Position Specification

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1 Position Specification John Carroll University University Heights, OH Senior Director of Athletics and Recreation Institutional Background John Carroll University (JCU) was founded in 1886 by the Society of Jesus under the title of St. Ignatius College. It has been in continuous operation as a degree-granting institution since that time. Founded as the 19th of 28 Jesuit colleges and universities in the United States, it is a member of the Association of Jesuit Colleges and Universities. In 1923, the College was renamed John Carroll University, after the first archbishop of the Catholic Church in the United States and founder of fellow Jesuit institution Georgetown University. In 1935, it was moved from its original location on the west side of Cleveland to its present site in University Heights, a suburb ten miles east of downtown Cleveland. The city had been renamed from Idlewood during the construction of the campus. In September 1968, the University made the transition from full-time male enrollment to a fully coeducational institution, admitting women to the College of Arts and Sciences for the first time. In recent years, the University has undergone extensive reconstruction and expansion. In 2003, the University opened the $66 million Dolan Center for Science and Technology, named for alumnus Charles Dolan, founder of Cablevision and HBO, and his wife Helen Dolan. The couple met while attending John Carroll. In 2011, the university completed the removal of the (older) Bohannon science building and the enhancement of the Hamlin Quad. The renovation of Murphy Hall a residence hall serving 300 students completed in 2014 earned JCU s first LEED (Leadership in Energy and Environmental Design) Silver certification for sustainable features in its design, construction, and operation. Jesuit Tradition As a Jesuit university, John Carroll University draws upon the intellectual resources and educational experience of the Society of Jesus, which has operated colleges and universities for more than four centuries. John Carroll is committed to the transmission and extension of the treasury of human knowledge with the autonomy and freedom appropriate to a university. As a Catholic university, it is further committed to seeking and synthesizing all knowledge, including the wisdom of Christian revelation. In the search for this integration of knowledge, the University community is enriched by scholarship representing the pluralistic society in which we live. All can participate freely in the intellectual, moral, and spiritual dialog necessary to the search. Within this dialog, in which theological and philosophical questions play a crucial role, students have the opportunity to develop, synthesize, and live a value system based on respect for and critical evaluation of fact; on intellectual, moral and spiritual principles that enable them to cope with new problems; and on the sensitivity and judgment that prepare them to engage in responsible social action. 1

2 John Carroll s core value and mission emphasizes social justice and service to the community and the broader world. The University also follows Jesuit traditions by focusing on educating the whole student, or the intellectual, spiritual, emotional, and physical development of each student. The University expresses its commitment to excellence and academic rigor through the following four aspirational learning goals informed by its Jesuit, Catholic heritage: Intellect; Character; Leadership; Service. (To learn more about the University Learning Goals, please visit: Although its curriculum and community are shaped by its Jesuit and Catholic nature, JCU welcomes faculty, staff, and students of all faiths and of no faith. Ohio Athletic Conference John Carroll, which has competed on a Division III level as a member of the NCAA since 1974, officially became a member of the Ohio Athletic Conference on a full-time basis in In all of college athletics, only three conferences were formed before the 20 th century. Only three leagues had the vision and foresight to be organized before the NCAA itself came into existence. The Ohio Athletic Conference (OAC) is one of those three. It began in 1902 with the major focus on the well-being of the student-athlete. More than a hundred years later, that focus has never wavered. And while maintaining the priority that student always comes before athlete, the OAC continues to display national success in the arenas and on the fields of endeavor. The OAC is predated only by the Michigan Intercollegiate Athletic Association (1888) and the Big Ten Conference (1895). The Conference is older than the Rose Bowl, the World Series and has survived two world wars, the Great Depression, the Korean War, and the Vietnam Conflict. From a modest beginning of six charter members in 1902, the OAC grew to as many as 23 members in the mid-1920s. Through the years, a total of 31 colleges and universities at one time or another have been members of the OAC. Currently the Conference consists of ten members, including Baldwin-Wallace College, Capital University, Heidelberg University, John Carroll University, Marietta College, University of Mount Union, Muskingum University, Ohio Northern University, Otterbein University, and Wilmington College. Wilmington became the 31st OAC member school on July 1, In the OAC s first year of existence, 1902, the first Conference champion was crowned Case Tech won the football title with a record. Outdoor track was added a year later and a third sport, cross country, became a Conference sport in More sports were steadily added to the OAC s repertoire throughout the years, culminating with the addition of women s sports in The Conference currently sponsors championships in 21 sports: 11 men s, and ten women s. The enrollments at the ten OAC institutions range from 1,100 to 4,500. All of the schools were founded in the 19th century and have long and outstanding academic reputations. While maintaining these high academic standards, Ohio Athletic Conference athletic teams and athletes have consistently enjoyed a great deal of success on a regional and national level. The athletic competition is viewed not as an end in itself, but as an extension of the educational programs. 2

