Appalachian State Athletics Strategic Plan

APPALACHIAN STATE ATHLETICS

Strategic Plan - 2013

AA rich history.

AnAn envied tradition.

Expectations ofof success.

AA vision for the future. rich history. envied tradition.

Expectations success. vision for the future.

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Strategic Plan - 2013

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A rich history. An envied tradition. Expectations of success. A vision for the future.

APPALACHIAN STATE ATHLETICS

Appalachian State Athletics Strategic Plan - 2013

APPALACHIAN STATE ATHLETICS

Table of Contents Introduction

Overview................................................................................................................................................................. 2 Our Vision, Our Mission...................................................................................................................................... 3 Appalachian Athletics Core Values................................................................................................................ 3 Our Stakeholders.................................................................................................................................................. 4 Department SWOT Analysis............................................................................................................................. 5

The ‘App State Experience’

Academic Experience......................................................................................................................................... 6 Athletics Experience............................................................................................................................................ 6 Social Experience................................................................................................................................................. 7

Culture

Culture of Sportsmanship................................................................................................................................. 8 Culture of Rules Compliance............................................................................................................................ 8 Culture of Equity................................................................................................................................................... 9 Culture of Diversity.............................................................................................................................................. 9

Leadership

Professional Development....................................................................................................................... 10-11 Departmental Structure...................................................................................................................................11

Fiscal Practices and Innovation

Expenses, Collaboration and Competitiveness................................................................................ 12-13 Video Operations................................................................................................................................................13

Revenue Enhancement

External Revenue Enhancement...................................................................................................................14 Athletics Funding Campaign.........................................................................................................................15

Branding, Marketing, and Public Relations

Branding................................................................................................................................................................16 Marketing & Public Relations.........................................................................................................................16

Facility Enhancements

Facilities Master Plan.................................................................................................................................. 18-19 Front Cover Nathan Healy • Men’s Basketball • Sr. • Management • New Bern, N.C. Jamal Jackson • Football • Jr. • Communication/Advertising • Atlanta, Ga. Allie Cashion • Softball • Sr. • Actuarial Sciences • Waxhaw, N.C. Back Cover Lauren Gray • Volleyball • So. • Health Promotion • Round Rock, Texas Andrew McKinnon • Men’s Tennis • Sr. • Marketing • Mooresville, N.C. Rumbidzai Masamvu • Women’s Golf • Sr. • Risk Management & Insurance • Harare, Zimbabwe

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APPALACHIAN STATE ATHLETICS

Strategic Plan - 2013 Introduction

With the consistently evolving landscape of NCAA Division I Athletics, during 2012, the Department of Athletics engaged in a strategic planning process. Our athletics staff and other invested stakeholders comprised the subcommittees. The primary objective was to continue the self-analysis started by the 2011 Athletics Feasibility Committee study. Our purpose in this process was to verify strengths, recognize and reduce weaknesses, create new growth opportunities, shelter threats to our activities, consolidate services and opportunities within the athletics enterprise, and align and allocate resources toward prioritized goals. Our focus and review was based on the seven different study areas detailed below: • The ‘App State Experience,’ which we define as providing the best possible academic, athletics, and social experience for our student-athletes. How do we enhance this?

• Culture - What is our departmental culture and how do we create our desired culture?

• Leadership – How do we create leadership opportunities for our staff and student-athletes?

• Fiscal Practices and Innovation – Where are we allocating our resources in alignment with our vision and goals? What creative new approaches can we implement?

• Revenue Enhancement – The prioritization of external revenue funding for athletics.

• Branding, Marketing, and Public Relations – Are there new and creative means for us to deliver a consistent message to our stakeholders and effectively build the ‘App State’ brand?

• Facilities Master Plan – Define the next phase of athletics facility construction and funding.

The results of our Strategic Plan are our vision to guide Appalachian State Athletics in the pursuit of championship results in the classroom, on the fields of play, and in the community.

