OHIO ATHLETICS STRATEGIC PLAN

Transcription

1 OHIO ATHLETICS STRATEGIC PLAN

2 OHIO UNIVERSITY ATHLETICS When Ohio University began its intercollegiate athletic program in 1894, few individuals realized the impact it would have upon the institution and the lives of so many people. Over the years, winning teams, memorable performances, scholastic achievements and celebrations of countless individuals performances in the classroom and on their respective teams have built a rich history. Ohio Athletics benefits the university, as a whole, in a variety of ways. It serves as a marketing arm for the institution by generating widespread national, regional and local media exposure. This exposure helps to build the brand of Ohio University throughout the region, nation and world. A strengthened brand and increased recognition of Ohio University benefits student enrollment, alumni relations, campus-wide fundraising efforts, school pride for its students, faculty and staff, and builds a connection with the local and regional communities. Today, Ohio Athletics has over 425 student-athletes competing on 16 varsity teams (10 women s and six men s) in the Mid-American Conference (MAC) at the National Collegiate Athletic Association (NCAA) Division I FBS level. Ohio student-athletes are successful in the classroom as well as on the athletic field. Student-athletes have an average grade point average of 3.1/4.0 and boast one of the most competitive graduation rates in the country. Many of its teams are winning conference championships and participating in NCAA postseason tournaments while individual student-athletes are being commended for athletic and academic excellence. The accomplishments of Ohio Athletics are due to the student-athletes, coaches, athletics staff, university leadership and its many fans and supporters. In order to best prepare Ohio Athletics for future successes, it will take the assistance of many committed people to make a difference. Furthermore, it will take a plan

3 TABLE OF CONTENTS Ohio University Athletics Inside Front Cover Strategic Planning Process One Team. One Vision Mission and Vision Statements Core Values SWOT Analysis Plan Priorities Academic Excellence and Student-Athlete Personal Development Program Integrity Financial Responsibility Gender Equity, Diversity and Inclusion Competitive Success Facilities External Outreach University Relations Strategic Plan Completion Timeline STRATEGIC PLANNING PROCESS ONE TEAM. ONE VISION. Where are we going? How will we get there? When can we accomplish our objectives? These are a few questions, among the many, every organization asks about its future. In order to successfully answer these important questions, one must determine a strategic and well thought-out plan of how to get there a road map showing how to arrive at the desired destination. Here enters the need for a new five-year strategic plan. The purpose of this strategic plan is to answer those questions and serve as a guide in charting the future direction of Ohio University Athletics over the next five years and beyond. It will build upon the foundation of the previous five-year plan ( ). This new plan for was created with significant input from a variety of constituents and directed by the strategic planning committee. The end product of any plan is the new strategies which will be implemented to reach the outlined goals. However, in order to accurately achieve these objectives, a sequential series of steps must first be defined. It starts with an understanding of who we are as an organization as stated in the department s mission and core values, and defining our strengths, weakness, opportunities and threats. The framework of the plan is the vision statement. From there, the most critical priorities help form future goals and strategies. Of course, once one has planned the work, it is time to work the plan. It is essential to determine who will perform each strategy and when. A detailed and regular review of the plan will be performed in order to ensure that each objective is followed through and met in a timely manner. This new plan will be aspirational, dynamic and transformative. It will outline the benefits provided for athletic teams, student-athletes, numerous constituents and the institution. It will make a difference. If we all work together, there are no limits to where we can go! One Team. One Vision. 1

4 ONE TEAM. ONE VISION. ONE TEAM Success is always a team effort. It is never about the achievements of just one person. It requires a large number of people, with different talents and backgrounds, coming together for one common cause. Such is true with Ohio Athletics. For the athletics program to achieve its goals, it will take the collective efforts of studentathletes, coaches, staff, university administration, supporters and fans. Many individuals participating for one team. And each person will have an impact on our success. ONE VISION To guide the future direction of the athletic department it will take bold and strategic vision. This vision must be supported by all team members in order to succeed. When a team works together toward one common goal, great things happen. One Team. One Vision. It s more than a slogan. It s our future. 2

5 MISSION AND VISION STATEMENTS The mission and vision statements are essential building blocks for the strategic planning process. The mission statement explains our purpose and who we are. The vision statement shares our direction and where we want to go. All other aspects of the plan are built from its vision. MISSION The mission of Ohio University Athletics is to successfully develop the student-athlete as a person, student and athlete. While operating with the utmost integrity, Athletics contributes to the university by achieving athletically and academically, generating visibility, promoting institutional pride, enhancing campus life and serving as a connection with alumni and fans. VISION STATEMENT Ohio Athletics will demonstrate unprecedented excellence in athletics, academics, and student-athlete development. 3

6 CORE VALUES The core values state the most important and foundational elements of the organization. The core values embody its character and image. They are weaved into the fabric of everything we represent. EXCELLENCE INTEGRITY RESPECT EDUCATION We strive for the very best in all that we do. We demonstrate high ethics, impeccable character and a commitment to always doing the right thing. We exhibit honor and dignity to others and in our work. We value the principles of academics and learning. PERSONAL DEVELOPMENT We seek to improve the quality of the person. ATHLETIC ACHIEVEMENT We pursue winning and championships. FISCAL RESPONSIBILITY We are financially prudent and wise in our decisions and operations. 4

7 SWOT ANALYSIS The SWOT analysis is a reflective review of the department s most prominent strengths, weaknesses, opportunities and threats. By better understanding these measurements, it will ensure that the plan addresses critical areas and optimizes all possibilities for growth. STRENGTHS Rich campus history, strong academic reputation and campus beauty Academic achievements of student-athletes Recent successes of key sport programs Partnerships with university colleges Home attendance New indoor practice facility Corporate sponsorship partnerships WEAKNESSES Sufficient budget to meet objectives Some aging facilities and equipment Staff size Inadequate office space Small market OPPORTUNITIES Producing a greater presence in the nearby Columbus market Proposed Ohio Bobcats MAC/ESPN3 channel Obtaining naming rights revenue from facilities Continued growth of external revenues through new ticket holders, donors and sponsors Enhance relationships with supporters and prospective donors throughout the country Further develop game day atmosphere and fan experience THREATS Changing NCAA landscape and legislation Keeping up with increasing costs Ability to maintain and grow revenues Inability to keep up with facility improvements and maintenance Lack of sufficient budget reserve 5

8 PRIORITIES It is critical to be focused and to work smart. Understanding our top priorities, in rank order, every day, can be the difference between success and failure. I. ACADEMIC EXCELLENCE AND STUDENT-ATHLETE PERSONAL DEVELOPMENT A. Academics B. Personal Development II. PROGRAM INTEGRITY A. NCAA Rules Compliance B. Financial Responsibility C. Gender Equity, Diversity and Inclusion D. Personnel III. COMPETITIVE SUCCESS A. Sport Program Development B. Performance Enhancement C. Facilities IV. EXTERNAL OUTREACH A. Fundraising B. Marketing and Branding C. Ticket Sales and Operations D. Media Relations E. Relationship Building V. UNIVERSITY RELATIONS A. Communicating Benefits B. Building Culture C. Project Collaboration 6

9 ACADEMIC EXCELLENCE AND STUDENT-ATHLETE PERSONAL DEVELOPMENT Ohio University s NCAA Eligibility and Student-Athlete Success staff s essential responsibility is to provide the academic support needed for student-athletes to reach their highest levels of academic success, while monitoring their eligibility status according to NCAA and university standards. The staff provides academic guidance for all student-athletes; tracks continuing eligibility and transfer status; maintains information for Academic Progress Rate (APR); provides data for Federal Graduation Rate (FGR) and Graduation Success Rate (GSR); sets up and arranges individual and group tutoring and required study hall for teams; monitors student-athlete and team grade point averages; consults with coaching staffs regarding studentathlete progress, final grades and eligibility; and meets with prospective student-athletes and their families during the recruiting process. GOAL 1 // FURTHER DEVELOP RESOURCES AND SUPPORT PROVIDED TO STUDENT-ATHLETES TO INCREASE THEIR ACADEMIC SUCCESS. Enrich the current class checking system to better monitor and track the attendance of at-risk student-athletes. Create and execute a tiered system for required study hall hours. Develop and apply a four-tiered system for student-athletes of a 3.0 and lower accumulative GPA which will require weekly academic meetings of these student-athletes to better track their progress. Conduct mid-term and post-semester team evaluation meetings to take place between NCAA Eligibility and Student-Athlete Success personnel and coaching staffs to discuss the academic progress of their respective team. 7

10 Educate coaches on NCAA academic legislation that impacts continuing eligibility during the mid- and post-semester team evaluation meetings. Inventory the department s current software and equipment and implement a system that will allow for efficient replacement of outdated technological devices, as well as benchmark future software needs for both student-athletes and staff. Work with on-campus support services to enhance support for those who are considered to be academically at-risk. Develop a long term plan for the operation of the proposed Sook Academic Center. Develop and implement a new penalty structure for student-athletes who do not meet key academic objectives. GOAL 2 // EXPAND THE CURRENT SELF-EVALUATION PROCESSES TO TRACK THE PROGRESS OF MEASURABLE GOALS. Consistently measure academic performance of student-athletes and overall department. Regularly achieve a high department-wide studentathlete accumulative GPA, which currently is a 3.094, and meet or exceed the general student body s accumulative GPA. Continue to exceed the mandated Academic Progress Rate (APR) requirement and improve each team s individual yearly APR rating. Exceed APR national average of each sport and rank in the top half of the Mid-American Conference. Improve current Graduation Success Rate (GSR) of 81 percent; rank in the top half of the Mid-American Conference and be above the current national average of 82 percent. Proactively monitor the retention of all studentathletes by maintaining and surpassing the current retention rate of 95 percent for fall Continue to review the number of student-athletes transferring in and out of Ohio University (a total of four student-athletes transferred out in 2013 and nine transferred in to Ohio in ). 8

