ATHLETICS
FIVE-YEAR STRATEGIC PLAN | 2010-2015
BOLD
VISION B FUTURE RIGHT
BASEBALL | BASKETBALL | CROSS COUNTRY | FOOTBALL | GOLF | RIFLE | SOCCER | SOFTBALL | TENNIS | TRACK & FIELD | VOLLEYBALL
BOLD VISION, BRIGHT FUTURE
TABLE OF CONTENTS Table of Contents . . . . . . . . . . . . . . . . . . . . . . . . . . .1 Message From the Athletics Director . . . . . . . . . . .2 The Mission . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4 The Vision . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5 Core Values . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6 Strategic Priorities . . . . . . . . . . . . . . . . . . . . . . . . . .7 Strategic Operational Areas . . . . . . . . . . . . . . . . . . .8 1. Academic Support . . . . . . . . . . . . . . . . . . . .10 2. Finance & Budgeting . . . . . . . . . . . . . . . . . .12 3. Revenue Generation1 . . . . . . . . . . . . . . . . . .14 4. Governance & Rules Compliance . . . . . . . .18 5. Communications & Public Relations . . . . . .20 6. Marketing & Promotions2 . . . . . . . . . . . . . .22 7. School Spirit . . . . . . . . . . . . . . . . . . . . . . . . .24 8. Staff Enhancement & Human Resources . . .26 9. Student-Athlete Heath & Well-Being . . . . . .28 10. Facilities & Maintenance . . . . . . . . . . . . . .32 11. Diversity & Equity . . . . . . . . . . . . . . . . . . .36 * In coordination with the UMAA Foundation1 and Ole Miss Sports Properties2
OLE MISS STRATEGIC PLAN | 1
BOLD VISION, BRIGHT FUTURE
MESSAGE FROM THE A.D. Has there ever been a better time to be a Rebel? The 2009-2010 athletics season has faded into a memory, but what a fantastic memory it is. Nine of our twelve sports that have the opportunity to play in postseason team competition, did. Our Houston Nutt-led football team capped a second-straight nine-win campaign with another Cotton Bowl victory. Mike Bianco's baseball program earned its eighth straight NCAA Regional berth and produced SEC Pitcher of the Year Drew Pomeranz. Mark Beyer's women’s tennis program won its first outright SEC Western Division title and finished NCAA play in the final 16 teams for the first time in 11 years. Men’s tennis and men’s basketball also claimed SEC West crowns and were joined in postseason competition by men's and women's golf, soccer and women's basketball to round out one of the best performances in Ole Miss athletics history. The coaches and support staff as a whole are probably the best group that has ever been assembled. It is my belief that there are several reasons for this. Starting in 1998, Ole Miss Athletics, with strong financial and personal support from its booster base, embarked on a journey that has enabled us to provide SEC-caliber facilities. Our coaches can now recruit on par with other SEC coaches. Over the last 11 years we have spent more than $125 million on new and improved facilities. From the FedEx Academic Center to the Indoor Practice Facility, the expanded baseball stadium, the Gillom Sports Center, the remodeled administration building and the men's and women's basketball practice facility, we have a lot to be thankful for. Our student-athletes are hard working and committed. They have all tasted success and realize the discipline it takes to achieve that success. Our overall academic progression is getting better each year because of the strength of our academic support group. Everywhere there is a buzz in the air. As we travel regionally and across the country people know Ole Miss and are talking in very positive tones about our athletics programs. From the Grove Bowl to hosting championship events, the game day experience is world class. Via the SEC television contract, every Ole Miss football game is broadcasted, and we have unprecedented coverage for basketball and expanded coverage for many of our Olympic sports.
2 | OLE MISS STRATEGIC PLAN
BOLD VISION, BRIGHT FUTURE
But as far as we have come, we still must press forward. We cannot be complacent. We play in an intensely competitive conference. In some sports our team may finish in the top 20 in the nation and still be in the lower half of conference standings. We must look at our future needs and provide our athletes the support they need to succeed. Given that support, they will succeed. Then the Ole Miss family may enjoy those shared experiences, those moments we all relish. To that end, I am pleased to present the Ole Miss Strategic Plan for 2010-2015. In the summer of 2008 the Athletics Department began working on this five-year strategic plan. The plan reflects our continuing commitment to meet the diverse and ever-changing needs of our student-athletes, coaches, staff, university, conference and community. This strategic plan is intended to be a living document. It will evolve as we engage our students, faculty, staff and alumni. As this engagement broadens, we will have a better understanding of the true definition of success. The challenge for us is to understand that success is a moving target, redefined every day in this ultra-competitive environment. Our theme for this strategic plan, Rebel Ready, is our commitment to always be prepared, agile, responsive, innovative, efficient and competitive in the classroom and on the fields and courts. Three strategic priorities emerged as we evaluated our strengths and challenges: 1) ensuring student-athletes success in the classroom and on the field; 2) positioning our athletics teams to compete for championships; and 3) building community and commitment to the University through outreach and by providing the ultimate game day experience for our fans. The goals and initiatives outlined within each operational unit align with our priorities and provide a balanced framework to guide us toward our long-term strategic vision. The development of this plan reinforced our belief that our strength lies in the collective passion and engagement of the entire Ole Miss community. Through the partnership and collaboration of our Ole Miss family and the collective understanding of our core values and long-term goals, we will build on the momentum and success we have experienced over the past decade. We look forward to working together as we realize our vision and execute our initiatives all aimed toward unparalleled success and a new standard of excellence in intercollegiate athletics. We are Rebel Ready. So the question offered at the beginning of this letter was, “Has there ever been a better time to be an Ole Miss Rebel?� At this moment in time, the simple answer is no. But, if we work together in implementing this plan, our tomorrows will be even better.
OLE MISS STRATEGIC PLAN | 3
BOLD VISION, BRIGHT FUTURE
THE MISSION The mission of the Department of Intercollegiate Athletics is to produce successful student-athletes and competitive athletic teams by recruiting qualified student-athletes, coaches, and staff from diverse backgrounds and by providing equal opportunities regardless of ethnicity or gender. The department will prepare student-athletes to be productive members of society by assisting in their development of academic, social and leadership skills within an environment which fosters integrity and sportsmanship along with emotional, physical, and mental well being. Operating within the principles of sound fiscal management, the department will sponsor athletic teams to promote enthusiasm, financial support, cohesiveness, and loyalty within the University community. Demonstrating leadership in all decisions which impact the University, the Southeastern Conference, and the National Collegiate Athletic Association, the department will conduct itself in an ethical and honest manner.
4 | OLE MISS STRATEGIC PLAN
BOLD VISION, BRIGHT FUTURE
THE VISION The Department of Intercollegiate Athletics will advance the University's educational mission. Ole Miss Athletics is committed to providing student-athletes with the opportunity to compete at the highest level academically and athletically within the guidelines of the University, the Southeastern Conference, and the NCAA. The Department, in alignment with our mission and long-term goals will pursue the highest standard of excellence in athletics- both on and off the field.
OLE MISS STRATEGIC PLAN | 5
BOLD VISION, BRIGHT FUTURE
CORE VALUES Our core values guide our conduct today and establish a foundation to support our mission, vision, and long-term strategic goals in the future.