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Jamal Jackson

Maryah Sydnor

Gayshawna Watkins

Tab Hamilton

Atlanta, Ga. Communications/ Advertising

Radford, Va. Exercise Science

Forest City, N.C. Criminal Justice

Winston-Salem, N.C. Criminal Justice

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Strategic Plan - 2013

Athletics Department Mission The Department of Athletics at Appalachian State University believes in maintaining a quality NCAA Division I intercollegiate athletics program as an integral part of the University’s overall program of education with emphasis on the complete academic, athletics, and social development of student-athletes. Appalachian State Athletics is committed to ensuring the general welfare of student-athletes and to encourage the highest standards of sportsmanship on behalf of student-athletes, the student body and the University’s stakeholders. Appalachian State Athletics is committed to being a campus leader in the equitable recruitment, participation, and treatment of all individuals, including members of under-represented populations.

Athletics Department Vision • Create the Appalachian State Experience for our student-athletes, which is the very best academic, athletics, and social experience possible.

• Utilizing the criteria established by the Athletics Feasibility Committee, join a Football Bowl Subdivision (FBS) conference.

• Compete for conference championships and NCAA post-season berths and Championships.

• Build functional facilities that provide our coaches and student-athletes a competitive advantage.

• “Market the Mountaineers” – Own Boone and ‘Get down the Mountain!’

• Operate with sound administrative principles, including a strong financial base.

• Energize the Appalachian State Family!

• Have Fun!!

Athletics Department Core Values

Student-Athlete Focused • Based on our actions, our kids will know that we care about them.

• Their academic success matters and our actions will demonstrate this commitment.

• We are champions of rules compliance and success with integrity.

• We will encourage the development of transferable life skills.

Cohesive Staff • We will celebrate our successes!

• We will let our actions show that we are accountable to each other.

• We will be cooperative and not competitive with each other.

• We will recognize the achievements of others.

• We will develop meaningful and respectful working relationships in support of the fact that we are the most diverse group on campus.

Standard of Excellence • We will earn success the right way.

• Fans attending our events or following our teams will see a positive difference from our focus on providing them with a great experience.

• Our daily attitude says ‘I love what I do.’

Innovative in our Approach • Every day we will work on effective communication.

• We commit to be the model athletics program for others to emulate.

• We commit to professional development and accepting new challenges.

• We commit to sound decision-making.

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APPALACHIAN STATE ATHLETICS

Strategic Plan - 2013

Athletics Department Stakeholders

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Strategic Plan - 2013

Athletics Department SWOT Analysis Strengths • The academic and competitive success and national recognition of our football program • An energetic and supportive fan base • Our practices and performance match our department vision • The academic success of student-athletes in all relative measurements • The quality of facilities for our priority sports • ASU Foundation scholarship reserve Weaknesses • The increasing scholarship dollars and operational needs for all sports to compete successfully • An incomplete Athletics facilities master plan • Our athletics scholarship endowment is relatively low as compared with peers • The campus support of our operating budget as compared with peers Opportunities • The evolving landscape of NCAA conference realignments provides us a chance to move to a Football Bowl Subdivision (FBS) conference based on criteria

established by the Athletics Feasibility Committee • Because of the relative youth of our alumni base and current participation levels, we can grow our external funding sources over time • We must address gender issue needs, especially our participation numbers • We must finalize our athletics facilities to meet competitive NCAA Division I standards Threats • The sustainability of a successful program if “Competitive Peers” surpass us • The University’s commitment to athletics, including priority placement in the University-wide Campaign and future Strategic Vision process, must not waiver • The growth of external revenues in today’s economic climate • Complacency, jealousy, and other ills outlined in How the Mighty Fall

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Strategic Plan - 2013

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Study Area #1: The ‘App State Experience’ Co-Chaired by Kim Sherrill, Director of the Academic Services Program for Student-Athletes (ASPSA), and Doug Justice, Director of Game Operations and sport administrator for wrestling, the focus of this subcommittee was to review our commitment to the academic, athletics, and social development of our student-athletes. Our charge was to recommend substantive changes to meet our most vital goal, which is to create for our student-athletes the best academic, athletics and social experience possible, or what we call the “App State Experience”.

Academic Experience I. Goal: Develop program(s) to give academically at risk student-athletes the tools for success in college and life.

• All teams will have a maximum of 30% of their team rosters comprised of students admitted through the Academic Review Committee (ARC) process.

• In consultation with the Learning Assistance Program (LAP) staff, head coaches with a single-year Academic Progress Rate (APR) below 925 (930 beginning in 2013-2014) will submit an APR improvement plan to the Director of Athletics.

