Erasmus+ Employs “Understanding, evaluating and improving good governance in the employment relations of athletes in olympic sports in Europe” Projektbeschreibung EMPLOYS – Verbesserung der Beschäftigungsbedingungen von Athletinnen und Athleten in Europa EMPLOYS ist ein durch das Erasmus+-Programm der EU gefördertes Projekt unter der Leitung des Instituts für Europäische Sportentwicklung und Freizeitforschung. Ziel des Projekts ist es, die Beschäftigungsbedingungen von Athletinnen und Athleten in Europa zu analysieren, bestehende Strukturen zu bewerten und konkrete Handlungsempfehlungen für Politik und Sportorganisationen zu entwickeln. Europaweite Forschung und Austausch mit Stakeholdern Im Jahr 2021 führte EMPLOYS die erste vergleichende Studie zu den Beschäftigungsverhältnissen von Athletinnen und Athleten in 29 europäischen Ländern durch. Die Ergebnisse wurden auf internationalen Konferenzen in Köln und Lissabon vorgestellt und mit Athletenvertretungen, Sportverbänden, politischen Entscheidungsträgern und Wissenschaftlerinnen und Wissenschaftlern diskutiert. Die Studie verdeutlichte die unterschiedlichen nationalen Rahmenbedingungen und die Bedeutung fairer Beschäftigungsbedingungen im europäischen Sport. Good Governance für den Sport der Zukunft Auf Grundlage der Forschung entwickelt EMPLOYS Empfehlungen für eine bessere Governance in den Beschäftigungsbeziehungen von Athletinnen und Athleten. Durch den Austausch zwischen Sportorganisationen, Verwaltung und Politik werden bewährte Ansätze identifiziert und weiterentwickelt. Den Abschluss des Projekts bildet ein Abschlussbericht mit konkreten Empfehlungen zur Stärkung der Beschäftigungsbedingungen und der Good Governance im europäischen olympischen Sport. Projektlaufzeit: Januar 2021 - Dezember 2022. Projektergebnisse eBook Evaluation Report Fact Report Projektteam Univ.-Prof. Dr. Jürgen Mittag Projektleitung person_outline Zum Profil phone +49 221 4982-2690 mail j.mittag(at)dshs-koeln.de Dr. Maximilian Seltmann Projektkoordination person_outline Zum Profil phone +49 221 4982-5800 mail m.seltmann(at)dshs-koeln.de Lorenz Fiege Projektmitarbeit person_outline Zum Profil phone +49 221 4982-5800 mail l.fiege(at)dshs-koeln.de Partner arrow_outward Universidade Europea arrow_outward University of Rijeka arrow_outward Edge Hill University arrow_outward Institute for Sport Governance arrow_outward European Athletes Association (EU Athletes) arrow_outward European Olympic Academies

ADMISSION AND EXAMINATION REGULATIONS for the Further Education Certificate of Advanced Studies “European Handball Manager” from 8th December 2014 §1 Area of validity of the examination regulations These examination regulations are only valid for the Further Education Certificate Course with the qualification European Handball Manager of the Department of Further Education and the Institute of Sport Economics and Sport Management (Department of Sports Business Administration) at the German Sport University Cologne in cooperation with the European Handball Federation. The certificate course is offered in alternate years in German and English. §2 Admission Persons will be accepted on the certificate course who a) have completed a university degree or have demonstrated the necessary suitability through relevant work experience or on a voluntary basis. This is the case with applicants who have completed a commercial traineeship and have at least 2 years’ work experience or b) have worked full‐time in top‐level handball (players, trainers) for 5 years of the last 10 year period. If, after admitting applicants who gain their eligibility through the above‐mentioned criteria, there are still free places, then persons who have completed their basic studies in economics/management or sport science with the major economic/management may be allowed to take part in selected modules of the certificate course. §3 Examination Board The Examination Board consists of 1. the Chairperson (the Head of the Department of Further Education) or their representative 2. the nominated expert from the “European Handball Federation” (EHF). Their representative is a university graduate who majored in sport economics and/or sports management and 3. the Academic Head of the Further Education course (their representative is a person with at least equal qualifications from the Institute of Sport Economics and Sport Management). The Examination Board is quorate when the chairperson and the academic head or their representative takes part in the meeting. The Examination Board is responsible for a) the supervision of the adherence to and the interpretation of the examination regulations and b) the organisation and guarantee of the proper implementation of the exams. In particular the Examination Board is responsible for: ‐ deciding who will be admitted, ‐ deciding about recognition of previous achievements. A maximum of 2 modules can be recognised from equivalent courses/degrees. Exam passes cannot be recognised as part of or as the complete exam of the certificate course according to §6 of these regulations. ‐ choosing the examiners, ‐ decision‐making with regard to appeals against exam results, ‐ giving advice on reforming the examination regulations and procedures, The members of the Examination Board are appointed by the Rector of German Sport University Cologne. §4 Authorized examiners Examinations will be conducted by the Academic Head as well as by an additional qualified person (from the field of economics/management). The Academic Head can (according to clause 1) be substituted by a representative (according to § 3, sections 3). The Examination Chairperson is the academic head or their representative. The member/representative of the Examination Board has the right according to § 3, sections 1 and 2, to sit in on exams. §5 Admission to exams 1. Only students who have taken part regularly in all of the modules of the Certificate Course ”European Handball Manager” at the German Sport University Cologne may be admitted to the examinations. 2. 85% attendance is necessary to be counted as regular participation. In the case of longer absences, the Examination Board decides on admission. §6 Types of exams 1. The final exams consist of the following types of exams: a) Exam on Modules 1 ‐ 4 (2 hours). The exam can either be multiple choice questions or open questions or both. b) Oral exam on Modules 1 ‐5 (20 – 30 minutes). The exams are either in English or German depending on the language of instruction. 2. The type of exam and appropriate details will be announced by those responsible – Academic Head of the Certificate or the Department of Further Education ‐ 4 weeks before the date of the exam. §7 Evaluation of the exam The following assessment criteria are used: Written exam 50% of the questions answered correctly = pass Performance in the written exam is measured as follows: “Good” = over 80% “Satisfactory” = 50% ‐ 79% “Fail” = under 50%. Oral exam 50% of the questions answered correctly = pass. Performance in the oral exam is measured as follows: “Good” = over 80% “Satisfactory” = 50% ‐ 79% “Fail” = under 50%. The exam counts as “passed” when students pass both parts of the exam. A distinction is awarded if both parts of the exam were over 80%. §8 Re‐sit of exams (re‐examination) 1. If a student fails, he/she can re‐sit the parts of the exam which he/she failed. Passed exams will be credited. 2. A charge of €250 will be made for a re‐sit. 3. Students may only re‐sit an exam twice. §9 Missed exam, withdrawal, cheating 1. If a participant misses an exam appointment wholly or partly, the exam counts as failed except if the reasons for missing the exam were not the fault of the exam candidate and this can be proven. The Examination Board will decide on the recognition of the reasons for missing the exam. §8, section 2 may not be applicable. 2. Withdrawal from the exam is possible up to 1 week before the exam date. A written statement of the reasons accompanied by relevant proof / documents is/are required. The Examination Board will decide on the recognition of the reasons for missing the exam. §8, section 2 may not be applicable. 3. If a participant is caught cheating, he/she will be excluded from the exam and will receive a fail grade. The Examination Board decides about re‐admission to the exam. §10 Certificate The pass certificate will be handed out at the latest 6 weeks after the final exam. It will be signed by the Academic Head and the Head of the Department of Further Education. Participants who, according to §2, section 3 have not yet completed their undergraduate degree will receive their certificate after graduating in economics/management or sport science with their major in economic/management (§6, section 1, sentence 1) The certificate shows Credit Points following the principles of the European Credit Transfer and Accumulation System. The basis for the conversion factor is a workload of 25 hours for 1 Credit Point. 

