Strategic Plan for Athletics “A Blueprint for Success”

— 2009-2014 — Longwood University

Strategic Plan for Longwood University Athletics

Table of Contents Introduction ...... 2

Longwood Athletics ...... 3

Mission and Core Values ...... 4

Vision ...... 4

Climate and Landscape of Division I Athletics ...... 5

Expectations ...... 7

Guiding Principles ...... 7

Strategic Initiatives ...... 8

Summary ...... 17

Strategic Plan Timeline ...... 18

– 1 – Longwood University

Introduction

As Longwood University moves into the mainstream of In 2007, Longwood Division I Athletics, it is clear that the University is entering University adopted a five a new and different world . To maximize the investment that year strategic plan, From the institution has made, it is of paramount importance that Vision to Action: The Five Longwood University and Longwood Athletics implement Year Plan . This plan has strategic initiatives that will provide the maximum benefit four themes: Distinctive possible from the decision to make the transition from Divi- Impact, Engaged Learning, sion II . Therefore, it is necessary to establish a strategic plan Superior Performance, and that will lay a foundation for continued intercollegiate athlet- Responsible Stewardship . ics success within the Division I framework . The University will focus its efforts on advancing the Division I athletics programs are highly competitive and mission and fulfilling the demand great resources . At the highest level, annual budgets vision of the institution as approach $115 million . Payouts to conferences and schools outlined in that plan . This for participation in bowl games and the NCAA strategic plan for athletics tournament amount to tens of millions of dollars . Some has been designed to support programs will have more than sixty of their competitions the University plan and was televised locally, regionally, and nationally . The annual salary developed based on the fol- of a head coach has been as high as $4 million, while assis- lowing five precepts: tant coaches often make more than the university president . Facilities like the at the University of 1 . The plan should seek the best and most realistic way to have a price tag of $130 million with annual operat- position Longwood Athletics within Division I . Successful, ing costs of almost $4 million . yet realistic, development of athletics programs can elevate a university’s profile on a national level . Needless to say the upper echelon of 2 . To be successful, the plan should be based on a clear vision this spectrum is not for Longwood Athletics . This vision should be presented to for every Division I all Longwood constituencies so that they can clearly envi- member . Many uni- sion the future of the Lancers . versities operate with significantly smaller 3 . A plan should consider the impact of current trends on the budgets for athlet- success of Longwood Athletics and should pay particular ics and still maintain attention to the importance of conference affiliation for quality and perspec- Longwood . tive . Programs that are successful under- 4 . The plan should anticipate trends that will affect the future stand the importance of Longwood Athletics and the overall landscape of inter- of selective excellence collegiate athletics . and are positioned within their univer- 5 . The plan should reflect the philosophical principles and sity to take advantage basic values that serve as the foundation for decision- of the opportunities making in the Department of Athletics, paying particular that are available . In attention to the welfare and treatment of student-athletes, November 2002, the the role of athletics within the university, and the control Longwood University and oversight of each individual sport and staff member . Administration made the bold move to elevate Longwood athletics to Division I sta- The plan based on these five foundational precepts will tus . Now it is up to the current administration to continue to lead to a Longwood athletics program which is viable and make similar bold moves so that the ultimate long-term value competitive at the Division I level and that supports the mis- to the University of this transition will be realized . sion of the University .

– 2 – Longwood University

Longwood Athletics

Longwood University is the third oldest public univer- to outperform the general student population in terms of sity in the Commonwealth of Virginia with a consistent graduation rates and grade point averages . Longwood Athlet- undergraduate enrollment of approximately 4,000 students . ics has received high scores on NCAA academic standards For much of its history Longwood was a women’s college such as the APR and the Graduation Success Rate . In 2008- emphasizing teacher education . Longwood is classified as an 09 two teams, women’s golf and tennis, were pubically and Independent Division I institution that does not spon- nationally recognized for sor football . This profile of Longwood has presented a perfect mark of 1000 in challenges for its intercollegiate athletics program . the APR . There have been misperceptions of the University and limited fiscal resources . It has been difficult for Long- Longwood has made wood Athletics to gain “brand recognition” out-of-state, a significant commitment while in-state Longwood is sometimes viewed as still to the capital infrastruc- competing at the Division II level . This lack of recog- ture in almost all of the nition presents a challenge in the recruitment of staff school’s sponsored pro- and student-athletes who desire to be associated with a grams as illustrated by the Division I school . following examples . The tennis program received The primary source of funding for intercollegiate upgraded playing surfaces . athletics at Longwood is student fees, which accounts A facility was constructed for 85 percent of the approximate $6 million in opera- off-campus with locker tional funds received by the athletics department . To rooms and artificial turf develop an athletics program that is consistently com- surface for and petitive the financial resources must grow . However, women’s lacrosse . Men’s undergraduate enrollment will not increase significantly and women’s soccer have in the near future and student fees cannot be raised benefited by having newly to provide more funds . Thus private sources must be constructed Bermuda cultivated to foster additional growth . grass playing fields . The and softball fields received new lights, locker rooms, and playing surfaces . Willet Hall, Despite these serious challenges, Longwood Athletics has the basketball arena, underwent renovations that included provided a positive environment by achieving student success revamped lighting, new paint, a new floor, and installation in the classroom and being competitive on the field . The of chair-back seating . The institution recently completed the University also maintains a commitment to athletics through construction of a 3,400 square foot athletic training facility . capital development and plans for future sport sponsorship . These additions helped to bolster Longwood’s preparation for the Division I environment . Longwood Athletics remains In the past five years, Lancer teams have earned quality a priority as demonstrated by the University’s construction victories against long-estab- plan for the future: The Longwood University Master lished Division I programs . In Plan for 2009 through 2020 states that intercollegiate the spring of 2007, prior to athletics will have a new basketball convocation center, completed reclassification, the relocated and enhanced tennis courts, and a new facil- men’s golf program reached ity to house the department’s coaches and staff . the NCAA Division I East Regional . Overall, the teams’ Lastly, during the NCAA Certification process winning percentage in 2008- Longwood made a commitment to Title IX and 09 was .493, up from .396 in the promotion of diversity education . The Athletics 2004-05 when all Longwood Department will begin the sponsorship of an added athletics programs were first women’s program in 2012 to meet the proportional- required to maintain a Division ity measurement of a gender equitable campus . The I schedule . University is also aware that an additional sport may be necessary to secure conference affiliation . Academically, Longwood student-athletes have continued