- Key Components: ASPSA staff to develop form, checklist, and compliance

- Time Frame: Less than 30% of team with PGPA <2.0 will be 2015-2016 and ongoing • Require a summer “Bridge” program for ARC admits on full athletics aid and evaluate need for those on partial athletics aid.

• Provide ARC students with athletics aid for a minimum of two years.

- Key Components: Summer athletics aid, regular term athletics aid • Collect, evaluate, and disseminate academic progress data of ARC and Chancellor’s Exception student-athletes to coaches, sports administrators, and others as necessary.

- Key Components:

• Annually update the ARC students database on measures of retention, GPA and graduation

• Report information with Department of Athletics administration and coaches each fall

- Responsibility: Coaches, Sport Administrators, ASPSA staff, Director of Athletics, Admissions Liaison and Academic Advisors

- Time Frame: Fall 2012 – Ongoing Athletics Experience II. Goal: Educate coaches and student-athletes on conduct, travel, and nutrition expectations.

• Require working knowledge of the Student-Athlete Code of Conduct by all athletics staff and student-athletes.

- Key Components: Student-Athlete Handbook and Planner, Student conduct handout at team compliance

meetings, meetings throughout the academic year • Randomly drug test 40% of each team annually.

- Key Components: Monthly tests ($5,130/yr.) at random intervals until 40% of each team has been tested • To promote proper nutrition for student-athletes, it is recommended that coaches and teams meet with a nutritionist prior to the start of each season.

- Key Components: Nutritionist, Education for coaches, follow up • Improve on-campus meal plan options for select student-athlete groups.

- Key Components:

• Re-evaluate the per-meal cost of breakfast and lunch on the training table meal plan.

• Educate coaches on needs of student-athletes and plan through the end of each semester.

• Evaluate charges to meal plans at the end of each semester.

- Responsibilities: Coaches, Student-Athletes, Sport Administrators, Director of Athletics, Athletic Training Staff

- Time Frame: Fall 2012 – Ongoing.

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Strategic Plan - 2013

Social Experience III. Goal: Develop a strong sense of Appalachian State Pride with “20 Teams - 1 Family” concept throughout the athletics department.

• Encourage student-athletes, coaches, and administrators to become more involved with and/or attend additional campus activities.

• Student-athletes further develop relationships with other campus groups whose members are campus leaders like Ambassadors, Student Government, etc.

- Responsibility: Director of Athletics, Sport Administrators, Coaches

- Time Frame: 2012-2013 Academic Year IV. Goal: Enhance our life skills program, mentoring, and leadership development for student-athletes.

• Expand life skills programming on specific topics related to mentoring and leadership.

• Expand the leadership class for student-athletes.

• Develop opportunities to enhance mentoring for student-athletes.

• Collaborate with the Center for Student Involvement and Leadership (CSIL) to develop a Leadership program for seniors.

- Responsibility: Life Skills Staff, Director of Academic Services Program for Student-Athletes

- Key Components: Funding and curricular materials

- Time Frame: Fall 2013 • Leadership Institute – Summer 2013 • Expansion of Leadership class – 2013-2014 Academic Year V. Goal: Develop a first-year class for student-athletes that promotes responsibility and expectations.

• Responsibility: Life Skills Staff • Key Components: Curricular materials, funding, First-Year Seminar proposal • Time Frame: 2013-2014 Academic year

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Study Area #2: Culture Debbie Richardson, Senior Associate Athletics Director and sports administrator for volleyball, soccer, and softball, chaired this subcommittee. The charge of this subcommittee was to review the present culture of the department and offer strategic thoughts on how to better promote the four cornerstones of a successful athletics department, which are a commitment to sportsmanship, rules compliance, equity, and diversity.

Culture of Sportsmanship I. Goal: Expand the internal and external visibility and marketing of the Champions Love Appalachian State Spirit (CLASS) Program.

• Increase CLASS exposure through all available athletics marketing opportunities.

• Introduce CLASS at Orientation, Freshman Welcome, and other programming that targets first-year students on campus.