Course title/date Course title/date Course title/date Ms./Mrs. Mr. After the deadline has closed, you will be informed immediately whether or not the course will take place. The course fee must be transferred to the account of the German Sport University Cologne before the course begins. The bank transfer details are on your application confirmation. Date Signature of the participant I would like to register for the following course and agree to the terms and conditions: Please complete all sections fully and write legibly. Binding application Title, surname, first name Job title Address Zip code, town, state Email (necessary for the confirmation of the course registration) Telephone Mobile phone Date of birth Place of birth European Handball Manager 2026/27 I have enclosed a proof of one of the three entry requirements Application to: ehm.registration@dshs-koeln.de I would like to pay in installments (only possible if the course fee exceeds 1.000,00 €) Terms and Conditions Date 1st September 2015 1. Eligibility for participation Any person is eligible to participate in courses offered by the Depart- ment of Further Education. Minors must include a declaration of con- sent from their legal guardian in their application. If courses stipulate certain admission requirements, participants must fulfil these. The admission requirements are stated in the course descriptions. Partici- pation in all practical courses is only permitted if the applicant has completed a health check-up prior to commencement of the course. If too few applicants register for the course, the German Sport Universi- ty Cologne (hereafter “GSU”) reserves the right to cancel the course. 2. Application Applications for courses can be made by handing in or sending the properly completed application form, including all necessary certifi- cates. By signing the applicant acknowledges the terms and condi- tions. No later than the expiry of the application deadline will the applicant receive written confirmation whether the minimum number of people have applied and whether the course will take place or not. If there are not enough places on a course, the unsuccessful applicant will be notified immediately. Applications will be considered in the order in which they are received. The application is binding subject to the provisions of No. 4. 3. Fees The costs for the courses can be found in the course descriptions. The fees must be transferred on to the account of the German Sport University Cologne no later than when the course commences. Fees do not include the participant’s board or lodging. A discount in the fees for students is only given if the student is matriculated on application. Unemployed persons and apprentices/trainees receive the same discount as students as long as the application is accom- panied by proof of status or this proof is handed in later. A discount for SpoHo.Net PLUS members can only be given on the basis of a membership which was taken out a minimum of one year before. If a course is cancelled at short notice and cannot be held at a later date, the fee already paid will be refunded. Any further claims to costs for travel etc. are not permitted. 4. Cancellation Participants may withdraw from courses without giving reasons. This must be given in writing. Withdrawal is exempt from charges within 8 weeks of the commencement of the course. Cancellations up to 3 weeks before the commencement of the course are subject to a charge of 20% of the course fee of at least €20. Cancellations later than 3 weeks prior to commencement of the course will be subject to a charge of 50% of the course fee. This cancellation fee will not be charged if the participant can prove a breach of duty on the part of the GSU Cologne. If the participant withdraws from the course after it has commenced, he/she will be charged the full cost of the course. The participant may show proof that the damage was minimal or non-existent. Non-attendance of the course, regardless of the point of time, does not exempt the participant from the obligation to pay. No charge will be made if the participant can find an authorized substitute within 3 days of the commencement of the course and the aforementioned substitute has handed in a binding application. This application and cancellation process must also be given in writing. The original participant and substitute are responsible for their own financial settlement of the fee paid. If the participant is unable to find an authorized substitute and his/her non-attendance is due to ill health and if he/she has medical certificate stating such, the course fee is lowered to 50% of the original fee. 5. Liability The GSU Cologne and its employees are only liable for willful intent and gross negligence – except in the case of injury to health, body or the life of a participant and the duty to carry out the course. The participants are responsible for their own insurance coverage. 6. Data protection Name and addresses of participants are handled solely for the purpose of the execution of the further education course, for accounting pur- poses and for passing on information about future courses. 7. General information If participants are absent for more than 10% of the lessons of the course as well as missing the integrated practical units the Depart- ment of Further Education reserves the right not to award a certificate to a participant. This is also the case if the participant fails parts of the examination. The content, schedule and dates of the further edu- cation courses as well as the assignment of speakers and instructors can be changed by the Department of Further Education whilst kee- ping the overall character of the course. Work documents and the computer software used are protected by copyright. Copying or any other kind of acts of duplication are only permitted after prior permis- sion of the copyright holder. Course titledate: Course titledate_2: MsMrs: Off Mr: Off Title surname first name: Job title: Address: Zip code town state: Email necessary for the confirmation of the course registration: Telephone: Mobile phone: Date of birth: Place of birth: Date: Signature of the participant: Kontrollkästchen1: Off Kontrollkästchen11: Off

Certificate programmeCertificate programme European Handball Manager In cooperation with the European Handball Federation Target group, participation & fees The European Handball Manager targets executives in professional handball clubs, associations and leagues in Europe. Applicants must: have a university degree or have worked for at least two years in professional handball after having completed a commercial traineeship or apprenticeship or have worked as a handball coach or have played professional handball for at least five years. For further information on admission, exams, attendance phases or for the application form please visit www.dshs-koeln.de/ehm All attendance phases take place at the German Sport University Cologne. The programme fee is € 5,000. The maximum number of participants accepted per year is 20. Application deadline: 30th April 2026 Attendance phases in 2026/27 26th - 30th Oct 2026 01st - 05th Feb 2027 07th - 11th Jun 2027 “I learned a lot by taking this programme that I can use for my daily work. The learning atmosphere was incredibly good and it helps to extent your network for you future career.” Joakim Hykkerud, Marketing & Sponsorship Manager Norway Cup, Graduate of the European Handball Manager 2024/25 Organisation & contact Academic management and administration Institute of Sport Economics and Sport Management Dr. Stefan Walzel Email: walzel@dshs-koeln.de Phone: +49 221 4982 6093 Fax: +49 221 4982 8140 German Sport University Cologne Am Sportpark Muengersdorf 6 50933 Cologne (Germany) www.dshs-koeln.de/ehm “In comparison to other certificate programmes, the European Handball Manager offers handball-specific, tailor-made content including legal, economic, psychological, media and management aspects.” Dr. Gerd Butzeck, Managing Director, Forum Club Handball e.V. ”The programme is incredibly valuable, offering comprehensive theoretical and practical insights across all areas of managing handball. The network you build within the handball community is truly priceless.