athletic department business plan

Achieving Athletic Excellence: A Step-by-Step Strategic Planning Checklist

Scott M Garvis

Creating a strategic plan for an athletics department is crucial for achieving long-term success and fulfilling the department's mission and goals. Below is a detailed checklist for developing a comprehensive strategic plan for your athletics department:

1. Establish a Planning Team:

• Identify key stakeholders, including coaches, staff, student-athletes, alumni, and administrators.
• Appoint a planning committee with diverse perspectives and expertise.
• Assign a dedicated project manager to oversee the planning process.

2. Define the Purpose and Scope:

• Clearly articulate the purpose and objectives of the strategic plan.
• Determine the timeframe for the plan (e.g., 3-5 years).
• Identify the specific areas within the athletics department to be addressed (e.g., sports programs, facilities, budgeting, marketing).

3. Conduct a SWOT Analysis:

• Analyze the department's strengths, weaknesses, opportunities, and threats.
• Gather data on financial resources, talent, facilities, competition, and market trends.

4. Develop a Mission and Vision Statement:

• Craft a concise and inspiring mission statement that defines the department's purpose.
• Create a visionary statement that outlines the department's long-term aspirations.

5. Set Clear Goals and Objectives:

• Define specific, measurable, attainable, relevant, and time-bound (SMART) goals.
• Develop objectives aligned with each goal that outline the steps required for achievement.

6. Assess Resources:

• Review the department's budget and funding sources.
• Evaluate staffing levels, including coaches, support staff, and administrative personnel.
• Assess the state of athletic facilities, equipment, and technology.

7. Conduct Stakeholder Engagement:

• Gather input from coaches, student-athletes, parents, alumni, and other stakeholders through surveys, focus groups, and meetings.
• Consider the perspectives and needs of all involved parties.

8. Analyze Competition and Trends:

• Research competitors' programs, successes, and strategies.
• Stay informed about trends, rule changes, and emerging technologies.

9. Develop Action Plans:

• Create detailed action plans for each goal and objective, including responsible parties, timelines, and key performance indicators (KPIs).
• Allocate resources effectively to support these action plans.

10. Prioritize Diversity, Equity, Inclusion, & Belonging Initiatives:

•  Incorporate DEIB principles into all aspects of the strategic plan, including recruitment, leadership, and programming.
• Set specific DEIB goals and measures for improvement.

11. Budget and Financial Planning:

• Develop a comprehensive budget that aligns with the strategic plan's goals.
• Identify potential revenue streams, cost-saving measures, and fundraising opportunities.

12. Marketing and Branding:

• -Create a marketing and branding strategy to promote the athletics department and its programs. -
• Establish guidelines for consistent messaging and visual identity.

13. Facilities and Infrastructure:

•  Assess the condition of existing facilities and prioritize upgrades or renovations.
• Explore opportunities for new facility development, if needed.

14. Compliance and Governance:

• Ensure adherence to State association rules and regulations.
• Review and update department policies and procedures as necessary.

15. Monitoring and Evaluation:

• Establish a system for regular progress monitoring and reporting.
• Periodically review the strategic plan and make adjustments as needed.

16. Communication and Transparency:

• Communicate the strategic plan to all stakeholders, including staff, athletes, alumni, and the broader community.
• Encourage ongoing transparency and feedback.

17. Execute and Evaluate:

• Implement the action plans and track progress towards goals.
• Regularly evaluate the effectiveness of the plan and make adjustments as necessary.

18. Celebrate Achievements:

• Recognize and celebrate successes along the way to keep morale high.

19. Plan for Continuity:

• Develop a plan for how the strategic plan will be sustained and updated after its initial term.

20. Document and Share the Plan:

• Compile the final strategic plan document for reference and distribution.

Remember that a strategic plan is a dynamic document that should adapt to changing circumstances and goals. Regularly review and update the plan to ensure that your athletics department remains aligned with its mission and focused on achieving its objectives.

Download the Strategic Plan Example provided by Scott Garvis C.M.A.A.

We Understand ADs

From strategic planning to day-to-day management, Bound is your partner! Bound offers a single-source solution providing the technology and tools that enable your Activities Department to streamline the tasks that bog you down. This frees up the time and resources necessary to build a successful program.

Built by ADs Just Like YOU

Let's talk about how Bound can change your life!

Sign up for more like this.

Strategic Plan for Athletics

To the Vanderbilt Community,

At Vanderbilt, we firmly believe it takes collaboration, ambition and a sound strategy to achieve excellence — whether on the field of play or in the classroom.

Indeed, the best plans are based on precise research, an honest assessment of strengths and weaknesses and a careful examination of the competition. Successful plans — like many efforts at Vanderbilt — rely on trust, transparency and teamwork at every turn. They are nothing without faithful execution, open communication and a willingness to adjust along the way.

As we have developed Vanderbilt’s Strategic Plan for Athletics, we’ve adopted many of the skills embodied by our university community: extensive research, careful planning, consensus-building and transparency. We talked to students, faculty, staff, alumni, donors, fans, coaches, student-athletes, media, industry experts and more. Through focus groups, surveys, one-on-one conversations and a series of planning meetings, we have embraced different perspectives in our community and created a plan that will lead us all forward.

Vanderbilt’s Strategic Plan for Athletics is guided by our vision to deliver the preeminent student-athlete experience in college athletics, providing the opportunity for our student-athletes to succeed in all areas of their lives. It details our commitment to innovation and leadership through five key areas of operation: Academic and Personal Development, Athletic Excellence, Stakeholder Engagement, Fan Experience and Financial Performance.

Our success with the Strategic Plan for Athletics relies on the entire Vanderbilt community and will require many different teams to work actively, cooperatively and closely together.

As with any plan, success comes not from words on paper but from action in the real world. Our success with the Strategic Plan for Athletics relies on the entire Vanderbilt community and will require many different teams to work actively, cooperatively and closely together. When we all know where we’re headed, we can each play our part in helping to reach our goals.

Vanderbilt is a special place and our supporters are amazing people. We truly appreciate your passionate support of the hardest-working student-athletes in the country.

Together, guided by Vanderbilt’s Strategic Plan for Athletics, we are Growing Forward.

Anchor Down!

Candice Storey Lee Vice Chancellor for Athletics and University Affairs and Athletic Director

Susan R. Wente Provost and Vice Chancellor for Academic Affairs

A PROGRAM WITH A PURPOSE

The mission of vanderbilt university athletics is to prepare student-athletes to become leaders and champions by placing the highest values on integrity, character, sportsmanship and victory., vanderbilt’s promise of excellence.

As a university, Vanderbilt delivers on a promise of excellence.  As an athletics department, we have identified significant existing strengths that will serve as platforms from which we will continue to deliver, build and improve:

• Proven track record of academic excellence and an integrated experience
• Measure of competitive success with five national championships and multiple conference titles
• Emphasis on sustained integrity and exceptional leadership – on and off the field
• Rich and pioneering history and commitment to diversity and inclusion
• Focus on personal development and service opportunities

Opportunities for Future Success

Our athletics department must reflect the excellence of the vanderbilt way  and fully deliver on its promise for all our student-athletes..

We must strategically address the following opportunities facing the Vanderbilt Athletics Department:

• Ensure our resources and facilities provide our student-athletes with every ability to maximize their full potential
• Continue to expand our comprehensive career development resources to allow our student-athletes to reach, and succeed in, their desired fields of work
• Deepen our communication with our fans, alumni and community, all of whom have expressed a strong desire for a successful athletics department that transparently articulates its vision and strategy
• Increase self-generated funding by creating new revenue streams and improving existing ones
• Sustain a winning organization for employees of the Vanderbilt Athletics Department

A CLEAR DIRECTION

We formed a core team of athletics, faculty and central administrative representatives to create our strategy.

Vanderbilt University’s Strategic Plan for Athletics – GUIDING FRAMEWORK

To deliver the preeminent student-athlete experience in college athletics, providing the opportunity for our student-athletes to succeed in all areas.

Four goalposts.

Together, we will serve our stakeholders and hold ourselves accountable to Vanderbilt University Athletics Department’s mission – to become the preeminent model for the holistic student-athlete experience.

Together, we will invest in the required resources for our student-athletes to develop and grow — in the classroom, on the field, and in the professional field of their choice.

Together, we will reap the benefits of our efforts while standing for integrity and exceptional leadership. We will seek to prosper and win — both on and off the field.

Sustainability

Together, we will create an environment for sustained excellence , building a fundamental philosophy and core ethos designed to last.

FIVE STRATEGIC FOCUS AREAS

To achieve our vision and deliver on our values, five strategic focus areas have been identified. Each has strategic initiatives designed to drive execution.

1. Academic & Personal Development

Use our Athletics platform as a model for the commitment to academic and personal development espoused by Vanderbilt University.

2. Athletic Excellence

Optimize the ability of our student-athletes to win and consistently compete for championships across our entire sports portfolio.

3. Stakeholder Engagement

Actively work with our partners across the university, alumni and the nashville community through regular communication, outreach and engagement., 4. fan experience.

Raise the prominence of the Vanderbilt Athletics brand and deepen our community impact by delivering an engaging fan experience.

5. Financial Performance

Increase self-generated funding through creating new revenue streams and improving existing ones.

1. ACADEMIC & PERSONAL DEVELOPMENT

Fulfill our mission to be the preeminent student-athlete model in college athletics through continued academic excellence, while promoting additional personal and professional development opportunities..

• Holistic Programming: Maintain our focus on the academic excellence and integrity of our student- athletes and expand academic, career, personal leadership, development, and mental health services and programming to ensure sustained success.
• Career Development: Amplify our professional development services by enhancing our internship program and building connections with top-ranked national and international employers. Further, we will leverage our industry connections to create athlete-specific career pathways.
• Alumni Engagement: Extend the relationship between student-athletes and Vanderbilt post- graduation by creating formal mentorship communities for all sports. Establish an alumni association to enrich engagement and connection with former student-athletes.
• Spur Innovation: Encourage student-athletes to pursue innovation through a potential partnership with the Wond’ry and other campus/community partners.
• NCAA Policy Preparedness: By building a proactive and nimble organization, we will ensure we are prepared to meet any potential changes to NCAA policy or legislation.

2. ATHLETIC EXCELLENCE

Optimize the ability for our student-athletes to consistently compete and win at the highest levels across our entire sports portfolio..

• Training Facilities: Provide the requisite training, development and sports performance facilities (as determined by the Master Facility Plan).
• Competition Facilities: Build or renovate competition venues (as determined by the Master Facility Plan) to achieve the standard needed for impact.
• Sports Performance Programming: Design and deliver a cohesive and integrated Sports Performance Program that offers top-quality mental health, sports psychology, strength and conditioning, rehabilitation, sports medicine and nutrition resources. Focus on utilization of technology, innovation and partnerships with the campus and community.
• Coaching Staff: Continue to attract, retain and develop championship-caliber coaches to ensure the maximum development of our student-athletes.
• Value Proposition: Attract the very best by designing and activating our value proposition consistent with Vanderbilt’s mission statement and the Nashville experience: The Degree. The City. The SEC.

3. STAKEHOLDER ENGAGEMENT

• Faculty and Student Engagement: Focus on better methods to serve our students, faculty and administration by building strong connections and fostering richer engagement with our campus community.
• Community Connection: Expand athletics-specific programming for the greater Nashville community through an expanded slate of club sport options, recreation leagues, and varied curriculum for camps and events throughout the year.
• Multi-Use Infrastructure: Design and leverage our athletics infrastructure as multi-use and multi- functional spaces.

4. FAN EXPERIENCE

Raise the prominence of the vanderbilt athletics brand and deepen community impact by delivering a highly engaging fan experience..

• Game Day Experience: Optimize the game day experience through refreshed pre-game and in- game programming, additional fan engagement opportunities, improved food and beverage options, and alternate viewing and entertainment options.
• Relationship Building: Deepen and retain existing relationships with our fans by designing year- long engagement models and enhancing feedback mechanisms to track and incorporate input. Enhance engagement events in areas with key alumni support.
• New Fan Acquisition: Attract new fans to Vanderbilt Athletics by designing targeted outreach and improving the quality of information to key groups.

5. FINANCIAL PERFORMANCE

Increase self-generated funding by creating new revenue streams and improving existing ones..

• Fundraising: Focus on increasing philanthropic contributions to annual giving and capital campaigns through increased donor stewardship and outreach.
• Other Revenue Streams: Continue our emphasis on financial sustainability while expanding our major streams of revenue through a renewed dedication to licensing and sponsorship efforts. Explore additional self-generated revenue streams.
• Endowments: Seek to endow scholarships and major administrative positions and head coaching roles.

GROWING FORWARD

We want to express our gratitude to all members of the Vanderbilt community who contributed input and feedback during the strategic planning process. We know that Vanderbilt is great because of the power of many. Our efforts to shape the future of Vanderbilt Athletics would not have been possible without the passion and engagement from our student-athletes, coaches, staff, university partners, faculty, alumni, donors and fans.

We recognize that we have undertaken an ambitious path for growth and that we have an exciting and challenging journey ahead of us. Hard work and diligence will be critical to our success.

Together, we will make a difference on the field, on the court, in the classroom and in our community. We will immerse ourselves in learning and discovery and work together toward a bright future for us all.

We know where we want to go, and we know the way to get there.

One way. the vanderbilt way., your vanderbilt.

• Current Students
• Faculty & Staff
• International Students
• Parents & Family
• Prospective Students
• Researchers
• Sports Fans
• Visitors & Neighbors

Quick Links

• Varsity Sports
• Intramural Sports
• Recreation and Wellness Center
• Commodore Club
• Commodores Gear
• A-Z: Athletics

2020-2025 NCCU Department of Athletics Strategic Plan

Soaring into an "era of excellence".

“The more difficult the victory, the greater the happiness in winning.” - Pele

Introduction  The North Carolina Central University (NCCU) Department of Athletics Strategic Plan 2020-2025 will serve as the roadmap for the next five years as NCCU Athletics strives to become a top tier, Division I Athletics and Football Championship Subdivision program.

This plan represents the culmination of work over the past year by a planning committee comprised of representatives from the NCCU Department of Athletics and other campus units. Input gathered from both focus groups and individual stakeholders, to include student-athletes, faculty, staff, student leaders, campus administrators, alumni, former student-athletes, corporate partners, athletics donors and community partners, represents the department’s commitment to inclusivity and will shape the future of NCCU Athletics in providing a phenomenal Eagle student-athlete experience.

The NCCU Athletics Strategic Plan is closely aligned with the university’s 2019-2024 Strategic Plan – Charting A New Landscape for Student-Centered Success, and provides goals and detailed objectives echoing the university’s commitment to student success and unprecedented institutional growth. The NCCU Athletics Strategic Plan reaffirms the four strategic goals set forth in the university strategic plan: Student Access and Success, Innovation, Research and Entrepreneurship, Collaboration and Partnership, and Institutional Sustainability. The NCCU Athletics Strategic Plan will be benchmarked, monitored and measured annually, prioritizing the financial resources needed to execute successfully.

Department of Athletics Accomplishments  The NCCU Athletics Strategic Plan builds off the Department of Athletics’ previous strategic plan executed during the transition from NCAA Division II membership to become a full NCAA Division I institution in the summer of 2011. The previous strategic plan was approved by the NCAA and NCCU Board of Trustees, and provided the direction for developing what is now a competitive NCAA Division I FCS program. There have been several notable accomplishments as a result of the execution of the previous strategic plan that included five areas of focus:

Academic Accomplishments of student-athletes have been a cornerstone of the Athletics Department’s mission, and is considered in virtually every facet of the department’s operations. Successfully growing the Student-Athlete Support Services team has impacted every component of students’ success in the classroom. Positive increases have been achieved in the number of graduates, their cumulative grade point averages, and the Athletics Department’s annual NCAA Academic Performance Rate (APR) and Graduation Success Rate (GSR). In addition, student-athletes have been selected for the Chancellor’s Award for Academic Excellence, and as Cheatham-White Merit scholars.  The Athletics Department has utilized the summer bridge Preparing to Soar Program for freshmen student-athletes to successfully graduate student-athletes in less than four years; it was recently featured nationally in the summer 2019 NCAA magazine, Champion.

