Lion Athletics Strategic Plan Texas A&M University-Commerce

Transcription

1 Texas A&M University-Commerce Intercollegiate Athletics Strategic Plan FALL 2016

2 Texas A&M University-Commerce Intercollegiate Athletics MISSION Committed to a BEST IN CLASS experience for all Lion student-athletes. VISION Our Lion Athletics family is driven by six key pillars: comprehensive studentathlete success; a commitment to NCAA compliance; promoting competitive and championship mindsets; a commitment to equity and diversity; enhanced engagement and communication; and responsible resource allocation. VALUES Passion Respect Innovation Determination Excellence

3 A MESSAGE FROM THE DIRECTOR OF ATHLETICS Passion. Respect. Innovation. Determination. Excellence. Each of these terms is positive and empowering. Each can be bold and progressive singularly or when combined with the others. Collectively, they form our core values for our proud intercollegiate athletics program at Texas A&M University-Commerce. In Lion Athletics, we are committed to our core values of P.R.I.D.E. and our mission to provide a Best in Class experience for our talented student-athletes. Very directly, our strategic planning process has been thorough, calculated, and collaborative. Each of our six pillars for success represented in our vision statement has a matching strategic goal. Goal committees were formed and co-chaired by a senior leadership team member and a head coach. These committees have worked diligently to provide a comprehensive blueprint for sustained success over the next three years. This strategic roadmap was built around the principles of communication, accountability, and a cooperative spirit. I congratulate and commend each of our co-chairs, our coaches, and our administrative team who has invested time and energy into this guiding document. Towards that missive, we are exceptionally appreciative of our campus partners and external constituents that have supported and continue to support our athletics mission. To that end, an additional benefit of the plan is its emphasis on enhanced collaboration with the divisions of Academic Affairs (dean s council and academic colleges), Student Access and Success (enrollment management, admissions, and financial aid), Business and Finance (budgeting, human resources, purchasing, and facilities), Institutional Advancement (development and alumni relations), and University Marketing and Communications. We will be consistently accountable to this document, rather than treating it as a check the box exercise that has gloss but lacks substance. We will achieve championship levels of success in academics, athletics competition and in building leaders for life as we stay active and engaged with this document. That success starts with our mission, vision, and core values; is guided by this plan; and achieved by persistent collaboration and teamwork. Finally, it is a privilege, not a right, to serve Texas A&M University-Commerce. As we did in constructing this plan, we will work hard, work smart, and work collaboratively to achieve an unmatched Best in Class experience for Lion Athletics. Thank you. GO LIONS! Tim Tim McMurray Director of Athletics

4 Strategic Goal Steering Committees The following six themes were the foundation for each strategic goal committee. Each pillar from our strategic vision served as guideposts for each committee s activity, dialogue, and research. The resulting goals and their accompanying objectives in this plan are based on a three-year timeline. Each strategic goal will be reviewed three-times annually, accompanied by a comprehensive annual review of the plan. (Co-chairs in bold) Student-Athlete Success Judy Sackfield Tyler Schiffelbein Darren Garrigan Andy Schmitt Josh Stoner Commitment to Compliance Katelyn Rimmel Jason Burton Yogi Gallegos Austin Weyant LaVelle Hendricks Championship Culture Richie Bruister Matt Bentley Lance Farmer Matt Storm George Pincock Sarah Carthel Alex Cook Equity and Diversity Victoria Kisluk Christina May Felicia Benavides Markeith Brown Enhanced Engagement &Communication Josh Manck Sara Pawlaczyk Craig Case Justin Deason Gabrielle Tucker Responsible Resource Allocation Conner Moreno Colby Carthel Jared May Neil Piper Dustan Thrift