Excellence & Innovation We will embrace best practices but will not be afraid to be a trailblazer that creates or redefines the standard. We will fear inertia and challenge the status quo by pursuing excellence through innovation and bold new ideas.
Integrity & Sportsmanship We engage only in behavior that reflects the highest levels of integrity and sportsmanship in all that we pursue.
Teamwork We are a family in this journey. We are cooperative and coordinated in our efforts with our student-athletes and their families, coaches, staff, and the entire UM community.
Stewardship We operate with sound fiscal responsibility and efficiency. We will provide the necessary resources for our student-athletes, coaches, and staff to achieve our vision.
Diversity & Equity We embrace diversity and equity throughout our organization. We hire and recruit without regard to age, ancestry, disability, gender, marital status, or parental status, national origin, race, religion, sexual orientation or veteran status.
6 | OLE MISS STRATEGIC PLAN
BOLD VISION, BRIGHT FUTURE
STRATEGIC PRIORITIES The Department of Intercollegiate Athletics has identified three key strategic priorities to serve as an overarching framework for achieving the department's mission, vision, and goals. Each strategic area within the department has developed and prioritized their goals and initiatives in alignment with the strategic priorities of the overall department, which include:
Ensuring Student-Athlete Success Our top priority is student-athlete success both in the classroom and on the playing field. The Ole Miss Athletics Department is devoted to nurturing each of our student-athletes academic, athletic, and professional skills.
Competing for Championships The Ole Miss Athletics Department is committed to competing for and winning championships at the conference and NCAA level. The athletics department sponsors 18 intercollegiate sports.
Building Community Athletics plays a key role in building community among Ole Miss students, faculty, staff, alumni, and fans. Athletics events often help define the college experience for our students and provide occasions for our alumni and friends to re-connect to the University and deepen their commitment to Ole Miss.
OLE MISS STRATEGIC PLAN | 7
BOLD VISION, BRIGHT FUTURE
STRATEGIC OPERATIONAL AREAS Overview of Athletics Operations The Ole Miss Athletics Department is led by the Director of Athletics. The department is comprised of the core operational areas of academics, facilities, finance, internal and external operations, media relations, varsity sports, compliance, ticket operations, sports productions, information technology, Ole Miss Sports Properties (marketing), and the UMAA Foundation. With a consolidated (UMAA Foundation and annual athletics department) operating budget of more than $57 million, the department employs a support staff that includes varsity team coaches and their staff. The department sponsors NCAA Division I sports programs, provides scholarships to student-athletes, and maintains numerous state of the art athletic facilities. General Quick Facts: Athletics Operations • • • • • • • • • • •
Employs approximately 200 people Comprised of 11 strategic operational units Maintains 15 state-of-the-art athletics facilities Invested more than $125 million in capital construction over the past 10 years Sponsors 18 NCAA Division I sports programs Provides scholarships for approximately 400 student-athletes Maintains student-athlete graduation success rate over 70 % Achieved 17 (3 team and 14 individual) national titles, 125 (48 team and 77 individual) SEC division, tournament and conference titles Produced 238 First Team All-Americans Produced 125 Scholar/Academic All-Americans Produced 5 Rhodes Scholars
8 | OLE MISS STRATEGIC PLAN
BOLD VISION, BRIGHT FUTURE
Unit-Level Plans Detailed The subsequent sections of this report provide details on the vision and goals of each of the strategic operational units within the athletics department. The goals and strategies within each unit-level plan are prioritized and aligned with the strategic priorities and goals of the overall department. Each goal for each strategy will be assigned to an area, with the supervisor, or “champion,� in charge of implementing and measuring the success of the strategy. There will be a timeline and plan for implementation to ensure that we are rebel ready, to assure a bold vision for the department, and a bright future for the Ole Miss Rebels.
OLE MISS STRATEGIC PLAN | 9
BOLD VISION, BRIGHT FUTURE
STRATEGIC AREA
1 | ACADEMIC SUPPORT
Current Operations: The Office of Student-Athlete Academic Support's (OSAAS) primary responsibility is to provide developmental and needbased programs to help studentathletes become independent and self-reliant learners. This department is overseen by the Senior Associate AD for Academic Support. The department is currently comprised of an associate director, 2 assistant directors, 4 learning specialists, 3 academic counselors, an administrative assistant, and 2 interns. The department also provides more than 100 academic tutors for student-athletes. The OSAAS is located in the 22,500 square-foot FedEx Student-Athlete Academic Support Center which features 2 computer labs, a 150 seat auditorium, 20 small group tutoring rooms, multiple conference rooms, a large study area, a multimedia classroom, and offices for OSAAS staff. Vision Statement: The Office of Student-Athlete Academic Support (OSAAS) will become the premier academic support unit in the Southeastern Conference. We will provide the programs and services that allow us to consistently excel in key academic achievement areas. Aligned 5- Year Goals: • Each varsity team is committed to scoring above 925 in APR scores each year. • Each varsity team will strive towards an annual GSR in the top half of the SEC. • The department aims to achieve an overall Exhausted Eligibility Graduation Rate of 93%.