Athletic Success has become a significant source of pride among the campus community and for Eagle alumni around the country. The 2016 football team won the Mid-Eastern Athletic Conference championship and played in the Air Force Reserve Celebration Bowl.  The men’s basketball program has captured four MEAC Tournament titles with four trips to the NCAA Tournament and an NIT appearance, and men’s tennis earned the 2014 HBCU National Championship. Individual honors have included eight MEAC Players of the Year, five MEAC Coaches of the Year, two Major League Baseball draftees, and one National Football League draft pick.

Student-Athlete Health, Wellness and Well-Being has risen in importance in the ever-changing climate of intercollegiate athletics, and the NCCU Athletics Department has evolved to be trendsetting for all HBCU institutions. The Athletics Department has added an essential Sports Performance component, focusing on sports medicine, strength and conditioning, nutrition, and mental health. Sports medicine staffing has increased from one full-time athletic trainer to five full-time and two certified intern athletic trainers. Strength and conditioning has grown and is dedicated to providing comprehensive weight training programs for all the department’s intercollegiate athletic programs. Monitoring student-athletes’ diets is now achieved through a new sports nutrition specialist. Lastly, the Athletics Department is at the forefront in the implementation of mental health and substance abuse services for student-athletes.

Leadership and Service opportunities have strengthened the Athletics Department’s “town and gown” relationships through the compassionate and humanitarian actions of coaches and student-athletes. The Athletics Department is committed to producing empathetic and globally-aware graduates through community service initiatives. In 2018-2019, the Athletics Department contributed 11,715 hours of community service to the greater Triangle area, earning first place out of more than 200 institutions in the Helper Helper national competition. The Athletics Department looks to increase its footprint in the community and encourage its student-athletes to positively affect future generations of Eagles.

Athletics Administration focus has allowed the NCCU Athletics Department to achieve significant growth in the areas of external relations and sports performance. With the creation of a development office, donor relations have improved and financial gains have been realized due to the increase in the number of fundraising staff within the development office. The growth of the development office has also positively impacted relations with the Eagle Club, the official booster organization, and has contributed to an increase in the number of donors. With an emphasis on optimizing the services offered to student-athletes in the areas of physical, nutritional and mental health, staff additions have been provided in all areas of sports performance. These achievements have assisted in elevating the NCCU Athletics program, which has been recognized locally, regionally and nationally for its progressive and creative resourcefulness, while still classified as a limited-resource program.

The Planning Document  The NCCU Department of Athletics Strategic Plan 2020-2025 outlines the critical steps needed to move the Athletics Department forward in responding to the needs of student-athletes, fans, donors and the marketplace.  As the department expands its footprint and brand locally, regionally, and nationally, student success will be at the forefront of all planning, programming and assessment.

The Department of Athletics is committed to fielding competitive teams, creating experiences for student-athletes that enhance their educational experience and providing professional development opportunities for student-athletes to become influencers in an ever-changing global society. The NCCU Athletics strategic plan incorporates a collaborative spirit and promotes cross-departmental engagement to broaden the impact of athletics on and off campus.

The NCCU Athletics Strategic Plan 2020-2025 is guided by four strategic priorities:

• Support and promote academic, personal, professional and student-athlete well-being development and initiatives.
• Enhance athletic competitiveness of all sports programs.
• Building an athletics budget that will position the athletics program to become a top NCAA Division I FCS program.
• Elevate the eminence of the NCCU Athletics brand through collaborative partnerships.

The strategic plan is organized into key components: Vision , which champions our position within the NCAA Division I landscape; Mission , which defines why we exist; Core Values , which are our guiding principles that describe how we will operate and serve as the foundation for how decisions are made; and Goals, Objectives and Strategies , which articulates our broad intentions and our more concrete and precise activities to accomplish our strategic priorities.

Vision  To be a premier athletics department that produces champions in academics, athletics and leadership.  Mission  The North Carolina Central University Department of Athletics places the highest priority on the quality academic and athletic experience as part of the overall education of student-athletes. We seek to promote the personal and social development of our student-athletes, coaches and all others associated with the NCCU athletics programs. We recognize the positive impact of athletic participation on the individuals, campus community and community at-large.  We strive to present a national model program that culminates into strongly competitive performances in the classroom, on the athletic field and in the community.  Core Values  Integrity – stand on moral and ethical principles; exude honor, honesty and character.  Fairness – demonstrate impartial, equitable and trustworthy behavior.  Civility – treat others with courtesy and respect.  Responsibility – explore opportunities and be accountable for outcomes.  Inclusiveness – embrace individual differences and sustain a community of belonging.   

Goal 1. Student-Athlete Success 

The Department of Athletics will cultivate student-centered collaborative programs that create an environment which provides opportunities for personal and professional growth for life at NCCU and beyond.

• Establish early planning for academic and career success through student-athlete orientations, seminars and leadership academy.
• Introduce student-athletes to faculty, staff and peer mentors within the departments of major interest.
• Achieve department grade point average of 3.0, an overall department Academic Progress Rate (APR) of 975, and Graduation Success Rate (GSR) of 85%.
• Increase access to freshmen student-athletes to the Aspiring Eagles program and increase the number of freshmen participating in summer bridge programs to 50% of the incoming student-athlete class.
• Hire an academic support services staff member to increase the number of academic support counselors available to student-athletes.
• Deliver mental health assistance through designated counselors and external resources for individual and group support.
• Inform student-athletes about the support systems that are available to them through the department and university. 
• Conduct annual mental health first aid certification for all athletics department staff.
• Conduct workshops for student-athletes to enhance soft and critical thinking skills needed to succeed in the workplace environment.
• Develop a leadership academy that will program specific activities based on classification of student-athletes.
• Advance peer-to-peer mentoring programs and other development opportunities such as international travel activities for teams and individual student-athletes.
• Achieve 5,000 hours of community service annually.
• Foster a robust career development program by creating networking opportunities for student-athletes with local business, professional leaders and successful alumni.
• Expand student-athlete participation in leadership decision-making through the Student-Athlete Advisory Committee (SAAC) and the Athletics Director’s Captain Council.
• Facilitate student-athlete collaboration with other campus organizations.
• Spotlight student-athletes who are actively engaged in organizations and activities on and off campus through social media platforms and during formal presentations to campus leadership.
• Identify athletics staff to serve as advisors to campus organizations and clubs.
• Facilitate presentations from co-curricular programs in athletic settings.

Goal 2. Athletic Achievement 

The Department of Athletics will commit to competing at the highest levels of the Mid-Eastern Athletic Conference and NCAA Division I - Football Championship Subdivision. 

• Ensure salaries are competitive with successful peer institutions.
• Develop a retention strategy that includes contracts for all head coaches.
• Identify opportunities for professional development for all athletics coaches and staff and allocate and seek additional funding to support participation.
• Conduct an assessment and inventory of peer leadership development for assistant coaches and junior staff aspiring to become head coaches or senior level athletics administrators.
• Establish mechanisms to reward extraordinary employees to include administrative staff.
• Raise the scholarship allotment for all sports to $6 million.
• Grow recruiting budget by 50%.
• Develop a plan to recruit more prospective transfers and international student-athletes.
• Create efficient mechanisms for recruiting travel on and off campus.
• Increase student-athlete satisfaction and retention by conducting an assessment of tools such as Student-Athlete Season Survey, Student-Athlete Senior Exit Survey and Student-Athlete Exit Survey to collect feedback from student-athletes.
• Recruit and retain sports performance experts to include the addition of certified athletic trainers, a reconditioning specialist, a sports psychologist, and a certified strength and conditioning specialist.
• Incorporate injury prevention programs into each aspect of sports performance to include ACL prevention, Arm Care and Concussion reduction.
• Provide state-of-the-art equipment for elite strength and conditioning, athletic training and nutrition.
• Recruit a graduate assistant to work with research projects to analyze data collected from the student-athlete population in the areas of concussion management, functional movement and cardiac evaluation.
• Conduct more pre-and post-performance assessments to determine the best training programs for student-athletes.
• Ensure student-athletes are provided with nutritious food options on campus and while traveling representing the university.
• Establish an inventory of facility priorities that correlate with the University Master Plan through a thorough needs analysis assessment to include O’Kelly-Riddick Stadium and the track & field complex.
• Identify funding sources for highest priorities to include repair and reserve funding for all facilities.
• Create an operational plan for facility upgrades that will include maintenance plans and usage policies for internal and external users that meet all state, university and federal guidelines.
• Ensure that 80% of teams will compete in MEAC conference championships annually.
• Field competitive men's and women's sports programs that will finish overall in the top five of the conference standings annually.
• Regulate that all sports programs will create and implement team-specific operational plans in alignment with the university and department strategic plans. 
• Explore additional technology-based NCAA Compliance platforms to ensure the best system is used to monitor and enforce all NCAA Bylaws.
• Digitize all compliance forms to improve and streamline internal processes and procedures. 
• Create additional social media platforms to enhance the existing compliance education program for all constituents. 
• Engage more faculty in A-Squared workshops to enhance partnerships for the academic success of student-athletes.
• Increase the number of faculty who utilize student support systems, such as Degree Works, Navigate and Blackboard. 
• Conduct assessment of existing resources focused on Athletics branding in comparison to our peer Division I institutions.
• Expand on existing market analysis to demonstrate NCCU’s Athletics programs’ impact beyond the Triangle region.
• Develop at least three new initiatives that provide opportunities for national exposure. 
• Create partnerships with Student Affairs and Academic Affairs to help promote NCCU’s scholar-athletes, programs and championships.

Goal 3. Financial Responsibility

The Department of Athletics will expand its revenues, while promoting a fiscally healthy and responsible Division I Athletics program.

• Increase self-generated revenue by 2% per year to an overall 40% of the Athletics budget by 2025.
• Retain at least 80% of current season ticket holders and increase new season ticket holders by 15%.
• Expand annual fund scholarship support by 10% per year.
• Grow corporate sponsorship by 15% per year.
• Identify 2-4 major gifts per year.
• Meet all game guarantee revenue projections through strategic scheduling for revenue-generating sports.
• Improve processes and procedures for tailgating, parking and concessions to meet revenue projections annually.
• Create additional revenue streams through the rental of athletics facilities by developing a robust marketing plan for facility rentals.
• Submit at least two grant proposals to the NCAA and foundations that support intercollegiate athletics.
• Implement gender equity plan to include the addition of women’s golf and women’s soccer or lacrosse.
• Align multi-year budgets annually and adjust for industry variances utilizing realistic revenue projections based off of previous years’ data and contractual agreements.
• Construct delineations of responsibility in the athletics business office for the specific areas of scholarship management, procurement, budget management and personnel reporting.
• Establish a purchasing position within athletics to create efficiencies through procurement and accounts payable. 
• Create a medical billing position to improve the athletics insurance billing process, reduce costs, and increase revenue.
• Review results of internal and external audits to improve departmental efficiencies.
• Develop an inventory system which will track and maintain all athletics equipment and apparel to improve control of fixed assets.
• Conduct surveys and re-establish the fan experience committee to measure fan satisfaction.
• Engage students in game day opportunities to increase attendance.
• Create an entertainment venue that appeals to multiple demographics.
• Design hospitality experiences that drive tickets scans and incentivizes game day engagement from non-season ticket holders.
• Execute demographic needs analysis to determine programming for multiple constituencies to include K-12 groups, young alumni and nontraditional student populations.
• Strengthen stewardship program by including student-athletes, coaches and Director of Athletics.
• Produce communications plans that engage fans regularly to include an exploration of in-venue technology focused on improving the game day experience.
• Increase investment in marketing and the fan engagement budget and staff to heighten awareness of the athletics program.

Goal 4. Collaborative Partnerships 

The Department of Athletics will optimize opportunities to foster collaborative relationships with campus and community partners. 

• Create an Athletics Board of Visitors in alignment with other NCCU colleges Boards of Visitors.
• Increase the number of athletics staff members participating in community organizations and boards to enhance visibility.
• Raise the presence of NCCU coaches and staff in the community through speaking opportunities and service activities.
• Develop relationships with merchants who are connected with NCCU fans on local and regional levels.
• Expand the number of organizations and individuals involved with the Director of Athletics Women’s Network (DAWN).
• Upgrade data collection system to increase the number of E-Varsity Club members.
• Create a quarterly newsletter to highlight current and former student-athletes.
• Implement an annual engagement plan to increase participation of E-Varsity Club members in engagement activities.
• Conduct engagement activities in cities with large alumni bases. 
• Develop an E-Varsity Club speaker series to provide a platform to engage current and former student-athletes in a professional setting.
• Work with the Office of Career Services and Outreach to establish nontraditional professional development support such as online services for student-athletes who travel extensively.
• Establish an annual plan of activity between student-athletes and other student organizations and university resources.
• Create sessions for student-athletes and parents during university orientations.
• Partner with BBRI and BRITE to conduct sports science research.
• Create collaborative experiential learning opportunities within athletics that directly correlate to student learning outcomes.
• Develop and disseminate fact sheets on NCAA rules that are pertinent to faculty with regards to academic integrity.
• Produce a brochure for campus and community partners on NCAA rules.
• Conduct education sessions for campus and community partners at least once per academic year.
• Incorporate a compliance presentation in the NCCU Management Development Institute (MDI).

“Champions keep playing until they get it right.”

Billie Jean King

Download PDF version of the NCCU Department of Athletics Strategic Plan 2020-2025

Thanks for visiting !

The use of software that blocks ads hinders our ability to serve you the content you came here to enjoy.

We ask that you consider turning off your ad blocker so we can deliver you the best experience possible while you are here.

Thank you for your support!

Follow @FinalForms on Twitter

8 Strategies: Organizational Management for Athletic Departments

FinalForms Media on November 19, 2021

Running an athletic department is no easy task. As a director, you have many people to look after, events to coordinate, regulatory deadlines to meet, and facilities to manage.

With so much going on throughout the year, it’s critical to have a robust organizational management strategy in place to ensure operational efficiency across all areas of your department.

Having an organizational management strategy and sticking to a plan can make all the difference in creating a successful, cost-effective, and high-performing athletic environment.

What is organizational management?

Organizational management is the process of analyzing, planning, and executing various strategies that help achieve specific goals. It’s an umbrella term that typically covers many smaller areas of focus.

The concept also applies to athletic departments that have to carefully manage human, financial, physical, and digital resources.

Ultimately, athletic departments of all sizes need to use organizational management to stay on track and in compliance with state, local, and school-specific regulations. 

Why is organizational management important?

Athletic departments can be very competitive, especially in districts with high expectations for performance and achievement. You’re looking to help students play in college and secure scholarships while racking up team victories along the way.

Unfortunately, such goals aren’t easy to fulfill. Athletic departments often fall short in these pursuits due to a lack of clear and effective organizational management.

When this happens, everyone suffers — administrators, coaches, students, parents and caregivers, and the community at large. Disorganization often leads to compliance issues, missed opportunities, and high administrative turnover — none of which are beneficial for athletic department stakeholders.

Which organizational management strategies should I use?

Athletic departments vary in size, structure, and needs. As such, there isn’t a single blueprint that you can use to build an organizational management strategy. Generally speaking, it’s much more effective to analyze your department and then form a policy around your specific challenges and goals. 

With that in mind, here are eight strategies that you should strongly consider when creating policies for your athletic department.

1. Chain of command

Athletic departments are made up of multiple coaches, supporting staff members, teachers, advisors, parent groups, and consultants. As such, it’s necessary to have a chain of command or hierarchical structure, so that all employees and participants have a clear understanding of their roles, expectations, and limitations.