- Responsibility: Marketing, Sports Information, Video Services, LAP Staff, IMG College staff, Coaches, AppalCore, Director of Welcome Weekend

- Key Components: Marketing materials, student-athletes’ time, sponsorship

- Time Frame: Fall 2012 – Ongoing Culture of Rules Compliance II. Goal: Individual commitment to NCAA rules knowledge and compliance as a departmental core value.

• Complete request of UNC President Ross that compliance office directly reports to the Office of the Chancellor.

• NCAA Manual downloaded on all athletics staff computers for easy access and review.

• Ensure that the recommendations from the most recent SoCon compliance review are fully implemented and annually reviewed by the Athletics Council and compliance staff.

• Expand “spot checking” of certain monitoring programs (countable athletically related activities, complimentary admission and ticket benefits, and in-person contacts with and evaluations of prospective student-athletes) through effective “spot checking” procedures.

• Conduct monthly or bi-monthly meetings for each sport with sport administrator, compliance staff, coaches and support staff • Annually hold athletics staff meeting to disseminate relevant rules education.

- Responsibility: Compliance Staff and Athletics Council Recruiting Committee

- Key Components: Spot checking procedures

- Time Frame: Fall 2012 – Ongoing

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Culture of Equity III. Goal: Meet and exceed the annual scholarship funding expectations for all sports.

• Develop and communicate a forward-thinking scholarship funding plan for all sports that creates competitive success, meets gender equity requirements, and is fiscally responsible.

- Responsibility: Director of Athletics, Senior Woman Administrator, Development Staff

- Key Components: Cost to be developed

- Time Frame: Implement prior to 2013-2014 academic year

IV. Goal: Meet the Title IX proportionality prong for gender equity compliance.

• Increase the number of female student-athletes proportionally to male student-athletes as compared with the University’s full-time undergraduate enrollment through roster management and other sound practices.

• Continue execution of the Gender Issues Plan as developed by the Athletics Council.

• Annually review our gender equity compliance with an experienced equity consultant.

- Responsibility: Director of Athletics, Senior Women’s Administrator, Sports Administrators, and Coaches

- Key Components: Development and implementation of a plan to meet the proportionality prong.

- Time Frame: Ongoing • Roster management (beginning in the 2013-2014 academic year) • Proportional adjustments (beginning in the 2014-2015 academic year) Culture of Diversity V. Goal: Develop annual programming for coaches, staff, and student-athletes on diversity and inclusion.

• Continue to be a campus leader in the recruitment of students from underrepresented populations or diverse backgrounds by maintaining higher diversity numbers than the general full-time undergraduate student population.

• Utilize existing diversity and inclusion programming on campus as a resource for programming.

- Key Components: Workshop expenses • Increase retention and graduation of student-athletes from underrepresented populations.

• Maintain recruitment of personnel and coaches from underrepresented populations or diverse backgrounds.

- Key Components: Will vary per position • Continue execution of Athletic Department’s Diversity Plan as developed by the Athletics Council.

- Responsibility: Life Skills Coordinator, Diversity Committee for Athletics Council, Coaching Staffs, Director of Athletics, Sport Administrators, collaborative efforts

from HR EDC, MCD and LGBT

- Time Frame: Fall 2012 – Ongoing

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Study Area #3: Leadership Samantha Stevens, Assistant Athletics Director for Marketing and Director of the University’s Trademark Licensing program and sports administrator for tennis, chaired this study area. The Leadership subcommittee was tasked with creating programming and opportunities to better facilitate leadership development for our staff and studentathletes. Additionally, the subcommittee reviewed the department’s organizational structure and recommended enhancements.

Professional Development I. Goal: Ensure coaches have access to opportunities and resources to provide student-athletes with the ‘App State Experience.’

• Improve connection and respect between administrators, coaches, student-athletes, and teammates.

- Key Components: Open Door Policy between all groups, End-of-Year/Senior Mettings, other department events • Our culture becomes administrators, coaches, LAP staff, and student-athletes routinely discuss the student-athletes’ well-being • Life skills coordinator helps student-athletes understand how to provide feedback about their experiences • Utilize a sports psychologist if available and when necessary • Provide education to ensure recruiting practices correlate with increased NCAA academic standards.