“ Tamás Szabó, former Manager of international Relations Gyo“ri ETO KC, Graduate European Handball Manager 2018/19 NEW: Module for Sporting Directors ”The EHF Handball Manager course allowed me to deepen my knowledge of all aspects of modern sports management. Its practical approach and the quality of the lecturers make it an essential tool for any professio- nal looking to improve the organisation and development of their club.” Juan Andreu Candau, Manager of Balonmano Proin Sevilla, Graduate of the European Handball Manager 2024/25 Participants attend the part-time certificate programme parallel to their jobs. The programme content is divided into self-study and attendance phases with 250 lesson units in total. It will be offered alternately in English (2026/27 intake) and German (2027/28 intake). The teaching is carried out by dis- tinguished academics and handball experts. The programme ends with a written and an oral examination. After the successful examinations the participants will receive the European Handball Manager certificate. Module 4: Financing and licensingModule 4: Financing and licensing • Accounting of sport corporations • Controlling of professional handball sport organisations • Licensing in handball • Financial analysis of professional handball organisations and special forms of financing in sport Module 5: Media and communication training • Journalistic production processes • Medial strategies in the sport sector and media training • Medial law and personality rights “An unique programme that offers you valuable knowledge to successfully manage a handball organisation and gives you access to the handball manager network.“ Eduarda Amorim, World Handball Player 2014, Graduate of the European Handball Manager 2022/23 ”The European Handball Manager was an excellent start to get a sound knowledge of the sport business for becoming a sport manager after my professional career.“ Hannah Fogelström, Manager National Teams Swedish Handball Federation, Graduate of the European Handball Manager 2018/19 Relevance & aim of the programme The last few decades have placed heavy sporting and economic demands on handball organisations. Handball coaches are in the enviable position of having many options for further training courses and qualifications open to them. However, for managers of handball clubs, associations and leagues, nothing comparable exists on a national or inter national level. That is where we come in! The aim of the unique certificate programme of the European Handball Federation and the German Sport University Cologne is to provide the participants with a professional development course which meets modern market needs in this field. 1.1* 1.2* 1.5* The graduates of the EHM 2024/25 particularly appreciated … networking and informal learning positive learning environment high-level of expertise of lecturers Course structure & content The programme consists of five interdisciplinary modules. Each module comprises theoretical and practical parts which are taught by experts from various fields including economics, law, communication and psychology. Module 1: Fundamentals of team sports Module 1: Fundamentals of team sports management management • Economic features of team sports and values added business models in handball • Specific features of handball clubs, federations and leagues and the economic consequences • Good governance and fundamentals of sports law Module 2: Managing sport performance in handball • Strategic handball management • Managing sports teams • Leadership in team sports • Labour law in sports Module 3: Sport marketing and sponsorship • Sport sponsorship management and sponsorship law • Management of team sports brands • Consumer behaviour in the sport of handball *mean value of the graduates‘ evaluation results 1 = very good, 2 = good, 3 = satisfactory, 4 = sufficient, 5 = poor NEW

Module manual Module: 1 – Fundamentals of Team Sports Management Degree: Certificate Manager of advanced studies “European Handball Manager“ Valid for students as from: 2025/26 Module Title Fundamentals of Team Sports Management Abbreviated title Workload in total (h) / ECTS points in total 50 / 2.0 Taught courses: Title Hours per week/ Contact time (h)/ Self-study (h)/ Type/ Course language a) Economic features of team sport 4hrs/ 8hrs/ Seminar/ English b) Value creation in handball 4hrs/ 8hrs/ Seminar/ English c) Special features of sport organisations and managerial consequences 2hrs/ 4hrs/ Seminar/ English d) Good governance in sport 4hrs/ 6hrs/ Seminar/ English e) Basics of sports law 4hrs/ 6hrs/ Seminar/ English Skills The participants have basic knowledge of sport economics. They can understand the relationship between sport economics and law and can derive consequences for managing handball organisations. They are acquainted with the special characteristics of sporting goods, supply and demand, markets, institutions and the various sport organisations for the added value in handball. In addition, they know the principles of good governance and how these are ensured within the sports organisation but also in the handball ecosystem. Main content areas a) Economic features of team sport • Introduction into sport economic aspects (their economic significance, special features and state intervention) • Economic of sport clubs and leagues (aims, intensity of competition and regulation) • Sport arena and TV spectators (determinants and effects) • Sport events (economic significance and risks) b) Value creation in handball • Handball matches as services • Value co-creation in handball • Consequences of commercialisation c) Special features of sport organisations and managerial consequences • Characteristics and special features of non- profit organisations in sport • Organisational failure, transformation and related issues • Cooperation and divergence of interests between clubs, federation and league Module manual d) Good governance in sport • Principles of good governance • Governance structures in European handball • Ethical leadership and integrity • Current governance issues in sport (e.g., social responsibility, match-fixing, doping, corruption) and their consequences for handball e) Basics of sports law • Constitutional and European law • Competition and anti-trust law • Club and association law • Sport jurisdiction/arbitration law Key qualifications • Analysis skills • Subject-specific skills • Knowledge transfer • Systematic and conceptional work • Theory-practice transfer Teaching and study methods Lecture, discussion, group work, case studies, simulations Recommended Literature Greitens, M. P. (2021). State and European Law. In S. Walzel & V. Römisch (Eds.), Managing Sports Teams (pp. 23-42). Cham: Springer. Pust, J. (2021). Sports Jurisdiction and Arbitration. In S. Walzel & V. Römisch (Eds.), Managing Sports Teams (pp. 63-88). Cham: Springer. Gaeraert, A. (2021). Indicators of good governance in sport organisations: Handle with care. In A. Gaeraert & F. van Eekeren (Eds.), Good governance in sport (pp. 152-166). London: Routledge. Walzel, S. (2021). Fundamentals of Sports