By Alek Godlew, Corrie Shaw, Kevin Snyder, Joe Petrillo

University of West

Feasibility Study York College of Pennsylvania

2

Table of Contents

Executive Summary 4-6

UWF Athletic mission:

UWF Athletic success:

UWF Facility upgrades:

Sources of revenue 6-19

Student Fees

Donations

NCAA/Conference Revenue

Game Guarantees

Sport Sponsorship

Corporate Sponsors

Ticket Sales

Background Information 19-20

College Location

Pensacola Economic Information 20-27

Foundation and History of UWF 27-32

Mission/Vision/Values 32-34

UWF Mission

Vision

Values

UWF Athletics Mission

Vision

Values 3

Future Athletic Department Goals 34-35

Facility Renovations 35-36

Conference Background 36-39

Research 39-46

SWOT Analysis

Location

Financing

UWF Athletics 46-51

DI Capable?

Change in adding Football/ changing conference

Spending

Athletic Budget:

Scholarship requirements

Complications with Atlantic Sun

Tickets

General Concerns

Naming Rights and added funding:

Reasons for Adding Football and staying DII

References 51-54

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Executive Summary

The University of West Florida (UWF) has engaged with Excelsior Feasibility Inc. to conduct a feasibility study on their organization to determine if it would be feasible for the

University of West Florida to make the move from Division II up to Division I, not only in the athletics, this move more would also have an impact on academics. UWF is located in the northwest section of Florida in the historic city of Pensacola, Florida. The motto of the university is that they are “different by design.” The university has received recognition from numerous sources: Forbes Magazine classified UWF as being one of America’s Top Colleges and The

Princeton Review also regarded UWF as one of the best colleges in the Southeast. UWF main campus is located just minutes away from historic downtown Pensacola and some of the world's best beaches. New facilities and housing options are transforming the UWF campus, offering countless involvement opportunities and marking it “different by design”. Recent additions include the College of Business Education Center, Health and Wellness Center, as well as residence halls.

UWF athletics has been participating in the (GSC) since 1994-

1995. Within the Gulf South Conference, the University of West Florida has experienced extraordinary success:

 7 National Championships

 282 All-Americans

 71 GSC Championships (most all-time in GSC history)

 11 GSC women’s all-sport trophies

 5 GSC men’s all-sport trophies 5

The University of West Florida’s athletic program has performed well within the Gulf South

Conference and they always appear to be near the top of the conference athletically. With the success that UWF has achieved athletically within the Gulf South Conference, they have decided to add a football program that will begin its first season in the fall of 2016. The University of

West Florida has achieved a huge amount of success within the Gulf South Conference. In 2017,

UWF will experience its 50th anniversary as an organization and at this time it wants to realize its full potential. This a major reason as to why they partnered with Excelsior Feasibility to figure if their athletic program could make the move to Division I and build upon their success in

Division II.

UWF Athletic mission of:

Intercollegiate athletic programs at the University of West Florida offer student-athletes

the opportunity to compete at the championship level and continue their personal

development by actively engaging the community and providing appropriate resources

for academic success.

UWF Athletic success:

Provide opportunities for student-athletes and teams to compete at the highest levels on a

conference, regional, and national stage.

UWF Facility upgrades:

Provide state-of-the-art, NCAA DI caliber athletic venues for practice and competition

for all intercollegiate sports at UWF. UWF moving to Division I will satisfy their mission

statements of the athletic program. The university prides itself on providing DI state-of-

the-art facilities. The university has been providing high-quality facilities for its students 6

which would align well with programs currently in DI. In the past few years, UWF has

built and opened new buildings on campus as they are expanding as a university:

 2010

o School of Science and Engineering Building

. $30.6 million state-funded

 2011

o Heritage Hall Residence Hall

 2012

o College of Business Expansion

o President’s Hall

Moving the athletic program from Division II to Division I is important to the university.

Currently, the closest Division I program to Pensacola, Florida is the University of South

Alabama which is a driving distance of 1 hour 14 minutes. However, the closest Division I program in the state of Florida is the University of Florida which is a driving distance of 4 hours

45 minutes. If UWF would make the move to Division I, it would be the only DI institution in the western portion of Florida. This would impact the community of Pensacola and it would ultimately allow for the university to expand and take hold of this section of Florida as there is no other Division I institution for at least an hour in all directions around Pensacola, Florida.

Ultimately, UWF moving from Division II to Division I is a good move for the university as this will allow for the school to improve and expand as a university. By associating with other

DI programs and being affiliated with a DI conference this will allow UWF to receive the recognition as a school that they are trying to achieve as this move will satisfy the wants/needs 7 that the program is wanting to accomplish moving forward. The athletic department of UWF is growing and especially with the addition of the football program in the fall of 2016. The move to

Division I will benefit the university as it will lead to enhancing student life; which is a main goal of UWF. Becoming affiliated with Division I will hopefully increase the university’s exposure and raise their national profile, grow alumni support, expand sponsorship opportunities, increase school spirit, and attract more students from across the United States.

