Colorado Buffaloes Strategic Plan 2014-17

STRATEGIC

PLAN

2014-17

PURPOSE PURPOSE AND SCOPE >

T

he purpose of this plan is to provide internal and external constituencies with the proposed Strategic Plan for the period of 2014-2015 through and including 2016-2017. The plan was developed with the input and analysis of both the CU Athletics Department Core Team, as well as from a broader group of individuals representing CU Athletics Department staff, current student-athletes and alumni, donors, University representatives. During the Fall 2013 and Spring 2014 semesters, multiple planning meetings were held, and historical data corresponding to the CU Athletics Department were carefully analyzed. The plan presented in this document represents the results of these meetings and analyses.

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DEFINITIONS DEFINITIONS OF TERMS >

This Strategic Plan was developed using the Business Performance Excellence model supported by the Office for Performance Improvement (OPI) at the University of Colorado Boulder. The following terms apply to the Strategic Plan which follows: VISION: Vision statements generally encompass a 15-20 year period, and describe in very broad terms the aspirations of the organization.

MISSION: The mission statement for the organization represents a 3-5 year subset of the Vision. In broad terms, the Mission Statement identifies: what the organization does; who are its critical & significant clients; and on a short-term (relative to the Vision) basis, where the organization is attempting to go, and how it will ‘appear’ when it arrives.

VISION & MISSION STATEMENT REQUIREMENTS: Vision & Mission Statements should be: (1) concise; (2) precise; (3) measureable; and with targets that are both (4) aspirational yet achievable.

VALUE PROPOSITION: The Value Proposition for an organization describes those compelling value-added elements or features of its products &/or services.

CONSTRUCT ANALYSIS: The process of identifying major constructs, or themes, in the Vision and Mission, which are then translated into Critical Performance Measures (CPMs). These CPMs are subsequently used to generate associated metrics or measures to be employed and deployed (cascaded) throughout the organization.

CRITICAL PERFORMANCE MEASURES: Critical Performance Measures (CPMs) are metrics which indicate the overall health of the program, unit, or area.

Basically, they are the primary indicators of whether the organization’s strategic and business plans are working effectively and efficiently. CPMs are further classified as KPIs or NFIs. KPIs: ‘Key Performance Indicators’ - CPMs which are financially-based, such as ROI (Return on Investment), ROCE (Return on Capital Expended), or Net Revenue.

NFIs: ‘Non-Financial Indicators’ - CPMs which are non-financial in nature, such as assessed quality on a survey, percent of alumni engaging in an event, or the average GPA for student-athletes on a particular team.

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COMPONENTS COMPONENTS OF A STRATEGIC PLAN: >

STRATEGIC ITEMS

– Require a significant change from the current level

– Require improvements that would not occur from day-to-day, tactical or continuous improvement (Kaizen) activities.

TACTICAL ITEMS

– Are part of normal business activity

– Require maintenance or Kaizen improvement to prevent backsliding

STRATEGIC INTENT:

– A broad goal or objective

– One of the ‘critical few’

STRATEGIC OBJECTIVE:

– A sub-component of a Strategic Intent

– Includes a specific target or achievement

– Still relatively broad. May encompass a number of administrative areas

FOCAL POINT:

– A sub-component of a Strategic Objective

– Highly specific; includes a target to be achieved and its milestone date

TACTICAL OBJECTIVE:

– A sub-component of a Strategic Intent

– Includes a specific target or achievement

– As compared to a Strategic Objective, requires a low improvement rate; or simple maintenance

CHECK POINT:

– A sub-component of a Tactical Objective

– Highly specific

– Includes a target to be achieved, or a level to be maintained, and its milestone date

ENABLER:

– Typically an information system or database that must be created in order to measure a CPM or set a Target, or both

VALIDATION METRICS:

– External measures over which the Lead Team has no control, only influence, but which can reflect evidence that to external constituencies, the Strategic Plan is working to achieve the stated objectives and goals.