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13 Maintain and exceed the current six-year Federal Graduation Rate (FGR) of 68 percent which is higher than the national average by 2 percent. Increase the number of student-athletes who achieve an accumulative GPA above a 3.0 (283 student-athletes earned this academic achievement in which is over half of the student-athlete population). Continue to decrease the number of student-athletes on academic probation (only eight student-athletes were on probation in ). Track student-athletes GPAs on a semester basis to compare teams within the department, as well as how the department compares on a wider scale among other University populations. Compile APR and GSR data on a yearly basis to compare ourselves to other MAC institutions, the University (when applicable), and use the data as a tool to evaluate areas in which we can improve. GOAL 3 // ENHANCE THE LIFE SKILLS PROGRAM TO IMPROVE STUDENT-ATHLETE S WELL-BEING AND PERSONAL DEVELOPMENT. Gather feedback from current Student-Athlete Advisory Committee (SAAC) members and student-athletes to learn what types of programming would best suit their needs. Adapt current UC 2900 (Freshmen Student-Athlete Seminar) course to further focus on the areas of preparation, commitment, and transition. Advance opportunities of the career fair that is integrated into UC 2900 to assist student-athletes with the choice of major and career path. Develop a junior/senior level student-athlete course that focuses on job interviewing, transition to professional life, and leadership. Invite faculty and community members within the Athens and surrounding communities to speak on personal development to student-athletes in the junior/senior level course. Introduce a new seminar/roundtable for student-athletes to be engaged with and receive advice from successful professionals working in various fields. Implement a structured, three-component Life Skills program for studentathletes during each year of their undergraduate career. Extensively research programming options that have been implemented at various MAC and NCAA institutions and solicit the opinions of schools that have used presenters from the NCAA approved list. Invite former student-athletes back to campus to speak about their professional experiences and provide feedback on leadership roles to student-athletes in the junior/senior level course. 11

14 PROGRAM INTEGRITY Ohio Athletics is dedicated to the principles of rules compliance and financial stability while acting as an equal opportunity and affirmative action employer in order to maintain a strong and diverse workforce. The department operates with integrity in all facets which is essential for success and future growth. NCAA RULES COMPLIANCE The Ohio University Compliance Office operates within the scope of Ohio University to coordinate, monitor and verify compliance with all NCAA, MAC and institutional regulations and policies. Current staff members utilize best practices, rules education programming, investigative measures, collaboration with campus colleagues, procedural reviews by Internal Audit and engagement with professional peers, both regionally and nationally, to ensure compliance with NCAA legislation. GOAL 1 // FOSTER A CULTURE OF RULES INTEGRITY AND INSTITUTIONAL CONTROL THROUGH MONITORING, COMMUNICATION, EDUCATION AND VISIBILITY. Review the department s current level of compliance monitoring and education with intent to seek additional strategies which will assist in the prevention of Level I and Level II infractions while also minimizing the frequency of Level III and IV infractions annually. Expand rules education plan to include campus liaisons, representatives of athletics interests in conjunction with the Ohio Bobcat Club and Faculty Athletics Representatives (FARs). Develop educational programming for Ohio Bobcat Club members and season ticket holders which would include video and writing messaging specific to NCAA legislation. Utilize Reasonable Standards recommendations developed by the National Association for Athletics Compliance (NAAC). Phase I: Countable Athletically Related Activities (CARA), complimentary admissions, contacts and evaluations 12

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16 Phase 2: Financial support from outside sources for educational needs, playing and practice season declarations, recruiting correspondence with prospective student-athletes Phase 3: Vehicle monitoring, campus visits, sports camps and clinics Phase 4: Student-athlete employment, pre-existing relationships, and oncampus evaluations Develop and implement a Bobcat Coaches Orientation program in order to assist new coaching staff members with the rules compliance transition to Ohio University. Create and execute a formalized sport competition schedule approval process in which each sport program will gain approval for scheduled competitions prior to public release. Overhaul compliance content of department website in order to improve accessibility to information for prospective student-athletes, parents, current student-athletes, coaches and other key parties. GOAL 2 // ACTIVELY PREPARE FOR THE FUTURE FRAMEWORK OF DIVISION I INTERCOLLEGIATE ATHLETICS. Adapt to current standards of permissive legislation through new governance structure GOAL 3 // SUCCESSFULLY MEET THE COMPLIANCE NEEDS OF STUDENT-ATHLETES, COACHES, UNIVERSITY LIAISONS, PROSPECTIVE STUDENT-ATHLETES AND REPRESENTATIVES OF ATHLETICS INTERESTS. Redesign of textbook scholarship program to ensure compliance and achieve accuracy and efficiency with process in total. Collaborate with the Office of Student Financial Aid and Scholarships in order to ensure that proper oversight and controls are implemented. 14

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18 FINANCIAL RESPONSIBILITY Ohio Athletics Business Office operates with the highest degree of integrity to implement and maintain proper controls and follow NCAA, Ohio University and departmental policies and procedures. The Business Office prepares and submits departmental budgets, updates financial activity through quarterly and monthly reporting and prepares year-end financial forecasts throughout the year as a decision making tool in all aspects of intercollegiate athletic operations. The department continues to work with staff and coaches on a consistent basis to monitor and track individual budgets. GOAL 1 // DEVELOP A BALANCED ANNUAL OPERATING BUDGET FOR INTERCOLLEGIATE ATHLETICS. Summarize athletics budget history to track and detail the department s annual general fee requests versus base funding approved each year. Work with sports programs to submit team travel and the pre-game meals forecast in conjunction with finalizing annual competition schedules. Meet budget projections for each program budget on an annual basis. Explanations will be provided for variances. Look for cost-saving opportunities in the sport camps registration processes related to third party contracts and the internal cash receipts collections. Implement plan to minimizing risks of cash handling for all departments managing cash receipts. GOAL 2 // DEFINE TOOLS THAT WILL ASSIST DEPARTMENTS WITH MONITORING INDIVIDUAL PROGRAM BUDGETS. Work with budget unit managers to accurately allocate budget funds to better fit expected actual results for all line items. Review the current Ohio Athletics New Employee Orientation Manual and develop new and effective ways to better educate new staff regarding the proper fiscal processes, procedures, and requirements. Incorporate available university financial reports into monthly budget meetings with coaches and staff to enhance departmental forecasting. Include a separate business operations file on the departmental share drive with active links to departmental university policies, application forms, documents and a list of emergency contacts for after-hours university business services. 16

19 Communicate the Ohio Athletics sport camp policies and procedures as outlined in the sports camp manual on a bi-annual basis and stream-line reconciliations for settlements of camp. Create a step in the budget process for individual departments and sports programs to input multi-year plans for Capital Improvement Planning & Deferred Maintenance schedules. GOAL 3 // ENSURE LONG TERM FINANCIAL STABILITY FOR THE ATHLETIC DEPARTMENT. Formulate a policy to build a fund balance reserve equal to two percent of total operating expenditures, identify minimum balance and how to maintain account if fund drops below target amount. Develop a rolling three-year business plan to compare and evaluate trends in budget versus actual results. Ensure departmental knowledge of university s financial policies and procedures through updates during all staff meetings and s as appropriate. Develop an annual cost savings plan for the Athletics operating budget. Coordinate with Ohio Athletics Equipment to implement and execute a staff issued apparel/uniform tracking system. 17

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21 GENDER EQUITY, DIVERSITY AND INCLUSION Ohio Bobcat Athletics recognizes the importance of gender equity, diversity and inclusion to the overall strength and success of the department. The university Gender Equity Plan will continue to serve as a guiding document in the department s decision making processes. Ohio Athletics will continue to utilize all available campus and employment resources in an effort to explore and implement new initiatives that are designed to recruit a talented and diverse staff. GOAL 1 // WORK WITH THE UNIVERSITY IN AN EFFORT TO ADHERE TO THE SPIRIT OF TITLE IX LEGISLATION AND THE OHIO UNIVERSITY GENDER EQUITY PLAN. Monitor proportionality figures and financial aid awards to ensure continued compliance. Consider Gender Equity Plan when constructing budgets. Review current timelines of university Gender Equity Plan and seek to implement strategies according to their timelines. GOAL 2 // ENSURE STAFF AND STUDENT-ATHLETES ARE AWARE OF THE DEPARTMENTAL COMMITMENT TO TITLE IX AND GENDER EQUITY. Utilize all-staff meetings to educate staff of any changes in Title IX or gender equity regulations and court decisions, in an effort to stay current and encourage forward-thinking. Consistently and effectively communicate the department s commitment to gender equity through demonstrated equitable access to all support staff services, measuring effectiveness through annual student-athlete surveys at the conclusion of each team s competitive season. GOAL 3 // DEVELOP STANDARD PROTOCOLS TO ENSURE COMPLIANCE WITH MINORITY ISSUES PLAN. Recruit diversified pools of applicants for vacant staff positions and ensure a quality, welcoming and supportive environment for minority student-athletes and staff. Utilize university resources to educate staff during an all-staff meeting to create awareness of the unique issues that face our minority student-athletes and how to better assist them. 19

22 Cultivate relationships with campus resources to ensure awareness of existing programs to assist minority student-athletes in their collegiate experience and enable them to be successful academically, athletically, and personally. Monitor and measure the student-athletes perceptions of minority issues through annual surveys at the conclusion of each team s competitive season. GOAL 4 // SUCCESSFULLY COMPLETE ALL OBJECTIVES IDENTIFIED IN THE ATHLETIC DEPARTMENT MINORITY ISSUES PLAN. Include the commitment to diversity statement on the website, in all position postings, and as a part of general documents that are sent to studentathletes. Ohio Athletics recognizes that diversity is vital to the strength and success of the department and is committed to the recruitment and retention of a talented and diverse staff and student-athlete population. Continue to actively recruit minority student-athletes and ensure they are aware of available campus multicultural programs. Generate interest and recruit minority student-athletes to serve on Student Athlete Advisory Committee and other campus leadership opportunities to provide input on governance, decision-making, etc. Enlist the resources of the Office for Institutional Equity to identify and recruit applicants from diverse and under-represented groups. PERSONNEL GOAL // ATTRACT, HIRE AND RETAIN A STAFF THAT IS COMMITTED TO INTEGRITY, EXCELLENCE, AND THE DEVELOPMENT OF THE STUDENT-ATHLETE. Plan at least two all staff, family social events (picnic, etc.) to enhance relationships within the department. Produce and annually update a Why Ohio? presentation for all searches which promotes Ohio Athletics, Ohio University, attributes of the unit/sport and the Athens community. Review current employee performance evaluation format and make necessary adjustments to include adherence to respective annual plans. Develop a staff recruiting/hiring manual that details recommended steps in hiring new staff, emphasizing the active recruiting of candidates. Maximize efficiency within the department through regular review of the administrative organizational chart and job responsibilities to ensure that they are consistent with the future direction and plans of the athletic department. Include a commitment to adherence to university and department policies and NCAA compliance as a part of the annual performance evaluation for all department staff. Evaluate current staffing needs and address as appropriate. 20