SOURCES OF REVENUE

Overview

The University of Florida was showing an increase in revenue from the start of 2001-

2008. In 2008, UWF’s revenue took a hit due to the economic crisis. Due to this economic crisis that impacted the United States in 2008, state-funding for UWF has been reduced. The

University of Florida is now receiving money from the federal government; however, the money being received is still lower than what was being received prior to 2008. 8

UNIVERSITY OF WEST FLORIDA A COMPONENT UNIT OF THE STATE OF FLORIDA STATEMENT OF REVENUES For the Fiscal Year Ended June 30, 2012

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When comparing the revenue that each sport for both the male and female teams, the team that brings in the most revenue is the men’s team at $471,683. However, the overall sport that brings in the most revenue is that of ; which brings in $430,703 for the men’s team and $406,719 for the women’s team. The sport with the highest operating expense per participant is ; which costs $5,139 per participant for both the men’s and women’s teams.

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Student Fees

When comparing the Gulf South Conference, in terms of how much it costs for a student to attend the institution, The University of West Florida is the 4th cheapest to attend when comparing the total expenses to live on campus as an in-state student ($19,456). For the Gulf

South Conference as a whole, the total average amount it costs to attend an institution in the GSC is $22,179. The University of Florida falls below this average total cost to live on campus as it is

$2,723 cheaper than the average cost of a school in the GSC. Even though UWF has the 4th lowest total expenses to live on campus, UWF has the 2nd highest cost of room & board ($8,418). 11

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For the 2011-2012 fiscal year, the total operating revenues were $71.4 million, of this amount;

$67.5 million was from gross student tuition and fees. Net tuition and fees for 2011-2012 reached $49.6 million, which was an increase of $10.1 million (25.6%) from the previous year in

2010-2011. This increase was brought on because of an increase in student enrollment, higher tuition, and higher fee rates for the students.

Donations

13

Even with the increase that UWF received in donations going from 2010-2011 to 2011-

2012, UWF still wants this number to increase moving forward. Institutions and Universities always need more money donated to the school and that is especially true when trying to implement a football program and moving to Division I, also. UWF is hoping that by installing a football program in 2016, this will increase the amount of donations that it receives from alumni.

By having a football program, this will allow for current alumni to give back to the school. Also, by installing a football program, this will make UWF a place that future students would choose to attend and then they will ultimately donate to the institution once they are alumni as well.

Currently, UWF is going to rent Maritime Park to play their home games to avoid the high-cost of building their own football stadium. UWF is hoping that donations will keep increasing as a means to help fund this new football stadium along with UWF’s Master Plan.

NCAA/Conference Revenue

When comparing the University of West Florida’s revenue with the other institutions in the Gulf South Conference for the year 2011, UWF compares rather favorably. Among grand total revenues, UWF has the 3rd highest revenue, which is only trailing Valdosta State University by $17,604 and by $2,032,989. Even though UWF does not bring in the highest revenue within the Gulf South Conference, UWF has the highest grand total after subtracting all the expenses. The institution with the second highest revenue after subtracting expenses is Shorter University; which is still behind UWF by $342,883. When combining all of the grand total revenues of the Gulf South Conference, the conference as a whole brought

$49,251,192 in revenue for 2011. 14

Game Guarantees

Game guarantees is classified as when a larger university or more dominant program within a given sports will fund another opponent in exchange for them to play at their university.

Game guarantees are not common within Division II athletics. However, in Division I athletics, more prestigious schools and programs are able to generate larger sources of revenue where this 15 is a more likely scenario. Programs sometimes may receive anywhere up to $100,000 or even more to travel to another university to play an athletic event. Game guarantees are more common in Division I among men’s and women’s basketball programs, however, it also occurs within football programs. This would work favorably for UWF as their location puts them in the area of the SEC. The SEC is known for being the most-prestigious football conference in Division I.

When UWF makes the move to Division I, it will be able to receive game guarantees from larger, prestigious schools. Game guarantees will occur in the beginning of UWF’s transition to

Division I or until UWF develops into a more well-known and prestigious Division I opponent.

Sport Sponsorship

The University of West Florida will be eligible to receive sport sponsorship after it makes the move to Division I. This is an annual distribution that is sent to each Division I institution based on the total number of sports that are provided. Each institution receives $26,123 for each sport it carries above 13. In 2016, football will be implemented into the athletic program which will give UWF 15 sports. This will allow for UWF to be eligible to receive $52,246 annually from the NCAA.

Corporate Sponsors

The University of Florida’s athletic program has the following corporate sponsors:

Arbor Club Apartments, The Fish House, The Pita Pit, Ashley Club Apartments, Highpointe

Hotel Corporation, Publix Supermarkets, Atlas Oyster House, Jani King, Blend Zone

Barbershop, Sonny’s Real Pit Bar-b-q, Key Insurance, Springhill Suites, Cici’s Pizza, Marco’s 16

Pizza, Tom Thumb, Comfort Inn, McDonald Fleming Moorhead, Twelve Oaks Recovery Center,

CORT, Pen Air, Whataburger, Dominos, and Firehouse Subs.

