Administrative, Academic, and Student Support Services Institutional Effectiveness

Transcription

1 Administrative, Academic, and Student Support Services Institutional Effectiveness Athletic Department Year 2 Unit Mission Statement: The Athletics Department envisions its mission within the context of the principles of the mission statement of the University. The mission of the Athletics Department is to complement the development of our student-athletes as they prepare for successful careers, leadership roles, productive citizenship, and satisfying quality of life. The University s commitment to the optimal development of each student is an integral part of the Athletics Department s goals and a primary consideration in our service to student-athletes and the University community. The Athletics Department strives to provide an educational experience that fosters the development of the whole person intellectually, physically, emotionally, and socially. The Intercollegiate Athletics programs shall play a vital role in the student-athletes academic pursuits by providing an encouraging environment in which the principles of amateur athletics, sportsmanship, ethical conduct, emotional maturity, and personal responsibility are emphasized. These principles will be promoted within the context of compliance with the University, Conference, and NCAA policies (including equitable opportunity for women and underrepresented minorities or groups). All Athletics Department decisions and activities will be guided by concern for the general welfare of the student-athletes and supporters. Unit Goal 1: Obtain the financial resources needed to fully fund scholarship, enhance recruiting, support the student-athlete as a total person, and to produce championship results. University Strategic Theme(s) supported by Unit Goal 1: Strategic Theme 2: Transforming Campus Connections Explanation of how Unit Goal 1 supports specified University Strategic Theme(s): This objective specifically supports section of the institutional strategic plan which seeks to establish a legacy of athletic competitiveness by increasing the funding to all intercollegiate sports. Goal 1, Objective 1: Offer the maximum allowable number of scholarship equivalencies in Men s and Women s Basketball, Baseball, and Softball During the academic year, the Athletic Department create a new campaign with the Foundation called Hurricane 360 aimed at increasing funds for scholarship. The pledges are for $360 dollars for the next 5 years. These funds will allows us to add additional funding to each of the above reference sports over the next 5 years. During the academic year, the Athletic Department in conjunction with the Foundation will monitor and review those contributions made by members to the Hurricane 360 campaign. During the academic year, the Athletic Department in conjunction with the Foundation will continue to grow the number of participants in the Hurricane 360 campaign. Page 1 of 23

2 Goal 1, Objective 2: Offer at least more than half of the maximum allowable number of scholarship equivalency in Men s and Women s Soccer, Men s and Women s Tennis, Golf, and Cross Country During the academic year, the Athletic Department create a new campaign with the Foundation called Hurricane 360 aimed at increasing funds for scholarship. The pledges are for $360 dollars for the next 5 years. These funds will allows us to add additional funding to each of the above reference sports after we have achieved maximum allowable exclusion in men s and women s basketball, baseball, and softball. During the academic year, the Athletic Department in conjunction with the Foundation will monitor and review those contributions made by members to the Hurricane 360 campaign. To continue to grow the number of participants in the Hurricane 360 campaign. Goal 1, Objective 3: Develop and work to increase the allocation of tuition waivers used for student-athletes During the , the Athletic Department was able to take advantage of the border waiver initiative, which has allowed the department to recruit student-athletes from South Carolina, Florida, and Alabama; thus, allowing us to use existing tuition waivers to regions outside those states including international student-athletes. During the , the Associate Athletic Director for Compliance monitored and tracked the usage of the border waivers to how this initiative has positively impacted Athletics. To continue using the border waiver initiative and demonstrating the positive effect that it has on our Athletic Department. Page 2 of 23