- Key Components: Education of Academic Standards, Monthly Sport Meetings • Conduct periodic workshops for all coaches on NCAA initial eligibility legislation • Conduct annual meeting with coaching staffs on admissions, retention, APR, and graduation data for their team • Develop and maintain professional development opportunities for coaches to learn and share ideas for creating and maintaining a strong academic culture for their team.

• Budget department funds for professional development scholarships.

- Key Components: Existing professional development funds • Responsibility: Sports Administrators, Head Coaches, Assistant Coaches, Life Skills Coordinator,

ASPSA Staff, SWA

- Time Frame: Fall 2012 – Ongoing II. Goal: Implement a new employee orientation program.

• In addition to being an online resource, the New Employee Manual should be printed and given to new staff by the New Employee Liaison.

- Responsibility: New Employee Liaison

- Key Components: Print costs

- Time Frame: Fall 2012 – Ongoing • The New Employee Checklist should be completed at the conclusion of an employee’s first month of employment.

- Responsibility: New Employee Liaison, Sport Administrators, Director of Athletics

- Time Frame: Fall 2012 – Ongoing • New employees will receive a leadership book from the Director of Athletics that speaks to the department’s culture.

- Responsibility: Leadership Committee, Director of Athletics, Sport Administrators

Key Components: Funding

- Time Frame: Fall 2012 – Ongoing

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Strategic Plan - 2013

III. Goal: Establish informational meetings to develop departmental chemistry and promote professional development.

• Develop monthly coaches meetings with guest speakers who address relevant topics

- Responsibility: Head Coaches, Assistant Coaches, Sports Administrators, Director of Athletics

- Key Components: Committment from staff • Head coaches attend all meetings and assistant coaches attend select meetings • Guest speakers

- Time Frame: Fall 2012 – Ongoing • Establish monthly “Lunch and Learn” seminars with all athletics department employees invited to attend.

- Responsibility: Leadership Committee

- Key Components: Seminar costs

- Time Frame: Ongoing Departmental Structure IV. Goal: Organize the athletics department to efficiently maximize the resources and meet expectations as a result of the growth of Appalachian State Athletics.

• Re-evaluate the organizational structure to take advantage of opportunities and address the needs that have arisen as a result of our success and growth.

• Ensure that a new structure recognizes and supports the importance of a successful football program to the funding of the entire athletics enterprise.

• Establish commensurate salaries with peer institutions and within the University.

- Responsibility: Director of Athletics

- Key Components: Salary/Benefits

- Time Frame: 2013-2014 Academic Year V. Goal: Evaluate staff workloads, specifically compliance and other administrative units, to achieve staffing levels necessary to meet and exceed departmental goals.

• Compare staffing workloads with peer institutions and develop a staffing plan.

- Responsibility: Director of Athletics, SWA, Leadership Subcommittee

- Key Components: Salary and benefits for position(s)

- Time Frame: Ongoing

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Study Area #4: Fiscal Practices and Innovation Chaired by Associate Athletics Director Jay Sutton, the Fiscal Practices and Innovation subcommittee had two expressed goals. The first was to review operational areas and develope key goals that provide sound fiscal practices. The second goal was to analyze other athletics enterprises to develop future potential innovative ideas.

I. Goal: Project future expenses for scholarships, operating budgets and personnel against projected revenues for a revolving five-year period.

• Assess funding levels for sports to provide competitive teams and meet budget constraints

- Responsibility: Director of Athletics, Administrative Staff, Budget Committee

- Key Components: Conference Realignment, reduction in University support, increased operating costs

- Time Frame: Fall 2012 – Ongoing II. Goal: Improve collaboration between the athletics department and the other campus units.

• Promote existing partnerships and develop new partnerships that are jointly beneficial.

• Become a lead organization for the campus sustainability initiative.

- Responsibility: University Leadership, Director of Athletics, Athletics Staff, and Coaches

- Key Components: Development of plan with Sustainability Group • Student involvement • Identify joint use of Athletics facilities • Promote to campus the benefits of Athletics fundraising, diversity, alumni loyalty, University Identity, enhanced student experience and differentiation from other schools.

- Time Frame: Fall 2012 – Ongoing • Develop plans with student leaders for student fee investment in Athletics

- Responsibility: Director of Athletics, SGA President and Cabinet, Student-Athletes, Athletics Department Staff, University Leadership, and Board of Trustees.

