The George Washington University Department of Athletics and Recreation Strategic Plan 2012-2016

The George Washington University Department of Athletics and Recreation MISSION

COMMITMENT OF THE GEORGE WASHINGTON UNIVERSITY Our mission is to provide an environment where knowledge is created and acquired and where creative endeavors seek to enrich the experiences of the global society. With 10 schools and colleges and nearly 100 research centers and institutes, our students receive hands-on experience as they explore nearly any avenue of personal interest.

The depth and breadth of our academic programs, the exceptional qualifications of our full-time faculty, the unmatched experiences of our adjunct faculty and the strengths of our research initiatives allow our students, our faculty and our staff to look at the world beyond the classroom. They allow us to prepare the next generation of leaders.

DEPARTMENT OF ATHLETICS AND RECREATION MISSION STATEMENT The George Washington University Department of Athletics and Recreation actively engages our students, our campus community, our alumni and our fans through the spirit of healthy living and competition. Located in the heart of our nation’s capital, this world-class university aspires to have a world-class athletics and recreation program. We are committed to building and sustaining a program that mirrors the overall excellence of the university, by providing students an unparalleled opportunity for achievement and engaging the larger community as we grow and cultivate the next generation of leaders. TABLE OF CONTENTS 3 INTRODUCTION

4 INTERCOLLEGIATE ATHLETICS 4 Academic Achievement 6 Athletic Achievement 8 Financial Benchmarking 9 Resource Development 10 Student-Athlete Leadership and Service 12 Facilities and Equipment 14 Branding and Marketing 16 Athletics Compliance 17 Administrative Structure

18 RECREATION, WELLNESS AND CLUB SPORTS 18 Facilities and Venues 20 Club Sports

22 STRATEGIC PLAN METHODOLOGY The George Washington University Department of Athletics and Recreation Strategic Plan

In the winter of 2011, the George Washington University initiated a comprehensive review of the Department of Athletics and Recreation to establish a long-term strategic plan for the department.

A trustees special committee supported by senior administrators was appointed to oversee the process and ultimately make final decisions in regard to our strategic direction. The committee chair is trustee and alumnus Randy Levine, president of the New York Yankees.

An athletics steering committee, composed of a wide range of GW community members, including, faculty, staff and alumni, oversaw the development of the strategic plan. The steering committee chair was Robert Chernak, senior vice provost and senior vice president for student and academic support services.

During the spring of 2011, the university conducted a nationwide search for a new director of athletics and recreation. Patrick Nero, former commissioner of the America East Conference, was hired in April 2011.

The steering committee formed seven subcommittees, each with membership representing broad-based interests among the GW community, to look into every aspect of the department. The subcommittees met a minimum of three times each and accumulated input from more than 400 individuals. Open community meetings were held with nearly 300 attendees.

The subcommittees each submitted a report to the steering committee. The steering committee then worked with university administration to write a report to the trustees special committee on athletics strategic planning.

The trustees special committee met several times during the summer and fall of 2011. This report summarizes the work, recommendations and plan for the future of GW Athletics and Recreation. 3 INTERCOLLEGIATE ATHLETICS

Intercollegiate athletics ACADEMIC ACHIEVEMENT

Our primary goals are to provide our student-athletes with In the NCAA’s fall 2011 GSR report, GW continued to rank among the the opportunity to achieve at the highest possible academic nation’s best. GW’s GSR was more than 90 percent, with nine GW teams recording a perfect 100 percent. GW’s APR, released in that level, and to prepare them for their futures. Athletics is same time period, yielded six GW programs honored by the NCAA, conducted in harmony with the university’s academic mission, including four with perfect 1,000 scores: men’s cross country, women’s while stimulating a pride of affiliation among our constituents swimming, men’s tennis and women’s tennis. The Colonials’ men’s and and supporters. women’s soccer programs also scored in the top 10 percent in their respective sports in APR.