3 Goal 1, Objective 4: Generate new endowed scholarships of at least $25,000 During the , two new endowed scholarships were offered the Jimmy Hightower Scholarship and the Edward Jones Annual Scholarships and awarded to two student-athletes. The Athletic Department will continue to seek out individuals either wanting to start new endowed scholarship or contributing to the current ones that we have: Evan Bozaf Scholarship, Denham Family Athletic Scholarship, Willy Mathis Scholarship, Jim Ray Scholarships, Roy Lee Athletic Endowment, and Griffin Bell Scholarship, During the academic year, the Athletic Department in conjunction with the Foundation will continue to seek out individuals looking to endow a scholarship and well as continue to grow the existing ones listed above. To stride to have an endowed scholarship for each intercollegiate athletic program. Unit Goal 2: Continually obtain and increase revenues from existing and emerging sources to support the athletics program. Prudently allocate all funds in accordance with the Department of Athletics strategic goals. University Strategic Theme(s) supported by Unit Goal 2: Strategic Theme 2: Transforming Campus Connections Explanation of how Unit Goal 2 supports specified University Strategic Theme(s): This objective specifically supports section of the institutional strategic plan which seeks to establish a legacy of athletic competitiveness by increasing the funding to all intercollegiate sports. Goal 2, Objective 1: Develop and maintain a total operating budget for the Department of Athletics at approximate 2 million, which would put us in the middle of the pack of the Peach Belt Conference. During the academic year, assist with the recruitment of new student-athletes and traditional students to increase student population through the travel and visibility of our athletic teams. Data collection is already completed by the Admissions Department. The Athletic Department additional tracks the transferring or exiting of our student-athletes. Page 3 of 23

4 To continue to assist in the recruitment of new student-athletes and students in general to increase student population through the success of our intercollegiate athletic teams. Goal 2, Objective 2: Develop a new capital campaign for the Department of Athletics During the academic year, the Athletic Department completed renderings for a Baseball/Softball hitting facility, Baseball concession stand, and a golf simulator. We will used this renderings for the upcoming academic year to seek funding from all available sources to go toward this campaign until we are able to move forward with the build. Currently, the Athletic Department is seeking out available sources for funding. We will continue to seek out anyone interested in funding the campaigns until we successful start the build. To continue to seek out funding for the development and building of the Baseball/Softball hitting facility, baseball concession stand, and golf simulator. Goal 2, Objective 3: Increase annual giving in the GSW Foundation by a minimum of 10% annually During the academic year, the Athletic Department created a new campaign with the Foundation called Hurricane 360 aimed at increasing funds for the Athletic Department. In its first year, the Hurricane 360 campaign had over 60 participants. During the academic year, the Athletic Department in conjunction with the Foundation will monitor and review those contributions made by members to the Hurricane 360 campaign. To continue to grow the number of participants in the Hurricane 360 campaign. Page 4 of 23

5 Goal 2, Objective 4: Increase membership in the Hurricane Club During the academic year, the Athletic Department created a new campaign with the Foundation called the Hurricane 360. Although the Hurricane Club is still classified as active within the Foundation, we are no longer striving increase this membership base, but rather focusing on the new campaign. No longer necessary. No longer necessary. Goal 2, Objective 5: Increase the number of corporate sponsorship agreements with local and regional businesses. During the academic year, the Director of Athletics actively sought out partnership with local and regional businesses to assist in the funding of our athletics program. The Director of Athletics will continue to seek additional partnerships in the upcoming year. The Director of Athletics entered into partnerships with Magnolia Manor and Phoebe Sumter to assist with our athletic budgets. This partnerships will continue to enhance our programs while also allowing our student-athletes to receiving adequate health care and to assist in community engagement. To continue these partnerships and looking for additional partnership opportunities to enhance our department. Page 5 of 23

6 Unit Goal 3: Improve and enhance the Department of Athletics infrastructure of personnel and facilities with sufficient and prudent allocation of resources to produce championship results. University Strategic Theme(s) supported by Unit Goal 3: Strategic Theme 2: Transforming Campus Connections Explanation of how Unit Goal 3 supports specified University Strategic Theme(s): This objective specifically supports section of the institutional strategic plan which seeks to establish a legacy of athletic competitiveness by increasing the funding to support the infrastructure of personnel and also supports section to enhance the University s aesthetics and visual appearance through state of the art facilities that will increase the likelihood of producing competitive and championship teams. Goal 3, Objective 1: Increase coaching staff for each sport to better support needs of program and student-athletes. (a) Full time assistants coaches for Baseball and Softball (b) Part-time assistant or graduate assistants coaches for Men s and Women s Soccer, Golf, Tennis (c) Full time head coach for cross country This objective is currently in process. The Athletic Department is seeking all viable options for funding scholarships currently, but once that object is fulfilled, this will be our next step, which we intend to accomplish within the next 2-4 years. The Director of Athletics will continue to monitor the budget and the Hurricane 360 campaign in order to comply with our current strategic plan of scholarship increases first, facilities follow, and then personnel request. To continue to monitor the athletic budget and seek additional funding options to comply with our current strategic plan. This objective is still a work in progress. Goal 3, Objective 2: Achieve coach and staff compensation packages fully competitive with other Peach Belt institutions This objective is currently in process. The Athletic Department is seeking all viable options for funding scholarships currently, but once that object is fulfilled, this will be our next step, which we intend to accomplish within the next 2-4 years. Page 6 of 23

