Hofstra Athletics Strategic Plan by Hofstra University

S TRATEGIC PLAN 2011 2016

Introduction This strategic plan is an assessment of the Hofstra Athletics program designed to assist with formalizing goals and objectives, identifying strengths and weaknesses, establishing priorities and creating tools for measuring progress. The preparation of this document has been a collaborative effort on the parts of student-athletes, coaches, athletics staff, faculty, administrators, alumni, and members of both the Board of Trustees and the Pride Club Board of Directors. The sharing of different perspectives proved to be extremely helpful in examining the current position of the athletics program, planning for the future, and identifying methods for measuring progress.

social/professional growth, as well as the positive contributions that the overall program makes to the University’s mission. We aim to build upon the successes of the past in an organized and thoughtful manner to realize greater accomplishments in the future. This document will be reviewed and updated annually by the Athletics Department.

A competitive athletics program plays an important role in campus life by serving as a means of generating school spirit and providing a rallying point for all campus constituents, so that students along with faculty, staff, alumni and friends of the University may participate in campus life. That being said, it is important to establish priorities within the program and identify the most effective ways in which athletics can contribute to the mission of the University. This requires a commitment to academic excellence, athletic achievement, fiscal responsibility and the welfare of all student-athletes. While Hofstra Athletics has achieved many successes in recent years, it is imperative that we also recognize the areas upon which we can improve. We cannot rest on what we have accomplished. We must identify our strengths and weaknesses in every area of the department and find ways in which they can be addressed. We must also implement a plan to publicize all athletic accomplishments as a way to promote the athletics program and the institution. We must recognize the University’s significant financial commitment to athletics and understand that our ability to generate revenue to complement the institutional allocation is imperative. This requires prioritizing the needs and demands of our 17 sports, establishing a schedule for facility projects, and positioning our marketing, promotional, and fundraising efforts in a manner that is consistent with our priorities. There are no plans to add or eliminate any sports. With respect to how resources are allocated, whether they be existing funds or new monies when made available, there must be a measured process for dispersing such resources so that they lead to specific identifiable benefits. As an administration we are proud of the accomplishments of our student-athletes and staff. The success of an athletics program will ultimately be measured by the ability to support student-athletes in terms of academic performance, athletic performance and HOFSTRA UNIVERSITY 1

Academic Achie vement The Athletics Department is committed to providing comprehensive academic support services to its student-athletes. This is evident through the vast improvements that have been made to the Academic Advisement Program in the last several years. The development of enhanced academic facilities staffed with trained personnel and the existence of strong working relationships with institutional administrators allows the Athletics Department to achieve its goal of providing student-athletes with the opportunity to excel in the classroom. In an effort to demonstrate its commitment to academic success and provide student-athletes with a facility suitable for individual study, group study, tutorials and computer access, the Athletics Department opened the Fried Family Student-Athlete Development Center at the start of the 2010 fall semester. The facility is available for use by all of Hofstra’s student-athletes and has a capacity of nearly 150. The 3,000 square foot facility has 12 computer workstations, three laser printers, two private conference rooms that can be utilized for tutorial assistance, a group study area, 40 individual workstations and a full-time University staff of three to assist student-athletes. The entire facility is also equipped with wireless internet access. The Athletics Department administers a study hall program that is coordinated by the assistant director of athletics for studentathlete development, the director of student-athlete services and the academic advisors from the Center for University Advisement. Weekly attendance reports, cumulative accounts of all tutoring, independent study and advisement required hours are regularly

distributed to coaches, team academic advisors, and program administrators. Freshmen, transfers and upperclassmen with a cumulative GPA of 2.3 or below are required to complete eight hours of study hall per week. Freshmen and transfers who achieve a GPA of 3.0 or better in the fall semester are exempt from study hall for the spring semester. Upperclassmen must maintain a GPA above 2.3 to be excused from study hall.

Academic Success is measured by: •Number of Academic All-Americans •Number of Colonial Athletic Association (CAA) Scholar-Athletes •Academic Progress Rate and Graduation Success Rate year-toyear comparisons •Other national recognition for academic excellence •Percentage of student-athletes with a GPA of 3.0 or higher •Number of student-athletes that are excused from the study hall program for achieving the academic standard The Academic Advisement Program, under the direction of the vice president for student affairs, has been structured to ensure the sufficient monitoring of academic progress. The advisors serve as primary liaisons with professors and maintain regular communication with the director of student-athlete development, coaches and student-athletes of their assigned sports. The Athletics Department and Academic Advisement staff members have worked closely with the Provost’s Office to effectively address potential scheduling conflicts that arise during the registration process. These coordinated efforts have resulted in a significant decrease in missed class time. In addition, the advisors coordinate with professors to verify absences due to travel to ensure the lines of communication between professor and studentathlete are intact. The Athletics Department, Academic Advisement staff and the Provost’s Office have maintained excellent levels of communication and have been proactive in addressing any student-athletes concerns.

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Goals Goal #1: Recruit student-athletes who are academically motivated to succeed and graduate. • Aggressively recruit student-athletes who excel academically as well as athletically

Goal #5: Continually evaluate the study hall program to ensure its effectiveness for the student-athletes and make it a part of their daily schedule.

