Strategic Planning

Presenting Circumstances

  • Athletics Director or senior management concern that:
    • current program goals and objectives are not clear, focused and measurable
    • athletics department resources are insufficient to achieve currently stated program goals or objectives; and/or
  • Athletics director or institutional management desires comprehensive plan to guide athletics department growth over the next three to five years and such a strategic plan does not exist; and/or
  • Athletics Director or institutional management concerned that while a strategic plan exists, it has not been translated to measurable goals and objectives, current year action plans and/or three to five year financial projections; and/or
  • Athletics program is confronting any of the following challenges:
    • absence of consensus about the  goals of the athletics program or emphasis on selected sports
    • staff burn-out, employee retention challenges
    • pressure to grow one or two sports while pursuing gender equity and lack of financial resources to do both
    • lack of planning and organizational skills by athletics director whose competence is exemplary in other critical areas
    • concern for appropriateness of competitive division and/or conference affiliation
    • gender/minority equity challenges

Overview of Consultant Deliverables

  • Review of all current strategic planning documents; assessment of the current financial and program status of the athletics department
  • Guide athletics director, senior staff and faculty athletics council through a strategic analysis of strengths, weaknesses, opportunities and threats (SWOT) with regard to:
    • management and staff capabilities
    • sports programs
    • athletic department and sport reputations
    • management information systems
    • financial systems
    • office technology capabilities
    • sport facilities 
  • The strategic analysis will include the following methodologies:
    • collecting internal and external stakeholders' perceptions about the athletics department and specific sport programs
    • evaluating the athletics program's impact on student-athletes and the student/faculty community
    • cost/benefit analysis
    • sport by sport and overall program competitive analysis
    • assessment of strategies being utilized
  • Survey and data gathering to identify concerns of institutional officers, trustees, faculty, staff, student-athletes, donors and other stakeholders
  • Review and assess data to determine critical issues and solution options
  • Guide athletics director, senior staff and faculty athletics council determination of:
  • vision and mission statements
  • goals
  • priority strategies
  • measurable objectives
  • Guide athletics director and senior staff in the determination of:
    • primary communications statements/plans
    • twelve month action plans including responsibilities and deadlines
    • twelve month operating budget
    • management critical indicator reporting system to oversee action plan progress
    • revision of internal and external documents to reflect strategic plan
  • Formal presentation, upon request, of results to athletics department staff, executive officers of institution and/or trustees of the institution
  • Conduct evaluation of strategic planning process and results