The University of Iowa Athletics Department Strategic Plan 2013-2018
The University of Iowa Athletics Department Strategic Plan 2013-2018
Introduction
The University of Iowas Department of Intercollegiate Athletics employs more than 200 fulltime staff who, collectively, works to provide more than 650 talented male and female studentathletes a superior academic and athletics experience. In 2008, the Department introduced its first five-year strategic plan. That document detailed the goals and action items that would guide the planning across all units of the Department. Much has been accomplished during the past five years, a period of time that has also been marked by significant changes locally, regionally, and nationally in intercollegiate athletics. The five-year plan embodied in this new strategic plan will, again, serve as the road map for the Department as it moves further into the 21st century. The plan provides the framework to support the stated mission of the Department as well as the Departments stated values and commitments, continues to embrace the Departments commitment to being student-athlete centered, and maintains the Departments long-standing culture of striving to compete for championships (Win), academic success (Graduate), and for its participants to be active contributors to the greater University and Iowa City communities (Doing it right) as the path to ensure that Todays Hawkeyes are Tomorrows Leaders. The athletic department strategic plan process invited input from all staff, student-athletes (through their representatives), the Presidential Committee on Athletics, and other members of the UI community. The strategic plan of the UI Department of Intercollegiate Athletics is not a static document. As goals are accomplished, they will likely be replaced by greater aspirations. As new, unforeseen initiatives are undertaken, they will be added where appropriate.
September 3, 2013
Table of Contents
Introduction ---------------------------------------------------------------------------- 01 Table of Contents ---------------------------------------------------------------------- 02 Mission Statement - Values and Commitments ----------------------------------- 03 Executive Summary ------------------------------------------------------------------- 04 Measures of Success ------------------------------------------------------------------ 08 2013-2018 Strategic Plan I. Competitive Success ---------------------------------------------------------- 24 II. Undergraduate Success ------------------------------------------------------- 26 A. Academics -------------------------------------------------------------- 26 B. Student Representation ------------------------------------------------ 28 III. Compliance/Student-Athlete Welfare/Diversity --------------------------- 29 A. Compliance ------------------------------------------------------------- 29 B. Student-Athlete Welfare ---------------------------------------------- 30 C. Gender Equity/Diversity ---------------------------------------------- 32 D. Minority Issues --------------------------------------------------------- 33 IV. Finance/Facilities/Operations ------------------------------------------------ 35 A. Budget ------------------------------------------------------------------- 35 B. Development ------------------------------------------------------------ 36 C. Facilities ----------------------------------------------------------------- 37 D. Personnel ---------------------------------------------------------------- 38 E. Athletics Training ------------------------------------------------------ 40 F. Drug Testing ------------------------------------------------------------ 40 G. Atmosphere ------------------------------------------------------------- 41 V. Engagement -------------------------------------------------------------------- 43 A. External Relations ----------------------------------------------------- 43 B. Customer Service, Satisfaction, and Safety------------------------- 45 C. Tickets ------------------------------------------------------------------- 46 D. Premium Seating & Club Space-------------------------------------- 47
Mission Statement
The mission of the Department of Intercollegiate Athletics is to provide the administrative and coaching support, facilities, resources, and equipment necessary for student-athletes to graduate from The University of Iowa while competing successfully in broad-based championship caliber intercollegiate athletics. The overall well-being of the participant and integrity of the program are paramount in all that we do.
Executive Summary
This document serves as a road map toward achieving high levels of athletic and academic success during the next five years and beyond. The opportunity to reach these milestones is achievable with the total buy-in and commitment of all Hawkeye coaches, student-athletes, administrators, alumni, and fans. The history and tradition of Hawkeye Athletics run deep and are strong. Together, and with total commitment, the future looks even brighter. The following executive summary provides a brief overview and a sampling of the goals and aspirations contained within the Strategic Plan.
I.
II.
III.
Student-Athlete Welfare
Provide student-athletes with the necessary support they need to train and compete (i.e. scholarships, equipment, facilities, health care). Create and maintain a safe environment for student-athletes free from hazing, harassment, sexual misconduct, and any other forms of harmful and inappropriate behavior. Continue to provide a welcoming and inclusive environment for all studentathletes. Provide high quality physical and mental health care support for student-athletes.
Gender Equity/Diversity
Ensure the Department continues to meet Title IX compliance according to the federal mandate and in complete spirit of the law, ensuring all student-athletes are treated fairly. Maintain a supportive environment throughout the Athletics Department and campus for ethnic minority student-athletes and staff with the specific goal of increasing ethnic minority student-athlete participation and retention on Department teams. Regularly review and modify the Athletics Department diversity plan, which includes soliciting feedback from ethnic minority student-athletes and Department staff. Maintain a supportive environment for student-athletes and staff of all sexual orientations.
IV.
Development
Develop and initiate a plan to increase the number of annual contributors and amount raised by 5-10%. Successfully complete fundraising goals in The University of Iowa Foundation Comprehensive Campaign and continue to increase private contributor support (years) of campaign. Football Facilities Campaign Goal $35M Annual giving $128M Hawkeye Visions Endowment Additional $20M Develop five-year/ten-year plan on athletic facility reseating and annual giving level changes.