23 COMPETITIVE SUCCESS Ohio Bobcat Athletics endeavors to be the very best when representing Ohio University in athletic competition. The department is committed to providing the resources and personnel support necessary to create a culture and environment that facilitates the success of our student-athletes and staff. SPORT PROGRAM DEVELOPMENT GOAL 1 // ANNUALLY COMPETE FOR MAC CHAMPIONSHIPS, QUALIFY FOR NCAA POST-SEASON OPPORTUNITIES, AND PRODUCE ALL-AMERICANS THROUGHOUT ALL SPORT PROGRAMS. PROGRAM ASSESSMENT Each head coach will provide a standardized annual plan with goals and strategies, to be reviewed with the respective sport supervisor on a biannual basis, and will address: academics, athletic success, and team culture; recruiting plan; scheduling philosophy; objectives and needs; and two to three benchmark programs with identified aspirations. Develop a strategy to assess and build annual operating budgets to allow all sport programs to compete in the upper half of the conference. Review and adjust the student-athlete survey to ensure an accurate assessment of the support and services that impact the student-athlete experience. Head coaches will annually review program challenges and opportunities with sport supervisor, and will discuss facilities, budget, staffing, recruiting, win/loss record, and other factors impacting competitive success. Establish a rotational review schedule by sport that provides staffing, facility and financial data comparisons with identified, sport specific benchmark programs. Review MAC Reese and Jacoby Cup scoring systems to identify opportunities to improve standing. RECRUITING Each head coach will be provided with the assigned roster size for the following academic year. 21

24 Collaborate with university officials to ensure up-to-date university points of pride are provided to coaches for their use during the recruiting process. Include recruiting and student-athlete retention in the annual coaches performance evaluation. Initiate an annual recruiting workshop with coaches and included administrators (Sports Medicine, Strength, Compliance, and Academic Services) that address best practices strategies and ideas specific to recruiting and on campus visits. SCHEDULING A preferred departmental scheduling philosophy that maximizes opportunities for competitive success and post-season competition will be formally developed and articulated to sport programs and sport supervisors. Head coaches and sport supervisors will review future schedules to compare with the departmental scheduling philosophy. SCHOLARSHIPS Review current out-of-state waiver allocation process and evaluate assignments. Each head coach will work with the Ohio Bobcat Club staff in an effort to enhance sport specific fundraising opportunities. Enhance the knowledge of all the strength and conditioning staff in the area of strength training, speed and agility, conditioning, sports psychology and nutrition through continuing education. TEAM POLICIES All sport programs will develop team policies to be reviewed with the sport supervisor and student-athletes on an annual basis, which will include the Student-Athlete Bill of Rights and detailed expectations and consequences. Student-athletes will be required to sign documents acknowledging their understanding and acceptance of select departmental policies. - Student-Athlete Code of Conduct - Team Policies (must include conditions for removal of aid) - Academic policies - Insurance coverage policy - Additional documents as determined Develop an acceptable process for non-renewal of aid and articulate to sport programs and sport supervisors. STAFF Develop strategies to have a full complement of assistant coaches for all sport programs as allowed by NCAA guidelines. Establish an annual coaches retreat (all head and assistant coaches) to discuss critical topics. 22

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26 PERFORMANCE ENHANCEMENT GOAL 1 // UTILIZE ALL AVAILABLE MEDICAL AND BIOMECHANICAL RESOURCES TO MAXIMIZE THE OVERALL HEALTH AND ATHLETIC PERFORMANCE OF THE STUDENT- ATHLETE. SPORTS MEDICINE Enhance physician coverage. Work with Strength and Conditioning to research, define, identify, develop, and implement appropriate injury prevention techniques per sport. Annually evaluate Catastrophic Injury Response Plan and update as needed. Perform annual review of relationship with team physicians, medical specialists and medical consultants including roles, responsibilities and lines of communication. Review concussion management protocol and update as needed. Research, define, identify and implement appropriate injury prevention techniques per sport. SPORTS NUTRITION Determine feasibility of implementing re-fueling stations. Review current structure of training tables and work with coaches to refine and improve. Work to ensure that proper sports nutrition is discussed with all teams on an annual basis. 24

27 EQUIPMENT Work with providers to ensure that all student-athletes are provided with the best possible apparel and equipment. Research the feasibility of renovating the equipment rooms to maximize use of space and operational efficiency. Regularly utilize university Internal Audit resources to ensure appropriate team issued apparel inventory accountability processes. Fully implement the inventory tracking system for staff issued apparel. Research the value of proper sleep habits and its effect on athletic performance. SPORT PSYCHOLOGY Provide consistent access to sport psychology services to help studentathletes enhance their personal wellness, achieve peak performance and teach healthy lifelong habits. STRENGTH AND EXERCISE PHYSIOLOGY Conduct functional movement screening of all student-athletes to identify potential injury risk. Include the Strength and Conditioning award and recognition program recipients in the CATSPYS, an annual student-athlete awards event. Develop a five-year plan to replace weight equipment and upgrade appearance of strength and conditioning facility to meet the current NCAA Division I athletics standard. Work with Sports Medicine Services to research, define, identify, develop, and implement appropriate injury prevention techniques per sport. 25

28 FACILITIES The function of the Facilities and Operations office is to schedule and manage the daily operations of six Athleticscontrolled facilities, coordinate all aspects of game-day operations and oversee all maintenance, renovation and construction projects. It contributes to the competitive success of the department s sport programs through the provision of safe, functional, and clean facilities, while seamlessly coordinating their use. GOAL 1 // EFFECTIVELY ADDRESS THE CONDITION OF AGING FACILITIES AND EQUIPMENT. Develop a maintenance plan for each facility (including fields) and a periodic process to review and refine. Develop a repair and replacement funding source. Create a schedule of anticipated capital repairs and the replacement of capital equipment. Meet with campus leadership from Facilities Management and the office of Design and Construction to discuss opportunities to expand Ohio Athletics scope of responsibility regarding project management and execution. Produce a service agreement with Facilities Management. GOAL 2 // IDENTIFY PRIORITIES AND PLAN FOR FUTURE GROWTH. Develop a facility master plan to include a prioritized list of small and large projects, to include a sequence of projects and synergies between projects. Explore opportunities to assimilate the Assistant Athletics Director for Facilities into the day-to-day operation and work flow of the Design and Construction office regarding relevant projects. Work with the Athletics Business Office to establish a departmental plan for annual equipment inventory verification. 26

29 GOAL 3 // ADD VALUE TO THE FAN EXPERIENCE THROUGH IMPROVED QUALITY AND THOROUGHNESS OF EVENT MANAGEMENT PRACTICES. Create a comprehensive staff training program for event operations staff. - Design and install way-finding and informational signage package for the Convocation Center and Peden Stadium. - Enhance Facilities webpage to include policies and venue/event information. - Annually, review and update Facilities Usage Policy and Facility Rental Rate schedule. - Annually, review and update the Emergency Action Plan for each facility. - Review event management with each Head Coach at the conclusion of every season and implement changes for the next season as necessary. 27

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31 EXTERNAL OUTREACH FUNDRAISING The Ohio Bobcat Club serves as the fundraising arm of Ohio Athletics. The mission of the Ohio Bobcat Club is to provide the necessary operational and academic resources for over 400 student-athletes. It supports each of the 16 programs through the annual fund and assists with capital projects. GOAL 1 // MAINTAIN RECORD-SETTING GROWTH IN ANNUAL GIVING AND MEMBERSHIP TO THE OHIO BOBCAT CLUB. Increase annual fund by 10 percent each year and grow membership to 2,250 by Annually review donor benefits chart. Promote 110 percent Campaign and All In giving initiatives to increase annual giving. Partner with the ticket sales team to focus on retention of entry level donors. Develop stewardship plan that addresses the entire donor base. Educate constituents (alumni, coaches and staff) on the mission of the Ohio Bobcat Club. Work with the Ohio University Foundation and Alumni Relations to expand reach to entire alumni base. Brand the Ohio Bobcat Club through the different media and venue opportunities. 29

32 Develop a plan to increase ICA staff giving. Revitalize the Ohio Bobcat Representative program to engage volunteers while helping to maintain and recruit new members to the Ohio Bobcat Club. Market priority points and ranking to encourage giving. Utilize the Ohio Bobcat Club Advisory Board to further engage major gift prospects. Identify ways to strengthen the Ohio Bobcat Club brand. GOAL 2 // INCREASE MAJOR GIFT SUPPORT TO THE OHIO BOBCAT CLUB. Complete fundraising for the Academic Center Project. Create an endowment program focused on operational support. Provide stewardship opportunities for major gift donors and mid-level donors. Develop a plan for a new program that recognizes significant lifetime giving to the Ohio Athletics, which will address the location of recognition, selection criteria and marketing of the recognition program. GOAL 3 // ESTABLISH A COMPREHENSIVE PLANNED GIVING PROGRAM TO PROVIDE FOR THE LONG-TERM SUCCESS OF OHIO ATHLETICS. Develop a planned giving marketing plan. Establish campaign slogan to encourage support, ie. Bobcats Forever. Develop top-100 prospect list of potential supporters. GOAL 4 // UTILIZE VARSITY OHIO AS A GRASSROOTS ENGAGEMENT TOOL FOR FORMER STUDENT-ATHLETES. Host three to four reunions per year in addition to the all-sports reunion. Increase membership by 5-10 percent annually. Educate former and current student-athletes about Varsity Ohio. Introduce a philanthropic component to members. Provide more engagement opportunities in which former-student athletes may get involved. Create networking opportunities for former and current student-athletes. Develop a plan for milestone reunion events. Establish leadership group to oversee and promote Varsity Ohio. 30