Even though these are the only corporate sponsors for UWF’s athletic program, the university would like to increase its corporate sponsorships and booster the organization. The

Football program is beginning its first season in the fall of 2016. The Football program will be funded year-to-year by the combination of existing fees, scholarships, private giving, and corporate sponsorships.

Argo Armada Student Rewards Program:

Sponsored by: Pen Air Federal Credit Union & Tom Thumb

This is a free program offered to UWF by Pen Air Federal Credit Union & Tom Thumb. This program is an incentive based program which rewards UWF students who attend Argonaut

Athletic events. It gives students a chance to earn points and prizes throughout the year. The more games one attends, the more reward points that they earn. As members gain points, they move up to different levels in the program where they can receive various prizes. This program is designed to give the most loyal students the more valuable prizes. When students reach the highest level, they will be entered in the grand prize drawing at the end of the year where they can win a prize provided by Pen Air and Tom Thumb. This program is an extra incentive for students at UWF to attend athletic events and a way to ensure that there is a fan base supporting the athletic teams.

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Ticket Sales

If one chooses to go to a sporting event at the University of West Florida the ticket prices are the following:

 $5 – General Admission

 $3 – Seniors/Military/Students

 Free – UWF students, faculty, children under age 6

Group Packages & Discounts –

One can receive discounts when buying tickets for a large group. In order to obtain this

discount one must contact Garron Lucius; who is the sales coordinator for UWF athletics.

He will determine if a discount will be given and how much of a discount on the tickets

depending on the size of the group.

Argonaut Athletic Club –

All-sport passes are available through membership of the Argonaut Athletic Club. In

order to become a member one must make an annual donation of a minimum of $50. This

money goes to the athletic program to support all the UWF athletic programs.

These ticket prices only apply for regular season contests for baseball, basketball, soccer, , & , and . Ticket prices may differ for postseason events held at UWF. In order to fund the startup costs of the football team in 2016, UWF may need to increase their ticket prices at first as a means to pay for the increased expenses that will come with the expenses for the football stadium, equipment, staff, and other expenses that will come along with installing a new football program to the university.

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In 2016, UWF’s football team will begin its first official season. During this season, the master plan for the school will not have been completed. Therefore, the University of West Florida’s football team will play its home games at Maritime Park Stadium, which can hold 5,100 people and it is currently home to the Pensacola Blue Wahoos (AA Professional Baseball team). By having the football team play its home games at Maritime Park, this will eliminate some of the startup costs of implementing a football team and it will make it more financially feasible for the university in the beginning. The terms of the agreement to allow UWF’s football team play its home games at Maritime Park are that UWF will pay the Community Maritime Park Associates

(CMPA) $5,000 per game to rent the facility and the CMPA will also receive $1 for every ticket sold for the games. Opened in 2012, Maritime Park Stadium has been recognized as the “2012

Stadium of the Year” for all levels of professional baseball by Baseballparks.com.

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Background Information

College Location:

West Florida University is located in the city of Pensacola Florida with the address of 11000

University Pkwy, Pensacola, F , which is roughly three hours outside of Tallahassee as well as

New Orleans, and two and one half hours south of Montgomery Alabama.

Demographics/Socio-demographics/city description:

The population for this city was 52, 34 (100% urban, 0% rural) and since 2000 the population has decreased by 7%

Males: 24,814 (47.4%) Females: 27,526 (52.6%)

Median resident age: 42.6 years Florida median age: 41.3 years

Estimated median household income in 2011: $41,779 (it was $34,779 in 2000) Pensacola: $41,779 Florida: $44,299 Estimated per capita income in 2011: $28,737

Estimated median house or condo value in 2011: $138,815 (it was $91,300 in 2000) Pensacola: $138,815 20

Florida: $151,000 Mean prices in 2011: All housing units: $220,554; Detached houses: $225,834; Townhouses or other attached units: $167,530; in 2-unit structures: $213,237; In 3-to-4-unit structures: $194,731; In 5-or-more-unit structures: $228,903; Mobile homes: $55,633 Median gross rent in 2011: $819.