7 Goal 3, Objective 3: The Director of Athletics will continue to monitor the budget and the Hurricane 360 campaign in order to comply with our current strategic plan of scholarship increases first, facilities follow, and then personnel request, including increases salaries. To continue to monitor the athletic budget and seek additional funding options to comply with our current strategic plan. This objective is still a work in progress. Continue to make appropriate and timely facility improvements in the areas of: (a) Safe playing surfaces (b) Convenient and friendly atmosphere (c) Security and longevity (d) Weather safety facilities (e) Lockers rooms This objective is on-going as there is always a need to modify and update current facilities to comply with changing playing rules in various sports in addition to updating maintaining current facilities from normal wear and tear. Currently, not all sports have lockers rooms, but as we look to modify and add additional facilities with our capital campaign this will be addressed. Assessment of the facilities happen yearly depending on changing playing rules within our current sport offerings and addressing playing surface issues that might arise during the current year (i.e. resurfacing, repainting, adding safety nets, etc) To continue to monitor the athletic budget and seek additional funding options to comply with our current strategic plan: scholarships, facilities, personnel. This objective is still a work in progress. Unit Goal 4: Improve and enhance all aspects of student-athlete health, safety, and welfare. University Strategic Theme(s) supported by Unit Goal 4: Strategic Theme 2: Transforming Campus Connections Page 7 of 23

8 Explanation of how Unit Goal 4 supports specified University Strategic Theme(s): This objective specifically supports section of the institutional strategic plan which seeks to promote the safety and well-being of the University community through programs that support and enhance health, fitness, and public safety. Goal 4, Objective 1: Improve team transportation. The Athletic Department is seeking all viable options for funding scholarships currently, but once that object is fulfilled, our focus can move to operational budgets and specifically team travel. This objective will be addressed over the next 1-2 years. The Director of Athletics will continue to monitor current athletic budgets and seek additional funding from outside sources. To improve team transportation for all our intercollegiate sports within the next 1-2 years. Goal 4, Objective 2: Improve competition surfaces. This objective is on-going as there is always a need to modify and update current facilities to comply with changing playing rules in various sports in addition to updating maintaining current facilities from normal wear and tear. Assessment of the facilities happen yearly depending on changing playing rules within our current sport offerings and addressing playing surface issues that might arise during the current year (i.e. resurfacing, repainting, adding safety nets, etc) To continue to monitor the athletic budget and seek additional funding options to comply with our current strategic plan: scholarships, facilities, personnel. This objective is still a work in progress. Goal 4, Objective 3: Improve and enhance all aspects of student-athlete welfare to include: (a) Competent, caring, committed coaching (b) Housing Page 8 of 23

9 (c) Nutritional support (d) Safety (e) Comprehensive health care and conditioning This objective is on-ongoing as there is always a need to update, enhance, and address all aspects of student-athlete well-being. During the , the Director of Athletics address our deficiency in the Athletic Training area. We only had one full-time athletic training and due to the number of student-athletes, the recommendation from the National Association of Athletic Trainers showed our student-athletes were well under protected. The Director of Athletics hired a new assistant trainer full time for the upcoming year. To continue to address and improve all aspects of the student-athlete welfare with a continued emphasis on athletic training and strength and conditioning. Unit Goal 5: Develop and maintain an environment that promotes the academic integrity and academic success rates of student-athletes. University Strategic Theme(s) supported by Unit Goal 5: Strategic Theme 1: Expanding High-Impact Teaching and Learning Experiences Explanation of how Unit Goal 5 supports specified University Strategic Theme(s): This objective specifically supports section of the institutional strategic plan which seeks to improve curricular and student support infrastructure to enhance student access, student success, and educational quality. Goal 5, Objective 1: Improve academic advising procedures for student-athletes. During the academic year, the Associate Athletic Director for Compliance was placed on the Academic Affairs Committee to assist and implement policies that would help with the academic advising of student-athletes. This objective is ongoing to achieve a system that works best for our student-athletes. All issues that arise or concerns from student-athletes are addressed and documented by the Associate Director of Athletics for Compliance. To have an athletic academic advisor within our department that would assist the student-athlete with scheduling. Page 9 of 23