5 STRATEGIC GOAL I: STUDENT-ATHLETE SUCCESS Lion Athletics is committed to the academic and personal development of all student-athletes by empowering them through holistic programming and growth. As students, athletes, and leaders, we will empower them to foster an environment of Passion, Respect, Innovation, Determination and Excellence. OBJECTIVE 1: Be recognized on campus, within the Lone Star Conference (LSC), and nationally for academic excellence through achieving an environment for exceptional scholastic performance. A. Annually improve the Federal Graduation Rate and Academic Success Rate. B. Review and benchmark staffing, budgets, facilities, technology, and best practices for the James Thrower Center at least twice during this three-year cycle. C. Better promote Student-Athlete Services through all available mechanisms. D. Improve services for high needs and learning-disabled student-athletes. E. Revise study hour policies in an effort to increase overall academic performance. F. Establish a computer replacement cycle for the James Thrower Athletic Academic Center. G. Create an academic advisement internship program for the Thrower Center. H. Set recruiting guidelines for sports programs directly related to academic achievement and risk. I. Launch a freshman success class where freshman student-athletes must enroll. J. Develop a mentoring program for emerging scholar-athletes. OBJECTIVE 2: Develop a detailed recognition plan for student-athlete academic performance A. Create recognition clubs to honor student-athletes with 4.0 and 3.0 grade point averages. B. Establish schedule to recognize scholar student-athletes at athletic events. C. Collaborate with Athletic Council s Academic Committee to enhance relationships with faculty. D. Improve collaboration with One Stop Shop to provide more comprehensive tutoring services. E. Create an in-house tutor training and continuing education program. F. Outline a strategy to improve the priority registration system and minimize travel conflicts. G. Increase the response rate of student-athlete progress reports from faculty. H. Educate faculty, advisors, and academic units regarding student-athlete eligibility and NCAA degree progress. I. Establish a faculty guest coach program.

6 OBJECTIVE 3: Provide a comprehensive transition program for student-athlete development A. Plan and implement a student-athlete leadership program that covers recruitment to graduation. B. Implement a master score card to keep track of student-athletes participation in leadership, career and personal development programs as well as academic and athletic awards. C. Prepare speaker and workshop series to cover areas of personal and career development. D. Develop a second level orientation course to help student-athletes transition to life after college. E. Develop community service opportunities and outline plans to have each sport regularly participate in service projects for each student-athlete to accrue at least five (5) hours of community service per semester and provide an incentive program upon completion. F. Yearly review of the Student-Athlete Advisory Committee s (SAAC) constitution and bylaws to reflect a spirit of leadership, community involvement and philanthropy. G. Establish a community service team challenge though the Helper Helper student APP OBJECTIVE 4: Maintain high quality sports performance, sports medicine, psychological and nutrition services to support our student-athlete well-being through ongoing development of a Student-Athlete Performance Team. A. Annual comprehensive review and benchmarks of Sports Medicine and Sports Performance units. B. Identify opportunities for increased cooperation for sports medicine, health services and psychological counseling. C. Create pre-participation mental health screenings. D. Develop a plan to provide quality nutrition to all student-athletes in order to fulfill their basic physiological needs. E. Upgrade satellite athletic training room at Memorial Stadium to provide the best in class care for student-athletes. F. Increase overall athletic department integration of mental health resources and information. G. Have at least five (5) staff members certified with Safe Spaces Ally Training to create a safe space/zone for LGBTQ student-athletes. H. Weekly Performance Team meetings to discuss current issues affecting student-athletes. I. Evaluate and continually enhance the spaces dedicated to student-athlete performance to ensure safety and cleanliness.