In an athletic environment, a participant should ideally have no more than one direct supervisor to report to. This eliminates confusion and prevents conflicts from occurring. 

Chain of command is particularly important following the pandemic, where staff members need to adhere to strict protocols regarding issues such as masks, vaccines, quarantines, and COVID-19 prevention and awareness. Staff members that go rogue and form their own rules can become a major liability. Having a chain of command in place can reduce issues and bad decisions, resulting in a safer environment for all stakeholders.

Chain of command checklist

• Keep a master list of names and titles 
• Communicate title and supervisor changes to all stakeholders 
• Be fair and consistent about disciplining individuals 

2. Personnel management

While having a chain of command helps ensure compliance, it doesn’t address staff behavior and performance. As such, it’s vital to have an effective personnel management system in place to keep staff members on track and in line. 

Your personnel management strategy should directly support your official department policies and procedures. There should be firm rules and regulations in place, along with personal expectations and goals for each staff member.

It also helps to have a system for collecting feedback and complaints. That way, you can guarantee all staff members can voice their opinions and share issues when they arise. 

Personnel management checklist 

• Be clear about policies and procedures
• Have a system for collecting feedback 
• Schedule regular performance reviews 

3. Scheduling

Accurate and efficient scheduling is necessary for a busy athletic department where multiple programs are operating simultaneously and sharing resources.

Best practices call for using a shared scheduling component to enhance visibility, improve coordination, and ensure reminders about important deadlines and events are shared in a timely manner. 

Scheduling should encompass numerous areas, taking the following needs into consideration. 

Facilities 

Throughout the year, teams have to share different spaces: locker rooms, training facilities, fields, courts, and meeting rooms. As such, communication and scheduling errors can create tension and negatively impact performance. Having a shared scheduling system in place — and a single system for requesting facilities — prevents arguments and ensures equal access for all teams.

Before the start of a season or semester, athletic leaders should prepare official calendars and submit them for approval. This should cover official meetings, training sessions, practices, games, tournaments, and fundraising events. Each calendar should feed into a master scheduling system so that all stakeholders are on the same page.

Regulatory deadlines

Athletic departments also need to keep a close watch on the calendar for regulatory deadlines to ensure all stakeholders meet eligibility requirements. Some key items to watch out for include medical clearances, academic reports, and policy forms. 

Scheduling checklist

• Use a master schedule to share information with stakeholders 
• Set clear deadlines for submitting calendars 
• Have a system in place for accepting calendars, filing changes, and processing appeals 

4. Contest management

Athletic contests require a great deal of planning and coordination. Failure to adequately plan for an athletic event can have disastrous consequences, embarrassing school administrators and potentially even leading to forfeits or penalties. 

Consider a large event like a football game: Athletic departments need to provide support for parking, concession stands, facility management (e.g., lights and field preparation), emergency medical professionals, and security, to name just a few examples. By taking a proactive approach to contest management, you can ensure games go off smoothly throughout the year.

Contest management checklist

• Assemble a community volunteer list 
• Inspect all facilities prior to hosting events 
• Communicate with local health and safety departments to request medical and security professionals in advance 
• Use digital solutions to manage contests effectively

5. Eligibility 

Fielding ineligible players can lead to forfeiting games and other indirect penalties, robbing hard-working students of their chances of competing. 

Unfortunately, this happens quite often in high school sports. For example, three high schools in Alabama now have records containing forfeits after violating AHSAA eligibility rules. 

One of the best ways to prevent eligibility rules is to use a digital management app to collect and process athletic paperwork. By improving roster visibility and communication, directors can ensure all coaches are following the rules and adhering to local eligibility standards, thereby ensuring compliance.

Eligibility checklist 

• Use digital forms to ensure compliance 
• Remind coaches about eligibility rules 
• Communicate with state and local officials for eligibility updates

6 . Critical incident management  

Currently, we’re living in unpredictable times. As such, athletic departments need to account for many types of threats — including weather events, random acts of violence, injuries, and health issues like COVID-19 outbreaks . 

It’s every athletic director’s responsibility to analyze, plan, and establish strategies for dealing with critical incidents. In addition, it’s important to review critical incident management plans with all stakeholders and provide training. This way, department leaders can know their roles and spring to action immediately during an event.

Critical incident management checklist

• Plan for incidents in advance 
• Create an incident response task force
• Be clear about policies and procedures 
• Provide proper medical and emergency response training 
• Update and maintain fire, safety, and emergency response signs throughout facilities 

7. Financial responsibilities 

Many school systems across the country are dealing with reduced budgets and struggling to make ends meet in the post-pandemic economy. 

This is a big problem for athletic directors — especially in large districts where resources are scarce. When factoring in the cost of payroll, transportation, equipment, insurance, and facilities, sports costs can add up quickly.

For this reason, directors need to prioritize financial management so that all stakeholders are aware of the operational budget and do their part to raise money and manage funds effectively throughout the season.

Financial responsibility checklist

• Be transparent about your budget 
• Find creative ways to raise money 
• Avoid wasteful practices 
• Reduce unnecessary transportation costs when possible

8. Equipment and facilities 

Equipment and facilities present constant challenges for athletic departments. Both are very expensive and need to be in top condition to ensure safety, fair play, and regulatory approval. 

Athletic departments need to keep a close watch to ensure all teams have the proper equipment, as well as access to safe and compliant athletic fields and courts. There should be a system in place for providing equipment and facilities reports — and for providing requests when teams need extra support.

Equipment and facilities checklist

• Provide coaches with the latest rule changes for equipment before a season starts
• Create a committee to inspect and report facility conditions 
• Create a channel to provide updates with league and state safety and compliance inspectors 

For more information on how to improve your athletic department and build a better sports program for your community, check this out .

Want to deepen your knowledge on organizational management?  

The backbone for all organizational management knowledge is “LTC 501 Athletic Administration” (LINK). LTC 501 gives you the foundational philosophy of educational athletics while establishing the different roles in the NIAA, the NFHS, the state Athletic/Activity Associations as well as the State Athletic Administrator’s Association.

And try out LTC 502, which provides you with the tools and methods of managing on the job! 

"For any person new to athletic administration LTC 501, 502 and 503 are a must.  I cannot imagine trying to get started in athletics administration without the wide array of information contained in these courses.  Don't think about taking these courses, do it ." – Marc Hunter, UIAAA Executive Director, with over 35 years of experience in Athletic Administration

College Sports Solutions

Our process begins with a complete Operational Review . We will interview key members of your leadership and staff to learn more about your long-term vision, along with student athletes, alumni and other key stakeholders. We’ll also review your financials and other internal documentation to get a complete picture of your current situation. After identifying your strengths and weaknesses, we’ll proceed to the next step in the process.

Assessment & Benchmarking

From financials and staffing to facilities, academic success, competitiveness, culture and diversity, equity and inclusion, we’ll benchmark your department against your peers to give you an idea of where you stand and what is possible.

The final result of our collaborative efforts will be a thorough step-by-step plan that will give your department clear instruction on how to proceed for the foreseeable future. Not only will it guide the way, but it will promote buy in from all interested parties to ensure a harmonious relationship between your department, university and community at large.

Our clients:

Some of the clients we’ve assisted with strategic planning include:

How can we help you?

We’d love to chat with you about how we can help your athletic department reach its goals.

We can also help you with:

Legal & gender equity.

Executive Search

Multimedia Rights

Feasibility Studies

Naming Rights

Pouring Rights

Communications

Operational Review

Strategic Planning

Looking for an experienced team with a holistic approach?

University of California Athletics

Cal Athletics Strategic Plan

Mission Statement To Educate, Compete, Serve and Excel … Developing Leaders of Tomorrow Vision Statement The Model of Comprehensive Excellence in Intercollegiate Athletics Core Values Integrity Respect Passion Excellence  Priorities I. Diversity, Equity, Inclusion and Belonging Goal: Demonstrate our unwavering commitment to diversity, equity, inclusion and belonging in every part of our organization from recruiting student-athletes, to hiring and retention practices, to the culture of respect that we foster in our department.  We will celebrate, recognize and value our differences and similarities alike.   II. Departmental Culture Goal: Promote a culture that builds community, fosters a sense of belonging, and commits to personal growth and career development for student-athletes, coaches and staff.     III. Student-Athlete Experience Goal: Provide an exceptional student-athlete experience by dedicating resources and support to all Golden Bears.  IV. Academic Success Goal: Foster an environment for student-athletes to develop as learners, to be challenged intellectually, and to graduate with a degree that prepares them for life after Cal. V. Competitive Success Goal: Consistently compete for championships in all intercollegiate sports. VI. Financial Resources Goal: Develop the resources required for our student-athletes to achieve their academic, athletic and personal goals in a supportive, healthy environment. VII. Campus Integration Goal: Enhance the integration of athletics throughout the UC Berkeley campus and community.

About the Strategic Plan

Culminating a process that lasted over a year, Cal Athletics announced its strategic plan Thursday, laying out a set of priorities, as well as a mission, vision and list of core values, intended to guide the department through the next five years. “A well-conceived and thought-out plan is essential for our success, providing clear direction for our department and a framework for the months and years ahead,” Director of Athletics Jim Knowlton said. “Through a comprehensive approach, I believe we have a document that will allow us to unify our efforts. This plan sets a course of action through seven distinct priorities, and we will use it to guide our decision-making through short-term and long-term goals to allow us to take organized and deliberate steps forward.” The strategic plan begins with a mission statement for the athletic department – To Educate, Compete, Serve and Excel … Developing Leaders of Tomorrow – and features seven priorities, each supported by a goal and group of objectives. Strategic Priorities

• Diversity, Equity, Inclusion and Belonging 
• Departmental Culture
• Student-Athlete Experience
• Academic Success
• Competitive Success
• Financial Resources
• Campus Integration

“We want to ensure that student-athletes at Cal have every opportunity to thrive in the classroom, on the field of play and in the course of their professional lives as alumni,” Chancellor Carol Christ said. “We want to have a world-class program with a responsible, sustainable financial model supported by philanthropy, innovative revenue generation and diligent fiscal management. We want to have an environment where every student-athlete, coach and staff member feels a sense of belonging because they are supported, respected and welcome at Cal Athletics and across the campus. We are confident that the new strategic plan provides the necessary framework and foundation for the program to achieve all of these goals.” Using a thoroughly collaborative approach, the roots of the strategic plan date back nearly 18 months when Collegiate Sports Associates began a chancellor-commissioned review of the department. The final CSA report, issued in the spring of 2018, featured input from alumni, faculty, staff, student-athletes, coaches and members of the Berkeley community. When Knowlton became director of athletics in May of 2018, he instituted Listening Days, an in-depth analysis of each of Cal’s 30 intercollegiate sports programs and 15 administrative units. Over the ensuing months, he continued to seek and receive feedback from a broad array of stakeholders within the University community. The formal process to build the strategic plan began in earnest six months ago, and soon after, 85 coaches and staff volunteered their time to work on committees that developed and refined the goals. “The result is a living, working plan that we will continue to refine as we make progress toward our seven priorities,” said Knowlton, adding that he and department staff will be accountable for taking and meeting measurable action steps to reach the specific goals. “Aspirations are high, as they should be at the University of California, Berkeley. We now have an obligation to take the steps necessary to implement what we have created and a responsibility to use it to its full potential.”  

Letter from the Chancellor Carol Christ

Letter from Director of Athletics Jim Knowlton

Thanks for visiting !

The use of software that blocks ads hinders our ability to serve you the content you came here to enjoy.

We ask that you consider turning off your ad blocker so we can deliver you the best experience possible while you are here.

Thank you for your support!

Kent State Golden Flashes

Kent State Unveils Athletics' Strategic Plan

8/31/2021 12:19:00 PM

KENT, OHIO - Kent State Athletics is excited to unveil a new strategic plan that positions the department to have a meaningful impact on student-athletes, campus and community.

In alignment with Kent State University's mission and objectives, the "Play as One - #Flashes Forever" initiative was a team effort. The strategic planning process was chaired by Faculty Athletics Representative, Dr. Kathy Wilson in partnership with Director of Athletics, Randale Richmond and Senior Deputy Athletics Director, Greg Glaus .

In a collaborative effort, 13 departments helped develop the plan. "All parts of campus had a voice in its creation," Richmond said. 

Every detail supports the department's mission: "GRADUATE student-athletes, BOLDLY prepared for life after sport, and WIN championships." The plan also aligns with the department's vision to be "A nationally recognized comprehensive athletics program that INSPIRES communities and TRANSFORMS lives."  

The strategic planning process reinforces the guiding principle of the department as one that is "student-athlete centered, coach led, and administrator supported." After detailed research over the past few months, eight priority areas were created to outline the plan. These priority areas led to the creation of 20 goals, 45 strategies and 100 action items. Each goal, strategy and action item ensures that all decisions will support the overall mission, vision and guiding principle of Kent State Athletics.

The effort demonstrates the need for the university to continue to transform and re-imagine the role athletics plays at Kent State University. The integration of the Athletics department within the university is evidenced by the fact that more than half of the action items in the strategic plan will be accomplished working in conjunction with other divisions across the university.

"We are very excited for the foundation we have built, and look forward to its implementation," Richmond said. "This strategic plan could not have been done without the effort, help and support of our leadership team and our priority area working groups. The Kent State Athletic Department and Kent State University would like to thank each and every member who helped put this plan together."

"I would like to offer a special thank you to Dr. Kathy Wilson , our Athletics Faculty Representative," said Richmond. "Her consistent leadership throughout the strategic planning process has been imperative to the successful development of this plan.  We are incredibly fortunate to have an advocate like Kathy supporting our athletics staff, student-athletes and the department as a whole."