• Reinforce Hofstra academic admissions standards with all coaches

• Revise study hall policies and hours of operation when needed in an eﬀort to increase overall academic performance

• Identify prospective student-athletes with learning disabilities early in the recruitment process

• Conduct regularly scheduled meetings between the Athletics Department and Academic Advisement staﬀs

• Work with the Academic Advisement staﬀ to get those with identiﬁed or suspected learning disabilities tested to create individualized learning plans

• Maintain an appropriate ratio of student-athletes to academic advisors

Goal #2: Identify at-risk student-athletes and provide additional academic guidance and support to help them succeed academically. • Implement a set of procedures which will better identify at-risk and learning disabled student-athletes and provide them with additional academic support • Educate coaches on the value of directing student-athletes to the University Tutorial program • Develop successful study habits for ﬁrst year student-athletes through the Advisement Academic Success Series

Goal #3: Provide coaches with accurate and timely information about their respective studentathletes regarding academics to continue to promote academic excellence among teams. • Provide weekly updates regarding study hall hours

• Service and update equipment in the Fried Family StudentAthlete Development Center (i.e. computers, printers, air cards)

Goal #6: Recognize and promote individual and team academic achievement. • Promote all academic awards received by student-athletes and teams on GoHofstra.com, the annual report and team newsletters • Recognize student-athletes who record a GPA of 3.0 or higher • Work with Athletic Marketing and Athletic Communications Oﬃces to produce new ideas for promoting academic success of student-athletes • Maintain Academic All-American and graduation wall display in the Fried Family Student-Athlete Development Center • Continue the promotion of student-athlete achievements through the “We are Hofstra… We are Leaders” program on GoHofstra.com

• Distribute mid-term progress and attendance reports to all coaches • Maintain consistent communication with all coaches, studentathlete development staﬀ and academic advisors

Goal #4: Continue to offer a new student-athlete orientation, which includes an introduction to the resources available in the Fried Family Student-Athlete Development Center. • Require 100% attendance for new student-athletes • Ensure that all new student-athletes are made aware of the academic support resources • Make new student-athletes aware of various campus programming • Maintain successful leadership standards with Student-Athlete Advisory Committee (SAAC) student-athletes • Communicate all academic standards and requirements

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St udent-Athle te Welfare The Athletics Department is fully committed to providing comprehensive services to student-athletes, ensuring a successful experience, and promoting growth and development in the specific areas of academics, athletics, career and personal development and community outreach. It is our hope that every student-athlete recognizes the special opportunities associated with becoming a part of the Hofstra Athletics Department. It is our mission to see those opportunities fulfilled, and for all student-athletes to be prepared for both life after college and their time on the playing field. Throughout the academic year, the director of athletics holds open hours for student-athletes. These hours are open to all student-athletes to discuss matters of concern or interest. The Athletics Department encourages student-athletes to utilize this opportunity. The Athletics Department has established a strong relationship with the Hofstra Career Center in order to provide student-athletes with career and graduate school guidance, and to keep them informed of career workshops, job fairs, information sessions, and recruiting opportunities. Several programs are also offered specifically to student-athletes throughout the year to assist with career development. These include:

Mentoring Night (Fall) - Student-athletes meet with and discuss career development and professional networking opportunities with successful Hofstra Athletics alumni in a number of diﬀerent post-graduate ﬁelds.

Catch A Career (Spring) - Hofstra student-athletes attend two distinct workshops to learn about marketing their athletic experience, writing a resume and cover letter and enhancing their interviewing techniques. Student-athletes are also able to network with several employers in attendance that are chosen based on their career interests.

Athlete Quick Questions/Resume Review Hours - Each month a career counselor from the Hofstra Career Center visits the Fried Family Student-Athlete Development Center to meet with student-athletes on an individual basis in regard to resume assistance, and career questions. The Athletics Department is committed to assisting student-athletes achieve personal development in all aspects of life. This includes providing education in areas such as drug and alcohol use, leadership, nutrition, diversity and gambling. Hofstra University implemented the Health & Safety Program, which includes a yearly physical and drug testing component, education seminars and the availability of mental health services through the Office of Student Counseling Services. Recent personal development programming for Hofstra studentathletes has included: • No Excuses – Kyle Maynard • Consequences of Drunk Driving – Honorable Francis Ricigliano • Turning Away from Hate – TJ Leyden • Eat to Compete – Tim Wierman • DUI: A Powerful Lesson – Mark Sterner • Hazing in Athletics – Dr. R Brian Cow • Defining Culture Through Dress – David Wolfe Hofstra student-athletes participate in a wide-range of community service projects throughout the year, both on an individual and team basis, through Student-Athlete Advisory Committee (SAAC)sponsored initiatives. These efforts are not only beneficial in strengthening relationships with local schools and organizations but also assist in the overall development of our student-athletes. Hofstra Athletics has partnered with a variety of organizations including Big Brothers Big Sisters of Long Island, Friends of Jaclyn, HEADstrong Foundation, Hempstead Boys and Girls Club, Special Olympics of Long Island and the Mary Brennan INN Soup Kitchen. We measure the effectiveness of various student-athlete welfare programs by: • Reviewing senior exit interviews • Reviewing underclassmen surveys • Tracking community outreach projects performed by the SAAC and individual teams • Encouraging Pride Cup participation In order to keep track of these efforts the Pride Cup was developed in 2008. The Pride Cup is a year-long competition between teams that incorporates academics, community service, team performance, support of fellow teams and attendance at mandatory programming. The winner of the Pride Cup is announced at the end of the year Student-Athlete Banquet.

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Goals Goal #1: Provide student-athletes with a comprehensive NCAA Student-Athlete Affairs program that enhances the quality of the studentathlete experience. • Utilize the input of the Student-Athlete Advisory Committee (SAAC) • Develop programming based on current student-athletes’ issues and needs • Incorporate NCAA recommended programs, as well as programs delivered by NCAA personnel • Oﬀer team-speciﬁc programs via University contacts and services • Incorporate guest speakers into the SAAC meeting agendas in order to engage representatives in professional development opportunities

Goal #5: Continue to sponsor community service projects for individual teams and the SAAC. •Develop a department-wide service project that involves administrators, coaches, student-athletes, and members of the Hofstra community •Build relationships across campus in order to partner on speciﬁc services events •Require each team to complete at least one community service project •Work with the Athletic Communications oﬃce to help promote community services projects

Goal #2: Strive for 100% student-athlete attendance at life skills seminars.