- Key Components: Committment and buy-in from SGA and Faculty • Clear message about Athletics’ vision and assistance necessary to enhance program • Shared goals by Athletics and students leadership on direction

- Time Frame: Fall 2012 – Ongoing III. Goal: Maintain the competitive excellence of our football program.

• As the major external revenue generator for the Department of Athletics, we must continue to prioritize the football program.

- Responsibility: Director of Athletics, Head Football Coach, University Leaders

- Key Components: Resources to meet/exceed competitive peers

- Time Frame: Fall 2012 – Ongoing

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Strategic Plan - 2013

IV. Goal: Reduce operational expenses by intentional decision-making within the athletics department and the University through collaborative efforts.

• Create collaboration between sports administrators and the athletics business manager to operate the department using sound fiscal practices.

• Coaches and team utilize established partnerships with select vendors to reduce travel expenses.

• Reduce utility charges by eliminating wasteful practices.

• Maximize the abilities of our staff to reduce Physical Plant charges.

• Make cheerleading a student organization whose operation is not funded by the Athletics Department.

• Band travel, game tickets, and food expenses for away football games should be paid by sources outside athletics.

• Present other specific ways for campus support of athletics to improve.

- Responsibility: Coaches, Sport Administrators, Sports Information, External Operations, Facilities, Business Manager

- Key Components: Continue efficient practices through collaborative decision making

- Time Frame: Fall 2012 – Ongoing V. Goal: Combine the infrastructure, staff and structure of the Appalachian Sports Network (ASN) video operations and football video operations to allow a more streamlined workflow for both internal and external projects.

• Combine equipment, hardware, student staffs, building technology and new projects of ASN video operation and football video operation under one umbrella (existing projects and responsibilities would remain as two separate areas)

- Responsibility: Associate Athletics Director for External Operations, Associate Athletics Director for Internal Operations (Football), Director of Video Operations,

Director of Football Video Operations

- Key Components: $40,000-$60,000/year budget line item (re-evaluate existing video operations budget items)

- Time Frame: Begin transition in January 2013

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Study Area #5: Revenue Enhancement Rick Beasley, Senior Associate Athletics Director for Development, chaired the Revenue Enhancement subcommittee. This subcommittee was tasked with developing goals for enhancing all current revenues to the Department of Athletics as well as identifying potential new revenue streams.

I. Goal: Increase all external revenues for the Department of Athletics by a minimum of 5% annually.

• Increase football, basketball, and baseball season ticket revenues by 5% annually.

- Key Components: State of the economy, aggressive and creative marketing, successful teams • Utilize Social Media (Twitter/Facebook) to advertise • Target Freshman, parents, young alumni (keep the spirit), and alumni within 3 hours of campus for sales • Partner with IMG for outbound sales effort • Create the best possible game day experience for attendees • Increase Yosef Club memberships and support by 5% annually with a goal to reach 5,000 members by 2016.

- Key Components: Young Alumni, Student Yosef Club, grassroots effort • Target Freshman, parents, Greek organizations, former athletes and young alums through electronic media • Develop matching gift strategy • Develop step-up campaign for possible conference realignment • Create the best possible game day experience for attendees • Increase sponsorship and marketing revenues by 5% annually.

- Key Components: IMG College staff aggressively pursuing new opportunities while cultivating exisiting relationships • Solicit university business partners and target companies with associations to Appalachian • Create the best possible game day experience for attendees • Increase revenue from University licensing income by 5% annually.

- Key Components: LRG and staff committment to new licensing plan • Increase retail locations, focus on finding quality companies, and event locations and offerings • Develop new campaigns • Create the best possible game day experience for attendees • Maximize the revenue potential of video streaming, online auctions, and subscriptions.

- Key Components: Cost of production, efficient use of resources and technology • Develop premium programming concentrating on the strongest markets • Expand online auction and sales • Create the best possible game day experience for attendees • Increase net concessions revenue by 5%.

- Key Components: Cost of concesssions, products and staff while increasing sales • Expand options at all venues while ensuring quality, variety, and cost containment of concessions operation • Create the best possible game day experience for attendees

- Responsibility: Marketing, Ticket Office, Athletics Development, IMG, Director of Athletics,

Game Day Operations

- Time Frame: Fall 2012 – Ongoing

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Strategic Plan - 2013

II. Goal: Develop the next Athletics funding campaign.

• Develop, market and fund the ‘Excellence Society.’