CURRENT ACADEMIC ACHIEVEMENT ADMISSIONS AND FINANCIAL AID Academic excellence among student-athletes is an area of strength for GW. GW maintains high academic standards in admissions and views athletic ability, like extracurricular activities and special talents, as a In the most recent academic reporting period, 256 GW student- positive factor in admissions. athletes were recognized on the GW Athletic Academic Dean’s List by earning a GPA of 3.0 or above, 109 GW student-athletes earned a GPA With the goal of continuing to recruit student-athletes with stronger of 3.5 or above, and 13 student-athletes achieved a perfect 4.0 GPA. academic profiles, the university will provide the athletic program with increased scholarship dollars as well as increased operating funds The NCAA’s Graduation Success Rate (GSR) statistic identifies the for team recruiting budgets. The department is also working with the percentage of freshmen who graduate within six years and, along with Office of Student Financial Assistance and the Office of Admissions on the Academic Progress Rate (APR), is one of the primary tools the a four-year plan that will bring team scholarship allotments to levels NCAA uses to measure academic success among its student-athletes. comparable with our top competitors.

4 Strategic plan 2012-2016 ACADEMIC ACHIEVEMENT

NELSON AND MICHELE CARBONELL Due to the fact that student-athletes occasionally miss ACADEMIC CENTER scheduled academic classes for team travel, the department has implemented a travel policy aimed toward minimizing The construction of the new Nelson and Michele Carbonell missed class times. Sports supervisors work closely with Academic Center housed within the Charles E. Smith coaches to ensure that all attempts are made to schedule Center has provided greatly improved space for student- departure and arrival times around the class schedules athletes and staff, and with expanded hours of operation, of student-athletes. Additional travel funds will be the result has been increased utilization of the center. The added to team budgets to facilitate more time- center is highly functional, as evidenced by the academic efficient travel. achievement of our student-athletes, as well as data from the student-athlete survey. GW’s Educational Support Services unit is staffed by five full-time staff members who currently serve close to 425 student-athletes. Staff members also oversee the efforts of approximately 55 tutors who work with student-athletes.

It is necessary that more space be identified to increase our capabilities to house student-athletes in tutoring sessions, and that funds be allocated to ensure that the department stays on the cutting edge of technology to aid student-athletes with their studies. 5 Intercollegiate athletics ATHLETIC ACHIEVEMENT

Our primary athletic goal is to compete at the highest SPORT SPONSORSHIP level locally, in our athletic conferences and nationally. It is GW currently has close to 425 student-athletes competing in 22 a necessity to ensure that student-athletes and coaches are intercollegiate sports, including women’s basketball, women’s cross given every opportunity and available resource to succeed in country, women’s gymnastics, women’s lacrosse, women’s rowing, women’s soccer, women’s softball, women’s squash, women’s competition. To that end, the overall operating budget of GW’s swimming, women’s tennis, women’s volleyball, women’s water polo, intercollegiate athletics program will be enhanced to place team men’s baseball, men’s basketball, men’s cross country, men’s golf, men’s annual operating budgets on par with the top funded programs rowing, men’s soccer, men’s squash, men’s swimming, men’s tennis, in the Atlantic 10 and other conferences in which we compete. and men’s water polo. The university feels strongly about maintaining its current offerings and additionally is prepared to transition sailing The newly allocated funds will also serve to ensure that student- from a club sport activity into a varsity program. athlete welfare issues identified in the strategic planning process are addressed. GW intercollegiate student-athletes will be provided an environment in which they can excel athletically, with sport-specific RECRUITING training, an emphasis on nutrition, increased per diem amounts to Recruiting high school students who achieve at the highest levels allow for healthy eating, and more efficient and safe transportation to academically and athletically will be a primary factor in determining competitions, geared toward achieving optimal athletic performance. the success of the intercollegiate athletic program. Currently, GW’s intercollegiate athletic teams’ recruiting budgets rank among the lowest in their respective conferences. Increased funds will be provided to all team recruiting budgets. This will allow for greater opportunities for coaches to meet and observe prospective student-athletes both on and off campus. 6 Strategic plan 2012-2016 ATHLETIC ACHIEVEMENT The university will also provide athletic programs with NUTRITION increased scholarship dollars. As previously mentioned, Proper nutrition is critical to optimal athletic performance. To the department is also working with the Office of Student address this, the department has created a graduate assistant Financial Assistance and the Office of Admissions on a four- position in nutrition to work with teams and student-athletes. year plan that will bring team scholarship allotments to levels comparable with our top competitors. Athletics and Recreation is working with campus dining services as well as other local food providers to meet the daily needs of our student-athletes. Also, on team road trips, STRENGTH AND CONDITIONING GW’s student-athlete travel per diem has been increased Physical fitness is a key attribute for student-athletes to from what was once the lowest in the conference, to a figure achieve athletic success in a competitive environment. The that is more in line with our primary competition. department has added a full-time strength and conditioning staff member, to bring the total to three full-time coaches in this vital support area. With the qualified assistance of TRAVEL graduate assistants and interns, the staff will provide services Athletics and Recreation will be committed to travel policies to participants in all 23 (with the addition of sailing) of GW’s that are consistent throughout all 23 sports. Additional funds varsity sports. The strength and conditioning unit seeks to will be assigned to ensure that needs are being met in the maximize the athletic potential of each student-athlete, and areas of student-athlete welfare, nutrition, per diem, mode of is specifically tailored to individual sports. As part of the transportation and accommodations. Charles E. Smith Center renovation, the varsity weight room and fitness areas were renovated. These areas service 16 of the 23 sports. The Lloyd Gymnasium on the Mount Vernon COACHING Campus serves the remaining seven teams. The department Similar to the university’s commitment to hiring and retaining will prioritize the renovation of the Lloyd Gymnasium weight high-quality professors, it is critical to provide our student- room to be similar to the Charles E. Smith Center strength athletes with high-quality coaches. and conditioning areas. Currently, many of our head coaches’ salaries rank at the bottom of the Atlantic 10. Traditionally, many of our coaches SPORTS MEDICINE have held employment outside of their head coaching positions. This can result in inadequate attention being given The sports medicine unit now consists of four certified to our student-athletes. athletic trainers with a combined 40 years of collegiate athletic training experience and six graduate assistant Also, in many sports, the university does not currently athletic trainers. This unit receives high marks from athletes employ the NCAA allowable number of assistant and coaches, and more closely approximates the National coaches or staffing comparable to Atlantic 10 and Athletic Trainers’ Association’s guidelines that suggest that other NCAA universities. GW should have approximately 7.5 athletic trainers to service our student-athletes. Funds will be applied to address both of these issues.