– 3 – Longwood University

Mission and Core Values Vision

Our mission: Longwood University Athletics will be rec- The vision for Longwood Athletics is to have Lancer ognized as a model among its peers in the pursuit of academic student-athletes competing for conference championships and athletic excellence through its commitment to champion and earning the right to represent the conference in NCAA citizen leaders . championships . These Longwood Our core values: student-athletes will be • Principle – To promote and nurture the highest standards supported by enthu- of integrity and sportsmanship siastic fans consisting of fellow students, • Respect – To ensure and protect an environment of trust, Longwood faculty and communication, and cooperation staff, the South Central Virginia community, • Inspiration – To foster a culture of leadership and motiva- and proud alumni tion within the campus community and beyond and friends . Not only will student-athletes • Diversity – To embrace and actuate inclusion, equity, and achieve success in individuality among all constituents athletic competition but they will become • Excellence – To strive to be the best in all endeavors leaders on campus, in the conference, and • PRIDE – The Lancer Logo never comes off . on the national scene as they gain recogni- tion and exposure for Longwood University . Coaches and administration will work together to engage the entire Longwood family in the quest to be a nationally recognized and acclaimed Division I athletics program while highlighting the quality of Longwood University as a top- notch academic institution .

– 4 – Longwood University

Climate and Landscape of Division I Athletics

The culture and environment of Division I Athletics and size of budget, and number of scholarships could all be factors higher education will affect the operation and actions of used to determine if programs are maintaining the program all NCAA colleges and universities . There are three major level that is necessary to be considered as Division I . issues that member institutions must prepare for and adapt to: the NCAA Division I moratorium, the NCAA Academic Academic Progress Rate Progress Rate, and the declining national economy . Specific to Longwood and a small group of other Division I institutions The Academic Progress Rate (APR) is a program initiated is the need for conference membership . The long-term success by the NCAA to insure that Division I sports teams maintain of Longwood Athletics depends on Longwood aligning itself a minimum standard in retention and graduation of scholar- with peer institutions in a conference . ship student-athletes . Teams that score below 925 (out of a possible 1000) and Moratorium have student-athletes leave school while academically ineli- In 2007, the NCAA announced a four year moratorium gible can lose up to 10 percent of their scholarships allowed which temporarily prevents reclassification to Division I . by the NCAA . In what is known as “immediate” or “contem- The NCAA currently is reviewing criteria for evaluating and poraneous” penalties, these scholarships can be limited each admitting new member colleges . The intent of this review is year and not awarded until the following year . Teams can also to redefine the characteristics that are required to be a Divi- be subject to “historical” penalties, ranging from a public sion I member . The NCAA is concerned that programs lack- warning up to a restriction on membership status, for poor ing ample resources are choosing not only to play as a Divi- academic performance over time . This APR program empha- sion I member but also to compete in certain sub-divisions of sizes the national focus on member institutions that recognize Division I for which they do not have the resources necessary the importance of the “student” in the term “student-athlete” . to compete successfully and provide positive experiences for Longwood Athletics’ 2007-08 APR numbers are noted in student-athletes . Even within the sub-divisions, the NCAA Table 1 below . has established a moratorium on the number of Football Bowl Subdivision (FBS) programs, which were formerly Division The 2007-08 academic year proved to be extremely suc- IA programs, limiting them to 120 . cessful with regard to APR, resulting in no contemporane- ous or historical penalties assessed to the University . Seven In their current review, the NCAA is studying the afore- programs achieved perfect single year scores of 1000, while mentioned situation to determine if more definitive and strin- softball and men’s basketball continued to improve on their gent guidelines should be established similar to those imposed cumulative APR . on the FBS . Size of facilities, home attendance, ticket sales, 2007-08 APR Data Sport Single Year APR Multi-Year APR* Multi-Year APR^ Baseball 902 909* 937 Men’s Basketball 958 926 960 Women’s Basketball 949 969 987 Men’s Cross Country 900 915* 958 Women’s Cross Country 1000 956 985 Field Hockey 1000 973 987 Men’s Golf 966 978 994 Women’s Golf 1000 1000 1000 Lacrosse 1000 991 998 Men’s Soccer 1000 955 977 Women’s Soccer 974 983 993 Softball 986 914* 947 Men’s Tennis 1000 975 993 Women’s Tennis 1000 1000 1000 * Raw Multi-Year APR ^ Multi-Year APR with squad size adjustment

– 5 – Longwood University

National Economic Crisis

“The unrelenting downturn in the economy is a hot-but- gest a rebound could occur in the near future . Regardless, ton issue in college athletic departments, the same as at your the potential for shortfalls requires a careful assessment of kitchen table ”. 1 athletics budgets and more creativity in finding new revenue sources . Wise decisions must be made regarding the allocation Athletics departments across the nation are faced with of available resources, with particular attention to how each declining revenue and the threat of budget cuts even as dollar helps Longwood Athletics meet its mission and make expenses steadily increase . Fiscal forecasts are unclear . Some its vision a reality . economists project a very slow recovery, while others sug-

Conference Affiliation

Conference affiliation is critical for the operations of an ment as a participant in these tournaments brings credibility, intercollegiate athletics department . The many benefits of a vast amount of publicity, and additional resources . Reaching being a conference member permeate every phase of an inter- the tournament as an independent is practically impossible, collegiate athletics program . Among the most crucial benefits as you cannot schedule appropriately to create a high of a conference affiliation are more efficient and economical enough Rating Percentage Index (RPI) to warrant an scheduling and travel arrangements, chances to compete for at-large selection . NCAA tournament appearances, and support from a mem- bership conference office . Conference Support Conference offices provide a tremendous amount of sup- Scheduling and Travel port ranging from help with NCAA compliance to running The majority of Division I members are in conferences conference championships, providing regular season schedul- that allow minimal windows for scheduling competition ing, and arranging regional and national television packages . against nonconference members . The majority of conference Most conferences collaborate to develop a syndicated televi- members play between 60 and 70 percent of their competi- sion package with a regional cable company and often have tions against other conference members . Almost all of those their men’s basketball championship televised on a national competitions are in the last two-thirds of the competitive sports cable company network, such as ESPN . season . Therefore, independents have very limited ability to schedule games in the last half of the season against programs that have a conference affiliation .

Travel expenses are minimized by membership in a confer- ence where competing institutions are located within the same geographical footprint . Both expenses and missed class time are greatly reduced .