In comparison to the state average, Pensacola,

Florida is roughly $2,000 above the state average in terms of income as well as $2,000 above the national average according to figures in 2012 from the Bureau of Business and Economic Research. (http://bber.unm.edu/econ/us-pci.htm)

Breakdown of race in Pensacola Florida

 White alone - 34,318 (65.4%)  Black alone - 13,337 (25.4%)  Hispanic - 2,225 (4.2%)  Asian alone - 1,218 (2.3%)  Two or more races - 1,014 (1.9%)  American Indian alone - 220 (0.4%)  Native Hawaiian and Other Pacific Islander alone - 114 (0.2%)  Other race alone - 36 (0.07%)

Mar. 2012 cost of living index in Pensacola: 86.7 (less than average, U.S. average is 100)

Read more: http://www.city-data.com/city/Pensacola-Florida.html#ixzz2ffoNkvm2

Average household size: This city: 2.2 people Florida: 2.5 people

Percentage of family households: This city: 55.3% Whole state: 65.2%

Percentage of households with unmarried partners: This city: 6.2% Whole state: 7.3%

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People in group quarters in Pensacola in 2010:

 224 people in nursing facilities/skilled-nursing facilities  198 people in other non-institutional facilities  166 people in emergency and transitional shelters (with sleeping facilities) for people experiencing homelessness  60 people in group homes for juveniles (non-correctional)  57 people in group homes intended for adults  16 people in residential treatment centers for adults  6 people in workers’ group living quarters and job corps centers

People in group quarters in Pensacola in 2000:

 305 people in nursing homes  97 people in other non-institutional group quarters  37 people in halfway houses  28 people in crews of maritime vessels  24 people in homes or halfway houses for drug/alcohol abuse  3 people in military ships

Pensacola compared to Florida state average:

 Hispanic race population percentage significantly below state average.  Foreign-born population percentage significantly below state average.  Length of stay since moving in above state average.  House age above state average.  Percentage of population with a bachelor's degree or higher above state average.

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Pensacola Economic information

Economy Pensacola, FL United States

Unemployment Rate 10.20% 8.60%

Recent Job Growth -2.17% 0.35%

Future Job Growth 25.46% 32.10%

Sales Taxes 7.50% 5.00%

Income Taxes 0.00% 4.70%

Income per Cap. $26,554 $26,154

Household Income $41,074 $50,935 ESTIMATED HOUSEHOLDS BY HOUSEHOLD INCOME

Income Less Than 15K 17.25% 12.37%

Income between 15K and 25K 12.24% 10.53%

Income between 25K and 35K 13.72% 10.88%

Income between 35K and 50K 16.77% 15.37%

Income between 50K and 75K 17.59% 20.14%

Income between 75K and 100K 9.77% 12.41%

Income between 100K and 150K 7.34% 11.27%

Income between 150K and 250K 3.65% 5.01%

Income between 250K and 500K 1.52% 1.86%

Income greater than 500K 0.15% 0.16% POPULATION BY OCCUPATION

Management, Business, and Financial Operations 13.58% 14.04%

Professional and Related Occupations 25.50% 20.61%

Service 16.69% 14.45%

Sales and Office 27.13% 26.75%

Farming, Fishing, and Forestry 0.49% 0.70%

Construction, Extraction, and Maintenance 8.03% 9.42%

Production, Transportation, and Material Moving 8.58% 14.05%

http://www.bestplaces.net/economy/city/florida/pensacola

23

Local government employment and payroll (March 2007) Function Full-time Monthly Average Part-time Monthly employees full-time yearly full- employees part-time payroll time wage payroll Financial 67 $260,112 $46,587 12 $14,026 Administration Other Government 23 $112,498 $58,695 10 $12,715 Administration Judicial and Legal 6 $44,404 $88,808 0 $0 Police Protection – 204 $889,320 $52,313 6 $2,619 Officers Police - Other 21 $75,039 $42,879 0 $0 Firefighters 131 $522,090 $47,825 0 $0 Fire - Other 8 $27,533 $41,300 2 $2,179 Streets and Highways 47 $150,313 $38,378 1 $746 Airports 39 $135,233 $41,610 0 $0 Water Transport and 10 $38,517 $46,220 0 $0 Terminals 24

Health 2 $9,049 $54,294 1 $2,103 Solid Waste 53 $168,727 $38,202 0 $0 Management Parks and Recreation 91 $256,651 $33,844 48 $33,934 Housing and 54 $204,837 $45,519 4 $6,139 Community Development(Local) Gas Supply 94 $344,912 $44,031 0 $0 Local Libraries 46 $130,909 $34,150 57 $60,194 Other and Unallocable 21 $66,723 $38,127 0 $0 Totals for 917 $3,436,867 $44,975 141 $134,655 Government

Pensacola government finances in 2006(per resident):

 Bond Funds - Cash and Securities: $21,310,000 ($407.15)  Charges - Air Transportation: $15,891,000 ($303.61)

All Other: $7,818,000 ($149.37)

Solid Waste Management: $5,364,000 ($102.48)

Sea and Inland Port Facilities: $2,311,000 ($44.15)

Parks and Recreation: $794,000 ($15.17)

 Construction - General - Other: $9,755,000 ($186.38)

Air Transportation: $6,845,000 ($130.78)

Gas Utilities: $1,395,000 ($26.65)

Sea and Inland Port Facilities: $880,000 ($16.81)

Housing and Community Development: $754,000 ($14.41)