33 MARKETING AND BRANDING Ohio Athletics Marketing builds the Ohio Bobcats brand by sharing creative and engaging content and strives to provide exceptional customer service and entertainment to our fans, donors and corporate partners. We are committed to staying current with industry best practices and aspire to be a leader among our peers. GOAL 1 // STRENGTHEN THE OHIO BOBCAT BRAND IN ORDER TO INCREASE LICENSING REVENUE BY FIVE PERCENT EACH YEAR AND ENHANCE VISIBILITY. Create culture of creativity through consistent communication about new ideas, time investment in brand strategy meetings and a willingness to try new ideas. Produce branding campaigns that carry though all athletic department communications and are supported by administration, coaches and external partners (IMG, Alumni Association, Ohio University Communications and Marketing, etc). Enhance graphics/exhibits in all public areas of facilities to recognize the Bobcats brand and athletic traditions. Partner with licensing agency and Ohio University Communications and Marketing to ensure proper use of Ohio trademarks, with particular emphasis on branding the wordmark Ohio, through regular communication and biannual on-site meetings. Partner with apparel provider in order to maximize revenue and review marketplace positioning of licensed product. Create internal brand advisory committee to assist coaching staffs with proper use of trademarks and brand in recruiting communications. Collaborate with multi-media rights holder to create branding and ticket campaigns with Bobcat sponsors in order to reach local, regional and national platforms. Execute a regional summer tour to promote the Ohio Bobcats brand and tickets. Evaluate sponsor agreements in order to maximize revenues and solidify renewals. Create a plan to promote the Ohio Bobcats brand and sell tickets in the Columbus area. GOAL 2 // ELEVATE FAN EXPERIENCE AT ALL OHIO BOBCAT EVENTS. Analyze game day scripts, sound effects, video prompts and public address messages to determine the best format at football and basketball games. Create new service team to welcome fans as they enter, improve their experience during the game and thank them for coming as they leave. Update and implement customer service plan for all game day employees. Explore the viability of an Ohio Bobcats fan app to enhance in-game experience with second screen. Develop annual surveys of season ticket holders and single game buyers. Collaborate with concessions partner to find ways to better serve our fans. 31

34 GOAL 3 // INCREASE REVENUE BY FIVE PERCENT EACH YEAR THROUGH CORPORATE PARTNERSHIPS. Extend multi-media rights holder agreement in return for investment in technology that will create new inventory and assist with enhanced fan experience. Assist multi-media rights holder in achieving an annual renewal rate of 90 percent by scheduling at least four client interactions per year. Expand in-venue hospitality options at football and basketball. Create a premier and elite partnership level and provide opportunities for unique and exclusive experiences. TICKET SALES AND OPERATIONS The Ohio Ticket Sales Team and Ohio Athletics Ticket Office seek to maximize revenue and attendance at all home athletic events. We are committed to consistently increasing the season ticket base, while also driving attendance from local groups and organizations. A variety of unique and innovative sales/ marketing strategies are used to engage Ohio fans, students and alumni. Ohio has lead the MAC in home football and men s basketball attendance over the last three seasons, while experiencing yearly increases in season ticket holders and revenue. GOAL 1 // BECOME A BENCHMARK PROGRAM FOR SEASON TICKET HOLDER CULTIVATION, RETENTION AND REVENUE GENERATION AMONG SCHOOLS IN THE NCAA DIVISION I GROUP OF 5. Increase the football season ticket base to 10,000, the men s basketball season ticket base to 5,000 and the Ohio All Sport Pass season ticket base to 500 by Focus on season ticket holder retention by providing exceptional customer service and reach an 85 percent annual renewal rate for men s basketball and football. Create unique incentives for season ticket holders going into their second year as a way to increase overall renewal rate. Develop ways to recognize and promote season ticket holders as well as provide more exclusive benefits. Expand sales focus to increase calls to regional alumni, in particular those living in southeast and central Ohio. Consider developing a multi-game basketball package with a particular emphasis on Columbus and out-of-market alumni. 32

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36 Strengthen relationships with local chambers of commerce, businesses and non-profits to increase large-scale season ticket purchases. Increase marketing of Tickets for Kids donation program in an effort to drive season ticket sales and support the community. GOAL 2 // ELEVATE GROUP SALES EMPHASIS AND DEVELOP NEW AND UNIQUE GROUP EXPERIENCES TO ELEVATE ATTENDANCE AND REVENUE. Increase sales to an average of 1,000 group tickets sold per home football game and 300 sold per home basketball game by Increase sales team emphasis on group sales segmented based upon geographic location and set more aggressive group sales goals for team members. Strengthen relationships with local small colleges to drive group outings at home events. Expand contact with local school districts and continue to develop group outing opportunities that allow local families to attend home games at a discounted price, with the goal of building future season and single game purchasers. Create group experience packages to sell events that are more than just a game. Develop new group hospitality areas at Peden Stadium and the Convocation Center. Create printed/online materials to better promote hospitality and group experiences at home events, and use mailing campaigns to advertise to local businesses and organizations. GOAL 3 // AGGRESSIVELY MAXIMIZE TICKET SALES REVENUE TO BE REINVESTED FOR CHAMPIONSHIP SUCCESS AND EXCEED ANNUAL BUDGETED GOALS. Increase annual ticket sales revenue to $1,500,000 by Perform annual analysis of single game and group ticket pricing. Create more ticket outlets and overall availability of tickets in the surrounding community. GOAL 4 // DEVELOP NEW IDEAS AND INITIATIVES TO INCREASE STUDENT ATTENDANCE AT HOME ATHLETIC EVENTS. Become a benchmark program nationwide in terms of student support. Increase O Zone membership sales and develop unique benefits for O Zone membership. Enforce priority seating for O Zone members at all home basketball games. Strengthen relationships with regional campuses in an effort to drive more student attendance. Create an annual student survey to identify what promotions/giveaways best incentivize student attendance. Engage students through the in-game atmosphere and experience, and develop new opportunities for students to be featured on the video board, honored on-court/field, and feel part of the overall environment. Create a student street team to more effectively market events to students on campus and in the local community. Annually review student engagement opportunities at football and men s basketball games (Bobcat Student Park, etc.). 34

37 GOAL 5 // CREATE AN EFFICIENT AND PRODUCTIVE TICKET OFFICE THROUGH TECHNICAL INNOVATION AND EXCEPTIONAL CUSTOMER SERVICE. Create a comprehensive training guide which covers all aspects of ticketing, donor relations and customer service. Develop internal systems to streamline communication between Ohio Athletics ticket office, Ohio Bobcat Club, Athletics Marketing, and Ohio Ticket Sales Team. Stay current with industry technology and trends through participation in ticketing company communications. Increase awareness and usage of online ticketing for single game and season ticket accounts. GOAL 6 // CONSISTENTLY ADHERE TO ALL COMPLIANCE AND BUSINESS OFFICE POLICIES AND PROCEDURES. Create an operations manual outlining procedures for daily/monthly/event/ season reconciliations and deposits. Develop internal systems to streamline communication between the ticket office, compliance, Athletics Business Office, and Ohio University Internal Audit. Create standardized reports through the ticketing system. MEDIA RELATIONS The Ohio Bobcats Media Relations department will build the Ohio Bobcats brand through consistent, credible and timely content. We will build relationships in the industry by providing exceptional service. In doing so, we will put the focus on our teams and student-athletes and celebrate the successes both on and off the playing field. We are committed to staying current with industry best practices and will strive to be a leader amongst our peers. GOAL 1 // BECOME THE PREMIER AND MOST USED SOURCE FOR OHIO BOBCATS CONTENT. Create a plan to streamline previews, recaps and publications to make them more user friendly in the current media landscape. Analyze the functionality & design of OhioBocats.com and implement redesign if needed. Develop a plan that puts an emphasis on social media distribution of media content. Partner with leading technology companies to create user friendly platforms for media, fans and recruits. Analyze the value of an Ohio Bobcats student app that would assist in communication and engagement with student body. Enhance partnership with WOUB and OhioBobcatTV to create more video vignettes about our teams, coaches and student-athletes. Develop a long-term plan to maximize the new Ohio Bobcats MAC/ ESPN3 partnership platform and create a sustainable funding plan for the productions. 35

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39 GOAL 2 // BECOME MORE EFFICIENT AND EFFECTIVE IN THE DISTRIBUTION OF INFORMATION TO THE MEDIA AND GENERAL PUBLIC. Create a training program for coaches and student-athletes on how to best work with the media. Create a plan to improve media record keeping and archives to assist with future publicity efforts. Create a plan to expand and improve relationships with media members on campus and throughout the state and region. Produce an annual report which will include the athletic department s accomplishments and a review of completed projects from the Athletics Strategic Plan. Collaborate with university media relations to solidify a crisis communication plan for athletics. Create a plan to write and distribute Hometown Bobcats news to the home towns of our student athletes. Create a plan to implement a Best of the Bobcats section on the website to promote the good works of student-athletes. Create a plan to enhance the production value and reach of OhioBobcatsTV. GOAL 3 // ENHANCE THE PARTNERSHIP WITH THE OHIO UNIVERSITY SCRIPPS COLLEGE OF COMMUNICATION. Collaborate with faculty to cultivate a pipeline of student talent into the athletics communications department. Explore how partnership with WOUB-TV can be best maximized through sharing content and resources. RELATIONSHIP BUILDING WITH EXTERNAL CONSTITUENTS The Ohio Bobcat Club and the Ohio Athletics Marketing Department understand that our partners are the key to our success and therefore will give focus to building relationships with all constituents. We will do so through open and consistent communication that will build trust by displaying character and competence. GOAL // STRENGTHEN AND ENHANCE THE RELATIONSHIPS WITH THE KEY STAKEHOLDERS. ALUMNI Partner with Alumni Association on Athletics branding campaigns in order to have a platform to communicate with their members. Coordinate with Alumni Association on summer tour to meet and greet area alumni. Continue to partner with the Alumni Association on Bobcat Bashes. DONORS Foster long-lasting relationships that will ensure financial stability for the department. SEASON TICKET HOLDERS Solidify plan to communicate with our season ticket holders before, during and after the seasons. 37

