DIRECTING OUR FUTURE. A Strategic Vision for the Division II Athletics Directors Association

Transcription

1 DIRECTING OUR FUTURE A Strategic Vision for the Division II Athletics Directors Association

2 INTRODUCTION: WELCOME TO OUR FUTURE! Intercollegiate athletics is an integral part of a student-athlete s higher education experience, and the D2 ADA plays an integral role to ensure that every student-athlete s intercollegiate athletics experience is second to none. As an association of more than 250 directors of athletics at NCAA Division II member institutions, the D2 ADA is a leader in developing young people for future success through their participation in intercollegiate athletics. How do we do that? By positioning our ADs as servant leaders who oversee their athletics operations with ambition, character and integrity all to support an experience that shapes thousands of young student-athletes into citizens who earn their degrees and make lifelong contributions to their communities and to our society. We take pride in our ability to plan strategically to keep pace with a rapidly evolving intercollegiate athletics landscape that demands both attention and accountability. Our strategic planning allows us to stay true to our bedrock principles and values while staying ahead of the game. Our leadership in athletics defines us, and our strategic plan enhances our position of strength. We also understand the unpredictable landscape in higher education and the resulting financial challenges facing presidents and chancellors at our institutions. We firmly believe that a strong intercollegiate athletics program adds value both financially and in brand strength. Our strategic plan positions ADs as ambassadors to promote athletics as a pathway to opportunity for young people that in turn boosts enrollment and provides the campus a positive and successful community around which to rally the institutional brand. This document explains who we are, what we stand for, where we ve been, where we re going and how we ll get there. Our strategic plan is built to remember our past, celebrate our present and embrace our future. So let our future begin! 1

3 SECTION 1: WHO WE ARE We are a volunteer membership of more than 250 ADs from NCAA Division II institutions. Our mission as an association is, quite simply: to empower our membership in their roles as athletics directors. That means: We provide a collective voice for Division II athletics directors to shape the way athletics programs at the Division II level are administered. We offer professional development programs that build skills and foster diverse and inclusive environments. We offer a forum for Division II athletics directors to share ideas and best practices they can apply to navigate their specific local and regional circumstances. We interact, network and collaborate with other athletics director associations and NCAA leadership groups to improve our ability to serve coaches, staff and student-athletes. The D2 ADA is a proud affiliate of our parent association, the National Association of Collegiate Directors of Athletics. As the largest association of collegiate athletics administrators in the country, NACDA provides educational opportunities and serves as a vehicle for networking and exchanging information to benefit those in the profession. We also take pride in our membership with NCAA Division II, a collection of more than 300 colleges and universities that support the educational mission of college athletics by fostering a balanced approach in which student-athletes learn and develop through athletics competition, in their desired academic pursuits, and in civic engagement with their communities. Our job as an association is to provide the resources and professional development necessary for our membership to flourish locally, regionally and nationally. D2 ADA Membership Benefits: Share best practices and participate in programming to address evolving trends in Division II athletics. Receive NACDA s magazine Athletics Administration, which contains the D2 ADA Corner, highlighting current Division II athletics management applications. Receive the NACDA Daily Review, a web clipping service that contains articles on intercollegiate athletics from newspaper websites across the country. Receive results from research the ADA conducts. Enjoy reduced registration rates (or apply for financial grants) to attend the annual NACDA Convention. Nominate individuals for the D2 ADA Lifetime Achievement Award. Nominate student-athletes for the Academic Achievement Awards Program. 2

4 SECTION 2: WHAT WE BELIEVE As a professional organization created by and for athletics directors in Division II, we commit to providing a nurturing, welcoming and inspirational environment in which all athletics directors from the novice to the veteran can develop skills, hone management techniques and use technology to their advantage in creating intercollegiate athletics programs that provide student-athletes with an exceptional competitive and learning experience. We embrace: Professional Development. We provide programming and guidance to help Division II ADs accomplish their career goals. Servant Leadership. We serve our membership, which in turn serves our student-athletes. Innovation. Division II is known for its creativity and ambition. The D2 ADA boldly follows that lead. Mentorship. We know that for our organization to succeed, we must work collectively to support one another. Collaboration. We are not in this alone. We actively seek relationships with like-minded organizations to improve our ability to build successful athletics programs. We believe in the Division II collegiate model, which provides student-athletes the opportunity to earn scholarships based on their academic, athletic and leadership abilities; affords a balanced approach that allows student-athletes to experience all the campus has to offer; and prioritizes preparation for life beyond graduation. As stewards of the DII model, we strive to align our own strategic plan with the Division II strategic plan. The Division II strategic plan is based on five Strategic Positioning Outcome Areas: Academics and Life Skills Produce student-athletes who graduate, exhibit leadership, engage with their communities, and maintain healthy and productive lifestyles. Athletics Operations and Compliance Help Division II schools and conferences create engaged and high-functioning athletics operations and compliance programs. Diversity and Inclusion Promote diverse and inclusive environments within all levels of intercollegiate athletics. Game Day and Championships Enhance the game day and championships experience for student-athletes. Membership and Positioning Initiatives Demand fiscal responsibility at the local, conference, regional and national levels; respect the division s past, celebrate membership as a destination of choice, and enhance the public s knowledge and appreciation of what the division represents. Foundation for the Future A STRATEGIC VISION FOR DIVISION II 3