3 The Campus and Surrounding Community Set in University Heights, Ohio, John Carroll s 60-acre suburban campus is situated only ten miles east of downtown Cleveland. This provides the JCU campus community the best of both worlds: a beautiful, safe campus in a neighborhood of tree-lined streets and lovely homes, with easy access to restaurants, museums, professional sports teams, recreation, and community service in and around a metropolitan area. The campus made up of 26 buildings is widely known for its beautiful architecture, tranquil surroundings, and ideal location. The campus is within walking distance from banks, pharmacies, major retail outlets, restaurants, and coffee houses. Located on the shores of Lake Erie, Cleveland is the heart of a thriving metropolitan area supporting a population of approximately 1.38 million. Home to the Cleveland Orchestra, the Cleveland Museum of Art, the Rock and Roll Hall of Fame and Museum, a number of theatre ensembles including the Cleveland Play House and Great Lakes Shakespeare Festival dance companies, and a thriving film scene, Cleveland is a cultural magnet. Its lively theatre district at Playhouse Square is the country s largest performing arts complex outside of New York City. Cleveland is also a sports town, with Major League Baseball (Cleveland Indians), NFL Football (Cleveland Browns), and NBA Basketball (Cleveland Cavaliers, 2016 NBA National Champions). Cleveland has the largest city park system in the U.S. and offers picnicking, hiking, bike trails, horseback riding, winter sports, and more. The Cuyahoga Valley National Park, located between Cleveland and Akron, features a wide variety of natural, cultural, and historical resources. Cleveland is a three hours drive from Niagara Falls and an easy half-day from Toronto. Chicago to the west and New York City to the east are both within a day s drive. John Carroll University s impact on Northeast Ohio s economy exceeded $127.2 million in the year of analysis (FY 2011). This spending by JCU employees, students, and visitors generated nearly 1,798 jobs and produced more than $67.9 million in household earnings within the region. JCU vendors and their employees, in turn, recycle spending within the region for additional goods and services. For more information about University Heights and Cleveland, OH, please visit: Heights-Hillcrest Region Chamber of Commerce: Destination Cleveland: Cleveland Metroparks: Vision John Carroll University will graduate individuals of intellect and character who lead and serve by engaging the world around them and around the globe. 3

4 Mission As a Jesuit Catholic university, John Carroll inspires individuals to excel in learning, leadership, and service in the region and in the world. This Jesuit Catholic character inspires and guides the intellectual, professional, and ethical labors that make John Carroll a university. Values The University s core values include a commitment to learning in order to create: An environment of inquiry which embraces Jesuit Catholic education as a search for truth where faith and reason complement each other in learning. In pursuit of our educational mission, the University welcomes the perspectives and participation in our mission of faculty, staff, students, and alumni, of all faiths and of no faith. A rigorous approach to scholarship that instills in our graduates the knowledge, eloquence, sensitivity, and commitment to embrace and to live humane values. A campus committed to the intellectual, spiritual, emotional, and physical development of each student. An inclusive community where differing points of view and experience are valued as opportunities for mutual learning. A culture of service and excellence that permeates every program and office. A commitment to sharing our gifts in service to each other and the community. A campus that responds to demographic, economic, and social challenges. An appreciation that our personal and collective choices can build a more just world. Strategic Plan : Promise and Prominence Faculty, staff, students, and the board of directors have endorsed the University s strategic plan, titled Promise and Prominence that charts the course for JCU through 2020.The plan speaks to the promise of a John Carroll education as sustaining, empowering, and ethical. It also focuses on the common goal of raising the prominence of the University. At this time, members of the University Strategic Planning Group have shifted their focus from strategic planning to implementation. Our Envisioned Future John Carroll University s promise is to develop the intellect, character, leadership, and service potential of every one of our students so that they will become the thought leaders, change agents, community builders, and ethical thinkers needed in the 21st century. To keep this promise, we must enhance the prominence of our University. Our prominence will be achieved by aligning mission-driven initiatives with market-driven demands. John Carroll will increase its competitiveness to expand our geographic reach, enrollment, fiscal resources, partnerships, and philanthropic gifts. 4

