university of tennessee at chattanooga department … · from the university of tennessee at...

UTC Athletics: Preparing Students for Productive and Meaningful Lives

• Integrity • Respect • Positive Attitude • Premier Service • Accountability • Continuous Improvement

UPRAC Budget HearingsFebruary 26, 2008

Mr. Rick HartDirector of Athletics

University of Tennessee at ChattanoogaDepartment of Intercollegiate Athletics

Presentation OverviewPersonal Introductions

I. The University of Tennessee at

Chattanooga

II. UTC Athletics

III. The Strategic Planning Process

IV. Strategic Objectives for 2008-2009

V. Budget FY07 – FY11

VI. Key Accomplishments for 2007

VII. A Pathway to Excellence

Critical Comments





The University of Tennessee atChattanooga



University Mission

The University of Tennessee at Chattanoogais an engaged, metropolitan universitycommitted to excellence in teaching,

research, and service, and dedicated tomeeting the diverse needs of the region

through strategic partnerships andcommunity involvement.



University Strategic Objectives• Partnerships for Students (Teaching & Learning)

• Partnerships for Education & Research

• Partnerships for Diversity

• Enabling Partnerships

• To obtain our mission and reach our strategic objectives, wemust be focused on the following action steps/areas:

– Connect to the Environment– Recruit and Retain Faculty– Resources for Support– Strengthen Graduation Programs

Athletic and Academic Success– Financial Resources



UTC Athletics

UTC Department of Athletics

317 Student-Athletes

NCAA Division I

Southern Conference

17 Sports Programs

62 Full-Time Guardians/Advocates



Mission for UTC Athletics

We guide, encourage and supportour Student-Athletes in their quest for

comprehensive excellence –academically, athletically and

socially.

Above all else, we prepare ourStudents for productive and

meaningful lives.



Core Values for UTC Athletics

• Six Core Values guide and govern our actions at all

times

• They define “what we stand for” and “what we won’t

stand for”

– Integrity: we can be counted upon to “do the right thing”

– Respect: we treat ourselves and others with dignity and

respect

– Positive Attitude: we expect the best of ourselves and others

– Premier Service: we work together to take care of people

– Accountability: we are an important part of a great team

– Continuous Improvement: we are continually learning





Focus on the Student-Athlete• We pledge to provide lessons to our Student-Athletes in six specific areas:

• Academics – importance of a quality education; informed decision-making;earn a degree!

• Athletics –competitive spirit; athletic skill sets; benefit of a team• Life Skills – opportunities to serve others; instill a gentle heart; sense of

discipline; value of hard work• Personal Development – foster lifelong friendships and healthy lifestyles;

perspective; correct inappropriate behavior in a fair and equitable manner• Leadership – the nature of our mission and core values; leadership qualities

and experience; expose to mentors• Career Placement – meaningful job; appreciation for the importance of

service• As a department of athletics, our role, in fact, our mission, is to assist in the

transformation of our Student-Athletes. In the process of participation in UTCAthletics, we prepare our Student-Athletes for productive and meaningful lives:they simply become better people.

• We surround our Student-Athletes with individuals who are models for thebehaviors we wish for them to adopt.

• We develop programs which celebrate Student-Athlete successes.• Above all else, our first concern will always be the safety, health and well-being

ofeach and every one of our Student-Athletes.

The Strategic Planning Process




Areas of Concern Entering 2008• Safety, Health & Well-Being of Student-

Athletes

• Focus/Priority on Student-AthleteExperience

• No Formal Strategic Planning

• Absence of Professional ManagementSystems

• Culture of Rules Education & Compliance

• Lack of Data-Driven Decisions

• Professional Development/Conduct

• Administrative & Financial Controls

• Facilities Master Planning & Maintenance

• Constituent Communications

• Performance of Athletics DevelopmentUTC Athletics: Preparing Students for Productive and Meaningful Lives