Competing for NCAA Tournament Appearances Every college athlete wants the opportunity to compete for a championship title, whether it is during the regular season or a post-season tournament . A critical piece of building an athletics program is to construct a plan where teams and indi- viduals can compete to become champions . Championships become part of the tradition and heritage of an athletics pro- gram and bring a focus and unity to the university . Confer- ences, for the most part, have automatic qualification for the NCAA Championships . Particularly attractive is automatic qualification for the men’s and women’s basketball champion- ships . Involvement with the $6 .2 billion CBS/NCAA agree-

1 “Recession forces colleges to find ways to cut spending,” Erik Brady; USAToday, online: http://www. usatoday.com/sports/college/2009-02-18-colleges-economy-cover_N.htm (February 24, 2009).

– 6 – Longwood University

Expectations Guiding Principles

We have the following expectations for the future of Long- Decision making in the Department of Intercollegiate wood Athletics: Athletics concerning the oversight of our programs and the treatment of our student-athletes is guided by certain philo- 1. We ANTICIPATE that Longwood University will sophical, ethical, and moral values . These same principles continue to support the concept of a Division I athletics guided the development of this strategic plan . program for the University and remain a member . 1. We BELIEVE that the University must subscribe to 2. We ANTICIPATE that the Commonwealth of Virginia high standards of academic achievement and personal will not change their funding model to allow state fund- growth for student-athletes and must view Longwood ing to be utilized for intercollegiate athletics . student-athletes as an integral part of the student body .

3. We ANTICIPATE that a successful intercollegiate 2. We BELIEVE that the University’s intercollegiate ath- athletics program will provide significant benefit for the letics program must be operated in a manner consistent University as a whole, including enhanced exposure to with the fair and equitable treatment of student-athletes prospective students, staff, and faculty . and Athletics Department personnel, without prejudice due to gender, race, ethnicity or any other cause . 4. We ANTICIPATE that, in accordance with the mission of Longwood University, the Athletics Department will 3. We BELIEVE that success in athletics, with many continue as an integral part of the institution to provide sporting events drawing public attention, can be one of national exposure, enhanced school spirit, and top- the most powerful unifying forces for the entire Long- quality performance in intercollegiate athletics . wood community and all its constituent groups .

5. We ANTICIPATE that the costs of maintaining a 4. We BELIEVE in selective excellence . We understand Division I program will continue to rise over time, but that we must prioritize the allocation of resources that the tangible and intangible benefits of a successful so that we maximize our investment in becoming a program will also increase as a competitive conference- Division I member . To do this, we must focus for the affiliated athletics program results in expanding local, present upon the development of competitive Division regional and national exposure of the Longwood brand . I programs in men’s and women’s basketball and then make judgments based on the best use of resources to 6. We ANTICIPATE that continued growth in alterna- ensure conference membership . tive revenue streams, such as ticket sales, corporate sponsorships, conference revenue sharing, and private 5. We BELIEVE that Longwood student-athletes provide fund-raising, will be necessary and will be possible if a model population, delivering diversity in race, gender, our programs are viewed as competitive and worthy of and out-of-state and international students to the total support . Longwood student population .

7. We ANTICIPATE that Longwood University will com- 6. We BELIEVE that student-athletes are faced with mit to the Master Plan, which outlines the development certain challenges different from those faced by other of a basketball Convocation Center and a home for students . The University and the Athletics Depart- intercollegiate athletics . ment must be aware of these challenges and be willing to assist student-athletes in meeting these challenges to assure their success as Longwood students .

7. We BELIEVE that a successful athletics program greatly enhances students’ collegiate experience and is a critical piece of the quality of life for students, faculty, and the wider community .

– 7 – Longwood University

Strategic Initiatives

1. Securing Conference Membership ence” would be one which Longwood’s students, faculty and staff, and alumni can “buy into” emotionally and one which Longwood must demonstrate to the member institutions allows the athletics programs to compete on a consistent basis . of a potential conference the value that Longwood’s associa- Moving to a conference that does not provide an environment tion with the conference would bring, influencing them to that allows for rivalries and quality competition can become extend an offer of membership . Longwood has to be attractive very expensive and can be a deterrent to maximizing the value enough to the conference members or must fill a need that of the athletics program . Making two independent moves is important to them . Conferences and members are faced to different conferences would not be financially efficient . It with fiscal constraints; potential new members are evaluated would cost a minimum of $1 million when the initiation fees through a financial filter . Institutions analyze each potential and resignation fees are considered . Most conferences require new member based on what additional revenues will be real- a significant buy-in as part of purchasing equity in the confer- ized and what additional costs will be created both for the ence and most conferences have major penalty resignation fees conference and for themselves . For example, each conference built into their by-laws . Quite often the “resignation” from receives a minimum of $1 .2 million for the NCAA basketball a conference is not only costly but a difficult and unpleasant pool; members must evaluate whether dividing this “pie” into process . more pieces is a good financial decision . Selective excellence With today’s travel costs and missed class time, institutions must identify reasonable travel patterns for their scheduled Longwood must build programs that are attractive to athletics contests . Competitions scheduled at distant loca- Division I conferences . Understanding the concept of “selec- tions, which require substantial travel time, or to cities that tive excellence”, Longwood will prioritize athletics programs are known to be expensive are an area of concern . Proximity based on their ability to attract Division I conference inter- to an opponent is often an attractive benefit regarding travel est at Longwood . Given its tremendous revenue potential and scheduling of a contest . and opportunities for exposure, basketball is one sport that most Division I institutions give a high priority . Longwood Conferences desire members to have similar academic will allocate existing resources and search to find additional standards, athletics characteristics, and financial resources . revenue streams to fund men’s and women’s basketball at a Schools should have comparable outlooks and commitment level equal to successful non-football programs in the Atlantic to the same core values . Conferences that consist of institu- Sun and the Big South Conferences . Longwood will make tions with varying philosophies are challenged to meet the the necessary commitment to upgrade its basketball facility to needs of the individual schools . Small private schools may be consistent with the quality of facilities within the Atlantic be leery of large public institutions, believing that a “large Sun and the Big South Conferences . Longwood Athletics will public” could drastically increase its enrollment and the fiscal invest resources in men’s and women’s basketball compensa- operations of its athletics program . On the other hand, “large tion packages to make them equivalent to the average range of publics” may feel that “small privates” have a great deal more such packages in the Big South and the Atlantic Sun Confer- flexibility in their operation, since they have no requirements ences . to maintain compliance with state policies and regulations . Longwood has had much success in many different sports A major benefit of conference membership is added media throughout the years . Longwood must now strategically exposure for a member’s athletics programs . Such additional emphasize those nonrevenue sports (i .e . baseball, softball, publicity aids an institution in recruiting new students and etc .) that will best position it to be viewed as attractive to the cultivating alumni support . Conferences negotiate multiple members of a potential conference . By competing against regional cable system deals to extend the membership’s reach . and, at times, defeating members of a potential conference, When reviewing an institution for potential membership, a Longwood becomes much more attractive as a new confer- conference may consider whether the institution could supply ence member . a television agreement or media penetration within a new market . Schedule Strategically Longwood must strategically schedule games . The optimal Strategically, Longwood needs to make a careful deci- way to showcase the quality of an athletics program is to have sion regarding conference membership . Intermediate moves teams compete successfully against perceived quality . Contin- could be very costly and could ultimately hinder the ability ually competing with members of a potential conference, and to obtain the right conference affiliation . The “right confer- being successful in doing so, raises the appreciation for a pro-