7 STRATEGIC GOAL II: EMPOWER A CULTURE OF COMPLIANCE Instill a Compliance Conscience throughout the Department of Intercollegiate Athletics, and develop and maintain that conscience throughout the A&M-Commerce campus community and all constituents. Objective 1: Enhance compliance rules education programming, both internal and external to the Athletic Department, through consistent communication. A. Enhance compliance rules education of all Lion Athletics coaches and staff. B. Enhance the compliance rules education of current Lion student-athletes. C. Create compliance rules education program for faculty and staff who work with athletics. D. Create a rules education program for all faculty and staff. E. Enhance the compliance rules education of Lion Athletics boosters. Objective 2: Create and continually update the Athletics Compliance web page to reinforce the Compliance Conscience to coaches, staff, current student-athletes, prospective student-athletes, the campus community and boosters of Lion Athletics. A. Utilize our Athletics Compliance Handbook as the basis for building content of the Compliance Website. B. Promote Compliance Website is the primary location for education materials C. Create a FAQ page for representatives of athletics interests, current and prospective student-athletes Objective 3: Research with intent to implement the use of innovative technologies to both document and monitor the NCAA regulations as they relate to recruitment of prospective student-athletes. A. Utilize websites and the NCAA listserv to identify innovative methods utilized by other DII institutions B. Network with compliance colleagues throughout the region to identify innovative methods of monitoring Objective 4: Work with the NCAA Faculty Athletic Representative (FAR) to educate the institution as to the application and subsequent consequences of NCAA academic regulations on student-athlete recruitment and eligibility. A. Ensure the FAR educates members of the Athletic Council as to any and all changes in NCAA regulation. B. Encourage the FAR to attend Faculty Senate meetings to both answer questions and share pertinent information.

8 STRATEGIC GOAL III: INSTALL A CHAMPIONSHIP CULTURE Develop and maintain outstanding sports programs which produce championship results. Objective 1: Recruit, retain and develop quality coaches and support staff. A. Identify outstanding coaches and staff with an equitable and thorough recruitment, interview and selection process. B. Formalize progressive plans for competitive compensation within the LSC. C. Foster communication through Town Hall, Head Coaches meetings, Lions Share, , etc. D. Share coaching, recruiting, and staff development best practices in head coaches meetings. E. Continue to support professional development opportunities among coaches and staff. Objective 2: Attract and retain qualified student-athletes who have demonstrated success on and off the field of competition. A. Develop a philosophy and department-wide understanding of our institutional identity. B. Develop sport-specific recruiting philosophies. C. Maintain recruiting relationships within the DFW and East Texas region. D. Emphasize special programs that highlight our support for student-athletes academically, athletically and socially. Objective 3: Provide quality facilities and support for sport programs that are comparable at the highest level within the Lone Star Conference and elite DII institutions. A. Evaluate, maximize and improve student-athlete well-being through SAPT initiatives. B. Monitor, benchmark, and improve our sports program recruiting, travel, and operating budgets. C. Continue to maintain and upgrade our facilities. D. Update and communicate our facility plan on an annual basis. E. Increase accessibility to facilities for student-athlete skill development and improvement. F. Assess and improve practice and competitive facilities, locker rooms, and team meeting space. G. Assess and improve safety and liability of student-athlete transportation. H. Evaluate and continue to advance our apparel relationship. Objective 4: Establish and maintain a game day environment conducive to creating home court/field advantage and help cultivate a winning atmosphere. A. Increase use of technology to increase fan base and enhance connection with fans. B. Annual preseason and postseason assessments to ensure quality game management. C. Work with campus constituents to widen support for athletic events. D. Support, empower, and require quality spirit organizations. E. Solicit quality event entertainment to enhance game days and fan experience. F. Implement sales ideas to increase attendance and add value for all fans (students included). Objective 5: Create scheduling opportunities that enhance competitiveness and the ability to win at the conference and national level (i.e., home events) for all sports. A. Sport administrators will work with coaches to develop scheduling philosophy for each program. B. Encourage effort to maintain local and regional rivalries from a fiscal and competitive approach. C. Prioritize regional scheduling to enhance our exposure with contests against top-ranked teams. D. Develop schedules that promote fan interest and allow maximum home competitions. E. Consider travel that enriches the educational benefits for student-athletes. Objective 6 : Build a comprehensive, integrated Sports Performance development program emphasizing student-athlete well-being to physically develop student-athletes for competitive success in the Lone Star Conference & nationally.

9 A. Develop multi-year plan to develop appropriate sports performance operations budget for capital and staff needs. B. Develop appropriate benchmarking plan to provide more comprehensive service. C. Formalize a Health & Human Performance (HHP) / Athletics collaborative initiative for shared resources. D. Establish systematic, sustainable, and scalable sports performance foundational philosophy. E. Educate athletic department staff and student-athletes on nutrition and recovery through integrated foundational principles. F. Improve nutrition access for student-athletes such as nutrition/hydration stations. G. Launch Positive Coaching initiative and establishing basic mental conditioning programming (sport psychology).

