JMU Athletics’ strategic planning embodies the characteristics of the University’s road map - The Madison Plan, James Madison University’s Strategic Plan 2014-2020. To effectively engage its stakeholders in its pursuit of excellence, Athletics concurrently developed its strategic plan, Engaged in Excellence.

Athletics’ priority is to ensure an exemplary student-athlete experience within an environment of heightened competitive expectations combined with sustained academic achievement, exem-plary rules compliance and fiscal accountability. Athletics is also committed to a campus culture that promotes access, inclusion and diversity – including Title IX compliance. Additionally, recent facility improvements, coupled with plans for additional capital projects, have positioned JMU for continued success in NCAA Division I. Going forward, funding constraints to higher education will require that Athletics maximize all revenue streams. Further, JMU Athletics’ future will be signifi-cantly influenced by NCAA Division I restructuring.

1

The Madison Plan, James Madison University’s Strategic Plan 2014-2020http://www.jmu.edu/jmuplans/jmu-strategic-plan/index.shtml

A S T R A T E G I C P L A N F O R J M U A T H L E T I C S 2 0 1 5 – 2 0 2 0

2

Table of ContentsIntroduction ...............................................................................................................................1

Message from the Director of Athletics - Jeff Bourne ...............................................................6

Strategic Planning Process ......................................................................................................7

Collaboration: The Madison Plan .............................................................................................9

3 A S T R A T E G I C P L A N F O R J M U A T H L E T I C S 2 0 1 5 – 2 0 2 0

Mission, Vision, Guiding Principles ...........................................................................................11

Strategic Themes .....................................................................................................................16

Ensuring Excellence .................................................................................................................31

Participants ...............................................................................................................................33

4

Show your colorsproud and true....

we are theDukes of JMU!

“

“

ENGAGEMENT5 A S T R A T E G I C P L A N F O R J M U A T H L E T I C S 2 0 1 5 – 2 0 2 0

The Madison campus is known for its friendly people who share mu-tual respect and positively connect with each other. Accordingly, it is through genuine engagement that we will achieve our Vision of being the NCAA model for a student-athlete experience distinguished by academic achievement, integrity, personal development and nation-ally competitive athletic programs.

As we look to the future, particularly within the reconstituted NCAA Division I, our achievements will contribute significantly to the Univer-sity’s national profile. We expect to lead in competition, learning and service, while being fully integrated with the campus and greater JMU community. The continued support of JMU’s passionate fans and alumni paired with prudent management of resources will be foun-dational to our sustained success. Indeed, going forward, increased private support will be essential to sustain and enhance our athletic programs.

Through purposeful planning, execution and transparency, JMU Ath-letics will contribute to a vibrant University, community and student experience. Excellence and achievement will be our hallmark.

Please join us as we implement our plan, Engaged in Excellence!

Go Dukes!!

.

Jeff BourneDirector of Athletics

6

Strategic Planning ProcessConsistent with University planning, JMU Athletics’ planning focuses squarely on our Mission, Vision and Guiding Principles. These Principles meaningfully describe who we are and what we do. The strategic planning process engaged JMU stakeholders including University administrators, faculty and external constituents along with JMU Athletics’ staff, coaches and student-athletes.

The following activities were significant to the development of Engaged in Excellence:

7 A S T R A T E G I C P L A N F O R J M U A T H L E T I C S 2 0 1 5 – 2 0 2 0

• Updating Athletics’ Mission Statement and Guiding Principles while creating a bold Vision Statement

• Analyzing JMU Athletics’ internal and external operating environments

• Examining JMU policies impacting student-athlete welfare, gender equity and diversity

• Benchmarking with NCAA Division I peer institutions and select conferences

• Analyzing financial data detailing Athletics’ revenue and expense goals

• Establishing measurable goals and strategies

MISSION, VISION& GUIDING PRINCIPLES

PLANNINGASSUMPTIONS21

STRATEGIC THEMES

SITUATIONANALYSIS34

GOALS &STRATEGIES5

IMPLEMENTTHE PLAN6 REVIEW

ASSESSMENT7

STRATEGIC PLANNING PROCESS

STRENGTHSWEAKNESSESOPPORTUNITIESTHREATS

MONITORCORRECTUPDATE

© 2014 CarrSports Consulting, LLC.