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gram . In addition, having the opportunity to schedule very Enhancement . The student-athlete enhancement program high profile programs on a limited basis provides national has a mission that aligns with the academic success of each exposure and much needed revenue to support important student . Strategically, resources must be identified within strategic initiatives . the University to support basic services, such as study skill development, monitoring of academic performance, academic Augment Media Exposure intervention, and follow-up to each coach within the Athletics Currently, Longwood broadcasts its men’s and women’s Department . basketball games on local radio stations . Longwood must look for opportunities to acquire a television Additionally, the student- package, extend its radio agreement to a network, and athlete enhancement program establish an internet viewing plan . It would be beneficial needs to facilitate the transi- for Longwood to position itself to have a minimum of tion of new student-athletes three (3) of its men’s basketball games televised annu- into the Longwood commu- ally through scheduling . Participating in three televised nity by creating both curricular basketball games would send a strong message to poten- and non-curricular activities tial conferences of Longwood’s commitment to being that support success in the successful at the Division I level . It is important to note classroom and in life . Leader- that Longwood would need only to produce one (1) ship, teamwork, and commit- home of televised contest (the cost to secure a televised ment will be the integral focus game will be examined within the External Marketing of such a program . portion of this Strategic Plan) . Finally, student-athlete Establish Key Relationships enhancement will develop a recognition and award The Athletics Directors and Presidents of all mem- program that will emphasize ber institutions within a conference will need to be success in the classroom and informed about the positive aspects Longwood presents as a “citizen-leader” in the if Longwood is to gain affiliation . It is vital that Long- Longwood community . Such wood’s President and Athletics Director reach out to their success will be regularly communicated to the Longwood peers to establish quality relationships . In addition a rapport community, demonstrating the benefit of being a Division I must also be created between Longwood and the Commis- student-athlete at Longwood . sioners of targeted conferences . This will insure that prospec- tive conferences are aware of Longwood’s interest and may Increase Academic Enhancement Staff Size provide insight into any major conference initiatives . It is imperative to understand the value that a quality The projected on-going cost of approximately $20,000 academic services program provides to the athletics initia- to promote conference affiliation would be eliminated at the tives of the Athletics Department . Throughout the history of point Longwood is invited to join a conference . In the mean- college athletics, athletics programs have tried to keep up with time, the estimated costs are as follows: each other in areas such as practice and competition facilities and personnel . Across the country, this competitive trend in Travel Costs $5,000 college athletics has now moved into the area of academic Marketing Costs $15,000 support services . Institutions are enhancing facilities, hiring learning specialists, and providing advanced technology for students . Today, parents and guardians of prospective student- 2. Student-Athlete Enhancement athletes will most likely compare student-athlete support Student-athletes are the most valuable resource in Long- services as part of their evaluation of potential institutions . wood Athletics . Student-athletes are entitled not only to qual- ity academics, athletics, and health care support, but also to On average, the Longwood Athletics has 230-240 student- services that assist them in being successful in every phase of athletes . Currently, only one full-time staff member and one their college experience, leading to successful post-collegiate Graduate Assistant are employed within Student-Athlete careers . The development of the total person needs to be the Enhancement . At a minimum, two additional full-time Aca- focal point of Longwood Athletics’ academic services and demic Support member and one Graduate Assistant must be NCAA CHAMPS/Life Skills programs, which are super- hired to provide adequate services such as skill development, vised by the Associate Athletics Director for Student-Athlete monitoring of academic performance, academic intervention,

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and follow-up to each team within the Athletics Department . ment with the proper expertise to serve as academic advisors for student-athletes . Personnel, other than full-time employees, in the Student- Athlete Enhancement area will also need to be increased over Expand Student-Athletes Recognition Efforts the long term . Additional Graduates Assistants and tutors Longwood University athletes traditionally perform better will be necessary to create a successful and effective program academically than the general student body as measured by within academic services . Grade Point Average (GPA) and graduation rates . Neverthe- less, the academic success of our student-athletes sometimes The vision of Student-Athlete Enhancement is to continue goes unnoticed by faculty, staff, and external constituents to improve its programs, but this is no small undertaking . because this success in the classroom is not regularly com- Without the addition of the personnel mentioned above, municated . To increase awareness, the Athletics Department Student-Athlete Enhancement will be challenged to advance must utilize its available media outlets to publicize the aca- its operations . The ability to provide academic support to demic accolades earned by student-athletes . student-athletes of varying needs should expand the recruit- ing opportunities for coaches, who can provide assurance Such recognition is a prerequisite for building an Athlet- that all student-athletes will be provided every opportunity ics Department culture that is committed to the academic for academic success . Academic success will breed confidence success of its student-athletes . The goal of the Athletics and stability in every area of the student-athlete’s experience . Department is to achieve an overall 3 .0 GPA (on a 4 .0 scale) It is also worth noting that, since many student-athletes will among its student-athletes . Currently, we recognize annually not reach the professional level of competition, a focus on those student-athletes who are performing at or above this academics is of utmost importance as it will contribute to the level with a recently developed award for team distinction in lifetime success of most athletes . academics . We will enhance student-athlete recognition in the following ways:

Provide Student-Athlete • Expand the Academic Awards Banquet to include all Skill Development Program student-athletes and staff, Many college freshmen have difficulty adjusting to the challenges of college academics while balancing their daily • Enhance the Recognition Program by creating an All lives . The mastering of skills such as time management, finan- Academic Team, an Academic PRIDE and an award for cial management, prioritization, communication with faculty/ outstanding service, administration, note-taking, and general life skills presents many obstacles to new students . For student-athletes, the • Publically recognize student-athlete award recipients increased pressures and time demands arising from athletic within the Athletics Department facilities and through competition as well as numerous NCAA requirements make media outlets, these skills even more critical to academic and personal suc- cess . Therefore this skill development should be an essential • Encourage and expand the recognition of faculty who part of an Academic Services program for student-athletes . are instrumental in the success of student-athletes, and

At many institutions this type of skill development • Recognize annually the coach who has demonstrated targeted specifically at student-athletes is offered through a exemplary engagement in academics through the All- credit-based course taught by university faculty . At Longwood Academic Team . University we should enhance the Longwood Seminar by developing a program specifically for student-athletes taught The Athletics Department will incorporate academic goals by experienced personnel which will address these areas of into each Head Coach’s annual performance evaluation and skill development . will recognize those who achieve their goals .

Additionally, the NCAA academic initiatives, such as APR, make it necessary for any person advising a student- Build and Maintain Positive Relationships athlete to understand the myriad of rules that could affect with Departments Outside of Athletics. eligibility and progress toward obtaining a degree . At Long- Positive collaboration by the Athletics Department with wood, only faculty members serve as academic advisors . other departments within academic and student affairs is Therefore Longwood Athletics and the University need to critical for enhancing the student-athlete experience . Open identify and establish point people in each academic depart- dialogue and reciprocated support will be necessary to con-

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Relationships with these campus partners can continue to be effective and can be enhanced by meeting the following goals:

• Active communication between senior management staff among campus partners,

• Coordination of senior management staff through Uni- versity committees,

• Active communication with the Intercollegiate Athletics Council,

• Continued inclusion of campus partners to participate in celebratory athletics functions,

• Continued recognition of campus partners through tinue to advance the Athletics Department and the success of athletics communication, and its student-athletes . • Active integration of Athletics Department members and The student-athlete’s first experience with the University, staff in campus activities . outside of recruitment by its coaches, begins with the Depart- ment of Admissions . The nature of recruiting requires efficient Student-Athlete Leadership Development and timely coordination between Athletics and Admissions . A great deal is expected of collegiate student-athletes . Coaches can work years in advance cultivating relationships Physical training for a sport is now a year-round endeavor . with prospective student-athletes, investing a great deal of Team community outreach efforts are now required . Social time and energy . To be more effective in this process the networking sites are booming . NCAA academic requirements Athletics Department needs clear communication from the are increasing . Responding to all these demands, coaching Department of Admissions concerning what the Department staffs are participating in more activities with their teams, but of Admissions believes are the characteristics of a prospec- are not necessarily focusing on any one aspect . Given these tive student-athlete who can successfully graduate from many activities, and the fact that the NCAA limits the hours a Longwood . Given the windows which the NCAA allows for student-athlete can spend with his/her coach, peer leadership securing prospective student-athletes, the entire communica- is necessary to insure that a team engages in such activities in tion process should be synchronized with the NCAA Signing a manner that properly reflects the values of the University, Period for each sport program . the Athletics Department, and the sport team . The creation of a leadership development program will prepare student- Assuring a positive student-athlete experience after admis- athletes to understand and embrace leadership roles . Training sion and throughout the college years will require effective topics will include leadership self-evaluation, accepting the communication and coordination with many campus part- role as a leader, and instilling effective leadership within the ners, including: team . One of the many benefits of this program will be the • Academic Affairs fostering of peer networks and the building of leadership skills • Career & Advising Center in a positive manner . • Cashiering & Student Accounts The estimated cost to meet the immediate needs outlined • Counseling Center above for student-athlete enhancement is $75,500, broken down as follows: • Disability Support Services • First Year Experience Addition of 2 Staff Members • Financial Aid - Academic Advisors (w/benefits) $45,500 - Graduate Assistant $15,000 • Residential & Commuter Life Student-Athlete Leadership $15,000 • Registration Program • Student Affairs

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3. Create and Maintain Competitive Edge basis . This document will provide a means for due-diligence, matching individuals to Longwood job requirements . An essential factor in an organization’s achievement is its focus on people . Longwood Athletics will focus on insuring The retention of staff is aided by the clear communica- high quality coaching and successful recruiting by augment- tion of duties and responsibilities . Longwood Athletics will ing the resources that allow the department to attract and develop a description of expectations, to be included as part retain quality coaches, student-athletes, and staff . of the initial employment letter, that should eliminate any questions about expectations . The agreement will outline the Identify, Recruit, and program budget, salary and bonus opportunities, Retain Quality Coaches department policies and procedures, and pro- and Staff Members grams status and expectations . The elements of For Longwood Athletics this agreement will be based on external trends to there are two critical elements allow for competitive compensation and benefits . in hiring and maintaining a quality staff . The first step is to Retention also hinges on the supplemental recruit and hire quality individ- experiences of an employee and the employee’s uals who have the same focus belief in the advancement of the organization . and drive as the Department Longwood Athletics must create programming leadership and who believe in that improves its coaches and staff and must aug- the mission of Longwood Ath- ment its personnel resources to compete consis- letics . Once these productive tently against peer institutions . To meet these team members are identified, challenges, the Athletics Department will institute recruited, and hired, the second a staff development program that will focus on step is to retain these individu- both coaching and administrative proficiencies . als as part of the Longwood This initiative will focus on professional and Athletics family . personal development with particular attention to leadership and communication skills . The staff The success of any athletics development program will be annually supported program requires having qual- by an Athletics Department retreat . ity coaches and giving these coaches ample resources to compete and be successful . No decision is more important than choosing the individual(s) who will lead a program . Exceptional leaders are the founda- tion that allows programs to be successful . Thus, the recruit- ment and hiring of leaders will always be at the forefront of discussions within the Athletics Department .

For successful recruiting of quality staff, the most signifi- cant consideration is to have a quality pool of individuals from which to choose . Longwood Athletics will need to do a full self-assessment of its human resources practices to insure that it has a quality network for recruiting, that it is advertis- ing in the optimal media outlets, and that the department maintains close contact with other athletics departments who have recently hired similar staff . It would also benefit the Ath- letics Department to seek colleagues at Longwood who can assist in identifying and recruiting talented professionals .