Goal #6: Continue to broaden our involvement with the Long Island Community by completing service projects with individual teams and through the SAAC.

• Communicate all program details at the beginning of the semester to coaches and program administrators

•Work closely with community contacts to establish annual service projects

• Utilize the Fried Family Student-Athlete Development Center to communicate upcoming events

•Provide complimentary tickets for athletic events to local groups that serve youth and underprivileged individuals

• Advertise events via the student-athlete services weekly e-mail

•Increase awareness of the “Reading with Pride” initiative and partner with additional schools to promote the importance of literacy

• Track attendance at all student-athlete development events • Encourage coaches to attend all SAAC programs

Goal #3: Enhance relationship with Career Services, student-athletes and coaches in developing speciﬁc programs based on major and class year. •Inform coaches and student-athletes of available Career Center programming/resources via weekly student-athlete e-mails •Encourage coaches to develop individual team workshops based on student-athlete interest •Suggest that coaches visit the Career Center with recruits to educate them on the career resources available through the University

Goal #4: Continue individual and group seminars with Career Center staff. •Increase attendance among juniors and seniors for athletic resume review hours •Encourage student-athletes to attend the various career fairs and programs hosted by the Career Center

•Work with key local schools on reading rewards program that provides incentives such as tickets to men’s and women’s basketball games

Goal #7: Enhance alumni career network, as well as continue building our current student-athletes marketability for future careers and/or postgraduate studies •Encourage current student-athletes to attend alumni events hosted by Career Center •Increase alumni network in order to expand career options for student-athletes to learn about at Mentoring Night from the alumni guest speakers •Work with the Pride Club Board of Directors to research possible networking opportunities for current student-athletes and studentathletes who have recently graduated

Goal #8: Encourage student-athlete attendance at NCAA conferences, including the Student-Athlete Leadership Forum and Regional Career in Sports Forums.

•Develop speciﬁc programming based on major and class year

•Increase awareness among student-athletes and coaches of available NCAA programs and resources

•Partner with local businesses that are interested in hiring student-athletes and incorporate their expertise and opportunities into career programming

•Promote attendance at NCAA sponsored events during SAAC meetings and on GoHofstra.com

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Compe ti ti veness Our goal is to maintain a position of competitive leadership within the Colonial Athletic Association, whereby our teams regularly compete for conference championships and post-season play. Such ambition encourages student-athletes to be goal-oriented and fosters characteristics such as leadership, teamwork, dedication, discipline and cooperation. We are confident that this expectation is realistic given the University’s financial commitment to the athletics program, the program’s history of success and the present level of competitiveness of many of our sports. Over the past decade Hofstra has won 31 conference championships and qualified for a total of 36 NCAA Tournaments in the sports of men’s soccer, women’s soccer, volleyball, men’s basketball, wrestling, men’s lacrosse, women’s lacrosse and softball. Given the media attention placed on NCAA post-season play, participation in NCAA Tournaments brings positive attention to the institution and the athletics program. Such events are invaluable in that they provide Hofstra with the opportunity to compete against other nationallyrecognized institutions – often at neutral venues. Recent opponents in NCAA Tournament play include Oklahoma State, Arizona, Cornell, Maryland, Ohio State, Connecticut, Wake Forest, Providence, Boston College, Seton Hall and Penn State. In recognizing that individual accolades also bring positive attention to the institution and the athletics program, and have a direct relationship to team success, our goal is to earn as many individual awards as possible – All-American and Academic All-American honors – and the following Colonial Athletic Association awards:

•Players of the Year •Scholar-Athletes of the Year •Rookies of the Year •All-Conference honors •Coaches of the Year

The ability for each team to achieve success on a consistent basis is based in large part on the resources made available. Those programs that are supported with competitive facilities and the full complement of scholarships and the maximum allowable number of full-time staff members carry with them the highest expectations and will be evaluated as such. Presently, those programs include men’s and women’s basketball, men’s and women’s lacrosse, softball and wrestling. It is expected that student-athletes participating in these sports advance to the post-season (NCAA or in the case of basketball NIT or WNIT) during their careers at Hofstra. Presently, programs such as men’s and women’s soccer, baseball, volleyball and field hockey have many of the same resources as the aforementioned sports. The exception being that these programs do not have the maximum full-time coaching staffs. The expectations for consistency and success are only slightly below those referenced above. After all, men’s and women’s soccer and volleyball have captured conference championships in recent years and have, in fact, won first round games in their respective NCAA Tournaments. It is expected that student-athletes participating in these sports advance to the CAA Championships during their careers at Hofstra. The men’s and women’s cross country, golf and tennis programs have different expectations placed upon them. These programs have limited scholarship resources and part-time coaches. While it may be difficult for these sports to compete for team conference championships, it is expected that student-athletes from these programs can successfully compete for individual championships and recognition, thereby generating positive publicity for Hofstra Athletics. We also expect that individuals from these sports have positive experiences as studentathletes so that they desire to stay connected to the University following graduation. With three sets of expectations for our 17 sports, it is necessary to prioritize the allocation of resources (financial or personnel). Prioritizing various undertakings – whether they are academic or athletic – is a common practice among universities and must be employed due to the increasing costs associated with operating a Division I athletics program. Therefore, those sports with the highest expectations will most often receive the highest priority. It is important to note that this five-year strategic plan is a document that will be reviewed, evaluated, and potentially modified on an annual basis. This will enable the department to analyze its competitive progress and establish resources and goals accordingly. Therefore, sports that may not be presently categorized as receiving the highest priority but have achieved a high level of success may be re-evaluated.

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Goals Goal #1: Achieve a position of leadership within the CAA.

Goal #4: Continue to develop the strength and conditioning program.