“To get what we have never had,we must do what we have never

done.”- Unknown

The Formal Strategic Planning Process

• The Strategic Plan

• Sets the Direction and Allocation of Resources

• Aligns with the Mission of the University

• Establishes “Comprehensive Excellence” as the UTC

Standard

• Assesses Risk

• Installs Formal Management Systems



Elements of the Strategic Plan



• Executive Summary

• Overview of the University

• Department of IntercollegiateAthletics

• The Student-Athlete

• Compliance Office

• Coaching Staff

• Athletics Program Administration

• Team Support Services

• Facilities

• External Operations

• Athletics Communications

• Business Operations

• Financial Affairs

• Athletics Development

• Management Systems

• Special Statements & Materials

Unit Metrics



• Mission & Core Values

• OrganizationalStructure

• Strategic LearningPlans

• Service Array

• Policies & Procedures

• Brand of the Enterprise

• Constituent Communications

• Coordination of Calendars

• Coordination of Projects &Tasks

• Performance Measures

Student Support Services – UnitOverview



Position Statement• The office of Student-Athlete Support Services provides an environment that fosters learning

and partners with our Student-Athletes to develop their intellectual interests and abilities.• We are guided by the belief that all Students can excel in the classroom by developing a

personalized learning plan, incorporating appropriate learning assistance resources, and partnering with our warm

and welcoming staff.• Our experience and expertise assists Students to successfully transition from high school

thorough graduation from the University of Tennessee at Chattanooga.• Above all else, our most important pursuit is the academic success of our STUDENT-Athletes.

Key Initiatives for 2008-2009• Professional Management of the Unit

– Personalized Learning Plans• Coordination with Campus Counterparts (Academic Advisors, Records, etc.)

– Orientation Process– Registration/Enrollment

• Comprehensive Tracking System– Longitudinal Data– Graduation Rates and GPAs

• Exhibit the Highest Level of Student Academic Success



Management & Reporting Systems• The Strategic Plan for UTC Athletics

• Manager’s Action Planners (MAP Books)

• Executive Communication Planner

• Executive’s Operations Book (EOB)

• Athletic Program Profiles

• Professional Services Delivery System (PSDS)

• Consolidated Marketing Planner

Athletic Program Profiles



• History/Heritage

• Program Overview

• Competitive Performance

• Competitive Schedule

• Program Administration

• Academic Achievement

• Budget & Finance

• Compliance

• Development

• Equipment & Apparel

• Facilities

• Recruiting

• Community Service

• Key Initiatives

Benefits of the Planning Process

• Establishes the Formal & Unified Vision

• Alignment & Collaboration with University

Leadership

• Professional Management & Accountability

Measures

• Introduces a Code of Professional Conduct

• Facilitates Inclusion & Diversity

• Creates the “Most Effective” Fundraising Tool





Strategic Objectives for 2008-2009

Enabling Partnerships



• IV. L.–Provide an intercollegiate athletics program that exhibits the

highest level of student academic success, integrity andcompetitiveness.

• Proposed Benchmarks–Increased GPA and graduation rates by athletes in all sports– Increased # wins and conference titles among all sports– Increased annual attendance at home game venues in all

sports by 10%–Increased donor funding for UTC athletic programs–Attainment of a self-supporting athletics division to reduce

reliance on institutional budget

Strategic Objectives 2008-09



• The Formal Strategic Planning Process– Assessment, Design, Installation, Management of Strategic Plan for

UTC Athletics– Refinement of Vision, Mission and Core Values– Alignment with University Leadership and Strategic Plan– Comprehensive Excellence as UTC Standard– Installation of Professional Management System

• Risk Management– Compliance Office – Universal Presence & Access– Sports Medicine

• Athletic Program Profiles– Data-Driven Decision Making– Clearly Defined Roles & Responsibilities of the Executive Staff, Unit

Managers, Coaches and Program Administrators– Athletic Program Profiles Created for All Sports– Collaborative Relationships with Coaching Staffs

Strategic Objectives 2008-09 (cont.)



• Enhancing the Student-Athlete Experience—Academics: Provide Knowledge & Degree Access/Completion—Athletics: Position to Compete for Championships—Life Skills: Teach Skills Vital to Future Success—Personal Development: Develop Quality Relationships & Healthy

Lifestyles—Leadership: Expose to Mentors & Build Leadership Qualities—Career Placement: Prepare Meaningful, Productive Citizens

• Staff Reviews & Professional Development/Conduct—Strategic Learning Planner—Department-Sponsored Learning

• Facilities Master Planning & Maintenance—Existing Facilities—New Facilities

Strategic Objectives 2008-09 (cont.)



