A Strategic Plan for Advancing NC State Department of Athletics

A Strategic Plan for Advancing NC State Department of Athletics

2012 - 2017

2North CAroliNA StAte Department of athletics

strategic planning process 3

mission statement 5

strategic Goal one - achieve national recognition 7

strategic Goal two - Graduate student athletes 10

strategic Goal three - cultivate an environment 13

strategic Goal four - allocate financial resources 16

strategic Goal five - recruit and retain 20

strategic Goal six - Generate the funds required 23

strategic Goal seven - create innovative Branding 25

Glossary of terms and acronyms 29

Table of ConTenTs

This strategic plan may be found on www.GoPack.com

A Strategic Plan for Advancing nc state Department of athletics

North CAroliNA StAte Department of athletics 3


sTraTegiC Planning ProCess

Director of Athletics Deborah A. Yow initiated the strategic planning process in the Fall of 2010 by appointing Michelle lee, Associate AD/Senior Woman Administrator, to lead the year long process. A steering committee was formed and this group identified the Department of Athletics’ strategic goals. it is the intent of the Department of Athletics that decisions will be made that lead to achieving the goals outlined in this document and will be the foundation for decision-making, prioritization of daily tasks and budgeting decisions.

Strategic Planning committeeS were formed to reflect core areaS:

1. Strategic Planning Steering Committee

2. Student-Athlete Academic Performance, Personal Development and Well-Being Committee

3. Competitive excellence Committee

4. Branding, Marketing, Partnerships and Development Committee

5. Facility enhancement Committee

6. Financial Stability Committee

7. Compliance education and Culture

these committees studied the strategic goals and ultimately developed a roadmap with appropriate strategies to advance the Department over the next five years. these committees were comprised of University staff members, coaches, administrators, student-athletes, alumni, and donors, thus providing diverse and broad-based participation.

the strategic planning process included several distinctive steps.

• the first step involved a comprehensive evaluation of the Department’s current strengths, weaknesses, opportunities and threats (S.W.o.t.). each of the intercollegiate athletic teams (23) and the administrative units (13) as well as the Student-Athlete Advisory Committee completed a S.W.o.t. analysis. All of the responses were compiled into one comprehensive document for the committees to consider when developing the goals, strategies and timelines for each of their committees.

• the second step was to solicit goal statements from each of the teams and administrative units, as well as the Student-Athlete Advisory Committee. each group was challenged to create goals that were specific, measurable, challenging, realistic and timely. these goals were also compiled into one comprehensive document for use by the committees.

• Using the information above, the committees began developing benchmarks and strategies that were identified as the most important to the Department of Athletics and would allow the best opportunity to achieve the seven strategic goals.

• At the completion of the committee work, goals, strategies and timelines were compiled into one document to be reviewed by the Director of Athletics and intercollegiate Athletics Cabinet. this document is the culmination of those efforts.

it is the expectation of the Department of Athletics that all personnel will be committed to achieving the key goals outlined in this document by utilizing the strategies and adhering to the timelines. By using this document as the foundation for short-term and long-term decision-making, prioritization of daily tasks and budgeting decisions, the Department of Athletics will be on a solid and definable path to achieving its goals.

the Strategic Planning Steering Committee, in cooperation with the Director of Athletics and the Department’s senior leadership, will annually evaluate the progress made toward each goal.


sTraTegiC Planning ProCess continued

Strategic Planning Steering committeeMichelle lee, Chair, Associate Athletics Director/Senior Woman Administrator Sam Pardue, Faculty Athletics representative David horning, executive Senior Associate Athletics Director Chris Kingston, Senior Associate Athletics Director Diane Moose, CFo/Associate Athletics Director Carrie Doyle, Associate Athletics Director Carrie leger, Associate AD for Academics and Student Services Barry Joyce, Associate Athletics Director Dick Christy, Associate Athletics Director ray Brincefield, Assistant Athletics Director Beverly Armwood, Assistant Athletics Director Craig Anderson, Assistant Athletics Director