Leadership Team (as of 8/31/21)

Amy Densevich - Associate Athletic Director, Student-Athlete Academic Services

Greg Glaus - Senior Deputy Athletics Director

Pamela Grimm – Professor of Marketing and Entrepreneurship

Jeff Hathaway - Managing Partner at CarrSports Consulting

Peter Holway - Foundation Board

Lamar Hylton - SVP for Student Affairs

Karen Keenan - Associate Chief of Staff – Office of the President

Nasha Manitkul-Davis - Student-Athlete; President of Student-Athlete Advisory Committee

Tiffany Murray - Director, Gender Equity and Title IX Coordinator

Gerald O'Dell - VP of Management Consulting at CarrSports Consulting

Mary Parker - Former VP for Enrollment Management

Mark Polatajko - Senior VP for Finance and Administration

John Rathje - VP Information Technology and CIO

Charlene Reed - VP and University Secretary

Randale Richmond – Kent State Director of Athletics

Trent Stratton – Kent State Senior Associate Athletics Director

Melody Tankersley - Senior VP and Provost

Isaac Vance – Kent State Football Student-Athlete and President of Student-Athlete Advisory Committee

Valoree Vargo - VP for Philanthropy and Alumni Engagement

Connor Whelan - Assistant Athletics Director of Sales and Fan Experience at Wake Forest University

Kathryn Wilson – Former Faculty Athletics Representative and Professor of Economics

Priority Area Working Group Members

Academics And Career Development

- Angie Hull (Co-Chair) - Associate Athletics Director for Academic Services

- Katie Schilling (Co-Chair) - Associate Director for Student-Athlete Development

- Quintin Cooks – Kent State Track & Field Student-Athlete

- John Jewell - Assistant Dean, Academic Student Support Services

- Rob Marinaro - Head Women's Soccer Coach

- Bridget Opgenorth – Athletics Learning Specialist

-Jessica Roshak – Assistant Director, Student Leadership Development

-Anthony Vander-Horst – Associate Professor of Sociology/Member of Intercollegiate Athletics Committee

Competitiveness

-Randale Richmond (Chair) – Kent State Director of Athletics

-Madyson Cole - Softball Student-Athlete, VP of Student-Athlete Advisory Committee

- Bill Lawson - Head Coach - Kent State Track and Field

- Bob Lemieux - Head Coach-Kent State Strength and Conditioning

- Sean Lewis - Head Coach - Kent State Football

-Lisa Strom – Former Head Coach – Kent State Women's Golf

-Rebecca Murphy – Interim VP - University Communications and Marketing

- Brianne Tierney - Head Coach - Kent State Women's Lacrosse

Diversity, Equity, Inclusion and Belonging

-Kerrie James-Hunter (Co-Chair) - Assistant Athletic Director for Academic Services

-Stephanie Rosinski (Co-Chair) - Associate Athletic Director for Compliance

-Marquis Davis – Project Coordinator - Diversity, Equity and Inclusion

-Tiffany Murray - Director, Gender Equity and Title IX Coordinator

-Donovan Robertson – Former Director of Advancement Operations

- Todd Starkey - Head Coach - Kent State Women's Basketball

-Danie Tyson - Kent State Volleyball Student-Athlete 

-Theresa Walton-Fisette – Professor, Sport Administration

-Yvonna Washington-Greer - Assistant VP for Equity, Identity and Success

-Jameka Wilson - Director, Kent State One Stop

Engagement And Collaboration

-TJ Christie (Co-Chair) – Former Assistant Athletic Director for Marketing and Revenue Generation

-Matt Papatheodorou (Co-Chair) - Director, Athletics Marketing and Communication Strategy

-Sean Broghammer - VP for Enrollment Management

- Jeff Duncan - Head Coach - Kent State Baseball

-Meghan Factor-Page - Associate Director, Student Leadership Development Programs

-Garret Ferrara - Kent City Council/Kent State Alum

-Dana Lawless -Andric - Associate VP for University Outreach and Engagement

-Mark Lyberger-Associate Professor for Sports Administration

-Michael Papania – Project Manager - Campus IT

-Tom Sitko – Former General Manager - Learfield/Kent State Alum and Former Student-Athlete

- David Rush (Chair) - Assistant Athletic Director for Facilities and Operations

- Kyle DeSandes-Moyer - Head Coach - Kent State Field Hockey

-Jay Frye – Director of Service Management - Campus IT

-Jay Graham - Interim Executive Director and University Architect

-Tianna Harris - Kent State Women's Soccer Student-Athlete for Kent State

- Eric Oakley - Head Coach - Kent State Softball

-Doug Pearson - Associate VP, University Facility Planning and Operations

- Rob Senderoff - Head Coach - Kent State Men's Basketball

-Nicholas Starvaggi - Associate Director, Donor Agreements and Stewardship

Financial Sustainability/Revenue Generation/Fundraising

- Maggie McKendry (Co-Chair) - Associate Athletic Director for Athletic Advancement

- Jon Wilson (Co-Chair) - Athletic Fiscal Manager

- Jim Andrassy - Head Coach - Kent State Wrestling

-Brenda Burke - Associate VP, Student Financial Aid and Scholarship Office

-Casey Cegles - Former Deputy Athletic Director

-Jen Kulics - Executive Director, Philanthropy

-Jeannie Reifsnyder - Senior Associate VP Finance & Administration

-Isaac Vance - Kent State Football Student-Athlete and President of Student-Athlete Advisory Committee

Organizational Excellence and Culture

- Amy Densevich (Chair) - Assistant Athletic Director for Academic Services

- Brice Biggin - Head Coach - Kent State Gymnastics

- Nathan Fanger - Associate Head Coach - Kent State Track and Field

- Dan Griffin - Director of Athletics Communication

- Jon Mills - Head Coach - Kent State Men's Golf

-Rachel Rundo - Recruitment and Employment Coordinator

- Michelle Rura - Assistant Athletic Director for Sports Medicine

- Phil Tizio – Associate Athletics Director for Compliance/Eligibility Coordinator

Student-Athlete Health, Safety and Well Being

- Trent Stratton (Chair) - Kent State Senior Associate Athletics Director

-Lisa Dannemiller - Chief University Physician

-Talea Drummer-Ferrell - Associate VP and Dean of Students

-Don Gromala - Former Head Coach - Kent State Volleyball

-Dr. John Gunstad - Professor & Associate Director for Brain Health Research Institute

-Chris Jenkins - Assistant Director of Public Safety & Captain - Kent State Police

-Eva Nikolai - Kent State Women's Lacrosse Student-Athlete

-Cliff Ragin - Head Equipment Manager

Thanks for visiting !

The use of software that blocks ads hinders our ability to serve you the content you came here to enjoy.

We ask that you consider turning off your ad blocker so we can deliver you the best experience possible while you are here.

Thank you for your support!

was not found

Through the Storm: Athletic Department Strategic Planning to Navigate Rough Times

Co-authored by Tanner Ga rdner , COO Rice Athletics and originally published in the LEAD1 Association’s COVID-19 Report on April 30, 2020

This, too, shall pass.

The old adage is getting a bit worn out these days as we hope that it remains true.

Yet, we are here in the midst of an event that hit our world so quickly and so far out of left field that there was no way that anyone could have predicted the predicament or the impacts.

We still do not know the full effect and downstream impacts of canceling games, championships, and seasons.

For example, with additional eligibility granted for spring athletes, what are the impacts of future playing time on today’s underclassmen?  Will this lead to additional transfers?  How might this be impacted by new transfer rules?

There are many effects and potential effects that need to be anticipated, analyzed, and addressed.

But… this, too, shall pass.

When it does, how will this derailment affect what you are doing within your athletic department?

Looking into the future to a time when COVID-19 concerns are in the rear-view mirror, have your task lists changed?  Where should your focus be?  What was the impact on your current roadmap?

We are here in the midst of an event that hit our world so quickly and so far out of left field that there was no way that anyone could have predicted the predicament or the impacts. 

Strategic Plan Overview

The need to focus on academic and competitive success, student-athlete development, compliance, and resource generation are still there, and they must still be a priority.  This is where a strategic plan is most valuable by serving as a guide to decision making in both calm and turbulent times.

A strategic plan is a high-level set of initiatives that is driven by priorities.  These initiatives align the athletic department and institution’s strategic objectives and vision, and they address risks and opportunities that your department is facing.

Issues and distractions requiring immediate attention, such as NIL , new transfer rules, and COVID-19, will periodically arise with differing impacts and priorities.  These firefights might dictate that your timelines adjust as you reallocate resources to address these new issues.  However, when you have a well-defined strategic roadmap, you can make those adjustments without losing the focus of what your true goals and initiatives are to improve your athletic department.

An important place to start is understanding the strategic vision for your athletic department and ensuring that it aligns with the vision of the institution.  For any strategic plan to be effective, it must gain the support of the institution’s leadership.  Then, follow a methodology to assess the current state, visualize initiatives to address issues and achieve your vision, and finally, lay out a plan to execute those initiatives.

The assessment continues the theme of gaining support from key people across the institution.  Ask university senior administrators and faculty leadership for their perspectives on what is working in the athletic department and what can be improved.  Senior administrators may share perspectives on the importance of athletics as a means to unite the campus community and alumni, while faculty may have concerns of athletic demands conflicting with classroom instruction.  Probing questions should also certainly be asked of key athletic department personnel, student-athletes, donors, fans, and community leaders to uncover issues, opportunities, risks, and constraints.  Themes will naturally arise from the differing perspectives of a wide array of stakeholders.

From those themes, determine initiatives that will move you toward your vision.  These initiatives may address issues, alleviate risks, and/or capitalize on opportunities.  They could include improvements to a tutoring program, marketing initiatives to improve local visibility and support, or the establishment of a program to monitor and improve athletes’ mental health.  At this point, keep those initiatives at a strategic level.  Getting too deep into tactical details at this stage can get you wrapped around the axle and stall the strategic planning process.  Those details will be hashed out during the execution of the strategy.

Finally, prioritize initiatives based on factors such as time sensitivity, visibility, risk relief, and cost-benefit analysis.  Be sure to factor dependencies on other initiatives into the chronological order.  Break down cost estimates by labor, capital, and operational expenses to determine funding needs and budget requirements.  Also, determine high-level resource plans and potential team needs.  Incorporating these considerations will shape the plan into an executable roadmap.

Having a strategic plan in place with alignment from across the institution will serve as a rudder that will keep you steering toward your vision – even as competing factors arise.  As those factors may force you to adjust priorities and reallocate resources, you can do so without losing sight of your ultimate vision for success.  When this situation does indeed pass, you will be ready to continue driving forward toward your goals.

By Kyle Berry

Having a strategic plan in place with alignment from across the institution will serve as a rudder that will keep you steering toward your vision – even as competing factors arise.

More Case Studies

A national fast-food restaurant chain with over 3,500 restaurants, serving over 3 million customers a day, started a pilot program to enhance the customer experience.

A successful chain of entertainment / restaurant venues made the decision to accelerate expansion into the APAC and EMEA regions. Sendero was engaged to help select a new HCM and Finance ERP system to support this rapid expansion.

HealthMarkets, a technology-enabled health insurance marketplace, needed to implement standard processes around how to effectively manage data to gain clear insight in to the new business focus: driving home a customer-centric culture.

About the Author

Kyle is a Principal on our Senior Leadership Team with over 25 years of management consulting and IT Operations experience.

Related Practice Areas

Related Posts

Companies often focus on projects that improve operational excellence and business differentiation. But what happens to that push to business excellence if disaster indeed strikes?

As leaders today, we are seeing challenges in not just today’s global environment, but in all aspects of companies, governments, and even personal lives. Learn more about possible preventative measures and ways to persevere through unprecedented times.

Consider yourself tech-savvy but still want to be effective working with people of different skills and ages? Here are a few ways you can help ease the transition to WFH with your coworkers or clients.

Drop Us A Line

University Life

BENTLEY ATHLETICS

Strategic plan 2020-2025, introduction.

In August 2019, The PICTOR Group (TPG) was asked to assist Bentley University with the development of an Athletics Strategic Plan to coincide with the recent retirement announcement of the long-standing Athletics Director. 

In the fall, Bentley assembled a Strategic Planning Leadership Team (SPLT), comprised of senior campus administrators and two trustees, to provide foundational components of the plan that would help guide the process. The SPLT created a two-phase strategic planning process defined by Setting the Vision and Creating the Strategy. The SPLT was responsible for the foundational elements of the plan: 

• A shared understanding of the current state of Bentley Athletics 
• An overview of the strategic planning process and timeline 
• The core values, mission statement, and vision statement for Athletics moving forward 
• A list of key components and strategic focus areas to be included in the plan 
• The roles and composition of the Strategic Planning Group (SPG) 

In January, TPG conducted a second retreat with the SPLT and SPG to launch the second phase of the strategic planning process, Creating the Strategy. Over the next five months TPG worked with the SPG and their cross-divisional working groups to develop a five-year (2020-2025) strategic plan for Bentley Athletics.

Mission Statement

Bentley Athletics balances success in competition and academics while building pride and community spirit. We provide a valuable and enriching element of the educational experience for student-athletes.

Vision Statement

Bentley Athletics boldly pursues excellence in competition while building pride and tradition for the entire University community. Our student-athletes will be successful leaders in sport, in the classroom and in the world. 

CORE VALUES

To create the best environment to achieve our mission and vision, we as an Athletics community embrace these core values to guide our decision-making:

Inspiring a sense of connection and community while building traditions.

Providing athletic competition and experiential learning for the holistic development of the student-athlete. 

Creating a welcoming culture of respect and inclusion. 

Achieving excellence and making an impact while acting with integrity in all that we do.

Exemplifying dedication to the team, to the university and to building a legacy.

Focus Areas

In order to achieve the mission and vision of the Athletics program, five Focus Areas were identified that will be crucial to develop in the next five years. These are called Focus Areas. Each Focus Area has a single goal and is supported by strategies, tactics, measures, and costs that are will be put in place to ensure progress. 

ORGANIZATIONAL LEADERSHIP

Support an efficient values-driven organizational structure that provides consistent and ethical leadership to best achieve the mission and goals of the Athletics department. 

Strategy A Align the size and scope of the athletics program with the goals and budget allocation of the University. 

Strategy B  Develop an Athletics organizational structure with clearly defined roles and responsibilities to maximize performance and achieve programmatic goals.

Strategy C Create and maintain a culture of integrity, diversity, inclusion, and racial justice within the Athletics Department.

Strategy D Develop and implement a hiring, mentoring, and staff performance management program to allow for self-reflection, mutual feedback, and accountability. 

Strategy E Develop operating policies and procedures used by Athletics.

Strategy F Establish an Athletics communication structure that provides a timely exchange of information with the staff and key University stakeholders.

COMPETITIVE SUCCESS

Create a culture of excellence in which all coaches and student-athletes achieve their targets for success.

Strategy A Determine competitive expectations for each sport program. 

Strategy B  Allocate financial and staffing resources to achieve competitive expectations for each sport. 

Strategy C Develop and implement an admissions and recruitment strategy to matriculate a diverse pool of talented student-athletes.

Strategy D  Develop an Athletics Facilities Master Plan that identifies improvements to existing facilities and capital projects and is aligned with the University's Campus Master Plan. 

STUDENT-ATHLETE EXPERIENCE

Provide student-athletes with diverse and balanced experiences to prepare them to be successful leaders after graduation. 

Strategy A  Provide programming and resources that support student-athlete wellbeing. 

Strategy B  Offer comprehensive support services and programs to maintain the University’s position as a leader in the academic achievement of all student-athletes. 

Strategy C  Develop competency-based approach to learning for student-athletes. 

Strategy D  Develop a culture that promotes strong connections between student-athletes and their teams, other athletes, and the community more broadly. 

COMMUNITY ENGAGEMENT AND BRAND

Boost institutional pride by raising the visibility and integration of Athletics programs into the University and broader community. 

Strategy A Enhance visibility to increase awareness and engagement of Athletics within the University community. 

Strategy B Create a fan-friendly athletics experience that offers opportunities of engagement and participation.

Strategy C Create a recognizable Athletics brand that is an extension of the University brand.

FISCAL MANAGEMENT AND SUSTAINABILITY

Support the strategic priorities and success of Bentley Athletics by diversifying revenue opportunities, expanding philanthropic support, and employing sound fiscal practices to maximize the use of resources. 

Strategy A Develop and implement transparent financial policies and procedures. 

Strategy B Identify and solicit new revenue sources and optimize current spending. 

Strategy C Expand philanthropic support and identify the priorities and financial needs of the Athletics Department.

Community Collaboration

This project could not have been successfully completed without a comprehensive team effort from members of the Bentley community.

40+ STUDENTS, FACULTY, STAFF AND ALUMNI contributed to the Bentley Athletics Strategic Plan.

• A Bentley Education
• President's Office
• Board of Trustees
• President's Cabinet
• Mission and Values
• Diversity and Inclusion
• Strategic Plan
• Undergraduate Admission
• Tuition and Financial Aid
• Special Programs
• Connect with a Counselor
• Graduate Admissions
• Why Bentley
• Tuition and Aid
• MBA and MS Programs
• Undergraduate Programs
• Graduate Programs
• PhD Programs
• Research, Centers and Labs
• Executive Education
• Campus Life
• Diversity, Equity and Inclusion
• Disability Services
• Housing and Dining
• Student Health
• Athletics and Recreation
• Career Development
• Leadership Groups
• FAQs and Benefits
• Support Bentley

Helpful Links

Developing a Strategic Plan for Athletic Facilities

More from ADInsider View all from ADInsider

Work-Life Balance/NIAAA Professional Development with Jean Kinn Ashen, CMAA – North Salinas High School (CA)

Helping Students and Families Transition from Middle School to High School with Mike Ellson, CMAA – TIAAA Executive Director (TN)

4 Questions for Leaders with Justin Dixson, CMAA – Decatur Central High School (IN)

EP 137: How to Be Your Athletic Department’s CEO – Chief Educational Officer with Dr. David Hoch, CMAA

CU Unveils Strategic Plan For 2024-26

October 24, 2023 | General

By: Curtis Snyder, Interim Associate AD/Athletic Communications

• Respect: The willingness to honor and embrace the diverse perspectives and inherent worth of individuals through listening and empathy.
• Accountability: Being responsible for agreed upon standards, decisions, actions and results that impact CU Athletics. 
• Passion: Personal motivation, shared energy, and action for student-athlete and department success.
• Integrity: To act in alignment with shared expectations in an honest and transparent manner. 
• Dedication: The commitment and perseverance to find the best ethical solutions and practices to achieve our vision and mission.  
• Utilize our resources to win championships at the University of Colorado Boulder
• Significantly improve development of the WHOLE Student-Athlete by building a culture and programs that create a world-class infrastructure in CU Athletics at the University of Colorado Boulder
• Significantly improve the revenue and strategic investments of CU Athletics at the University of Colorado Boulder

Athletic Strategic Plan

We will….