40 Continued support of ticket sales team to ensure future growth. Streamline the process of purchasing season tickets and making a donation. MULTI-MEDIA RIGHTS HOLDER Maintain positive relationship with on-site general manager through daily contact, inclusion in weekly marketing meetings, and a seat on the senior staff. ATHENS BUSINESS LEADERS Enhance relationship and foster better communication with local businesses through membership in Chamber of Commerce. Create a plan to cover local fundraising events with Ohio Athletics staff. Use branding campaign as platform for communication with local businesses. Continually communicate with multi-media rights holder leadership through quarterly calls and yearly meetings. CONCESSIONS Maintain positive relationship with on-site general manager through scheduled meetings and consistent open-door partnership. Keep in communication with concessions partner leadership through s, calls and quarterly meetings. APPAREL PROVIDER Maintain positive relationship with apparel provider through consistent communication with equipment, retail and management personnel. Schedule monthly conference call to coordinate plans and communicate future campaigns. Create a plan to use on-campus student representative to assist with branding to students. 38

41 2015 STRATEGIC PLAN STRATEGIC PLAN UNIVERSITY RELATIONS The athletic department must maintain quality relationships with the various departments on campus. In order to continue and enhance this partnership, specific strategies regarding how to best communicate, educate, serve and build relationships with the many constituents must be continually addressed. COMMUNICATING BENEFITS GOAL // EFFECTIVELY COMMUNICATE THE BENEFITS AND VALUE OF THE DEPARTMENT OF ATHLETICS TO THE CAMPUS COMMUNITY, INCLUDING STUDENTS, FACULTY AND STAFF. Develop a plan for key administrative staff to spend time regularly visiting with campus and local media contacts. Further evaluate media value of Ohio Athletics events. Create and annually update a dashboard document that identifies key benefits of Ohio Athletics. Produce an annual report to be distributed to key campus constituents and made available at OhioBobcats.com. Utilize Ohio University Communications and Marketing as a means to further promote positive messaging about student-athletes competitive and academic successes, campus and community engagement and current events, achievements and milestones within athletics. Engage coaching staff with student body to foster a positive relationship which would inherently strengthen student support for teams and overall department. BUILDING CULTURE GOAL // FURTHER DEVELOP A POSITIVE CULTURE AND WORKING RELATIONSHIP WITH UNIVERSITY COMMUNITY MEMBERS AND CONSTITUENTS. Review Chat with the Cats and Guest Coach programs to identify areas for improvement and consider having student-athletes hand-deliver invitations to faculty. 39

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43 PROJECT COLLABORATION GOAL 1 // SEEK OPPORTUNITIES FOR COLLABORATION WITH CAMPUS AND EXTERNAL PARTNERS TO ENHANCE AND MAXIMIZE RESOURCES AVAILABLE TO STUDENT-ATHLETES. Enhance collaboration opportunities with Culinary Services to maximize athletic performance by strengthening nutritional support. Enrich existing relationship with Patton College of Education and Coaching Education to provide a consistent and comprehensive performance enhancement program. Continue to utilize the Intercollegiate Athletics Committee (IAC) as a source to assist with building quality relationships on campus. Collaborate with IAC members in an effort to expand upon using faculty in UC 2900 to assist with academic major selections and career exploration. Identify on-campus service initiatives available to staff and coaches that can increase visibility of Athletics personnel while providing worthwhile volunteer service experiences. Create a 30-second video of our student-athletes thanking faculty which can be used during time-outs. Expand upon inviting faculty, staff, and donors to the CATSPYS. Develop mutually beneficial collaborative opportunities with Patton College of Education to afford Ph.D. students the opportunity to provide mental health counseling for student-athletes as needed. Seek new ways to utilize OhioHealth psychology services and University Counseling and Psychological Services staff to work with student-athletes as needed. Explore opportunities and develop a collaborative model of healthcare among medical services to ensure the highest quality of care. Foster collaboration with the Heritage College of Osteopathic Medicine and OhioHealth to develop a fellowship for primary care sports medicine. Provide access to sport performance nutrition services to help studentathletes enhance their personal well-being, peak performance and teach healthy lifelong habits. Develop mutually beneficial collaborative opportunities with the College of Health Sciences and Professions and the Nutrition program to provide the teams with assigned Nutrition graduate assistants. 41

44 GOAL 2 // PROVIDE APPLICATION-BASED EDUCATIONAL OPPORTUNITIES FOR OHIO UNIVERSITY STUDENTS THROUGH ENHANCED AND EXPANDED COLLABORATION WITH CAMPUS PARTNERS. Work with the College of Health Sciences and Professions to explore grant based opportunities for research in sports medicine services and sport performance/exercise physiology. Enhance Healthcare Clinical Education opportunities by providing optimal experiences for athletic training and physical therapy students. Develop clinical opportunities for College of Health Sciences and Professions Nursing and Physician Assistant programs. Work with College of Health Sciences and Professions to provide sport nutrition classes for both on and off campus student-athletes. Work with the Scripps College of Communication to execute the recommendations of the Ohio Bobcats MAC/ESPN3 contract and develop valuable learning opportunities for students in related programs. Explore the concept and feasibility of student-athlete refueling stations. Enhance collaboration with the College of Health Sciences and Professions by providing opportunities for students to perform body composition testing and to support strength and conditioning staff. Explore combined opportunities with Campus Recreation to develop or enhance facilities that will benefit both student-athletes and the general student population. Enhance partnership with Student Affairs to maximize the value of Ohio Athletics with the student body. Pursue opportunities to grow and enhance department s relationship with apparel provider to develop and design product lines for athletic teams. 42

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46 ACADEMIC EXCELLENCE AND STUDENT-ATHLETE PERSONAL DEVELOPMENT GOAL: FURTHER DEVELOP RESOURCES AND SUPPORT PROVIDED TO STUDENT-ATHLETES TO INCREASE THEIR ACADEMIC SUCCESS. Enrich the current class checking system to better monitor and track the attendance of at-risk student-athletes. Create and execute a tiered system for required study hall hours. Develop and implement a new penalty structure for student-athletes who do not meet key academic objectives. Develop and apply a four-tiered system for student-athletes of a 3.0 and lower accumulative GPA which will require weekly academic meetings of these student-athletes to better track their progress. Inventory the department s current software and equipment and implement a system that will allow for efficient replacement of outdated technological devices, as well as benchmark future software needs for both studentathletes and staff. Conduct mid-term and post-semester team evaluation meetings to take place between NCAA Eligibility and Student-Athlete Success personnel and coaching staffs to discuss the academic progress of their respective team. Work with on-campus support services to enhance support for those who are considered to be academically at-risk. Educate coaches on NCAA academic legislation that impacts continuing eligibility during the mid- and postsemester team evaluation meetings. Develop a long term plan for the operation of the proposed Sook Academic Center. Goal: Expand the current self-evaluation processes to track the progress of measurable goals. Compile APR and GSR data on a yearly basis to compare ourselves to other MAC institutions, the University (when applicable), and use the data as a tool to evaluate areas in which we can improve. Aug-15 Aug-15 Aug-15 Jan-16 Jul-16 Aug-16 Jan-17 Aug-17 Dec-18 Jul-15 44

47 Consistently measure academic performance of student-athletes and overall department. Regularly achieve a high department-wide student-athlete accumulative GPA, which currently is a 3.094, and meet or exceed the general student body s accumulative GPA. Continue to exceed the mandated Academic Progress Rate (APR) requirement and improve each team s individual yearly APR rating. Exceed APR national average of each sport and rank in the top half of the Mid-American Conference Improve current Graduation Success Rate (GSR) of 81 percent; rank in the top half of the Mid-American Conference and be above the current national average of 82 percent. Proactively monitor the retention of all student-athletes by maintaining and surpassing the current retention rate of 95 percent for fall Continue to review the number of student-athletes transferring in and out of Ohio University (a total of four student-athletes transferred out in 2013 and nine transferred in to Ohio in ). Maintain and exceed the current six-year Federal Graduation Rate (FGR) of 68 percent which is higher than the national average by two percent. Increase the number of student-athletes who achieve an accumulative GPA above a 3.0 (283 student-athletes earned this academic achievement in which is over half of the student-athlete population). Aug-15 ongoing Continue to decrease the number of student-athletes on academic probation (only eight student-athletes were on probation in ). Track student-athletes GPAs on a semester basis to compare teams within the department, as well as how the department compares on a wider scale among other University populations. GOAL: Enhance the Life Skills program to improve student-athlete s well-being and personal development. Extensively research programming options that have been implemented at various MAC and NCAA institutions and solicit the opinions of schools that have used presenters from the NCAA approved list. Gather feedback from current Student-Athlete Advisory Committee (SAAC) members and student-athletes to learn what types of programming would best suit their needs. Advance opportunities of the career fair that is integrated into UC 2900 to assist student-athletes with the choice of a major and career path. Dec-15 Sep-15 Sep-15 Sep-15 45

48 Invite former student-athletes back to campus to speak about their professional experiences and provide feedback on leadership roles to student-athletes in the junior/senior level course. Implement a structured, three-component Life Skills program for student-athletes during each year of their undergraduate career. Adapt current UC 2900 (Freshmen Student-Athlete Seminar) course to further focus on the areas of preparation, commitment, and transition. Develop a junior/senior level student-athlete course that focuses on job interviewing, transition to professional life, and leadership. Invite faculty and community members within the Athens and surrounding communities to speak on personal development to student-athletes in the junior/senior level course. Introduce a new seminar/roundtable for student-athletes to be engaged with and receive advice from successful professionals working in various fields. Sep-15 Aug-16 Aug-16 Aug-17 Aug-18 Aug-18 PROGRAM INTEGRITY NCAA RULES COMPLIANCE Goal: Foster a culture of rules integrity and institutional control through monitoring, communication, education and visibility. Create and execute a formalized sport competition schedule approval process in which each sport program will gain approval for scheduled competitions prior to public release. Review the department s current level of compliance monitoring and education with intent to seek additional strategies which will assist in the prevention of Level I and Level II infractions while also minimizing the frequency of Level III and IV infractions annually. Develop and implement a Bobcat Coaches Orientation program in order to assist new coaching staff members with the rules compliance transition to Ohio University. Expand rules education plan to include campus liaisons, representatives of athletics interests in conjunction with the Ohio Bobcat Club and Faculty Athletics Representatives (FARs). Utilize Reasonable Standards recommendations developed by the National Association for Athletics Compliance (NAAC). Phase I: Countable Athletically Related Activities (CARA), complimentary admissions, contacts and evaluations Develop educational programming for Ohio Bobcat Club members and season ticket holders which would include video and writing messaging specific to NCAA legislation. May-15 Jun-15 Jun-15 Aug-15 Aug-15 Jun-16 46