• Establish a goal of ﬁnishing in the top third of the conference in all programs that operate at the NCAA scholarship and full-time coaching staﬀ maximums

• Review facility needs and equipment upgrades • Provide professional development opportunities for staﬀ members

• Establish a goal of ﬁnishing in the top half of the conference in all programs that operate at scholarship and coaching staﬀ levels close to the NCAA maximums

Goal #2: Attract and retain outstanding coaches and staff. • Aggressively recruit candidates when vacancies arise • Provide coaches with competitive salaries and summer camp opportunities • Work with coaches to develop facility enhancement plans • Encourage all coaches and staﬀ to participate in their respective associations for professional development

Goal #3: Recruit Long Island’s top level studentathletes while building a recruiting presence in the Mid-Atlantic region, as well as in particular areas of the country for certain sports.

Goal #5: Implement a scheduling philosophy that maximizes the opportunities for competitive success and post-season play. • Develop game schedules that are based on team expectations, the experience level of returning team members, and the potential of incoming freshmen and/or transfers • Maintain a combination of contests against local opponents and opponents from recruiting areas in various regions of the country

Goal #6: Conduct annual evaluations with all head coaches to review the status of each program. • Identify program needs • Evaluate the assistant coaches • Address game scheduling strategies and recruiting plans • Evaluate the strength and conditioning program • Review fundraising eﬀorts and future fundraising plans

• Address recruiting strategies as part of the evaluation process • Ensure that all programs have access to resources that allow for eﬀective recruitment

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Re venue Generation The primary objective of revenue generation is to provide the additional resources for the short and long-term plans of the Athletics Department. Additional revenue will, in many ways, determine the level to which strategic initiatives may be successfully executed.

Over the past ﬁve years the total revenue from contributions, ticket sales and corporate sponsorships has increased more than 84%. The most signiﬁcant increase has come from contributions, which has grown from $525,000 in 2005 to just over $1.2 M in 2010 (nearly 129%).

Three of the four primary revenue streams include athletic contributions, corporate sponsorships and ticket sales. A fourth revenue source, athletic facility rentals, is referenced in the facilities section of this document.

As reflected in the chart, contributions to support Hofstra Athletics comprise 42% of total revenue. Gifts are almost exclusively made from individuals with a small portion from foundations and corporations. The athletic development operation is an approach that blends efforts to maximize participation (gifts at any level) with a prospect outreach program to cultivate, solicit and steward major gifts and multiyear commitments. Athletic development works directly with the University Development Office to manage prospects, cultivate donors and collaborate on many high-level prospects and donors who express interest in supporting Hofstra Athletics, as well as other University programs or initiatives.

Successful revenue production requires active participation from alumni, parents, and fans as well as important partnerships with the corporate community. This involvement is critical to set ambitious revenue goals to support the various initiatives of Hofstra Athletics.

Athletics Revenue* Facility Rentals 34%

Contributions 42%

Ticket Sales 13%

Corporate Sponsorships 11%

*Two-year average of 2009 and 2010 ﬁscal years, excluding NCAA and CAA distributions

Funds are raised to augment operating needs that enhance travel, bolster recruiting resources or make possible supplemental team equipment purchases. Additionally, athletic development efforts have been critical in completing capital projects to update locker rooms, renovate offices and practice facilities, initiate traditions projects (pictorial and text historical displays), construct grandstands as well as replace scoreboards and playing surfaces. In the past three years more than $1.2 M has been contributed towards capital projects to enhance athletic facilities at Hofstra. In order to continue to advance athletic development efforts, it is necessary to work with the Development Office to engage high-level University donors and prospects. The ability to cultivate and solicit major gift prospects for athletic initiatives will provide significant, long-term funding in areas such as facility renovations, new facility construction and athletic facility endowments for future renovation and replacement needs. Without access to these prospects, athletic development endeavors will soon realize diminishing margins of increased funds raised each year and long-term funding for improved or new facilities will not be approached in the most effective model. Other key aspects of enhancing the fundraising efforts include: promoting the matching gift programs offered by many organizations, encouraging donors to consider a multi-year pledge, utilizing e-communication more frequently to engage Pride Club members and athletic alumni, organizing call nights with current student-athletes to thank donors and solicit contributions and emphasizing to coaches the importance of their involvement in the fundraising process. All of these practices have helped the fundraising operation evolve into a comprehensive effort that seeks to maximize donor participation and increase financial support. Corporate sponsorship revenue comprises 11% of total athletics revenue. The Pride Corporate Sponsorship program includes nationally recognized companies, as well as local community partners. Sponsorships are customized based on the marketing and/ or branding objectives of partners and include elements such as facility signage, tickets, luxury suites, event sponsorship, print ads in game day programs, in-game promotions and interactive offerings

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on GoHofstra.com. The benefit for sponsors is not only our ability to customize programs but also to provide direct access to three very loyal fan segments (students, local community members and alumni). If future sponsorships can include a comprehensive blend of benefits from the Athletics Department and other programs at Hofstra, it will allow for a very compelling corporate package. Therefore, it is important that the Athletics Department and the Development Office provide a forum to educate other departments regarding cosponsored proposals and a more integrated approach to fundraising to establish comprehensive University partnerships. An example of such an agreement is the Capital One Bank partnership established in the fall of 2010. This agreement includes elements from the Athletics Department, the Zarb School of Business and Continuing Education. Other industries that offer similar collaboration include, but are not limited to, office supply companies, wireless providers, office copier firms, computer providers, express mail services, health care companies, and construction firms. These business segments may enjoy the sponsorship elements that Hofstra Athletics can provide. Benefits such as signage in athletic facilities; ticket packages to be used for company employees and clients in the community; and special events to better develop relationships with key contacts at Hofstra and throughout Long Island, can all be used to create a more effective and engaged University partnership. We look forward to working with all appropriate departments and developing an inclusive and comprehensive plan to acquire new sponsors and grow existing partner relationships. With a full University commitment, the partnership program will serve as a catalyst for the University to attract, develop and manage dynamic partnerships that will benefit the long-term standing of Hofstra University.