10 | OLE MISS STRATEGIC PLAN
BOLD VISION, BRIGHT FUTURE
Strategies/Tactics for Success Immediate (Current - 2 Year) Strategies/Tactics: • Recruit student-athletes who will excel academically and athletically. • Provide and enhance cutting-edge academic support resources (i.e. support staff, computer technology, facilities, etc.). • Propose to hire a tutor coordinator to administer large tutorial component in fiscal year 2011. • Establish a new position, assistant director of academic enrichment, to effectively manage day-to-day operations of learning specialists and tutor coordinator. • Evaluate opportunities for establishing a new interdisciplinary/general studies degree program with the University's Office of Academic Affairs and other key stakeholders. • Integrate innovative technologies as learning tools for student-athletes. • Continue to enhance its tutoring program to meet the needs of our student athletes in quantity and quality of tutoring sessions, while also providing our tutors with a program that offers development for their position. • Continue to improve its compliance training for NCAA and SEC rules. • Develop Academic Counselor and Learning Specialist Training Manual. • Establish an annual office retreat before fall & spring semesters to review and update unit-level goals and progress. • Enhance the Mentor Training Program and develop a Mentor Handbook - Mentors are critical to the success of the OSAAS mission. • Continue to expand and enhance collaboration opportunities with academic departments to present information and educate faculty regarding items such as APR and other OSAAS programs. • Enhance the current OSAAS website to be an interactive learning and resource tool for student-athletes. • Establish formal professional development and training program for its staff to ensure best practices and the use of cutting-edge tools and resources. 3-5 Year Strategies/Tactics: • Evaluate the opportunity for offering student-athletes a 24/7 computer lab, which may require additional security features such as video surveillance, staff for overnight hours, and computer log-in security. • Enhance the academic capabilities and resources available via the OleMissSports.com web site for current studentathlete use. • Collaborate with the Rebel Ready program to create and implement a comprehensive Summer Bridge Program to assist incoming freshman studentathletes with the important information and skills they need to be prepared for college life. 5+ Year/As Funding Permits Strategies/Tactics: • Evaluate options for enhancing the Fed Ex/Starnes area to include space for a CHAMPS/Life Skills office, interview rooms, lounge/library complete with resources for student-athlete personal and career development. OLE MISS STRATEGIC PLAN | 11
BOLD VISION, BRIGHT FUTURE
STRATEGIC AREA
2 | FINANCE & BUDGETING
Current Operations: The Business Office's primary responsibility is to provide administrative support and fiscal accountability for the department's business operations and to promote a culture of stewardship and fiscal integrity throughout the Department. This unit is overseen by the Senior Executive Associate AD and managed on a day to day basis by the Assistant AD for Finance. The office is comprised of an accountant, senior accounting clerk, athletic travel coordinator, and an accounting assistant. The office also provides oversight to the Information Technology staff, which services the entire Athletics Department, providing technical support for the Department's information systems, software applications, and computer hardware. The business office is housed in the Athletics Administration Building. Vision Statement: The Business Office will oversee and maintain fiscal accountability through sound financial decision-making on a day-to-day basis. The Business Office will promote and encourage fiscal integrity through monitoring revenues and expenses. The Business Office will support the Department in achieving its strategic priorities through annual budget planning based on the needs and goals of all units and teams in Athletics, as well as budgeted revenue available. Aligned 5- Year Goals: • Develop budgets (both revenue & expenditure) that are reasonable, attainable, and provide for the success of the overall strategic priorities of our Department (ensuring student-athlete success, competing for championships, and building community). • Work with senior management to help identify revenues and to contain expenditures so that the department is annually reducing the amount of financial support from the UMAA Foundation at year end to balance the budget ($2.2M for FY10). • Develop a standing Five-Year Annual Budget projection that is updated at least annually to allow a glimpse into the future for planning purposes. • Develop a standing Ten-Year Capital Projects & Facilities Maintenance/Renewal Plan (in conjunction with the University's Office of Facilities Planning) updated at least annually. • Establish an Athletics Cost Efficiency (ACE) Team that will explore, review, and implement ways to operate more efficiently by evaluating opportunities for innovation, re-engineering revenue enhancement, and cost reductions.
Strategies/Tactics for Success Immediate (Current - 2 Year) Strategies/Tactics: • Hire a full-time business manager whose primary responsibilities are budgets, financial analysis, cost analysis, and financial reporting. This position likely will save the department at least the cost of the salary + fringes. This task was completed in August 2009 with the hiring of an Assistant Athletics Director for Finance. • Establish ACE (Athletics Cost Efficiency) Team with 8 individuals from Athletics to include at least 1 head coach, 1 operations person, 1 clerical staff, 1 sport administrator, 2 business office staff, 1 facilities staff member, and 1 at-large staff member. This group will meet monthly to review and implement ideas to improve efficiency and effectiveness. This committee has been established and began meeting in April 2010. 12 | OLE MISS STRATEGIC PLAN
BOLD VISION, BRIGHT FUTURE
• •
Five-Year Budget Projection. Completion Date (of initial 5 year budget) - October 1, 2010. Ten-Year Capital Projects & Facilities Maintenance Plan. Completion Date - October 1, 2010.
3-5 Year Strategies/Tactics: • Work with ARAMARK to develop a distributed Athletics dining facility near the campus athletics district that meets the needs of all of our student-athletes, as well as providing another choice for campus dining for the general student body. • Work with Student Housing to develop a student housing complex that could offer more housing choices to student-athletes as well as other students - with the possibility of the dining facility mentioned above to be incorporated in this project. This would generate more revenue for the University and; provide a viable on campus housing option for our upper classification student-athletes. 5+ Year/As Funding Permits Strategies/Tactics: • Strive to reduce the dependency on the UMAA Foundation to fund Athletics annual operating deficit to $0 by FY2020. This would mean Athletics would operate as a self-sufficient entity and would allow 100% of the funds generated by the UMAA Foundation to be used for capital projects, salary supplements, scholarship support, and other items as deemed appropriate by the UMAA Foundation Board.
OLE MISS STRATEGIC PLAN | 13
BOLD VISION, BRIGHT FUTURE
STRATEGIC AREA
3 | REVENUE GENERATION
Current Operations: The Revenue Generation Team encompasses three significant areas that serve as the proverbial "front line" to the constituency of alumni, fans, and donors: Ticketing, Priority Seating, and Philanthropic Giving. The Athletics Ticket Office is housed under the umbrella of the University of Mississippi while the areas of Priority Seating and Philanthropic Giving are under the UMAA Foundation. It is imperative that these three areas work closely together to ensure professional, efficient and coordinated communication with the aforementioned constituency. • Ticketing serves as the initial level of support from an Ole Miss fan as they purchase a "season" or "single game" ticket to one of our many athletic events. • We are hopeful that ticket-holders will become donors in our Priority Seating system in order to obtain better seat locations and parking. Priority Seating donations are made to the UMAA Foundation and provide countless opportunities for Ole Miss Student-Athletes. • Philanthropic Giving refers to donors that choose to contribute "above and beyond" any requirement relative to seat location or parking - this is the only revenue stream that cannot run out of inventory. The Vaught Society serves as the leadership fundraising arm for Ole Miss Athletics by targeting gift commitments of $25,000 or greater. Vision Statement: The Revenue Generation Team is charged with providing the resources necessary for Ole Miss Coaches and Student-Athletes to purse the highest standard of excellence in athletics - both on and off the field and courts of play. Through increased levels of Ticketing, Priority Seating, and Philanthropic Giving the Ole Miss Athletics Department will continue to ascend within the ranks of the Southeastern Conference. Intercollegiate Athletics has become a very competitive business and there is a very strong correlation between the resources available to an institution and the competitive success of its athletic programs. The Revenue Generation Team must serve as a "change agent" in identifying new and creative ways to increase revenues through an innovative and thoughtful approach. Aligned 5- Year Goals: The Revenue Generation Team will constantly look to be creative and forward thinking in developing new revenue streams while enhancing existing ones. This division is responsible for bringing in over $30 million in revenue each year for the Athletics Department. Customer service is critically important for the continued success of the Revenue Generation Team - we will strive to identify cutting edge practices and technology that will allow for the very best service possible. While the Revenue Generation Team will function as one cohesive unit, the aligned 5-year goals are best outlined in two categories: Ticketing and Priority Seating (because they tend to have a linear relationship) and Philanthropic Giving. 14 | OLE MISS STRATEGIC PLAN
BOLD VISION, BRIGHT FUTURE
Ticketing and Priority Seating Football Season tickets sold out in the 2009 season. We must identify ways to maintain this level of ticket sales for the 2010 season and then to identify methods to increase priority giving levels each year by 4%. Priority giving for football increased 6.4% for the 2009 campaign. Once both of these goals are known to be met, we can then make plans for future stadium expansion in the North end zone. Men's Basketball Seating capacity is 8,789 for the Tad Pad. For the 2009-10 season sales were 5,173 which was an 11.3% drop from the previous year. Our goal for the upcoming season will be to increase sales by 6% and to continue this pattern until we reach a sellout capacity. Funds raised for priority seating increased by 5.9% in the 09-10 season. Our goal for giving level increase will be 4% per year. Baseball We are striving to have a 6% increase in season ticket sales each year until we reach stadium capacity. Stadium capacity should be reached in the 2014 baseball season. For the first year of the plan we had a 4.8% increase. We plan on the next annual increase to make up this shortfall and also reach our 6% goal for the 2011 season. Funds raised for priority seating will use the 2010 season as a base point with $1,756,666 donated. There is approximately $245,000 in annual priority seating revenue left to be realized each year when all box seats and diamond club seats have been sold. We plan to increase revenue for each of the next three years by 4.5% in order to max out the revenue under the current donation structure. At that point we will examine all seating areas of the stadium and determine which areas can be targeted for donation level increases.