Economics and Sports Management. In S. Walzel & V. Römisch (Eds.), Managing Sports Teams (pp. 1-22). Cham: Springer. Wiemer, F. (2021). Sports and Antitrust Law. In S. Walzel & V. Römisch (Eds.), Managing Sports Teams (pp. 43- 62). Cham: Springer. Type of module Compulsory Participation / admission requirements for the module None Examination In the final written exam 25% of the multiple-choice questions will be taken from the content of this module. The oral exam questions can also relate to content of this module. Module supervisor Dr Stefan Walzel Subject to change without notice Module manual Special economic features of team sports Downward, P. & Dawson, A. (2000). The Economics of Professional Team Sports. London: Routledge Downward, P., Dawson, A. & Dejonghe, T. (2009). Sports Economics. London: Routledge Kessene, S. (2014). The Economic Theory of Professional Team Sports - An Analytical Treatment (2nd ed.). Cheltenham: Edward Elgar. Plumley, D. & Wilson, R. (2022). The economics and finance of professional team (2nd ed.). Cheltenham: Edward Elgar Walzel S. (2021). Fundamentals of sports economics and sports management. In S. Walzel & V.Römisch (eds.), Managing Sports Teams: Economics, Strategy and Practice (pp. 1-22). Cham: Springer. Value-added models of sport companies Buser, M., Woratschek, H., Dickson, G., & Schönberner, J. (2022). Toward a sport ecosystem logic. Journal of Sport Management, 36(6), 534-547. Woratschek, H., Horbel, C. & Popp, S. (2014). The sport value framework – a new fundamental logic for analyses in sport management. European Sport Management Quarterly, 14(1), 6-24. Special features of sports clubs and associations Horch, H.-D., Schubert, M. & Walzel, S. (2024). Besonderheiten der Sportbetriebslehre (2. Auflage). Berlin: Springer. Good governance in sport Ferkins, L. & van Bottenburg, M. (2013). The governance of high performance sport. In P. Sotiriadou & V. de Bosscher (eds.), Managing high performance sport (pp. 115-136). London: Routledge. Geeraert, A., & van Eekeren, F. (Eds., 2021). Good governance in sport. London: Routledge. Hoye, R. & Cuskelly, G. (2007). Sport governance. Amsterdam: Elsevier. Basics in sport law Adolphsen, J., Nolte, M., Lehner, M. & Gerlinger, M. (2012). Sportrecht in der Praxis. Stuttgart: Kohlhammer. Nolte, M. & Horst, J. (2009, Hrsg.). Handbuch Sportrecht. Schorndorf: Hofmann. Module manual Module: 2 – Managing Sports Performance in Handball Degree: Certificate Manager of advanced studies “European Handball Manager“ Valid for students as from: 2025/26 Module title Managing Sports Performance in Handball Abbreviated title Workload in total (h) / ECTS points in total 50 / 2.0 Hours per week/ Contact time (h)/ Self-study (h)/ Type/ Course language a) Strategic handball management 4hrs/ 6hrs/ Seminar/ English b) Managing sport teams 6hrs/ 12hrs/ Seminar/ English c) Leadership in team sports 6hrs/ 12hrs/ Seminar/ English d) Labour law in sport 2hrs/ 2hrs/ Seminar/ English Skills The participants will be able to systematically analyse problems in sport and the resulting strategies on club, league and federation level. They are able to weigh up sporting as well as economic interests and take these into consideration in further development of analysis, planning, implementation and control. The participants know the meaning of leadership in sport and know how employees are led to succeed as an organisation. Main content areas a) Strategic handball management • The process of strategic sport management • Analysis of internal and external strategic factors of success in handball • Developing strategies for action b) Managing sports teams • Squad planning and development • Talent development • Sporting performance analysis and assessment • Human resource management c) Leadership in team sports • Leadership roles, styles and behaviour • Digital and intercultural leadership • Communication as a manager • Conflict management d) Labour law in sport • Characteristics of employees • Conditions for an employment claim for team athletes • Fixed-term employment contracts in sport • Sanctions that a club can impose on players Key competences • Analysis skills • Subject-specific skills • Knowledge transfer • Strategy and planning expertise • Systematic and conceptional work • Theory-practice transfer Module manual • Leadership competence Teaching and study methods Lecture, discussion, group work, case study Recommended literature Mueller, J., Damon, Z., Wells, J., & Leberman, S. (2025). Handbook of Sport Leadership. Edward Elgar. Sotiriadou, P., & De Bosscher, V. (2013). Managing High Performance Sport. London: Routledge. Schulz, T. (2021). Labour Law in Sports. In S. Walzel & V. Römisch (Eds.), Managing Sports Teams (pp. 107- 124). Cham: Springer. Walzel, S. (2021). Strategic Management of Team Sports Organisations. In S. Walzel & V. Römisch (Eds.), Managing Sports Teams (pp. 89-106). Cham: Springer. Type of module Compulsory Participation / admission requirements for the module Successful participation in Module 1 “Fundamentals of Team Sports Management“ Examination In the final written exam 25% of the multiple-choice questions will be taken from the content of this module. The oral exam questions can also relate to content of this module. Module supervisor Dr. Stefan Walzel Subject to change without notice Module manual Strategic handball management Chappelet, J.-L. (2011). Strategic Management and Planning. In L. Robinson & D. Palmer (eds.), Managing Voluntary Sport Organisations (pp. 51-69). London: Routledge. Robinson, M.J. (2010). Sport Club Management. Champaign: Human Kinetics. Taylor, T., Doherty, A. & McGraw, P. (2008). Managing people in sport organizations – a strategic human resource management perspective. Amsterdam: Butterworth-Heinemann. Managing sport teams Van Hoecke, J., Schoukens, H. & de Knop, P. (2013). Quality and performance management of national sport organizations: measuring and steering the performance of the distribution network. In P. Sotiriadou & V. de Bosscher (eds.), Managing high performance sport (pp. 87-114). London: Routledge. Robinson, L. (2011). Performance Management. In L. Robinson & D. Palmer (eds.), Managing Voluntary Sport Organisations (pp. 121-138). London: Routledge. Robinson, M.J. (2010). Sport Club Management. Champaign: Human Kinetics. Leadership in team sports Grønkjær, A. B., & Hanstad, D. V. (2021). Leading for success in Danish and Norwegian national team handball. In Andersen, S. S., Hansen, P. Ø., & Houlihan, B. (Eds.). (2021). Embedded Multi-level Leadership in Elite Sport (pp. 142-160). London: Routledge. Mueller, J., Damon, Z., Wells, J., & Leberman, S. (2025). Handbook of Sport Leadership. Edward Elgar. Mueller, J., Skinner, J., Swanson, S., Naraine, M. L., & Fransen, K. (2021). Investigating shared leadership in elite sport: A social network study of USA Rugby 7s. In Andersen, S. S., Hansen, P. Ø., & Houlihan, B. (Eds.). (2021). Embedded Multi-level Leadership in Elite Sport (pp. 161-183). London: Routledge. Module manual Module: 3 - Sports Marketing and Sponsorship Degree: Certificate Manager of advanced studies “European Handball Manager“ Valid for students as from: 2025/2026 Module title Sports Marketing and Sponsorship Abbreviated title Workload in total (h) / ECTS points in total 50 / 2.0 Taught courses : Title Hours per week/ Contact time (hrs)/ Self-study (hrs)/ Type/ Course language a) Consumer behaviour in handball 4hrs/ 8hrs/ Seminar/ English b) Brand management in team sports 4hrs/ 8hrs/ Seminar/ English c) Sports sponsorship 6hrs/ 10hrs/ Seminar/ English d) Innovative marketing and digital communications 2hrs/ 4hrs/ Seminar/ English e) Sponsorship