• Partnerships and Community Outreach—Promotion of UTC Brand—Corporate Partnerships & Community Involvement—Constituent Communications Planning—Emergence of Athletics Development

• Financial and Administrative Controls—Fiduciary Responsibility – Balance Budget—Review of Policies and Procedures



Budget FY07 – FY11



Business Operations & FinancialAffairsPosition Statement

• Our Budget is Based Upon Realistic, Conservative, Historical Data (Data-DrivenDecision-Making)

• Our Business Operations are Professionally Managed• We Adhere to Clearly-Defined Policies & Procedures• We use our Resources Wisely• We are Open & Inclusive with Regards to the Budget Process• Above all else, Our First Priority is the Financial Viability of our Entire Program

Key Initiatives for 2008-2009• Protect & Promote the Health, Safety & Well-Being of our Student-Athletes• Expand & Enhance Resources (Scholarships, Summer/Post-Eligibility Funds,

Support Staff, Equipment, Facilities, etc.) Available to Student-Athletes• Minimize “Competitive Funding Gap” in all 17 Sports Programs• Retain & Recruit Quality Coaches/Staff• Invest in our People (Professional Development, Learning, etc.)• Effectively Manage Resources (Balance Budget & Provide Optimal Experience)



Cost of EducationTotal Scholarship Costs

2002-03 $2,111,982 2003-04 $2,192,875 2004-05 $2,560,655 2005-06 $2,791,303 2006-07 $2,984,818 2007-08* $3,331,350

Increase of over $1.2M in six years

*Projected costs for 2007-08**Result of increased costs associated with tuition, books, fees, housing andfood services***NCAA Academic Reform (progress-towards-degree) requires more summerschool hours****Commitment to graduating student-athletes who have exhausted athleticeligibility*****Location near GA, AL borders equates to a significant number of out-of-state awards



Budget FY08 - Scholarships

150,931.55124,993.00Summer

139,288.4547,383.15Post-Eligibility

272,548.00272,055.51Meals

567,382.20556,045.90Housing

178,892.28138,639.00Books

2,022,307.75

1,845,701.52Tuition

3,331,350.23

3,166,071.00

2,984,818.08

2,979,312.00

ScholarshipSupport:

FY08FY08FY07FY07

ProjectedBudgetActualsBudget



Opportunities & Access

Grant-in-Aid Allocations (UTC 2007-08 vs. NCAA Allowable)

Men’s Basketball 12 of 13 total Women’s Basketball 13 of 15 total

Football 54.05 of 63 total Men’s Golf 4.29 of 4.5 total Women’s Golf 2.64 of 6 total Women’s Soccer 4.41 of 14 total Softball 10.79 of 12 total Men’s Tennis 3.99 of 4.5 total Women’s Tennis 5 of 8 totalMen’s XCountry/Track 5.35 of 12.6 total Women’s XCountry/Track10.48 of 18 total Volleyball 12 of 12 total Wrestling 6.41 of 9.9 total



Facilities• Master Planning & Maintenance

• Existing Facilities

• New Facilities

• Learn, Work, Train, Practice, Compete, Serve, Engage,Showcase



The Emergence of AthleticsDevelopment

N/AN/AN/AN/AN/A

1$1,300,000622$223,904N/A

2$2,900,000723$358,000N/A

2$3,327,802850$431,384$410,908

4$3,700,0001300$438,000$804,116

4$4,902,7041426$802,864$1,200,000

4$8,400,0001500$978,018$1,595,963

4$15,000,0002024$1,250,865$2,007,432

4$15,800,0002067$1,372,717$2,623,958

5$16,000,0002849$1,417,575$2,960,184

5$22,700,0004500$1,800,000$3,583,412

StaffSize ofEndowment# of DonorsTotal Annual

Fund GiftsTotal Gifts



Budget FY08 – Revenues vs.Expenditures

FY07 Budget Institutional/State (E&G) Funds $3,593,928Student Fees $1,877,000Scholarships ($2,979,312)Salaries & Wages ($2,570,644)Surplus/Deficit ($79,028)

FY07 ActualsExpenditures Over Budget ($370,613)AD Revenues Unrealized ($141,972)Surplus/Deficit ($512,584)Restricted Funds Offset$512,584