Philanthropic Giving Vaught Society The Vaught Society was launched on December 31, 2009 in Dallas, TX as part of the Cotton Bowl festivities. The initial goal for the program is to cultivate $12.5 million in major gift commitments targeted toward facility construction and enhancement. As of July 1, 2010 gifts commitments reached over $6 million, and it is our expectation to meet or exceed the goal of $12.5 million by 2014. This marks the first time that a philanthropic, major gifts program has been launched to benefit Ole Miss Athletics. As a result, there are many unknowns; however, the success of this initial launch will provide a strong foundation for the future.
OLE MISS STRATEGIC PLAN | 15
BOLD VISION, BRIGHT FUTURE
Annual Fund The Five Star Fund will be launched in the Fall of 2010. This program will target philanthropic gifts from $0 $4,999 in a systematic fashion to generate excitement and broad based participation. The structure for this program is still in the development stage; however, the initial goal will be to raise $100,000 for the first year. From that point, it is our intention to enhance annual giving by 10% each subsequent year until 2014 at which point we will reevaluate the program.
Strategies/Tactics for Success Immediate (Current - 2 Year) Strategies/Tactics: • Complete the transition that has merged three units - Ticketing, Priority Seating, and Philanthropic Giving - into the Revenue Generation Team. This transition will include additional staffing, physical office renovation, and operational streamlining. • Cross train all ticketing and priority seating personnel so that they will be able to handle either role they are placed in at any given time. We plan on developing a detailed training program for the staff of both offices. • Create a "culture of philanthropy" among the donor base that will encourage enhanced levels of giving to benefit Rebel studentathletes. • Design and implement a highly efficient and effective stewardship program that appropriately thanks donors of all levels and promotes continued excitement and giving. • Identify all donors who have dropped out of a fund drive during the past 3 years and launch a renewal campaign towards this group with special mailings, email campaigns and telephone calls from the Revenue Generation Team. • Increase the numbers of trained and professional personnel on the priority seating staff.
16 | OLE MISS STRATEGIC PLAN
BOLD VISION, BRIGHT FUTURE
•
•
•
• •
Develop creative marketing strategies to be implemented in a professional manner highlighted by enhanced coordination amongst the Revenue Team. Operating procedures and guidelines will be put in a written document. Identify innovative ways to increase ticket sales and donations through attractive sales materials, email, telephone calls, friendly and efficient customer service, and ease of purchasing. Participate and seek leadership opportunities in professional development conferences and training sessions each year. Examine our ticketing/donor software product to be sure that we are using it in the most productive ways to enhance our back office work and service to our customers. If necessary, upgrade system(s) to the very best technology available while balancing cost, efficiency, and professionalism.
3-5 Year Strategies/Tactics: • Continue to evaluate staffing model and the need for additional positions. Specifically, the need for a Stewardship Coordinator may arise due to an increase in the amount of donations. • Continue to evaluate the technology - particularly relative to the website as America is becoming increasingly "internet friendly," and web based transactions are timely and cost effective. • If bar coded entry is fully implemented, move towards encouraging customers to print tickets at home to decrease costs and increase customer convenience. • Continue to identify innovative ways to increase ticket sales and donations through attractive sales materials, email, telephone calls, friendly and efficient customer service, and ease of purchasing. 5+ Year/As Funding Permits Strategies/Tactics: • Develop an Ole Miss Athletics Facility Master Plan that details all future capital projects with priority and timeline for fundraising and completion. • Consider a new office area where the Revenue Generation Team can all be housed under one roof. With this and our previously enacted changes, our customer service ratings should be very strong.
OLE MISS STRATEGIC PLAN | 17
BOLD VISION, BRIGHT FUTURE
STRATEGIC AREA
4 | GOVERNANCE & RULES COMPLIANCE
Current Operations: The Office of Compliance's primary responsibility is to ensure that the athletics department's internal and external constituents understand and adhere to NCAA and SEC rules. The department is overseen by the Senior Associate AD for Compliance. The department is comprised of 2 compliance coordinators, an eligibility records specialists, and staff assistant. The Office of Compliance is located in the Athletics Administration Building. Vision Statement: The vision of the Compliance Office is to educate coaches, staff, studentathletes, alumni, and friends of the university, to ensure an understanding of the rules of the NCAA, SEC, and institution, and to coordinate and monitor their efforts to comply with these rules and regulations. To ensure this end, the Compliance Office will promote communications and the principle of institutional control and ethical conduct within the University community. Aligned 5- Year Goals: • Provide educational programs for departmental personnel - coaches, student-athletes, and staff. • Provide educational programs for non-athletic department institutional staff. • Provide educational programs for external groups - alumni and friends of the University, prospects and their families, and high school and two-year college coaches. • Develop and implement monitoring programs to deter and detect rules violations. • Maintain records to document institutional compliance with NCAA and SEC membership requirements. • No major NCAA infractions; no repeated secondary (unintended) infractions (same bylaw) in the same sport or by the same staff member.
Strategies/Tactics for Success Immediate (Current - 2 Year) Strategies/Tactics: • Conduct an organizational assessment of the Compliance Office's current operations, roles, responsibilities, and reporting structure to determine opportunities for improvement and ways to align towards industry best practices. • Continue to enhance and improve internal/external education and training on compliance rules and regulations. Key initiatives include, but not limited to, the following: - Produce a monthly newsletter for coaches and staff. - Produce a monthly newsletter for student-athletes.
18 | OLE MISS STRATEGIC PLAN
BOLD VISION, BRIGHT FUTURE
-
•
• • • • •
Produce a standing online information website for institutional and external groups. - Produce a compliance education message for team media guides and game programs. - Produce a printed compliance education message for inclusion in season ticket mail-outs. - Conduct a monthly compliance educational meeting for coaches and staff. - Conduct an annual compliance orientation meeting with each team. - Conduct an annual compliance workshop for key offices across campus, including: admissions, financial aid, and student-athlete academic support. - Conduct an annual compliance education meeting for alumni leadership and HS and JC coaches. - Communicate new compliance rules to the UM community by utilizing new media technologies. - Develop a standardized compliance educational video presentation for annual team compliance educational meetings and for alumni and friends of the University. - Fully implement a web based recruiting and compliance records and monitoring system. - Develop an agent and professional sport compliance education program. Develop formal professional development program for staff members. - Compliance staff will participate in a minimum of four professional development online or teleconference training seminars and workshops annually. Compliance related policies (P&P Manual) will be reviewed and updated on an annual basis. Prevent the repeat of any specific bylaw secondary infraction by the same sport within the year. Develop a practicum program with the law school in which a minimum of one law student would work within the compliance office each semester. Purchase, train, and implement a high-tech telephone recruiting call monitoring system. Enhance working area/hospitality suite area for visiting teams and conference officials.