law 2hrs/ 2hrs/ Seminar/ English Skills The participants can understand the motives and behaviour of handball sport consumers better and derive consequences for (event-)marketing and team sport management. In addition, they have knowledge of the basic concept of identity-based brand management and can transfer that knowledge to sport and develop a brand concept. The participants are also acquainted with the life cycle of sponsorships and can create management tasks in sponsoring on that basis. Furthermore, the participants are able to plan and implement digital communications and marketing strategies. Main content areas a) Consumer behaviour in handball • Motives and behaviour of active and passive sport consumers • Distinctive features of team sport consumption • Satisfaction and loyalty of fans, spectators and club members b) Brand management in team sports • Basic concepts of identity-based brand management • Brand management challenges • Brand management controlling c) Sport sponsorship • Sponsorship management (acquisition, development and termination of partnerships) • Activation and congruence of sponsorships • Sponsorship relationship management, incl. partner agencies • Monitoring and controlling of sponsorship d) Innovative marketing and digital communications • Digital communications • Innovative sports marketing Module manual e) Sponsorship law • Contents and components of a sponsorship agreement • Performance failures in sponsorship agreements and consequences • Consequences of tying agreements in sponsoring Key qualifications • Analysis skills • Subject-specific skills • Knowledge transfer • Strategy and planning skills • Systematic and conceptional work • Theory-practice transfer • Creative and innovative problem-solving skills Teaching and study methods Lecture, discussion, group work, case studies, role plays Recommended literature Bodet, G., & Séguin, B. (2021). Team sports brand management. In S. Walzel, & V. Römisch (eds.), Managing Sports Teams: Economics, Strategy and Practice (pp. 141-159). Cham: Springer. Szesny, A. M. (2021). Sports Sponsorship Contracts. In S. Walzel & V. Römisch (Eds.), Managing Sports Teams (pp. 187-198). Cham: Springer. Uhrich, S. (2021). Consumer Behaviour in Team Sports. In S. Walzel & V. Römisch (Eds.), Managing Sports Teams (pp. 125-140). Cham: Springer. Walzel, S. (2021). Relationship Management in Sports (Sponsorships). In S. Walzel & V. Römisch (Eds.), Manging Sports Teams (pp. 219-236). Cham: Springer. Walzel, S., & Schubert, M. (2021). Sport Sponsorship as Funding Instrument. In S. Walzel & V. Römisch (Eds.), Managing Sports Teams (pp. 161-186). Cham: Springer. Type of module Compulsory Participation / admission requirements for the module Successful participation in Module 1 “Fundamentals of Team Sports Management“ Examination In the final written exam 25% of the multiple-choice questions will be taken from the content of this module. The oral exam questions can also relate to content of this module. Module supervisor Prof. Dr. Sebastian Uhrich Subject to change without notice Module manual Sport consumer behaviour Funk, D.C. (2008). Consumer Behaviour in sport and events. Amsterdam: Butterworth-Heinemann. Funk, D.C., Alexandris, K., & McDonald, H. (2016). Sport Consumer Behaviour. London: Rouledge. Kahle, L.R. & Close, A.G. (2011). Consumer Behavior Knowledge for Effective Sports and Event Marketing. New York: Routledge. Karg, A., Shilbury, D., Westerbeek, H., Funk, D., & Baraine, M.L. (2022). Strategic Sport Marketing (5th ed.). London: Routledge. Smith, A.C.T., Stavros, C., Skinner, J., Geurin, A.N., & Burch, L.M. (2024). Introduction to sport marketing (3rd ed.). London: Routledge. Brand management in team sports Bouchet, P., Hillairet, D. & Bodet, G. (2013). Sport brands. London: Routledge. Sport sponsorship Bühler, A. & Nufer, G. (2010). Relationship Marketing in sports. Amsterdam: Butterworth-Heinemann. Cornwell. B.T. (2020). Sponsorship in marketing. Effective partnerships in sports, arts and events. London & New York: Routledge. Ferrand, A. & McCarthy, S. (2009). Marketing the Sports Organizations. Building networks and relationships. London: Routledge. O’Reilly, N., Abeza, G., & Harrison, M. (2022). Sport Sponsorship Insights. London: Routledge. Shilbury, D. & Rowe, K. (2010). Sport relationship management. In M. Hopwood, P. Kitchin & J. Skinner (eds.), Sport Public Relations and Communication (pp. 33-54). Amsterdam: Butterworth-Heinemann. Digital Marketing and Communications Abeza, G. & Sanderson, J. (2024). Social Media in Sport Evidence-Based Perspectives. London: Routledge. Abeza, G., & King-White, R. (2024). Sport and Social Media in Business and Society. London: Routledge. Billings, A.C., & Hardin, M. (eds., 2014). Routledge Handbook of Sport and New Media. London: Routledge. Seymour, A., & Blakey, P. (2021). Digital Sport Marketing Concepts, Cases and Conversations. London: Routledge. Module manual Module: 4 – Financing and licensing Degree: Certificate Manager of advanced studies “European Handball Manager“ Valid for students as from: 2025/2026 Workload in total (h) / ECTS points in total 50 / 2.0 Taught courses: Title Hours per week/ Contact time (h)/ Self-study (h)/ Type/ Course language a) Accounting in sport corporations 4hrs/ 8hrs/ Seminar/ English b) Sport-specific financing options 2hrs/ 4hrs/ Seminar/ English c) Financial analysis of handball corporations 2hrs/ 4hrs/ Seminar/ English d) Controlling of professional handball organisations 6rs/ 10hrs/ Seminar/ English e) Licensing procedures in handball 4hrs/ 6hrs/ Seminar/ English Skills The participants gain deeper knowledge of accounting and financing of sport corporations and additional specific matters. They also know how to lead and steer sport corporations. The participants know the demands placed on the licensing processes and about the possibilities and limitations of the processes. Main areas of content a) Accounting in sports corporations: • Financial reporting and accounting obligations • Sport specific financial reporting obligations • Balancing and evaluation of active and passive positions • The impacts of Basel III on sports corporations b) Sport-specific financing options: • External financing through bonds and asset- backed securities • External financing through private investors/ strategic partnerships • Going public on the capital market • Financing of sports venues (incl. subsidies and public funding) • Crowdfunding c) Financial analysis of handball corporations: • Financial indicators for the evaluation of sports corporations • Evaluation of player assets • Evaluating brands of sports corporations d) Controlling of professional handball corporations: • Challenges and strategies of risk management in team sports • Basics of controlling in sports • The Balanced Scorecard as a controlling instrument tool Module manual e) The licensing process in handball: • Financial criteria and financial reporting • Possibilities and limitations of the licensing process • Financial sustainability Key qualifications • Analysis skills • Subject-specific skills • Knowledge transfer • Systematic and conceptional work • Theory-practice transfer Teaching and study methods Lecture, discussion, group work, case study Recommended literature Hjelström, T. (2021). Accounting and Sports. In S. Walzel, & V. Römisch (eds.), Managing Sports Teams: Economics, Strategy and Practice (pp. 237-260). Cham: Springer. Lachmann, K., & Struckmeier, J. (2021). Funding of Professional Team Sports Organisations. In S. Walzel, & V. Römisch (eds.), Managing Sports Teams: Economics, Strategy and Practice (pp. 261-288). Cham: Springer. Type of module