Strategic Plan - Department of Intercollegiate Athletics

Academics Business Office Compliance External Operations Rawls Course Red Raider Club Strategic Plan - Department of Intercollegiate Athletics Mission Statement The mission of the Texas Tech Department of Intercollegiate Athletics is to provide programs that develop the character and integrity of student-athletes in their academic, athletic and personal quest for excellence. To be consistent with the principles of Texas Tech University, the department embraces the opportunities to enhance student-athlete welfare and promote diversity within student-athletes and staff with fair and equitable treatment for all. The Department of Intercollegiate Athletics will operate with fiscal responsibility and compliance under the rules, policies and procedures of Texas Tech University, the Big 12 Conference and the NCAA. Vision Statement Texas Tech University will be a leader in intercollegiate athletics. The Department of Intercollegiate Athletics aspires to be national recognized for excellence and performance in athletic competition, academic excellence and personal development of our student-athletes. The Department of Intercollegiate Athletics will: Create an environment of excellence that fosters the highest standards of integrity, athletic competition, academics, facilities, as well as internal and external relationships; and recruit, educate, retain and graduate nationally competitive student-athletes. Core Values The Department of Intercollegiate Athletics is committed to the values of: leadership; integrity; excellence; and, sportsmanship. PAGE Texas Tech Department of Intercollegiate Athletics As of May 30, 2008

Academics Business Office Compliance External Operations Rawls Course Red Raider Club Goal I. Access and Diversity: Promote diversity and equity among staff and student-athletes. Benchmarks for Goal I 1. Maintain diverse Department population, both staff and student-athletes. 2. Actively pursue gender equity. 3. Increase student-athletes involvement in the University. 4. Develop programs for all student-athletes presenting specialized services offered through the Department and the University. 5. Create and maintain a committee on Diversity and Gender Issues to address emerging issues. 6. Review student-athlete exit surveys each year to assist in the assessment of programs and services. 7. Enhance opportunities for staff development in the areas of diversity and professional growth. 8. Recruit coaches and staff on a national basis by using NCAA Web sites and the like during staff openings. 9. Continue to expand internship opportunities within all units for both undergraduate and graduate students. Goal II. Academic Performance: Recruit, retain and graduate a larger, more prepared studentathlete population and provide academic services that enable student-athletes to achieve academic success. Benchmarks for Goal II 1. Provide student-athletes with quality support mechanism to achieve academic success. 2. Exceed 60 percent graduation rate among student-athletes. 3. Exceed 83 percent of student-athletes exhausting eligibility. 4. Outperform overall student body in GPA and graduation rates. 5. Actively recruit student-athletes who are committed to succeed in college. 6. Emphasize head coach s role in graduating and developing student-athletes. 7. Establish academic goals with evaluation periods biannually. PAGE 2 Texas Tech Department of Intercollegiate Athletics As of May 30, 2008

Academics Business Office Compliance External Operations Rawls Course Red Raider Club Goal III. Engagement: Provide programs and services that disseminate knowledge and skills and enhance the quality of life to the student-athletes, university, and local, regional, and national communities. Benchmarks for Goal III 1. Increase coaches and staff commitment to participation in community service each year. 2. Increase Student-Athlete Advisory Committee participation. 3. Provide student-athletes with a comprehensive Life Skills program. 4. Involve coaches and staff in community service. 5. Build relationships with current university support programs. 6. Maintain a presence on University committees. 7. Use the Student-Athlete Advisor Committee (SAAC) in community relations and as an internal support forum. 8. Create a long-term spirit campaign to encourage sportsmanship at all sporting events. 9. Address multicultural and gender issues. 10. Enhance educational and developmental programs for student-athletes. Goal IV. Facilities and Technology: Create and maintain a quality physical environment, enhanced resources and state-of-the-art athletic venues that attract student-athletes and fans. Benchmarks for Goal IV 1. Complete all current Athletics capital projects. 2. Maintain Marsha Sharp Center student-athlete academic center. 3. Upgrade and then maintain state-of-the-art computer technology. 4. Increase number of workstations. 5. Increase student-athlete and staff access to information services technology that enhances academic and athletic development. 6. Develop a long-range maintenance plan. 7. Use existing facilities, such as the Rawls Course and Jones AT&T Stadium for events which also benefit the community, such as non-collegiate sporting events, and regional competitions. PAGE 3 Texas Tech Department of Intercollegiate Athletics As of May 30, 2008