Facilities
Provide all intercollegiate athletics teams with facilities that are competitive with Big Ten Conference peer institutions and maximize training, recruiting and competition. Complete five ten year Master Facility Plan and begin construction of facilities as funding becomes available.
Personnel
Recognizing that the Senior Management Team will be undergoing change over the next few years due to retirements, create and activate a reorganization plan to continue the successful and efficient management of the Department. Reaffirm the priority of increasing diversity with particular attention to increasing ethnic minority and gender representation. Strive to hire athletics professional staff at a competitive market rate and, when possible, at or above the midpoint of their respective athletics' peers and provide a competitive benefits package. Continue to provide the full complement of coaches allowed by the NCAA for each sport.
Atmosphere
Create and maintain a positive workplace environment through the adherence to ethical standards that are consistent with the core values of the University and Athletics Department. Foster a mindset that the Athletics Department's realization of its potential depends on valuing the people who work in it and the student-athletes it serves. Enhance productivity by elevating employee engagement with their work. Maximize communication within the Department so that all personnel have the opportunity to be informed and contributing members of the organization.
Engagement
External Relations
Develop an over-arching external relations plan that supports and promotes Win. Graduate. Do it right. Develop external relations plans for all 24 sports programs annually that are agreed to by the respective head coach. Continue to maximize the impact of the Big Ten Network. Introduce a coordinated, comprehensive, and Department-wide branding program. Continue to be a leader in the application of new technologies, social media, new media, etc.
Tickets
Develop and activate a ticketless entry for student football ticketholders using their student IDs. Incorporate the scanning capability of the ticketing operation to include such things as parking placards, marketing coupons, and other items that currently are not being successfully transmitted or tracked electronically. Implement the plan for ticketholders to choose a particular parking lot based on their priority points and giving levels.
2010-11 Continued
Mens Gymnastics Womens Gymnastics Mens Swimming & Diving Womens Swimming & Diving Men's Indoor Track & Field Mens Outdoor Track & Field Womens Indoor Track & Field Womens Outdoor Track & Field Wrestling NCAA Qualifier NCAA Regionals (1 All-American) NCAA 35th Place NCAA 30th Place NCAA Championships (8 individual qualifiers) (8 All-Americans) NCAA Championships
(8 individual qualifiers) (2 All-Americans)
NCAA Regionals Mens Indoor Track & Field NCAA Championships (6 individual qualifiers) Mens Outdoor Track & NCAA Championships Field (3 individual qualifiers) Womens Indoor Track & NCAA Championships Field (6 individual qualifiers) Womens Outdoor Track & NCAA Championships Field (3 individual qualifiers) Wrestling NCAA 1st Place (5 All-Americans)
NCAA Championships
(2 individual qualifiers) (1 All-American)
2011-12
Men's Basketball Women's Basketball Mens Cross Country Womens Cross Country Field Hockey Football NIT 2nd Round NCAA 1st Round NCAA Championships (1 Athlete) NCAA Regionals NCAA 1st Round Insight Bowl NCAA Championships-22nd Place NCAA Qualifier NCAA Regionals NCAA Championships-26th Place NCAA Championships-37th Place NCAA Qualifier; 2 All-Americans NCAA Qualifier; 2 All-Americans NCAA Championships (2 individual qualifiers) NCAA 3rd Place; 6 All-Americans
2009-10
Womens Basketball Mens Cross Country Womens Cross Country Football Mens Golf Mens Gymnastics Womens Tennis Mens Indoor Track & Field Mens Outdoor Track & Field Womens Indoor Track & Field Womens Outdoor Track & Field Wrestling NCAA 2 Round NCAA Regionals NCAA Regionals Orange Bowl NCAA Regionals NCAA Qualifier (1 All-American) NCAA 1 Round NCAA Championships (7 individual qualifiers) NCAA Championships (7 individual qualifiers) (4 All-Americans) NCAA Championships (7 individual qualifiers) NCAA Championships (2 individual qualifiers) NCAA 1st Place (8 All-Americans) NCAA 2nd Round NCAA Regional (1 All-American) NCAA Regional Insight Bowl NCAA 10th Place