FY08 BudgetInstitutional/State (E&G) Funds $3,955,698*Student Fees $1,900,000Scholarships ($3,166,071)Salaries & Wages ($2,820,841) Surplus/Deficit ($131,214)

FY08 Projected Expenditures Over Budget ($550,511**) AD Surplus Revenues Realized $201,432*** Surplus/Deficit ($349,080) Restricted Funds Offset $350,000****

*Increase in institutional support covers tuition increases and university-issued salary enhancements**Approximately $150,000 in overages can be attributed to scholarships and approximately $100,000 to marketing***AD-Generated revenues increased significantly (ticket sales, guarantees, sponsorships, etc.) ****Less restricted funds should be needed to offset operational needs in FY08



Budget FY09-FY11Funding Request from Institution (FY09 – FY11)

• Support for Academic Reform (40/60/80 Rule, APR) = $150,000 (GIA SummerSchool)

– Mission: Excellence in Teaching– Value: Preparing for the Future– Value: Education and Engagement– Value: Positive Institutional Environment– Initiative: Partnerships for Students (Teaching and Learning) – Sense of Purpose; Richer

Connections– Initiative: Partnerships for Education and Research – Excellence in the Arts– Initiative: Partnerships for Diversity – Recruit and Retain– Initiative: Enabling Partnerships – Numerous– Action Step: Athletic and Academic Success



Budget FY09-FY11 (Cont.)Funding Request from Institution (FY09 – FY11, Cont.)

• Support for Degree Completion (Graduation Rates, APR) = $150,000 (GIA Post-Eligibility)

– Mission: Excellence in Teaching– Value: Preparing for the Future– Value: Education and Engagement– Value: Positive Institutional Environment– Initiative: Partnerships for Students (Teaching and Learning) – Sense of Purpose;

Institutional Support– Initiative: Partnerships for Education and Research – Excellence in the Arts– Initiative: Partnerships for Diversity – Recruit and Retain– Initiative: Enabling Partnerships – Numerous– Action Step: Athletic and Academic Success




• Support for Scholarship Competitiveness (Graduation Rates, APR) = $350,000(GIA Increases)

– Mission: Excellence in Teaching– Value: Preparing for the Future– Value: Education and Engagement– Value: Positive Institutional Environment– Initiative: Partnerships for Students (Teaching and Learning) – Numerous– Initiative: Partnerships for Education and Research – Excellence in the Arts– Initiative: Partnerships for Diversity – Recruit and Retain– Initiative: Enabling Partnerships – Numerous– Action Step: Athletic and Academic Success




• Support for Life Skills Program (Retention, Career Placement, APR) = $175,000(Staff/Programming)

– Mission: Excellence in Teaching and Service– Value: Preparing for the Future– Value: Education and Engagement– Value: Positive Institutional Environment– Initiative: Partnerships for Students (Teaching and Learning) – Numerous– Initiative: Partnerships for Education and Research – Excellence in the Arts– Initiative: Partnerships for Diversity – Numerous– Initiative: Enabling Partnerships – Numerous– Action Step: Athletic and Academic Success




• Support for Overall Academic Success (GPA, Grad. Rates, APR) = $175,000(Support/Equipment)

– Mission: Excellence in Teaching and Service– Value: Preparing for the Future– Value: Education and Engagement– Value: Positive Institutional Environment– Initiative: Partnerships for Students (Teaching and Learning) – Numerous– Initiative: Partnerships for Education and Research – Numerous– Initiative: Partnerships for Diversity – Numerous– Initiative: Enabling Partnerships – Numerous– Action Step: Athletic and Academic Success

Total Funding Request FY09 – FY011 = $1,000,000(Average $333,333/Year; 7.3% of FY09 Avail. Operating Funds)



Comprehensive Excellence: the UTCStandardFulfillment of Request Allows Athletics Department to Progress Towards

Achievement ofAction Step IV. L.: Provide an Intercollegiate Athletics Program that Exhibits

Highest Level ofStudent Academic Success, Integrity and Competitiveness.