The intercollegiate athletic training rooms were renovated as part of the Charles E. Smith Center renovation project, and TECHNOLOGY the varsity student-athletes who use those facilities are well GW coaches and student-athletes will benefit from served. However, the Mount Vernon facility will need to be increased operational budgets that will ensure access to upgraded to provide similar service to the student-athletes the most up-to-date technology for scouting, recruitment who use that facility. and film study, to include, but not be limited to, computer upgrades, mobile devices, video/editing equipment and recruiting software and services. 7 Intercollegiate athletics FINANCIAL BENCHMARKING

The goals and objectives of the department, as outlined During the university’s strategic planning review in 2011, it in this strategic plan, will require significant financial and became clear that many sports were not being funded to function competitively at the Division I level. Areas such as coaching, recruiting, human resources. A comprehensive review of the department’s transportation, per diem and accommodations were not being current financial situation and comparison to other Atlantic 10 appropriately funded. athletic programs found that GW’s current operating budget Increased funding will be designated to make teams more competitive ranked 13th out of 14 Atlantic 10 schools, while GW sponsors as well as fund the basics of sponsoring a Division I team. Additionally, the second greatest number of sports in the conference. funding will be increased each year to address inflation and rising costs A similar review of each of GW’s team’s annual operating of operation. budgets showed that, in most cases, team operating budgets Moving forward, the department will more clearly separate the annual were at or near the bottom of the conference when compared operating budgets of the intercollegiate athletics program from the recreation, wellness and club sports initiatives. with our peers. An additional staff member has also been added to the department’s financial team, and upgraded technology has been purchased for the use of finance personnel. 8 Strategic plan 2012-2016 FINANCIAL BENCHMARKING & RESOURCE DEVELOPMENT

Intercollegiate athletics RESOURCE DEVELOPMENT ATHLETIC DEVELOPMENT Charles E. Smith Center). While the revenue upside for men’s basketball ticket sales is somewhat limited by available Fund-raising plays an integral role in all aspects of the inventory (seating capacity), currently only about 50 percent university. Similarly, athletic development is a critical of total possible men’s basketball ticket revenue is being funding and revenue source within the majority of successful realized. Presently the department does not have a dedicated Division I intercollegiate athletic programs. ticket sales unit, as ticket sales have been a combined effort Annual financial giving to GW Athletics and Recreation has of Colonials Sports Marketing and the athletic ticket office. been relatively flat over the last 10 years, and benchmark The department will reconfigure these areas to provide for a data shows that GW athletic annual giving efforts are dedicated ticket sales staff and integrated marketing, sales underperforming compared with those of other A-10 and fund-raising efforts. Strategies for maximizing facility institutions by a factor greater than 2-to-1. rental revenues will also continue to be explored.