st nd
Mens Golf Mens Gymnastics Womens Gymnastics Mens Swimming & Diving Womens Swimming & Diving Mens Indoor Track Mens Outdoor Track Womens Outdoor Track & Field Wrestling
2012-13
Men's Basketball Women's Basketball Mens Cross Country Womens Cross Country Field Hockey Mens Golf Mens Gymnastics Womens Gymnastics Mens Swimming & Diving Mens Indoor Track & Field Mens Outdoor Track & Field Womens Outdoor Track & Field Wrestling NIT Championship- Runner-up NCAA 2nd Round NCAA Regionals NCAA Regionals NCAA 1st Round NCAA Regionals NCAA Championships -5th Place (2 All-Americans) NCAA Regionals NCAA Championships-32nd Place NCAA Qualifier NCAA Qualifier; 8 All-Americans NCAA Qualifier; 1 All-American NCAA 4th Place (4 All-Americans)
2010-11
Women's Basketball Mens Cross Country Womens Cross Country Football Mens Golf
8/13/2013
BASKETBALL
1 2 3 4 5 6 7 8 9 10 11 12 0
X-COUNTRY
1 2 3 4 5 6 7 8 9 10 11 0
FOOTBALL
1 2 3 4 5 6 7 8 9 10 11 12 0
2nd 4th Big Ten Big Ten 4th Big Ten 4th
Legends Division
3rd
6th
6th
Legends Division
9th 10th
2008-09 2009-10 2010-11
8th
9th
BigTen Teams through 2010-11 Season - 10 BigTen Teams after 2010-11 Season - 11
2011-12
2012-13
BigTen Teams through 2010-11 Season - 11 BigTen Teams after 2010-11 Season - 12
2008-09
2009-10
2010-11
2011-12
2012-13
2008-09
2009-10
2010-11
2011-12
2012-13
2008-09
2009-10
2010-11
2011-12
BigTen Teams through 2010-11 Season - 10 BigTen Teams after 2010-11 Season - 11
2012-13
GOLF
1 2 3 4 5 6 7 8 9 10 11 12 0
GYMNASTICS
2nd 3rd 6th
1
SWIMMING
1 2 3 4 5 6 7 8 9 10 0
TENNIS
1 2 3 4 5 6 7 8 9 10 11 12 0
3rd
2 3 4 5 6 7
6th
7th
6th
6th
6th
6th
6th
BigTen Teams through 2010-11 Season - 11 BigTen Teams after 2010-11 Season - 12
2008-09
2009-10
2010-11
2011-12
2012-13
INDOOR TRACK
1 11 2 10 3 9 4 8 5 7 6 7 5 8 4 9 3 10 2 11 1 0
BigTen Teams through 2010-11 Season - 6 BigTen Teams after 2010-11 Season - 7
2008-09
2009-10
2010-11
2011-12
2012-13
2008-09
2009-10
2010-11
2011-12
2012-13
BigTen Teams - 10
BigTen Teams through 2010-11 Season - 11 BigTen Teams after 2010-11 Season - 12
2008-09
2009-10
2010-11
2011-12
OUTDOOR TRACK
4th
11 1 10 2 9 3 4 8 5 7 6 7 5 8 4 9 3 10 2 11 1 0
1st
WRESTLING
1 2 3 4 5 6 7 8 9 10 11 12 0
1st
1st
1st 3rd
1st
4th 7th
5th
5th
BigTen Teams through 2010-11 Season - 10 BigTen Teams after 2010-11 Season - 11
2008-09
2009-10
2010-11
2011-12
2012-13
BigTen Teams through 2010-11 Season - 10 BigTen Teams after 2010-11 Season - 11
2006-07
2007-08
2008-09
2009-10
2010-11
BigTen Teams through 2010-11 Season - 11 BigTen Teams after 2010-11 Season - 12
2008-09
2009-10
2010-11
2011-12
2012-13
7/8/2013
X-COUNTRY
3rd 2nd
1 2 3 4 5 6 7 8 9 10 11 12 0 1
FIELD HOCKEY
4th
2 3
GOLF
2nd
1 2 3 4 5 6 7 8 9 10 11 12 0
GYMNASTICS
1 2
2nd
3rd
2nd 4th
7th
6th
5th
3 4 5
3rd
4 5 6 7 0
4th
9th
6 7 8
7th
2008-09 2009-10 2010-11 2011-12
2008-09
2009-10
2010-11
2011-12
2012-13
Total BigTen Teams through 2010-11 Season - 11 Total BigTen Teams after 2010-11 Season - 12
Total BigTen Teams through 2010-11 Season - 11 Total BigTen Teams after 2010-11 Season - 12
2008-09
2009-10
2010-11
2011-12
2012-13
2012-13
2008-09
2009-10
2010-11
2011-12
2012-13
2012-13
Total BigTen Teams through 2010-11 Season - 11 Total BigTen Teams through 2010-11 Season - 7 Total BigTen Teams after 2010-11 Season - 8 Total BigTen Teams after 2010-11 Season - 12
ROWING
1 2 3 4 5 6 7 0
SOCCER
1 2 3 4 5 6 7 8 9 10 11 12 0 1 2 3 4 5 6 7 8 9 10 11 12 0
SOFTBALL
2nd 4th 5th
SWIMMING
1 2 3 4 5 6 7 8 9 10 11 12 0
TENNIS
1 2 3 4 5 6 7 8 9 10 11 12 0
6th 9th
8th
9th
9th
9th
9th
10th
7th
2011-12
7th
2012-13
2008-09
2009-10
2010-11
2011-12
2012-13
2008-09
2009-10
2010-11
2011-12
2012-13
2008-09
2009-10
2010-11
2011-12
2012-13
2008-09
2009-10
2010-11
2011-12
2012-13
Total BigTen Teams through 2010-11 Season - 11 Total BigTen Teams after 2010-11 Season - 12
Total BigTen Teams through 2010-11 Season - 11 Total BigTen Teams after 2010-11 Season - 12
Total BigTen Teams through 2010-11 Season - 11 Total BigTen Teams through 2010-11 Season - 11 Total BigTen Teams after 2010-11 Season - 12 Total BigTen Teams after 2010-11 Season - 12
INDOOR TRACK
1 2 3 4 5 6 7 8 9 10 10th 11 0
OUTDOOR TRACK