• Supports the Linked System, University and Department Objectives• Aligns with the University and Department Mission and Core Values• Creates Access/Opportunities to Pursue a Quality Education• Facilitates Diversity and Inclusion• Supports Students Through Graduation• Promotes and Protects the Safety and Well-Being of our Students• Equips Students with Knowledge and Skills Necessary for Career Placement• Places us in an “Optimal” Fundraising Mode – Donations Will “Move us

Forward”• Allows Additional, Athletics Department-Generated Revenues to Be Directed

Towards Other University-Identified Initiatives (Increase Wins and ConferenceTitles in All Sports, Attendance and Donor Funding and Reduce Reliance onInstitutional Budget)

Accomplishments in 2007





Key Accomplishments in 2007University Relations

Commitment to support the educational mission of the UniversityEmphasis on building partnerships and integrating with other campus units

Department of Intercollegiate AthleticsInitiated the formal Strategic Planning process for UTC AthleticsFormal assessment and review of Organization

The Student-AthleteFocus on the Student-Athlete: 317 All-Staff Meeting – 62 guardians protecting well-beingReestablished the Student-Athlete Advisory Council (SAAC)Educational programming and mentoring – General B.B. BellOpportunities to contribute to the community and serve those less fortunateStudent-Athlete graduation rate in excess of general student populationExpansion of Academic Support Services staff and enhanced resources (computers, wireless access,etc.)116 Student-Athletes Named to Fall Honor Roll/Dean’s (21 Posted 4.0s)Cumulative GPA = 2.686 (6 Teams Earned 3.0 or Higher Team GPAs)Significant improvement in APR scores

Compliance OfficeAddition of Marquita Turner to Compliance OfficeEstablishment of a “Compliance Mindset”



Key Accomplishments in 2007 (cont.)Coaching Staff

Three SoCon “Coach-of-the-Year” Awards: Gautier (WXC), Bono (WRES), Guhne (MGO)Revamped evaluation instrument to more clearly define roles and facilitate dialogue

Athletics Program AdministrationFive SoCon Team Championships: Women’s XC, Women’s Basketball, Wrestling, Men’s Golf, SoftballFive SoCon “Athlete-of-the-Year” Awards: Lanni Marchant, Women’s XC; Alex Anderson, Women’sBasketball; Matt Keller, Wrestling; Anastasia Zhukova, Women’s Tennis; Jonathan Hodge, Men’s GolfSoCon “Female Athlete-of-the-Year” Award: Lanni Merchant, Women’s Cross CountryTwo SoCon “Freshman-of-the-Year” Awards: Derek Rende, Men’s Golf; Brooke Loudermilk, SoftballBegan competition in Women’s Golf

Team Support ServicesExamined sports medicine relationships and infrastructure to provide enhance services

FacilitiesBroke Ground on the Brenda Lawson Student-Athlete Success Center (Chattem Basketball PracticeFacility & Wolford Family Strength and Conditioning Facility)Developed an RFP for a Facilities Master Plan for McKenzie ArenaExplored Facility Expansions to Include CC/Track & Field, Soccer and Men’s/Women’s Golf



Key Accomplishments in 2007 (cont.)

External OperationsAdopted a service-oriented approach for all event staffImproved in-game coordination among band, spirit squads, PA Announcer, etc.Refined the UTC Brand: new primary mark, eliminated existing fragmentation and abided by traditionalcolor scheme; introduced “Blue/Gold Fridays” to encourage “school spirit”Strengthened constituent relationships by being visible and accessible and listening/responding to theneeds and desires of others; greater effort to place value where our stakeholders can find itFormed a “marketing task force” and developed written plans aimed at increasing attendance and ticketsales, enhancing event atmosphere, and improving the overall awareness and visibility of UTC AthleticsConducted formal customer satisfaction surveys with students and ticket holdersCreated an official student spirit organization, Mocs Maniacs, to encourage student participationEngaged new partners leading to increased revenues and mutually beneficial relationshipsAppropriately celebrated student successesSuccessfully hosted a record crowd for the UT men’s basketball game

Athletics CommunicationsWorked closely with the media in an effort to improve relationships and communications; invited localmedia to attend “information session” with the ADPartnered with Jump TV to provide a more robust array of online services including: live andarchived audio and video streaming, live stats, online auctions, e-commerce, and otherstate-of-the-art technology



Key Accomplishments in 2007 (cont.)