STRATEGYCREATIVITY & INNOVATION

8

In 2012, President Alger charged the Madison Future Commission, a group of 160 or so faculty, staff, students, alumni, former Board of Visitors members and representatives from our local community, with laying the groundwork for the University’s 2014-2020 strategic plan. Consequently, The Madison Plan guided University divisions – including JMU Athletics in developing their respective strategic plans.

9

The Madison PlanJames Madison University’s Strategic Plan

The Madison Plan, James Madison University’s Strategic Plan 2014-2020http://www.jmu.edu/jmuplans/jmu-strategic-plan/index.shtml

A S T R A T E G I C P L A N F O R J M U A T H L E T I C S 2 0 1 5 – 2 0 2 0

COLLABORATION

CONTINUOUS IMPROVEMENT

10

COLLABORATION

• Student-Athlete Well-Being and Athletic Performance Development

• Academic Achievement and Student-Athlete Development• Sustainable Athletic-Generated Revenue• Contemporary Athletic Competition and Training Facilities• Competitive Sports Supporting a National Profile • Accessibility and Inclusivity• Fiscal Accountability and Transparency

• Academic Quality: Outstanding Programs

• Academic Quality: Teaching, Scholarship and Research Excellence

• Access, Inclusion and Diversity• A Culture of Philanthropy• Engagement

Engaged In Excellence collaboratively aligns Athletics’ Strategic Themes with the University’s Core Qualities

• Faculty and Staff Success • Fiscal and Facility Resources• Innovation • National Prominence• Recreation and Athletics• Student Life and Success

A T H L E T I C SThe Madison Plan

Strategic Themes Core Qualities

Mission

Vision

JMU Athletics contributes to a vibrant University, community and student experience. Through our resolute commitment to excellence, service, inclusiveness and engagement, we generate pride, passion and national exposure for the University. Central to our mission is ensuring an exemplary student-athlete experience emphasizing academic achievement, personal development, social responsibility and competitive excellence.

To be the NCAA model for the student-athlete experience, distinguished by our academic achievement, integrity, personal development and nationally-competitive programs.

11 A S T R A T E G I C P L A N F O R J M U A T H L E T I C S 2 0 1 5 – 2 0 2 0

Guiding PrinciplesIntegrity

We embody ethical behavior consistent with academic, social, fiscal and customer service standards; we adhere to University, Commonwealth of Virginia, NCAA and Conference requirements.

ResponsibilityWe demonstrate accountability to all stakeholders by being excellent stewards of resources with transparency of policies and practices.

Excellence and Continuous ImprovementWe seek excellence in academic achievement, athletic competition, social responsibility and business practices; we pursue professional development, life-long learning and continuous program assessment.

Strategy, Creativity and InnovationWe engage in a systematic planning process in pursuit of prioritized goals and maintain a steadfast commitment to accountability and transparency in our achievement of measurable performance standards; we encourage the development of ideas and solutions through proactive problem solving and investment in industry best practices.

Engagement and InclusionWe invest in University and community enrichment through collaboration, communication, service and sharing of resources; we promote a network that values shared respect of all individuals and perspectives while emphasizing and acknowledging a positive culture of passion, pride and achievement.

12

13 A S T R A T E G I C P L A N F O R J M U A T H L E T I C S 2 0 1 5 – 2 0 2 0

SERVING OUTSTANDING STUDENT-ATHLETES IN 18 SPORTS WITH ONE VISION

14

SERVING OUTSTANDING STUDENT-ATHLETES IN 18 SPORTS WITH ONE VISION

15 A S T R A T E G I C P L A N F O R J M U A T H L E T I C S 2 0 1 5 – 2 0 2 0

Engaged in Excellence focuses on seven distinct Strategic Themes that are foun-dational to achieving JMU Athletics’ Vision and fulfilling its Mission. Corresponding to the Madison Plan’s Core Qualities, these Strategic Themes set specific goals, strategies and performance measurements.