5 We commit to the primacy of academic program quality and to curricular innovation and relevance. We will not compete on prestige or price alone. Instead, we will focus on value providing the most exciting, challenging, holistic education available and on values sustaining the timeless ideals upon which this University is built. Goals and Objectives True to our heritage, reflective of our history and values, and high in aspiration, this strategic plan is also pragmatic and realistic, directed toward securing John Carroll s future and meant to raise our reputation. It will make us stronger, not only because additional resources enrich student learning, but also because John Carroll University and its graduates are part of the Cleveland community and the national and global communities, and we are needed. John Carroll s compact with its students, faculty, staff, alumni, and friends is grounded in its Jesuit Catholic vision, mission, and core values. Embracing these, we will work in the next five years to achieve three goals. Each goal, as it is realized, will broaden opportunities for our students and increase their capacity to become engaged world citizens within a distinctly Ignatian framework. Academic Excellence for Student Learning and Success animates the Ignatian traditions of intellectual rigor, local and global citizenship, and support for student learning and well-being. Faith That Does Justice charges the University to address social challenges facing our local and global communities through the Ignatian model of reflection and action. Engaged Campus Community challenges us to sustain a dynamic and collaborative workplace by embracing the Ignatian ideal of Magis, the greater good. Our goals accomplished, we keep our promise to our students. And John Carroll students will realize their promise in the world. To download a copy of the Strategic Plan, please visit: Leadership Michael D. Johnson, Ph.D. Michael D. Johnson becomes the 25th President of John Carroll University on June 1, The University s Board of Directors elected him to the position on December 6, Dr. Johnson will also join the Boler School of Business as a professor in the department of Management, Marketing, and Supply Chain. A social scientist by training, Dr. Johnson is currently the Provost of Babson College where he is Professor of Marketing. Appointed in 2016, he is the senior academic officer of the College and leads all academic affairs, including oversight of the Undergraduate School, the F.W. Olin Graduate School of Business, and the Babson Executive and Enterprise Education division. He is responsible for the vision and overall coordination for academic and student affairs, including academic operations, accreditation, student services, career services, centers and institutes, institutional research, athletics, and academic budgeting. Prior to becoming Provost at Babson, Dr. Johnson served as Dean, E.M. Statler Professor, and Professor of Marketing at Cornell University s School of Hotel Administration (SHA) for ten years. As Dean at Cornell he focused on investing in faculty, expanding students learning and career opportunities, 5

6 increasing diversity, building an effective fundraising organization, and growing the school s global platform. His accomplishments included: Hiring approximately two-thirds of the school s tenure-track and lecturer faculty members: diversity of the faculty, student body, and staff increased under Dr. Johnson s leadership with a particular emphasis on increasing the diversity of the school s faculty. The expansion and enrichment of academic programs, learning, and career opportunities: during his tenure, SHA undergraduate students graduated with the highest rated educational experience and highest career placement rates at Cornell University. Building external relationships and fundraising opportunities: Dr. Johnson led the school s capital campaign, completed in 2015, raising more than $160 million. He strengthened the school s ties to both its alumni network and the greater hospitality industry through the growth of formal industry events, partnerships, and sponsorships. Growing the school s global platform: Dr. Johnson extended the School s worldwide reach and influence with an emphasis on international business and faculty development. Johnson was previously at the University of Michigan, where he was the D. Maynard Phelps Collegiate Professor of Business Administration and Professor of Marketing at the Stephen M. Ross School of Business. A distinguished scholar, Johnson s research focuses on the development of customer information systems and how they can be utilized to craft strategy and manage customer relationships. As a professor at the University of Michigan, he published more than 100 academic articles, multiple books, and taught undergraduate, graduate, and executive programs. He served as a consultant for a diverse range of companies and public agencies, including Promus Hotels, Northwest Airlines, the National Association of Convenience Stores, Dell Corporation, Schering Pharmaceutical, and Volvo. Born in Bottineau, ND, Johnson grew up in Madison, WI. He is married to Jill Kobus Johnson. They have three adult sons: Alexander, Andrew, and Thomas. Education Ph.D., University of Chicago, Booth School of Business MBA, University of Chicago, Booth School of Business B.S., University of Wisconsin-Madison, College of Letters and Science The Academic Program John Carroll is a private, coeducational, Jesuit Catholic university providing programs of study in the liberal arts, sciences, and business at the undergraduate level and in selected areas at the master s level. Academically, the University consists of the College of Arts and Sciences and the John M. and Mary Jo Boler School of Business, which both include graduate programs. John Carroll operates on a semester calendar, with two 15-week semesters and three summer sessions. Degree programs through the College of Arts and Sciences and the Boler School of Business are offered in nearly 60 major fields in the arts, social sciences, natural sciences, and business at the undergraduate level, and in select areas at the master s level. A liberal arts education needs to evolve so young graduates can enter the world better prepared to meet the needs of a changing society. As such, John Carroll University introduced a more integrated core curriculum to students in fall Beginning with the Class of 2019, all new students complete a new set of core requirements that provide greater opportunities for integrative learning central to the University s Jesuit mission. 6