For each hiring, Longwood Athletics needs to develop a comprehensive description of the qualities and experiences necessary to be successful in the position being filled . This hiring guideline will differ from the job description as it will focus on the talents and skills that the individual needs to possess rather than what the individual will do on a daily

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ing quality coaches and staff, recruiting student-athletes who are motivated to compete at Longwood, and ensuring first-rate student-athlete welfare support . Longwood Athlet- ics will strive to carry out these steps by providing the needed resources listed in the previous section and also • Investing in the best possible health care and injury prevention through the employment of, and partnership with, quality sports medicine professionals, • Building the strength and conditioning staff, • Developing programs that address student-athlete men- tal preparation and team dynamics, • Providing and maintaining first-class athletics facilities where student-athletes can practice and play, and • Developing events that highlight Longwood Athletics, such as a ”Longwood Day” for prospective student- athletes and coaches .

Furthermore, Longwood Athletics will continue to evalu- As detailed in the table below, the initiatives listed above ate its staffing and operational resources to provide a pro- for creating and maintaining a competitive edge will require ductive environment where coaches and staff are optimally $1,199,638 on an on-going basis and a one-time funding of supported in their roles . $1,000,000 for new scoreboards . The addition of scoreboards would provide increased advertising opportunities, generating Additional resources needed include: extra revenue . • Through “Selective Excellence”, funding of six programs at full NCAA limit Staff Leadership Development $10,000 Program • Development of a graduate assistant program Fully-fund Top 6 Sport Programs $1,000,000 • Establishment of an Athletics Department recruiting database Graduate Assistant Program $30,000 - 2 Graduate Assistants @ $15,000 • Increased clerical support within the Athletics Depart- ment Recruiting Database $30,000 • Employment of an Athletics Department video coordi- Clerical Support (w/benefits) $32,319 nator Video Coordinator $15,000 • Employment of an Athletics Department equipment Equipment Manager $15,000 manager Basketball Operations $30,000 • Assessment of athletics facilities and upgrading of score- - 2 Grad Assistants @ $15,000 boards Strength and Conditioning Staff $32,319 • Establishment of basketball operations personnel Member (w/benefits) Annual Seminar by Sports $5,000 Recruit and Develop Talented Student-Athletes Psychologist Student-athletes are the central focus of Longwood Upgrade Facility Scoreboards $1,000,000 Athletics . The Student-Athlete Enhancement section of this strategic plan addresses the success of student-athletes in the (one-time cost) classroom and in life . Longwood Athletics is committed to developing student-athletes who can compete on the playing field as well . Longwood Athletics must create an atmosphere that attracts and cultivates student-athletes, providing each the best possible support to reach their full potential . Three steps in creating such an atmosphere are hiring and retain-

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4. Revenue Generation letics cannot consistently compete successfully with existing resources . New high-level donors, who are able to contribute In October 2005, Longwood University Advancement substantial amounts, will be published a “Fundraising Strategy for Intercollegiate Athlet- needed to advance the Athlet- ics” which provided a framework for generating revenue ics Department’s mission and and support given the University’s move to Division I . The goals . Furthermore, Longwood plan outlined eight private fundraising areas – the annual Athletics will need to fund fund drive, major gifts, sponsorships, constituent relations, many of the future initiatives coaches’ fundraising, athletics’ cultivation events, The Lancer described in this Strategic Plan . Club, and external relations . Since the plan’s implementa- tion in 2006, Longwood Athletics has witnessed significant The Lancer Club Advisory improvements in all these areas and has seen profitable gains Board is charged with devel- in revenue generation . All of the areas highlighted in that plan oping strategies to cultivate are still essential to building a stronger athletics department . the support of Longwood There appears to be a need for an additional staff member Athletics . The Advisory Board’s membership consists of alumni, Longwood faculty and staff, and “friends” of athletics . The Advisory Board re- established its operations in 2006 and has been effective in the stewardship of current donors . In the future, the Advi- sory Board must leverage contacts and find new major gift prospects for Longwood Athletics . In addition, the Advisory Board will need to develop and manage new fundraising events that produce revenue .

Corporate Sponsorship Section 1 .03 of the “Fundraising Strategy” deals specifi- cally with corporate sponsorship development . There has been success in garnering in-game and event sponsors . Currently, Longwood has only two exclusive corporate partners, Pepsi Company for all pouring rights and Adidas, Inc . in the foot- wear and apparel category . It is imperative to secure a contract with a national corporate sports sponsorship company (such as International Sports Properties) to ensure long-term stabil- ity and growth in corporate sponsorships . A sports marketing firm is likely to charge a retainer fee .

To improve the chances for development in major gifts and corporate sponsorships, a position of Associate Athletics Director of External Relations is needed . The cost of this posi- who will continuously administer, monitor, and adjust fund- tion is $60,184, which includes benefits . To ensure continuity raising efforts dedicated solely to athletics, concentrating on in the position, the Director of External Relations should be major gifts and corporate sponsorships . able supplement salary through generated revenue, keeping the salary competitive with the market . Major Gifts Associate Athletics Director for $60,184 The key to implementation of a major gift program is a dedicated staff member for large gift acquisitions . Fundraising External Relations (w/benefits) at Longwood (and elsewhere around the country) currently is extremely challenging . University Advancement is unable to increase its staff size at this time and wealthy donors are less likely to make large contributions in the current economic cli- mate . It will therefore be difficult to make funding for athlet- ics a top priority in the short term . However, Longwood Ath-

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5. Branding of Longwood Athletics searches for the right conference affiliation, since the percep- tion of Longwood by members of a conference will influence Construct Brand Message and Image Longwood’s chances of joining the conference . To “brand” an organization means to develop an image and attitude that will automatically produce a positive To build the Longwood Athletics brand we must: image of the organization in all individuals exposed to it . A structured brand message will allow Longwood Athletics to • Develop a consistent brand message that states what communicate efficiently with all consumers, thereby enhanc- Longwood Athletics is, how we are successful, and what ing our program . Each time an individual participates in a our vision is for the future . Longwood branded activity or event that person receives a lasting impression of the interaction with Longwood . That • Establish a plan for delivering this message consistently impression may be positive, negative, or neutral and will add through all forms of contact with consumers, including to the individual’s overall perception of Longwood . both direct relationships with individual consumers and consumers’ visual experiences with Longwood’s uni- People are vital to building a brand, since brand building forms, events, stationery, etc . involves establishing relationships that provide consumers with long-term positive experiences . The Longwood admin- • Ensure that all stewards of Longwood’s brand under- istration, coaches, staff, and student-athletes must all work stand the brand message and implement it in all their efforts and communications .