Student-athlete academic Performance , PerSonal develoPment and well-Being committeeCarrie leger, Associate Athletic Director for Academics and Student Services Dr. Sam Pardue, Faculty Athletics representative Dr. Paul Williams, University Athletics Council Academic Committee Chair Charlie rozanski, Associate Athletic Director / Director of Sports Medicine tonya Washington, Assistant Athletic Director / Student Development DD hoggard, Director of Student-Athlete Welfare Alison ruff, Assistant Director of ASPSA elliott Avent, Baseball head Coach Carter Jordan, Wrestling head Coach Jana Angel, SAAC representative, Volleyball Media hooks, Wolfpack Club Staff Jim King, Wolfpack Club Board

comPetitive excellence committee David horning, executive Senior Associate Athletic Director Chris Kingston, Senior Associate Athletics Director Brian Kelly, Assistant Athletic Director / ticketing Doug Strom, Assistant Athletic Director Meghan Brown, Assistant Director of Marketing Jeffrey Johnson, Student, University Athletics Council lisa Navas, Softball head Coach Kit hughes, Director of Football operations laurie henes, Women’s Cross Country head Coach Marissa Kastanek, SAAC representative, Women’s Basketball Bobby Purcell, executive Director of the Wolfpack Club Brandon Cunningham, Wolfpack Club Staff randy ramsey, Wolfpack Club Board President, 2011-2012 ray rouse, Wolfpack Club Board President, 2010-2011

Branding, marketing, PartnerShiPS, and develoPment committeeChris Kingston, Senior Associate Athletic Director Dick Christy, Associate Athletic Director Chris Alston, Assistant Athletic Director Jim Sherrill, Assistant Athletic Director Annabelle Myers, Assistant Athletic Director for Media relations terry hill, University Athletics Council Gregg Zarnstorff, University licensing Kellie harper, Women’s Basketball head Coach Steve Springthrope, Women’s Soccer head Coach rob Chamra, SAAC representative, Baseball Phillip Wood, Wolfpack Club Staff

Fred Joseph, Wolfpack Club Board Peaches Blank, Wolfpack Club Board

facility enhancement committeeBarry Joyce, Associate Athletics Director ray Brincefield, Assistant Athletic Director Adina Stock, Assistant Athletics Director Andy Snead, University Facilities Planning (Construction) lisa Johnson, University Facilities Planning (Design) Shannon Yates, Assistant Athletics Director / operations John Griggs, University Athletics Council rollie Geiger, track/Cross Country head Coach Brooks teal, Swimming and Diving head Coach hayley hammond, SAAC representative, Women’s Golf Buzzy Correll, Wolfpack Club Staff Chris Combs, Wolfpack Club Staff larry Nixon, Wolfpack Club Board

financial StaBility committeeDiane Moose, Associate Athletic Director / Business Beverly Armwood, Assistant Athletics Director / Business Christy Scheid, Director of human resources Kyle Koch, Director of ticketing Jon Choboy, Men’s tennis head Coach randy lait, Director of Dining Services Suzanne Weiner, University Athletics Council, Finance, Facilities and Personnel Committee Chair Kathy hart, Associate Vice Chancellor / Finance and Business ed Stack, Wolfpack Club Staff tom Cabaniss, Wolfpack Club Board Curtis Dail, Wolfpack Club Board

comPliance education and culture committeeCarrie Doyle, Associate Athletic Director / Compliance Craig Anderson, Assistant Athletic Director / Compliance robin Pate, Director of Compliance Keith edmisten, University Athletics Council, Compliance Committee Chair Katie Sheridan, Assistant Director of ASPSA Shannon Yates, Assistant Athletic Director / operations Joanne Woodard, University Athletics Council, Student life, equity and Sportsmanship Committee Chair Page Marsh, Women’s Golf head Coach Jessica Ward, SAAC representative, Women’s Swimming Kelly Graham, Wolfpack Club Staff ronnie Jackson, Wolfpack Club Board

Note: Subsequent promotions and retirements may have occurred.



to prepare, to compete, to inspire, to achieve…The mission of the NC State University Department of Athletics is to prepare student-athletes to compete at the highest level and to inspire them to be leaders now and for the future by providing the best environment to achieve their athletic, academic, and personal aspirations as well as providing support for the professional development of our coaches and staff, all within the role of the greater institutional relationship to the University. (Adopted August 2009, by the Department of Athletics with approval from the Council on Athletics and Chancellor)

PrePareComPeTe

insPireaChieve


our mission


seven strateGic Goals

1. achieve national recognition for competitive excellence, as measured by ACC finishes and the national Director’s Cup competition.

2. graduate student-athletes at rates that compare favorably to our ACC public peer institutions and achieve same for the NCAA Academic Progress Rates.

3. cultivate an environment where NCAA rules compliance, the pursuit of excellence, gender equity, respect for diversity and recognition of achievement are fundamental values held by staff, coaches and student-athletes.

4. allocate the financial resources required to achieve the Department’s vision of excellence, while operating successfully as a self-supporting auxiliary unit of the University.

5. recruit and retain the caliber of student-athletes, coaches, and staff who are committed to the achievement of the Department’s vision of competitive and academic excellence.

6. generate the funds required to pay the annual scholarship bill, facility debt and operating costs.