We Will …

Achieve Competitive Excellence

Cultivate a culture committed to winning conference championships and achieving postseason success

Strengthen Academic Excellence

Build upon existing environment and programming focused on leadership and intellectual development

Provide the Most Positive Student-Athlete Experience Possible

Invest in an environment that promotes comprehensive wellness, personal development and holistic support for student-athletes and challenges them to be the best versions of themselves

Build More Community and Spirit for Lafayette Athletics

Expand and enhance partnerships within the campus community, while also focusing strategically on areas of brand growth and fan experiences

Ensure Integrity in Everything We Do

Maintain the highest level of integrity and commitment to compliance and fiscal responsibility, while also achieving excellence in access and equity within all aspects and areas

Secure the Funding Necessary for Success

Leverage all revenue streams to secure the resources needed to support the strategic goals and objectives

Opening Letter / Role

From the ad.

The 2020-21 school year was unlike any other. We found ourselves amid a global pandemic that disrupted academic and athletic pursuits.

Those new challenges forced us to improvise and come together as a community. We used that opportunity for personal growth and reflection through virtual programming for our staff. The time included coach- and student-led discussions about difficult topics in social justice and included staff multicultural training. Ultimately, the work led to the launch of the Diversity, Equity and Inclusion plan. We were Climbing the Hill, just in a different way.

While we waited for medical and safety guidance to support our desire to back in action, we continued to prepare for the moment when we would return to athletic competition. The fall seasons were postponed and the start of the winter campaigns delayed until after the New Year.

As we moved to 2021, we found ourselves ready for athletic competition—with all 23 sports competing at the same time. Our “return to play” included COVID testing and indoor masking, and our student-athletes showed their adaptability and eagerness to compete. I credit our student-athletes and coaches for their ability to remain positive and show resilience during an incredibly unpredictable time.

2020-21 was also the third year of our five-year plan. In that year, we lent great attention to the overall wellness and mental health of our student-athletes, providing increased availability to health professionals to meet the ever-increasing mental health needs of our athletes.

We turned our attention to laying the foundation for an athletics fundraising campaign which is in the initial stages and with a public announcement soon to follow. It is a major step forward in providing the funds to support a championship culture and something which has not been undertaken previously at the College. Within that framework, we have begun fundraising for one of the first capital projects of the campaign, the Sports Performance and Lacrosse Center.

Externally, we found new ways to connect with our alumni, many of whom were missing their personal connections. Primetime Pards, a monthly interview show, reunited us virtually with some of our most-venerated athletic alumni, and more than 30 virtual events reached more than 3,000 alums.

Athletically, our teams did not disappoint, as men’s soccer earned a Top-25 ranking for the first time since 1996 while managing to go undefeated in Patriot League play. We featured five conference major award winners, including a Patriot League Player of the Year and WNBA draftee.

The PARDees in May marked the first time in the school year in which we gathered as a group. We honored the best of our student-athletes and ushered in the first two classes of Chi Alpha Sigma.

I am glad to share this annual update with you and I thank you for your continued support in strengthening our culture and community. We’re Climbing the Hill together and are excited about what is happening on campus, as we all work together in support of our student-athletes!

Go Leopards!

Sherryta Freeman, Director of Athletics

Role of Athletics at Lafayette College

• Integrates with the educational experience by providing student-athletes the opportunity to succeed at the highest level in academics and NCAA Division I intercollegiate competition.
• Cultivates committed collaborators and leaders of consequence who distinguish themselves during their college experience and flourish in the world following graduation.
• Develops a more engaging campus experience for the entire community, inspiring a shared allegiance and a lifelong commitment to the College.
• Connects the College’s generations and extended community by building spirit, enthusiasm, and pride in athletic successes.
• Brings positive national and international visibility to the College by highlighting the academic and athletic values of the institution and the Patriot League.

— Athletics Review Steering Committee Adoption June 16, 2017

Definition of Athletic Success at Lafayette College

Lafayette College, through teamwork across all campus constituents, departments, and support services, is committed to achieving excellence in its NCAA Division I athletics program. Success is measured by the ability to create and maintain a winning culture that affords its teams with the opportunity to regularly compete for championships. Success also is achieved through excellence in academic performance, leadership development, and community engagement.

— Steering Committee Adoption June 16, 2017

Step 1: Establish Athletics Review Steering Committee

In order to set a bold vision for the future of Lafayette Athletics, the College announced in November 2016 that it would review the athletic program and make recommendations on improving competitiveness within the Patriot League. Chaired by Annette Diorio, vice president for campus life, the committee included 15 members of the Lafayette community, representing staff, faculty, and trustees.

Step 2: Utilize Outside Consultant for Athletics Strategic Study

As announced by the College later in November 2016, Inter-Collegiate Athletic Consulting (ICAC) was selected to conduct a review of the athletics program and make recommendations on improving the College’s competitiveness in the Patriot League. From this initial review, the definition of success and a campus-wide role statement for athletics was developed and approved by the steering committee.

Step 3: Athletics Steering Committee and Senior Staff Review Findings of ICAC

With new Director of Athletics Sherryta Freeman starting in February 2018, the athletics review steering committee and athletic department senior staff assessed the confidential data collected by ICAC.

Step 4: Steering Committee and Senior Staff Begin Strategic Planning to Achieve Five-Year Vision

Having assessed the confidential data collected by ICAC, the next phase of the process began—strategic planning. Leaning heavily on the work performed by ICAC, Freeman led the athletics review steering committee and athletic senior staff in a forecasting process that aligned with her own 5-part vision.

Step 5: Athletics Senior Staff Develop Strategic Plan

The athletic department senior staff, utilizing the confidential data collected by ICAC, the role statement for athletics, definition of success, and vital input from athletics review steering committee members, cabinet, coaches, support staff, student-athletes, and alumni, developed the strategic goals, objectives, and strategies that would guide the plan.

Step 6: Committees Created to Implement the Strategic Plan

Goal implementation committees are created to advance each of the six goals in the plan.

Strategic Plan

Objective #1: Deliver professional development and establish expectations and accountability for coaches and staff.

• Strategy A Provide professional development to coaches and staff on culture, values, leadership, and continuous improvement feedback to direct reports.
• Strategy B Provide coaches and staff with access to professional associations and encourage peer-to-peer education.
• Strategy C Refine our performance evaluation tool to challenge all staff to exceed expectations in contributing to a champion’s mindset.

Objective #2: Improve coach and staff recruitment and retention.

• Strategy A Increase administrative and support staff to manage the operational tasks required to have a winning Division I athletic program.
• Strategy B Add coaches and sport-specific personnel to meet Patriot League and NCAA standards in quantity and compensation.
• Strategy C Seek to increase operating budget support to a competitive level within the Patriot League, including but not limited to recruiting, team travel, equipment, game operations, facility maintenance, and staff professional development.

Objective #3: Upgrade the recruitment and performance of student-athletes.

• Strategy A Enhance the timeline for evaluation and commitment of admission for prospective student-athletes.
• Strategy B Utilize athletic scholarship and need-based financial aid to secure a diverse pool of talented student-athletes committed to thriving at Lafayette College.
• Strategy C Implement tool to measure success by tracking incoming prospect statistics (GPA, SAT/ACT, athletic rating, etc.) and overall impact/performance at Lafayette.

Objective #1: Foster an environment and culture focused on intellectual development, academic excellence, and career preparedness.

• Strategy A Partner with faculty to identify additional interdisciplinary opportunities for students to engage more with athletics.
• Strategy B Celebrate academic excellence and achievement of student-athletes.
• Strategy C Maximize relationship with Career Services to leverage all opportunities for student-athletes.

Objective #2: Supply a best-in-class leadership development program that prepares student-athletes for athletic and academic leadership while at Lafayette and beyond.

• Strategy A Expand Oaks Leadership Academy programming to first-year student-athletes and consider adding experiential learning opportunities.
• Strategy B Enhance partnership with Campus Leadership programs to utilize college expertise in leadership and personal development.
• Strategy C Utilize national experts and alumni in leadership roles to deliver messages and programming for student-athletes.

Invest in an environment that promotes comprehensive wellness, personal development, and holistic support for student-athletes and challenges them to be the best versions of themselves

Objective #1: Create an environment that promotes comprehensive wellness, personal development, and holistic support for student-athletes.

• Strategy A Review and update policies to reflect accountability and behavioral expectations.
• Strategy B Provide educational resources to student-athletes and staff to assist in the holistic development of student-athletes.
• Strategy C Empower the Student-Athlete Wellness & Performance Team to proactively address issues related to the student-athlete experience and identify additional resources needed (fueling station, sport psychologists, nutritionists, etc.).

Objective #2: Hire and/or retain high-level coaches who develop a positive team culture and expectations for student-athlete behavior that contribute to a positive student-athlete experience.

• Strategy A Strengthen the performance management process and accountability through active communication and evaluation of coaches’ leadership of their respective programs.
• Strategy B Educate student-athletes on their role in their own personal development and impact on a positive student-athlete experience.

Objective #3: Operate existing facilities or create plans to expand or create new ones to ensure access to optimal training and support for student-athlete success.

• Strategy A Identify new spaces and/or facilities that need to be created.
• Strategy B Maximize existing facilities by investigating potential strategies with campus partners to establish student-centered scheduling that focuses on the dual commitment of being a student and an athlete.

Objective #1: Increase campus engagement to solidify support for the “Role of Athletics at Lafayette College.”

• Strategy A Increase and expand campus partnerships and department staff participation in the intellectual life of the campus (i.e., co-sponsoring programs, faculty lectures, student research presentations and performances, etc.).
• Strategy B Strengthen faculty mentor program.
• Strategy C Implement guest coach program with faculty/campus staff in all sports.

Objective #2: Enhance community service initiatives and experiential learning opportunities for student-athletes and staff.

• Strategy A Strengthen relationship with the Landis Center for Community Engagement.
• Strategy B Develop study-abroad experiences for student-athletes and teams, including service learning trips.
• Strategy C Prioritize staff need for student-athlete development position to facilitate these programs.

Objective #3: Maximize the athletics brand across campus and externally.

• Strategy A Ensure proper voice and branding are utilized across all distribution channels.
• Strategy B Develop and implement strategic content and social media calendar.
• Strategy C Strengthen brand presence on campus and in athletic venues, accurately utilizing the athletics visual identity.

Objective #4: Enhance the fan experience at athletic events with the goal of increasing attendance.

• Strategy A Create a Fan Experience Team for ticketed sports to maximize the event environment and fan satisfaction while also increasing the volume of fan engagement opportunities and promotional giveaways.
• Strategy B Create a platform for fans of all sports to give feedback on their game-day experience.
• Strategy C Establish more of a synergy with the Leopard mascot, pep band, cheerleaders, and dance team.
• Strategy D Explore opportunities to make WiFi available to all fans attending athletic events, maximizing in-game technology to increase fan engagement.

Objective #1: Support the College’s plan to increase student diversity across a wide range of factors, including gender, ethnicity, socio-economics, and geography.

• Strategy A Provide resources and development to enhance coaches’ ability to identify a diverse recruiting pool.
• Strategy B Increase access to scholarship and need-based dollars to support the enrollment of a diverse class.
• Strategy C Achieve an emphasized commitment from the College to competitive excellence through identification and commitment to talented student-athletes.

Objective #2: Refresh gender equity plan to maintain compliance with Title IX, enhancing opportunities and experiences for men and women.

• Strategy A Employ a strategy to maintain participation opportunities through cooperative planning with the enrollment division.
• Strategy B Increase scholarship funding for women’s sports.
• Strategy C Increase funding and support to recruit and retain talented women coaches and administrators.

Objective #3: Strengthen efforts related to diversity and inclusion.

• Strategy A Provide diversity training and workshops to support an inclusive environment.
• Strategy B Review and enhance existing policies and service areas to ensure that underrepresented groups are supported.
• Strategy C Partner with campus initiatives to connect student-athletes and staff with available resources.

Objective #4: Enhance our commitment to rules compliance and fiscal responsibility.

• Strategy A Increase compliance staff to evolving Division I standards.
• Strategy B Continue to maximize current operating and fundraised dollars.

Objective #1: Maximize support from the College’s operating budget.

• Strategy A Facilitate discussions with key campus constituencies on athletic priorities and how those align with College plans.
• Strategy B Develop long-term budget planning to anticipate priorities of the department and specific programs.
• Strategy C Demonstrate efficiencies with continuous review of operating budget allocations.

Objective #2: Identify and maximize external revenue opportunities utilizing athletic assets.

• Strategy A Outsource all advertising and corporate sponsorship sales to a premier multimedia sales agency.
• Strategy B Utilize a ticket sales agency to leverage Lafayette’s position as a Division I athletic experience in the marketplace.
• Strategy C Develop and implement structure to generate revenue through the rental of our first-class Division I athletic facilities.
• Strategy D Create a digital marketing plan to proactively identify opportunities for growth through digital campaigns (e.g., advertising, automation systems, digital billboards, etc.).
• Strategy E Review current youth camp structure and evaluate opportunities to enhance revenue-generating abilities.

Objective #3: Establish a fundraising plan that supports athletics annually and secures major gifts for future sustainability.

• Strategy A Restructure the composition of the Maroon Club while encouraging increased participation and engagement from former student-athletes.
• Strategy B Develop AD’s circle [a small group] to generate participation and input from committed and influential athletic supporters.
• Strategy C Increase annual fundraising goal to account for operating budget constraints.
• Strategy D Embark upon an athletics-focused fundraising campaign.
• Strategy E Generate gifts that will directly support scholarships through the Leopard Champions Fund.

Glossary/Committees/Review/D1/Broadcast

Five-part vision.

Director of Athletics Sherryta Freeman’s vision for Lafayette Athletics focuses on:

• Competitive Excellence. We will establish a championship/winning culture! And we will not shy away from our commitment to providing championship experiences for our student-athletes.
• Academic Excellence. Our student-athletes will be students first—and will be fully committed to their studies.
• Positive Student-Athlete Experience. Our student-athletes will graduate as proud alumni who cherish forever their athletic and academic experiences.
• Campus Integration. We will expand and enhance our partnerships within the campus community.
• Integrity. We will maintain the highest level of integrity and commitment to compliance while being fiscally responsible.

Champion’s mindset

– An everyday approach to your role with a positive attitude and an intrinsic motivation that leads to continual improvement in your contribution to the program’s level of success

Student-Athlete Wellness & Performance Team

The Student-Athlete Wellness & Performance Team, comprised of medical, sports medicine, strength training, and academic services professionals, is charged with creating enhancements related to sports performance that will improve upon the overall experience of student-athletes, oversight of initiatives pertaining to the health and well-being of our student-athletes, and recommending/executing educational programs that will create the optimum environment for peak performance.

Positive student-athlete experience

An opportunity to achieve competitive excellence in an environment where student-athletes are challenged to become better versions of themselves and that creates a lifelong connection to the College.