7 Department of Exercise Science and Sports Studies Majors in the exercise science and sports studies programs provide depth of knowledge in the scientific foundations of human movement and human behavior as preparation for graduate school and multiple career opportunities. As a John Carroll student, you will gain a breadth of knowledge within the humanities, social sciences, philosophy and religion, integrated into the majors curriculum. Exercise Science The Exercise Science major provides students with the knowledge, skills, dispositions, and experiences to enter into careers in professions such as fitness, wellness, athletic training, physical therapy, occupational therapy, nutrition, and nursing. The major focuses on the fitness, movement, motor, and sports skills of diverse populations. Mike Cleary Program in Sports Studies John Carroll launched a Sports Studies Program in It is named in honor of Michael J. Cleary. Cleary was a 1956 John Carroll graduate who served as executive director of the National Association of Collegiate Directors of Athletics (NACDA) from the Association s founding in 1965 through Under his leadership, the association expanded from a 300-member organization to one with more than 6,500 athletic administrators in approximately 1,600 institutions and organizations throughout the United States, Canada, and Mexico. The sports studies major is designed to give students a solid foundation and the advanced skills to compete in the athletics and recreation marketplace. Classes include the areas of athletics administration, business, communications, ethics in sports, exercise science, and sports psychology. Students select tracks tailored to meet career interests and goals, including the following: Sports and Athletics Administration, Coaching and Recreation, and Sports, Fitness, and Wellness for Diverse Populations. Sports studies majors are required to complete internships with an area sports organizations, education institutions, or recreational or health facilities. An advisory council has been established to advance the Mike Cleary Program in Sports Studies. The council is composed of well-known sports industry, college athletics, business, and academic leaders. The role of the advisory council is to provide resources and professional advice that will further the interest and opportunities for undergraduate students at John Carroll who are pursuing sports-related careers. The Student Body Undergraduate enrollment 3,028 Graduate students 700 o male students 51% o female students 49% Live in college-owned, -operated, or -affiliated housing 54% Live off campus 46% Number of NCAA III student-athletes 682 Student-to-faculty ratio 14:1. Classes with fewer than 20 students 52.6% The most popular majors include: Business, Management, Marketing, and Related Support Services Communication, Journalism, and Related Programs 7

8 Social Sciences Psychology Biological and Biomedical Sciences An Overview of the Division of Student Affairs Leadership Mark D. McCarthy, Vice President for Student Affairs Mark D. McCarthy joined John Carroll University as Vice President for Student Affairs on August 4, McCarthy came to JCU from Marquette University, where he was Assistant Vice President for Student Affairs/ Dean of Student Development. He has more than 30 years of administrative experience in a variety of student affairs areas at both public and private institutions. He holds a Ph.D. in educational policy and leadership from Marquette University, a master s degree in student personnel administration from the University of Maryland, and a bachelor s degree from Pennsylvania State University. In his role at Marquette, McCarthy was responsible for the Office of Student Development, a department within the Division of Student Affairs, that plans and implements a wide range of co-curricular programs related to community service, leadership, student conduct, campus activities, music performing groups, intercultural activities, and first-year students. He also has extensive experience in the development and implementation of learning assessment in the co-curriculum. Through his work, McCarthy aspires to encourage active student involvement and a strong, vibrant, and diverse campus community; foster a lifelong ethic of service and a commitment to working for a more just society; and enhance student leadership and character development. McCarthy is a member of Phi Beta Kappa and has served on the executive board of the Jesuit Association of Student Personnel Administrators, as well as several committees of the National Association of Student Personnel Administrators. Mission and Strategic Priorities Mission The Division of Student Affairs at John Carroll University offers programs and services that foster the development of individuals of intellect and character who will lead and serve by engaging the world around them and around the globe. Strategic Priorities Strengthen the sense of community by fostering a campus climate that is inclusive and enhancing the overall safety, health, and spiritual well-being of all students. Foster a more seamless and integrative learning environment through active collaboration with Academic Affairs and the design of programs that complement and contribute to shared learning outcomes related to diversity and inclusion, social responsibility, leadership and holistic development. Increase student engagement by promoting purposeful involvement with peers, faculty, staff, administrators, and community members. Support student success through the design and delivery of high quality services and programs. 8

9 Vision Informed by the Jesuit, Catholic mission of the University, the Division of Student Affairs is committed to the development of students and the campus community by: Collaborating with others to foster a vibrant, engaged, diverse, and inclusive learning community outside of the classroom. Providing and facilitating services, programs, and opportunities for student learning and leadership development in the service of others. Challenging students to act with integrity and compassion and to reflect on the implications of their actions on individual, communal, and global scales. Assessing and advocating for the needs and development of students. Organizational Structure of the Division Vice President for Student Affairs Associate Vice President/Dean of Student s Office o Center for Student Diversity and Inclusion o Violence Prevention and Action Center o Health Promotion and Wellness o Student Health and Wellness Center o University Counseling Center JCU Police Department Center for Career Services Department of Athletics 9