7. create an innovative branding program that will promote the Department’s vision and tell the NC State story.

our mission continued A Strategic Plan for Advancing nc state Department of athletics

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sTraTegiC goal 1. achieve national recognition for competitive excellence, as measured by acc finishes and the national Director’s cup competition.

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goal 1.1 Annually qualify teams and individuals for NCAA post-season competition to improve Director’s Cup scoring to finish in the national top 25 by 2017, as described below 2013 65th or better 2014 55th or better 2015 45th or better 2016 35th or better 2017 25th or better

Strategies, Implementation Leaders and Due Dates:

• Develop sport specific non-conference schedules that support selection to ACC & NCAA post-season play. (Head Coach and Sport Supervisor, Ongoing)

• Analyze and evaluate current support services to determine the appropriate number of staff to meet needs and achieve goals. (Sport Supervisor, August 1, 2013, as needed in future)

• Provide specialized support staff (e.g. nutritionist, sports psychologist, massage therapist, physical therapist, strength and conditioning, sports medicine). (Associate AD for Student-Services, January 30, 2013)

• Support recruiting efforts through use of common materials, activities, events and cutting edge web-services. (Sport Supervisor and Head Coach, Annually, August 1)

• Develop sport-specific strategies to achieve “top 4” place finishes in Conference standings or top 25% of ACC, whichever is higher. (Head Coach, Ongoing)

• Design sport-specific strength and conditioning programs to challenge student-athletes to achieve peak physical performance and reduce the occurrence of injuries. (Assistant AD for Strength and Conditioning, Annually, June 30)

• investigate and understand how Director Cup points are scored for specific sports and track points scored annually. (Head Coach and Sport Supervisor, Annually, June 30)

• research and analyze benchmark data to compare NC State program funding (i.e., operations, personnel and aid budgets) with peer institutions and provide information to respective sports programs, administrative units and campus leadership. (Athletics CFO, As requested)

• Complete the annual recruiting worksheet for upcoming three signing classes to ensure systematic and intentional recruitment of high caliber athletes. (Head Coach and Sport Supervisor, Annually, August 1)

• ensure operating budgets are in place to allow opportunity to meet competitive goals. (Athletics CFO and Sport Supervisors, Annually, June 30)

• investigate and distribute information related to institutional financial aid to enhance recruiting advantages. (Sr. Associate AD for Compliance, Present to Head Coaches each August)

sTraTegiC goal 1.


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sTraTegiC goal 1. continued goal 1.2 Attract and retain highly qualified coaches and staff.


• offer competitive compensation packages to recruit talented coaches and staff. Utilize Performance review and Development Document to support merit increases. (Sport and Unit Supervisors, Ongoing)

• Develop a promotional document/booklet/web page to reflect NC State superlatives and traditions to support recruitment of prospective coaches and staff. (Sr. Associate AD for Administration, Completed by January 2013, updated annually by August 31st each year)

• identify and implement at least three events per year to enhance connection for Athletic Department staff (e.g. all staff gatherings and attendance at selected athletic events). (Sr. Associate AD for Administration, Beginning Fall 2012, and August 31st each year)

goal 1.3 Optimize facility utilization by student-athletes, coaches and staff.


• Create a master scheduling process and an accessible master calendar for iCA practices, competitions, and events, both internal and external. (Assistant AD for Team Operations, November 1, 2012)

• ensure efficient use of personnel, fiscal resources and facilities through comprehensive annual review. (Associate AD for Facilities and Operations, with report of findings shared with the Director of Athletics and Select Senior Staff, Annually, July 1)

• implement facility scheduling policies and procedures, for both internal and external activities. (Assistant AD for Team Operations, November 1, 2012)



2Graduate student-athletes at rates that compare favorably to our acc public peer institutions and achieve same for the ncaa academic progress rates.

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goal 2.1 Ensure all sport programs are signing student-athletes with superior athletic talent, admirable character, excellent work ethic, and a personal commitment to academic achievement.


• Prior to offer of aid, develop process of thorough review of potential special committee prospective student-athletes to ensure 100% of advocated students have significant talent likely to have immediate impact on the success of the respective team. (Head Coach, Sport Supervisor and Director of ASPSA, Fall 2012, for Fall 2013 signing class)

• Develop an evaluative tool to assess character, commitment, academic potential and special talent to assist coaches in the recruiting process. (Director of ASPSA and Sport Supervisors, Fall 2013- for Fall 2014 signing class)

• establish APr and Federal Graduation rate benchmarks that are sport-specific and designed to move each team toward the top half of the ACC public universities. (Director of ASPSA and Sport Supervisor, January 31, 2013 and review annually)

• Analyze the academic data (APr and Federal Graduation rate) annually to identify issues impacting the rates and develop appropriate plans for improvement. (Director of ASPSA, Annually, January 15)

goal 2.2 Create an environment that encourages successful personal and academic transition from high school to NC State University.