10 Goal 5, Objective 2: Improve procedures for tracking academic progress of student-athletes. During the , student-athletes were instructed on how to use DegreeWorks, a system implemented by the Registrar s office to show academic progress in their Life Skills class. During the , student-athletes were required to complete academic curriculum sheets using DegreeWorks in their Life Skills class to show their knowledge of and how to use the system. Continued education with our student-athletes on the program in addition to more interaction with the student-athletes and their primary advisors. Goal 5, Objective 3: Establish policies and procedures for tutorial services and study hall for student-athletes. In academic year, the Athletic Department revised to include provisions of tutoring services offered by the Academic Resource Center and additional provisions giving study hall guidelines to each individual sports team. These policies and procedures are reviewed yearly after assessing surveys and exit interviews by our student-athletes. To continue to review our policies and procedures to best reflect what is in the best interest of the student-athlete for their academic success. Page 10 of 23

11 Goal 5, Objective 4: Improve retention and graduation rates of student-athletes. This objective is on-going as the Athletic Department is constantly seeking to give the best overall student-athlete experience to all through team development, appropriate funding, and academic programs to ensure athletic success. This data is collected through exit interviews and NCAA reports that are required to be submitted yearly. To continue to listen to our student-athletes so that we can give them the best student-athlete experience, which will result in retention and ultimately a college degree. Unit Goal 6: Develop and maintain outstanding programs that produce championship results in the classroom and in life. University Strategic Theme(s) supported by Unit Goal 6: Strategic Theme 1: Expanding High-Impact Teaching and Learning Experiences and Strategic Theme 2: Transforming Campus Connections Explanation of how Unit Goal 6 supports specified University Strategic Theme(s): This objective specifically supports section of the institutional strategic plan which improves student access, student success, and educational quality. This objective also supports section of the institutional strategic plan which provides experiences that develop leaders and prepares graduates for success and section which seeks to embrace a diverse and inclusive community. Goal 6, Objective 1: Promote student-athletes ownership of their academic, athletic, career, personal, and community responsibilities. During the academic year, the Life Skills class offered for all freshmen and transfer student-athletes overviews and demonstrates the skills that the student-athletes need to succeed in their academic and athletic pursuits. Additionally, the Athletic Department offers network connections through partnership with the Athlete Network, which provides internship and job opportunities for athletes. This objective can be assessed by the student-athletes successful completion of the Life Skills class and creating and using their account with the Athlete Network. All student-athletes entering our institution for the first time as a freshmen or transfer and continual implementation and use by all our student-athletes. Page 11 of 23

12 Goal 6, Objective 2: Encourage the development of character, integrity, and leadership skills. During the academic year, the Life Skills class offered for all freshmen and transfer student-athletes overviews and demonstrates the skills that the student-athletes need to succeed in their academic and athletic pursuits. Additionally, the NCAA promotes leadership opportunities for its members by requiring the creation of a Student-Athlete Advisory Committee, made up of student-athletes from all intercollegiate teams for the purpose of addressing student-athlete issues and raising money for the Make-A-Wish Foundation, the philanthropy for the NCAA Division II. This objective can be assessed by the student-athletes successful completion of the Life Skills class and by the involvement of our student-athletes in the Student-Athlete Advisory Committee through the events and programs that they establish each year to raise money for the Make-a-Wish Foundation. All student-athletes entering our institution for the first time as a freshmen or transfer and continual participation by members of the Student-Athlete Advisory Committee and all our student-athletes. Goal 6, Objective 3: Promote respect for diversity and inclusion among student-athletes and the community. During the academic year, the Life Skills class offered for all freshmen and transfer student-athletes overviews the concept and importance of diversity and inclusion upon our athletes. The Athletic Department plans to continue this promotion through additional programming such as guest speakers, etc. Additionally, the Athletic Department is actively involved yearly with Special Olympics and the First Baptist of Americus Night to Shine with the Tim Tebow Foundation. This objective can be assessed by the student-athletes successful completion of the Life Skills class and through the involvement of the entire department in Special Olympics and Night to Shine, which is all tracked through our volunteer application called Helper Helper. All student-athletes entering our institution for the first time as a freshmen or transfer and continual participation and involvement with Special Olympics and Night to Shine by all our student-athletes. Page 12 of 23