Compulsory Participation / admission requirements for the module Successful participation in Module 1 “Fundamentals of Team Sports Management“ Examination In the final written exam 25% of the multiple-choice questions will be taken from the content of this module. The oral exam questions can also relate to content of this module. Module supervisor Dr Stefan Walzel Subject to change without notice Module manual Specific forms of funding in sport Plumley, D., & Wilson, R. (2022). The economics and finance of professional team sports. London: Routledge. Module manual Module: 5 – Media and Communications Training Degree: Certificate Manager of advanced studies “European Handball Manager“ Valid for students as from: 2025/26 Module title Media and Communications Training Abbreviated title Semester / Length of study Workload in total (hrs) / ECTS points in total 50 / 2.0 Taught courses: Title Hours per week/ Contact time (h)/ Self-study (h)/ Type/ Course language a) Media strategies in the sports media sector 3hrs/ 6hrs/ Seminar / English b) Logic and processes of journalistic production 3hrs/ 6hrs/ Seminar/ English c) Sales and negotiation management 2hrs/ 4hrs/ Seminar/ English d) Crisis communication 2hrs/ 4hrs/ Seminar/ English e) Media training 6hrs/ 8hrs/ Seminar/ English f) Media and personality law 2hrs/ 4hrs/ Seminar/ English Skills In this module, students become acquainted with the new media strategies of media companies and sports clubs. They acquire knowledge about the journalistic production processes and logic (e.g., Print/HF/TV productions) and can derive optimal means of dealing with journalists. In addition, the participants are able to deal with conflicts in the everyday working of a manager and they know of the legal and medial rights. Key qualification a) Media strategies in the sports media sector • Strategy development of media corporations • Strategy development of sport federations b) Logic and processes of journalistic productions • Editorial patterns of processing • journalistic selection criteria c) Sales and negotiation management • Selling licensing right • Negotiating with player agents d) Crisis communication e) Media training • Interview training • Non-verbal communication, rhetoric f) Conflict management • Conflict resolution strategies • Internal and external communication channels/possibilities g) Media and personality rights • Defence claims in the event of a violation of media and personal rights • Rights and restrictions of sports event organizers with regard to media and personal rights Module manual Key qualifications • Analysis skills • Strategic skills • Development skills • Practical media competence Teaching and learning methods Lecture, discussion, group work, practice, role play, case studies Recommended literature Bertling, C. (2021). Media Strategies in the Sports Media Sector. In S. Walzel & V. Römisch (Eds.), Managing Sports Teams (pp. 323-340). Cham: Springer. Bertling, C. (2021). Between the Dissolution of Boundaries and Distinction. In S. Walzel & V. Römisch (Eds.), Manging Sports Teams (pp. 341-354). Cham: Springer. Schmittmann, M. (2021). Media and Personality Law. In S. Walzel & V. Römisch (Eds.), Manging Sports Teams (pp. 355-370). Cham: Springer. Type of module Compulsory Participation / admission requirements None Learning success checks Learning success checks will take place. The lecturers will provide details at the beginning of the semester. Examination Questions in the final oral exam can relate to the content of this module. Module supervisor Dr Christoph Bertling Subject to change without notice Module manual Crisis communicaon Edwards, A. & Usher, W. (2010). Crisis communication and sport public relations. In M. Hopwood, P. Kitchin & J. Skinner (eds.), Sport Public Relations and Communication (pp. 123-138). Amsterdam: Butterworth- Heinemann. Valid for students as from: 2025/26 Valid for students as from: 2025/26 Sport consumer behaviour Brand management in team sports Sport sponsorship Valid for students as from: 2025/2026

EHF announces new qualification for handball managers Vienna, 4 February 2014. The EHF and the German Sport University Cologne have announced a cooperation that will see the introduction of a tailor‐made education course for European handball managers from the beginning of the 2015/16 season. With the ever‐growing demands on Europe’s top clubs both in sporting and economic terms, the EHF has recognised the need for professional clubs, federations and leagues to develop not only an effective structure and solid financial basis but also professional staff with the requisite expertise and knowledge. Initially the new ‘European Handball Manager Programme’ will be open to a maximum of 20 participants. Alongside modules covering financial management, participants will also study aspects such as sports law, psychology and communication. The programme will be offered in German and English in alternating years in order to ensure that handball managers from all European handball nations have the opportunity to take part. The initiative’s progress has been supported by the EHF’s Professional Handball Board, and Forum Club Handball, the organisation representing professional handball top clubs within Europe. EHF President, Jean Brihault, praised the new development: “Modern handball is about much more than simply playing the game. Our top clubs, federations and leagues have become businesses and as such require professional staff with the skills and knowledge to run them. The German Sport University Cologne is one of Europe’s top sports universities and I am confident that the new programme will offer a valuable educational experience to those handball managers taking part.” Responsibility for the academic content of the course rests with the German Sport University Cologne. An advisory board made up additionally of the EHF, Forum Club Handball and two external academics will further support and advise on the further development of the programme. The EHF and the German Sport University Cologne plan to sign a cooperation agreement in the coming weeks when they will also release further details on both the course programme and registration programme. Details will be published on the EHF website: eurohandball.com. Media Contact EHF Education & Development JJ Rowland Head of Media and Communications, EHF Tel. +43 1 80151 167 Email: rowland@eurohandball.com Helmut Höritsch Senior Manager Education & Development, EHF Tel. +43 1 80151 155 Email: hoeritsch@eurohandball.com German Sport University Cologne Dr. Stefan Walzel Institute of Sport Economics and Sport Management Tel. +49 221 4982‐6093 Email: walzel@dshs‐koeln.de 