10 STRATEGIC GOAL IV: PROMOTE DEPARTMENT EQUITY AND DIVERSITY Foster an environment where equity and respect for diversity (age, ethnicity, gender, physical ability, race, religious belief, and sexual orientation) are fundamental components of the day-to-day operations of our Lion Athletics staff members and coaches; as well as the decision-making processes and overall advancement of the Lion Athletics mission. Objective 1: Be the standard set forth by the NCAA with the diversity and inclusion award by committing to equity and diversity as an integral component of the Lion Department of Athletics. A. Celebrate the initiatives and policies of colleges and units that embrace diversity and inclusion. B. Ensure diverse representation in staff and student-athlete populations & publications and sport promotional opportunities. C. Create a diversity and equity advisory committee to monitor issues related to student-athlete wellbeing. D. Provide annual educational training/workshops for coaches, staff and student-athletes regarding diversity and equity. E. Apply for the NCAA Diversity Education Training Workshops. F. Foster collaboration between athletics and the institution s Office of Diversity and Inclusion on programming, education, and events. G. Publicize and conduct camps/coaches clinics in diverse communities. H. Engage in community service events with and within diverse communities. I. Add a Diversity tab on the Lion Athletics website, modeled after peer institutions best practices. Objective 2: Achieve equity as defined by Title IX. A. Explore the possibility of engaging a consultant to evaluate and review progress in relation to Title IX. B. Create a plan for summer school and fifth-year aid to best serve student-athletes in all sports. C. Annually review the suitability, quality, amount, and accessibility of equipment and supplies. D. Continue to review practice and schedules to ensure there is an equitable sharing of prime times and prime facilities. E. Monitor team travel to ensure consistency and equity. F. Continue efforts to advance equity in coaches salaries and employment agreements. G. Develop formal policies for pre-season meals to ensure equitable distribution to programs. H. Annually review recruiting funding to programs for purpose of equity assessments. I. Continue to review student-athlete exit interviews to assess any concerns identified. J. Include gender equity in the department vision statement, department policy manual, studentathlete handbook and appropriate website areas. K.. Objective 3: Attract, hire and retain quality staff from diverse populations who fit Lion Athletics. A. Ensure diverse representation on all search committees within university personnel policies. B. Demonstrate diligence in seeking a diverse pool of candidates during searches. C. Encourage staff members & coaches to join minority national professional development organizations. D. Foster staff participation on appropriate national boards and commissions that promote diversity awareness and equity. E. When feasible, support attendance at conferences/seminars promoting equity & diversity

11 Objective 4: Recruit and retain quality student-athletes from diverse populations. A. Promote diversity on Student Athlete Advisory Council and campus by providing opportunities for student-athletes from diverse populations. B. Invite female athletic coaches, administrators, and speakers to talk to our student-athletes about pertinent issues. C. Have events away from sports with staff and student-athletes (Lion BBQs/Picnics/Family Day). D. Actively engage campus partners, coaches, and students for their support and participation of women s sports. E. Foster a welcoming environment in the athletic department, university, and community for student-athletes from diverse populations.