5 SECTION 3: OUR SUCCESS STORIES The D2 ADA has maintained a tradition of success since our founding in We ve increased our membership, we ve gained strength in governance, we ve established programs to develop our ADs as leaders on their campuses and in their communities, and we ve honored student-athletes for their academic achievements. Our leadership footprint has expanded in the following areas: Membership Growth. We ve added about 50 members in the last decade. Our membership includes nearly 80 percent of the ADs at NCAA Division II institutions. Communication. We ve expanded our resources for membership communication through the D2 ADA Corner in every issue of Athletics Administration. Research. The D2 ADA completed comprehensive staffing and salary benchmarking with data from more than 120 institutions nationwide. This benchmarking has been so valuable to the membership that we ve elected to complete the research biannually instead of every three years as originally planned. Development. We ve added tools to help our members oversee their athletics programs in accordance with Division II standards. Our Model Athletics Department resource gives ADs the guidance they need to succeed in their role. In addition, we ve established six programs to help offset expenses for attending the June NACDA Convention: D2 ADA Board of Directors and Past Presidents D2 ADA Mentors Borden Perlman Grant D2 New AD Orientation D2 ADA Conference Stipend NACDA Foundation Grant Strategic Engagement. We ve increased our level of engagement in the NCAA Division II governance process by partnering and communicating more regularly and effectively with the Division II governance staff at the NCAA national office, and we ve been more intentional about positioning D2 ADA members on NCAA governance and sport committees. We ve also partnered with other associations, such as the Division II Conference Commissioners Association, the Minority Opportunities Athletic Association, and Women Leaders in College Sports to reach desired outcomes. D2 ADA Membership (80%) 251 (82%) 260 (89%) 222 (77%) 206 (71%) NCAA Division II Membership (includes provisional and reclassifying institutions) D2 ADA Membership We re proud of our successes, and of our standing as an association within the NCAA Division II family. Our achievements have placed us in a position of leadership and respect when it comes to Division II governance and decision-making. 4

6 SECTION 4: OUR VISION FOR THE FUTURE Building upon our past and acknowledging our current standing as an association of leaders in intercollegiate athletics, our vision for the future features a series of goals designed to strengthen us internally, as well as to extend our engagement more broadly within Division II. Our goals are bold and ambitious, yet attainable, with measurable outcomes. As each is significant and because each works with the others to be effective they are listed numerically only for ease of reference and not to indicate a priority order or hierarchy of importance. The steps we as an association plan to implement in order to achieve desired outcomes, and the methods we ll take to ensure our success follow each goal s description in the following pages. In addition, we ve included how each of our goals aligns with the strategic positioning outcome areas outlined in the NCAA Division II strategic plan. D2 ADA Goals Continued Membership Growth Strengthen Our Collective Voice Enhance Diversity and Inclusion Enhance the D2 ADA Mentoring Program Enhance the New AD Orientation Program Provide Additional Programming for Current ADs 5

7 GOAL 1: CONTINUED MEMBERSHIP GROWTH We consider membership growth to be a standing goal in our strategic planning. We rely on our membership to be successful as an organization, and we continuously strive to increase the size of our family. Over the years our membership has consistently included about three-fourths of the Division II membership, but there is room for growth. In our 2013 strategic plan, we agreed to the following goals: Strive for our membership to include 85 percent of active Division II institutions. Reach an annual membership renewal rate of 90 percent or better. Strive to reach 75 percent participation by the third year of the membership cycle for institutions entering NCAA Division II. Those goals remain relevant in this iteration of our strategic plan as well. Steps to achieve our goal: Ensure that current members understand and appreciate the benefits of D2 ADA membership and encourage them to recruit non-member peers to join the association. Actively recruit incoming ADs annually. Consider a more active recruiting presence at the NCAA convention. Work diligently to prepare assistant and associate ADs for ADA membership by encouraging them to be active members in their respective associations (e.g., NAADD, NACMA, NAAC, CoSIDA, etc.). How we ll measure our success: In addition to the obvious quantifiable measuring stick, we will also track where our recruiting efforts are most effective (for example, how many new ADs join our association). How this goal aligns with the Division II strategic plan: Our membership goals align with Strategic Positioning Outcome Area No. 5 in the Division II strategic plan (Membership and Positioning Initiatives) in that we strive to increase and strengthen an association that supports the Division II mission and philosophy. DII PLAN Academics and Life Skills Athletics Operations and Compliance Diversity and Inclusion Game Day and Championships Membership and Positioning Initiatives 6