78. Sitzung des Hochschulrates der Deutschen Sporthochschule Köln am Dienstag, den 23.09.2025 um 17.30 Uhr an der DSHS Köln (Senatssaal) Entwurf der Tagesordnung der Sitzung (Stand: 09.09.2025) 1. Feststellung der Beschlussfähigkeit gem. § 8 Abs. 1 der Geschäftsordnung des Hoch- schulrates (GeschO H-Rat) 2. Feststellung der Tagesordnung gem. § 6 Abs. 3 der GeschO H-Rat 3. Genehmigung des Protokollentwurfs der 77. Sitzung des Hochschulrates am 03.06.2025 gem. § 10 Absatz 2 der GeschO H-Rat Beratungsziel: Genehmigung des Protokollentwurfs Beratungsunterlagen: - Protokollentwurf der 77. Sitzung des Hochschulrates (am 16.07.2025 per E-Mail versandt) 4. Aufwandsentschädigung für die externen Hochschulratsmitglieder der DSHS Köln Beratungsziel: Beschluss des Hochschulrates Beratungsunterlagen: - Auszug aus dem Hochschulgesetz: § 21 Abs. 6 Satz 6 HG NRW (1 Anlage) 5. Jahresabschluss 2024; hier: Entlastung des Rektorates Beratungsziel: Entlastung der Hochschulleitung gem. § 21 Abs. 1 Nr. 7 i.V. m. § 5 Abs. 4 HG NRW Beratungsunterlagen: - Auszug aus dem Hochschulgesetz: §§ 5 Abs. 4 und 21 Abs. 1 Nr. 7 - Prüfungsbericht KPMG (Entwurf) - Anlage Rücklagen - Beschlussvorschlag Verwendung Jahresüberschuss (4 Anlagen, 3 Anlagen werden nachgereicht) 6. Bericht zur finanziellen Situation der DSHS Köln zum Stichtag 30.06.2025 Beratungsziel: Information des Hochschulrates Beratungsunterlagen: - Halbjahresbericht (Management Summary) - tabellarische Übersicht (2 Anlagen, Anlagen werden nachgereicht) 7. Jahresbericht 2024 der DSHS Köln KOMPAKT (Rechenschaftsbericht des Rektorates) Beratungsziel: Stellungnahme des Hochschulrates nach §§ 16 Abs. 3 und 21 Abs. 1 Nr. 5 HG NRW Beratungsunterlagen: - Auszug aus dem Hochschulgesetz: §§ 16 Abs. 3 und 21 Abs. 1 Nr. 5 - Jahresbericht 2024 (Kompakt) inkl. Statistik Jahresbericht 2024 (2 Anlagen, Druckexemplar am 16.08.2024 per Post versandt) 8. Bericht des Rektorates Beratungsziel: Information des Hochschulrates Beratungsunterlagen: - 9. Verschiedenes / Sonstiges Klausurtagung des Hochschulrates am 10.10.2025

79. Sitzung des Hochschulrates der Deutschen Sporthochschule Köln am Mittwoch, den 10.12.2025 um 17.30 Uhr an der DSHS Köln (Senatssaal) Entwurf der Tagesordnung der Sitzung 1. Feststellung der Beschlussfähigkeit gem. § 8 Abs. 1 der Geschäftsordnung des Hoch- schulrates (GeschO H-Rat) 2. Feststellung der Tagesordnung gem. § 6 Abs. 3 der GeschO H-Rat 3. Genehmigung des Protokollentwurfs der 78. Sitzung des Hochschulrates am 23.09.2025 gem. § 10 Absatz 2 der GeschO H-Rat Beratungsziel: Genehmigung des Protokollentwurfs Beratungsunterlagen: - Protokollentwurf der 78. Sitzung des Hochschulrates (am 16.10.2025 per E-Mail versandt) 4. Geschäftsordnung des Hochschulrates der DSHS Köln; hier Änderung bzw. Ergänzung in § 2 Beratungsziel: Beschluss der Änderung bzw. Ergänzung der Geschäftsordnung Beratungsunterlagen: - Vermerk der Verwaltung zur Änderung der GeschO - Entwurf der in § 2 geänderten Geschäftsordnung (2 Anlagen) 5. Vorsorglich: Entsendung von zwei Mitgliedern des Hochschulrates in die Findungs- kommission zur Vorbereitung der Wahl einer Kanzlerin bzw. eines Kanzlers gem. § 9 Abs. 1 Grundordnung der DSHS Köln und § 9 GeschO H-Rat der DSHS Köln Beratungsziel: Entsendung von zwei Hochschulratsmitgliedern in die Findungskommission Beratungsunterlagen: - Auszug § 9 Abs. 1 Grundordnung und § 9 GeschO H-Rat (1 Anlage) 6. Wirtschaftsplanentwurf der DSHS Köln 2026 Beratungsziel: Zustimmung des Hochschulrates gem. § 21 Abs. 1 Satz 3 HG NRW Beratungsunterlagen - Wirtschaftsplanentwurf 2026 inkl. Erläuterungen - Auszug aus der Grundordnung der DSHS Köln; hier: § 7 Abs. 4 - Auszug aus dem Hochschulgesetz NRW; hier: § 21 Abs. 1 Nr. 3 HG (3 Anlagen) 7. Hochschulentwicklungsplan der DSHS Köln 2025-2031; hier: Zustimmung des Hoch- schulrates Beratungsziel: Zustimmung zum Hochschulentwicklungsplan gem. § 21 Abs. 1 Nr. 2 HG NRW Beratungsunterlagen: - Auszug § 21 Abs. 1 Nr. 2 HG NRW - Entwurf Hochschulentwicklungsplan DSHS Köln 2025-2031 - Executive Summary zum HEP (3 Anlagen) 8. Bericht des Rektorates Beratungsziel: Information des Hochschulrates Beratungsunterlagen: - 9. Verschiedenes / Sonstiges

Application form of the research funding call 3 of the German Sport University (GSU) Information on the use of artificial intelligence in the form of generative models for text and image creation in the application: The use of generative models is permitted, but must be disclosed and cited in a scientifically appropriate manner. The use must be in line with good scientific practice and applicants should disclose whether and to what extent they have used generative models for their research and in the context of the application. The responsibility for maintaining scientific integrity remains with the researchers themselves. In addition, legal aspects, such as copyright, must be taken into account when using generative AI in the context of an application. Generative AI should be seen as an aid and not as a substitute for the researcher's own scientific expertise. The final responsibility for the content and quality of the application lies with the applicant Requested Layout: margin: 2,5 cm, font: Arial, 11p, 1,15 line spacing 1. General information 1.1 Call No. 1.2 Title of the project 1.3 [bookmark: _Hlk189145582]Keywords on the project topic in addition to the project title (please list 3-5 keywords) 1.4 Name of applicant 1.5 Institute/Department 1.6 Contact 1.7 Official position and (in case of a limited contract) contract duration 1.8 Information on overlaps with other project applications and/or projects 1.8.1 This project proposal has also been submitted to another organisation/funding line □ yes (funding organization: ______________, submission date: _________) □ no 1.8.2 This project overlaps with another (HIFF-) project (e.g. same subject pool, same data, same research design, related sub-studies, etc.) □ yes Explanation: □ no Additional for cooperations GSU-internal, cooperative equipment use, international, or national): 1.9 [bookmark: _Hlk189145731]Introduction of the cooperation partner 2. Information about the research project – max. 7 pages (in the case of cooperation with the Medical Faculty of the University of Cologne, max. two additional pages on the cooperation project, see 2.11) 2.1 Abstract (1/2 page) 2.2 Project description (refers to the project idea for the funding proposal); the order of 2.2.1-2.2.5 can be changed in the application) 2.2.1 Background, problem statement 2.2.2 Current state of research and/or theoretical approach 2.2.3 Research question(s) and objective(s) of the research, or validation or transfer 2.2.4 [bookmark: _Hlk189145930][bookmark: _Hlk189145964]Work programme (methods & models, e.g. data collection instrument, data collection, sample size calculation and data analysis, collaborations, etc.) 2.2.5 Relevance for sport science (e.g. theoretical, applied, basic research relevance etc.) 2.2.6 For Transfer-oriented funding: description of relevance of innovation potential (impact) and the targeted groups that will benefit from the societal impact of the subsequent application 2.3 Description of activities necessary for the preparation of the application for third-party funding (e.g. pilot studies, feasibility studies, business plan etc.) 2.4 Data handling (e.g. provision of raw data, possibilities for subsequent use by other researchers/public, publication in freely accessible or restricted repositories) 2.5 Handling of current or future Intellectual Property rights 2.6 Significance of gender and diversity in the planned research project (please refer to the information provided by the DFG: https://www.dfg.de/en/basics-topics/developments-within-the-research-system/diversity-dimensions and the DFG checklist at: https://www.dfg.de/resource/blob/334064/checkliste-en.pdf 2.7 If applying for the internationalisation module: Presentation of the added value of the internationalization activity for the project, specification of the activities with the cooperation partners, integration into the work program 2.8 If applying for the Open Access publication module, the respective publication venue needs to be stated (please note the requirements) 2.9 Information about the competitive funding organisation including deadlines, calls etc. 2.10 Time and Cost Planning 2.10.1 Timetable (refers to the activities indicated under 2.3 and application writing) 2.10.2 Cost schedule incl. justification[footnoteRef:1] (if applicable, with explicit indication of the requested costs for the modules internationalisation and open access) [1: An overview of the remuneration of research assistants and the costs to be applied for this can be found on the intranet (please use amount from the column "Institutional load https://intranet.dshs-koeln.de/index.php?eID=dumpFile&t=f&f=63405&token=1823d78526352c9374efca9bde4eb5d9b4b52dc7 (Starting April 1, 2027, see here). Information about calculation of congress travel costs: Please refer to the Foreign Expenses Reimbursement Regulation for information on calculating daily allowances and accommodation costs abroad. See: https://recht.nrw.de/lmi/owa/br_text_anzeigen?v_id=4320100108100336223.] Template cost schedule (incl. examples) Description Explanation In-house contribution Amount requested Material e.g. Ergometer Exercise Bike x e.g. Participants e.g. 80 participants à 20€ (2 hours à 10€) 1.600,00 € Staff e.g. WMA e.g. 12 months with 10% (increase) 8.460,00 € e.g. WMA e.g. 6 months with 8h/week 2.817,48 € Travel costs Total amount e.g. 12.877,48 € x = Is already available and can be used within the scope of the study. 