10 o Recreation Residence Life o JCU Dining Student Engagement o Liturgical Music and Musical Arts Assistant to the Vice President/Fraternity and Sorority Advisor Department of Athletics John Carroll University was founded as an all-male collegiate institution on Cleveland s west side in 1886, but it was not until after World War I that an intercollegiate athletics program was implemented. The first varsity contest of any kind in school history took place on January 20, 1920, when the St. Ignatius College Saints (as the school was known back then) defeated the Forest City Knights of Columbus, 29-17, in a game of men s basketball. The Saints would go on to win games over Kent Normal, Hiram, Niagara, and Ashland in that inaugural season, setting the stage for things to come. Football was added in the fall of 1920, and by 1923, the St. Ignatius College name had given way to John Carroll University. The nickname Blue Streaks would soon be added to the lexicon in the mid-1920s, purportedly by a graduate who wished his team to play one more time before passing on. Over the next 40 years, there were many changes on the athletic front as well as for the university as a whole. In 1935, the school relocated to its current home in University Heights. Hockey, boxing, golf, track/cross country, and tennis were added to the list of sports offered at the school. By 1960, however, hockey and boxing were no longer part of the picture. The addition of wrestling and soccer in 1964, followed by the first-time admission of female students in 1969 that brought about women s basketball, volleyball and tennis in the early 1970s, expanded the athletics base at John Carroll considerably. Swimming & diving (1970), baseball (1973), softball (1984), women s track & field/cross country (1985), women s soccer (1989) and women s golf (1999) have pushed the number of sports sponsored at John Carroll to its current total of 21. As a small liberal arts university, the path that John Carroll chose to follow in collegiate athletics was established at a pivotal time in its history. Over its first 35 years, John Carroll competed in football and basketball against the likes of Syracuse, Bowling Green, Xavier, and Toledo, just to name a few. Eventually, John Carroll chose not to pursue the road toward what is now known as major college athletics and instead became a charter member of the Presidents Athletic Conference in The intent was that athletics would not be an end in itself, rather as a part of the educational process. Throughout the years, John Carroll has maintained a healthy balance between academics and athletics. Whether it has been someone who has won more games than any other coach in NFL history (Don Shula, class of 1951), led his team in tackles in a Super Bowl victory just two years removed from college (London Fletcher, class of 1998), or moderated Meet the Press, the most watched Sunday morning interview program in America and the most quoted news program in the world (Tim Russert, class of 1972), many graduates of John Carroll have brought this institution notoriety within their chosen professional fields. The JCU Athletic program has produced one team national champion (1975 wrestling) and over 20 individual national champions. Just as importantly, over 25 student-athletes have earned Academic All- American honors. John Carroll, which has competed on a Division III level as a member of the NCAA since 1974, officially became a member of the Ohio Athletic Conference on a full-time basis in Department of Athletics Goals GOAL #1 Purposeful, Organized Recruiting of Prospective Student-athletes 10

11 Identify Prospective Student-athletes (PSAs) who have the interest and ability to contribute to our University Mission. Work collaboratively with the Office of Enrollment to maintain accurate PSA data and key recruitment dates both on and off campus. Keep Coaches and Athletic Department recruitment staff informed of University strategic initiatives related to enrollment, to include but not limited to: o Targeted recruiting in geographical areas of interest o Purposeful outreach to Jesuit high schools o Enhancing the diversity of our student body On an annual basis enroll the target number of quality PSAs set forth by each varsity sport in partnership with enrollment expectations to ensure program stability and continued success. GOAL #2 Personal Growth and Development of Student-Athletes Interact consistently, both professionally and on appropriate personal levels, with studentathletes in equitable methods for both men s and women s programs. Provide a competitive learning environment, which facilitates the development of moral character and self-discipline. Oversee the contributions that the Student-athlete Advisory Committee (SAAC) may provide to foster leadership skills at both the individual and team level. Provide experiential learning opportunities for personal and professional preparation and advancement. Utilize elements of Ignatian Pedagogy to be a Companion in Mission to others through experience, reflection, and action within the sport environment and beyond. Promote Inclusive Excellence, which fosters the development of cultural competency and respect for gender, race, ethnicity, religion, and sexual orientation of others and other differences among peers. Catalog at least one experience story from one senior student-athlete from each varsity sport. 11

12 GOAL #3 Academic Excellence Utilize methods to monitor student-athlete academic performance and provide feedback, support, and recognition of challenges as well as success. Work collaboratively with faculty and the Office of Academic Advising to integrate students into specific support systems as needed. Create opportunities to recognize academic achievement and promote external recognition for outstanding and notable accomplishments. Graduate 100% of our student-athletes who have exhausted their NCAA DIII Eligibility. Track and report the semester and annual retention rates of student-athletes by class year, team, and gender as routinely managed through the annual Drop/Add process. GOAL #4 Competitive Excellence Prepare to win OAC Championships at the team and individual levels. Each varsity sport will seek final standings success and contribute quality points for the OAC All- Sports Trophy for Men s and Women s sports on a consistent basis. Work to achieve NCAA DIII post season opportunities for team and individual student-athletes. Foster a healthy environment for good sportsmanship and respect for others within each program, as well as within the University community. Track, report, and maintain a consistent Letter Award system across all programs to efficiently recognize Competitive Excellence and student-athlete commitment. GOAL #5 Community Outreach and Engagement Encourage and support leadership and service opportunities within each team, the Athletic Department, and other areas on campus. Identify and facilitate community service experiences for every student-athlete each academic year by collaborating with the Center for Service and Social Action to reach 100% participation across all varsity sport programs. Award the Varsity Team Service Award through the guidelines set forth by the Athletic Department and Center for Service and Social Action. Maintain athletic alumni team lists and continue to refine data base using appropriate methods, such as Front Rush, to allow outreach and engagement opportunities from the coaching staffs. When facilities and resources allow, offer clinics and camp experiences in sport to emerging athletes and youth through both internal and external means. 12