Academics Business Office Compliance External Operations Rawls Course Red Raider Club Goal V. Human Resources: Invest the human and financial resources necessary to maintain a quality work environment. Benchmarks for Goal IV 1. Recruit, support, and retain excellent and diverse coaches and staff. 2. Develop an annual staff satisfaction survey to assess needs. 3. Reduce employee turnover and increase employee satisfaction. 4. Review and establish an incentive/merit plan for staff. 5. Provide competitive salaries at all levels. 6. Emphasize quality service. 7. Develop a coordinated system for policies and procedures. Goal VI. Pride and Partnerships: Build and maintain strategic partnerships and alliances in establishing a national image for Texas Tech Athletics and Texas Tech University. Benchmarks for Goal VI 1. Develop and maintain strong business relationships with corporations and select individuals in the local, regional and national areas in the promotion and support of Texas Tech Athletics. 2. Maintain a comprehensive compliance program and the integrity of the University and the Department. 3. Maintain the standing and recognition of Texas Tech in the Big 12 Conference and the NCAA. 4. Strengthen the pride and prestige associated with Texas Tech Athletics. 5. Utilize key athletic departmental personnel to foster business relationships. 6. Involve student-athletes, staff, coaches, and boosters in an educational program about integrity and sportsmanship. Goal VII. Team Performance. Provide opportunities for teams and student-athletes to compete at PAGE Texas Tech Department of Intercollegiate Athletics As of May 30, 2008

Academics Business Office Compliance External Operations Rawls Course Red Raider Club the highest level in the Big 12 Conference and nationally. Benchmarks for Goal VII 1. Provide adequate financial support to all athletic teams. 2. Provide enhanced support services to all student-athletes. 3. Consistent Top 25 national ratings for 25 percent of sport programs. 4. Ensure each sport is provided adequate equipment for practice and competition. 5. Increase conditioning and training facilities, equipment and sport medicine personnel to comparable status of other schools in the Big 12 Conference. 6. Increase state-of-the-art video equipment in the use of game preparation. Goal VIII. Advancement and Accountability: Develop a fiscally stable and supportive environment for collegiate athletics. Benchmarks for Goal VIII 1. Operate within a balanced budget. 2. Establish a reserve base of at least $1 million. 3. Increase endowments and scholarships. 4. Increase attendance at Tech sporting events. 5. Increase corporate-partner revenue. PAGE Texas Tech Department of Intercollegiate Athletics As of May 30, 2008

Academics Business Office Compliance External Operations Rawls Course Red Raider Club Strategic Plan - Academic Services Mission Statement Athletic Academic Services provides a comprehensive program that emphasizes the development of academic, personal and professional excellence for the student-athlete population. Vision Statement Texas Tech University will be a national leader in the academic support of our student-athlete population. Athletic Academic Services aspires to achieve national recognition through student-athlete academic support programs and the accomplishments of individual student-athletes. Athletic Academic Services will create an environment of excellence that fosters the highest standards of integrity, academic support and performance that leads to graduation; and provide the resources necessary for our student-athletes to achieve their academic potential and prepare them for life after college athletics, both personally and professionally. Core Values The Athletics Academic Service office is committed to the values of sportsmanship, leadership, integrity, academic excellence, altruism, character, and respect. Goal I. Academic performance: Provide the best possible Athletic Academic Services department that ensures quality services and opportunities for student-athletes to be successful. Benchmarks for Goal I 1. Graduation rate of 60% (defined by the NCAA) among student-athletes. 2. Graduation rate of 83% for student-athletes exhausting eligibility. 3. Outperform overall student body in GPA and graduation rates. 4. Provide student-athletes with a quality support mechanism to achieve academic success and graduation. 5. Provide appropriate and current technological resources. 6. Enhance Academic Service Staff. 7. Enhance support services to student-athletes. 8. Maintain an appropriate ratio of student-athletes to counselors. 9. Survey exiting student-athletes for feedback. PAGE Texas Tech Department of Intercollegiate Athletics As of May 30, 2008