Much of the challenge in attracting strong crowds to games is simply the lack of awareness. Grassroots efforts are a vital foundation but can only bring in so many fans to each game in the crowded social environment that is Long Island. Feedback from many casual fans is that they are not aware of when games take place. The ability to advertise to create awareness will build upon our existing fan relationships and also reposition Hofstra Basketball as a “can’t miss” entertainment option during the winter. Other resources could be used to attract halftime entertainment to entice families and friends from the local community. Fans and colleagues will often suggest to simply “give away” free tickets to increase attendance. We have attempted a mass free ticket offering in past years to no avail. The distribution of free tickets sends a desperate message and devalues efforts to sell tickets and more importantly, build a fan base. A fan who purchases an affordable ticket is invested and more likely to attend or give the ticket to an interested friend. Those who receive a free ticket do not share the same urgency since they can simply ask for another free ticket to a future game. Situations do exist, however, where free tickets are useful. Hofstra Athletics provides free ticket vouchers to underprivileged groups and organizations and has two full-time administrators manage this community outreach effort. These groups could not otherwise afford to purchase tickets but have expressed interest in attending games, which creates a strong likelihood that free ticket vouchers will be redeemed.

Tickets are sold for men’s and women’s soccer, men’s and women’s basketball, volleyball, wrestling, and men’s lacrosse games, with 82% of all ticket sales revenue coming from men’s basketball and men’s lacrosse. Ticket sales efforts are a combination of season ticket campaigns for men’s basketball, men’s lacrosse and wrestling, and group and individual game sales efforts for all of the aforementioned sports listed above. Group sales efforts include developing partnerships with local youth and community groups to drive group ticket sales. Some of the most powerful relationships exist with the Boy and Girl Scouts of Long Island, Catholic Youth Organization (CYO), Police Athletic League (PAL), Hofstra Summer Camps, and the Town of Hempstead. Group ticket sales often include pre-game clinics, opportunities to play at halftime, special access tours and post-game autograph sessions. For ticket sales to continue to improve and for game attendance to reach the levels that will create a sustainable home court advantage, a significant commitment to advertising is needed. Specifically, these additional funds would be used to advertise in all major mediums with a heavy focus on men’s basketball. Advertising dollars would complement grassroots season and group ticket sales efforts by building a much stronger awareness in the Long Island market of games, dates and times. HOFSTRA UNIVERSITY 9

Goals Goal #1: Achieve and sustain a position in top third of the conference in funds raised, former athlete participation and ticket sales (based on comparative sports).

• Purchase ticket scanners to eﬀectively analyze fan attendance patterns and trends

Goal #4: Model sponsorships as a “window” to the University.

• Leverage major gift prospects to fuel increased contributions, striving to raise more than $1.75 million annually to reach top third of CAA institutions

• Establish new, nationally recognized brands as sponsors and generate new revenue

• Establish new and maintain current best practices to increase participation of former student-athletes from 11% in 2010 to exceed 25% in the next ﬁve years

• Seek and secure new sponsorships that model the Capital One Bank agreement whereby the Athletics component provides brand visibility and complements other academic, cultural or development programs at Hofstra

• Based on increased advertising dollars and an improved home schedule, ﬁrmly establish Hofstra Basketball as one of the top four most attended programs in the CAA (along with Old Dominion, VCU and George Mason)

•Prepare a ticket pricing model to be implemented in the next three years

• Engage in partnerships that add to game day experience for fans with giveaways and special events during various games

Goal #5: Build the Hofstra Pride Club into a nationally recognized support club. • Engage the membership in one of ﬁve central ways:

Goal #2: Execute a capital projects fundraising plan. • Work closely with Athletic Facilities staﬀ to identify projects, develop timelines and associate costs for each plan • Continue to develop capital project fundraising plans, including naming opportunities, to enhance facilities for current student-athletes, assist in recruiting eﬀorts and improve game day experience for fans • Identify top prospects for each endeavor including past donors, alumni, parents and fans • Be proactive in developing project timelines in order to receive funding before upgrades are necessary

Goal #3: Firmly establish a Hofstra Men’s Basketball fan base in Nassau County. • Grow fan database of group and individual game buyers for increased season ticket prospect pool • Increase advertising mix of radio, TV, print, outdoor, social media, online and grassroots efforts to create awareness of Hofstra Basketball program • Create memorable game day experiences with a special focus on families, Hofstra students, and Hofstra alumni • Enhance community partnerships to boost attendance and group sales efforts • Improve coordination with Alumni Office to more directly involve alumni with special events during basketball games

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Assist the Pride Club Board of Directors in its efforts to bolster support for and awareness of the Hofstra Pride Club and its membership growth. Enhance giving from former student-athletes to a nationally recognizable level. Focus new Varsity H Association (former letter winners club) on participation percentage, host annual Mentoring Night and Freshman Reception, and recognize that the Participation Challenge is a key driver for increasing contributions from former athletes. Increase multi-year pledges of $2,500+ annually. Promote the new Blue and Gold Society, which offers the opportunity to steward relationships with major gift donors and provides coaches with ability to plan their annual operating expenses in most effective method. Offer engaging and appealing benefits to fans to add to season ticket discount, VIP parking and access to Pride Lounge. Utilize GoHofstra.com, the annual report and other opportunities to recognize our benefactors and publicize their stories of giving back to Hofstra Athletics.

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Fiscal Responsibili ty Hofstra Athletics maintains its commitment to ﬁscal integrity by monitoring its revenues and expenses, by conducting an annual budget process that is consistent with that utilized by other areas of the University and by identifying short-term and long-term needs.