13 All Athletic Department staff are to conduct themselves as ambassadors of the University in personal and professional opportunities on and off campus. GOAL #6 Legacy and Athletic Tradition Maintain participation rosters and achievement data through organized original and digital athletic archives. Promote participation and engagement in the Blue Gold Club to parents, alumni, and staff members, which serves as the official booster club for Varsity Athletics at John Carroll University. Celebrate the annual Hall of Fame process, induction and honorees of the past, present and future. Seek methods to partner with key athletic alumni for philanthropic goals to include, but not limited to speaking opportunities to current teams, career development mentorship/internship opportunities as well as financial donor support for approved Athletic Department and sport strategic priorities. Value the importance of our legacy family stories that have Prospective Student-Athletes interested in pursuing their higher education goals at John Carroll University. Staffing 3 Assistant Directors o Communication (SID) o Operations o Marketing/Special Events & Community Engagement Director of Recreation and Intramurals Head Athletic Trainer and two Assistant Athletic Trainers Strength and Conditioning Coach Facility and Equipment Manager and Assistant Facility and Equipment Manager Administrative Assistant 13 Full time Head Coaches o Baseball o Men s Basketball o Women s Basketball o Men s and & Women s Cross Country/Track & Field o Football o Men s Lacrosse o Women s Lacrosse o Men s Soccer o Women s Soccer o Softball o Men s & Women s Swimming/Diving o Volleyball o Wrestling 3 Part time Head Coaches o Men s & Women s Tennis o Men s Golf o Women s Golf 9 Full time Assistant Coaches (4 in Football) 20 Part time Assistant Coaches (5 in Football) Affiliations and Organizations Under the varsity umbrella, John Carroll is a member institution of the National Collegiate Athletic Association (NCAA), and is classified as a Division III school. Simply put, this designates John Carroll as 13

14 an institution that does not offer financial aid or scholarships based on athletic merit. An athlete at John Carroll may receive financial aid or scholarships, but it is based on need or academic achievement. In 1989, John Carroll University became a member of the Ohio Athletic Conference (OAC). The OAC, the third oldest conference in college athletics, is predated only by the Michigan Intercollegiate Athletic Association (1888) and the Big 10 (1895). The Conference is older than even the NCAA itself, and has survived two world wars, the Great Depression, the Korean War, and the Vietnam Conflict. The OAC celebrated its Centennial during the school year. Through the years a total of 30 colleges and universities at one time or another have been members of the OAC, including current Division I-A institutions Ohio State, Toledo, Akron, Bowling Green, Miami of Ohio, Ohio University and Kent State. Currently the conference consists of ten schools, all of which compete under the Division III banner. The present OAC membership includes Baldwin-Wallace College, Capital University, Heidelberg College, John Carroll University, Marietta College, Mount Union College, Muskingum College, Ohio Northern University, Otterbein College, and Wilmington College. Achievements Since joining the Ohio Athletic Conference, John Carroll has maintained a high level of success both on the conference and national scene. Teams at John Carroll have captured over 60 league titles, have won four conference all-sports trophies, and have placed among the top ten Division III schools in the nation on 15 different occasions. Individually, John Carroll can boast of over 700 first team All-OAC selection and OAC champions, over 75 Division III All-Americans, and can even claim six national champions and three national Players of the Year. All the while maintaining a high level of success on the field of play, participants in the varsity programs at John Carroll have excelled in the classroom as well. Several programs have been recognized for their team academic achievements, as have over 25 individuals who have been named Academic All-Americans either by their respective sport or by national organizations such as CoSIDA. 14