Academics Business Office Compliance External Operations Rawls Course Red Raider Club Goal II. Engagement: Create a comprehensive academic recognition and awareness program that includes all academic and post-graduate scholarship awards. Benchmarks for Goal II 1. Enhance Academic Awards Banquet. 2. Establish comprehensive procedure and calendar for all local and national academic awards, honor programs and scholarship. 3. Press release for every award recipient. 4. Nominate the maximum allowed for all academic awards. 5. Establish a target graduation plan during the first year of enrollment for every scholarship student-athlete. Goal III. Pride and Partnerships: Build and maintain partnerships and alliances with essential publics. Benchmarks for Goal III 1. Provide coaches with accurate and timely information about their respective student-athletes. 2. Weekly reports regarding study hall, class checks, class progress and signees. 3. Establish consistent communication with each coach. 4. Provide the necessary special support for learning disabled and at-risk student-athletes. 5. Build relationships with current university support programs. 6. Address and identify learning disabilities with recruits. 7. Create a comprehensive class attendance and monitoring system. 8. Provide a quality recruiting program. 9. Maintain a quality mentor program. 10. Establish a comprehensive and quality tutorial program that services our student-athlete population and employ a sufficient number of qualified tutors. PAGE Texas Tech Department of Intercollegiate Athletics As of May 30, 2008

Academics Business Office Compliance External Operations Rawls Course Red Raider Club Goal IV. Facilities and Technology: Maximize the use of the Academic facilities and implement new technology to provide services. Benchmarks for Goal IV 1. Upgrade and update all software and computer workstations. 2. Maintain Marsha Sharp Center facility and develop a plan for upgraded furnishings. 3. Upgrade and then maintain state-of-the-art computer technology. 4. Increase number of workstations. 5. Match Athletics Department software to University Software. Goal V. Advancement and Accountability: Develop a fiscally stable and supportive environment for student-athletes. Benchmarks for Goal V 1. Operate within a budget which meets the needs of the unit. 2. Maintain budgetary consistency from year to year. 3. Upgrade and then maintain state-of-the-art computer technology. 4. Increase number of workstations. 5. Match Athletics Department software to University Software. Goal VI. Access and Diversity: Promote diversity and equity among student-athletes. Benchmarks for Goal VI 1. Provide an admission, registration and orientation program that will ensure student-athletes are prepared for the transition to college. 2. Enhance Life Skills class. 3. Enhance new student-athlete orientation. 4. Require attendance at university wide summer orientation. 5. Provide student-athletes with a comprehensive CHAMPS/Life Skills program that enhances the quality of the student-athlete experience within athletics and within the university setting. 6. Establish standing goals and events for the Student-Athlete Advisory Committee. 7. Establish diversity training program that addresses multicultural and gender issues. 8. Establish outreach program for entire department to diverse populations in Lubbock. 9. Support the efforts of every student-athlete toward intellectual development and graduation. PAGE 8 Texas Tech Department of Intercollegiate Athletics As of May 30, 2008

Academics business Business office Office Compliance External Operations Rawls Course Red Raider Club Strategic Plan - Athletics Business Office Mission Statement The mission of the Texas Tech Department of Intercollegiate Athletics Business Office is to provide accurate and complete financial accounting and business services and information to its customers. Vision Statement The Athletics Business Office will be recognized, by external and internal customers, for its excellence in providing reliable and timely business services. Core Values The Athletics Business Office is committed to the values of excellence, accountability and service. Goal I. Advancement and Accountability in Business and Accounting Services: Provide reliable and timely business services and information. Benchmarks for Goal I 1. Monthly Budget Status Reports to Head Coaches and Department Heads. 2. Complete National Collegiate Athletics Association audit each year. 3. Complete all necessary National Collegiate Athletics Association and/or other external financial reports. 4. Compile all necessary information for Equity in Athletics Disclosure Act Report. 5. Research National Collegiate Athletic Association Audit. 6. Budget Status Reports completed. 7. Respond and report information to the President s office as requested. 8. Complete all other internal and external reports. PAGE Texas Tech Department of Intercollegiate Athletics As of May 30, 2008