- Responsibility: Athletics Development staff, Director of Athletics, and Athletics Committee of the ASU Foundation Board

- Key Components: Determine target group for fund and develop the message and benefits

- Time Frame: June 2012 – Ongoing • Raise $10 million for capital needs during the University-wide campaign.

- Responsibility: Athletics Development and Advancement

- Key Components: Prioritize needs, Make visits, and Follow-up

- Time Frame: Ongoing • Develop and implement plan to increase current and attract new Athletics endowments.

- Responsibility: Athletics Development and Advancement

- Key Components: Sound communication plan to families with existing endowments and marketing plan for new opportunities

- Time Frame: Ongoing

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Study Area #6: Branding, Marketing, and Public Relations Mike Flynn, Assistant Athletics Director for Media Relations, chaired this subcommittee. The task of the Branding, Marketing, and Public Relations group was to review our current platforms and recommend creative changes.

Branding I. Goal: Discontinue the use of “ASU” as a secondary reference for Appalachian State Athletics and replace it with “App State.”

• Change the official athletics website name from GoASU.com to AppStateSports.com • Generate revenue by selling the domain name GoASU.com • Discontinue the use of ASU on official apparel (including uniforms) and in official publications (including official website and press releases)

- Responsibility: Marketing and Licensing, Sports Information, Director of Team Services

- Key Components: Athletics department already owns several domain names without ASU; uniforms, apparel, publications to discontinue ASU through regular

replacement schedule

- Time Frame: Fall 2013

• Website: 2013-2014

• Apparel, publication, etc.: Through regular replacement schedule II. Goal: Create a new brand identity to replace NO EQUAL following the 2012-13 academic year.

• Research potential themes and audience response as well as major markets • Create theme in conjunction with any potential new conference affiliation and/or athletics campaign

- Responsibility: Marketing and Branding Subcommittee, Marketing and Licensing, Yosef Club

- Key Components: Invite from a conference, team marketing approved to build brand • Investigate use of outside consultant • Replacement of time-sensitive materials • All other implementation through regular replacement schedule

- Time Frame: Fall 2013

• Research: 2012-2013 academic year

• Implementation: Summer 2013 III. Goal: Create a style guide for all official department-issued apparel and publications.

• Finish and gain approval for style guide started by marketing and branding subcommittee • Oversight of apparel by director of team services and marketing and licensing department • Oversight of publications by sports information and marketing and licensing departments

- Responsibility: Marketing and Branding Subcommittee, Director of Team Services, Marketing/Licensing, Head Coaches/Sport Administrators, Director of Athletics,

Sports Information

- Key Components: None – require all apparel purchased through regular replacement after the approval of style guide to adhere to parameters

- Time Frame: Summer 2013

• Style guide completion and approval: Fall 2012 16

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Marketing and Public Relations IV. Goal: Enhance the department’s social media presence.

• Utilize Facebook, Twitter, etc. to effectively market Appalachian State Athletics • Create a policy outlining appropriate social media conduct for staff and student-athletes • Conduct an annual social media seminar for athletics staff and student-athletes • Marketing and Sports Information departments oversight to ensure that policies are maintained

- Responsibility: Marketing, Sports Information, Head Coaches/Sport Administrators, Director of Athletics, persons responsible for individual sports’ social

media accounts

- Key Components: Policies implemented • $12,500/year towards social rewards program • $4,000 for social media training

- Time Frame: Fall 2013

• Training: Late Summer/Fall 2012

• Policy creation: Summer 2012 V. Goal: Upgrade all internal video equipment to high-definition.

• Hardware and software upgrades

- Responsibility: Assoc. AD for External Operations, Director of Video Operations

- Key Components: Costs to be factored into annual budget for external operations and, in the future, video operations

- Time Frame: Beginning in 2012-13 as funds become available

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Study Area #7: Facilities Ehancement Chaired by Associate Athletics Director for Facilities and sports administrator for baseball, track and field, cross country, and field hockey, Troy Heustess, this subcommittee reviewed our current facilities needs and recommends a future facilities master plan for Athletics.