1 2 3 4 5 6 7 8 9 10 11 0 1 2 3 4 5 6 7 8 9 10 11 12 0
VOLLEYBALL
8th 11th
9th 11th
2008-09 2009-10
11th
2012-13
11th
2010-11
11th
2011-12
12th
2012-13
2008-09
2008-09
2009-10
2010-11
2011-12
2012-13
Total BigTen Teams through 2010-11 Season-10 Total BigTen Teams after 2010-11 Season-11
Total BigTen Teams through 2010-11 Season-10 Total BigTen Teams after 2010-11 Season-11
Total BigTen Teams through 2010-11 Season-11 Total BigTen Teams after 2010-11 Season-12
7/1/2013
0
e University of Iowa Athletics Department Strategic Plan, 2013-2018 | 12
20 40 60 80
2008-09 2009-10 2010-11 2011-12
45 43 48
55
65
2012-13
Each year the average number of Division I Universities was 288 schools. This graph relects Iowas standings
8/14/2013
Percent 100
e University of Iowa Athletics Department Strategic Plan, 2013-2018| 13
80 60 40 20
83% 71% 63% 66% 68% 65% 66% 70% 63% 69% 61% 58% 70% 74% 67% 71% 77%
2001-2002
2002-2003
77%
2003-2004
2004-2005
2005-2006
7/3/2013
65%
89%
Percent 100
e University of Iowa Athletics Department Strategic Plan, 2013-2018 |
80 60 40 20
77% 70% 63% 69% 77% 61% 58% 74% 67% 71% 65% 70% 63%
66%
2002-2003
2003-2004
2004-2005
83%
2005-2006
89%
2007-2008
7/3/2013
Track - Outdoors
APR 1000
200
400
600
800
Baseball
Basketball
Cross Country
Football
Golf
Gymnastics
Swimming
Tennis
Track - Indoors
Wrestling
0
966 982 985 939 947 953 1000 981 945 947 949 961 975 975 994 955 959 958 972 980 982 1000 988 988 987 976 979 986 976 979 972 979 973
2011-2012
2010-2011
2009-2010
7/3/2013
Basketball Cross Country Field Hockey Golf Gymnastics Rowing Soccer Softball Swimming Tennis Track -Indoors Track - Outdoors Volleyball 977 984 986 996 992 987 983 989 997 1000 984 984 976 984 983 979 982 979 986 990 995 980 985 982 979 995 991 992 992 984 993 993 986 981 986 985
APR 1000
200
400
600
800
6/21/2013
2011-2012
2010-2011
2009-2010
4.0
e University of Iowa Athletics Department Strategic Plan, 2013-2018 | 16
0.0
2007-2008
2008-2009
2009-2010
2.94
2010-2011
2011-2012
7/3/2013
65% 2.985
2.92
0.5
115,400,000 90,400,000 83,693,505 Not Available Not Available 73,500,000 66,162,327 69,205,091 62,800,000 54,917,238 51,124,504 41,500,000
117,949,000 85,625,000 83,326,200 86,760,616 74,000,000 74,040,000 65,609,010 74,095,000 66,400,000 55,600,000 55,619,677 52,000,000
128,425,030 100,307,000 83,088,800 90,294,365 79,000,000 76,120,000 70,689,725 76,715,704 66,037,000 57,580,957 59,615,620 54,736,946
126,478,270 121,218,000 88,291,900 105,600,000 79,097,400 78,805,000 74,942,716 78,322,813 70,200,000 68,693,639 61,163,304 58,248,671
132,430,537 130,300,000 108,189,113 98,332,309 85,478,252 85,135,000 80,620,770 79,589,566 74,463,000 70,369,704 65,455,500 63,250,000
8/29/13
Wisconsin Penn State Nebraska Michigan State Iowa Minnesota Illinois Purdue Indiana Northwestern
Listed in rank order by 2012-2013 Budget Budgets as provided to Athletics Oversight Committees
$140,000,000 .--------------------------------------
$120,000,000
$100,000,000
$80,000,000
$60,000,000
$40,000,000
$20,000,000
2010
2011
2012
2013
7/10/2013
29,700,000
22,400,000
2009
2010
2011
2012
2013
7/10/2013
10000 5000
8,363,805 3,969,417
6,413,123
2009
*2010
2011
2012
2013
7/10/2013
2009-10
19-11,457 (603) 16-55,813 (3,488) 18-171,902 (9,550) 10-1,307 (131) 6-423,499 (70,214)
2010-11
21-11,407 (543) 14-83,968 (5,998) 16-186,226 (11,639) 6-1,089 (182) 7-494,095 (70,585) 3-1,1716 (572) 5-4,404 (880) 9-2,784 (309) 10-4,816 (482)
2011-12
18-11,462 (637) 15-65,714 (4,381) 19-224,421 (11,812) 8-1,977 (247) 7-494,095 (70,585) 3-2,176 (725) 6-5,644 (940) 10-5,341 (534) 10-7,093 (709) 8-2,129 (266) 16-22,346 (1,397) 7-62,609 (8944)
2012-13
19-9,427 (487) 16-70,422 (4,401) 18-241,696 (13,428) 7-1,350 (193) 7-493,315 (70,474) 4-1432 (358) 4-5,552 (1,388) 10-5,069 (507) 12-7,075 (590) 10-3,033 (303) 14-13,913 (994) 8- 67,004 (8376)
Field Hockey Football Gymnastics Men Gymnastics Women Soccer Softball Swimming Volleyball Wrestling
NA NA
12-5,307 (442) 8-5,462 (683)
NA NA
12-3,244 (270) 12-8,120 (677)
NA
13-13,497 1,038 6-56,057 (8,008)
NA
13-12,322 (1,332) 6-54,218 (7,745)
NA
14-18,040 (1,288) 7-54,829 (7832)
7/12/13
I. Competitive Success
