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