• recommend to ASPSA the development of a meaningful transition plan for high risk (tier 1) students who did not participate in the Summer StArt or MAGiC Programs (including Spring admits). (Director of ASPSA and Associate AD for Student Services, Implement August 2013)

• re-evaluate the annual student-athlete orientation experience, with the goal of developing a maximum half-day experience each fall. (Associate AD for Student Services and Director of ASPSA, Trial Fall 2012, Full Implementation Fall 2013)


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goal 2.3 Provide an environment that encourages and allows student-athletes to achieve their academic, personal, and athletic goals.


• implement permanent attendance policy for classes, tutoring and other academic appointments. (Director of ASPSA, Athletics Council and Director of Athletics, August 1, 2012)

• Advocate policies that better facilitate transferring between academic majors, with the goal of timely graduation. (Director of Athletics and Director of ASPSA, Ongoing)

• ensure efficient use of personnel, fiscal resources and facilities with a yearly comprehensive review. (Director of ASPSA, with report of results shared with Director of Athletics and Dean, Annually, July 1)

• refine and communicate the current methods used to identify student-athletes at risk for not graduating and develop appropriate support plans to mitigate those risks. (Director of ASPSA and Sport Supervisors, Ongoing)

• review annually the academic support unit outcomes, including proper number/quality of tutors, study workspace available to meet needs of student-athletes and productivity of staff. Utilize student-athlete and coach feedback from annual surveys. (Director of ASPSA, Annually, June 30)

• increase efforts to identify student-athletes within six-year window of graduation who have left school prematurely and pursue those students to return to complete their degrees. (Director of ASPSA and Associate AD for Student Services, Annually, June 30)



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3cultivate an environment where ncaa rules compliance, the pursuit of excellence, gender equity, respect for diversity and recognition of achievement are fundamental values held by staff, coaches and student-athletes.

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e3sTraTegiC goal 3. goal 3.1 Ensure a strong, comprehensive rules education and compliance monitoring program.


• Develop a comprehensive yearly and monthly calendar that reflects educational programming and monitoring functions of the compliance program. (Sr. Associate AD for Compliance, September 30, 2012)

• incorporate discussion of contemporaneous rules violations occurring nationally into educational sessions for coaches, staff, student-athletes and boosters. (Sr. Associate AD for Compliance, Monthly)

• Produce a compliance education video to share with boosters at meetings and events. Share video at all home sporting events with video boards and post online. (Sr. Associate AD for Compliance and Video Services, September 30, 2013)

• Meet annually with Wolfpack Club representatives and Board of Directors. (Sr. Associate AD of Compliance, Annually)

goal 3.2 Encourage a culture of compliance that results in the administration, coaches, staff, student-athletes and boosters following the letter and spirit of NCAA and ACC rules and asking questions before acting.


• Chancellor attends all-staff meeting to reinforce the university’s commitment to compliance and ethical behavior. (Sr. Associate AD for Compliance, Director of Athletics and Chancellor, Once per academic year, as scheduling allows)

• AD makes periodic comments in various settings to describe expectations for ethical behavior for all representatives of State Athletics. (Director of Athletics and Sr. Associate AD for Compliance, Ongoing)

• increase efforts to bolster student-athlete participation in the culture of compliance through student-specific communication (social media, fliers, texts) and measure effectiveness through annual student-athlete survey. (Sr. Associate AD for Compliance, At minimum 4 times per year)

goal 3.3 Implement technology and processes that streamline administrative tasks, maximize productivity and improve communication within the compliance office.


• Consolidate the number of forms used within the compliance office over the next five years. (Sr. Associate AD for Compliance, July 31, 2017)

• review and consolidate steps in each of the processes that relate to squad lists, camps/clinics, financial aid, eligibility, and other compliance processes for administrative efficiency. (Sr. Associate AD for Compliance, July 31, 2017)

• evaluate current recruiting and compliance software to determine effectiveness and cost efficiency for coaches and compliance staff. implement changes where necessary. (Sr. Associate AD for Compliance, August 1, 2013)

• Fully utilize the functionality of the NCAA Compliance Assistant software package (e.g. initial eligibility, transfer, Waiver, Degree Progress screens) to best ensure accurate and dependable data. (Sr. Associate AD for Compliance, December 15, 2016)

• evaluate feasibility of making the compliance office paperless so that all documents can be stored and retrieved online with full search capabilities. (Sr. Associate AD for Compliance, December 15, 2015)



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e3sTraTegiC goal 3. continued goal 3.4 Provide responsible customer service to each person who interacts with the compliance staff.