Business Operations & Financial AffairsModified the budget process by using realistic estimates based upon historical data and performanceCreated a new position within Athletics dedicated to technology and information systemsMade the online ticketing process more “user-friendly”; developed a variety of ticket prices and packagesto appeal to a broad audienceBalanced the budget for UTC Athletics

Athletics DevelopmentDeveloped a “wish list” for each sport programInitiated changes in organizational structure and approachSecured major gifts in support of various sports programsCollaborated with University Advancement on several planned giving and endowment initiativesIdentified a need for change in the positioning of the Blue & Gold Club

Professional Management SystemsDeveloped framework for Manager’s Action Planners; standardized reporting and accountabilitymeasures for all units



A Pathway to Excellence



Strategic Partnerships

“We view partnerships as the mutually

beneficial exchange of ideas, resources and

services to reach shared goals.” - UTC

Strategic Plan



Campus Partnerships• Chancellor’s Executive Team• University Advancement• Records Office – Institutional Control• Students• Faculty• Departments – Academic Instructors• Health & Human Performance

– GATP– Internships– Research Initiatives

• Metabolic Syndrome (Sports Medicine, HHP, Student Health)• NCAA Injury-Tracking Software Development (Sports Medicine, Engineering)

• Student Development• McKenzie Arena Staff• Barbara Medley• University Housing• University Bookstore• Aramark & Concessions• Orientation• Camps/Clinics



Community Involvement• Memorial Hospital• Corporate Sponsors• Non-Profit Agencies

– Auctions– Awareness and Support

• Local Schools– Reading Programs– Mentoring– Access to Campus and Events– Middle School Night

• Community Members– Blue & Gold Club– Special Events

• Local Government/Agencies– City and County Officials– Chamber of Commerce– Sports and Events Committee

• Media Affiliates• FCA• Porky’s Open Scholarship Golf Tournament



Visibility & Exposure• Coaches/Athletes Compete on National Stage • Television/Radio • Newsprint • Civic Organizations • Economic Impact • Goodwill • Sense of Community • Student Recruitment

— Camps— Events— Halftime Acts— Concession Sales

• Championship Events — NCAA Division I Football Championship Game— 2007 SoCon Volleyball Championships — 2008 SoCon Wrestling Championships — 2008 NCAA Division I Men’s Golf Regional — 2009 SoCon Basketball Championships — 2009 NCAA Division I Women’s Basketball 1st & 2nd Rounds — 2009 SoCon Softball Championships— 2010 NCAA Division I Men’s Golf National Championships — 2010 SoCon Basketball Championships

Critical Comments



Presentation Recap



Personal Introductions

I. The University of Tennessee at

Chattanooga

II. UTC Athletics

III. The Strategic Planning Process

IV. Strategic Objectives for 2008-2009

V. Budget FY07 – FY11

VI. Key Accomplishments for 2007

VII. A Pathway to Excellence

Critical Comments



Budget Request SummaryPriority Reoccurring Budget Needs• Support for Academic Reform (40/60/80 Rule, APR) = $150,000 (GIA Summer School)• Support for Degree Completion (Graduation Rates, APR) = $150,000 (GIA Post-Eligibility) • Support for Scholarship Competitiveness (Graduation Rates, APR) = $350,000 (GIA Increases) • Support for Life Skills Program (Retention, Career Placement, APR) = $175,000 (Staff/Programming)• Support for Overall Academic Success (GPA, Grad. Rates, APR) = $175,000 (Support/Equipment)

Total Funding Request FY09 – FY011 = $1,000,000 (Average $333,333/Year; 7.3% of FY09 Avail. Operating Funds - $4,562,800)

Fulfillment of Request Allows Athletics Department to Progress Towards Achievement of Action Step IV. L.:Provide an

Intercollegiate Athletics Program that Exhibits Highest Level of Student Academic Success, Integrity andCompetitiveness.

• Aligns with the University and Department Mission and Core Values• Supports the Linked System, University and Department Objectives• Allows Additional, Athletics Department-Generated Revenues to Be Directed Towards Other University-

Identified Initiatives (Increase Wins and Conference Titles in All Sports, Attendance and Donor Fundingand Reduce Reliance on Institutional Budget)

• Supports Students Through Graduation• Equips Students with Knowledge and Skills Necessary for Career Placement• Creates Access/Opportunities to Pursue a Quality Education• Facilitates Diversity and Inclusion• Places us in an “Optimal” Fundraising Mode – Donations Will “Move us Forward”

university of tennessee at chattanooga department … · from the university of tennessee at...

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