3-5 Year Strategies/Tactics: • Increase by two the number of annual compliance education meetings with student-athletes, and increase by one the minimum number of annual professional development seminars compliance staff must attend. • Reinstate student internship program. • Enhance compliance oversight program by establishing a standard operating procedure that would require that one compliance staff member accompany the football and men's and women's basketball teams to away conference games to monitor adherence to compliance policies and procedures. • Convert all student-athlete paper compliance records forms to electronic. 5+ Year/As Funding Permits Strategies/Tactics: • Work with the School of Applied Science to evaluate opportunities for establishing a graduate degree and/or certificate program in sports management.
OLE MISS STRATEGIC PLAN | 19
BOLD VISION, BRIGHT FUTURE
STRATEGIC AREA
5 | COMMUNICATIONS & PUBLIC RELATIONS
Current Operations: The Media Relations Department's primary responsibility is to service media requests for student-athletes and coaches. Additionally, the department provides informative publications material of the athletic departments' sports programs to media. The department is overseen by the Senior Associate AD for Media Relations. The department staffs 4 associate directors, 2 assistant directors, and an administrative assistant. The Media Relations Department is located in the Athletics Administration Building. Vision Statement: The Media Relations Department is committed to strengthening and advancing the Department's sports communications area, including media and public relations, in order to build value and understanding for public and media relations, communications and information presentation in the collegiate athletics community. Our vision is to be and to be perceived as a national leader in media and public relations throughout collegiate athletics. Aligned 5- Year Goals: • Effectively and efficiently communicating and promoting the brand, messages, news, results and accomplishments of Ole Miss Athletics and its student-athletes, both on and off the field. • Continue to develop innovative ways to capitalize on new media in the increasingly competitive market of collegiate sports communications, public and media relations. • Use the latest technology and internet related mediums to more effectively reach and involve important constituents while exploring new and different options to disseminate information. • Continue to build effective partnerships and affiliations within the collegiate athletics community.
Strategies/Tactics for Success Immediate (Current - 2 Year) Strategies/Tactics: • PR/Media group will continue to transfer archival information, including photographs, to a digital format. The ultimate goal is to be able to access this digital information in several different platforms, some of which may provide additional revenue streams.
20 | OLE MISS STRATEGIC PLAN
BOLD VISION, BRIGHT FUTURE
•
• •
•
•
•
Conduct a business plan to determine the cost/benefit of establishing staff photographer position with the athletics department. A staff photographer would provide a greater variety of services for the department, including the ability to control our images and create other sources of revenue such as a photo store and other souvenir and memorabilia oriented endeavors. Conduct an internal/external communication assessment and determine opportunities for improvement, including an assessment of internal roles and responsibilities. Continue to work with external partners to advance the OleMissSports.com web site as a better communication tool for internal and external constituents. Consideration should be given to hiring an additional person to concentrate solely on the web. Maintain regular contact with appropriate members of the media by conducting regular meetings, e.g., lunches with editorial personnel and sports media; facilitating appearances on television and radio by appropriate Ole Miss athletics administrators, coaches and student-athletes; seeking out journalists who welcome feature ideas; and making regular phone and in-person contact with media members to reinforce their comfort and confidence level with Ole Miss athletics personnel. When it comes to providing media, public relations and public speaking training for student-athletes, administrators and coaches, we should supplement our efforts by hiring an outside professional in the field to demonstrate the importance of these skills. Establish a formal professional development program for PR/Media staff to ensure that best practices are being integrated in the day-to-day operations.
3-5 Year Strategies/Tactics: • Consider hiring a publications coordinator. The hiring of a publications coordinator to focus on innovative and creative ways of producing a media/recruiting guide would benefit the entire department. Moreover, the publication coordinator would allow for greater consistency of appearance and message for our publications while freeing up other media relations staff to spend more time publicizing the programs and working on dissemination of information rather than the behind the scenes work of building all the aspects of multiple media guides. 5+ Year/As Funding Permits Strategies/Tactics: • There is a critical need for a storage area in our new athletics department building. PR/Media currently stores media guides at the Physical Plant and Video Productions as well as irreplaceable archival video off-site.
OLE MISS STRATEGIC PLAN | 21
BOLD VISION, BRIGHT FUTURE
STRATEGIC AREA
6 | MARKETING & PROMOTIONS
Current Operations: Ole Miss Sports Properties is a division of TeleSouth Communications, which is the marketing and multi-media rights holder for the Ole Miss Athletics Department. The primary responsibility of Ole Miss Sports Properties is to promote the Ole Miss Athletics Sports Programs and to develop corporate sponsorships. The department is overseen by the VicePresident of Marketing and Sales. The department also staffs a director of sales, 2 sales associates and 2 marketing coordinators. Additionally, the department works closely with the sports production staff which employs the Assistant AD for Sports Production, the Director of Internet and Graphic Design Services, and a producer/director. Ole Miss Sports Properties is located in the Athletics Administration Building. Vision Statement: The strategic responsibilities of Marketing and Promotions will be to provide innovative and organized ideas to capture the attention of our growing fan base and to provide initiative in development of new fans to correlate with the success of our athletic teams on the field. We will foster the growing alumni and fan base to provide a unified approach in presenting the overall unified appearance of our teams. The promoting of our athletes and teams must be far reaching to excite and offer direction to the athletic department as well as our University. Aligned 5- Year Goals: • Enhance the game day experience through marketing and promotions activities designed to engage the existing fan base and to draw in new fans to the UM community. • Develop multi-year marketing and sponsorship plan, which explores innovative opportunities for increasing sponsor revenue. • Enhance in-game promotions that create crowd awareness, thus increasing sponsorships and fan participation.
22 | OLE MISS STRATEGIC PLAN
BOLD VISION, BRIGHT FUTURE
Strategies/Tactics for Success Immediate (Current - 2 Year) Strategies/Tactics: • Pursue new technologies to upgrade online capabilities & negotiate a new deal with prospective carriers. • Continue to work closely with spirit coordinator and overall spirit committee to enhance our game day experience. • Review current contract with chair-back revenue deal with Seats Unlimited, LLC. • Add a staff office manager to handle increasing business and centralize communication. • Develop formal professional development program to ensure staff continues to offer cutting-edge programs and services. • Conduct cost/benefit assessment to consider adding ribbons boards at the baseball stadium. • Review status of video boards at basketball and baseball stadium. Consider upgrade opportunities. • Establish online suggestion box to engage the UM community on ways that we can improve our overall operations and enhance the game day experience. • Enhance the student internship program and increase the interaction with marketing-related department at the university. • Continue to meet with head coaches to discuss what efforts need to be made for marketing their particular sport. 3-5 Year Strategies/Tactics: • Continue to advance marketing strategies highlighted above. • Develop business study to consider cost/benefit of ribbon boards for baseball. 5+ Year/As Funding Permits Strategies/ Tactics: • Add one person to the staff to handle duties of student promotions and student-sponsored revenue. • Develop business plan to evaluate cost/benefit of New HD Boards in basketball and baseball.
