increase productivity continue to persist in departments and schools of kinesiology. Confidence in the sustainability of an institution’s business model is eroding. To address these challenges, one possible approach for enhancing institutional performance, accountability, and stability is to revise an institution’s management process or budgeting model. Indicators suggest that many institutions are changing budget models to an incentive-based budgeting (IBB) system (i.e., responsibility-centered management [RCM]). The management strategies reviewed in this article are important for higher education budget administrators that implement, or are considering implementing, an IBB system as a means for assessing outcomes or institutional decision-making.
Sheri J. Brock, Christina Beaudoin, Mark G. Urtel, Lisa L. Hicks, and Jared A. Russell
Responsibility Centered Management budget model. Auburn University’s Physical Activity and Wellness Program (PAWP) is elective, grade-based, and housed within the School of Kinesiology, which offered 265 one- and two-credit hour course sections with an enrollment of 8,515 students in 2019–2020. A full
Richard B. Kreider and Penny McCullagh
Marlene A. Dixon and Jeff A. Graham
Rhema D. Fuller, Brennan K. Berg, and Michael Hutchinson
Increasingly, sport managers are attempting to use athletics to positively affect their colleges' and universities' prestige. To highlight this contemporary issue, this case study presents an athletic director, Dwight Stanley, who has to give a recommendation on whether his institution should maintain its membership in the NJCAA or pursue membership in another athletic association, namely the NAIA or NCAA DIII.This case study is designed to capture the tension sport managers face as they encounter complex decisions. Accordingly, each membership option is presented with its advantages and disadvantages, as well as its supporters and detractors.Consequently, students will be required to critically assess a variety of factors to determine the institution's most feasible course of action. Given the popularity of careers within intercollegiate athletics, this case study provides an excellent way for students to engage in considering the complexities of such positions.Additionally, though the case study is presented within the context of intercollegiate athletics, the analytical process required to select a course of action is transferable to other segments of the sport industry.
Heiner Baur, Alessia Severina Groppa, Regula Limacher, and Lorenz Radlinger
Maximum strength and rate of force development (RFD) are 2 important strength characteristics for everyday tasks and athletic performance. Measurements of both parameters must be reliable. Expensive isokinetic devices with isometric modes are often used. The possibility of cost-effective measurements in a practical setting would facilitate quality control. The purpose of this study was to assess the reliability of measurements of maximum isometric strength (Fmax) and RFD on a conventional leg press. Sixteen subjects (23 ± 2 y, 1.68 ± 0.05 m, 59 ± 5 kg) were tested twice within 1 session. After warm-up, subjects performed 2 times 5 trials eliciting maximum voluntary isometric contractions on an instrumented leg press (1- and 2-legged randomized). Fmax (N) and RFD (N/s) were extracted from force-time curves. Reliability was determined for Fmax and RFD by calculating the intraclass correlation coefficient (ICC), the rest-retest variability (TRV), and the bias and limits of agreement. Reliability measures revealed good to excellent ICCs of .80-.93. TRV showed mean differences between measurement sessions of 0.4-6.9%. The systematic error was low compared with the absolute mean values (Fmax 5-6%, RFD 1-4%). The implementation of a force transducer into a conventional leg press provides a viable procedure to assess Fmax and RFD. Both performance parameters can be assessed with good to excellent reliability allowing quality control of interventions.
Tim Olds, Carol Ann Maher, and Kate Ridley
Low physical activity has been associated with increased fatness and deceased fitness. This observational study aimed to describe the magnitude, composition, and time-distribution of moderate-to-vigorous physical activity (MVPA) in Australian children.
A total of 1132 10 to 13 year old schoolchildren completed a 24-h activity recall diary on 2 to 4 occasions. MVPA was defined as any activity requiring ≥3METs, including sport, play, active transport, chores, and other activities.
MVPA was higher in boys than girls (173 vs 140 min/day; P < .0001), higher on nonschool days than school days (166 vs 143 min/day; P < .0001), and decreased with age (9 min/day per year of age). MVPA consisted of structured sport (37%), active transport (26%), unstructured play (24%), and chores/miscellaneous activities (13%). Every hour of MVPA was associated with a reduction in screen time (26.5 min), non-screen-based sedentary pastimes (8 min), and sleep (5.5 min). The least active quartile of children were more likely to be girls (OR = 3.4), have higher screen time, and sleep more. From 4:00−6:30 PM on school days there were large differences in participation between high-active and low-active children.
Findings suggest MVPA interventions should target girls, screen time and focus on the after-school period.
event the next year. An event Chair and co-Chair have to work together to plan the event which includes creating a budget that the Board must approve. They are also tasked with implementing the plans, as well as creating a follow up Profit & Loss Report with the help of the Treasurer. The demands of an