15 Programs John Carroll offers 23 varsity sports covering three seasons during the school year. In the fall, sports offered include football, volleyball, men s soccer, women s soccer, men s cross country and women s cross country. In the winter, sports offered include wrestling, men s basketball, women s basketball, men s swimming & diving, women s swimming & diving, men s indoor track & field and women s indoor track & field. In the spring, John Carroll offers baseball, softball, men s tennis, women s tennis, men s outdoor track & field, women s outdoor track & field, men s golf, and women s golf. Squad sizes at John Carroll range anywhere from ten for the golf and tennis teams to 150 for the football team. Most preseason camps are by invitation only, but coaches can be contacted for tryout availability. Of the 21 sports, football, volleyball, men s basketball, women s basketball and baseball have fielded junior varsity squads, and sports such as cross country, swimming & diving, wrestling and track & field have many all-inclusive meets throughout their respective seasons. The varsity athletic programs at John Carroll also have had opportunities to travel to such locales as Ireland, Berlin (Germany), Barcelona (Spain), Rome (Italy), San Diego (California), Panama City, Orlando, Fort Lauderdale (Florida), Myrtle Beach, Hilton Head (South Carolina), and Bermuda. In recent years, Blue Streaks have competed at venues such as Quicken Loans Arena and Jacobs Field in Cleveland and the Olympic Baseball Stadium in Spain. Facilities Athletic facilities include the Don Shula Stadium at Wasmer Field, home of the JCU football, soccer, lacrosse, and track & field teams; Schweickert Field, home to the JCU baseball team; Bracken Outdoor Athletic Complex, home to the Blue Streak softball team; the William H. Johnson Natatorium, home of the Blue Streak swimming and diving squads; and the 2,500 seat Tony DeCarlo Varsity Center, home to the JCU basketball, volleyball and wrestling teams. The Ralph Vince Fitness Complex, opened in 1991, features state of the art exercise and cardiovascular equipment. Recreation The Recreation Department offers a wide variety of recreational opportunities for students, staff, and administration, including the Ralph Vince Fitness Complex, dedicated on February 23, They offer Hampton free-weights, Cybex circuit machines, Stairmasters, life cycles, treadmills, and ellipticals. Three racquetball courts and the RecPlex Intramural Gymnasium are also popular stops on many students daily routines. The Recreation Complex is in the D.J. Lombardo Student Center, located off of South Belvoir Boulevard. The Recreation Complex includes: Corbo Weight and Cardio Room Intramural Gymnasium Johnson Natatorium Racquetball Courts Suspended Indoor Jogging Track Fitness Studio Recreation Services include: Personal Training Group Fitness Classes Private Swim Lessons Group Swim Lessons 15

16 Club Sports John Carroll offers a wide variety of club sport activities for students to get involved in. These club sport teams are student organized and represent JCU in competition against other colleges, universities, and community teams. Rowing Hockey Women s Basketball Men s Rugby Sailing Ultimate Frisbee Men s Volleyball Women s Volleyball History of the Position Laurie Massa is retiring as Director of Athletics and Recreation in She has served in the role since June, 2004 and was previously the Senior Women s Administrator at the University of South Carolina. Responsibilities of the Position Reporting to the Vice President for Student Affairs, the Senior Director of Athletics and Recreation provides innovative and strategic leadership, program development, and administration to a NCAA Division III intercollegiate athletics program as well as club sports, intramural, personal fitness, and recreational programs all focused on the personal growth and development of student-athletes and the overall physical well-being of all students. The Senior Director is responsible for articulating the department s vision and goals consistent with John Carroll University s mission and strategic priorities, fostering the Blue Streaks athletic tradition, and encouraging the principles of excellence, integrity, respect, sportsmanship, diversity, and inclusion. The Senior Director manages the overall operations of and planning for the department of Athletics and Recreation, including: selection, supervision and development of professional and student staff; management of annual operating and restricted budgets, and stewardship of the department s fiscal and facility resources; event scheduling and management; public/community relations; and the administration of high quality, student-centered, innovative, and cost effective programs. The Senior Director serves as the athletic department s chief ambassador and collaborates with a variety of stakeholders both on and off campus including those associated with academic affairs, enrollment, advancement, alumni relations, integrated marketing and communication, facilities, budget, and mission and identity. The Senior Director serves as an integral member of the Division of Student Affairs senior leadership team. 16

17 Additional specific responsibilities of the position include: Establish a culture of academic and competitive excellence aligned with the University s learning goals related to Intellect, Character, Leadership, and Service. Supervise a competitive Division III intercollegiate athletics program that fully complies with all applicable NCAA, OAC and University policies and legislation. Recruit, mentor, supervise, and evaluate a diverse and inclusive staff of coaches and administrators who are successful in their positions and integrated into the greater University community. Provide professional development opportunities for staff and coaches. Build a highly functioning team that is poised to serve the developmental and recreational needs of students and the broader University community. Oversee the administration of game, practice and other uses of athletic and recreational facilities. Work with Facilities Department to ensure maintenance and recommend enhancements, renovation, and expansion of athletic and recreational facilities in alignment with the University s mission and goals. Promote student-athlete welfare through the provision of a strong athletic training and conditioning program as well as drug/alcohol education, sexual harassment, and other relevant training programs. Encourage and support leadership and service opportunities within each team, the Department, and other areas of campus. Collaborate with Enrollment in attracting, recruiting, retaining, and supporting highly talented student-athletes capable of balancing academics and athletics. With the support of Advancement and Alumni Relations, develop and engage a growing network of sponsors, alumni, former athletes, and parents in order to cultivate donors and raise funds to nurture and expand programs and opportunities that will serve students and the University. Provide direction and support for the Blue Gold Club activities. Work closely with IMC to position athletics as a key element of institutional marketing efforts and to support the University brand. Represent the University to the media, prospective student-athletes and their parents, funding agencies, donors, and the public. Facilitate continuous improvement activities and lead change to ensure the Department remains responsive to student and student-athlete needs. Optimize available technology for communication, student-athlete recruitment, and delivery of services. Represent and vote on behalf of the University at NCAA and conference governance meetings; travel with university teams to post-season championships; and represent the University on various association and NCAA committees pertaining to intercollegiate athletics. Characteristics of the Successful Candidate A bachelor s degree and seven or more years of athletic administration experience at the collegiate level including at least three years of supervisory experience and a proven track record of progressive experience in leadership roles with a complex, dynamic, and diverse institution. A master s degree and NCAA DIII experience as an athlete, coach, or administrator are preferred. The ideal candidate will possess a comprehensive understanding of intercollegiate athletics administration, student-athlete recruitment and development, fundraising experience, and an extensive knowledge of NCAA policies, regulations and compliance issues appropriate to a Division III environment; strategic planning skills and strong fiscal and budget management abilities; and a collaborative management approach, coupled with superior communication and relationship-building skills. Additionally, as articulated by John Carroll University stakeholders, the successful candidate will ideally possess the qualities and attributes listed below (in no particular order). 17