•Enhanced academic and athletic experiences for student-athletes

The escalating costs associated with operating a Division I athletics program require us to seek ways in which we can extend our ﬁnancial resources. This includes communicating to all Athletics Department staﬀ members the department’s philosophy regarding the distribution of funds and strategically allocating resources in a manner that is consistent with our priorities.

•Positive impact on student spirit and campus life

While we will not make rigid decisions on which programs are prioritized as outlined in our Competitiveness section of this document, there are factors that will lend themselves to prioritizing the allocation of resources. Programs that generate media attention and ticket revenue are more likely to receive additional resources when they are made available. Similarly, programs that have a demonstrated history of success are also more likely to receive any available funding. Ultimately, athletic resources must be allocated in a manner that yields the highest rate of return. We must see to it that the funds we allocate provide measurable outcomes such as:

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•Publicity for the institution •Likelihood of championships and post-season play

It is imperative that administrators with budget management responsibilities work with the External Relations staff (fundraising, corporate sponsorships, ticket sales) to monitor the progress of revenues and expenses and to seek ways in which trade and gifts-inkind may be included in sponsorship proposals or pledge agreements. The Athletics Department’s commitment to gender equity – specifically in the areas of facilities, coaching and operating resources – must be taken into account throughout the budgeting process. The Gender Equity, Compliance and Minority Issues section of this plan references specific goals and objectives. It is important to identify the funding necessary to accomplish such aspirations. The continual communication of budget information with the Office of Finance staff and the Athletics Department staff will ensure that all budget processes and protocols are followed.

Goals Goal #1: Communicate the department’s philosophy regarding the allocation of resources to all coaches and staff members. • Identify department-wide and program-specific needs • Seek sport schedules that support regional and national recognition, while at the same time allow for fiscal management of funds • Review fundraising plans necessary to offset budget overages • Ensure that budget processes are consistent with those utilized by other campus departments • Include budget management in the annual evaluation process for all coaches

Goal #3: Prepare department-wide cost savings plans. • Identify the consolidation of business ventures with vendors to yield productive pricing • Seek partnerships with corporations that can directly enhance operational services by oﬀering cash or trade

Goal #4: Identify timelines for facility enhancement and renovation projects. • Include all projects for facility replacement so that funds are secured and appropriated • Work with Finance and Plant Departments to establish project budgets and renovation schedules

Goal #2: Identify the most effective way to utilize funds from the Pride Club Unrestricted Fund, Capital Improvement Fund and Women’s Athletic Fund. • Review recruiting budgets and recruiting needs of each sport • Look for in-season tournaments and national scheduling opportunities for various sports • Explore other initiatives that fall outside of the existing budget

Goal #5: Advertise ﬁnancial initiatives and projects to the community at-large. • Include GoHofstra.com announcements of special projects • Solicit alumni, community and corporate ﬁnancial assistance via special mailings • Use approved social networking communication tools to showcase initiatives

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Athle tic Facili ties Athletic facilities serve as the “front porch” of an athletics program. Prospective recruits, candidates for coaching and administrative positions, donors and sponsors often will make impressions about an institution’s commitment to athletics by assessing the condition of existing facilities as well as any plans for future facility enhancements. The Athletics Department strives to provide student-athletes and coaches with the resources to be successful. Hofstra University aspires to win conference championships and participate in NCAA Tournaments. As a result weight rooms, training rooms, locker rooms, and practice and competition sites must be championship caliber; and it is important to recognize that the renovation and construction of athletic facilities is a never-ending process. Over the years Hofstra has constructed first-class facilities, most notably the Mack Sports Complex, James M. Shuart Stadium, and the softball, field hockey and soccer stadiums. The challenge has been identifying funds for necessary renovations, upgrades and equipment replacements in connection with these existing facilities. In recent years these initiatives have been made possible largely through fundraising efforts. Moving forward, it is imperative that short and long-term schedules be developed for all facility projects and such information is shared with the Athletic Development staff and coaches so that coordinated fundraising plans can be established. In addition to facility use by student-athletes and other members of the campus community, another significant use is by outside groups who rent the facilities. Athletic facility rentals comprise a significant portion of the Athletics Department’s overall revenue, generating

approximately $1 million in each of the past four years. Because of this, it is critical that all athletic facilities are properly maintained and marketed so that Hofstra University remains a viable option for those looking to rent. This requires identifying funds for the replacement and enhancement of facilities and equipment so that the institution remains the premier choice for new and repeat rentals. Hofstra’s athletic facilities are rented for a variety of purposes, including high school commencements and athletic championships, camps and clinics, job fairs, concerts and culinary exhibits. In addition to the revenue generated, these events bring potential students, donors and sponsors to the campus. Since attracting the local community to the campus is a University-wide priority, it is important to keep facilities up to date so that more opportunities exist for campus visitors. For the purpose of identifying prospective time frames for all facility projects, the short-term is deﬁned as 2011-15 and the long-term is deﬁned as 2015-20. The project schedules will be reviewed annually, with the likelihood that projects may be added to or removed from the list over time.