Winning is an essential element of the Hawkeye tradition. Every person associated with the Athletics Department must be committed to the expectation of competing for championships. It is a given that every coach and student-athlete prepare and train to be the best. Beyond that, each staff member plays a critical role in providing support to create an environment in which that success can be achieved. All members of our Department must remember that the first rule of competitive success is to do everything by the rules as set forth by the NCAA, Big Ten, and The University of Iowa. We strive to win at the highest levels with integrity and through maximum effort.
Consistently finish in the top half of the Big Ten Conference in all sports, while giving us an opportunity to compete for championships. Compete for Big Ten Championships in every sport. Reach and maintain a position in the top 35 of the Learfield Sports Directors Cup, which historically would place us in the top half of the Big Ten as relates to the Learfield Sports Directors Cup.
Review Directors Cup sport scoring system to better learn where Iowa is scoring points and where we are not. As much as possible, make coaches aware of the points their teams contributed and/or how far they were from scoring additional points. Work with coaches to identify areas for improvement throughout the Department. Prioritize the list and identify an action plan to address them. Add full-time coaches in all sports up to the NCAA maximum (swimming, mens golf, womens golf, mens tennis, and womens tennis). Monitor the integration of Rutgers and Maryland into the Big Ten Conference. Evaluate on a sport-by-sport basis what changes in travel policy and team budgeting may or may not be necessary due to these additions to the Big Ten.
A.
ACADEMICS
Goals and Commitments
1. Consistently meet or exceed the University-wide goal of a six-year Federal Graduation Rate of 70% and maintain an Athletics Graduation Success Rate of 80% or higher. Achieve a Department-wide student-athlete GPA that annually meets or exceeds the College of Liberal Arts and Sciences (CLAS) cumulative GPA, which is the largest undergraduate population and most broadly represents the student body. Each sport exceeds the NCAA mandated Academic Progress Rate cumulative score of 930; exceed the national average for each sport; rank in the top half of the Big Ten Conference for each sport. Each sport exceeds the NCAA Division I average for the 6-Year Federal Graduation Rate for its sport; rank in the top half of the Big Ten Conference for its sport. Reduce the number of student-athletes on probation and/or dismissed for academics. Increase the number of student-athletes with a 3.0 or above GPA. Increase the number of student-athletes who earn national and conference academic recognition. Increase the number of tendered (at any time) student-athletes who graduate in 4.5 years or less. University of Iowa Athletics Department Strategic Plan, 2013 2018| 26
2.
3.
4.
5. 6. 7. 8.
B.
STUDENT REPRESENTATION
Goals and Commitments
1. 2. 3. 4. Increase student-athlete participation on University and Athletics Department committees and working groups. Increase student-athlete participation in Athletics Department civic activities. Increase student-athlete participation in the planning and execution of campus cultural activities. Continue to encourage and support student-athlete participation in student government.
A. B. C. D. A,
COMPLIANCE
Goals and Commitments
1. Maintain and continue to refine Departmental culture to ensure that students, staff, and athletic supporters feel an obligation to follow all rules and regulations that govern athletics. Provide a comprehensive compliance program that promotes the knowledge of and adheres to N C A A , Big Ten, and institutional rules and regulations. Refine and execute a comprehensive internal educational plan for Athletics Department personnel, student-athletes, coaches, and select University personnel. Refine and implement an effective educational plan for external groups with athletics interests. Evaluate, utilize, and/or integrate audit recommendations to strengthen the overall compliance program and institutional control. Complete the process of separating the Offices of Compliance and Student Services. Maintain and continue to refine a compliance unit that promotes integrity, academic success, and winning through excellent customer service.
2. 3.