Academics Business business Office office Compliance External Operations Rawls Course Red Raider Club Goal II. Engagement: Enhance the Department s reputation for fiscal responsibility and customer service. Benchmarks for Goal II 1. Make all disbursements on time pursuant to billing invoices. 2. Collect all cash receipts by contract dates. 3. Provide complete and accurate financial formation to media and other sources. 4. Distribute business related policies and procedures to Athletics staff. 5. Communicate and enforce all Athletics Department and University policies. 6. Provide timely and efficient Business Services for departmental staff. 7. Provide timely and efficient Ticket Services to all customers. 8. Provide accurate and complete financial information to University officers. Goal III. Pride and Partnerships: Build and maintain partnerships and alliances with essential publics. Benchmarks for Goal III 1. Develop and maintain quality relationships with all coaches and staff. 2. Develop and maintain quality relationships and good standing with the Big 12 and NCAA. 3. Provide complete and accurate financial information to University Departments and to Athletics personnel. 4. Comply with University policies. 5. Share financial information with other Universities to establish strong relationships with other universities. Goal IV. Technology: Maximize the use of technology in providing services and information. Benchmarks for Goal IV 1. Upgrade and update all accounting software. 2. Upgrade and update all ticketing software and utilize capabilities. 3. Upgrade and then maintain state-of-the-art computer technology. 4. Continue to evaluate and Increase number of workstations as necessary. 5. Match Athletics Department software to University Software. PAGE 10 Texas Tech Department of Intercollegiate Athletics As of May 30, 2008

Academics Business Office compliance Compliance External Operations Rawls Course Red Raider Club Strategic Plan - Athletics Compliance Mission Statement Athletic Compliance provides a comprehensive compliance and monitoring program that promotes knowledge of and adherence to NCAA, Big 12 Conference and institutional rules and regulations among members of the athletics department, Texas Tech personnel and members of the athletics community, thereby reducing infractions. Vision Statement Athletic Compliance aspires to achieve a national recognition of excellence in compliance with NCAA, Big 12 Conference, and institutional rules and regulations. Core Values Athletics Compliance will create an environment of excellence in adherence to NCAA, Big 12 Conference and institutional rules, regulations, policies and procedures by members of the Athletics Department, Texas Tech personnel and members of the athletics community. Athletics Compliance is committed to the values of integrity, accountability, excellence, service and accuracy. Goal I. Institutional Control: Build and maintain a compliance program that establishes the highest standard of ethical conduct. Benchmarks for Goal I 1. Continue to convey institutional commitment and emphasize importance from upper management regarding compliance. 2. Increase awareness of NCAA, Big 12 Conference and institutional rules and regulations by all university personnel. 3. Maintain comprehensive compliance systems to effectively monitor NCAA, Big 12 Conference and institutional rules and regulations. 4. Avoid major NCAA violations. 5. 100 percent of staff signs NCAA Certification of Compliance annually. 6. All coaches pass NCAA Coaches Certification Test by 80 percent. 7. Develop a system of standing meetings to increase communication including meetings with the President, weekly meetings with the Athletics Director and bi-monthly meeting with the President s Office. 8. Consistently monitor and evaluate compliance systems. 9. Conduct thorough reviews, such as NCAA or Big 12 Conference compliance reviews, once every two years. PAGE 11 Texas Tech Department of Intercollegiate Athletics As of May 30, 2008