Student-Athlete Well-Being and Athletic Performance Development

Academic Achievement and Student-Athlete Development

Sustainable Athletic-Generated Revenue

Contemporary Athletic Competition and Training Facilities

Competitive Sports Supporting a National Profile

Accessibility and Inclusivity

Fiscal Accountability and Transparency

Strategic Themes

1

4

2

5

3

6

7

16

• Provide adequate tools and resources to ensure the health, safety and athletic performance of our student-athletes

• Collaborate with select campus services to strengthen the student-athlete experience

• Implement industry best practices that promote student-athlete well-being

• Provide a comprehensive program for integrated sports performance

Foster a student-centered community that collaborates to ensure the health, safety, and general well-being of JMU student-athletes, while maximizing the development of their athletic performance.

Student-Athlete Well-Being andAthletic Performance Development

1 STRATEGIC THEMEone

GOALS

17 A S T R A T E G I C P L A N F O R J M U A T H L E T I C S 2 0 1 5 – 2 0 2 0

18

Provide student-athletes with an exemplary educational experience that leads to academic success, personal responsibility, leadership development and life-long learning.

Academic Achievement and Student-Athlete Development

• Enhance graduation and retention of student-athletes

• Foster a comprehensive student-athlete educational experience

• Design and implement a dynamic student-athlete leadership development program

GOALS

2 STRATEGIC THEMEtwo

19 A S T R A T E G I C P L A N F O R J M U A T H L E T I C S 2 0 1 5 – 2 0 2 0

20

Diversify strategies to increase sustainable revenues while reducing institutional support for Athletics.

Sustainable Athletic-Generated Revenue

• Attain ticket revenues and achieve game-day attendance projections (Football, Men’s/Women’s Basketball and Baseball)

• Strategically grow resources through Duke Club initiatives to offset scholarship and essential operating costs

• Position Athletics prominently in the University Capital Campaign to achieve long-range revenue and capital project goals

• Achieve corporate partner’s growth projections

• Achieve game guarantee revenue targets

thre

e 3 STRATEGIC THEMEthree

GOALS

21 A S T R A T E G I C P L A N F O R J M U A T H L E T I C S 2 0 1 5 – 2 0 2 0

1622

Provide state-of-the-art Athletic facilities that enhance JMU’s Division I competitive position, student-athlete and fan experience as well as revenue and community engagement opportunities.

Contemporary Athletic Competition and Training Facilities

• Integrate Athletics’ and University facilities master planning to include new Convocation Center

• Develop and implement Athletics’ facilities maintenance and improvement plan

• Engage campus and community through collaborative use of Athletics’ facilities

• Align facilities improvement and construction plans with fan amenities and game-day operations priorities

4 STRATEGIC THEMEfour

GOALS

23 A S T R A T E G I C P L A N F O R J M U A T H L E T I C S 2 0 1 5 – 2 0 2 0

1624

Architectural rendering of the new Convocation Center

Athletics will be recognized for nationally competitive Division I programs and exemplary sportsmanship as a major component of the University’s growing national profile.

Competitive Sports Supporting a National Profile

• Attract, develop and retain valued coaches and staff

• Recruit, develop and retain exemplary student-athletes

• Develop and implement sport specific strategic plans

• Enhance the University’s national profile through the accomplishments of JMU teams, student-ath-letes and coaches

• Evaluate new NCAA Division I autonomy measures and determine appropriate level of benefits

5 STRATEGIC THEMEfive

GOALS

25 A S T R A T E G I C P L A N F O R J M U A T H L E T I C S 2 0 1 5 – 2 0 2 0

26

• Provide the resources to support and encourage an accessible, inclusive and diverse community within Athletics

• Promote an atmosphere that encourages recruitment and retention of coaches, staff and student-athletes representing diverse and under-represented populations

Accessibility and InclusivityJMU Athletics will foster an inclusive community that promotes and values the contributions of all individuals and perspectives.

6 STRATEGIC THEMEsix

GOALS

27 A S T R A T E G I C P L A N F O R J M U A T H L E T I C S 2 0 1 5 – 2 0 2 0

1828

Ensure accountability and open processes for the management of Athletics’ resources.