13 Unit Goal 7: Develop and improve community outreach programs in order to promote positive societal attitudes in service to the community. University Strategic Theme(s) supported by Unit Goal 7: Strategic Theme 3: Cultivating Community Engagement and Global Awareness Explanation of how Unit Goal 7 supports specified University Strategic Theme(s): This objective specifically supports section of the institutional strategic plan to establish community engagement as a distinct feature and participate in and improve the civic life of the communities we serve. Goal 7, Objective 1: Assist student-athletes in identifying and applying transferable skills. During the academic year, the Life Skills class offered for all freshmen and transfer student-athletes overviews and demonstrates the skills that the student-athletes need to succeed in college and after graduation. This objective can be assessed by the student-athletes successful completion of the Life Skills class All student-athletes entering our institution for the first time as a freshmen or transfer student-athlete. Goal 7, Objective 2: Increase community engagement through increasing access to facilities and events. During the academic year, the Athletic Department through the Sports Information & Marketing Office host multiple events at games and matches aimed at getting community support on our campus. Specific events that occurred regularly during the year are Hurricane Birthday parties, Youth Baseball recognition days, Kickaroos Soccer. Additionally, our student-athletes spend a great deal of time visiting the Sumter County School system to participate in reading events as well as after school activities. The Sports Information & Marketing Office review events and participation each year to determine success event. All community service events are tracked through the Helper Helper application. Page 13 of 23

14 The Athletic Department seeks to reach the local and regional communities for involvement on and off campus. Goal 7, Objective 3: Engage student body and increase interaction between student-athletes and the general student population. During the academic year, the Athletic Department and traditional students started a tailgate club where free food was offered to the students prior to athletic events to promote interaction and to increase attendance at athletic events. Additionally, Athletic and Student Affairs have continued to engage in dialogue to collaborate more on events such as Fall Fest and Homecoming. The success of these events are determine by participation by the student body. There is no actual collection of data. To continue to collaborate with Student Affairs on events and continue the tailgate club so that tailgates occur at more than just basketball events. Goal 7, Objective 4: Increase community fan base. During the , the Sports Information & Marketing area focused on a bigger social media presence through Facebook, Instagram, Twitter, and YouTube. The department was also able to stream several games live last spring to enhance our presence and reach. The department will continue to modify and update this objective as social media and state of the art live streaming by institutions are an expectation upon Division II. The Sports Information and Marketing area are able to track increases to fan base through visits to the website, follows and friend request on Twitter, Instagram, and Facebook. Also, on YouTube, the application tracks views of the videos and games. To continue to update our technology so that we are able to maintain and increase are social media presence and to offer multiple camera views on our live streaming. Page 14 of 23

15 Unit Goal 8: Enhance internal and external marketing programs and communications to promote the Department of Athletics. University Strategic Theme(s) supported by Unit Goal 8: Strategic Theme 3: Cultivating Community Engagement and Global Awareness Explanation of how Unit Goal 8 supports specified University Strategic Theme(s): This objective specifically supports section 3.2 of the institutional strategic plan which seeks to build an engaged community of alumni, friends, partners and influencers who work to advance the university s reputation. Goal 8, Objective 1: Increase loyalty and affinity to the GSW Department of Athletics and motivate all important constituents to seek close association with the Department of Athletics. During the academic year, the Hurricane 360 campaign was created to seek additional funding for scholarship. The Department is reaching out to alumni and friends for help. Additionally, the Director of Athletics is seeking partnership with local and regional agencies so that we can provide more scholarship, which should lead to competitive teams. If we have competitive teams, then we can increase attendance and fan loyalty. Membership data is collected by the Foundation yearly to show who is participating. The Director of Athletics is maintains records of partnerships for the Department. The department will continue to seek members for the Hurricane 360 campaign yearly as well as seeking partnerships with local and regional businesses to help with budget deficits. Goal 8, Objective 2: Develop relationships with all constituencies including the Department of Athletics staff; University campus; and fans and alumni in the community, the state, and across the nation. During the academic year, the Athletic Department hosted events (golf tournaments, hospitality rooms, cookouts) to develop and foster relationships with all athletic supporters including faculty, staff, fans, alumni, and sponsors. The success of these events are determine by participation of our supporters. There is no actual collection of data. Page 15 of 23