 Current Operations - Gas Utilities: $35,967,000 ($687.18)

General - Other: $35,526,000 ($678.75)

Police Protection: $16,237,000 ($310.22)

Parks and Recreation: $11,748,000 ($224.46)

Local Fire Protection: $9,832,000 ($187.85) 25

Housing and Community Development: $9,710,000 ($185.52)

Air Transportation: $7,947,000 ($151.83)

Solid Waste Management: $5,196,000 ($99.27)

Regular Highways: $4,770,000 ($91.13)

Financial Administration: $4,241,000 ($81.03)

Libraries: $4,200,000 ($80.24)

Central Staff Services: $2,751,000 ($52.56)

Sea and Inland Port Facilities: $1,701,000 ($32.50)

Protective Inspection and Regulation, NEC: $1,121,000 ($21.42)

General Public Buildings: $900,000 ($17.20)

Judicial and Legal Services: $840,000 ($16.05)

Public Welfare - Other: $121,000 ($2.31)

 DISCONTINUED for 2005 (Formerly: Long Term Debt Outstanding Nonguaranteed - Industrial Revenue): $12,045,000 ($230.13)  Employee Retirement - Earnings on Investments (calculated): $17,360,000 ($331.68)

Benefit Payments: $14,814,000 ($283.03)

From Parent Local Government: $8,295,000 ($158.48)

Total Cash and Deposits: $3,976,000 ($75.96)

Local Employee Contribution: $1,522,000 ($29.08)

From Other Governments: $580,000 ($11.08)

Withdrawals: $147,000 ($2.81)

 Employee Retirement – Corporate Bonds: $57,073,000 ($1090.43)  Employee Retirement – Corporate Stocks: $120,893,000 ($2309.76)  Federal Intergovernmental - Housing and Community Development: $8,521,000 ($162.80)

Air Transportation: $2,697,000 ($51.53) 26

All Other: $1,109,000 ($21.19)

 Gas Utilities - Interest on Debt: $596,000 ($11.39)  General - Interest on Debt: $7,445,000 ($142.24)  Local Intergovernmental - All Other: $7,621,000 ($145.61)  Long Term Debt Beginning Outstanding - Public Debt for Private Purpose: $15,220,000 ($290.79)  Long Term Debt Retired Nonguaranteed - Public Debt for Private Purpose: $3,175,000 ($60.66)  Long Term Debt Retired Unspecified Public Purpose: $35,066,000 ($669.97)  Miscellaneous - General Revenue, NEC: $10,354,000 ($197.82)

Special Assessments: $3,384,000 ($64.65)

Interest Earnings: $3,275,000 ($62.57)

Fines and Forfeits: $554,000 ($10.58)

Rents: $181,000 ($3.46)

Donations From Private Sources: $77,000 ($1.47)

 NEW for 2005 - Long Term Debt Beginning Outstanding - Unspecified Public Purpose: $110,132,000 ($2104.17)

Long Term Debt Outstanding Unspecified Public Purpose: $102,835,000 ($1964.75)

Long Term Debt Issue, Unspecified Public Purpose: $27,769,000 ($530.55)

 Other Capital Outlay - General - Other: $536,000 ($10.24)

Libraries: $482,000 ($9.21)

Solid Waste Management: $7,000 ($0.13)

Housing and Community Development: $6,000 ($0.11)

Regular Highways: $6,000 ($0.11)

 Other Funds - Cash and Securities: $17,427,000 ($332.96)  Revenue - Gas Utilities: $47,699,000 ($911.33)  Sinking Funds - Cash and Securities: $18,108,000 ($345.97)  State Intergovernmental - General Local Government Support: $6,772,000 ($129.38)

All Other: $5,497,000 ($105.02) 27

 Tax - Public Utilities Sales: $17,035,000 ($325.47)

Property: $15,227,000 ($290.92)

Motor Fuels Sales: $2,339,000 ($44.69)

Other License: $963,000 ($18.40)

Occupation and Business License, NEC: $869,000 ($16.60)

 Total Salaries and Wages: $38,509,000 ($735.75)

Read more: http://www.city-data.com/city/Pensacola-Florida.html#ixzz2iTcrKqlD

Read more: http://www.city-data.com/city/Pensacola-Florida.html#ixzz2iTd87Alr

This data was compiled from City Data.com an accredited website that compiles information regarding economics, demographics, and geographic information.

Foundation and History of West Florida University

1955 - The Founding of the University of West Florida

In the 1950s, a study found a need for an institution of higher education in Northwest Florida. In

1955, the Florida Legislature allocated funding to develop the University of West Florida, which became the sixth university in the State University System of Florida.

1965 - Breaking Ground

Groundbreaking for UWF took place on April 16, 1965. In the same year, the University adopted the chambered nautilus as the official UWF emblem. The campus originally included seven academic and administration buildings, as well as 15 student residential buildings housing 500 residents. 28

1967 - Classes Begin

The first students matriculated in the fall of 1967, and the first commencement ceremony was held in June 1968. Fifty-eight students received degrees.