OLE MISS STRATEGIC PLAN | 23
BOLD VISION, BRIGHT FUTURE
STRATEGIC AREA
7 | SCHOOL SPIRIT
Current Operations: The Athletic Spirit Groups primary responsibility is to coordinate all spirit related activities associated with athletic events. The Spirit Groups are overseen by the Assistant AD for Internal Operations. This area staffs a coordinator of athletic spirit groups/head spirit group coach, assistant cheer coach, and dance coach. There are 2 cheerleading squads (varsity/junior varsity) and rebelette dance team. The Spirit Groups also work closely with the Ole Miss band and Ole Miss sports properties to develop game day scripts. The Spirit Groups are located in at the Gillom Sports Center. Vision Statement: To develop and provide clear communication between internal and external constituents involved in the school spirit program while challenging the faculty, students, community, local and national fans to display school spirit/passion and enthusiasm at designated athletics and university sponsored events while making each constituents' game day experience entertaining and memorable. Aligned 5- Year Goals:. • Perform Group Support Assessment of the Spirit Program. • What is the role of the Spirit Group? • What services does athletics provide the spirit groups? • Provide clear communication and develop better relationships with campus groups, band, sports marketing, and alumni groups. • Provide/develop healthy traditions/trademarks (mascot, fight songs, events) that promote unity and not division. • Create an identity for our fan base at athletic events. • Utilize video boards to their maximum potential. • Assess School Cheer Camps/Clinics. - Determine who is responsible for the cheer camps/clinics. - Interview Outreach representatives to understand business model. - Determine what role athletics plays. - Propose changes to help benefit both parties (athletics/outreach). • Provide adequate support resources for Spirit Groups.
24 | OLE MISS STRATEGIC PLAN
BOLD VISION, BRIGHT FUTURE
Strategies/Tactics for Success Immediate (Current - 2 Year) Strategies/Tactics: • Perform Group Support Assessment of the Spirit Program. - Research current Spirit Program structure. • Interview past/present parties (staff, administration, and stakeholders) involved in spirit program. - Research conference (SEC) spirit programs to determine best practices. • Provide clear communication and develop better relationships with campus groups, band, sports marketing, and alumni groups. • Form a spirit committee of campus leaders (student life, band, athletics, sports marketing, dean of students, alumni, finance, and students) with the following short-term goals: - Task committee to develop an organizational structure, financial plan, and decision making model for all stakeholders involved in school spirit. - Task spirit committee to serve as an advisory board to the spirit groups. - Conduct periodic meetings with spirit committee to receive feedback and suggestions. - Consider the hire of a Spirit Group support position (asst. director of event management/spirit groups). 3-5 Year Strategies/Tactics: • Create an identity for our fan base at athletic events. - Name stadium venues. - Name student sections. - Utilize video boards to maximum fan participation. • Provide student-athletes/coaches the opportunity to help lead fans. • Develop interactive segments/spots. • Provide/develop healthy traditions/trademarks that promote unity and not division. - Develop calendar of spirit group events (pep rallies, special days, etc.). - Encourage student (ASB) participation in schools spirit activities with athletic oversight. 5+ Year/As Funding Permits Strategies/Tactics: • Provide adequate support resources. - Provide a permanent facility for spirit groups to practice and meet. • Discuss options for spirit groups to use coliseum space when basketball moves into their new practice facility. • Academic center use during non-peak hours. - Provide a sport specific trainer for all practices and games. • Establish intern/graduate asst. trainer position. • Create and implement plans/procedures to mitigate risk (cheer specific injuries).
OLE MISS STRATEGIC PLAN | 25
BOLD VISION, BRIGHT FUTURE
STRATEGIC AREA
8 | STAFF ENHANCEMENT & HUMAN RESOURCES
Vision Statement: To develop, through university and departmental leadership, an Athletics Department culture that encourages healthy partnerships between employees and supervisors, provides training/professional growth opportunities for advancement, encourages equity and diversity, and promotes the value of each employee as an important resource. These efforts will provide a work environment that emphasizes teamwork, and develops a more informed, customer-oriented work environment that increases productivity. 5- Year Goals: • Develop and refine practices to effectively recruit, retain and develop a diverse staff. • Continue to evaluate opportunities to improve the internal work environment. • Encourage ongoing learning and leadership development opportunities for all employees. • Develop a culture of service excellence. • Develop and implement a departmental diversity plan. • Develop and implement an internal communications mechanism.
26 | OLE MISS STRATEGIC PLAN
BOLD VISION, BRIGHT FUTURE
Strategies for Success •
•
•
•
•
•
Develop and refine practices to effectively recruit, retain and develop a diverse staff. This has been accomplished by implementing a Search Committee which assists with identifying diverse candidate pools for all positions and that recognizes the benefits of a diverse a staff. Improve Internal Work Environment by collaborating with the University's HR department in an effort to gain insight from staff. Also, the Support Staff Leadership Team was formed to offer insight of opportunities that will improve and promote respect and civility. Encourage ongoing learning and leadership development opportunities for all employees. This will be accomplished by establishing annual weekend retreats for upper level administrators; by developing staff orientation (non-coaching staff) which affords an introduction to athletic work environment and will enhance the work performance of new employees; and by providing training opportunities for all staff that will assist with their professional and personal development. Develop a culture of service excellence by sponsoring quarterly departmental staff meetings to gather input from staff to assist with identifying the best practices; by implementing programs that will solidify an athletic cooperative work environment and by continuing to support work life balance programs that enhance staff's personal and professional development. Develop and implement a departmental diversity plan that addresses diversity challenges and identifies and implements new programs to address these challenges. We will continue working with the University's Office of Equal Opportunity in order to incorporate the University's minority plan into our departmental practices. We will also continue focusing on and/supporting the University and Athletics Department's priority of increasing ethic minority and gender representation. Develop and implement an internal communications mechanism. This will be accomplished by utilizing an online staff newsletter as an informational tool and relationship builder. In addition to these efforts, we will coordinate focus groups to gather information relating to challenges that affect the department and we will solicit recommendations for improvement.