Academics Business Office compliance Compliance External Operations Rawls Course Red Raider Club Goal II. Engagement: Provide quality educational programs for coaches and staff for Compliance. Benchmarks for Goal II 1. Review institutional control, annually, with all staff members. 2. Hold monthly, mandatory Compliance educational meetings with coaches and sport-specific staff. 3. Disseminate Guide to Rules Compliance to TTU Departments as required. 4. Distribute informational literature and information to all student-athletes at beginning of the year meetings. 5. Distribute booster information to all appropriate sources in an effort to educate as many publics as possible. 6. Develop creative ideas to implement education through technology, such as e-mail, the Web, video use, and emerging technologies. 7. Develop an electronic Compliance manual system and maintain/upgrade it as necessary. Goal III. Pride and Partnerships: Build and maintain partnerships and alliances with essential publics. Benchmarks for Goal III 1. Develop and maintain quality relationships with all coaches and staff. 2. Develop and maintain quality relationships and good standing with the Big 12 and NCAA. 3. Promote Texas Tech Compliance in local, regional, and national communities. 4. Attend the Big 12 Conference and participate in workshops on both the Conference and at the national level. 5. Meet with units in the Athletics Department once every two months. 6. Encourage coaches to be proactive in regards to potential compliance issues. 7. Meet annually with staff senate. 8. Meet annually with student-governing body. 9. Build relationships with the media where appropriate. PAGE 12 Texas Tech Department of Intercollegiate Athletics As of May 30, 2008

Academics Business Office compliance Compliance External Operations Rawls Course Red Raider Club Goal IV. Advancement and Accountability: Comply with all requests for forms or information from various agencies such as the NCAA or the Big 12. Benchmarks for Goal IV 1. Submit all squad lists, forms, rosters, and the like, to the Big 12 and NCAA in a timely manner. 2. Work with Financial Aid to ensure all scholarship information is appropriately disseminated. 3. Complete, in a timely manner, all requests for interpretations by coaches and staff. 4. Track and report all violations. 5. Update all policies and procedures in as timely a manner as possible, with respect to all issues of Compliance. Goal V. Human Resources: Invest the human and financial resources necessary to maintain a quality work environment. Benchmarks for Goal V 1. Staff members to attend professional conferences and training seminars and to participate when possible in Compliance workshops and symposiums. 2. Continue to expand the use of technology to help disseminate information and to create better ways to distribute information via this technology. 3. Hire and maintain an engaged work force at appropriate levels. 4. Continue to cross-train the Compliance staff. PAGE 13 Texas Tech Department of Intercollegiate Athletics As of May 30, 2008

Academics Business Office Compliance external External operations Operations Rawls Course Red Raider Club Strategic Plan - Athletics External Operations Mission Statement Athletic External Operations provides support through increased awareness for the athletics program by establishing positive relationships with the general public, media and corporate community. Vision Statement The Athletics External Operations will provide support for the department to meet its goals by providing a sales philosophy that financially supports it while maintaining integrity; by creating a method of building awareness and interest, which results in attendance for our individual programs; by enhancing the image of Texas Tech Athletics by fostering university pride and spirit; and, by creating an environment that emphasizes the highest standards of customer service and stewardship. Core Values External Operations, like the Texas Tech Athletic Department, is committed to the core values of leadership, excellence, and integrity. Goal I. Engagement: Enhance the image of the Athletics Department by developing and maintaining relationships. Benchmarks for Goal I 1. Provide donation items to charitable organizations. 2. Work with coaches to schedule community public appearances. 3. Create awareness and interest in public appearances and programs and promote awareness of how Texas Tech gives back (both by coaches and student-athletes) to the community. 4. Utilize the football stadium club and United Spirit Arena at each home event (football, men s and women s basketball) to enhance business relationships. 5. Maintain a quality relationship and good standing with business partners by providing miscellaneous gifts on a quarterly basis. PAGE 14 Texas Tech Department of Intercollegiate Athletics As of May 30, 2008