1969 - University Accreditation

UWF earned its accreditation for undergraduate programs from the Southern Association of

Colleges and Schools (SACS) in 1969. The University also established its first master’s degree programs this year.

1979 - Creation of Traditional Colleges

Initially, the University was organized into three resident or cluster colleges (Alpha, Gamma and Omega) and designed for upper-level (juniors and seniors) and graduate students. In

July 1979, the University organized into a more traditional structure by establishing three colleges — the College of Arts and Sciences, the College of Business and the College of Education.

1983 - Academic Growth

In 1983, the first freshmen attended the University following authorization by the Florida

Legislature to establish a lower division (freshmen and sophomores). Enrollment increased from

5,200 students to 5,920.

1988 to 2000 - Academic Realignment

In July 1988, the computer science department within the College of Business was changed to the Division of Computer Science, which was later incorporated into a fourth college, the 29

College of Science and Technology. In 1999, the colleges reorganized into the College of Arts and Sciences, the College of Business and the College of

Professional Studies, all of which still exist today.

1991 - Fine and Performing Arts Expansion

In 1991, President Morris Marx dedicated the new Center for

Fine and Performing Arts. Built in 1991, the Center for Fine & Performing Arts (CFPA) is the heart of artistic expression for UWF and a primary destination for arts and culture in Northwest

Florida.

Home to the Departments of Art, Music and Theatre at UWF, the CFPA specializes in showcasing the work of its students. A Additionally, in conjunction with the three academic departments it houses, CFPA is committed to bringing on campus artists from across the world for the enjoyment, enrichment and artistic development of UWF’s student body and the

Northwest Florida community.

The CFPA consists of three performance spaces: the Mainstage Theatre which seats 442, the

Music Hall seating 309 and the Studio Theatre, an adjustable black box space that has variable seating capacity. In addition, the facility contains the 1,500-square-foot

The Art Gallery (TAG).

1995 - Library Renovation and Expansion

In 1995, UWF unveiled the expanded and renovated John C. Pace

Library with the addition of the east side structure and its distinctive curved first and second floors and four-story stairwell. The fifth floor, 30 used for University functions since 1967, became part of the library in 2010, and is the home of

Skylab, the Library's student-supported technology center.

The library also supports satellite libraries: the Curriculum Library in Building 86, and the Fort

Walton Beach Center Library at Niceville as well as supporting other collections kept where the

University has remote teaching centers. In addition, library investments in electronic databases permit students to access library information wherever they reside or take classes.

Among the library's unique strengths are the U.S. Government Publications available to all citizens of West Florida as well as the West Florida historical collections of rare books, manuscripts, maps, and other materials documenting the region from European settlement to the present.

2010 - Opening of the School of Science and Engineering

Building

In the spring of 2010, UWF opening the brand new School of

Science and Engineering facility in Building 4. The $30.6 million state0funded building embodies the principles of Project Kaleidoscope (PKAL), an advocate in the U.S. for building and sustaining strong undergraduate programs in Science,

Technology, Engineering and Math (STEM) fields.

Designed by architecture firm Lord, Aeck & Sargent, the four-story, 94,000-square-foot facility is energy and water efficient, earning the U.S. Green Building Council’s EED Gold

Certification. It was UWF’s first Gold Certified building. 31

2011 - Opening of Heritage Hall Residence Hall

Heritage Hall, which opened in Fall 2010, is the home to the

University of West Florida's Second Year Experience program called “Oracle.” This program is specifically designed for students who were part of the Delphi Living Learning program during their first year at UWF.

Programming for students living in Heritage Hall will focus on academic success, career development and leadership opportunities at UWF. Heritage Hall offers a unique suite-style living option on campus. Each hall has a common area with kitchen to facilitate opportunities to develop community. Residents may request a single bedroom option or a double occupancy option.

2012 - Continued Growth and Development

National Flight Academy Classroom

In 2011, UWF opened the U.S.S. Argo, an Aviation

Classroom Experience (ACE) designed to better educate students in Science, Technology, Engineering and Math

(STEM) disciplines. UWF was the first higher education facility to be equipped with one of these classrooms, as well as a member of the first Center of

Inspiration in the United States. The Center of Inspiration is a partnership with the Naval

Aviation Museum Foundation and Escambia and Santa Rosa County school districts to better serve Northwest Florida by transforming STEM education for students. 32

The classroom is part of the National Flight Academy (NFA), a subsidiary of the Naval Aviation

Museum Foundation, is designed to address the serious concerns of declining STEM skills and standards in the U.S., and UWF took the lead in developing curriculum not only for the U.S.S.

Argo, but the entire National Flight Academy.