16 To continue to host events that develop and foster relationships with our athletic supporters. Unit Goal 9: Demonstrate full commitment to rules education and compliance. University Strategic Theme(s) supported by Unit Goal 9: Strategic Theme 2: Transforming Campus Connections Explanation of how Unit Goal 9 supports specified University Strategic Theme(s): This objective specifically supports section of the institutional strategic plan which seeks to establish a legacy of athletic competitiveness by impressing a commitment to athletic compliance and rules education. Goal 9, Objective 1: Continue and enhance knowledge and understanding of NCAA rules and bylaws. During the academic year, the Associate Athletic Director for Compliance educated coaches, staff, and student-athletes on NCAA bylaws through rules education. The Associate Athletic Director further created and disseminated a brochure (to the Foundation to be sent to contributors) for all of our athletic supporters to be knowledgeable on rules that affect student-athlete s eligibility. This objective can be measured through attendance verification sheets in the Compliance Office for rules education meetings for both coaches, staff, and student-athletes. To continue to educate all coaches, staff, facility, student-athletes, and alumni on NCAA rules as they constantly change from year to year. Goal 9, Objective 2: Annually update compliance and policy manuals to reflect newly adopted NCAA legislation. Page 16 of 23

17 During the summer of 2017, the Associate Athletic Director for Compliance in conjunction with the Director of Athletics updates all policies and procedures for departmental rules as well as in the compliance area to reflect necessary changes that need to be made or to create new policies to address arising issues. This is completed yearly each summer. No actual data is collected. To continue to improve policies and procedures to reflect what is the best interest of our student-athletes while also balancing safety, well-being, and NCAA rule compliance. Goal 9, Objective 3: Develop an internal rules and compliance tool. The Athletic Department currently has a compliance manual. During the summer of 2017, this manual was updated to reflect changes in policies and NCAA rules. This is completed yearly each summer. No actual data is collected. To continue to improve the compliance manual so that it is easily readable by our coaching staff and used often to comply with all institutional and NCAA rules. Goal 9, Objective 4: Enhance professional development. Currently, coaches have to pay for professional development from their sports budgets. This limits their opportunities to further their knowledge in their sport. The Athletic Department, through its fundraising efforts, anticipates that within the next 2-4 years that professional development opportunities can be further enhanced through a separate budget structure that would allow for more flexible for the coaches as well as better opportunities. Page 17 of 23

18 The Director of Athletics will monitor the budget allocation. To continue to fundraise and improve budget deficits so that money can be allocated for professional development. Unit Goal 10: Demonstrate commitment to institutional control and Presidential authority. University Strategic Theme(s) supported by Unit Goal 10: Strategic Theme 2: Transforming Campus Connections Explanation of how Unit Goal 9 supports specified University Strategic Theme(s): This objective specifically supports section of the institutional strategic plan which seeks to establish a legacy of athletic competitiveness by impressing a commitment to institutional control. Goal 10, Objective 1: Engage University President in PBC and NCAA involvement. During the academic year, the President was involved with the Peach Belt Conference through conference meetings that occur through various times of the year and teleconferences. Additionally, the President attended the NCAA convention and assist with the completion of various NCAA reports for the Athletic Department. This is not an objective that has actual data collection except the completion of the reports. To continue to involve the President in all institutional, PBC, and NCAA matters. Goal 10, Objective 2: Increase University Faculty Athletic Committee involvement. Page 18 of 23

19 During the academic year, the Faculty Athletic Committee meet to discuss any issues concerning our student-athletes. Currently, this committee is not very active and the Athletic Department would like to see more involvement of our faculty members with our student-athletes to show what a day in the life a student-athlete is really like. A review of committee meeting agendas and minutes will give an accurate reflections of the discussions and progress of the committee. To get this committee more active on campus to help further enhance the student-athlete experience. Goal 10, Objective 3: Increase University administration involvement and education concerning NCAA bylaws. During the , no education was provided to the University administration. The Athletic Department plans to create and implement a NCAA advising orientation if approved that would provide guidelines and guidance to the University administration as well as faculty regarding NCAA bylaws. This can be track through the implementation of a programs. To implement a program during Southwestern Week that would provide education to University administration, faculty, and staff dealing with NCAA Bylaws. Unit Goal 11: Demonstrate full commitment to rules education and compliance. University Strategic Theme(s) supported by Unit Goal 11: Strategic Theme 2: Transforming Campus Connections Explanation of how Unit Goal 11 supports specified University Strategic Theme(s): This objective specifically supports section of the institutional strategic plan which embraces a diverse community of faculty, staff, and students. Page 19 of 23