Academics Business Office Compliance external External operations Operations Rawls Course Red Raider Club Goal II. Pride and Partnership: Provide superior customer service and stewardship for internal and external constituents. Benchmarks for Goal II 1. Continue to make enhancements to the Athletics Department fan site, and update Web site capabilities and advancements to help increase awareness and the fan experience. 2. Generate corporate partnerships each year to benefit all sports and programs. 3. Meet monthly with campus constituents. 4. Increase Web based promotions and e-mails of promotional opportunities. 5. Continue to work to expand use of emerging technologies in partnership with other groups to create additional entertainment and information streams. 6. Promote to all appropriate media information about our teams and their successes. 7. Create positive media exposure for head coaches and student-athletes. Goal III. Increase base of support at all events and create an enjoyable fan experience at each venue. Benchmarks for Goal III 1. Increase attendance at all sporting events. 2. Conceptualize and create promotional enhancements to events which help foster excitement in a sports total entertainment product. 3. Promote and distribute key information about all events via all avenues available about all sports programs. PAGE 15 Texas Tech Department of Intercollegiate Athletics As of May 30, 2008

Academics Business Office Compliance external External operations Operations Rawls Course Red Raider Club Goal IV. Advancement and Accountability: Maximize production quantity and quality of external operations. Benchmarks for Goal IV 1. Increase licensing royalty revenue. 2. Continue to educate vendors on licensing policies and procedures. 3. Enforce licensing practices. 4. Create and produce compelling, appropriate posters, programs and cover materials for all sports. 5. Create and produce compelling, appropriate news stories, media guides, schedule information and respond to all media inquiries appropriately. 6. Maintain the Athletics Department Web site content to reflect most current information. Goal V. Human Resources: Invest the human and financial resources necessary to maintain a quality work environment for the office and a quality event experience for all sports. Benchmarks for Goal V 1. Staff members to attend professional conferences and training seminars. 2. Update software and computers for all staff full and part time. 3. Hire and maintain an engaged work force to include internship opportunities for students, both graduate and undergraduate level, especially in the areas of event marketing and promotions and graphic design. 4. Increase the Texas Tech Sports Network to include broadcasting all appropriate events 5. Train staff to effectively use technological tools available to them PAGE 16 Texas Tech Department of Intercollegiate Athletics As of May 30, 2008

Academics Business Office Compliance External Operations Rawls rawls Course course Red Raider Club Strategic Plan - Rawls Golf Course Mission Statement The Rawls Golf Course will be one of the top-ranked collegiate golf courses in the nation and will establish positive relationships with its clients. Vision Statement The Rawls Golf Course will provide customers with an unforgettable round of golf and will provide a firstclass home course for Texas Tech s golf teams. Operating a golf shop, restaurant and driving range, in addition to the course, the businesses will provide self-sustaining revenue. Core Values The Rawls Golf Course is committed to the core values of excellence, integrity, and customer service. Goal I. Engagement: Enhance the image of the Athletics Department by hosting exceptional events. Benchmarks for Goal I 1. Host community events, such as juniors golf tournaments, to benefit the community. 2. Host events on behalf of the university, such as Cross Country meets, fund-raising tournaments, etc., to further enhance the department and the Lubbock community. 3. Continue to operate a high-quality golf course pro shop, driving range and restaurant as part of the normal course of a full-scale golf course operation. 4. Act as host for collegiate golf events. 5. Maintain a quality relationship and good standing with all business partners. PAGE 17 Texas Tech Department of Intercollegiate Athletics As of May 30, 2008