4. 5. 6. 7.
Effectively utilize The University of Iowa Compliance Group to evaluate both the external regulatory environment and the University infrastructure in order to employ safeguards and best practices to maintain institutional control of the Athletics program. Review, adjust, or create, as necessary, compliance processes, educational tools, publications, and forms that promote accountability and are userfriendly. Maintain an online compliance policy and procedure resource site (i.e., manual) for coaches and Athletics Department staff. Maintain a rules education calendar that delivers information in a timely and effective manner. o Conduct annual compliance educational programming for all studentathletes o Conduct educational sessions (scheduled and ad hoc) with the coaching staff, support units/personnel, groups that assist in the recruitment process, campus units that conduct business on behalf of Athletics and the leadership of our booster clubs o Utilize a variety of educational tools to deliver time-sensitive information to coaches and other affected parties o Develop a variety of mechanisms to deliver rules education to boosters and local businesses o Ensure that all student-athletes and Departmental personnel receive a written expectation about their obligation to report possible rule infractions Utilize informal, small-group settings to elevate the level of engagement in and understanding of national issues that impact our athletics environment. As needed or required, work with The University of Iowa Office of Internal Audit, the Big Ten Conference, or outside audit agencies to conduct external compliance reviews that supplement existing internal audits.
B.
STUDENT-ATHLETE WELFARE
Goals and Commitments
1. 2. Provide student-athletes with the necessary support they need to train and compete (i.e. scholarships, equipment, facilities, health care). Create and maintain a safe environment for student-athletes free from hazing, harassment, sexual misconduct, and any other forms of harmful and inappropriate behavior. Continue to provide a welcoming and inclusive environment for all student-athletes. Create and maintain an environment in which student-athletes are informed and aware of their responsibilities, in which discipline is fair and consistent, and where obtaining a quality education is encouraged. University of Iowa Athletics Department Strategic Plan, 2013 2018| 30
3.
4. 5. 6. 7.
Provide high quality physical and mental health care support for student-athletes. Provide a welcoming and inclusive environment for all student-athletes. Affirm and support student-athletes athletics and scholastic balance. Provide quality programming to address addictive behaviors (e.g. drugs, alcohol, gambling).
Continue to review and consider data from student-athletes year-end surveys to identify student-athlete welfare issues. Utilize the Health Services Advisory Committee to evaluate existing healthrelated policies and streamline student-athlete referrals. Maintain student-athlete representation on the Student-Athlete Welfare Subcommittee of the Presidential Committee on Athletics. Review each teams published practice schedule to ensure student-athletes can reasonably schedule classes. Review the principles and guidelines applied in developing team competition schedules to ensure reasonable opportunities to enroll in classes. Maintain a supportive environment for student-athletes and staff of all sexual orientations.
C.
GENDER EQUITY
Goals and Commitments
1. Ensure the Department continues to meet Title IX compliance according to the federal mandate and in complete spirit of the law, ensuring all student-athletes are treated fairly.
D.
MINORITY ISSUES
Goals and Commitments
1. 2. Maintain a supportive environment throughout the Athletics Department and campus for ethnic minority student-athletes and staff. Regularly review and modify as necessary the Athletics Department diversity plan, which includes soliciting feedback from ethnic minority student-athletes and Athletics Department staff. Increase ethnic minority student-athlete participation and retention on Athletics Department teams. Publicize the comprehensive, written recruitment plan for ethnic minority coaches, administrators, and staff. Annually inform student-athletes of the policies and procedures for seeking help if they believe they have experienced or witnessed harassment or discrimination. Ensure that ethnic minority student-athletes are involved in Department governance. Increase educational programming activities focused on multicultural awareness, racism, and diversity for student-athletes and staff. Support ethnic minority student participation opportunities in campus and community life outside their sport teams. Meet or exceed the percentage of ethnic minorities that are in the University community (staff and students) within the Athletics Department.
3. 4. 5. 6. 7. 8. 9.
Continue to involve ethnic minority student-athletes participation on the Iowa Student-Athlete Advisory Committee (ISAAC) and Presidential Committee on Athletics (PCA) subcommittee. Review and monitor the sports teams efforts to recruit a diverse student-athlete population that includes international, ethnic minorities, and students from other diverse backgrounds. Develop new opportunities that enhance the cultural competencies of studentathletes, coaches, and Athletics Department staff. Annually review the graduation rates of ethnic minority student-athletes as compared to Division I, Big Ten Conference, and University of Iowa. Annually review the retention and hiring of ethnic minority coaches and staff. Increase the ethnic diversity of individuals in managerial positions in the Athletics Department. Hold all Athletics Department units accountable for improving the climate that contributes to the Departments efforts to recruit and retain a diverse studentathlete and Athletics Department staff population.