Mission/Vision/Values

Our Mission UWF

The University of West Florida (UWF) is a public university based in Northwest Florida with multiple instructional sites and a strong virtual presence. UWF's mission is to provide students with access to high-quality, relevant, and affordable undergraduate and graduate learning experiences; to transmit, apply, and discover knowledge through teaching, scholarship, research, and public service; and to engage in community partnerships that respond to mutual concerns and opportunities and that advance the economy and quality of life in the region.

UWF is committed to planning and investing strategically to enhance student access and educational attainment; to build on existing strengths and develop distinctive academic and research programs and services that respond to identified regional and state needs; and to support highly qualified faculty and staff who engage students in rigorous, high-impact, student-oriented learning experiences that enhance personal and professional development and empower alumni to contribute responsibly and creatively to a complex 21st Century global society.

33

Our Vision

The University of West Florida aspires to be widely recognized as a model of excellence and relevance, sought out as a distinctive intellectual and cultural center, valued as an engaged partner, and acclaimed for being "different by design."

Our Values

UWF's institutional values, shared by students, faculty, and staff, make the University a great place to learn and to work. UWF is committed to maintaining policies and practices and pursuing initiatives congruent with these articulated values.

Caring Maintaining a safe and dynamic learning and working environment that fosters the development of individual potential.

Collaboration Promoting a culture of supportive and cooperative interactions and communication to advance and achieve shared expectations and goals.

Distinctiveness Choosing to be different by design.

Inclusiveness Welcoming, respecting, and celebrating the ways in which people and ideas are different and the ways in which they are similar.

Innovation Exploring, expanding, and enhancing learning and knowledge through transforming experiences.

Integrity Doing the right thing for the right reason.

Quality Committing to uncompromising excellence.

Relevance Adding value to enrich the personal and community lives of stakeholders.

Stewardship Managing responsibly the resources entrusted to the University.

Athletic Philosophy 34

Vision

Mission of UWF

Intercollegiate athletic programs at the University of West Florida offer student-athletes the opportunity to compete at the championship level and continue their personal development by actively engaging the community and providing appropriate resources for academic and athletic success.

Vision

A well-funded, academically successful, locally and regionally visible athletic program competing for Conference, Regional, and National Championships in top quality facilities who recruit, develop, and graduate well-rounded student-athletes.

Values

 Integrity  Citizenship  Academic Success  Discipline  Competitiveness  Sportsmanship  Character

Athletic Department Future Goals

The University of West Florida is in the process of many renovations and construction projects in an attempt to comply with D-I requirements, some of these renovations include the construction of a new “University Park” which would be a total revamp of all facilities.

35

Student Union building which would encompass large scale events that would be put on by the athletic department, these events would include dining halls, meeting areas, bookstores, theaters, lounges, and various social gatherings.

Another addition that was included was a 5,000-seat event center that will host concerts, basketball game, various sporting tournaments and pep rallies. Renovations to current facilities include renovations to the , soccer, baseball, softball, football, and basketball facilities.

Facility Renovations

According to the 2011-2021 Master Plan for the University of West Florida, “As student enrollment increases, it will be necessary to enhance student amenities, particularly in the areas of student services and dining opportunities. While not addressed in detail, this 2011 Plan Update recognizes the need to rethink the Commons Building, which has served as the heart of campus life. The Commons Building has become inadequate in its ability to fully service current needs, and therefore, will not be able to service the campus’s growing needs of the future. As mentioned above, long-term planning includes consideration for a new Student Union facility located at the north end of the University Park District. It is anticipated that this new Student Union facility will become the center of campus that compliments the academic mission of the University. The new Student Union will cultivate an environment that serves students by providing social and cultural opportunities, as well as leadership and co-curricular opportunities. The new Student

Union will promote a safe and welcoming atmosphere where students are inspired to realize their potential.” (Master Plan, pg.21) implementing the Student Union building along with the other 36 facilities proposed would allow for the University of West Florida to meet expectations of a

Division I school and facilitate the influx of expected students that will in part be expected to apply due to the inaugural season of the school’s football team as well as the movement to

Division I. Conference Background

GSC HISTORY

“Academic excellence and a leadership role in the NCAA’s Division II make the Gulf

South Conference (GSC) something special. The GSC is a charter member of Division II and enters its 44th year as one of the premier conferences at any NCAA level.

In the summer of 1970, six college presidents met to discuss about athletics; when the meeting ended, a new league emerged—the Mid-South Conference—started by, and to this day run by, the CEOs, the first in NCAA history. It is that CEO-control and involvement that makes the league work and its 14 championships (football; men’s & women’s cross country, men’s & women’s soccer; volleyball, men’s & women’s basketball, men’s & women’s tennis, men’s & women’s golf, softball and baseball) so intensely contested--in a collegial manner, of course.

From that point forward, the GSC has been giant steps ahead of the D-II pack.