Short-Term Projects (2011-15): Indoor Practice Facility replacement Physical Education Building spectator seating replacement Baseball Stadium turf replacement Soccer Stadium turf replacement Softball Stadium lighting installation James M. Shuart Stadium sound system upgrade Physical Education Building scoreboard upgrade Swim Center locker room renovation

Long-Term Projects (2015-20): James M. Shuart Stadium turf replacement James M. Shuart Stadium lighting upgrade Mack Sports Complex scoreboard replacement James M. Shuart Stadium Press Box renovation Mack Sports Complex and James M. Shuart Stadium suite renovation

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Goals Goal #1: Maintain facilities that meet all safety code requirements. • Perform timely evaluations of all facilities and equipment • Schedule all necessary maintenance and repairs

Goal #2: Prepare a schedule for all short and long-term facility projects. • Identify and prioritize all facility projects • Work with coaches to identify various facility and equipment needs • Provide Athletic Development staﬀ and coaches with facility plans so fundraising strategies can be established • Maintain an Athletics Facility page on GoHofstra.com that

Goal #3: Ensure that all athletic facilities function at a level that enables the Athletics Department to reach its revenue goals. • Communicate with prospective renters to be certain of their facility needs • Compare existing facilities and fees to those of all competitors • Actively participate in the Athletics Department’s budgeting process to implement attainable revenue totals • Conduct visits to other institutions for the purpose of viewing their athletic facilities

highlights existing facilities and future projects

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Gender Equi ty, Compliance, Minori ty Issues Hofstra University seeks to maintain an Athletics Department that is compliant with all NCAA, CAA and institutional rules and regulations. Included in this pursuit are the ideals of minority and gender equity. Hofstra Athletics regularly puts its compliance program through a number of reviews conducted by auditors outside of the department. The NCAA, the CAA and Hofstra University Internal Audit all review the policies and procedures of the Athletics Department while examining its oversight and involvement with processes related to financial aid, admissions, compliance, finance, ticket office operations, student services and academics. The CAA conducts its compliance audit of each member institution once every four years, completing its most recent audit of Hofstra in 2008.

The NCAA conducts its certification process every 10 years. In 2009 Hofstra University completed a two-year long certification process with the NCAA. This was the second cycle of NCAA certifications, as Hofstra completed its first NCAA certification in 1999. The certification was comprised of a self-study, conducted by various members of the Hofstra University community, followed by a review and site visit by a team of peer reviewers from other NCAA institutions. The three areas covered in the review included StudentAthlete Well Being/Gender-Equity/Minority Issues, Governance and Commitment to Rules Compliance and Academic Integrity. In our ongoing desire to provide a positive experience for our studentathletes, Hofstra has made a number of changes to impact the life of a student-athlete. In 2010 the position of assistant director of athletics for student-athlete development was created and the Fried Family Student-Athlete Development Center was constructed. The Center houses the study hall program and student-athlete development initiatives including community service projects, career services programs and student welfare campaigns. It is equipped with a staff of three full-time administrators, study space for nearly 150, computer terminals and private tutoring rooms. The NCAA certification team commended the Athletics Department for its efforts in providing an atmosphere that promotes gender equity and is sensitive to minority issues. Throughout the review process facilities and resources for men’s and women’s programs were studied and compared. The peer review team toured all athletic facilities and spoke with focus groups representing various sports programs. Hofstra’s hiring practices were also appraised and accepted, as was its treatment of minority student-athletes and staff members. The peer review team also approved a list of goals that was created by Hofstra to ensure that these commitments remain steadfast for the next 10 years. Hofstra Athletics will endeavor to achieve these goals and add new ones as opportunities arise and the strategic plan is reviewed on a yearly basis.

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Goals Goal #1: Maintain an atmosphere of diversity with the Athletics Department. • Create a written assessment plan for monitoring the department’s commitment to diversity • Communicate the importance of diversity to Athletics Department staff and student-athletes • Distribute a commitment to diversity statement to the Athletics Department and post it on GoHofstra.com • Offer staff training as it relates to the University’s commitment to diversity

• Allocate equitable camp and clinic opportunities to men’s and women’s coaches alike • Maintain a comparable comprehensive program for preventative medical care and rehabilitation as well as a strength and conditioning program appropriate for each sports program • Provide equitable housing and dining services to all student-athletes • Develop marketing and media exposure plans for women’s sports

Goal #2: Utilize all available resources within the University to promote diversity. • Encourage student-athletes to visit the Office of Multicultural and International Student Programs to ensure that they are aware if its offerings • Encourage coaches to utilize the Office of Multicultural and International Student Programs when recruiting potential student-athletes

Goal #3: Seek to increase the number of minority applicants for coaching and staff positions within the department. • Utilize the Black Coaches Association and NCAA Minority Internship program when hiring • Utilize the Office of Multicultural and International Student Programs when recruiting new staff members • Utilize the policies and procedures set forth in the University’s Affirmative Action Policy

Goal #4: Maintain compliance with respect to spending between men’s and women’s sports in regards to scholarships and participation. • Work with the University Legal Counsel to determine appropriate levels of scholarship funding for men’s and women’s sports considering the recent elimination of the football program • Maintain proper scholarship and roster sizes with men’s and women’s programs according to new guidelines • Educate coaches and staﬀ as to new guidelines as deemed by the department and legal counsel and explain changes that resulted from the elimination of the football program

Goal #5: Maintain equity between men’s and women’s programs in regards to resources and facilities. • Provide comparable budgets for men’s and women’s programs including equipment, travel and salaries • Ensure that coaches are adhering to guidelines established in the Policy and Procedures Guide for team travel • Develop a facility renovation plan to include playing and practice fields, oﬃces and locker rooms (see facilities section of this document)

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Media Exposure One of the most important aspects of a successful athletics program is its ability to promote the University through the exposure it receives from game stories, department events, human interest stories, community service initiatives, award announcements and University functions. Through the media coverage of teams, individual student-athletes, coaches and staff, the Athletics Department contributes to the University’s mission by generating positive publicity; reaching out to alumni and encouraging them to return to campus and engaging the campus community in the many campus activities the department promotes. It also contributes to new student recruitment through the various platforms in which the athletics programs are showcased on the local, regional, national and international levels. The responsibility of informing the various media outlets (print, internet, radio and television) of the stories surrounding Hofstra Athletics is handled by the Office of Athletic Communications staff, which promotes the successes of the student-athletes, coaches, administration and the entire Athletics Department through our local, regional and national media outlets. With the continued growth of internet media and the population’s access to that media, GoHofstra.com has taken on a greater role in conveying the accomplishments and future goals of the University and the Athletics Department.