Internal Marketing The Division I environment is still very new to all Long- wood constituents – students, faculty, staff, and alumni base . It is vitally important to educate and engage these constitu- ents by developing a marketing strategy that will effectively communicate the Longwood Athletics brand message, build- ing support for its programs . Longwood Athletics must

• Identify the most efficient and effective channels through which to communicate consistently with all constituents .

• Establish programs and routines that connect the Athlet- ics Department to the general Longwood community .

• Ensure that Longwood Athletics has representation on all relevant major boards, committees, and student orga- nizations within the University . to make this initiative successful, as they will be the brand stewards who develop these relationships . External Marketing It is paramount that Longwood Athletics continues to Longwood must brand itself . A well-conceived and care- establish and sustain a strong base of community support by fully thought out branding program will yield awareness and presenting outstanding intercollegiate athletics teams that enthusiasm for Longwood Athletics and Longwood Univer- provide quality entertainment and a positive public identity sity . The branding initiative must begin internally and must for the school . Longwood Athletics will embrace our com- involve the entire culture of Longwood Athletics, focusing on munity through public outreach and will serve as a source of how “business is done ”. The branding process must focus on pride for the community, representing Farmville and South both internal and external constituencies . Longwood must Central Virginia with successful athletics programs across the first understand its own image and how it wants to portray board . Longwood Athletics will: itself before it can brand itself . Having consistent messages is critical when communicating Longwood’s brand . Therefore • Create a culture which values participation in commu- Longwood needs to do a comprehensive analysis of all its nity outreach by coaches, student-athletes, and staff: communication mechanisms, examining their purposes and chances of successfully communicating Longwood’s brand . Developing a branding campaign will be crucial as Longwood

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• Establish a staff member to coordinate and oversee the community outreach efforts within the Depart- ment of Athletics .

• Encourage each team to participate in a minimum of 10 hours of community outreach annually .

• Document and promote community outreach projects and hours:

• Produce data at the end of each academic year which accurately illustrates the impact of our staff and student-athletes on the community .

• Create a community outreach link on the Athletics Department’s website .

• Capture community outreach experiences (e .g . through photos or journal entries) enabling the athletics media relations’ staff to coordinate posi- • Identify new media and technology for communicat- tive stories associated with community outreach ing Longwood Athletics; upgrade and enhance the (distributed, for example, through The NCAA Longwood Athletics website as a source of interactive News, local newspapers, and school and alumni information . news sources) . • Secure a minimum of one (1) regional television • Design an end-of-the-year promotional piece for broadcast annually of a home Longwood basketball print media that summarizes the Athletics Depart- game . ment’s impact on the community (e .g ., a full-page advertisement to run in The Farmville Herald to • Secure additional media (radio) outlets to air include photos, text, and a list of projects) . Longwood Basketball as audio broadcasts .

• Produce an interactive audiovisual promotional • Establish video web casting of selected home com- piece for electronic media (e .g ., website, radio, petitions . and TV-local access channel) that summarizes the Athletics Department’s impact on the community . The branding of Longwood Athletics will be a collective and consistent effort of the Athletics Department’s coaches • Develop a widespread outreach event to demonstrate the and staff . Operational funding will need to be increased for Athletics Department’s ability to make a difference in the programming and for the addition of one staff assistant to community . lead community outreach activities (who in the initial stages can be an intern) . The needed funding increase is an esti- • Establish an event to be hosted and produced mated $87,500, broken down as follows: annually by the Department . Community Outreach Coordinator $15,000 • Select a Farmville and/or South Central Virginia charity Promotional Media Piece $2,500 as the beneficiary of the event’s proceeds . Annual Community Outreach $5,000 • Encourage participation in the planning and Event execution of the event by all Department stake- Production Basketball Contest $30,000 holders (including administrators, coaches, Secure Additional Radio Outlets $5,000 student-athletes, part-time/volunteer employees, the Intercollegiate Athletics Council, sponsors, and Establich Video Webcasting $30,000 donors) .

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Summary

In conclusion, the Strategic Plan for Longwood University Athletics: “A Blueprint for Success” focuses on a number of issues which must be addressed to ensure the institution’s suc- cess at the Division I level . Many of the initiatives called for will not require additional funding, needing only a focus on task by staff members . However, implementation of a number of the strategies in the Plan will require additional funding over the five-year span of the Strategic Plan . Pending direction from the Provost (to whom athletics reports), the President, and the Board of Visitors, priorities will be established and revenue sources will be expressly defined .

Financial Implications The financial needs identified in the various sections of this Strategic Plan can be summarized as follows:

Strategic Initiative Annual Cost One-Time Cost Securing Conference Membership* $20,000 Student-Athlete Enhancement $75,500 Creating and Maintaining a Competitive Edge $1,199,638 $1,000,000 Revenue Generation $60,184 Branding of Longwood Athletics $87,500 Total $1,422,822 $1,000,000 *Expense constant until Conference membership is obtained.

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Strategic Plan Timeline

Securing Conference Affiliation Goal: Selective Excellence

STRATEGY Personnel Responsible Due Date Completed Establish sport emphasis for selective nonrevenue Director of Athletics September-09 sports Goal: Schedule Strategically

STRATEGY Personnel Responsible Due Date Completed Schedule games versus peer institutions in potential Head Coaches September-09 conferences Goal: Augment Media Exposure

STRATEGY Personnel Responsible Due Date Completed Extend radio agreement to create network Director of Athletics; Associate September-11 AD for Media Relations Establish video webcasting on LongwoodLancers . Associate AD for Media September-11 com Relations Goal: Establish Key Relationships

STRATEGY Personnel Responsible Due Date Completed Cultivate relationship with constituents within President; Provost; Director of September-09 target conferences Athletics Student-Athlete Enhancement Goal: Increase Academic Enhancement Staff Size

STRATEGY Personnel Responsible Due Date Completed Add one (1) full-time academic support member Director of Athletics; September-10 Associate AD, Student-Athlete Enhancement Add one (1) Graduate Assistant Associate AD for Media September-10 Relations Goal: Provide Student-Athlete Skill Development Program