8 GOAL 2: STRENGTHEN OUR COLLECTIVE VOICE We are the voice of all Division II ADs. We represent the position that ADs hold relative to legislative proposals or issues-based discussions occurring at the NCAA level. Previously, ADs were being run over by other designated positions and weren t represented well at the national level. We ve worked hard to change that and to be representative of the DII AD. As with building our membership, strengthening our collective voice is also a standing goal within any strategic plan. We have a responsibility to our membership to be a representative group within the NCAA, legislatively and from an exposure/positioning standpoint. We must ensure that ADs are represented well in the committee structure. We also must help our presidents understand the position we take on legislative proposals, because in our role as boots on the ground leaders who are charged with actually implementing and applying whatever legislative proposals are adopted, sometimes our position may differ from that within the governance structure. Steps to achieve our goal: Increase communication/collaboration with influential partners. Continue to encourage conference commissioners and conference representatives to ensure there is time on the agenda at conference meetings for the D2 ADA representative to highlight ADA benefits and accomplishments. Provide ADA members with a one-pager that summarizes our accomplishments and goals they can promote at conference meetings. Consider sponsoring or co-sponsoring educational sessions at the NCAA convention to increase exposure and collaboration opportunities with other stakeholders in DII athletics (e.g., presidents, FARs, SAAC). Expand interaction with the CCA, FARA and other groups, as well as with the Division II governance staff at the national office. How we ll measure our success: As this goal is relationship-based, it will be appropriate to measure our success through ongoing feedback from the organizations we partner with to collectively reach desired outcomes. Also, while this goal addresses outcomes at the national level, increased communication/collaboration with other stakeholders in athletics filters to the conference and campus levels as well. How this goal aligns with the Division II strategic plan: This goal aligns with Strategic Positioning Outcome Area No. 2 (Athletics Operations and Compliance) by strengthening partnerships and relationships that increase our membership s involvement and participation in governance and addressing issues in Division II. DII PLAN Academics and Life Skills Athletics Operations and Compliance Diversity and Inclusion Game Day and Championships Membership and Positioning Initiatives 7

9 GOAL 3: ENHANCE DIVERSITY AND INCLUSION Ensure inclusion in all D2 ADA programming. Continue to collaborate with the CCA, as both the commissioners association and the ADA have established subcommittees to enhance diversity and inclusion. Seek feedback from female and ethnic minority participants in the mentoring program regarding how to establish an inclusive culture. How we ll measure our success: The diversity component of this goal may be more quantifiable than the inclusion component, but we can track our success with the latter by soliciting feedback from members regarding the culture we re seeking to establish. AD Ethnicity Demographics ( data; includes provisional and reclassifying institutions) 27 (8%) 45(13%) 7 (2%) 14 (3%) We ve always sought to diversify our membership, but the operative word in this particular goal is and. Adding inclusion to diversity is purposeful. Diversity means being invited to the dance; inclusion means being asked to dance. In other words, while it s one thing to have a diverse membership, the intended goal is to ensure that our diversity has a voice. Since we believe in a collective voice, it is imperative that we instill an inclusive culture within our association that allows all voices to be heard. Steps to achieve our goal: Work with MOAA, Women Leaders in College Sports, the CCA and the NCAA national office to develop a database of potential qualified female and ethnic minority candidates for leadership positions in athletics administration and coaching. DI DII DIII 259 (74%) 226 (70%) 37 (11%) 7 (2%) 13 (4%) 42 (13%) 302 (66%) 125 (27%) 16(3%) 5 (1%) 10 (3%) white males white females black males black females other White males dominate the AD position in all three NCAA divisions, and each division varies in representation within other demographics. Encourage these qualified candidates to consider becoming DII ADs. How this goal aligns with the Division II strategic plan: This goal aligns squarely with Strategic Positioning Outcome Area No. 3 (Diversity and Inclusion) in that we are essentially mirroring Division II s effort to build a more inclusive culture. DII PLAN Academics and Life Skills Athletics Operations and Compliance Diversity and Inclusion Game Day and Championships Membership and Positioning Initiatives 8