OLE MISS STRATEGIC PLAN | 27
BOLD VISION, BRIGHT FUTURE
STRATEGIC AREA
9 | STUDENT-ATHLETE HEALTH & WELL-BEING
Current Operations: The Sports Medicine/Strength & Conditioning Department's primary responsibility is to provide student-athletes with physical and emotional care. The department is overseen by the Senior Associate AD for Sports Medicine/Strength & Conditioning. The department serves two functions, sports medicine and strength & conditioning. The area of sports medicine is comprised of a 9 full-time athletic trainers, 2 physical therapists, a fulltime physician, senior secretary, and 3 graduate-assistant trainers. The Area of Strength & Conditioning staffs a head football strength coach, coordinator of olympic sports strength & conditioning, assistant coordinator of olympic sports, 6 assistant strength coaches, and 3 interns. These services are provided through 6 athletic venues on campus and serves 390 student athletes / spirit squad members. Vision Statement: In alignment with the athletics department's vision and core values, the ultimate vision and long-term expectations to ensure well-being of our student athletes is to provide current education, preventative measures, treatment and rehabilitation for both emotional and physical needs. This concept will be provided through evidenced based medicine and current standards of care. This vision of developing the well-being of all student athletes will result in greater emotional and physical health through the use of education, life skills training, nutrition intervention, strength & conditioning, and sports medicine. Aligned 5- Year Goals: Health & Conditioning • Develop bi-annual review team to evaluate the sports medicine program to ensure current concepts, evidence based practices including current pre-participation standards and effective cost-saving / revenue generating strategies. (Established Spring of 08) • Continue to evaluate and implement strength coach parameters in order to maximize the athletic potential of each athlete. • Provide proper and effective counseling services in areas of psychology (sports performance & mental issues), nutrition, and drug / alcohol issues that student-athletes experience. • Ensure that sports medicine, physical therapy, and strength training facilities provide optimal performance improving equipment. • Continue to enhance partnerships with healthcare providers such as local physician clinics, University of Mississippi Medical Center and North Mississippi Baptist Memorial Hospital.
28 | OLE MISS STRATEGIC PLAN
BOLD VISION, BRIGHT FUTURE
Life Skills Program • Create a full-time Life Skills position to oversee program. • Integrate best-practices from 3-year pilot of the Rebel Ready Program and define/implement formal program in fall 2009. • Increase internal and external awareness of Rebel Ready Program. • Develop and implement a tracking system to effective capture the effectiveness of the program. • Increase awareness and involvement of our Student-Athlete Advisory Committee (SAAC). • Develop and implement fundraising opportunities in conjunction with UMAA. • Following initial year of the formal Rebel Ready program, evaluate opportunities for improvement and establish performance metrics to measure long-term progress of the program.
Strategies/Tactics for Success Immediate (Current - 2 Year) Strategies/Tactics: Health & Conditioning • Develop bi-annual review team to evaluate the sports medicine program to ensure current concepts, evidence based practices, and effective cost-saving / revenue generating strategies. (Completed Fall 2009) • Develop a task force to determine and define appropriate performance measures for strength & conditioning coaches utilizing peer related information, appropriate strength and conditioning organizations, and leaders of our strength & conditioning programs. (Completed Spring 2010) • Develop a task force to determine an acceptable standard of care in terms of counseling services specifically in the areas of sports psychology, mental illness, and drug / alcohol education. • Develop quality assurance committee to ensure proper physical space and current equipment / technology is available to provide equitable, safe, and performance improving opportunities for all student athletes. (Completed Fall 2009) • Evaluate emergency response plan annually to determine opportunities for improvement. (i.e. infectious disease, traumatic injuries, etc.) (Completed Fall 2009 and On-Going) • Continue to enhance education and outreach activities addressing alcohol, tobacco, and drug use policy. (Began Spring 2009) Life Skills (Rebel Ready) • Create a full-time Life Skills Position. - This would be a full-time permanent non-supervisory position commensurate to other exempt positions within the department and/or University. - Responsibilities would be to oversee all expects of the Rebel Program. - Collaborate with Sports Medicine to assist with their educational and preventive training and awareness efforts. • Define/Restructure our Rebel Ready Program. - Develop a long range plan with timelines.
OLE MISS STRATEGIC PLAN | 29
BOLD VISION, BRIGHT FUTURE
-
•
•
•
Continue developing a broad freshmen transition program (Freshmen Ready). This program offers our freshmen an opportunity to have individual mentoring sessions with Rebel Ready staff. These sessions are designed to offer more detailed information about the University and Athletics Department. It offers the department an opportunity to gather valuable information that can assist with future programming. - Offer projects and programs relevant to the needs of our student-athletes. Community service activities are beneficial. Moving forward, our focus is to balance our life skills efforts to insure balanced programs are offered. - Continue developing and implementing personal and career training for our upper classmen (Junior Ready). - Develop workshops series for freshmen, transfers, juniors, and seniors during the summer. - Collaborate more with teams, community, and campus organizations. - Increase funding for more programming which would include outside consultants and presenters. Increase internal and external awareness of Rebel Ready Program. - Establish a defined and structure freshmen student-athlete mentoring program. - Receive buy-in for projects from those who make the budget decisions. - More media coverage of service activities and events like the Backpack to Briefcase Etiquette Dinner. - Large scale team designed service projects. - Continue to provide well organized programming opportunities for our student-athlete and staff. - Develop and implement more effective ways to communicate with coaches, student-athletes and staff regarding program and scheduled events. - Continually update website and share address with internal and external constitutes. Develop and implement a tracking system to effectively capture the effectiveness of the program. - Add a more defined review process to effectively capture our student-athletes and staff feedback. - Continue to instill the importance of participation and follow through on commitments to the scheduled events. Increase awareness and involvement of our Student-Athlete Advisory Committee (SAAC). - Define organization's structure and focus expectations to their constitution. - Continue encouraging members to take ownership of the organization. - Develop a budget to assist with planning events and activities. - Encourage coaches and staff to interact with the organization. - Work with the M-Club Alumni and other organizations and/or individuals to develop mentoring opportunities. - Develop and implement programming and assistance to offer the organization insight into how to balance activities, their sport and responsibilities.