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PROCESS PROCESS OWNER: OWNER >

In the context of the Strategic Plan which follows, the Process Owner is the individual responsible for following progress on achieving the identified Target for each CPM, making certain that the appropriate resources are dedicated to the successful achievement of that Target, and bringing resource requirements to the CU Athletics Department Lead Team when necessary.

NAME

INITIALS

NAME

INITIALS

Chris Bader

CMB

Nicole Kenneally

NK

Ceal Barry

CB

Prema Khanna

PK

Matt Biggers

MB

Liz Kritza

LK

Tad Boyle

TB

Linda Lappe

LL

Dave Callan

DC

Lindsay Lew

LEW

Lance Carl

LC

Kris Livingston

KL

Roy Edwards

RE

Mike MacIntyre

MM

Ann Elliott

AE

Gail Pederson

GP

JT Galloway

JG

Dave Plati

DP

Rick George

RG

Richard Rokos

RR

Kurt Gulbrand

KG

Danny Sanchez

DS

Anne Kelly

AK

Jim Senter

JS

Director of Annual Fund

TBA

Curtis Snyder

CS

Each Sport Process Owner

SPO

Mark Wetmore

MW

In the assignment of Process Owners, the guideline associated with the BPE model is that each individual CPM and its Target must have a single, identifiable, Process Owner accountable for the success of that portion of the Strategic Plan.

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CU ATHLETICS CORE VALUES, VISION, MISSION, VALUE PROPOSITION:

>

CORE VALUES

The Athletics Department personnel are and will be exemplified by reflecting the following Core Values, including a sense of urgency (RAPID) in the achievement of this plan: •

Respect — Recognize and embrace each individual’s unique value to the department

•

Accountability — Take personal responsibility for actions and results

•

Passion — Personal energy that drives work ethic, focus, and a need to excel

•

Integrity — Always operate in an honest and ethical manner

•

Dedication — Unwavering loyalty to the department and our shared vision

VISION To be nationally recognized as a premier athletics department, by providing a world-class and holistic student-athlete experience, operating in a fiscally responsible manner, while consistently competing for and winning championships.

MISSION The CU Athletics Department personnel have committed to achieve the following goals during the next three (3) years: •

Provide a world-class and comprehensive student-athlete experience by enhancing our academic, health and wellness, and personal development programs.

•

Achieve a significant improvement in our financial condition by fiscal year 2016-17, focusing on operating efficiently and increasing total revenues through well-established and innovative initiatives.

•

Raise the level of competitive excellence for all teams and compete for and win championships.

In order to achieve these objectives, one of our major areas of emphasis (an Enabler to the Mission) will be to: •

Develop and renovate facilities that will provide a student-centered experience, enhanced recruiting opportunities, and new revenue streams.

VALUE PROPOSITION CU Athletics showcases the University nationally, transforming our broad and diverse communities into stakeholders by inspiring excellence, instilling pride, and celebrating success.

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CUSTRATEGIC ATHLETICS AND POLICY DEPLOYMENT PLAN >

VALIDATION METRICS 1. Number of National Broadcasts Each Year 2. Standings in the National Polls Each Year 3. Number of National Awards Won Each Year ATHLETICS DEPARTMENT CONSTRUCT ANALYSIS Using the Vision & Mission Statements, four major constructs (themes) have been identified: •

National Recognition

•

Operating in a Fiscally Responsible Manner

•

Consistently Competing for & Winning Championships

•

Offering and Operating World Class Programs

For each of the four Constructs, Lead Team Level (1) CPMs, and their associated measures (KPIs and NFIs), current state, and targets were identified. Based upon the size of the gap between the current or historical state of each KPI or NFI and the Target as identified by the Core Lead Team, each of the metrics were incorporated into the Strategic Plan as either a Focal Point or Check Point.