In partnership with the Division of Development and Alumni Relations an integrated office of Athletic Development has ADVISORY COUNCIL been established. A new senior executive director of athletic In 2012, the department will create the GW Athletics and development/associate athletic director has been hired and Recreation Advisory Council. The council’s purpose will be will lead the five-person unit. The office will also include a to keep key Athletics and Recreation constituents invested major gifts fund-raiser, a director of annual giving, a director in the campus community as they serve in an advisory of athletic alumni relations and an executive assistant. capacity to the director of athletics and recreation and as It is projected that by the fifth year of operations, this ambassadors for the department. The council will be charged unit will increase current athletic fund-raising totals by with providing insight and guidance to the senior leadership 500 percent through more strategic annual giving campaigns, within GW Athletics and Recreation as well as assisting the major gifts and capital campaigns, as well as transactional Office of Athletic Development in fund-raising initiatives and giving opportunities inclusive of club memberships. constituent outreach. Advisory council members will take a leadership role by devoting time and effort to the department in the following ways: 1) making a personal philanthropic CORPORATE SPONSORSHIP investment in the priorities of the department; 2) asking The department’s corporate sponsorship revenue has others to join in the effort; and 3) attending important been largely stagnant in recent years. Currently, less than department and university functions. $100,000 in annual funds is being generated. The department The council will be composed of a cross section of GW is negotiating to form a partnership with a multimedia Athletics and Recreation stakeholders with an emphasis sponsorship rights company, and conservative five-year growth on diversity across age, gender, ethnicity, geographic estimates show $250,000 in future net revenue in this area. region, profession/industry and sport (with regard to former student-athletes). The council will meet three times TICKET SALES AND FACILITY RENTALS annually, in both the D.C. metro area and in other Two other areas that have been identified for potential geographic regions. growth and resource development are ticket sales (primarily in men’s basketball) and facility rentals (primarily the 9 Intercollegiate athletics STUDENT-ATHLETE LEADERSHIP AND SERVICE

Our goal and commitment is to sustain a program that and one head or assistant coach, with the vision of continuing to mirrors the overall excellence of the university, and to engage attract and retain highly talented student-athletes and coaches. the larger community that supports us. It is paramount to grow At the beginning of the 2011-12 academic year, the department and cultivate the next generation of leaders. also sponsored a student-athlete team-building day at George Washington’s Mount Vernon Estate. Beginning and end-of-the-year events will be planned annually for all student-athletes to network LEADERSHIP off of the playing fields, as student-athletes strive to become leaders in their daily lives and support other members of the The department has formed a partnership with Janssen Peak athletics community. Performance to establish the George Washington Student-Athlete Leadership Academy. Janssen operates similar academies at North Additionally, through the increased annual operating budget for the Carolina, Georgetown, Michigan and Yale, among other Division I department, a life skills/leadership coach position will be created, to schools. The academy will develop, challenge and support student- focus on career building, life skills and leadership development for GW athletes and their coaches in their quest to become world-class leaders student-athletes. in athletics, academics and life, and will provide comprehensive and innovative leadership development through education, interactive workshops, one-on-one coaching, peer mentoring and online training. SERVICE

Of the approximately 425 student-athletes at GW, about 100 to 120 Student-athlete leadership at GW means more than captaining a will go through the program initially. Eventually, the vast majority of sports team. It is a commitment that must be made not only to GW student-athletes on all of GW’s 23 teams will likely have participated in Athletics, but also to the university and community as a whole, as some level of the leadership academy before they graduate. Each team well as to enhance and improve the quality of life in the metropolitan will be represented annually in the academy by at least two members Washington, D.C. area. A primary goal of GW Athletics and Recreation is community service and outreach. As such, the department is