18 Possess a significant understanding of NCAA Division III athletics in terms of program needs, compliance requirements, competition demands, and student-athlete development. Continue to enhance the role that recreation, fitness programs, club sports, and intramurals, as well as fan participation, contribute to the overall student experience. Be a visible champion and advocate for the student-athletes and coaching staff in all varsity sports. Serve as an effective ambassador and collaborative partner with student affairs, academic affairs, enrollment services, facilities, advancement, and alumni relations. Readily establish a comfortable rapport with staff, students, corporate sponsors, donors, senior officers, alumni, faculty, and other key constituents. Promote excellence, respect tradition and support student success. Demonstrate proficiency with current technology and embrace opportunities to improve efficiency through technology. Creative and adaptable, equipped to respond to changing dynamics as circumstances dictate. Possess superior recruiting and talent-management skills. Likely Opportunities, Priorities, and Challenges of the Position The new Senior Director will need to continue to expand the university s tradition of excellence on and off the field, with particular emphasis on strengthening women s varsity sports. The current coaching staff is a strength of the department and they are eager to be engaged in strategies to attract and retain highquality student-athletes. John Carroll does not establish recruiting quotas for coaches, but 28-30% of new students each year are athletes. The Senior Director must be proactive in forging strong working relationships with, and open dialogue between, athletics and enrollment officers. The Senior Director must work with coaches to adapt recruiting strategies that will attract academically talented student-athletes who will be able to perform at a high level in the classroom and on the playing field. 18

19 The Jesuit tradition of service is very strong across the university. Student-athletes and coaches are currently engaged in a wide variety of service endeavors but there is a desire for a more coordinated approach within the athletic department. The number of student-athletes on campus provides a unique opportunity to build positive off-field connections with the local community. Athletics and recreation can contribute significantly to the university s overall goals for student success including expanding studentathletes service to the campus and surrounding community; increasing the visibility of student-athletes and their accomplishments beyond the trophy cases; and engaging administrative staff, coaches, trainers, and recreation professionals in departmental and division-wide initiatives. Athletics and recreation programs are uniquely positioned to support the university s desire to promote a culture of physical and mental well-being but there are currently some significant facility issues that prevent a full realization of their potential. Space within the fieldhouse is at a premium and leads to limits on participation in popular intramural programs, and some varsity teams do not have on-campus facilities at which they can host home contests. The new Senior Director will need to work closely with colleagues in Student Affairs, Facilities and Development to identify capital investment priorities and potential funding sources. Plans will need to include specific metrics that substantiate the needs and the project impacts, and must be consistent with the university s strategic goals and master plan. The Senior Director will take an active role in engaging athletic alumni and parents to deepen relationships and increase fundraising. The Senior Director will manage a complex network of relationships on and off campus including Trustees, athletes, parents, alums, administrators, faculty and community leaders. Ensuring effective communication and collaborative relationships with a diverse group of partners will be critically important to success. The Senior Director has significant human resource responsibilities with approximately 80 individuals employed throughout athletics and recreation. Recognizing that John Carroll has many very successful veteran coaches, there needs to be a plan in place to cultivate and mentor assistant coaches in an effort to build appropriate succession planning and provide for program continuity. Developing individual professional development plans for direct reports and ensuring there are clearly communicated performance standards and accountability in all areas of responsibility are important priorities for the Senior Director. Student-athletes desire strong support from the athletic department. Visibility of senior leadership at games in all of the sports was a critical concern of the athletes, balanced by an understanding that the Senior Director has many responsibilities, and cannot attend every home game. Student-athletes who live in the local area also value the involvement of their parents who regularly attend the games and want to ensure that families are also engaged by the department as part of the JCU family. The Senior Director will have the opportunity to strengthen the relationship between the department of athletics and recreation and the academic department of exercise science and sports studies, and to increase opportunities for student fitness and athlete performance testing as well as internships, training and mentoring experiences. Measures of Success for the Position At an appropriate interval after joining John Carroll University, the following items will initially define success for the new Senior Director of Athletics and Recreation: she or he will demonstrate a leadership style that is credible and collegial while being highly effective; she or he will have reviewed organizational strengths and weaknesses and will have demonstrated the ability to manage short-term change and long-term development for the department; 19