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CONSTRUCT CONSTRUCT ANALYSIS: >

CONSTRUCT: FISCALLY RESPONSIBLE CPM: Financial Sustainability Metrics (24)

Targets (24)

CPM: Sound Financial Plan Metrics (2)

Targets (2)

CONSTRUCT: NATIONAL RECOGNITION CPM: National (& Local) Press Coverage Metrics (11)

Targets (11)

CONSTRUCT: COMPETING FOR & WINNING CHAMPIONSHIPS CPM: Winning Championships Metrics (11)

Targets (11)

CPM: Competitive Performance Metrics (28)

Targets (28)

CPM: Effective Management Metrics (10)

Targets (10)

CONSTRUCT: WORLD CLASS PROGRAMS CPM: Academic Performance of Student-Athletes Metrics (7)

Targets (7)

CPM: Exemplary Health & Wellness Programs Metrics (6)

Targets (6)

CPM: Exemplary Personal Development Programs Metrics (5)

Targets (5)

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HIGHLIGHTS FROM CU ATHLETICS DEPARTMENT 3-YEAR STRATEGIC PLAN: >

STRATEGIC INTENT 1: Significantly Improve the Financial Status of CU Athletics Department at the University of Colorado Boulder

Strategic Objective 1.1: Achieve a significant increase in annual Net Revenue

Focal Point 1.1.1: Achieve a Total Net Revenue of $4,414,197 by 2016-2017 (Operating

Revenue – Allocated Expenses) {RG}

Strategic Objective 1.2: Achieve a significant increase in annual Net Revenue Generated

From Targeted Sources of Operating Revenue

Focal Point 1.2.1: Achieve Total Annual Revenue Goal From Football Operations by 2016-17 {JS}

Tactical Objective 1.1: Maintain Current Levels, or Achieve Incremental Increases in Annual Net Revenue Generated From Non-Targeted Sources of Operating Revenue

Check Point 1.1.1: Achieve Total Annual Revenue Goal From Men’s Basketball Operations by 2016-17 {CB}

Tactical Objective 1.2: Maintain a Minimal Increase In Allocated Expenses Through 2016-2017

Check Point 1.2.1 Maintain Annual Increases in Total Allocated Expenses At Or

Below 3% per Year Through 2016-2017 {RG}

Tactical Objective 1.3: Maintain a Sound Financial Plan Through 2016-2017

Check Point 1.3.1 Maintain The Total Debt Load at $6,437,456 Through 2016-2017 {RG}

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HIGHLIGHTS FROM CU ATHLETICS DEPARTMENT 3-YEAR STRATEGIC PLAN: >

STRATEGIC INTENT 2: Significantly Improve the Overall Competitiveness of CU Athletics Department at the University of Colorado Boulder

Strategic Objective 2.1: Win a Minimum of 2 Championships in Targeted Sports

Between 2014 and 2017

Focal Point 2.1.1: Compete in at Least 1 Pac-12 Championship Game in Football by 2016 {MM}

Tactical Objective 2.1: Win a Minimum of 12 Championships in Selected Sports Between 2014 and 2017

Check Point 2.1.1: Compete in at Least 1 Regular Season Pac-12 Championship in Men’s Basketball by 2017 {TB}

Strategic Objective 2.2: Significantly Improve the Overall Competitiveness for Targeted Sports Teams Between 2014 and 2017

Focal Point 2.2.2: Make At Least One (1) Appearance in the NCAA Sweet 16 In Women’s Basketball Between 2015 and 2017, Inclusive {LL}

Tactical Objective 2.2: Maintain or Incrementally Improve the Competitiveness of All Sports Teams between 2014 and 2017

Check Point 2.2.1: Receive a Bowl Bid in Football 2014 and 2015 {MM}

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continued on pg. 13

HIGHLIGHTS FROM CU ATHLETICS DEPARTMENT 3-YEAR STRATEGIC PLAN: >

Check Point 2.2.13: Appear in the 4th Round of the NCAA National Tournament

In Women’s Soccer At Least Once, Appearing in Round 3 or Higher in the Other 2 Years, Between 2014 and 2016, Inclusive {DS}

Check Point 2.2.18: Finish in the Top Half of the Season-Ending Men’s Outdoor

Track Pac-12 Championship Each Year Between 2015 and 2017, Inclusive {MW}

Strategic Objective 2.3: Achieve Significant Improvements In the Aspects of Effective