10 Strategic plan 2012-2016 STUDENT-ATHLETE LEADERSHIP AND SERVICE

committed to serving the D.C. community, not only in the travel to gain the life experience of immersion in neighborhoods surrounding campus, but throughout the other cultures. district and in D.C. public schools. GW student-athletes will In August 2012, the men’s basketball team will travel to Italy be expected to support the community that supports GW. for 11 days in what will be the next of many foreign tours The department is a proud participant in the university-wide that various GW intercollegiate athletic programs will take in Freshman Day of Service at the beginning of each academic the coming years. year, as well as the Martin Luther King Jr. Day of Service in The men’s tennis program is in the planning stages of a trip January, in addition to athletics-specific community events to Germany, and members of the men’s rowing program, and service initiatives. along with Georgetown University’s men’s rowing program, are working with the Japanese Embassy on INTERNATIONAL TRAVEL a trip to Japan. A mission of the George Washington University is to provide an environment where knowledge is acquired for the enrichment of our students and the global society. As GW is a global university, we have students and alumni worldwide. Sending our teams to different international destinations will provide support to this aspect of the university mission.

In addition, while many GW students have the opportunity to study abroad for a semester, GW student-athletes are generally not afforded this opportunity due to the time demands of their athletic participation. As such, student- athletes can utilize the experience of international team 11 Intercollegiate athletics FACILITIES AND EQUIPMENT

Prior to the renovation of the Charles E. Smith Center, FACILITIES it had been many years since intercollegiate athletic facilities CHARLES E. SMITH CENTER had received necessary renovations. As part of the strategic The renovation of the Charles E. Smith Center has been completed. plan, most intercollegiate facilities will receive appropriate As the hub of the intercollegiate athletics program, the renovation of renovations in the immediate or short term. this facility will have a positive impact on the program for many years to come. Debt service to fund the renovation will be housed in the Athletics and Recreation budget. Appropriate funds will be provided by the university to cover this debt service. Fund-raising for this project will also continue on a limited basis by the Athletic Development staff.

12 Strategic plan 2012-2016 FACILITIES AND EQUIPMENT

BARCROFT PARK FUTURE FACILITY CONSIDERATIONS Barcroft Park, located in Arlington County, Va., has served As the department moves forward it will continue to as the home of the GW baseball program since 1993. In monitor the facility needs for intercollegiate athletics. The December 2011, the university began a major renovation department will work with the Athletic Development office project on Barcroft Park. A public–private partnership with to develop a fund-raising plan for facility needs. Arlington County, this project will refurbish the field and include installation of synthetic turf, expanded seating, better parking, new bullpens and dugouts. Projected GW EQUIPMENT costs for the project are anticipated to be more than An agreement has been reached with Nike, effective $4 million, which will be secured through various sources July 1, 2012, on a department-wide apparel, footwear and including philanthropy. In exchange for its investment, GW equipment partnership. The agreement will provide each has secured rights to use the field for the next 20 years and of the department’s 23 varsity sports with an equipment will share costs of maintenance with the county. allowance along with preferred pricing on all purchases. Debt service for this project will also be included in the An equipment manager will also be hired to serve as Athletics and Recreation budget. the point of contact for Nike and all 23 of GW’s intercollegiate sports.

MOUNT VERNON The soccer and lacrosse synthetic turf field at the university’s Mount Vernon Campus was replaced in the summer of 2011. A deferred maintenance plan has been built into the department’s budget to replace this field every 10 years as suggested by the manufacturer.

13 Intercollegiate athletics BRANDING AND MARKETING

The branding and marketing of the intercollegiate TELEVISION EXPOSURE athletics program needs to be consistent with and reflective Television exposure for the men’s and women’s basketball programs of all other university branding and marketing efforts. A key significantly decreased over the last several years. However, beginning objective of the university’s commitment to intercollegiate with the 2011-12 season, the department has been committed to reversing this trend. From 2010-11 to this current season, televised athletics is to support the university’s efforts in areas such basketball games have increased from 10 last season to a minimum as admissions, alumni relations, fund-raising and community of 17 combined live television broadcasts of men’s and women’s relations. It is crucial that the department work with the other basketball games in 2011-12. Regional television partnerships were areas of campus that are responsible for such initiatives, reached with both MASN and Comcast SportsNet Mid-Atlantic. including but not limited to university External Relations, In the future, funding local, regional and national television coverage Admissions, and Development and Alumni Relations. for men’s and women’s basketball will be a priority. These broadcasts will reach prospective GW students, as well as GW alumni and The resource development expectations that are part of supporters across the country. this strategic plan will rely on successful athletic branding and marketing. SCHEDULING Scheduling opposing athletic teams and contests in markets from which university admissions recruits and admits large numbers of GW students and where GW has large alumni bases will also be a priority. Appropriate funds will be provided to teams to accomplish this.