Lafayette’s scholarship sports

Baseball, men’s basketball, football, men’s lacrosse, men’s soccer, women’s basketball, field hockey, women’s lacrosse, women’s soccer, softball, volleyball

Athletics Review Steering Committee (2016-2018)

• Dennis Bohn, head coach of men’s soccer
• Paulo Coelho ’03, Maroon Club executive committee
• Roger Demareski, vice president for finance and administration
• James DeVault, professor of economics, Faculty Academic Policy Committee
• Annette Diorio (chair), vice president for campus life
• Jeffrey Helm, associate professor of mechanical engineering, Faculty Academic Policy Committee
• Hal Kamine ’78, trustee
• Cindy Linville ’80, Maroon Club executive committee
• Bruce McCutcheon, director of athletics
• Elisabeth MacDonald ’81, chair, Board of Trustees’ Committee on Student Life
• Greg MacDonald, vice president for enrollment management
• Kaity McKittrick, deputy director of athletics/SWA
• Fran Mustaro ’72, chair, Maroon Club’s Friends of Lafayette Football
• Anna Ptasinski ’18, chair, Student-Athlete Advisory Committee, women’s basketball
• Kim Spang, vice president for development and college relations
• Jennifer Stone ’04, head coach of field hockey
• David Stifel, professor of economics and NCAA Faculty Athletics Representative

Goal Implementation Committees (2018-2023)

Strategic goal #1 – achieve competitive excellence.

• Kaity McKittrick (chair), deputy director of athletics/SWA
• Kia Damon, head coach of women’s basketball
• Andrew Foster, associate director of athletics/facilities & operations
• Matt Hyde, dean of admissions
• Pat Myers, head coach of men’s lacrosse
• Alma Scott-Buczak, associate vice president for human resources
• Mick Statham, head coach of women’s soccer
• John O’Keefe, vice president for ITS and chief information officer

Strategic Goal #2 – Strengthen Academic Excellence

• Carly Riepenhoff (acting chair), assistant athletic director for student-athlete development & academic support
• Jim Dailey, head coach of swimming and diving
• Jodie Frey, associate dean & director of recreation services
• John Garrett, head coach of football
• Mike Olin, dean of academic advising & co-curricular programs
• Rob Root, professor of mathematics and clerk of the faculty
• Julie Smith, associate professor of economics
• Mike Summers, assistant vice president for career services

Strategic Goal #3 – Provide the Most Positive Student-Athlete Experience Possible

Student-athlete wellness team:

• Brad Potts (chair), assistant director of athletics for peak performance
• Julie Amato, sports psychologist
• Matt Bayly, director of sports medicine
• Caitlyn de la Haba, head coach of softball
• Markus Dubischar, associate professor of foreign languages and literature
• Jacklyn Fein ‘21, women’s lacrosse
• Jeff Goldstein, director of health services and college physician
• Phil LaBella, director of athletic communications
• Carly Riepenhoff, assistant athletic director for student-athlete development & academic support

Strategic Goal #4 – Build More Community and Spirit for Lafayette Athletics

• Scott Morse (chair), senior director of communications for campus life and athletics
• Christopher Brown, general manager of dining services
• Tim Cox, associate dean of students
• Brian Ludrof, director of creative media
• Katie McConnell, head coach of women’s lacrosse
• Fran O’Hanlon, head coach of men’s basketball
• Kirk O’Riordan, associate professor of music and director of bands
• Sydney Sabino ’21 (athletic affairs chair), women’s basketball
• Billie Weiss, ticket & promotions manager, head coach of cheerleading & dance teams

Strategic Goal #5 – Ensure Integrity in Everything We Do

• Mike Chamberlain (chair), associate athletic director for compliance and student-athlete development
• Ryan Adams, head coach of volleyball
• Olivia Barney ‘21, women’s track & field
• Michele Curcio, head coach of cross country and track & field
• Amanda Hanincik, director of educational equity
• Leslie Muhlfelder, vice president of human resources/general counsel
• Tim Reilly, head coach of baseball
• Rob Young, director of intercultural development

Strategic Goal #6 – Secure the Funding Necessary for Success

• Josh Azer, director of athletic development
• Craig Becker, associate vice president for finance & business
• David Blasic, athletic business manager
• Roger Demareski, vice president for finance & administration/treasurer
• Ben Landis, assistant director of major gifts
• Kim Spang, vice president for development & college relations
• Adam Stauffer, assistant vice president for principal gifts,gift planning & athletic fundraising
• Jennifer Stone, head coach of field hockey

Athletics Review

2016-18 athletics review executive summary, summary of major findings.

• Lafayette College appears to be well placed, from an academic mission perspective, in the NCAA Division I FCS and Patriot League.
• The athletics program makes an important contribution to the College by attracting talented student-athletes and providing events that are enjoyed by the entire community; however, that role is not fully recognized and appreciated across campus.
• While the Steering Committee has developed an appropriate Role Statement, the task remains to advocate for the roles athletics plays at the College and change the culture of skepticism.
• The student-athlete experience is considered by the student-athlete as not meeting their expectations for a Division I level and as not comparable to other Patriot League members. Travel and equipment are particularly of concern.
• The athletics program is not funded and supported at a realistic competitive level within the Patriot League. The Maroon Club feels that alumni will support athletics more, and opportunities exist to expand revenue through marketing and promotions, given appropriate resources. Some greater institutional support may well be needed.
• While Lafayette’s athletics facilities are, for the most part, outstanding, real shortcomings exist—no separate practice venue for men’s and women’s basketball and volleyball, inadequate men’s and women’s indoor track and field practice venue and no competition venue, and spectator accommodation at Metzgar Fields Athletic Complex, for example. These capital needs should be integrated in the campus facilities development plan.
• The differential between resources and expectations for success is stressful and widening for the entire program (student-athletes, coaches, alumni, etc.) and the risk for not resolving issues is loss of quality student-athletes and the goodwill and support of alumni and friends.

Strategic Alternatives

The review committee was presented with four strategic alternatives.

• Maintain Program and Expense Levels — Do nothing and continue current levels of support. This option was rejected as not being supportive of greater competitiveness.
• Reduce the Number of Teams — Reduce the number of teams to the Division I minimum of 14. This option was rejected because the number of teams eliminated would be too significant.
• Add Women’s Teams to Existing Teams and Increase Resources — Add select women’s sports and provide resources to women’s teams to support equity in scholarships and student-athlete experience. This option was recommended for further consideration and has been addressed in the strategic plan.
• Strive to Become Competitive/Dominant in the Patriot League —Expand all rosters, improve team support and resources, improve coaching staff numbers and compensation, better coordination with admissions and financial aid, improve equipment and travel, increase support staff (strength and conditioning, trainers, nutrition, administration, etc.), provide adequate venues for practice and competition, and promote the goal of striving for or even a dominant position within the Patriot League. This option was recommended for further consideration and has been addressed in the strategic plan.

The Athletics Review Committee recommended that the Athletics Department launch a planning process aligned with Options 3 and 4.

Recommendations

• Launch a strategic planning process to advance strategic alternatives that best fit Lafayette.
• Develop College-wide shared appreciation and accommodation of the role of athletics at Lafayette.
• Continue the excellent student-athlete and athletics support programs.
• Interface appropriately the admissions/financial aid processes with athletic recruiting cycles.
• Move to gender proportionality in participation and support.
• Resource teams to provide quality student-athlete experience.
• Build remaining facilities issues into the College’s facilities master plan.

Lafayette’s NCAA Division I Sports

Men’s sports.

• Basketball*
• Cross Country
• Swimming & Diving
• Track & Field

Women’s Sports

• Field Hockey*
• Volleyball*

Co-Ed Sport

(* indicates scholarship sports)

Replay the Broadcast

• Request Info
• < Previous

Home > library > MIGLIORE > 8

Migliore Collection

Strategic Planning for Collegiate Athletics

R Henry Migliore Follow

Document Type

Publication date.

Aimed at developing a long term strategic plan for the athletic department. Strategic Planning for Collegiate Athletics offers a step-by-step approach, complete with worksheets and examples, to assist athletic administrations in developing their plans for collegiate athletics. You will discover how to manage issues such as high turnover rates, unclear goals among staff, working long hours and still being unable to keep up, and lack of team spirit. As a college, university, high school, or recreational athletic director, you will benefit from the theoretically sound decision-making material that can be applied toward these issues addressing such areas as creating purpose statements, objectives, strategies, and evaluations.

Recommended Citation

Migliore, R. H. (2018). Strategic planning for collegiate athletics. Managing for Success

Since August 12, 2022

Included in

Business Administration, Management, and Operations Commons , Health and Physical Education Commons , Leadership Studies Commons

• Collections
• Disciplines

Advanced Search

• Notify me via email or RSS

Author Corner

Home | About | FAQ | My Account | Accessibility Statement

Privacy Copyright

• Subscribe/Renew

• Athletic Administration
• Concussions
• Sports Medicine
• Strength & Conditioning
• Athletic Leader
• Glossary of Terms
• Track & Field
• TechTime Videos
• 2024 Coach & A.D. Buyers’ Guide
• 2024 Winning Football Playbook
• 2024 Winning Hoops Coaches Playbook
• 2023 Digital A.D. Toolkit
• 2023 Coach & A.D. Tech Guide
• *NEW* TechTime Videos
• Educational Webinars
• Exclusive Downloads
• Podcast Archive

A.D.ministration: Planning strategies for athletic directors

9 suggestions to help ads stay organized and on task.

The process of planning is vital for the athletic administrator. You may have heard the maxim, “If you fail to plan, you are planning to fail.” This quote has been attributed to Benjamin Franklin, and even though ol’ Ben wasn’t an athletic director, it certainly applies.

The purpose of planning is to make your management efforts more efficient and effective, and everyone should embrace this objective. However, what things should an athletic administrator actually plan ? With the end result in mind, it should be pretty clear that you should plan anything and everything you can.

I’ve heard that for every hour you invest in planning, you save two. That’s a pretty good exchange rate, and it goes a long way toward improving what you want to accomplish in your position. Planning may be your key to success.

Considering the various tasks and responsibilities that athletic directors deal with, planning should be done for the following:

√ Preseason meetings . These meetings for parents and coaches should include PowerPoint presentations, agendas and handouts. These items need to be created or gathered. Refreshments, projectors, sound systems and additional aspects also must be arranged.

√ Tournaments . Invitational tournaments, regardless of size or number of days, require enormous preparation. These tasks would typically include inviting the teams, scheduling officials and contest workers, preparing a program, and producing advertisements.

» ALSO SEE: A.D.ministration: Principles for negotiating & mediating

√ Difficult conversations . Meetings with a problematic parent or a high-maintenance coach require thought and preparation. You have to gather the pertinent materials, including copies of policies and procedures that may be relevant to support your position in this conversation.

√ Cancelations and rescheduling . Inclement weather hits early one spring day and contests have to be postponed. This development requires many changes and communication with a host of individuals. And your teams now want to practice inside, which presents another challenge.

√ Team gatherings . Awards evenings or banquets that require gathering the names of the recipients, ordering the awards, arranging the sequence of speakers, scheduling the venue, and creating a program for the event must be handled. It’s vital to consider the history, tradition and normal procedures that occurred in previous years. You also want to be careful of setting a new precedent for future occasions.

This is not meant to be an all-inclusive list, but merely provide a few examples. Planning enhances most responsibilities that an athletic administrator encounters.

Making improvements

The following nine suggestions should help when you begin or improve the planning aspect of your position.

1. Plan to plan . While this may seem like a redundant use of words, it’s a practical suggestion. You want to set aside time in your weekly schedule to plan various events or for situations that are scheduled.

2. Allow for time . Give yourself enough lead time in your planning process. To get started, begin as early as possible. Why? New ideas and details will suddenly become apparent when you least expect them, and this can, and usually does, occur over a period of days. Sudden inspiration can come during the drive home, as you jog a few miles, or while you sleep.

3. Get help . Ask colleagues who may have hosted or performed similar tasks to get useful ideas. Seek input from anyone who might be of help.

4. Do research . Always refer to records and guidelines from previous events. These documents provide a good starting point for your planning, particularly if you made notes of improvements for future editions. This would automatically lead to the next suggestion.

6. Make lists . Try to create a checklist once you list all of the tasks or details that you must accomplish. This way, you simply go from item to item during the day of the event so that you don’t forget anything during the set-up process, which is easy to do.

   » RELATED: The evolving athletic director position

7. Visit the venues . Inspect venues that may host any of your events. This step should be undertaken well in advance, allowing you to make improvements or modifications. The setting and layout of a venue can provide some limitations or advantages of hosting a contest or meeting. These facts are invaluable in the planning stage.

Try to determine what personnel and additional equipment may be needed for an event during your inspection of the facility.  The nature of the scheduled contest or meeting should provide you with a few basic requirements and the visual inspection should help. You will need all of this information to effectively complete your plan.

8 .  Communicate . Don’t forget to communicate and share your plan with anyone involved with an upcoming event or task. The implementation of your blueprint or organizational strategies depends upon these individuals.

9. Evaluation . Evaluate whether the event was successful and what needs to be improved after its completion. This is the time to make notes as to what modifications must be made in the future. You should also update and rearrange your checklist, since you now have first-hand experience and are in the perfect position to do this. This step helps in your planning efforts the next time around.

While these suggestions should be helpful in your effort to become more effective and efficient with your planning, there’s also one more maxim that should bring this process into focus: “Poor or ineffective planning becomes someone else’s emergency.”

While it’s unknown who said this, it’s one powerful reason for putting in the time and effort to plan as much as possible. It will help to avoid critical mistakes that could have a significant impact on your department.

David Hoch, CMAA, has 16 years of experience as a high school athletic director and served for 12 years as the executive director of the Maryland State Coaches Association. In 2000, he was named Athletic Director of the Year by the Maryland State Athletic Directors Association. His column, A.D.ministration, focuses on issues in athletic administration and appears regularly in Coach & Athletic Director magazine.

You Might Also Like

Leave a Reply Cancel reply

You must be logged in to post a comment.

Latest News

Md athletic director used ai to frame principal with racist remarks, nfhs approve 6 rule changes for high school wrestling.

More News »

Popular Now

• Merrimack removes lacrosse player for racist remark April 25, 2024
• OSAA defends gender policy regarding trans student-athletes April 23, 2024
• 10 must-read books for coaches & athletic directors December 21, 2023
• Study: Parents’ sideline behavior greatly… April 16, 2024
• Coaches notice changes throughout youth sports landscape April 23, 2024

Share on Facebook Share on Twitter Share on Linked In Share by Email

[email protected]

(616) 520-2137

• Update Your Subscription Address
• Editorial Submissions
• Privacy Policy
• Cookie Policy
• Terms of Use
• Do not sell or share my personal information

Subscribe Now!

• Cross country
• Sports 40 Under 40 Awards

Virtual Tour

Experience University of Idaho with a virtual tour. Explore now

• Discover a Career
• Find a Major
• Experience U of I Life

More Resources

• Admitted Students
• International Students

Take Action

• Find Financial Aid
• View Deadlines
• Find Your Rep

Helping to ensure U of I is a safe and engaging place for students to learn and be successful. Read about Title IX.

Get Involved

• Clubs & Volunteer Opportunities
• Recreation and Wellbeing
• Student Government
• Student Sustainability Cooperative
• Academic Assistance
• Safety & Security
• Career Services
• Health & Wellness Services
• Register for Classes
• Dates & Deadlines
• Financial Aid
• Sustainable Solutions
• U of I Library

• Upcoming Events

Review the events calendar.

Stay Connected

• Vandal Family Newsletter
• Here We Have Idaho Magazine
• Living on Campus
• Campus Safety
• About Moscow

The largest Vandal Family reunion of the year. Check dates.