STRATEGY Personnel Responsible Due Date Completed Work to implement student-athlete skill Associate AD, Student-Athlete September-10 development program within Longwood Seminar Enhancement Identify and establish department specific academic Associate AD, Student-Athlete September-10 advisors within each College of the University Enhancement Goal: Expand Student-Athlete Recognition Efforts

STRATEGY Personnel Responsible Due Date Completed Create student-athlete leadership development Director of Athletics; September-09 program Associate AD, Student- Athlete Enhancement

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Goal: Expand Student-Athlete Recognition Efforts

STRATEGY Personnel Responsible Due Date Completed Expand Academic Awards Banquet to include all Associate AD, Student-Athlete April-10 student-athletes Enhancement Enhance Recognition Program for student-athletes Associate AD, Student-Athlete April-10 Enhancement Publically recognize student-athlete award recipients Associate AD, Media Relations; April-10 Associate AD, Student-Athlete Enhancement Recognize annually the coach who demonstrated Director of Athletics; April-10 exemplary engagement in the academic success of Associate AD, Student-Athlete student-athletes Enhancement; Head Coaches Incorporate team specific academic goals in Head Director of Athletics; May-10 Coach’s annual performance review Associate AD, Student-Athlete Enhancement; Head Coaches Encourage and expand the recognition of faculty Director of Athletics; September-11 who are instrumental in success of student-athletes Associate AD, Student-Athlete Enhancement Establish Athletics Department GPA at 3 .0 Director of Athletics; September-11 Associate AD, Student-Athlete Enhancement; Head Coaches Goal: Build and Maintain Positive Relationships with Departments Outside of Athletics

STRATEGY Personnel Responsible Due Date Completed Maintain active communication between senior Director of Athletics; September-09 management staff among campus partners Associate AD, Student-Athlete Enhancement Coordination of senior management staff through Director of Athletics; September-09 University committees Associate AD, Student-Athlete Enhancement Continued invitation of campus partners to Director of Athletics; September-09 participate in celebratory athletic functions Associate AD, Student-Athlete Enhancement Continued recognition of campus partners through Director of Athletics; September-09 athletics communications Associate AD, Student-Athlete Enhancement; Associate AD Media Relations Active integration of Athletics Department staff in Director of Athletics; September-09 campus activities Associate AD, Student-Athlete Enhancement; Head Coaches Establish guidelines for recruitment of prospective Director of Athletics; September-11 student-athletes Associate AD, Student-Athlete Enhancement Establish communication and operating principles Associate AD, Student-Athlete September-12 with Athletics Department campus partners Enhancement

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Create and Maintain Competitive Edge Goal: Identify, Recruit, and Retain Quality Coaches and Staff Members

STRATEGY Personnel Responsible Due Date Completed Institute Athletics Department retreat Director of Athletics September-09 8/18/09

Perform self-assessment of Athletics Department Associate AD, Internal September-10 human resource practices Operations

Develop hiring guideline for Athletics Department Associate AD, Internal September-10 Operations

Develop letter of expectations Associate AD, Internal September-10 Operations

Review and update Athletics Department policies Director of Athletics; Associate September-10 and procedures manual AD, Internal Operations

Establish Athletics Department recruiting database Director of Athletics; Head September-11 Coaches Development of Graduate Assistant program Director of Athletics September-12

Increase administrative clerical support Director of Athletics September-13

Through “Selective Excellence” fund six programs at Director of Athletics September-14 NCAA limit Employment of Athletics Department video Director of Athletics September-14 coordinator Employment of Athletics Department equipment Director of Athletics September-14 manager Employment of basketball operations personnel Director of Athletics September-14

Goal: Recruit and Develop Talented Student-Athletes

STRATEGY Personnel Responsible Due Date Completed Assess and develop sports medicine program Head Athletic Trainer September-10

Develop programs that address student-athlete Director of Athletics; Head September-10 mental preparation Coaches Develop events that highlight Longwood Athletics Head Coaches; Director January-11 of Marketing and Game Operations Add full-time strength and conditioning staff Director of Athletics; Director September-12 member of Strength and Conditioning Assesses athletics facilities; upgrade scoreboards Associate Athletics Director, September-14 Internal Operations; Director of Development, Athletics; Director of Marketing and Game Operations

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Evaluate and maintain athletics grounds and Associate Athletics Director, September-14 facilities Internal Operations; Director of Development, Athletics; Director of Marketing and Game Operations; Athletics Grounds Manager Revenue Generation Goal: Major Gifts

STRATEGY Personnel Responsible Due Date Completed Cultivation of Lancer Club Advisory Board Director of Development of September-09 Athletics Employment of Associate Athletics Director for Director of Athletics September-12 External Relations Goal: Corporate Sponsorship

STRATEGY Personnel Responsible Due Date Completed Secure sports marketing firm for Athletics Associate AD, Internal September-12 Department Operations; Director of Marketing and Game Operations Branding of Longwood Athletics Goal: Construct Brand Message and Image

STRATEGY Personnel Responsible Due Date Completed Develop committee to create brand guide for Director of Athletics September-10 Athletics Department Goal: Internal Marketing

STRATEGY Personnel Responsible Due Date Completed Develop marketing strategy for Athletics Director of Marketing and September-10 Department internal constituents Game Operations Goal: External Marketing

STRATEGY Personnel Responsible Due Date Completed Encourage Athletics Department participation in Director of Athletics September-09 execution of community outreach events Establish staff member to coordinate and oversee Director of Marketing and September-09 8/31/09 Athletics Department community outreach Game Operations

Capture and record Athletics Department Director of Marketing and September-09 community outreach activities Game Operations Participate in a minimum of 10 hours of community Athletics Department and September-09 outreach student-athletes Produce data at the end of each academic year to Associate AD for Media June-10 illustrate Athletics Department community outreach Relations; Director of Marketing and Game Operations

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Create community outreach link on Athletics Associate AD for Media July-10 Department website Relations Produce interactive audiovisual promotional piece Associate AD for Media June-11 Relations Acquire television package for one (1) men’s Director of Athletics; Associate September-11 basketball contest AD for Media Relations Secure additional media (radio) outlets to air Associate AD for Media November-11 basketball broadcasts Relations Establish video webcasting on Associate AD for Media September-11 LongwoodLancers .com Relations

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