• Provide answers to coaches, staff, student-athletes and boosters within 24 hours, or 48-72 hours if consultation with the ACC or NCAA is necessary. (Compliance Staff, Ongoing)

• Create a user-friendly, comprehensive compliance website. (Sr. Associate AD for Compliance, Fully created by January, 2013 and update monthly thereafter)

• Seek first to understand the goals and objectives behind specific interpretative questions in an effort to help brainstorm collaborative, permissible and creative solutions. (Sr. Associate AD for Compliance, Ongoing)

goal 3.5 Maintain and nurture an environment where equity, diversity, and inclusion are fundamental components within the hiring, recruiting, and decision-making process. Ensure a commitment to Title IX, NCAA Gender Equity and Diversity. Strategies, Implementation Leaders and Due Dates:

• Provide annual educational opportunities to iCA, coaches, staff and student-athletes utilizing university resources during routine meetings on the topics of title iX and NCAA Gender equity and Diversity. (Senior Woman Administrator, Annually, incorporated into standing meetings)

• evaluate each respective unit in the Department of Athletics to determine if the needs of student-athletes and staff are being met. take appropriate corrective actions, as needed, using the current annual surveys for student-athletes and coaches. Develop additional survey for staff. (Sr. Associate AD for Administration and Senior Woman Administrator, Review each August 1, beginning August 2013)

• Provide information to female and minority student-athletes regarding available programming on campus to support their goals. (Associate AD for Student Services, Annually, October 15th)



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4allocate the financial resources required to achieve the Department’s vision of excellence, while operating successfully as a self-supporting auxiliary unit of the University.


sTraTegiC goal 4.


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e4goal 4.1 Develop an annual budget that meets needs, as well as procedures to effectively monitor spending.


• Communicate with each sport and administrative unit to discuss budget needs. (Athletics CFO, Every Spring and Fall)

• Monitor financial outcomes and provide monthly variance and year-end projection reports to each sport program and administrative unit. (Athletics CFO, Monthly)

• Share with constituents the need for a better funded Department of Athletics. (Director of Athletics and Wolfpack Club Executive Director, Ongoing)

goal 4.2 Monitor revenue and expenses to ensure fiscal integrity and to balance the budget.


• identify and communicate revenue opportunities. (Wolfpack Club Executive Director, Executive Senior Associate AD and Athletics CFO, Ongoing)

• identify and communicate cost-containment initiatives. (Athletics CFO, Ongoing)

• review the environment of college athletics (revenue potential for various initiatives). (Athletics CFO and Executive Senior Associate AD, Ongoing)

• Adopt a financial model that ensures all revenue transfers to the Department of Athletics occur as indicated on annual transfer sheet. (Wolfpack Club Executive Director and Executive Senior Associate AD, April 30, 2013)

• Develop stress test tools: Determine cost of sport programs and potential impact of reducing or expanding support for that sport. (Athletics CFO and Sport Supervisors, August 1, 2014)

• Build operating reserve and capital reserve. (Director of Athletics and Athletics CFO, Ongoing)

goal 4.3 Increase student and faculty/staff attendance at all events.


• improve bus transportation for students to away athletic events in the local area that do not require an overnight stay. (Associate AD for External Operations, August 1, 2016)

• Create discount concessions deals for students. (Assistant AD for Marketing and Associate AD for External Operations, July 31, 2013)

• Provide additional student transportation to Carter-Finley Stadium and PNC Arena. (Associate AD for External Operations and Assistant AD for Game Operations, August 1, 2013)

• Promote Faculty/Staff ticket options at campus events. (Director of Ticketing and Assistant Director for Marketing, Ongoing)

• Work with individual colleges for special outings at venues/games. (Assistant AD for Marketing, Ongoing)

• increase awareness of the positive impact fans have on the game atmosphere to encourage earlier arrival to athletic events.

(Assistant AD for Marketing, Ongoing)

sTraTegiC goal 4.