49 Utilize Reasonable Standards recommendations developed by the National Association for Athletics Compliance (NAAC). Phase 2: Financial support from outside sources for educational needs, playing and practice season declarations, recruiting correspondence with prospective student-athletes Overhaul compliance content of department website in order to improve accessibility to information for prospective student-athletes, parents, current student-athletes, coaches and other key parties. Utilize Reasonable Standards recommendations developed by the National Association for Athletics Compliance (NAAC). Phase 3: Vehicle monitoring, campus visits, sports camps and clinics. Utilize Reasonable Standards recommendations developed by the National Association for Athletics Compliance (NAAC). Phase 4: Student-athlete employment, pre-existing relationships, and on-campus evaluations Goal: Actively prepare for the future framework of Division I intercollegiate athletics. Adapt to current standards of permissive legislation through new governance structure Aug-15 Goal: Successfully meet the compliance needs of student-athletes, coaches, university liaisons, prospective student-athletes and representatives of athletics interests. Collaborate with the Office of Student Financial Aid and Scholarships in order to ensure that proper oversight and controls are implemented. Redesign of textbook scholarship program to ensure compliance and achieve accuracy and efficiency with process in total. FINANCIAL RESPONSIBILITY Goal: Develop a balanced annual operating budget for intercollegiate athletics. Implement plan to minimizing risks of cash handling for all departments managing cash receipts. Look for cost-saving opportunities in the sport camps registration processes related to third party contracts and the internal cash receipts collections. Meet budget projections for each program budget on an annual basis. Explanations will be provided for variances. Summarize athletics budget history to track and detail the department s annual general fee requests versus base funding approved each year. Aug-16 Aug-16 Aug-17 Aug-18 Aug-15 Jun-16 Oct-15 Jun-16 Jun-16 Dec-16 47

50 Work with sports programs to submit team travel and the pre-game meals forecast in conjunction with finalizing annual competition schedules. Goal: Define tools that will assist departments with monitoring individual program budgets. Create a step in the budget process for individual departments and sports programs to input multi-year plans for Capital Improvement Planning & Deferred Maintenance schedules. Work with budget unit managers to accurately allocate budget funds to better fit expected actual results for all line items. Include a separate business operations file on the departmental share drive with active links to departmental university policies, application forms, documents and a list of emergency contacts for after-hours university business services. Communicate the Ohio Athletics sport camp policies and procedures as outlined in the sports camp manual on a biannual basis and stream-line reconciliations for settlements of camp. Incorporate available university financial reports into monthly budget meetings with coaches and staff to enhance departmental forecasting. Review the current Ohio Athletics New Employee Orientation Manual and develop new and effective ways to better educate new staff regarding the proper fiscal processes, procedures, and requirements. Goal: Ensure long term financial stability for the athletic department. Coordinate with Ohio Athletics Equipment to implement and execute a staff issued apparel/uniform tracking system Produce a three year pro-forma for future general fee requests from the institution to assist in budget planning. Ensure departmental knowledge of university s financial policies and procedures through updates during all-staff meetings and s as appropriate. Develop a rolling three-year business plan to compare and evaluate trends in budget versus actual results. Develop an annual cost savings plan for the Athletics operating budget. Formulate a policy to build a fund balance reserve equal to two percent of total operating expenditures, identify minimum balance and how to maintain account if fund drops below target amount. Jan-17 Jun-16 Jun-16 Sep-17 Oct-17 Jul-18 Sep-18 Jan-15 Aug-15 Sep-15 Jun-16 Oct-16 Jun-19 48

51 GENDER EQUITY AND DIVERSITY INCLUSION Goal: Work with the university in an effort to adhere to the spirit of Title IX legislation and the Ohio University Gender Equity Plan. Review current timelines of university Gender Equity Plan and seek to implement strategies according to their timelines. Monitor proportionality figures and financial aid awards to ensure continued compliance. Consider Gender Equity Plan when constructing budgets. Goal: Ensure staff and student-athletes are aware of the departmental commitment to Title IX/Gender Equity. Utilize all-staff meetings to educate staff of any changes in Title IX or gender equity regulations and court decisions, in an effort to stay current and encourage forward-thinking. Consistently and effectively communicate the department s commitment to gender equity through demonstrated equitable access to all support staff services, measuring effectiveness through annual student-athlete surveys at the conclusion of each team s competitive season. Goal: Develop standard protocols to ensure compliance with minority issues plan. May-15 Oct-15 Dec-15 Jun-15 Jun-15 ongoing Recruit diversified pools of applicants for vacant staff positions and ensure a quality, welcoming and supportive environment for minority student-athletes and staff. Utilize university resources to educate staff during an all-staff meeting to create awareness of the unique issues that face our minority student-athletes and how to better assist them. Cultivate relationships with campus resources to ensure awareness of existing programs to assist minority studentathletes in their collegiate experience and enable them to be successful academically, athletically, and personally. Monitor and measure the student-athletes perceptions of minority issues through annual surveys at the conclusion of each team s competitive season. Goal: Successfully complete all objectives identified in the Athletic Department Minority Issues Plan. Jun-15 Jun-15 Jun-15 Jun-15 ongoing ongoing ongoing ongoing Include the commitment to diversity statement on the website, in all position postings, and as a part of general documents that are sent to student-athletes. Ohio Athletics recognizes that diversity is vital to the strength and success of the department and is committed to the recruitment and retention of a talented and diverse staff and student-athlete population. Generate interest and recruit minority student-athletes to serve on Student Athlete Advisory Committee and other campus leadership opportunities to provide input on governance, decision-making, etc. Jun-15 Jun-15 ongoing ongoing 49

52 Continue to actively recruit minority student-athletes and ensure they are aware of available campus multicultural programs. Enlist the resources of the Office for Institutional Equity to identify and recruit applicants from diverse and underrepresented groups. PERSONNEL Goal: Attract, hire and retain a staff that is committed to integrity, excellence, and the development of the student-athlete. Jun-15 Jun-15 ongoing ongoing Plan at least two all staff, family social events (picnic, etc.) to enhance relationships within the department. Produce and annually update a Why Ohio? presentation for all searches which promotes Ohio Athletics, Ohio University, attributes of the unit/sport and the Athens community. Review current employee performance evaluation format and make necessary adjustments to include adherence to respective annual plans. Include a commitment to adherence to university and department policies and NCAA compliance as a part of the annual performance evaluation for all department staff. Evaluate current staffing needs and address as appropriate. Develop a staff recruiting/hiring manual that details recommended steps in hiring new staff, emphasizing the active recruiting of candidates. Maximize efficiency within the department through regular review of the administrative organizational chart and job responsibilities to ensure that they are consistent with the future direction and plans of the athletic department. May-15 May-15 Jun-15 Jun-15 Jul-15 Dec-15 Jun-16 ongoing ongoing COMPETITIVE SUCCESS SPORT PROGRAM DEVELOPMENT Goal: Annually compete for MAC championships, qualify for NCAA post-season opportunities, and produce All-Americans throughout all sport programs. PROGRAM ASSESSMENT Each head coach will provide a standardized annual plan with goals and strategies, to be reviewed with the respective sport supervisor on a bi-annual basis, and will address: academics, athletic success, and team culture; recruiting plan; scheduling philosophy; objectives and needs; and two to three benchmark programs with identified aspirations. Review and adjust the student-athlete survey to ensure an accurate assessment of the support and services that impact the student-athlete experience. Aug-15 Nov-15 50

53 Head coaches will annually review program challenges and opportunities with sport supervisor, and will discuss facilities, budget, staffing, recruiting, win/loss record, and other factors impacting competitive success. Develop a strategy to assess and build annual operating budgets to allow all sport programs to compete in the upper half of the conference. Review MAC Reese and Jacoby Cup scoring systems to identify opportunities to improve standing. Establish a rotational review schedule by sport that provides staffing, facility and financial data comparisons with identified, sport specific benchmark programs. RECRUITING Collaborate with university officials to ensure up-to-date university points of pride are provided to coaches for their use during the recruiting process. Sep-15 annually Each head coach will be provided with the assigned roster size for the following academic year. Dec-15 annually Initiate an annual recruiting workshop with coaches and included administrators (Sports Medicine, Strength, Compliance, and Academic Services) that address best practices strategies and ideas specific to recruiting and on Jun-16 campus visits. Include recruiting and student-athlete retention in the annual coaches performance evaluation. Jun-16 SCHEDULING A preferred departmental scheduling philosophy that maximizes opportunities for competitive success and postseason competition will be formally developed and articulated to sport programs and sport supervisors. Head coaches and sport supervisors will review future schedules to compare with the departmental scheduling philosophy. SCHOLARSHIPS Review current out-of-state waiver allocation process and evaluate assignments. Jun-15 ongoing Develop an acceptable process for non-renewal of aid and articulate to sport programs and sport supervisors. Sep-15 STAFF Enhance the knowledge of all the strength and conditioning staff in the area of strength training, speed and agility, conditioning, sports psychology and nutrition through continuing education. Establish an annual coaches retreat (all head and assistant coaches) to discuss critical topics. Nov-15 Jan-16 Jun-16 Jul-16 Aug-15 May-16 Jul-15 Aug-15 51