Benefits and Services

• Vandal Voyagers Program
• Vandal License Plate
• Submit Class Notes
• Make a Gift
• View Events
• Alumni Chapters
• University Magazine
• Alumni Newsletter

U of I's web-based retention and advising tool provides an efficient way to guide and support students on their road to graduation. Login to VandalStar.

Common Tools

• Administrative Procedures Manual (APM)
• Class Schedule
• OIT Tech Support
• Academic Dates & Deadlines
• U of I Retirees Association
• Faculty Senate
• Staff Council

Department of Movement Sciences

Athletic Training Program

Mailing Address: College of Education, Health and Human Sciences University of Idaho 875 Perimeter Drive MS 2401 Moscow, Idaho 83844-2401

Phone: 208-885-2182

Fax: 208-885-5929

Email: [email protected]

Integrated Sports Medicine and Rehabilitative Therapies (ISMaRT) Clinic

» Make a Gift

Phone: 208-885-1673

Fax: 208-885-1049

Email: [email protected]

Integrated Sports Medicine Movement Analysis Laboratory (ISMMAL)

Mailing Address: 875 Perimeter Drive MS 2401 Moscow, Idaho 83844-2401

Phone: 208-885-1155

Athletic Training, M.S.A.T.

Career information is not specific to degree level. Some career options may require an advanced degree.

Current Job Openings and Salary Range

in ID, WA, OR, MT and HI

Entry-Level

Senior-Level

• Career Options
• Athletic Trainer

Regional Employment Trends

Employment trends and projected job growth in ID, WA, OR, MT & HI

*Job data is collected from national, state and private sources. For more information, visit EMSI's data sources page .

• Degree Prep

Prospective students must have completed the pre-requisite coursework in order to be eligible to apply to the MSAT program.

Current or prospective University of Idaho students should inquire about the 3 + 2 option. This allows undergraduate students to major in Exercise, Sport, and Health Sciences in the Pre-Athletic Training track for the first three years at the University of Idaho (or a partner institution) and then begin the MSAT program. Students complete their undergraduate and graduate coursework in a total of 5 years.

• Degree Roadmap

Pre-requisite Coursework:

• Human Anatomy (4 credits)
• Human Physiology (4 credits)
• Biology (1 credit minimum)
• Chemistry (1 credit minimum)
• Physics (1 credit minimum)
• Psychology (1 credit minimum)
• Current First Aid and CPR (AHA or ARC)

Requirements can be fulfilled with a standalone course or elements of a course. For example, a requirement for biomechanics coursework can be fulfilled by a student who has participated in a Kinesiology or Movement Anatomy course in which biomechanics was included. A review of syllabi may be requested.

Summer Year I (On campus)

• AT 506: Clinical Anatomy I (3 credits)
• AT 507: Care and Prevention of Injuries and Illnesses (3 credits)
• AT 508: Evaluation and Diagnosis of Injuries and Illnesses I (4 credits)
• AT 509: Principles of Rehabilitation (3 credits)
• AT 510: Therapeutic Modalities I (2 credits)

Fall Year I (Hybrid)

• AT 512: Research Methods and Statistics (3 credits)
• AT 520: Clinical Education I (2 credits)
• AT 521: Clinical Experience I (4 credits)
• AT 587: Prevention and Health Promotion in Athletic Training (3 credits)
• AT 514: Psychology of Injury and Referral (3 credits)

Spring Year I (Hybrid)

• AT 513: General Medicine for Athletic Trainers (3 credits)
• AT 543: Neuroscience for Athletic Trainers (3 credits)
• AT 522: Clinical Education II (2 credits)
• AT 523: Clinical Experience II (4 credits)
• AT 511: Ethics and Administration in Athletic Training (3 credits)

Summer Year II (On campus)

• AT 531: Clinical Anatomy II (3 credits)
• AT 532: Evaluation and Diagnosis of Injuries and Illnesses II (4 credits)
• AT 533: Applied Rehabilitation (3 credits)
• AT 534: Therapeutic Modalities II (2 credits)
• AT 535: Seminar in Athletic Training I (1 credit)

Fall Year II (Hybrid)

• AT 536: Research Methods and Statistics II (3 credits)
• AT 547: Critical Issues in Athletic Training Clinical Practice (3 credits)
• AT 550: Clinical Education III (2 credits)
• AT 551: Clinical Experience III (4 credits)
• AT 540: Pharmacology for Athletic Trainers (3 credits)

Spring Year II (Hybrid)

• AT 541: Seminar in Athletic Training II (2 credits)
• AT 542: Scientific Inquiry and Research Presentation (3 credits)
• AT 552: Clinical Education IV (2 credits)
• AT 553: Clinical Experience IV (4 credits)
• Scholarships

Scholarships are offered each year by our national, regional and state associations. Learn more about these scholarship opportunities by following the links below.

• National Athletic Trainers’ Association Research & Education Foundation Scholarships
• Northwest Athletic Trainers’ Association Research & Education Foundation Scholarships
• Idaho Athletic Trainers’ Association Scholarship
• Gritman Foundation Scholarships
• Professional Football Athletic Trainers’ Society Scholarships
• F.A. Davis Health Science Education Scholarship

Movement Sciences (MVSC) Scholarships

• Application and Descriptions  (PDF)

Visit the  Financial Aid office  for more information on available scholarships.

• Cost of Program

The M.S.A.T. program cost, while in the bottom one-third when compared to similar programs across the country, includes student books, fees and participation in advanced manual therapy courses.

For detailed description of the program cost, download the M.S.A.T. Handbook below:

• Athletic Training Program Student Handbook
• Hands-On Learning

The MSAT program is an intensive program that includes a clinical immersion model. All students are required to complete a minimum cumulative total of 900 clinical education hours under the direct supervision of a certified athletic trainer during the two-year program. 

Students complete a variety of clinical rotations that will help them prepare for the ever-changing health care market and give them skills necessary to achieve their individual and unique career aspirations. Clinical experiences are offered during the fall and spring semesters at affiliate sites around the country.

To find out more and see a sampling of clinical affiliate sites, visit our clinical experiences page .

• Job Openings and Salary Range
• Employment Trends

Promoting Quality Patient-Care

Athletic Trainers are health care professionals who collaborate with physicians and other health professionals to optimize patient care, client activity and participation in athletics, work and life. The practice of athletic training encompasses the prevention, examination, diagnosis, treatment and rehabilitation of chronic and acute medical conditions. Students complete their undergraduate degree in Exercise, Sport, and Health Sciences and begin their M.S.A.T. as seniors.

• MSAT Program Outcomes Data pdf
• M.S.A.T. Handbook pdf
• U of I AT Scholarly Products pdf
• Coursework delivered by hybrid instruction over a 24-month period.
• Clinical rotations at sites across the country with expert clinicians.
• Expanded graduate curriculum for musculoskeletal disorders and disease.
• The Athletic Training program accepts applications up to April 15 each year.
• CAATE Program Information and Outcomes Page

News and Features

Movement Sciences

Meet our Faculty

Athletic Training

• Departments

The Austin Police Department Shares New Five-Year Strategic Plan

City of Austin

Lacy Needham joins Texas Tech as Chief Financial Officer

May 10, 2024 | General

Needham arrives at Texas Tech following six years overseeing business and finance operations at Arkansas

By: Texas Tech Athletics Communications

LUBBOCK, Texas – Texas Tech Athletics announced Friday the hiring of Lacy Needham as the department's new Senior Associate Athletics Director and Chief Financial Officer. In her role, Needham will be responsible for overseeing the athletics department's more than $115 million budget and will serve as a member of Texas Tech's executive staff. She arrives in Lubbock with more than two decades of experience leading business operations between her time at Arkansas (2018-24), Texas State (2009-18) and Georgia Southern (2003-06). Needham will inherit many of the duties previously assigned to Jonathan Botros, who was promoted to Deputy Athletics Director this past June and will add additional duties as Texas Tech's chief operating officer. Botros will provide oversight of the Red Raider football program moving forward in addition to his previous duties as the sport administrator for men's basketball. "We're pleased to welcome Lacy to our Texas Tech family," Director of Athletics Kirby Hocutt said. "As we continue to develop long-term planning for Texas Tech Athletics, it was essential that we find an individual with a strong financial background to compliment that of Jonathan Botros as he transitions more to our Deputy A.D. role. We're fortunate to have found that in Lacy, whose experience will only enhance our business office operation." In addition to her role as CFO, Needham will serve as liaison to Texas Tech's Office of General Counsel, Office of Audit Services and the university's Senior Vice President for Administration and Finance. She will also oversee the departments of information technology and equipment operations as well as Texas Tech's relationship with both Anthony Travel and the Rawls Course. "I am honored to be joining Red Raider Nation and can't wait to be a part of the outstanding Texas Tech Athletics team supporting Fearless Champions," Needham said. "I can't thank Kirby Hocutt and the selection committee enough for this opportunity and look forward to getting to Lubbock soon to begin working with his incredible staff." Needham began her tenure at Arkansas as an Assistant A.D. for business operations in 2018 before being promoted to Associate A.D. and as a member of the Razorbacks' senior staff in 2022. At Arkansas, she had day-to-day oversight of business and finance operations and was the department's liaison to the on-campus business affairs, financial affairs and human resources offices. Prior to her time in Fayetteville, Needham spent nearly a decade at Texas State where she supervised business operations as an Assistant A.D. from 2009-17 and then as an Associate A.D. from 2017-18. She previously served in a similar capacity at Georgia Southern University from 2003-07. Needham began her career as a junior accountant with the Texas Rangers organization before moving into roles at both TCU and Baylor. She earned her undergraduate degree in finance from TCU in 1999 and then added a master's in sports management from Baylor in 2003. Needham begins her duties at Texas Tech on May 20.

College Sports | UC regents expected to hit UCLA with maximum…

Share this:.

• Click to share on Facebook (Opens in new window)
• Click to share on Twitter (Opens in new window)
• Click to print (Opens in new window)
• Click to email a link to a friend (Opens in new window)
• Click to share on Reddit (Opens in new window)

Today's e-Edition

• Earthquakes
• High School
• Pac-12 Hotline
• Dieter Kurtenbach

Breaking News

College sports | ‘good man’ or ‘danger to the community’ dueling views presented for pasadena radiologist in devil’s slide crash, college sports, subscriber only, college sports | uc regents expected to hit ucla with maximum annual subsidy — err, “contribution” for cal, the decision is rooted in ucla’s departure from the pac-12 to the big ten.

That is the maximum amount agreed upon by the regents in late 2022, after UCLA’s announced departure to the Big Ten placed the Pac-12’s future, and Cal’s athletic revenue, at risk.

Since then, Cal’s situation has become more fraught. The Pac-12’s collapse in August 2023 forced the Bears (and Stanford) to join the ACC later this year with a partial share of the conference’s revenue.

The approved range for the contribution — some have termed it ‘Calimony’ — was $2 million to $10 million, with the exact figure based “on the best available information on projected revenues for both campuses,” the regents stated at the time.

The Bruins will be required to support Cal through the 2029-30 academic year, when the Big Ten’s media rights agreement expires.

In other words: $60 million will be sent from Westwood to Berkeley.

An executive summary posted on the regents’ website in advance of the May 14 meeting at UC Merced states:

“While universities and colleges are still in tumultuous times with an unsettled landscape in college athletics, there is some clarity on projected media rights revenues in the near term.

“It is anticipated that there will be an approximately $50 million difference between UCLA’s Big Ten contract and UC Berkeley’s agreement with the ACC.

“As a result, the President is proposing that UCLA contribute $10 million a year to UC Berkeley, the top end of the range established by the Regents in December 2022.”

The issue is labeled as an action item during an open session, meaning a vote is expected to occur.

UCLA will be a full-share member of the Big Ten when it enters the conference on Aug. 2. The Bruins are expected to receive approximately $65 million, on average, for the six years of the Big Ten’s media rights deal with Fox, CBS and NBC.

The $10 million contribution headed to Berkeley comes in addition to the increased travel costs that accompany life in a conference based in the Upper Midwest. UCLA has estimated that cost to be approximately $10 million more than it was spending on travel in the Pac-12.

Put another way, the Bruins will enter the Big Ten with financial constraints that many of their peers in the 18-team conference won’t experience.

Meanwhile, Cal and Stanford will receive approximately 30 percent shares of the ACC’s annual media rights revenue for seven years, before their shares ladder up to 100 percent in Year 10 of the membership agreement.

At 30 percent shares, the Bay Area school likely will receive approximately $8 million to $10 million from the ACC’s Tier 1 media deal with ESPN.

Additionally, Cal’s athletic department required more than $30 million in direct campus support in the 2023 fiscal year in order to balance the books.

The executive summary includes this recommendation:

“That the Regents authorize the transfer of $10 million a year from UCLA to the Berkeley campus from 2024-25 through 2029-30, the term of UCLA’s existing Big Ten Conference contract.

“In the event that there is a significant change in revenues and/or expenses for either campus, exceeding ten percent over 2024-25 pro forma assumptions, UCLA’s contribution commitment will return to the Regents for further evaluation and potential action.”

The regents also addressed Cal’s situation specifically in their summary:

“Beyond UCLA’s contribution, Cal Athletics will continue to work diligently to be fiscally responsible, priding itself on being able to achieve excellence on and off the playing fields while operating the Department in a cost-efficient manner.

“In addition, UC Berkeley is evaluating other solutions to address the financial gap. These include the development of new department revenue streams, additional philanthropic support, consolidating athletic scholarships to the campus Financial Aid and Scholarships Office, and an additional extraordinary payout from athletics related endowed funds.”

*** Send suggestions, comments and tips (confidentiality guaranteed) to [email protected] or call 408-920-5716

*** Follow me on Twitter/X: @ WilnerHotline

*** Pac-12 Hotline is not endorsed or sponsored by the Pac-12 Conference, and the views expressed herein do not necessarily reflect the views of the Conference.

• Report an error
• Policies and Standards

More in College Sports

College Sports | Mailbag: Outlook for ‘Corners’ schools in Big 12 hoops, UCLA’s huge ‘Calimony,’ scenarios for Cal and Stanford and more

College Sports | Stanford to further cement VanDerveer’s legacy at Maples Pavilion

College Sports | Utah and BYU, together again: Coaching move offers a glimpse of rivalry intensity with Utes set to join Cougars in the Big 12

College Sports | Pac-12 recruiting: UW’s new QB, defense for the Ducks, ASU stays hot

• Election 2024
• Entertainment
• Newsletters
• Photography
• Personal Finance
• AP Investigations
• AP Buyline Personal Finance
• AP Buyline Shopping
• Press Releases
• Israel-Hamas War
• Russia-Ukraine War
• Global elections
• Asia Pacific
• Latin America
• Middle East
• Election Results
• Delegate Tracker
• AP & Elections
• Auto Racing
• 2024 Paris Olympic Games
• Movie reviews
• Book reviews
• Personal finance
• Financial Markets
• Business Highlights
• Financial wellness
• Artificial Intelligence
• Social Media

Settlement could cost NCAA nearly $3 billion; plan to pay athletes would need federal protection

FILE - Boston College play SMU during the first half of the Fenway Bowl NCAA football game at Fenway Park Thursday, Dec. 28, 2023, in Boston. With the expanded College Football Playoff locked in through 2031, questions still remain about what the rest of the postseason will look like. One thing is certain, there will still be bowl games. (AP Photo/Winslow Townson, File)

• Copy Link copied

SCOTTSDALE, Ariz. (AP) — The NCAA and major college conferences are considering a possible settlement of an antitrust lawsuit that could cost them billions in damages and force schools to share athletics-related revenue with their athletes.

But even if college sports leaders create a new, more professional model for collegiate athletics they likely would need help from Congress if athletes are not classified as employees.

Two people familiar with settlement discussions related to House vs. the NCAA told the AP on Friday the association could pay out $2.9 billion in damages over 10 years to resolve the class-action lawsuit — which is set to go to trial in January. Schools in the Big Ten, Big 12, Atlantic Coast Conference and Southeastern Conference could be on the hook for about $30 million per year, which would include about $20 million annually directed to their athletes.