I. Goal: Determine the Athletics Department’s overall facility needs.

• Finalize management of the Holmes Convocation Center by athletics • Improve the parking and transportation plan for football and basketball game days • Determine a location for all athletics facilities on the University master facility plan • Establish an alternate location for the weight room in the Athletics Center

- Responsibility: Director of Athletics, Associate Athletics Director for Facilities, Director of Game Operations, University Business Affairs staff, Appalcart, Parking and

Traffic Department

- Key Components: Partnerships and cooperation

- Time Frame: Fall 2012 – Ongoing as funds allow II. Goal: Expand Kidd Brewer Stadium’s capacity and enhance the overall fan experience.

• Add premium seating and general seating as required by ticket sales and attendance • Expand digital and video opportunities • Identify a space for game day promotional events

- Responsibility: Associate Athletics Director for Facilities,

Director of Game Operations, IMG Staff

- Key Components: Funding, space, university support

- Time Frame: Fall 2012 – Ongoing III. Goal: Enhance basketball facilities to meet the conference mandate to grow men’s and women’s basketball programs.

• Establish a permanent alternate practice location for basketball • Expand digital and video opportunities in the Holmes Center • Construct a basketball-specific weight room in the Holmes Center • Renovate the coaches locker rooms to the standards of the locker rooms for the student- athletes • Construct trophy cases in the Holmes Center to showcase men’s basketball, women’s basketball, volleyball, and indoor track and field

- Responsibility: Associate Athletics Director for Facilities, Director of Game Operations,

Director of Athletics, Coaches, IMG staff

- Key Components: Funding and university support

- Time Frame: Fall 2012 – Ongoing as funds allow

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A rich history. An envied tradition. Expectations of success. A vision for the future.

APPALACHIAN STATE ATHLETICS

Strategic Plan - 2013

IV. Goal: Establish a permanent home for the volleyball progam.

• Upgrade the current locker room space in the Holmes Center or construct a floor and locker rooms in Varsity Gymnasium.

- Responsibility: Associate Athletics Director for Facilities, Coaches, Director of Athletics, Director of Game Operations

- Key Components: Management of HCC settled and funding

- Time Frame: Fall 2012 – Ongoing as funds allow V. Goal: Find a home for the track and field and field hockey programs.

• Design, construct, acquire space and fund permanent facilities

- Responsibility: Associate Athletics Director for Facilities, Coaches, Director of Athletics

- Key Components: Determination of Kidd Brewer expansion, determination of location on University-owned land

- Time Frame: Fall 2012 – Ongoing as funds allow VI. Goal: Develop and fund plans for advancing softball, tennis, soccer, and golf facilities.

• Softball

- Construct an indoor hitting facility • Tennis

- Develop indoor facility

- Improve condition of competition courts and spectator area • Soccer

- Identify potential University-owned land for on-campus facility once extension to

Bodenheimer Drive is finalized.

• Golf

- Develop a driving range and short game practice area

- Construct a covered hitting facility

- Responsibility: Associate Athletics Director for Facilities, Coaches, and

Director of Athletics.

- Key Components: Land acquisition

- Time Frame: Fall 2012 – Ongoing as funds allow

VI. Goal: Develop and fund improvements to Beaver Field at Jim and Bettie Smith Stadium.

• Expand stadium seating to include all chair-back seating • Develop and construct an on-site weight room • Expand digital and video opportunities • Develop covered spectator seating

- Responsibility: Associate Athletics Director for Facilities, Coaches, Director of Athletics

- Key Components: Construction plans, funding

- Time Frame: Fall 2012 – Ongoing as funds allow

A rich history. An envied tradition. Expectations of success. A vision for the future.

19

Strategic Plan - 2013

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A rich history. An envied tradition. Expectations of success. A vision for the future.

APPALACHIAN STATE ATHLETICS

APPALACHIAN STATE ATHLETICS

Strategic Plan - 2013

A rich history. An envied tradition. Expectations of success. A vision for the future.

21

Strategic Plan - 2013

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richhistory. history.An Anenvied enviedtradition. tradition.Expectations Expectationsof ofsuccess. success.AAvision visionfor forthe thefuture. future.

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APPALACHIAN STATE ATHLETICS