Academics Business Office Compliance External Operations Rawls rawls Course course Red Raider Club Goal II. Facilities and Technology: Create and maintain a quality physical environment with enhanced technology appropriate to the industry. Benchmarks for Goal II 1. Conduct ongoing review of golf industry advancements in technology and equipment. 2. Maintain appropriate hardware and software to enhance business practices. 3. Maintain the golf course to the highest physical standards possible. 4. Promote any best course or restaurant list honors received to heighten the reputation of the course and the department regionally and nationally. Goal III. Human Resources: Invest the human and financial resources necessary to maintain both a quality work environment and a first-class golf operation. Benchmarks for Goal III 1. Attend golf-industry specific seminars and workshops as appropriate. 2. Continue to hire a capable, diverse work force to carry out the mission of the course. 3. Provide appropriate opportunities for student workers. 4. Participate in weekly meetings with Athletics Department personnel to educate entities on the nature of the golf business. Goal IV. Pride and Partnership: Provide superior customer service and stewardship for all clients. Benchmarks for Goal IV 1. Maintain memberships in both men s and women s golf groups. 2. Serve consistently high quality meals at course restaurant each year. 3. Host a profitable number of rounds of golf each year. 4. Work with existing vendors to provide the best possible equipment and golf experience for customers. 5. Create new and beneficial partnerships with golf industry vendors when feasible. 6. Host an appropriate number of golf tournaments to benefit the community without sacrificing the goal of fiscal responsibility. Continue to work with the department to balance those issues. PAGE 18 Texas Tech Department of Intercollegiate Athletics As of May 30, 2008

Academics Business Office Compliance External Operations Rawls rawls Course course Red Raider Club Goal V. Advancement and Accountability: Develop a fiscally sound business and maintain a reputation for excellence in customer service. Benchmarks for Goal V 1. Operate a profitable golf course. 2. Operate a profitable restaurant, pro shop and driving range. 3. Respond to all requests for reports in a timely manner to various agencies, such as Big 12, NCAA, and Professional Golf Associations. 4. Report weekly and monthly inventory, pro shop and food and beverage reports on time. 5. Create and analyze cost of sales reports. 6. Apply for all appropriate licenses as required to conduct all business operations. PAGE 19 Texas Tech Department of Intercollegiate Athletics As of May 30, 2008

Academics Business Office Compliance External Operations Rawls Course red Red raider Raider club Club Strategic Plan - Red Raider Club Mission Statement The Red Raider Club (RRC) provides a comprehensive annual giving program to provide funding for the athletic scholarships and other Athletic Department needs. Vision Statement The Red Raider Club will be recognized as a leader in athletic development in the Big 12 Conference and nationally by generating revenue through donations and innovative programs. Core Values The Red Raider Club is committed to the core values of leadership, excellence, and integrity. Goal I. Raise funds to allow the Athletic Department to remain competitive. Benchmarks for Goal I 1. Increase membership each year of both Red Raider Club and Student Red Raider Club. 2. Generate at least $800,000 in membership revenues from the Dallas/Fort Worth region, annually; and at least $400,000 in membership revenues from the Houston region. 3. Red Raider Club unrestricted donations to $3 million, annually. 4. Increase the number of Clifford B. Jones individual position endowments of $200,000, each year. 5. Host and/or implement profitable fund-raising events, such as golf tournaments. 6. Expand knowledge of and information about the comprehensive donor-based-giving programs and packages. Goal II. Develop a marketing plan for the Red Raider Club. Benchmarks for Goal II 1. Create an expanded, updated Web site which details the history of the Red Raider Club and which provides up-to-date information about all RRC programs. 2. Publish an annual newsletter. 3. Utilize the Red Raider Sports magazine. 4. Increase Web based promotions and e-mails. 5. Continue to promote Red Raider Club Membership drive and supplement the effort with a widespread educational campaign for donor based packages. PAGE 20 Texas Tech Department of Intercollegiate Athletics As of May 30, 2008

Academics Business Office Compliance External Operations Rawls Course red Red raider Raider club Club Goal III. Increase membership in the Student Red Raider Club. Benchmarks for Goal III 1. Increase benefits for students. 2. Increase student involvement with coaches and staff. 3. Enhance marketing of Student Red Raider Club Goal IV. Develop better technological solutions. Benchmarks for Goal IV 1. Implement new software applications to reduce duplication of data entry. 2. Create and sustain e-mail notification programs and look for other emerging technologies. 3. Increase national visibility through telemarketing. PAGE 21 Texas Tech Department of Intercollegiate Athletics As of May 30, 2008