The people spoke on condition of anonymity because settlement negotiations were not being made public, and emphasized a deal is far from finalized. Conditions of an agreement still must be approved by the NCAA board of governors and the presidential boards of each of the four conferences.

Yahoo Sports and ESPN first reported details of the potential settlement agreement.

U.S. District Judge Claudia Wilken, who already has ruled on several high-profile antitrust cases against the NCAA in the Northern District of California, ordered the sides to attempt to settle the case months ago. A more developed plan emerged from a meeting of NCAA and conference officials in Dallas last week.

Earlier this week, Big 12 Commissioner Brett Yormark declined to discuss anything related to a possible settlement or the gathering in Dallas while speaking with reporters after his conference meetings in Arizona wrapped up.

There is quiet acknowledgement among many college sports administrators that a settlement of House is the best course of action. The case, brought by former Arizona State swimmer Grant House, contends college athletes should receive a cut of the billions of dollars in media rights fees that go to the power conferences and the NCAA, dating to 2016.

The NCAA is facing several other antitrust challenges to compensation and transfer rules, but House has become a catalyst for action.

In a previous filing, attorneys for the NCAA and the conferences contend damages in House will be $1.4 billion, though in successful antitrust cases damages are tripled.

The NCAA and college sports leaders have been seeking help from Congress in the form of a federal law to regulate NIL compensation for several years, but there has been little movement on that front.

More recently the emphasis from NCAA President Charlie Baker and others has shifted to trying to prevent college athletes from being deemed employees.

Even with a settlement in House and a revenue-sharing plan, the NCAA and major conferences could still need a federal law or antitrust protection to prevent more challenges.

A separate antitrust lawsuit in Pennsylvania dealing with the employment status is also active.

“In terms of their legal options one is to go to Congress, two is to recognize the athletes as employees and enter collective bargaining agreements, the other one is to try to operate in a way that is more defensible under the law,” Tulane sports law professor Gabe Feldman said. “The door is still open to re-invent itself to either withstand litigation or gain more support for congressional intervention.”

Feldman said a federal law that denies college athletes employment status could face a court challenge without the NCAA and conferences being granted an antitrust exemption by Congress.

“It’s hard to ask Congress to protect something that so many see as exploitative,” Feldman said.

A recent ruling from an National Labor Relations Board regional director paved the way for members of the Dartmouth men’s basketball team to vote to join a union. The school is fighting that decision.

Some type of revenue-sharing agreement or substantially increased payments to college athletes on top of scholarships seems inevitable.

Baker himself proposed in December creating a new tier of Division I in which schools would be required to pay at least half their athletes $30,000 per year in trust funds. Baker also encouraged schools to bring NIL activities for athletes in-house instead of solely allowing them to work with third-party entities.

Baker’s D-I project proposal has mostly been tabled, but allowing — though not requiring — schools to pay their athletes seems closer than ever to becoming a reality.

Follow Ralph D. Russo at https://twitter.com/ralphDrussoAP and listen at http://www.appodcasts.com

AP college football: https://apnews.com/hub/college-football

University of Idaho Athletics

Top stories, vandals of the week, social media.

Thanks for visiting !

The use of software that blocks ads hinders our ability to serve you the content you came here to enjoy.

We ask that you consider turning off your ad blocker so we can deliver you the best experience possible while you are here.

Thank you for your support!

Washington Commanders questions: Roster stock watch, UDFA moves, scouting department changes

The Washington Commanders’ on-field offseason sessions begin Friday to start the three-day rookie minicamp headlined by first-round quarterback Jayden Daniels and many questions about what comes next.

Let’s tackle eight topics, some of which were overlooked over the past few weeks but are central to the Commanders’ future.

Advertisement

Reminder: Following rookie camp, the offseason program continues with veterans participating in three three-day voluntary OTA sessions followed by a mandatory minicamp June 11-13 and then roughly six weeks off until training camp.

Roster/role stock up

The strength of Chris Rodriguez Jr. ’s grip on the third running back spot behind Brian Robinson Jr. and Austin Ekeler moved closer to Adrian Peterson territory after Washington passed on selecting another one. The 223-pound power back with 4.52 40-speed is the clear early-down backup to Robinson, whether that means 5-10 touches from scrimmage per game or a lower figure.

However, if the Commanders eye Rodriguez as part of what looks like a trend of teams seeking bigger-bodied kick returners, there is room for a more significant role. New rules prevent players from moving until a returner touches the ball or the ball hits the ground, but they also create a crowded space since the kicking team (sans the kicker) will line up at the receiving team’s 40-yard line.

Also, props to the holdovers since Washington has the largest roster churn in the league, per Over the Cap.

Yes the #Commanders have the fewest percent of players returning from 2023 at 57% pic.twitter.com/wuecjEyoLt — Jason_OTC (@Jason_OTC) May 6, 2024

Roster/role stock down

Right tackle Andrew Wylie belongs in the previous category since Washington didn’t add direct competition this offseason. That’s not the case for wide receiver Dyami Brown , tight end Cole Turner and defensive tackle Phidarian Mathis .

Mathis, a second-round pick in 2022 as a Daron Payne free-agent hedge, missed 23 of 34 games due to injuries and was undistinguished when available. Now second-round pick Johnny Newton , already praised by Adam Peters and others as a draft steal, joins the rotation. This is the definition of getting drafted over.

Maybe not as cut and dried for Brown, a 2021 third-round pick with 29 receptions in three seasons. Two of his three career touchdowns came in one game. Brown offers a different player profile than two acquisitions made by the new regime, 5-foot-8 free-agent signing Olamide Zaccheaus and third-round slot threat Luke McCaffrey . Washington’s previous staff made Brown available at the 2023 trade deadline, multiple league sources told The Athletic then.

The other challenge for Brown or any other receiver is how often the Commanders use 12 personnel. Selecting tight end Ben Sinnott in the second round more than suggests the answer is frequent. Two tight ends and Ekeler’s pass-catching prowess likely cuts down the available snaps for Brown. Sinnott does the same for Turner (13 receptions in 22 games). The 2022 fifth-round selection’s roster spot is in jeopardy if Armani Rogers flashes the same potential shown before his season-ending Achilles tear last summer.

🎙️High energy and high honors ▪️ @Fsmoot21SeanT on Jayden Daniels; Mike Sainristill, DB fits, new coaches; O-line; roster-building ▪️ 1-on-1 w/ Hall of Famer @darrellgreen28 on his jersey retirement & career (and my cat?) ▪️ Ben with free-agent LT intel https://t.co/Iz1LCsJ47n — Ben Standig (@BenStandig) May 1, 2024

Front-office activity

Peters hired friend and longtime Detroit Lions executive Lance Newmark upon taking the GM job in January. He later retained and re-assigned Martin Mayhew, the executive he worked with in San Francisco, and replaced him in the position title here. Otherwise, it’s been a wait-and-see process with reshaping the front office. Such switches league-wide typically occur post-draft. The scouting department is generally kept through free agency and the draft since they’ve been eyes, ears and more during these highly classified projects. Peters, Newmark and coach Dan Quinn have taken mental notes over the years of candidates for various spots.

Rob Rogers, hired by Ron Rivera as senior vice president of football administration, played a central role in the Commanders’ hectic free-agency period, during which over two dozen free-agent contracts were executed.

Scouts received shout-outs from Peters following Day 1 of the draft. They are also the group that, under the circumstances, “will probably have the most turnover,” a high-ranking source with another team theorized. “Rob will be a little harder to replace. He’s solid at his job, and there aren’t a lot of experienced alternatives out there.”

Marty Hurney, the ex- Carolina Panthers GM and former senior personnel executive under Rivera, was re-assigned to essentially an inactive “adviser” role soon after Peters’ hiring.

The futures of two other executives hired by Rivera — senior director of player personnel Eric Stokes and director of pro personnel Chris Polian — have generated ample curiosity among league sources. Director of college scouting Tim Gribble, in his third decade with Washington’s scouting department, was promoted to his current title by Rivera in 2020. Washington’s 2024 draft class largely received strong marks from league and media sources.

Money, money, money

Right guard Sam Cosmi is a prominent building block following a breakthrough 2023 campaign. The 2021 second-round pick is also entering the final year of his rookie contract ($3.7 million salary). With Washington’s $43.4 million in salary-cap space, per Over the Cap, and interest going both ways, the only question is whether the sides find common ground. Only nine right guards enter 2024 with annual salaries averaging at least $9 million.

Drafting Newton moved the contract spotlight to Jonathan Allen . The remaining two years on the initial four-year, $72 million extension for the two-time Pro Bowl defensive tackle includes zero guaranteed dollars. Allen’s 2025 cap number rises to $23 million, but with $17 million in savings if released by June 1 of that summer. All that speaks to the need for new terms before the 2025 offseason or the likelihood of Allen’s release after his cap increases significantly.

Free agency, Phase 3

Fans recall Washington signing left tackle Charles Leno Jr. following the 2021 NFL Draft. Leno provided credible work as a three-year starter before his March 1 release , and with depth chart concerns, fans harbor hopes of a repeat acquisition. Here’s the difference.

The Chicago Bears released Leno after the draft once they secured a replacement in the second round. Washington soon after signed the tackle. Until others join the free-agency pool, the current names are of players who have been available on the open market for weeks. They might be comparable talents to Leno in 2021. Yet 32 teams decided, at a point when half the league has significant offensive line needs, that these players at a premium position were not worthy of signing in advance.

Maybe that’s salary terms or not wanting to clog the depth chart without seeing how the draft unfolded. Seven tackles were selected in the first 29 picks. Washington selected TCU left tackle Brandon Coleman at No. 67. The athletic freak, whom some teams prefer at guard, likely needs practice reps before competing with Cornelius Lucas . Peters re-signed the team’s swing tackle since 2020 to a one-year deal this offseason. The GM previously stated he felt comfortable with Lucas and Trent Scott , another veteran reserve. Upgrading Scott’s spot with a player considered more capable of starting might be a viable approach.

Adam Peters proud of Commanders' draft process: 'We got a lot better'

Former Cardinal D.J. Humphries , the left tackle starter under offensive coordinator Kliff Kingsbury in Arizona from 2019 to 2022, is available. Leno is recovering from hip surgery and has not said if he plans to continue his career, though returning to Washington is highly unlikely regardless.

Debate the requirement for talent upgrades at certain spots. Trimming the offseason roster to 91 players this week is mandatory. Washington goes over that marker once undrafted free agents sign their contracts later this week. The Commanders can maintain one spot above the league’s mandatory 90 because defensive lineman Haggai Chisom Ndubuisi is exempt as a participant in the International Player Pathway Program.

Pain and gain

Injuries may influence other roster or participation factors. Allen, entering his eighth season, battled through foot and knee issues during the 2023 campaign. Linebacker Jamin Davis (shoulder), offensive lineman Ricky Stromberg (knee) and defensive end Efe Obada (leg) ended last season recovering from surgery. Darrick Forrest ’s timetable from a Week 6 season-ending shoulder injury supposedly put the safety on track to join the offseason program.

Undrafted free-agent watch

Cornerback Chigozie Anusiem went from unwanted over seven rounds to the belle of the ball in the post-draft market. The $350,000 signing package, as did his superior athletic testing, stood out this cycle. Holdovers Christian Holmes and Tariq Castro-Fields aren’t on steady ground for the fifth and sixth spots.

Chigozie Anusiem is a CB prospect in the 2024 draft class. He scored a 8.88 #RAS out of a possible 10.00. This ranked 278 out of 2473 CB from 1987 to 2024. https://t.co/fLTVGFXdVH pic.twitter.com/TNyrAudXYg — Kent Lee Platte (@MathBomb) April 23, 2024

Another bonus baby, quarterback Sam Hartman , should remove Jake Fromm from training camp, with Hartman and the more experienced Jeff Driskel occupying the remaining spring/summer practice sessions. The hope for Washington is that the quarterback with 134 college touchdown passes, Hartman, progresses enough for primary backup consideration in 2025.

Any running back roster battle — if the staff keeps four — is between undrafted free-agent signings Michael Wiley (28 receptions, eight total touchdowns in 2023 at Arizona), Austin Jones and career backup Jeremy McNichols . Jones’ five-season college career with 603 scrimmage touches overlapped with quarterbacks coach Tavita Pritchard (2019-21) at Stanford and Kingsbury at USC (2023).

Where art thou, Ricky Stromberg

Perhaps the Commanders skipped guard in the draft because they saw last year’s third-round pick becoming one full-time. Drafted as a center, Stromberg’s only 2023 snaps (four games) came at left guard. The knee injury cut short further experimentation. There’s no center opportunity with Tyler Biadasz signing a three-year deal . Rather than waiting for injury, making a committed effort for Stromberg to challenge former Kansas City Chiefs reserve/projected Week 1 starter Nick Allegretti is more than reasonable. Veteran free-agent signing Michael Deiter has experience at both inside offensive line positions.

(Photo of Dyami Brown: Rich Barnes / USA Today)

Get all-access to exclusive stories.

Subscribe to The Athletic for in-depth coverage of your favorite players, teams, leagues and clubs. Try a week on us.

Ben Standig is a senior NFL writer focused on the Washington Commanders for The Athletic. The native Washingtonian also hosts the "Standig Room Only" podcast. Ben has covered D.C. area sports since 2005 and is a three-time winner of The Huddle Report's annual NFL mock draft contest. Follow Ben on Twitter @ benstandig

Biden's new student-loan forgiveness plan has already received over 24,000 comments. There are 2 weeks left to give the administration input.

• There are two weeks left for the public to comment on Biden's new student-debt relief plan.
• Once the public comment period ends, the administration will move toward final implementation.
• Still, legal challenges and the election pose threats to the debt cancellation.

The American people have just two weeks left to give President Joe Biden's administration input on its new student-loan forgiveness plan .

On April 17, the Education Department published its draft rules for a broader version of debt relief to the Federal Register. First unveiled in early April, the new plan is expected to benefit over 30 million borrowers through a range of provisions, including canceling unpaid interest for borrowers and providing debt relief to those who have made at least 20 years of payments.

This new plan is intended to replace Biden's first attempt at relief that the Supreme Court struck down last summer. In contrast to the first plan, this one requires the administration to undergo a process known as negotiated rulemaking, which entails a series of negotiations with stakeholders and an opportunity for the public to comment on the plans before final implementation.

Related stories

The plan is now in the public comment period, and there are two weeks left for anyone who wishes to provide input on the administration's proposals. So far, according to the Federal Register , the plan has received 24,532 comments as of Friday morning.

The comments are available to be viewed publicly, and some of them were supportive of Biden's plan. One stated:

"The more student loan debt that can be forgiven the better. My mom's loans were forgiven last month, and it has changed her life. The period of time when my loans were paused allowed me to buy a home. My loans are currently in repayment, and if that burden could be lifted it would be life-changing for me."

Meanwhile, others were more critical:

"No if you borrow money you need to pay it back. why should people who are hard working pay for a lazy person school. student loans needs to be payed back by the borrower not by people who are working for a living."

Once the public comment period ends on May 17, the Education Department can choose to adjust its proposals based on the feedback it received or move ahead toward final implementation. In the coming months, the department also plans to unveil a separate proposal to get relief to borrowers experiencing financial hardship, which will also have a public comment period.

The department has said it plans to move as quickly as possible with the relief this fall, but not only does the presidential election bring uncertainty to the fate of the relief — it's highly likely legal challenges will once again attempt to block it from carrying out.

For example, Missouri Attorney General Andrew Bailey wrote on X that he would see Biden in court after the release of new details for the debt relief, and he already filed a lawsuit to block the SAVE income-driven repayment plan , arguing it was an overreach of the administration's authority.

Watch: Why student loans aren't canceled, and what Biden's going to do about it

• Main content