2.11 Information on cooperation projects with the Faculty of Medicine of the University of Cologne For applications submitted within the framework of cooperative funding with the Faculty of Medicine of the University of Cologne (MF-UzK), the concrete benefits and strategic importance of the planned cooperation for the research project must be presented on a maximum of two pages (which should be added to the 7 pages for the research project). To this end, the cooperation partners should be introduced, including their names, institutions, professional expertise and previous relevant experience. The structure of the collaboration should be outlined, explaining the planned distribution of tasks and, if applicable, a timetable for joint activities. The added value of the cooperation should be particularly emphasized by highlighting the complementary skills and resources of the partners and expected synergy effects. It is also important to explain how the cooperation will contribute to the success of the project, for example by supporting the project objectives or the expected improvement in the quality of results. Finally, the long-term prospects of the collaboration can be outlined, including the potential for further cooperation, opportunities for knowledge and technology transfer and the contribution to networking in the scientific community. 3. Further information 3.1 Description of relevance of the project for the own scientific career (research perspective) 3.2 Preliminary achievements (content wise and/or structurally provided) 3.3 Proof of additional contributions to the project (e.g. additional personal resources with job status and contract duration; material resources) 4. Attachments 4.1 [bookmark: _Hlk189146742]Reference list (for all sources, please add e.g. DOI, ISBN, publisher URL, etc.) 4.2 Curriculum vitae (table format, incl. prizes, awards and previously raised third-party funds) 4.3 List of publications (including the top 3 publications and PDF of these three publications) 4.4 Copy of the most recent university certificate/PhD certificate 4.5 Completed and signed form “Confirmation of Institution and Supervision” 4.6 Completed and signed form „Datenschutz und Verpflichtungen“ (privacy and declarations) Additional for cooperations 4.7 Letter of intent of the GSU-internal, national or international partner 4.8 In case of cooperative equipment use: Confirmation form

EVALUATION CRITERIA FOR THE INTERNAL RESEARCH FUNDING Call No 1 – Research funding for MASTER STUDENTS Application Applicant Institute/s Reviewer Conflict of interest: YES NO If yes, please explain: Notes for the assessment: Please rate each criterion with A, B, C, D, E or F (A = excellent, B = good, C = average, D = sufficient, E = not convincing, F = not assessable) and justify your rating with a short comment. Please also submit your overall grade (A, B, C, D, E or, if applicable, F) and funding recommendation (funding YES/NO) for the application at the end of the form. The University commission for research will make a final decision on all applications based on your assessment and comments. Please note: In order to give our young researchers feedback on their applications and the opportunity to improve them for internal or external funding calls, both your criteria evaluations and your comments will be sent to the applicant in anonymous form. If you wish to send confidential information to the advisory council, which should not be given to the applicant, please mark it separately. For the applicants, comments and justifications of your ratings in the individual categories are an important support and possibility to revise and improve the application. We would therefore like to encourage you to explain your evaluations and to integrate suggestions for improvement into your review. The evaluation process is subject to confidentiality and all applications must be treated confidentially. The scientific content of the application reviewed must under no circumstance be used for your own and/or external scientific purposes. Evaluation criteria: 1. Quality of the research project [bookmark: _Hlk195111681][bookmark: _GoBack]Is the research topic of high relevance and up to date? Is the relevance for sport science convincingly presented? Can a high gain in knowledge be expected after implementation and does this justify the costs incurred? Criterion Comment Grade Scientific relevance (including sport-scientific relevance) State of the art of the research topic Expected gain of knowledge / added value Further comments 2. Objectives and working programme Have clear working hypotheses / research questions been derived? Are the objectives clearly defined and realistic? Is the topic localized reasonably? Are the chosen methods and/or models reasonably chosen and appropriate with respect to the achievement of the objectives? Is the working programme reasonably structured and manageable in the planned time frame? Criterion Comment Grade Clear working hypotheses / research questions / clear objectives Reasonable focus on research topic Appropriateness of methods & models Feasibility (also with regard to the planned time frame) including the preparation of the manuscript/the final thesis within the project duration Meaningful consideration of gender and diversity dimensions Further comments 3. Personal aspects How would you estimate the competences of the applicant / project partners, their previous study programme and research performances and activities? How would you judge the contribution of the project to future scientific developments of the applicant? Criterion Comment Grade Qualification of the applicant Contribution of the project to the scientific development of the applicant Further comments 4. Financial support Is the applied financial support realistically planned and sufficiently justified with respect to the achievement of the objectives? Criterion Comment Grade Justification for the applied financial support (Material and/or travel costs, and or personell costs) Realistic calculation Further comments 5. Formal Aspects How do you judge the general formal impression of the application? For example: Is the application understandable and well written? Is the application structured reasonably and stringent? Are all required aspects covered sufficiently? Criterion Comment Grade General formal impression of the application Further comments Overall grade of the application (A – E, if applicable F) Funding recommendation YES NO Further hints and suggestions for the applicant Are there any other hints for the implementation of the planned project or for the composition that that could be helpful for the applicant and that you would like to convey? 1