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e4goal 4.4 Achieve the following ticket sale benchmarks by 2017:

football:2015 sell-out mini-plans and full season tickets 2017 offer only full season ticket packages for 35,500 seats at varied costs

men’s Basketball:2015/2016 sell additional 2,300 upper level tickets 2016/2017 sell additional 2,500 upper level tickets 2016/2017 sell 100% lower level and club level

Women’s Basketball:2012/2013 sell 500 season tickets 2013/2014 sell 700 season tickets 2015/2016 sell 850 season tickets 2016/2017 sell 1,000 season tickets

Baseball: 2013 sell 600 season tickets 2014 sell 750 season tickets 2015 sell 1,000 season tickets 2016 sell 1,100 season tickets


• expand annual comprehensive marketing plan to better utilize advertising, tabling and social media outlets. (Assistant AD for Marketing, Annually)

• increase the number of customers who use online ticketing to 3,500 accounts. (Assistant AD for Ticketing, August 1, 2017)

• Grow mini-package purchasers into full season account holders. (Associate AD for External Operations and Assistant AD for Ticketing, Ongoing)

• improve tangible benefits for season ticket holders. (Associate AD for External Operations and Assistant AD for Marketing, Review annually, and increase as permitted.)

• increase, by 2% annually, the number of lifetime rights Season tickets sold in Football, Men’s Basketball and Baseball. (Wolfpack Club Executive Director, August 1, 2017)

• Aggressively solicit former account holders who have discontinued purchasing. (Assistant AD for Ticketing and Assistant AD for Marketing, As indicated)

• increase season ticket sales by developing strategies targeting single game ticket purchasers and those Wolfpack Club donors who do not currently purchase season tickets. (Assistant AD for Ticketing, Ongoing)

• Consider viability of sideline seating and ViP Packages for Women’s Basketball and provide recommendations to the Director of Athletics. (Assistant AD for Marketing, June 30, 2013)




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e4goal 4.5 Increase the financial benefit to Department of Athletics from the sale of corporate sponsorships and other revenue-share agreements.


• review every contract for opportunities to increase revenue for the Department of Athletics to support its operating budget for 23 varsity sports. (Executive Senior Associate AD, Wolfpack Sports Marketing General Manager and Athletics CFO, Ongoing, through August 1, 2015)

goal 4.6 Create a comprehensive Athletics Facilities Master Plan to address needs through 2017.


• establish an iCA Facility Master Planning Committee. (Associate AD for Facilities and Operations, September 15, 2012)

• Develop a plan to identify, address, and prioritize existing facility improvement projects. (Director of Athletics and Select Senior Staff, May 31, 2013)

• Utilize existing Facility Assessment report and consultation with senior staff to annually develop a schedule to address most critical capital needs and planned preventative maintenance. (Associate AD for Facilities and Operations and Sport Supervisors, with recommendations to Director of Athletics, May 31, 2013)

• review space utilization of facilities in priority order, assess recommendations and commission a space study. (Associate AD for Facilities and Operations, recommendations made to Director of Athletics with consultation of Sport Supervisors, Ongoing)

• Develop strategies to fund projects identified in the Athletic Department Master Facility Plan. (Wolfpack Club Executive Director and Executive Senior Associate AD, June 30, 2014)

• Create a facility budget based on the identified needs and goals of all administrative areas and sport programs. (Associate AD for Facilities and Operations, Athletics CFO and Sport Supervisor, Annually, by March 31)




5recruit and retain the caliber of student-athletes, coaches, and staff who are committed to contributing to the achievement of the Department’s vision of competitive and academic excellence.

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5goal 5.1 Nurture the professional development of all staff to better serve the needs of the Department.


• Select one professional development activity for staff each year, as long as the budget allows. Utilize campus services when possible. (Sport and Unit Supervisors, Ongoing)

• Fully develop and implement the PrD (Performance, review and Development) process for all ePA employees. (Sr. Associate AD for Administration, September 15, 2012)

• evaluate and update SPA assignments for equity in coverage for sports and administrative units. (Sr. Associate AD for Administration, Annually, June 30)

• Create departmental guidelines and procedures for a productive work environment. (Sr. Associate AD for Administration and Select Staff, August 31, 2013)

goal 5.2 Develop departmental communication modes that are designed to share important information with all staff and coaches.


• Develop a comprehensive system (e.g. blog, email, newsletters, Facebook, centralized location) for internal staff to communicate news and share information within the Department of Athletics. (Sr. Associate AD for Administration, Beginning Fall 2013, and annually thereafter)

• Develop an enhanced employee orientation process (different content for coaches, staff, administrators, administrative assistants, etc.) that facilitates a connection and understanding of various units, the tradition and history of NC State and the vision of the Department to become a national top 25 program. (Sr. Associate AD for Administration, Beginning January 2013, and annually thereafter)

• each year, seek feedback from coaches and staff regarding effectiveness of communication of important information. (Sr. Associate AD for Administration, Fall 2013, and annually thereafter)

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5goal 5.3 Create an environment that encourages successful personal, academic, and athletic transition out of NC State following graduation.