20 Goal 11, Objective 1: Educate Athletics staff on gender equity and diversity. During the academic year, Athletic staff and coaches received Title IX training. More training implementation will occur within the next 1-2 years regarding gender equity including the rising trend of transgender in athletics. This objective can be assessed through training attendance verification. To provide more enhance education on gender equity issues and diversity by bringing in speakers or programs dedicated to this subject. Unit Goal 12: Enhance image as a competitive and recognized institution with the Peach Belt Conference and NCAA Division II. University Strategic Theme(s) supported by Unit Goal 12: Strategic Theme 2: Transforming Campus Connections Explanation of how Unit Goal 12 supports specified University Strategic Theme(s): This objective specifically supports section of the institutional strategic plan which seeks to establish a legacy of athletic competitiveness within the Peach Belt Conference and NCAA Division II. Goal 12, Objective 1: Attract and retain outstanding coaches and staff members. The Athletic Department will seek to increase funding from the Hurricane 360 campaign and partnerships to assist increasing the budget so that coaches salaries can be competitive with their conference counterparts and increase the likelihood of retention. This objective is on-going. Date regarding salary comparison is completed by the Peach Belt Officer and distributed to the membership. To increase salaries for our coaches and staff members to attract and ensure longevity with our institution. Page 20 of 23

21 Goal 12, Objective 2: Recruit Georgia s best and brightest student-athletes, while continuing to build a regional recruiting presence. To impress upon our coaches to continue to recruit academic savvy student-athletes, who can take advantage of our academic scholarships as well as the HOPE scholarship, and also to continue to emphasis the use of the border waiver program to get student-athletes from Alabama, South Carolina, and Florida to our institution for in-state tuition. The NCAA requires the Associate Athletic Director for Compliance to complete a financial aid award yearly. This form reflects all awards that the student-athlete is receiving at our institution. To continue to emphasis that our coaches recruit academic savvy student-athletes and use the border waiver program as mechanics to recruit competitive athletes to our institution. Goal 12, Objective 3: Achieve student-athlete recognition within the PBC and NCAA Division II. During the academic year, the Athletic Department requested additional funding for scholarships to produce more competitive teams. Competitive teams translates into more exposure both in the news and social media. This exposure leads to student-athlete recognize through PBC All-Academic Awards, Player of the Week Award, All Conference and NCAA honors. The scholarship request was denied; however within the 2-3 years, through Hurricane 306 efforts and institutional support, scholarships should increase, which will lead to more competitive teams and more student-athlete recognition. This objective is best assessed by the number of student-athletes that are awarded PBC All-Academic, Player of the Week, All Conference, or various NCAA honors. To reach a level of competitive success so that more student-athletes are receiving recognition for their hard work on and off the field. Page 21 of 23

22 Goal 12, Objective 4: Achieve individual team recognition within the PBC and NCAA Division II. During the academic year, the Athletic Department requested additional funding for scholarships to produce more competitive teams. Competitive teams translates into more exposure both in the news and social media. This exposure leads to team recognize in the PBC by participation in the conference tournament and NCAA tournament. The scholarship request was denied; however within the 2-3 years, through Hurricane 360 efforts and institutional support, scholarships should increase, which will lead to more competitive teams and more recognition for those teams. This objective is best assessed by the number of teams that are awarded honors by the PBC and NCAA including sportsmanship awards and All-Academic team by various coaching organizations. To reach a level of competitive success so that more intercollegiate teams are receiving recognition for their hard work on and off the field. Goal 12, Objective 5: Achieve coaching recognition within the PBC and NCAA Division II. During the academic year, the Athletic Department requested additional funding for scholarships to produce more competitive teams. Competitive teams translates into more exposure both in the news and social media. This exposure leads to coaching recognition in the PBC and on a national scale. The scholarship request was denied; however within the 2-3 years, through Hurricane 360 efforts and institutional support, scholarships should increase, which will lead to more competitive teams and more recognition for our hardworking coaches. This objective is best assessed by the number of coaches that are awarded honors by the PBC, NCAA, and national associations. To reach a level of competitive success so that more coaches are receiving recognition for their hard work on and off the field. Page 22 of 23

23 Page 23 of 23