54 Each head coach will work with the Ohio Bobcat Club staff in an effort to enhance sport specific fundraising opportunities. Develop strategies to have a full complement of assistant coaches for all sport programs as allowed by NCAA guidelines. TEAM POLICIES All sport programs will develop team policies to be reviewed with the sport supervisor and student-athletes on an annual basis, which will include the Student-Athlete Bill of Rights and detailed expectations and consequences. Student-athletes will be required to sign documents acknowledging their understanding and acceptance of select departmental policies, such as: - Student-Athlete Code of Conduct - Team Policies (must include conditions for removal of aid) - Academic policies - Insurance coverage policy - Additional documents as determined PERFORMANCE ENHANCEMENT Goal: Utilize all available medical and biomechanical resources to maximize the overall health and athletic performance of the student-athlete. SPORTS MEDICINE May-16 Mar-17 Sep-15 Sep-15 Annually Annually evaluate Catastrophic Injury Response Plan and update as needed. Perform annual review of relationship with team physicians, medical specialists and medical consultants including roles, responsibilities and lines of communication. Review concussion management protocol and update as needed. Work with Strength and Conditioning to research, define, identify, develop, and implement appropriate injury prevention techniques per sport. Research, define, identify and implement appropriate injury prevention techniques per sport. Enhance physician coverage. SPORTS NUTRITION Work to ensure that proper sports nutrition is discussed with all teams on an annual basis. Jun-15 Jun-15 Jun-15 Jul-15 Jul-16 Sep-17 Aug-15 52

55 Determine feasibility of implementing re-fueling stations. Research the value of proper sleep habits and its effect on athletic performance. Review current structure of training tables and work with coaches to refine and improve. STRENGTH AND EXERCISE PHYSIOLOGY Include the Strength and Conditioning award and recognition program recipients in the CATSPYS, an annual studentathlete awards event. Conduct functional movement screening of all student-athletes to identify potential injury risk. Work with Sports Medicine Services to research, define, identify, develop, and implement appropriate injury prevention techniques per sport. Develop a five-year plan to replace weight equipment and upgrade appearance of strength and conditioning facility to meet the current NCAA Division I athletics standard. EQUIPMENT Fully implement the inventory tracking system for staff issued apparel. Regularly utilize university Internal Audit resources to ensure appropriate team issued apparel inventory accountability processes. Work with providers to ensure that all student-athletes are provided with the best possible apparel and equipment. Research the feasibility of renovating the equipment rooms to maximize use of space and operational efficiency. SPORT PSYCHOLOGY Provide consistent access to sport psychology services to help student-athletes enhance their personal wellness, achieve peak performance and teach healthy lifelong habits. FACILITIES Goal: Effectively address the condition of aging facilities and equipment. Meet with campus leadership from Facilities Management and the office of Design and Construction to discuss opportunities to expand Ohio Athletics scope of responsibility regarding project management and execution. Develop a maintenance plan for each facility (including fields) and a periodic process to review and refine. Produce a service agreement with Facilities Management. Create a schedule of anticipated capital repairs and the replacement of capital equipment. Develop a repair and replacement funding source. Oct-15 Jan-16 May-16 May-15 Aug-15 Jul-16 Sep-16 Jun-15 Jun-15 Mar-17 May-17 Oct-18 Dec-15 Dec-16 Jun-17 Jun-17 Jul-17 53

56 Goal: Identify priorities and plan for future growth. Work with the Athletics Business Office to establish a departmental plan for annual equipment inventory verification. Develop a facility master plan to include a prioritized list of small and large projects, to include a sequence of projects and synergies between projects. Explore opportunities to assimilate the Assistant Athletics Director for Facilities into the day-to-day operation and work flow of the Design and Construction office regarding relevant projects. Goal: Add value to the fan experience through improved quality and thoroughness of event management practices. Annually, review and update Facilities Usage Policy and Facility Rental Rate schedule. Annually, review and update the Emergency Action Plan for each facility. Enhance Facilities webpage to include policies and venue/event information. Review event management with each Head Coach at the conclusion of every season and implement changes for the next season as necessary. Create a comprehensive staff training program for event operations staff. Design and install way-finding and informational signage package for the Convocation Center and Peden Stadium. Oct-15 Jun-16 Oct-16 Jul-15 Jul-15 Aug-15 Nov-15 Apr-16 Aug-17 EXTERNAL OUTREACH FUNDRAISING Goal: Maintain record-setting growth in annual giving and membership to the Ohio Bobcat Club. > Increase annual fund by 10 percent each year and grow membership to 2,250 by Partner with the ticket sales team to focus on retention of entry level donors. Utilize the Ohio Bobcat Club Advisory Board to further engage major gift prospects. Promote 110 percent Campaign and All In giving initiatives to increase annual giving. Educate constituents (alumni, coaches and staff) on the mission of the Ohio Bobcat Club. Develop a plan to increase ICA staff giving. Work with the Ohio University Foundation and Alumni Relations to expand reach to entire alumni base. Brand the Ohio Bobcat Club through the different media and venue opportunities. Annually review donor benefits chart. Identify ways to strengthen the Ohio Bobcat Club brand. May-15 May-15 Jun-15 Jun-15 Jun-15 Sep-15 Sep-15 Oct-15 Oct-15 54

57 Develop stewardship plan that addresses the entire donor base. Market priority points and ranking to encourage giving. Revitalize the Ohio Bobcat Representative program to engage volunteers while helping to maintain and recruit new members to the Ohio Bobcat Club. Goal: Increase major gift support to the Ohio Bobcat Club. Provide stewardship opportunities for major gift donors and mid-level donors. Complete fundraising for the Academic Center Project. Create an endowment program focused on operational support. Develop a plan for a new program that recognizes significant lifetime giving to the Ohio Athletics, which will address the location of recognition, selection criteria and marketing of the recognition program. Goal: Establish a comprehensive Planned Giving program to provide for the long-term success of Ohio Athletics. Jan-16 Jun-16 Jul-17 Sep-15 Dec-15 Jun-16 Develop a planned giving marketing plan. Jun-16 Establish campaign slogan to encourage support, ie. Bobcats Forever. Jun-16 Develop top-100 prospect list of potential supporters. Jun-16 Goal: Utilize Varsity Ohio as a grassroots engagement tool for former student-athletes. > Host three to four reunions per year in addition to the all-sports reunion and increase membership by 5-10 percent annually. Educate former and current student-athletes about Varsity Ohio. Jan-15 Provide more engagement opportunities in which former-student athletes may get involved. Jun-15 Create networking opportunities for former and current student-athletes. Jun-15 Develop a plan for milestone reunion events. Jun-15 Introduce a philanthropic component to members. Jun-16 Establish leadership group to oversee and promote Varsity Ohio. Jun-16 MARKETING AND BRANDING Goal: Strengthen the Ohio Bobcat brand in order to increase licensing revenue by five percent each year and enhance visibility. Create culture of creativity through consistent communication about new ideas, time investment in brand strategy meetings and a willingness to try new ideas. Execute a regional summer tour to promote the Ohio Bobcats brand and tickets. Sep-16 Jun-15 Jul-15 55

58 Produce branding campaigns that carry though all athletic department communications and are supported by administration, coaches and external partners (IMG, Alumni Association, Ohio University Communications and Aug-15 Marketing, etc). Partner with licensing agency and Ohio University Communications and Marketing to ensure proper use of Ohio trademarks, with particular emphasis on branding the wordmark Ohio, through regular communication and biannual Sep-15 Ongoing on-site meetings. Evaluate sponsor agreements in order to maximize revenues and solidify renewals. Sep-15 Create a plan to promote the Ohio Bobcats brand and sell tickets in the Columbus area. Sep-15 Partner with apparel provider in order to maximize revenue and review marketplace positioning of licensed product. Nov-15 Ongoing Collaborate with multi-media rights holder to create branding and ticket campaign with sponsors in order to reach local, regional and national platforms. Nov-15 Ongoing Create internal brand advisory committee to assist coaching staffs with proper use of trademarks and brand in recruiting communications. Jan-16 Enhance graphics/exhibits in all public areas of facilities to recognize the Bobcats brand and athletic traditions. Nov-16 Goal: Elevate fan experience at all Ohio Bobcat events. Analyze game day scripts, sound effects, video prompts and public address messages to determine the best format at football and basketball games. Create new service team to welcome fans as they enter, improve their experience during the game and thank them for coming as they leave. Update and implement customer service plan for all game day employees. Collaborate with consessions partner to find ways to better serve our fans. Develop annual surveys of season ticket holders and single game buyers. Explore the viability of an Ohio Bobcats fan app to enhance in-game experience with second screen. Goal: Increase revenue by five percent each year through corporate partnerships. Extend multi-media rights holder agreement in return for investment in technology that will create new inventory and assist with enhanced fan experience. Assist multi-media rights holder in achieving an annual renewal rate of 90 percent by scheduling at least four client interactions per year. Create a premier and elite partnership level and provide opportunities for unique and exclusive experiences. Sep-15 Sep-15 Sep-15 Sep-15 Nov-15 Jan-16 Jan-16 Jun-16 Jul-16 56

59 Expand in-venue hospitality options at football and basketball. TICKET SALES AND OPERATIONS Goal: Become a benchmark program for season ticket holder cultivation, retention and revenue generation among schools in the NCAA Division I Group of 5. > Increase the football season ticket base to 10,000, the men s basketball season ticket base to 5,000 and the Ohio All Sport Pass season ticket base to 500 by Aug-16 Create unique incentives for season ticket holders going into their second year as a way to increase overall renewal rate. Mar-16 Increase marketing of Tickets for Kids donation program in an effort to drive season ticket sales and support the community. May-16 Consider developing a multi-game basketball package with a particular emphasis on Columbus and out-of-market alumni. Sep-16 Develop ways to recognize and promote season ticket holders as well as provide more exclusive benefits. Jun-17 Expand sales focus to increase calls to regional alumni, in particular those living in southeast and central Ohio. May-17 Strengthen relationships with local chambers of commerce, businesses and non-profits to increase large-scale season ticket purchases. Jun-17 Focus on season ticket holder retention by providing exceptional customer service and reach an 85 percent annual renewal rate for men s basketball and football. Oct-19 Goal: Elevate group sales emphasis and develop new and unique group experiences to elevate attendance and revenue. > Increase sales to an average of 1,000 group tickets sold per home football game and 300 sold per home basketball game by Strengthen relationships with local small colleges to drive group outings at home events. Increase sales team emphasis on group sales segmented based upon geographic location and set more aggressive group sales goals for team members. Expand contact with local school districts and continue to develop group outing opportunities that allow local families to attend home games at a discounted price, with the goal of building future season and single game purchasers. Develop new group hospitality areas at Peden Stadium and the Convocation Center. Create printed/online materials to better promote hospitality and group experiences at home events, and use mailing campaigns to advertise to local businesses and organizations. Create group experience packages to sell events that are more than just a game. May-15 May-16 May-16 Sep-16 Sep-16 May-17 57