IV. Finance/Facilities/Operations
The Athletics Departments most important endeavors are hiring and retaining people of high integrity with the skill level to provide the leadership necessary to positively impact our studentathletes and provide facilities that allow them to achieve their maximum athletic and academic prowess, all within the context of a balanced annual budget. Thoughtful budgetary planning utilizing resources garnered from various sources, including generous gifts from our constituents through Athletics Development, will be used to continue the mission of the Athletics Department. With over 200 employees, it is incumbent upon the Athletics Department to foster an environment where staff is encouraged to utilize their skills to their optimum potential in order to ensure the athletic and academic success of our student-athletes.
B.
DEVELOPMENT
Goals and Commitments
1. 2. Develop and initiate a plan to increase the number of annual contributors and amount raised by 5-10%. Successfully complete fundraising goals in The University of Iowa Foundation Comprehensive Campaign. a) Football Facilities Campaign Goal $35M b) Annual giving $128M c) Hawkeye Visions Endowment Additional $20M Coordinate efforts to maximize efficiency and effectiveness of the interfaces between BGI and Paciolan databases. Develop five-year/ten-year plan on athletic facility reseating and annual giving level changes. Maximize the number of face-to-face contacts and asks. In addition, develop proper donor stewardship program and refine all I-Club events. Review Development staffing to provide maximum impact and efficiency.
3. 4. 5. 6.
C.
FACILITIES
2. 3.
4.
Determine a plan to provide the volleyball team with an appropriate practice and competition facility o Determine a plan to re-purpose the Jacobson building once football moves into the new football operations facility in early fall 2014 Continue to review facility staffing needs. Implement improvements. Evaluate how Facilities staff is organized as retirements occur and/or facilities come on-line. Ensure Finkbine Golf Course is a financially self-sustaining unit within the Department of Athletics. Determine how best to renovate or build a new clubhouse to meet the needs of the user groups and the golf teams. Determine how best to staff the facility, both the clubhouse and maintenance areas. Continue to evaluate the irrigation system at Finkbine Golf Course and upgrade as necessary. o
D.
PERSONNEL
Goals and Commitments
1. 2. 3. 4. Reaffirm the priority of increasing diversity with particular attention to increasing ethnic minority and gender representation. Strive to hire Athletics professional staff at a competitive market rate and, when possible, at or above the midpoint of their respective athletics peers. Provide competitive benefit packages as allowed by The University of Iowa and consistent with Big Ten and national peers. Maximize efficiency within units and across the Department through regular review of structure, processes, outcome, and resources. Embrace the concept of workplace consultations and quality improvement processes. Consider reorganization and changes to the workforce to improve the organization. Make certain that all employees fully understand the expectations of their positions and that job descriptions and classifications reflect the needs of the unit/department and the actual duties being performed. Promote and support professional development of employees and student-athletes to enhance success. Continue to provide the full complement of coaches allowed by the NCAA for each sport.
5.
6. 7.
Evaluate the cost-benefit ratio of proposed new positions. Special scrutiny should be given to the division of duties among sport-specific positions (e.g., secretaries, graduate assistants, interns, directors of operations, administrative assistants, video operations). Units should be operating at maximum capacity and efficiency prior to proposing new positions. When appropriate, engage workplace consultants to assist. Annually review a unit's function with the strategic intent to maximize efficiency and success of both the unit and the Athletics Department. Process is to be guided by the following questions: o Is this unit operating at full capacity or are there inefficiencies? o Is this unit accomplishing all goals and contributing to the success of the Athletics Department? o Is this unit delivering excellent customer service? o Can this unit (and/or the Department) benefit from participation in quality improvement processes?
E.
ATHLETIC TRAINING
Goals and Commitments
1. Work with staff from athletic training, strength and conditioning, nutrition, and mental health to form a student-athlete performance area to ensure all studentathletes have everything to perform to the highest level. Ensure staffing is appropriate for all Athletics teams. Educate coaches on how these areas will benefit their programs. Develop educational programs to assist coaches and student-athletes regarding performance. Collaborate with UIHC Sports Medicine to ensure comprehensive care for all student-athletes. Continue to engage Health Services Advisory Committee as needed to guide decisions and evaluate effectiveness and participating individuals.
2. 3. 4. 5. 6.
F.
DRUG TESTING
Goals and Commitments
1. 2. Achieve a drug-free environment in which competitive intercollegiate athletics programs are conducted at The University of Iowa. To test all student-athletes through the substance abuse program on a year-round basis; to protect student-athletes' health and safety, provide assistance for any student-athlete found to abuse substances, and to prevent an unfair competitive edge by those who abuse certain substances. Verify that all processes and procedures are being followed.
3.
4.
5.
Assess how current staff is being used and determine if additional skills can be used throughout the Department, e.g. educational programming, mental health assessments, and other. Evaluate the use of the RFP-selected vendor (Aegis) on how well they are providing the collection and testing of the specimens.
G.
ATMOSPHERE
Goals and Commitments
1. Create and maintain a positive workplace environment through the adherence to ethical standards that are consistent with the core values of the University and Athletics Department. Foster a mindset that the Athletics Department's realization of its potential depends on valuing the people who work in it and the student-athletes it serves. Reinforce a strong customer service focus in order to enhance the experience of the employee, student-athlete, fan, and booster. Enhance productivity by elevating employee engagement with their work. Maximize communication within the Department so that all personnel have the opportunity to be informed and contributing members of the organization. Improve Department scores in targeted "Working at Iowa" categories.