• re-establish the NC State Professional Sports Counseling Panel to assist student-athletes seeking a professional athletic career. (Sr. Associate AD for Compliance, Athletics Council and University Legal Office, January 31, 2013)

• explore providing mentoring opportunities for current student-athletes by individuals engaged in the reconnect Program. (Associate AD for Student Services and Director of ASPSA, August 1, 2013)

• implementation of Career and Personal Development programming for student-athletes, which will include programming for summer job opportunities. (Associate AD for Student Services, August 1, 2014)

• Continuously assess the academic interests of student-athletes and develop strategies to ensure appropriate support is provided on academic majors and advising. (Director of ASPSA, Annually, June 30)

goal 5.4 Identify opportunities to partner with University Sport Management majors to develop a program that incorporates “hands-on-training” for their students.


• Create a business plan for consideration to the Sport Management Department head. (Committee Selected by Director of Athletics, August 1, 2013)

• identify areas that Sport Management Students can benefit the department (game day operations, compliance, marketing, media relations, facilities, etc.). (Assistant AD for Facilities, August 1, 2013)




6Generate the funds required to pay the annual scholarship bill, facility debt and operating costs.

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e6sTraTegiC goal 6. goal 6.1 Establish five-year goals for scholarship, endowment and facility funding, along with strategies to meet these goals.


• Develop a plan to migrate facility construction costs away from Department of Athletics revenue sources to Wolfpack Club fundraising exclusively. (Athletics CFO, Executive Senior Associate AD and Wolfpack Club Executive Director, June 30, 2013)

• Study the current scholarship endowment and agree to modest endowment goals over the next five years, while understanding the need to fund all facility payments and scholarships first. (Executive Senior Associate AD and Wolfpack Club Executive Director, June 30, 2014)

• Consider the development of a facility operations endowment. (Executive Senior Associate AD and Wolfpack Club Executive Director, June 30, 2014)

goal 6.2 Establish five-year goals for Wolfpack Club membership and annual giving increases. Develop strategies to achieve those goals.


• Develop and enact a plan to increase philanthropic giving, improve donor retention, and move donors to higher giving levels. (Wolfpack Club Executive Director and Executive Senior Associate AD, June 30, 2013)

• increase Student Wolfpack Club membership by 10% each year. (Wolfpack Club Executive Director, Annually, June 30)

• increase young alumni membership by 10% each year. (Wolfpack Club Executive Director, Annually, June 30)

• Utilize student-athlete phone bank strategy for renewal and retention initiatives. (Wolfpack Club Executive Director and Assistant AD for Ticketing, January 30, 2013)

• Consider strategies for attracting major gifts for discretionary use by iCA. (Wolfpack Club Executive Director and Director of Athletics/Designee, January 30, 2013)

• identify and implement new methods for acquiring additional donors among alumni, new graduates, letterwinners, and the general fan base. Pursue lapsed donors vigorously. (Wolfpack Club Executive Director, June 30, 2013)



7create an innovative branding program that will promote the Department’s vision and tell the nc state story.

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7goal 7.1 Tell the NC State story through campus, local, regional and national media outlets.


• Produce exceptional recruiting information to be used Department-wide. (Assistant AD for Media Relations and Compliance, August Each Year)

• establish a NC State Athletics hall of Fame. (Director of Athletics, Sr. Associate AD for Administration, select staff and volunteers, August 1, 2013)

• Share broadly the NC State Points of Pride (e.g. orientation, staff meetings). (Assistant AD for Media Relations, December 15, 2012)

• Better utilize current radio broadcasts to communicate relevant and timely Department information. (Wolfpack Sports Marketing General Manager, Assistant AD for Media Relations, and Assistant AD for Marketing, Ongoing)

• initiate a media campaign to brand more effectively, as funds are available. (Executive Senior Associate AD and Athletics CFO, 2012 – 2017)

• Capitalize more often on co-advertising opportunities with the University. (Assistant AD for Marketing, July 31, 2013)

• Develop strategies for maximum usage of Department of Athletics news releases by media outlets. (Assistant AD for Media Relations and Executive Senior Associate AD, Ongoing)

goal 7.2 Ensure efficiency of game management process to meet or exceed all applicable University, ACC, NCAA and CEFMA standards.


• effectively implement all event operation policies by security service staff, campus police and operations personnel at Department events. (Associate AD for Facilities and Operations, Ongoing)

• explore partnership with the Department of transportation to increase and improve Carter-Finley Stadium directional signage. (Associate AD for Facilities and Operations, August 1, 2013)

• Create a positive fan experience through enhanced customer service initiatives. (Assistant AD for Game Operations, Ongoing)

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goal 7.3 Promote a unified brand for NC State Athletics.