10 GOAL 4: ENHANCE THE D2 ADA MENTORING PROGRAM Our existing mentoring program targets current female and ethnic minority administrators who aspire to become Division II athletics directors. The program has been successful, as eight of our participants have been hired as DII ADs, three have been finalists and 10 have advanced to a level higher than their previous position. However, feedback from both mentors and mentees indicates that the program could be improved. Mentors desire more training and direction to deliver a more effective and unified program to their mentees. Steps to achieve our goal: Conduct an initial teleconference leading up to the start of the program. Provide at least one-half day of in-person training for mentors before they meet their mentees at the NCAA national office in Indianapolis. Add a component to the program that provides for mentees to visit their respective mentor at the mentor s campus. How we ll measure our success: Track whether the progress of mentees in this enhanced version of the program exceeds that of previous participants. How this goal aligns with the Division II strategic plan: This goal aligns with multiple strategic positioning outcome areas in the DII plan, particularly with No. 3 (Diversity and Inclusion) and No. 2 (Athletics Operations and Compliance) by developing aspiring ADs to lead DII athletics programs. DII PLAN Academics and Life Skills Athletics Operations and Compliance Diversity and Inclusion Game Day and Championships Membership and Positioning Initiatives 9

11 GOAL 5: ENHANCE THE NEW AD ORIENTATION PROGRAM Our existing program for first-year Division II athletics directors has helped new ADs to hit the ground running. Current programming, however, is limited to one-half day at the annual NCAA convention. Feedback from participants indicates a desire for more interaction. The session at the NCAA convention is helpful, but it occurs six months into a new AD s tenure. Steps to achieve our goal: Revise and enhance the program schedule to include: One and one-half days of programming at the NCAA national office in October (in conjunction with the existing D2 ADA and CCA meetings there at that time) to allow D2 ADA officers to be presenters at the orientation sessions and to allow the new ADs to interact with D2 ADA officers and NCAA staff (and to familiarize themselves with the NCAA national office). Use the new committee orientation program the Division II governance staff is conducting to further prepare new ADs for potential committee service. Emphasize the resources located on NCAA.org that help ADs perform their duties (consider linking to these resources from the D2 ADA site as well). How we ll measure our success: As our intended outcome here is to position new ADs for engagement within the Division II governance structure, our success will be measured in how many of these new ADs complete the nomination process and are selected for Division II committee service. We ll also continue to seek feedback from participants regularly in order to improve the program. New follow-up programming at the annual NACDA Convention in June (financial assistance or stipends would help fund attendance). How this goal aligns with the Division II strategic plan: This goal aligns with Strategic Positioning Outcome Area Nos. 2 (Athletics Operations and Compliance) and 5 (Membership and Positioning Initiatives) by educating new ADs about Division II priorities, programs and practices. DII PLAN Academics and Life Skills Athletics Operations and Compliance Diversity and Inclusion Game Day and Championships Membership and Positioning Initiatives 10

12 GOAL 6: PROVIDE ADDITIONAL PROGRAMMING FOR CURRENT ADS We will initiate additional programming at the NACDA Convention for experienced Division II ADs. This new programming will essentially build a foundation for an eventual Division II Athletics Directors Leadership Institute. Steps to achieve our goal: Determine the appropriate programming to help experienced ADs improve their leadership skills and their ability to contribute via committee service. Focus programming on skills development (budgeting, fundraising, personnel management, hiring, social media, etc.). Review the organization of helpful resources on the D2 ADA website and revise/enhance as appropriate. Encourage ADs to attend the NACDA Spring Symposium, which focuses on professional development around leadership and culture. How we ll measure our success: Participants will become more involved with NACDA and D2 ADA projects and be prepared for service on the D2 ADA board. Consider periodic webinars on current topics relevant to Division II. How this goal aligns with the Division II strategic plan: This goal aligns with Strategic Positioning Outcome Area Nos. 2 (Athletics Operations and Compliance) and 5 (Membership and Positioning Initiatives) by enhancing leadership skills and promoting Division II values. DII PLAN Academics and Life Skills Athletics Operations and Compliance Diversity and Inclusion Game Day and Championships Membership and Positioning Initiatives 11

13 CONCLUSION: OUR ONGOING COMMITMENT As an evolving association of leaders in intercollegiate athletics, the D2 ADA is committed to carrying out its strategic plan. Strategic plans often are initiated as one-time exercises with a temporary lifecycle and are shelved before being revisited and updated years later. Our plan, however, serves as a dynamic and ever-present compass to guide our operations for the coming years. As a collaborative membership as a strong and collective voice we understand the value inherent in professional development and growth, of mentoring new members, of sharing ideas that work on campus, and most importantly, of building athletics operations that benefit student-athletes for the rest of their lives. As such, our strategic planning is not just an idle pastime. Rather, our association is committed to living our values and accomplishing our goals. We will use this plan as our North Star going forward. 12