14 Strategic plan 2012-2016 BRANDING AND MARKETING

MARKETING AND ADVERTISING MULTIMEDIA STRATEGIES In order to increase ticket sales and attendance for men’s The use of video and new media has become essential to and women’s basketball as projected, additional funds will branding and marketing efforts. Telling the stories of our be designated toward marketing and advertising for student-athletes through video and new media will become these programs. a priority. The department will create a position of director of multimedia production who will lead this initiative, and distribute these videos through new and traditional media, TICKET/CLUB SALES social media and on in-house video boards.

Currently the department does not have a dedicated ticket Additionally, after the recent redesign of GWsports.com, and sales unit. For the last three years, athletic ticket and with our partnership with CBS Interactive, the continued use club sales and renewals have been a combined effort of of video streaming of athletics events will be a priority. Colonials Sports Marketing and the athletic ticket office. The department will reconfigure these areas to provide for a dedicated ticket sales staff and to better integrate marketing, sales and development efforts.

15 Intercollegiate athletics ATHLETICS COMPLIANCE

Recent evaluations by both the NCAA and the Atlantic 10 rate GW’s athletics compliance very high.

Moving forward, it is important that the university remains committed to this level of compliance. The department has assigned additional staff to assist with compliance responsibilities.

Similar to other areas of the department, new technology to ensure accurate and efficient compliance will be purchased.

16 Strategic plan 2012-2016 ATHLETICS COMPLIANCE & ADMINISTRATIVE STRUCTURE

Intercollegiate athletics ADMINISTRATIVE STRUCTURE

In the spring of 2011, the university conducted Beginning in 2011, the director of athletics and recreation a comprehensive national search for a new director assigned the oversight and supervision of the department’s intercollegiate sports across seven members of his senior of athletics and recreation. In April of 2011, the management team (including himself) to better ensure university hired Patrick Nero to fill the position. As the more consistent and direct interaction between student- department moves forward, it will be essential to build athletes, coaches and administrators. This new administrative a structure that allows Mr. Nero to provide leadership, structure will also allow for better evaluation of the department’s programs and services. Previously, all sports direction and oversight to the entire unit. had been overseen by two staff members. Currently, the Athletics and Recreation support units of sports marketing, athletics communications and athletic development as well as the athletic ticket office are all housed outside of the department. In implementing the strategic plan, efforts must be made to make the department more cohesive under Mr. Nero’s leadership.

17 RECREATION, WELLNESS AND CLUB SPORTS

RECREATION, WELLNESS AND CLUB SPORTS FACILITIES AND VENUES

LERNER HEALTH AND WELLNESS CENTER The Lerner Health and Wellness Center (LHWC) serves as the centerpiece of the university’s health, wellness and recreational activities. On a peak day, LHWC hosts upwards of 3,000 people, with an average of 2,000 visitors per day.

Among the users are undergraduate and graduate students (with no membership fee required), more than 1,000 GW club sport students participating on 33 club teams, GW faculty and staff (discounted membership fee), GW alumni (discounted membership fee), Foggy Bottom community members (discounted membership fee, limited to specific area codes), GW School of Public Health and Health Services classes (free of charge), and local high school School Without Walls students (free of charge).

The facility includes fitness equipment such as treadmills, elliptical machines and stationary bikes, free weights and basketball, squash and racquetball courts. The facility also plays host to the majority of the university’s intramural sports activities (with more than 3,000 students participating in 25 to 30 intramural sports each year) as well as fitness and wellness classes like yoga, spinning and boot camp, among others.

Due to the high and growing demand of the facility, the annual operating, maintenance and utility costs are running at a significant deficit. The university and Athletics and Recreation will work together to eliminate the deficit. The university will increase funding and the department will identify savings by offering fewer services and reduced hours when GW classes are not in session.