30 | OLE MISS STRATEGIC PLAN
BOLD VISION, BRIGHT FUTURE
3-5 Year Strategies/Tactics: Health & Conditioning • Determine acceptable standard of care in terms of sports medicine staff coverage, injury rates, illness rates, return-to-play, and effective cost-saving measures by having an outside review of our program, analyzing current data from NCAA injury surveillance survey program, and through surveys of comparable institutions within the Southeastern Conference. • Determine, develop and implement appropriate objective and subjective measures of performance for strength & conditioning coaches without compromising safety or quality of sound strength & conditioning techniques and principles. (Developed and Will Implement 2011) • Develop an annual written review to use in analyzing and ensuring optimal athletic performance specifically for each sport. • Provide appropriate counseling services either on a fee-for-service basis or through interdepartmental agreements with other departments on our university campuses. • Quality assurance committee will submit an annual report with critique and justification of space, equipment and current use of technology regarding sports medicine and strength training facilities. (Committee Established and Will Implement 2010) Life Skills (Rebel Ready) • Develop and implement fundraising opportunities. - Develop a comprehensive fundraising strategy. - Continue to identify and secure funding sources needed to increase the opportunities of offering worthwhile and beneficial programs. - Work with the UMAA Foundation to cultivate, solicit and secure funding that would assist with offering more focused programming that benefits student-athletes, staff and Rebel Ready program. - Secure financial resources needed to give national prominence. 5+ Year/As Funding Permits Strategies/Tactics: Health & Conditioning • With evidence showing a needs basis, the athletics department will fund counseling services in the areas of sport psychology and nutrition / dietetic services through positions on a retainer fee basis or continue with interdepartmental agreements / out sourcing to local providers. • Continue to evaluate existing Starnes Athletic Training Room and physical therapy space to consider expansion options that would allow more treatment opportunities. • Continue constant evaluation to determine the need to replace equipment in order to ensure safe and optimal training environment. Life Skills (Rebel Ready) • Continue to evaluate opportunities for improvement on annual basis and update planning documents to reflect additional long-term strategic goals. • Pursue the Program of Excellence recognition of the Rebel Ready program through the NCAA. OLE MISS STRATEGIC PLAN | 31
BOLD VISION, BRIGHT FUTURE
STRATEGIC AREA
10 | FACILITIES & MAINTENANCE
Current Operations: The Facilities Department's primary responsibility is to provide top quality facilities, event management practices and maintenance procedures to ensure the success of internal and external constituents. The Facilities Department is overseen by the Senior Associate AD for Facilities. The department staffs an assistant director of event management, event management coordinator, assistant director of athletics building & grounds, coordinator of maintenance & construction, 2 carpenters, a mechanic, an associate superintendent (grounds), assistant superintendent (grounds), 4 athletics aides (grounds), and a senior staff assistant to maintain 15 athletics facilities. The Facilities Department also coordinates security and custodial service for athletic events. The Facilities Department is located in the Athletics Administration Building. - Vaught-Hemingway Stadium/ Hollingsworth Field - Indoor Practice Facility - C.M. Tad Smith Coliseum - Basketball Practice Facility - Oxford-University Stadium/ Swayze Field - Ole Miss Track & Field Complex - Ole Miss Softball Complex - Ole Miss Soccer Stadium - Palmer/Salloum Tennis Center - Gillom Sports Center - University Golf Course - Patricia C. Lamar National Guard Readiness Center - Starnes Athletic Training Center - FedEx Academic Support Center - Athletics Administration Building 32 | OLE MISS STRATEGIC PLAN
Vaught-H Hemingway Stadium/Hollingsworth Field
Indoor Practice Facility
BOLD VISION, BRIGHT FUTURE
Vision Statement: To provide state of the art facilities along with exemplary service and management to meet the needs of all fans, student-athletes, coaches, and staff. Furthermore, the Facilities Department seeks to provide leadership in creating and developing environmentally sustainable energy efficient practices. Aligned 5- Year Goals: • Strive to maintain and provide state of the art facilities in conjunction with the university master plan. • Continue to be a national leader in seeking out and developing new innovations and practices while striving to be at the forefront of current facility trends. • Continue to manage and develop the comprehensive facility plan. • Strive to provide quality services with regards to event management in terms of operations and logistics for the approximately 130 athletics competitions hosted at the University of Mississippi on an annual basis.
Strategies/Tactics for Success •
Continuation and further development of event management planning andassessment. - A formal event management plan will be established for all sports and facilities. - A meeting will be held no later than one month prior to each competitive season for each sport coaching staff and support staff from areas, including but not limited to sports information, concessions, merchandise sales, sports medicine and marketing.
C.M. Tad Smith Coliseum
Basketball Practice Facility
Ole Miss Track & Field Complex
OLE MISS STRATEGIC PLAN | 33
BOLD VISION, BRIGHT FUTURE
-
•
•
A checklist with points of emphasis from each area will be reviewed and subsequent meetings will be scheduled to address issues through the season. - Assessments will be conducted through surveys from coaching staff, related support staff and other senior level administrators. These categorized surveys will be conducted following the completion of each sport's season. Strive to further develop the implementation of the comprehensive facility plan by continuing to improve assessment of our facilities. - Pursue the position of industry leader in new technology applications and use of environmentally and energy efficient practices. - Establishment of a quarterly meeting schedule for the comprehensive facility program. - Receive feedback from building mayors to determine if the procedures are meeting their needs in a timely, organized and user friendly manner. Feedback will be sought from formal documented assessments and budget item requests by building mayors. Considering the educating, hiring and expansion of staff to meet the needs of the department as it continues to grow and develop. Potential areas in which new hires and continued education would encompass include: - Internship programs - Sports Turf and Grounds Management - Building Maintenance
34 | OLE MISS STRATEGIC PLAN
Oxford-U University Stadium/Swayze Field
Ole Miss Soccer Stadium
Palmer/Salloum Tennis Center
BOLD VISION, BRIGHT FUTURE
•
•
- Facility Directors - Event Management Staff Completed Projects - Padded fences for baseball and softball facilities - Gillom Volleyball Renovation - Men's and Women's Basketball Practice Facility New Projects - Vaught-Hemingway Stadium: Athletics will continue to make capital improvements to enhance the football game day experience for our student-athletes and fans. Provided ticket demand remains at or near capacity, Athletics will continue to look at expansion models to increase capacity both in grand stand and premium (club and suites) seating. - Tad Smith Coliseum: Though minor improvements have been made, Athletics plans to research and investigate ways to further modernize our basketball facility. - Gillom Center: Athletics plans to renovate and expand this facility to further accommodate the multiple sports and student-athletes which use this facility. - Indoor Practice Facility: Athletics is proactive in looking for ways to further advance one of our finest facilities on campus. The facility is home to our Rebel football teams but is also used by many other athletics teams on campus. - Golf: Athletics plans to build an indoor short game facility for its Men's and Women's Golf teams. The facility would give the teams a place to practice during inclement weather.
Ole Miss Softball Complex
Patricia C. Lamar National Guard Readiness Center
Ole Miss Golf Course/Whitten Golf Complex
OLE MISS STRATEGIC PLAN | 35
BOLD VISION, BRIGHT FUTURE
STRATEGIC AREA
11 | EQUITY & DIVERSITY
Current Operations: The primary responsibility of our Title IX initiative is to ensure that our Athletics Department is in compliance with Title IX legislation and regulation. Additionally, the Title IX program ensures a fair and neutral process for all student-athletes, coaches, and staff. Our Title IX efforts are overseen by the University Executive Director of Equal Opportunity and Regulatory Compliance and managed by Athletics' Executive Associate AD/Senior Women’s Administrator. Ten out of our 18 sponsored sports are women's sports programs which include: basketball, golf, rifle, soccer, softball, tennis, outdoor track & field, indoor track & field, cross country, and volleyball. Vision Statement: Equality in the treatment of student-athletes and staff is paramount to have a program of integrity. It is our desire to create an environment of acceptance and respect for others and to adhere to the spirit and letter of the law. Aligned 5- Year Goals: • Maintain compliance with Title IX. • Create and enhance an atmosphere where gender equity and diversity are fundamental practices.
Strategies/Tactics for Success Immediate (Current - 2 Year) Strategies/Tactics: • Execute departmental Gender Equity Effective Accommodation Plan. • Maintain and execute the departmental written NCAA equity plan. • Maintain and execute the departmental written NCAA diversity plan. • Maintain a repository of all data necessary to support audit submission. • Educate athletics staff and student-athletes on multicultural and gender issues with life skills programming and university resources. 3-5 Year Strategies/Tactics: • Contract an external equity audit every 3 years. 5+ Year/As Funding Permits Strategies/Tactics: • Develop a comprehensive facilities management plan. • Redefine the next 5 years as required by the NCAA on the equity plan. 36 | OLE MISS STRATEGIC PLAN
THE UNIVERSITY OF MISSISSIPPI