• Create a regional/National Brand Strength Plan. (Associate AD for External Operations and Assistant AD for Media Relations, January 30, 2013)

• Consider adopting a department-wide apparel vendor that will meet the equipment and apparel needs of athletic teams, while supporting the Department’s financial goals. (Director of Athletics and Executive Senior Associate AD, August 1, 2012)

• implement a policy regarding placement of institutional marks and logos on team uniforms. (Associate AD for External Operations and Assistant AD for Team Operations, September 15, 2012)

• Consistently utilize a text font to be used uniformly throughout the Department of Athletics in all athletics communications. (Associate AD for External Operations, Ongoing)

goal 7.4 Improve game atmosphere.


• request band attendance at select olympic sport events. (Associate AD for External Operations and Assistant AD for Game Operations, August 1, 2013)

• establish consistent game-day traditions across all athletic events. (Assistant AD for Marketing, July 30, 2013)

• implement a marketing and promotion strategy for a minimum of 10 marquee olympic sport events each year. (Assistant AD for Marketing, August 1, each year)

goal 7.5 Enhance the relationship between NC State Athletics and former student-athletes.


• each sport shall host an alumni reunion at least once per year. (Sport Supervisor, Head Coach, Varsity Club, Annually)

• Create a website database that would allow former athletes to update their contact information. (Varsity Club, July 1, 2013)

• invite former student-athletes and staff to WPC meetings in their respective area; recognize the attendance of these individuals. (Wolfpack Club, January 30, 2013)

• recognize former student-athletes at select home athletic events. (Assistant AD for Marketing, July 31, 2013)



Wolf Credo

respect the eldersteach the young

Cooperate with the packPlay when you can

hunt when you mustrest in between

Share your affectionsVoice your feelingsleave your mark.

- Del Goetz



glossary of Terms and aCronyms

academic progress rate (apr) - is a metric established by the NCAA to indicate the success of Division i intercollegiate athletic teams in moving student-athletes towards graduation. it is considered to be a real-time look by measuring semester-by-semester eligibility and retention.

acc - Atlantic Coast Conference

aspsa - Academic Support Program for Student-Athletes

cefma - Collegiate event and Facility Management Association

Director’s cup - Annual competition governed by the National Association of Collegiate Directors of Athletics to recognize broad-based competitive excellence among colleges. Standings are based on a point system for team finish in NCAA championships and are released as seasons are completed throughout the academic year. in Division i, schools have the opportunity to score points for a maximum of 20 teams -- 10 men’s and 10 women’s.

epa employees - State employees who are not subject to the State Personnel Act (Not eligible to earn overtime pay).

federal Graduation rate - is a metric to gauge the rate at which student-athletes are graduating from universities. it provides a six-year window for graduation to occur and is considered to be a look back at how a particular cohort performed.

ica - intercollegiate Athletics

intercollegiate athletics cabinet - leadership group of senior athletics administrators.

m.a.G.i.c. program - M.A.G.i.C. (Maximizing Academic Growth in College) is a high school to college transition program for freshmen student-athletes attending Summer Session ii at NC State University. the main objective is to engage participants in interactive learning experiences that challenge their notions about college life while addressing various issues faced by first year college student-athletes. this program is developed and delivered by the ASPSA Staff.

ncaa - National Collegiate Athletics Association

ncaa academic rates - the NCAA uses three metrics to measure an institution’s academic success. two of the three rates, Academic Progress rate and Federal Graduation rate, are referenced in this document.

performance review and Development (prD) - Performance management system designed to provide ongoing interaction between employees and supervisors, recognize and reward good performance, identify and remediate poor performance, and offer training and development opportunities. the annual evaluation cycle runs from June 1 through May 31 of the following year and includes an initial, goal setting meeting (June), a mid-year review (December) and a year-end, final appraisal (May).

spa employees - State employees who are subject to the State Personnel Act.

student-athlete advisory committee (saac) - Student-athlete leadership group comprised of representatives from each sport that is advisory to the Director of Athletics.

summer start program - NC State University’s Summer StArt Program is designed to assist new freshmen with the transition from high school to college. through five weeks of academic and social programming, students become acclimated to life at NC State, understand what support programs are available and develop important academic skills that will encourage success in college and in life. Students complete academic coursework with significant structured tutorial support and can participate in social programming opportunities.

sWa - Senior Woman Administrator

title iX - is part of the educational Amendments of 1972 that bans sex discrimination in schools, whether it be in academics or athletics.

Wpc - Wolfpack Club


A Strategic Plan for Advancing NC State Department of Athletics

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Transcript of A Strategic Plan for Advancing NC State Department of Athletics