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Collegiate sport club programs are increasingly expected to demonstrate effectiveness and impact, as such the evaluation of program success is critical. Current evaluation methods are often subjective and lack standardization across programs. Unlike other recreational programs, sport clubs have unique organizational structures, with student officers responsible for various tasks related to club operations with unclear measurable outcomes. This study aimed to address this gap by investigating how collegiate recreation departments evaluate sport club program success and identifying critical success indicators. A Delphi design was used to gather expert opinions, and qualitative and quantitative data analysis was employed. The findings highlight various evaluation methods employed by administrators, including annual assessments, participant interviews, and point systems. Furthermore, indicators of success encompassed club activities, operations, and status, as well as participants' experiences and development. These findings provide valuable insights for program administrators to tailor support and enhance the effectiveness of collegiate sport club programs. [ABSTRACT FROM AUTHOR]

: Sport clubs are complex organizations made up of amateur athletes, many of whom not only play on the team but also lead the club and interact with internal and external actors. While the actions and responsibilities of club members are well researched, little is known about the relationships these clubs have with other actors. The current case study investigated these exchange relationships within collegiate sport clubs (CSCs) through examining the following research question. What are the characteristics and outcomes of the social exchange relationships within CSCs? : Guided by social exchange theory and social constructivist epistemology, the researchers conducted focus groups with representatives from 29 clubs and interviews with four recreation professional staff at three universities across the United States. : Analysis of the transcripts found multiple exchange relationships exist within CSCs, with primary importance placed on the relationships between the club's executive board and club members, and the club members and the university. Each exchange relationship was found to contribute to specific desirable outcomes for the engaged actors that could not be had without the exchange partner. : Analysis of the findings led to recommendations for practitioners on how to maximize the outcomes of the found exchange relationships and maintain quality exchanges between actors. [ABSTRACT FROM AUTHOR]

Voluntary, non-profit sport clubs are considered an important sport provider for communities across the world, with management effectiveness of great importance to promote long-term organizational health and sustainability. Due to a scarcity of volunteers and financial resources, the management of human and financial resources are major difficulties inhibiting club effectiveness. The current study explored the goals and management effectiveness of American collegiate sport clubs (ACSC) through focus groups with 13 sport clubs, interviews with two recreation professional staff, and six publicly accessible documents pertaining to the management practices of ACSC at a large university in the United States. While the ACSC were found moderately effective at managing their human and financial resources, when compared to their ascribed goals and best practices established in the literature, many prescribed management practices were not adhered to. Implications for effective management practices specific to the collegiate context are presented, with a call for greater education of student officers to support clubs' organizational effectiveness. [ABSTRACT FROM AUTHOR]

The due process clause of the Fourteenth Amendment to the U.S. Constitution protects individuals from the deprivation of a property interest without due process. In the case of Sacramento State University Men's Rowing Club v. California State University, Sacramento (2014), a club team was denied procedural due process upon suspension for violation of the university's sport club requirements. Historically, interscholastic athletics and other extracurricular activities have been deemed a privilege, not a property interest. However, a property interest may be created if particular governing policies are mandatory rather than permissive. The purpose of this law review is to analyze the aforementioned case and provide implications for sport administrators regarding policy development and disciplinary procedures. [ABSTRACT FROM AUTHOR]