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Hofstra’s location results in the need to be creative with the story ideas and pitches. With nine professional sports franchises, along with numerous colleges and high schools competing for the same time and space on the local sports television broadcasts or in the sports section of newspapers, GoHofstra.com has become the outlet to promote some of the stories that may be overlooked by the local, regional and national media. Over the past few years, Hofstra Athletics has received national media attention in such outlets as: Sports Illustrated, ESPN The Magazine, ESPN.com, USA Today, the Wall Street Journal and the New York Times. This exposure has come as a result of the success of Hofstra’s studentathletes and coaches, along with the key media contacts the members of the Office of Athletic Communications have formulated over the years. The success of the athletics programs and those involved with those programs goes hand-in-hand with the media attention the Athletics Department receives. While generating positive media exposure can be challenging at times, the continued success of Hofstra’s programs and a strong collaboration between the Office of Athletic Communications and all of the Athletics Department staff will ensure that the University community will continue to benefit from the positive media coverage of Hofstra’s teams and student-athletes.

Goals Goal #1: Successfully distribute all news surrounding the Hofstra Athletics Department and its 17 athletic teams. • Schedule weekly Oﬃce of Athletic Communications staﬀ meetings to discuss ways to promote current stories and to maximize coverage of Hofstra Athletics • Formulate a plan to begin hosting Media Days, starting with the 2011-12 basketball season

Goal #2: Increase the brand awareness of Hofstra Athletics; both on and off the ﬁeld of play. • Schedule monthly meetings with the Student-Athlete Services staﬀ to ensure that events falling under their responsibility are promoted (e.g., book readings, blood drives, charity events, food drives) • Continue to print media guides in the sports of men’s basketball, women’s basketball, wrestling, men’s lacrosse, women’s lacrosse and softball – allowing us to send these publications to members of the Hofstra community, Long Island community and the media • Continue to produce an annual report to update the community on the Athletics Department’s accomplishments and various endeavors • Work with the Long Island-based community media (e.g., Herald, Anton, Patch.com) to ensure that local stories are getting the appropriate coverage

Goal #5: Measure the Athletics Department’s value to the University. • On a bi-yearly basis utilize various monitoring services that can provide real time data to the Athletics Department for what its television, radio and print publicity is worth in terms of dollar value to the University

Goal #6: Cultivate Relationships; both internally and externally. • Schedule bi-weekly meetings with the Athletics Marketing and Promotions staﬀ to make sure all appropriate events are promoted accordingly • Continue monthly meetings with University Relations to discuss ways to incorporate any Athletic endeavors into the University’s public relations plans • Schedule quarterly meetings with local media outlets such as Newsday, News 12, TV-55

Goal #3: Build awareness of our athletic and academic excellence. • Meet as an Athletics Department staff on an annual basis to ensure that a consistent message is being developed and effectively communicated • Design and showcase publications and collateral materials that adhere to our standard of excellence • Allow for proper promotion of our highest-profile athletic programs through funding, staffing and media opportunities

Goal #4: Utilize GoHofstra.com to maximize our outreach. • Work with other University staﬀ to increase the production quality of all video elements on GoHofstra.com • Promote all athletic facilities • Use the many features of GoHofstra.com to eﬀectively involve as many members of the community as possible (e.g., chats, blogs, auctions, store, Pride Club, tickets) • Ensure that everything the Athletics Department does is consistently branded accurately with department’s goals and values

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Athle tics Strategic Planning Commi t tee Meaghan Almon Assistant Director of Athletics for Administration

Cindy Lewis Senior Associate Director of Athletics

Jay Artinian Associate Director of Athletics for Facilities

Peter Libman Dean of Students

Rachel August Volleyball Student-Athlete

Danny McCabe Executive Associate Director of Athletics

Michael Barnes Faculty Athletics Representative and Associate Professor of Psychology

Tim McMahon Associate Director of Athletics for External Aﬀairs

Melissa Connolly Vice President for University Relations Jean Giebel Associate Professor of Drama and Dance Stephen Gorchov Associate Director of Athletics for Communications Joseph Gregory Co-Chair of Athletics Committee of the Board of Trustees Jack Hayes Director of Athletics Alan Kelly Vice President for Development Krista Kilburn-Steveskey Head Women’s Basketball Coach Nathaniel Lester Men’s Basketball Student-Athlete

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Jennifer Mone Deputy General Counsel and Equal Rights and Opportunity Oﬃcer Richard Nuttall Head Men’s Soccer Coach James Quinn Co-Chair of Athletics Committee of the Board of Trustees Jennifer Skorzawski-Ross Assistant Provost for Academic Outreach Joseph Sparacio Member of the Board of Trustees and the Pride Club Board of Directors Samantha Sweeney Assistant Director of Athletics for Student-Athlete Development E. David Woycik President of the Pride Club

HOFSTRA ATHLETICS MISSION STATEMENT The mission of the Athletics Department is to sponsor a broad-based athletics program, which positively reflects the interests and values of the institution’s students, faculty, administration, alumni, and friends who support its many initiatives. The primary objective of the athletics program is to provide student-athletes with the opportunity to excel in the academic environment and in athletic competition. By recruiting men and women of academic quality, good character, and high athletic ability, the athletic program fosters among its students a sense of leadership, discipline, mutual trust, and social responsibility. The athletics program maintains a strong commitment to the principles of fiscal responsibility, gender equity, minority equity, sportsmanship and adheres to the highest standards of ethics and integrity. Central to its mission, the athletics program directs its efforts in accordance with University, Colonial Athletic Association, and NCAA policies. Operating in a manner, which reflects positively on Hofstra University, the athletics program aspires to provide the necessary resources for its student-athletes to compete at the highest possible level and it looks favorably upon the opportunity to serve a leadership role in intercollegiate athletics - locally, regionally and nationally.