60 Goal: Aggressively maximize ticket sales revenue to be reinvested for championship success and exceed annual budgeted goals. > Increase annual ticket sales revenue to $1,500,000 by Perform annual analysis of single game and group ticket pricing. Create more ticket outlets and overall availability of tickets in the surrounding community. Goal: Develop new ideas and initiatives to increase student attendance at home athletic events. > Become a benchmark program nationwide in terms of student support. Create an annual student survey to identify what promotions/giveaways best incentivize student attendance. Create a student street team to more effectively market events to students on campus and in the local community. Increase O Zone membership sales and develop unique benefits for O Zone membership. Enforce priority seating for O Zone members at all home basketball games. Engage students through the in-game atmosphere and experience, and develop new opportunities for students to be featured on the video board, honored on-court/field, and feel part of the overall environment. Annually review student engagement opportunities at football and men s basketball games (Bobcat Student Park, etc.). Strengthen relationships with regional campuses in an effort to drive more student attendance. Goal: Create an efficient and productive ticket office through technical innovation and exceptional customer service. Jul-15 Mar-18 May-15 Aug-16 Stay current with industry technology and trends through participation in ticketing company communications. Create a comprehensive training guide which covers all aspects of ticketing, donor relations and customer service. Develop internal systems to streamline communication between Ohio Athletics ticket office, Ohio Bobcat Club, Athletics Marketing, and Ohio Ticket Sales Team. Increase awareness and usage of online ticketing for single game and season ticket accounts. Goal: Consistently adhere to all compliance and business office policies and procedures. Sep-16 Sep-16 Sep-16 Jul-17 Aug-15 Jun-16 Create an operations manual outlining procedures for daily/monthly/event/season reconciliations and deposits. Develop internal systems to streamline communication between the ticket office, compliance, Athletics Business Office, and Ohio University Internal Audit. Create standardized reports through the ticketing system. Jun-16 Jun-16 Aug-15 Aug-15 Aug-15 58

61 MEDIA RELATIONS Goal: Become the premier and most used source for Ohio Bobcats content. Create a plan to streamline previews, recaps and publications to make them more user friendly in the current media landscape. Analyze the value of an Ohio Bobcats student app that would assist in communication and engagement with student body. Develop a long-term plan to maximize the new Ohio Bobcats MAC/ESPN3 partnership platform and create a sustainable funding plan for the productions. Develop a plan that puts an emphasis on social media distribution of media content. Partner with leading technology companies to create user friendly platforms for media, fans and recruits. Enhance partnership with WOUB and OhioBobcatTV to create more video vignettes about our teams, coaches and student-athletes. Analyze the functionality & design of OhioBocats.com and implement redesign if needed. Goal: Become more efficient and effective in the distribution of information to the media and general public. Collaborate with university media relations to solidify a crisis communication plan for athletics. Create a plan to expand and improve relationships with media members on campus and throughout the state and region. Create a plan to write and distribute Hometown Bobcats news to the home towns of student-athletes. Create a plan to implement a Best of the Bobcats section on the website to promote the good works of our student athletes. Produce an annual report which will include the athletic department s accomplishments and a review of completed projects from the Athletics Strategic Plan. Create a training program for coaches and student-athletes on how to best work with the media. Create a plan to improve media record keeping and archives to assist with future publicity efforts. Create a plan to enhance the production value and reach of OhioBobcatsTV. Goal: Enhance the partnership with The Ohio University Scripps College of Communication Collaborate with faculty to cultivate a pipeline of student talent into the athletics communications department. Explore how partnership with WOUB-TV can be best maximized through sharing content and resources. Aug-15 Sep-15 Sep-15 Jan-16 Jan-16 Jul-16 Aug-15 Sep-15 Sep-15 Sep-15 Oct-15 Jan-16 Jan-16 Jan-16 Jan-16 Jan-16 59

62 RELATIONSHIP BUILDING WITH EXTERNAL CONSTITUENTS Goal: Strengthen and enhance the relationships with the key stakeholders. ALUMNI Continue to partner with the Alumni Association on Bobcat Bashes. Jun-15 ongoing Coordinate with Alumni Association on summer tour to meet and greet area alumni. Jul-15 Partner with Alumni Association on Athletics branding campaigns in order to have a platform to communicate with their members. Oct-15 DONORS Foster long-lasting relationships that will ensure financial stability for the department. Jun-15 ongoing SEASON TICKET HOLDERS Continued support of ticket sales team to ensure future growth. Jun-15 ongoing Streamline the process of purchasing season tickets and making a donation. Jul-15 Solidify plan to communicate with our season ticket holders before, during and after the seasons. Aug-15 MULTI-MEDIA RIGHTS HOLDER Maintain positive relationship with on-site general manager through daily contact, inclusion in weekly marketing meetings, and a seat on the senior staff. Jun-15 ongoing Continually communicate with multi-media rights holder leadership through quarterly calls and yearly meetings. Jun-15 ongoing CONCESSIONS Maintain positive relationship with on-site general manager through scheduled meetings and consistent open-door partnership. Jun-15 ongoing Keep in communication with concessions partner leadership through s, calls and quarterly meetings. Jun-15 ongoing APPAREL PROVIDER Schedule monthly conference call to coordinate plans and communicate future campaigns. Create a plan to use on-campus student representative to assist with branding to students. Jul-15 Oct-15 60

63 Maintain positive relationship with apparel provider through consistent communication with equipment, retail and management personnel. ATHENS BUSINESS LEADERS Jun-15 ongoing Enhance relationship and foster better communication with local businesses through membership in Chamber of Commerce. Create a plan to cover local fundraising events with Ohio Athletics staff. Use branding campaign as platform for communication with local businesses. Sep-15 Sep-15 Sep-15 UNIVERSITY RELATIONS COMMUNICATING BENEFITS Goal: Effectively communicate the benefits and value of the Department of Athletics to the campus community, including students, faculty and staff. Utilize Ohio University Communications and Marketing as a means to further promote positive messaging about student-athletes competitive and academic successes, campus and community engagement and current events, achievements and milestones within athletics. Further evaluate media value of Ohio Athletics events. Create and annually update a dashboard document that identifies key benefits of Ohio Athletics. Engage coaching staff with student body to foster a positive relationship which would inherently strengthen student support for teams and overall department. Produce an annual report to be distributed to key campus constituents and made available at OhioBobcats.com. Develop a plan for key administrative staff to spend time regularly visiting with campus and local media contacts. BUILDING CULTURE Goal: Further develop a positive culture and working relationship with university community members and constituents. Jun-15 Aug-15 Aug-15 Identify on-campus service initiatives available to staff and coaches that can increase visibility of Athletics personnel while providing worthwhile volunteer service experiences. Review Chat with the Cats and Guest Coach programs to identify areas for improvement and consider having student-athletes hand-deliver invitations to faculty. Collaborate with IAC members in an effort to expand upon using faculty in UC 2900 to assist with academic major selections and career exploration. Aug-15 Oct-15 Jun-16 Jun-15 Jul-15 Oct-15 61

64 Create a 30-second video of our student-athletes thanking faculty which can be used during time-outs. Continue to utilize the Intercollegiate Athletics Committee (IAC) as a source to assist with building quality Jun-16 relationships on campus. Expand upon inviting faculty, staff, and donors to the CATSPYS. Jun-16 PROJECT COLLABORATION Goal: Seek opportunities for collaboration with campus and external partners to enhance and maximize resources available to student-athletes. Enhance collaboration opportunities with Culinary Services to maximize athletic performance by enhancing strenghtening support. Provide access to sport performance nutrition services to help student-athletes enhance their personal well-being, peak performance and teach healthy lifelong habits. Work with College of Health Sciences and Professions to provide sport nutrition classes for both on and off campus student-athletes. Explore the concept and feasibility of student-athlete refueling stations. Enhance partnership with Student Affairs to maximize the value of Ohio Athletics with the student body. Enrich existing relationship with Patton College of Education and Coaching Education to provide a consistent and comprehensive performance enhancement program. Explore opportunities and develop a collaborative model of healthcare among medical services to ensure the highest quality of care. Foster collaboration with the Heritage College of Osteopathic Medicine and OhioHealth to develop a fellowship for primary care sports medicine. Develop mutually beneficial collaborative opportunities with the College of Health Sciences and Professions and the Nutrition program to provide the teams with assigned Nutrition graduate assistants. Enhance collaboration with the College of Health Sciences and Professions by providing opportunities for students to perform body composition testing and to support strength and conditioning staff. Pursue opportunities to grow and enhance department s relationship with apparel provider to develop and design product lines for athletic teams. Seek new ways to utilize OhioHealth psychology services and University Counseling and Psychological Services staff to work with student-athletes as needed. Explore combined opportunities with Campus Recreation to develop or enhance facilities that will benefit both student-athletes and the general student population. Jan-16 Apr-15 Sep-15 Sep-15 Dec-15 Jun-16 Jun-17 Jun-17 Jun-17 Sep-17 Sep-17 Jan-18 Oct-18 Jun-19 62

65 Develop mutually beneficial collaborative opportunities with Patton College of Education to afford Ph.D. students Jun-19 the opportunity to provide mental health counseling for student-athletes as needed. Goal: Provide application-based educational opportunities for Ohio University students through enhanced and expanded collaboration with campus partners. Enhance Healthcare Clinical Education opportunities by providing optimal experiences for athletic training and physical therapy students. Develop clinical opportunities for College of Health Sciences and Professions Nursing and Physician Assistant programs. Work with the College of Health Sciences and Professions to explore grant based opportunities for research in sports medicine services and sport performance/exercise physiology. Work with the Scripps College of Communication to execute the recommendations of the Ohio Bobcats MAC/ESPN3 contract and develop valuable learning opportunities for students in related programs. Sep-16 Jun-17 May-17 Aug-17 63

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68 OHIO ATHLETICS STRATEGIC PLAN