• Ensure all financial transactions are in accordance with University and other regulatory agencies’ policies

• Ensure the effective and efficient use of resources

• Ensure transparency and full disclosure of Athletics’ revenue and expenses

Fiscal Accountability and Transparency

7 STRATEGIC THEMEseven

GOALS

29 A S T R A T E G I C P L A N F O R J M U A T H L E T I C S 2 0 1 5 – 2 0 2 0

30

Ensuring Excellence.

Engaged in Excellence demonstrates a renewed commitment of

distinction for JMU Athletics. This pledge will be rigorously measured

by its alignment with the University’s Mission, Vision, Values and

Core Qualities. With transparency, Engaged in Excellence is to be

continually reviewed and updated. Collaboratively, JMU Athletics

and University stakeholders will always strive for excellence.

31 A S T R A T E G I C P L A N F O R J M U A T H L E T I C S 2 0 1 5 – 2 0 2 0

20

INTEGRITY

32

ParticipantsJMU Athletics appreciates the time and effort by all those individuals who have participated in the development of Engaged in Excellence.

ATHLETIC CONTRIBUTORS

Jeffrey T. Bourne, Director of AthleticsGeoffrey H. Polglase, Deputy Athletic DirectorKevin White, Associate Athletic Director/ Sports ProgramsJennifer Phillips, Associate Athletic Director/ Compliance/SWACasey Carter, Associate Athletic Director/ Student Athlete ServicesBrian Frerking, Associate Athletic Director/ Athletic Development (previous)David Biancamano, Senior Associate Athletic Director/Fundraising/External DevelopmentMichael Carpenter, Assistant Athletic Director/ Tickets and Customer RelationsTom Kuster, Assistant Athletic Director/ Sports Medicine

Ty Phillips, Assistant Athletic Director/ Facilities/Events/Equipment RoomJohn Martin, Assistant Athletics Director/ Athletics CommunicationsJeff Souder, Director/Athletics Business OfficeAndy Reilly, Director of Athletics FacilitiesScott Carter, Assistant Director of EventsStephen Pugh, Director of Athletics MarketingCurt Dudley, Director of Multimedia CommunicationsKyle Yeager, Director of Premium Seating/Corporate GivingAaron Epstein, Assistant Director of Annual Fund

33

Mike Hughes, Director of Athletic TicketingJustin Zenz, Assistant Director of Ticket OfficeMarcus Bartley, Director of ComplianceStephen Henderson, Associate Director of Student Athlete ServicesAlise Svihla, Assistant Director of Student Athlete ServicesJennifer Burkhart, Academic Advisor/Student Athlete ServicesScott Arbogast, Athletic Academic AdvisorJoi Irby, Athletic Academic AdvisorStephen LaPorta, Assistant Director of ComplianceTiffany Brutus, Director of Student-Athlete Affairs

Lauren Steinbrecher, Volleyball Head CoachChris Ouren, Director, Equipment ServicesTa’ Frias, Track and Field Head CoachSam Smith, Swimming Head Coach (previous)Joseph “Spanky” McFarland, Baseball Head CoachSteve Secord, Men’s Tennis Head CoachDr. Roger Soenksen, Facility Athletic RepresentativeKeith Bradshaw, Front Row Sports MarketingAndrew Westhouse, Front Row Sports Marketing (previous)Teresa Somma, Coordinator for Special Projects/Personnel

UNIVERSITY CONTRIBUTORS

Towana Moore, Associate Vice President/ Business ServicesWin Hunt, Director, Facilities Planning and ConstructionJohn Knight, Assistant Vice President/FinanceDiane Stamp, AVP/Budget ManagementMichele White, RegistrarCaroline “Cannie” Campbell, Director University Health Center (previous)James Robinson, Director of Equal OpportunityArthur Dean, Special Assistant to the PresidentKurt Johnson, Associate RegistrarHerb Amato, Associate Vice Provost

A S T R A T E G I C P L A N F O R J M U A T H L E T I C S 2 0 1 5 – 2 0 2 0

RESPONSIBILITY34