18 Strategic plan 2012-2016 FACILITIES AND VENUES

MOUNT VERNON CAMPUS community members. The department incurs the cost of operating this pool. Some revenue is generated through the The Mount Vernon Campus also serves as a venue for sale of community memberships; however, construction on wellness, recreation and club sports activities. the campus has diminished the capacity of the pool area, West Hall is home to a 24-hour fitness facility for students thereby cutting back on revenue potential. who reside on the Mount Vernon Campus. The department will need to work with the university to identify funding for maintenance of this facility, as it does not currently exist. CHARLES E. SMITH CENTER The department will begin to identify ways to open up A centerpiece of the Mount Vernon Campus is the soccer greater usage of the Charles E. Smith Center for club sports and lacrosse field, which is heavily used by the club sports and intramurals. The auxiliary gymnasiums will be put programs, intramural teams, as well as students residing toward greater usage for club sports teams. The main court on the Mount Vernon Campus. The field was replaced in area will be opened up on certain nights for general student the summer of 2011, and as previously mentioned, funding use as well as intramurals. is budgeted for continued maintenance and replacement of the turf every 10 years. Additionally, as daylight hours are limited, the department is committed to continuing to explore the possibility of adding lights to the Mount Vernon ADDITIONAL RECREATION AND CLUB field that will allow for additional usage — of which the club FACILITIES sports teams will be the primary beneficiaries. Many of the activities sponsored by the department for recreational and club sports do not have consistent Lloyd Gymnasium is used by many club teams for both venues. The department will proactively look for solutions workouts and practice. The gym has not been refurbished in the future. An example is the recent Barcroft Park in many years. This will need to be addressed in the short- agreement with Arlington County that gives the university term future. priority access to other Arlington County recreational Athletics and Recreation also maintains and operates the facilities. A key to identifying appropriate facilities will be Mount Vernon pool. The pool serves as a resource for Metro accessibility. students on the Mount Vernon Campus as well as many 19 RECREATION, WELLNESS AND CLUB SPORTS CLUB SPORTS

With more than 1,000 students participating in FACILITIES more than 30 sports, the club sports program has become a The identification of appropriate practice and competition venues significant part of the GW student experience. Many of these is the number one challenge for the club sports programs. The students bring a high level of passion and commitment to their department is aggressively working toward creative solutions using existing facilities as well as potential off-campus facilities. sport. According to recent statistics provided by the Office of Undergraduate Admissions, close to 60 percent of our incoming Club sports practice and competition facility requests will now be given students participated in varsity sports in high school. The GW a much higher priority in on-campus facility scheduling. Additionally, Arlington County facility access, granted by the Barcroft Park club sports program is important to many of these students agreement, should be made available to club sports on a priority basis. when choosing to attend GW.

It is important that the university makes a clear differentiation between club sports and intercollegiate varsity sports. Club sport HEALTH AND SAFETY ISSUES activities are considered voluntary for students who choose to join a Currently, there is no access to sports medicine facilities or athletic club sports team. The requirements for a varsity student-athlete are trainers for club sports students. The department will provide open much more stringent. hours in the Charles E. Smith Center athletic training room on two nights per week. Certified athletic trainers who currently work with Currently, the department invests significant financial and human varsity athletes will be available during these time periods to treat the resources into the operation of one of the largest club sports programs club sports students. for a university of this size. A review of the club sports program in the spring of 2011 identified areas in which the GW club sports experience Additionally, the club sports programs will work with the School of could be enhanced. Public Health and Health Services on providing first-aid training and first-aid kits to each club sports team. 20 Strategic plan 2012-2016 CLUB SPORTS

FINANCES PROMOTIONS Club sports receive funds from Athletics and Recreation and Club sports are a vital aspect of GW’s recreation and the Student Association. Currently, club sports’ budgets are wellness initiatives, and accordingly should be promoted housed in both Athletics and Recreation and the Center for and publicized as such. The department is working with Student Engagement (CSE). This arrangement makes the the university’s external relations team on the creation of a budgeting and reimbursement process very difficult for the dedicated website strictly for GW club sports teams. club teams. Additionally, the university’s external relations team, in The department is working with CSE to house all funds in conjunction with the department, will make additional one account and streamline the reimbursement process. The efforts to more frequently spotlight club teams in the twice- decision-making regarding the distribution of club sports weekly email editions of George Washington Today that funding is spread over several areas. It is recommended are circulated to the entire GW community, as well as in the that this become a more unified process with more specific Colonial Corner sports blog. A blog dedicated to club sports guidelines to determine how much each club receives in is also planned, while the club sports program and the funding and for what expenses. individual 33 club sports all now have a presence on Twitter.