Management That Are Critical to Competing for and Winning Championships

Focal Point 2.3.1: Successfully Execute All Level 2 Metrics and Requirements for Recruiting Plans Annually {Each Process Owner}

Focal Point 2.3.2: Successfully Execute All Level 2 Metrics and Requirements for

Non-Conference Game Schedules Annually {Each Process Owner}

Tactical Objective 2.3: Maintain or Incrementally Improve Those Aspects of Effective

Management That Are Significant Contributors to Competing for and Winning Championships

Check Point 2.3.1: 100% of Applicable Process Owners Annually Submit

Every Business Expense Reports On-Time Between 2014 and 2017, Inclusive {SPO}

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HIGHLIGHTS FROM CU ATHLETICS DEPARTMENT 3-YEAR STRATEGIC PLAN: >

Tactical Objective 2.4: Incrementally Improve Those Aspects of National Recognition

That Are Required to Support the Objectives Related to Competing for and Winning Championships

Check Point 2.4.2: For All Website Engagements: Increase the Total Number of

Visits by 15% by 2017, Inclusive {CS}

Check Point 2.4.3: For All Website Engagements: Increase the Total Number of

Unique Visitors by 15% by 2017, Inclusive {CS}

STRATEGIC INTENT 3: Significantly Improve Academic and Personal Development Programs In Order to Achieve World- Class Status for Those Programs Serving Student-Athletes at the University of Colorado Boulder

Strategic Objective 3.1: Significantly Improve the Academic Performance of Student-

Athletes at the University of Colorado Boulder

Focal Point 3.1.1: Significantly Improve the Graduation Success Rate for 4 Year

Cohorts To 80% by 2017

Focal Point 3.1.2: Significantly Increase the Total Percentage of Teams With a

Perfect APR To 50% by 2017 {KL}

{KL}

Tactical Objective 3.1: Maintain or Incrementally Improve the Academic Performance of

Student-Athletes

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Check Point 3.1.1: Incrementally Improve the Graduation Rate of Seniors With Exhausted Eligibility To 100% Each Year Between 2014 and 2017 {KL} continued on pg. 15

HIGHLIGHTS FROM CU ATHLETICS DEPARTMENT 3-YEAR STRATEGIC PLAN: >

Check Point 3.1.2: Incrementally Improve the GPA for All Student-Athletes

To a Minimum of 2.95 Each Semester by 2017 {KL}

Check Point 3.1.3: Incrementally Improve the Academic Progress Rate (APR),

Combined for All Sports, To a Minimum of 980 Each Year

Between 2014 and 2017 {KL}

Strategic Objective 3.2: Significantly Improve Targeted Personal Development &

Leadership Programs at the University of Colorado Boulder

Focal Point 3.2.1: Significantly Increase the Total Hours Associated with All

Student-Athletes Participating in Service Programs to 3 per SA, Each Year, from 2014 to 2017 {DC}

Tactical Objective 3.3: Maintain or Incrementally Improve Selected Health & Wellness

Programs at the University of Colorado Boulder

Check Point 3.3.1: Improve the Weighted Total Injury Index to A Monthly

Average of TBD or Less Each Year Between 2014 and 2017

{MR}

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THANK YOUPLAN TEAM: CU ATHLETICS STRATEGIC >

PREPARED BY: JEFF LUFTIG — FACILITATOR Associate Vice Chancellor for Process Innovation & Director, Office for Performance Improvement

CORE TEAM Rick George

Ceal Barry

Matt Biggers

Tad Boyle

Emily Canova

Becky Gamble

Kris Livingston

Jim Senter

Catherine Shea

STRATEGIC WORKING TEAM David Clough

Kevin Fenton

Kurt Gulbrand

Cory Hilliard

Tom McGann

Gail Pederson

David Plati

Miguel Rueda

STRATEGIC SUPPORT TEAM

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Chris Brekke

Megan Eisenhard

Kelly Finley

Jim Geddes

Irene Griego

Dave Hoover

Hayley Hughes

Lindsay Lew

Colleen Magarity

Medford Moorer

Jim Packer

Juda Parker

Curtis Snyder

Ariel Solomon

Lisa Van Goor