2. 3. 4. 5. 6.
Achieve greater transparency by continuing to update and expand written policies and procedures that promote "best practices" and maintain integrity while striving for success. Continue to conduct monthly meetings with the entire staff and also with specific groups, including head coaches and directors. Provide a minimum of one in-house annual workshop to advance the skills of supervisors. Grow supervisors skills in managing work-related conflicts and holding members accountable for the ethical standards of the organization. Explore additional means for creating a rewards and recognition program that encourages and rewards innovation, increased efficiencies, and positive results. Explore additional means for creating an atmosphere where people want to come to work each day and feel they are in a place where they can reach their fullest potential. Explore additional means of enhancing the quality of customer service internally and externally. Promote the concept of cross-training to achieve better life-work balance throughout the workforce. Further develop a positive sport behavior initiative and incorporate it into policies and procedures of related areas (e.g., event management, external relations, student-athlete life skills, and sport administration/coaches). Develop and maintain an effective emergency communication plan.
V. Engagement
The University of Iowa Athletics Department takes great pride in representing the Hawkeye State and is very pleased to be supported by numerous Hawkeye patrons who are among the best fans in the country. The Athletics Department has a close relationship with alumni and supporters across the state of Iowa, throughout the nation, and around the world. It is that partnership with the public that sustains the Athletics program and the student-athletes who have the opportunity to compete at this high level. The University of Iowa Athletics Department does not receive any resources from the Universitys General Fund. The Athletics enterprise is completely reliant upon its ability to raise the funds necessary to support its annual operations and capital improvements in concert with University regulations. The partnership forged with the patrons of the program is essential for the continued success and very existence of Iowa Athletics. A high level of first-class customer service is always the overall factor in all areas of ticketing and development. These areas strive to be current with the latest technology in order to serve our customers, fans, and donors in an efficient and satisfactory fashion.
A. B. C. D.
External Relations Customer service, satisfaction and safety Tickets Premium Seating & Club Space
A.
EXTERNAL RELATIONS
Goals and Commitments
1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Develop an over-arching external relations plan that supports and promotes Win. Graduate. Do it right. Develop external relations plans annually that are agreed to by the respective head coach for all 24 sports programs. Continue to maximize the impact of the Big Ten Network. Introduce a coordinated, comprehensive, and Department-wide branding program. Increase support for non-sport units within and/or affiliated with the Department, e.g., Academic Student Services, National I-Club. Continue to be a leader in the application of new technologies, social media, new media, other. Provide appropriate support and direction for the Hawkeye Network. Continue to provide, if not build upon, the support for the UI Athletics Ticket Office, the National I-Club, and the Event Management unit of the Department. Implement document retention/storage plan. Implement video retention/storage plan.
Aggressively promote the Hawkeye Network and, specifically, the content available there that is about the intercollegiate athletics program at the UI. Fully explore with the UI Athletics Ticket Office staff third-party group sales options emerging in the marketplace. Work with Development staff to provide comprehensive support of all activities including, most notably, capital projects and, specifically, the master plan for facilities/Hawkeye Campus. Work with Event Management staff to continue to improve game-day experience at home events. Collaborate where necessary on fan research, customer service secret shopper, and economic impact surveys.
B.
9.
Obtain feedback through the use of surveys, focus groups, and daily interactions. Develop program and timeline for information collection for football, mens and womens basketball, and wrestling one time per year and establish a three-year rotation for all other sports. Increase information available electronically by providing sport-specific event information and answers to frequently asked questions. Establish Secret Shopper program for football, mens and womens basketball, and wrestling and develop limited program for other sports. Audit schedule will be developed with assistance from UIPD, Whelan, Aramark, Herkys Locker Room and internal Department units. Provide adequate and accurate venue signage and information. Investigate use of social media for information and communication purposes. Continue to conduct regularly scheduled Event Management meetings focused on information sharing, feedback, improved communication and evaluation. Continue to study and implement realistic ways to decrease abuse and illegal use of alcohol at Athletics events. Continue formal end-of-season assessments and reports to enhance the performance of departmental units. Initiate Best Practice procedures that can be utilized across the conference. Study the possibility of using third parties for food and beverage services.
C.
TICKETS
Goals and Commitments
1. 2. 3. 4. Successfully convert from current software operating platform to a web-based platform. Continue to grow the website utilization in terms of online renewals, single game orders, and print-at-home tickets. Go to ticketless entry for student football tickets using their student IDs. Incorporate the scanning capability of our operation to include such things as parking placards, marketing coupons, and other items that we are not currently able to successfully transmit and track electronically. Implement the ability for customers to choose a particular parking lot based on their priority points and giving levels.
5.
o Track who is duplicating parking placards o Track number of cars in each lot o Print passes at home Will reseat Kinnick Stadium for the 2014 season. Put a timetable together for future reseating of Kinnick and Carver.
D.