Many clubs rely on fund-raising to supplement university Efforts are also being made to build and maintain funding. This fund-raising typically exists outside university relationships with the sports staff of The GW Hatchet, fund-raising efforts. In the future, oversight and guidance in GW’s independent student newspaper, to facilitate these efforts will be provided by Athletic Development. A additional coverage of club sports. staff member in this office will have responsibility to assist club sports in fund-raising. SAILING The club sports sailing program requires a level of funding GOVERNANCE that significantly outweighs the funding necessary for other On most campuses, club sports have a student-run council club sports to function. As such, the sailing program has that governs the club sports program. This does not exist operated at a level more closely resembling a varsity unit at GW. Club sports exist as a student organization; than a club program. Accordingly, the sailing club sports therefore we will create a structure that allows for more program will be funded and transitioned into GW’s 23rd student governance. intercollegiate sport.

The club sports teams have formed an informal club sports council, which is a voluntary group that has no direct oversight of club sports, its finances or its priorities, including transportation concerns. This group will be transitioned into an elected formal council with some oversight authority, particularly in transportation.

21 The George Washington University STRATEGIC PLAN METHODOLOGY

The George Washington University Department • Seven subcommittees, representative of a wide range of GW of Athletics and Recreation strategic plan committee was community members and constituents including, faculty, staff, students and alumni (some of whom were GW student-athletes): composed of more than 50 individuals from the GW alumni, student, faculty and staff communities and 1. Student-Athlete Experience - Academics, Training and Medical and Personal Development: academic support, training and organized as follows: medical, travel subsistence and personal development (life skills, • A trustees special committee supported by senior career preparation, and leadership). administrators, led by GW alumnus and trustee Randy Levine, 2. Athletics Compliance, Diversity and Academic Standards: president of the New York Yankees. Other trustees on the special diversity and inclusion, gender equity, hiring practices, committee were Allan From (secretary of the board of trustees), admissions and academic standards. Gary Granoff, Jim Humphreys, W. Russell Ramsey (chair of the board of trustees), Mark Shenkman, Cynthia Steele Vance, Kerry 3. Athletics Finance: budgets, salaries, overall expenditures Washington and Omar Woodard. University administrators included and revenue. Robert A. Chernak (senior vice provost and senior vice president 4. Athletics Marketing and Branding: marketing, branding, for student and academic support services), Aristide Collins (vice engaging the GW, Washington, D.C., and alumni communities president and secretary of the university), Louis Katz (executive and spirit. vice president & treasurer), Michael Morsberger (vice president for development and alumni relations), Patrick Nero (director of 5. Athletics Development and Fund-raising: development, alumni athletics and recreation) and Lorraine Voles (vice president for engagement and fund-raising. external relations). 6. Athletics Facilities: facilities including, but not limited to, • A steering committee, led by Robert A. Chernak, including baseball field, boat house, soccer field, softball field, Mount Frederic Siegel, Andrew Sonn, Michael Cerretani, Steve Doherty, Vernon Campus facilities and the Lerner Health and Chuck Merin, Laura Taddeucci Downs, Sarah Baldassaro, William Wellness Center. Bartolini, Helen Cannaday Saulny, Toi Carter, Michael Castleberry, Leroy Charles, Christopher Deering, Jack Friedenthal, S’Monita 7. Wellness, Recreation and Club Sports: club sports, recreational Jackson, Jean Johnson, Rodney Johnson, Sarah Jo Lawrence, sports and health and wellness initiatives. Mark Levine, Craig Linebaugh, Robert Shesser, Deborah Snelgrove, Michael Tapscott, Brian Hamluk, Jack Kvancz, Mary Jo Warner and Jason Wilson. 22 Strategic plan 2012-2016

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