12 STRATEGIC GOAL V ENHANCE EXTERNAL ENGAGEMENT and REVENUE GENERATION Broaden and enhance all campus and external engagement efforts with an emphasis on development, marketing, sales, multimedia, and digital platforms. Objective 1: Tell our Lion Champions Fund story better and cast a wider circle of influence. A. Continue to implement athletic development structure that emphasizes an increase in Lion Champions Fund giving. B. Increase new LCF donor base by 10% in , 15% in , and 20% in , while also increasing dollars raised by 10% annually. C. Make donor retention a primary focus of each annual fund drive, with donor retention goals of 85% annually. D. Expand gift-in-kind donor relationships with an emphasis on car dealer, housing, and dining entities. E. Introduce culture of support to current student-athletes that emphasizes philanthropy after graduation through an active LCF young alumni program. F. Promote annual 100% department participation in University Bridge Builders campaign. Objective 2: Develop consistent brand awareness through all marketing mediums while securing additional revenue streams. A. Increase brand awareness in the marketplace for all sports programs B. Increase season, single game, and group ticket sales by 10% annually for all sports. C. Increase multimedia and social media content, followers, and awareness annually. D. Effectively establish Lion Sports Properties and grow revenue from LSP 10% annually. E. Continue to identify and innovatively grow new revenue streams. F. Continue to enhance in-game fan experience. G. Increase brand appeal through innovative digital and social media content approaches. Objective # 3: Improve and broaden communication with all external constituents. A. Broaden our media and multimedia relationships through Lion Sports Properties. B. Provide and enhance in-game streaming coverage and overall media exposure for all sports programs. C. Continue to evolve department website for maximum appeal and engagement. D. Participate in various community and campus events. E. Further cultivate relationships with local, regional, and national media outlets. F. Use modern technology and appropriate tools (One Call, Facebook, Twitter, Instagram, Snapchat, , etc.) to market. Objective 4: Engage student body to cultivate a mindset to attend Lion Athletics events, with initial See You at the Game campaign launch and other creative campaigns annually. A. Develop and coordinate a student led support group with increased participation and goal of 500 active members. B. Enhance campus marketing efforts and implement interactive opportunities to interface general student population with current student-athletes on a consistent basis. C. Promote and use appropriate spirit tools to engender pride and loyalty throughout campus D. Roll out See You at the Game campaign to enhance overall attendance by 10% overall.

13 Objective 5: Engage Northeast Texas region to cultivate Lion Athletics as family and community friendly events, with initial See You at the Game campaign launch and other strategic messages. A. Enhance our Commerce, Greenville and Sulphur Springs youth programs designed for fan engagement for the younger audience. B. Working with community partners, chambers, and businesses to engender pride and loyalty for Lion Athletics. C. Engage event goers as more than just ticket holders with a seat, but participants in the game atmosphere.

14 STRATEGIC GOAL VI: PROVIDE RESPONSIVE RESOURCE ALLOCATION Establish a culture of fiscal responsibility through ongoing monitoring and analysis of funds in accordance with the department s strategic goals and plans. Objective 1: Maintain ongoing fiscal responsibility and stay within budgets established by the University and Athletics department. A. Monitor individual unit budgets by providing regular budget reports to all unit heads. B. Establish regular budget meetings with unit heads. C. Unit heads should maintain departmental records detailing their individual budgets on an ongoing basis. D. Establish annual accountability measure of a 10% threshold for overall budget variance. Objective 2: Project and forecast future expenses vs. projected revenues for a three-year period. A. Analyze future game travel expenses (charters, hotels, meals) with annual monitoring B. Project pre & post season expenses such as travel costs and championship rings. C. Forecast various sources of revenue generation - LSP, Lion Champions Fund, ticket sales, and camps Objective 3: Analyze travel, recruiting, and operating expense activity to identify cost-saving opportunities across sports and various departmental areas. A. Review and compare spending habits among conference members and top tier Division II schools. B. Continued review of existing and potential future athletic contracts. C. Coordinate roundtable best practice discussions within department to identify resource management.

15 BEST in CLASS EXPERIENCE / Accountability Appendix ANNUAL PROTOCOLS Policies and Procedures Manual Review Student-Athlete Handbook Review Athletics Compliance Manual Review Strategic Resource Benchmarking through Lone Star Conference and Winthrop Intelligence Director of Athletics Listening Days for SAAC, Coaches, and Administrators (Open Forums) Summer Camp Best Practices New Employee Orientation (department specific) QUARTERLY PROTOCOLS Compliance Pages on athletics website Student-Athlete Success areas on athletics website MONTHLY PROTOCOLS Athletics Web Site Quality Control (Staff Directory and other static pages) Program and Sports Budget Reports