Beginning in 1997, the league found neutral sites paying sizeable guarantees for most of its team championships. NCAA Conventions regularly feature GSC-proposed or -inspired legislation. No one wins more regionals or earns more NCAA post-season bids. In 2004, the league purchased its own built-to-its-specification office space. But the crowning moment came in 2005-06, when the GSC debuted its highly successful “GSC-TV ive” package which included nine football games (now 11) and its men’s & women’s basketball tournament finals. Add to that the branded 37

“GSC DigiNet” video platform and the live-streaming of most of its championships, and you can see why the GSC is a Conference paving the way in the 21st century!

We take pride in our 48 National Team Championships in 13 sports and more than 100 regional titles, especially because there is no sacrifice on the academic side, where GSC student- athletes regularly earn Academic All-America. The GSC opened the 2012-13 year with NCAA

Championships, thanks to West Florida’s first-ever NCAA Women’s Soccer Title and Valdosta

State’s third all-time Football Crown.

Delta State, Florence State (now North Alabama), Jacksonville State, Livingston (now

West Alabama), Tennessee-Martin and Troy State were the charter members. Scheduling problems for the 1970-71 academic year limited the GSC to football, won by Jacksonville

State. In 1971, the addition of Southeast Louisiana (SELA) and Nichols State increased the membership to eight. The league opened an office in Hammond, LA, changed its name to the

Gulf South Conference and began championships in nine men’s sports. and

Northwestern Louisiana (NWLA, now Northwestern State) joined in 1972 and two years later,

NELA left for Division I, followed by SELA and Nicholls State in 1979.

The conference continued with seven teams until 1981, when the CEOs admitted

Valdosta State and West Georgia (1983). In 1991, Tennessee-Martin and Troy State went

Division I, briefly dropping the GSC back to seven members. An aggressive expansion under the guidance of new Commissioner Nate Salant resulted in 10 new members: Lincoln Memorial

(1992-93); Alabama Huntsville, Henderson State, Central Arkansas and Mississippi University for Women (1993-94); West Florida (1994-95); and Arkansas-Monticello, Arkansas Tech,

Montevallo and Southern Arkansas (1995-96). Jacksonville State moved to Division I at the end of 1992-93. Mississippi College dropped to Division III at the end of 1995-96, and was replaced 38 by Christian Brothers to keep the Conference at 16 schools. In July 2000, the GSC welcomed

Harding University and Ouachita Baptist University, making it the largest NCAA-playing conference at any level with 18 schools. MUW dropped its athletics program at the end of the

2002-03 season, decreasing the membership to 17. Central Arkansas reclassified to Division I and Lincoln Memorial moved to the South Atlantic Conference following the 2006-07 year. Montevallo’s departure for the dropped the number to 14.

The GSC moved away from divisional play after the 2010-11 season after its six

Arkansas members broke away, dropping the membership to eight. Thanks to an aggressive expansion plan, the GSC sponsored the Division II applications of (TN) and

Shorter University (GA), which were accepted into the NCAA process in July 2011, and are expected to become official members for 2014-15. The next step in bolstering its membership came in 2012, backing the Division II application of (TN) which was accepted by the NCAA in July of 2012. The league added its first-ever associate member, Florida Tech, in football only in 2013. The Conference hopes to add an old friend back into the fold when

Mississippi College submitted its application to rejoin Division II, with final approval expected in late July 2013.

Former Commissioner Jim McCullough brought the GSC office to

Birmingham. Current Commissioner, Nate Salant began his tenure in October, 1992. He is assisted by Assistant Commissioner for Media and Public Affairs Michael Anderson, Assistant

Sports Information Director Albert “A.A.” Moore, Assistant Sports Information Director

Michael Stagno and Assistant Commissioner for Compliance Andrea Anderson. The Chair of the GSC Board of Directors is Dr. Judith Bense (West Florida). Joining her on the Executive

Committee are Vice-Chair Dr. John Smarrelli (Christian Brothers) and Past-Chair Dr. William 39

Cale (North Alabama). The Supervisors of Officials are Jeff Roberson (Football), John Caldwell

(Basketball), Mike McCray (Baseball) and Eric Ackerman (soccer).” (GSC Conference History)

Men’s Sports Women’s Sports Baseball Basketball Basketball Softball Football Volleyball Soccer Cross Country Cross Country Tennis Tennis Soccer Golf Golf

West Florida University offers all of these sports as well as Swimming/Diving for Women.

Research

The University of West Florida plays a pivotal role in the local economy; there are over 5,000+ jobs that are created by the university in employees along.

Economic Impact of the University of West Florida Spending on the Florida Economy Total output(mil): $452.0 Total Employment 5,364 GDP (MIL): $217.2 Private Non-Farm 5,364 Employment State Revenues at State $29.8 Average Rates (Mil) State Expenditures at state $-0.4 average rates(Mil) Personal Income (Mil) $217.2

There are two ways of looking at the economic impact of UWF. The first is to imagine what would happen if the University of West Florida were to close. If that were to happen, all

University personnel would become unemployed. Unemployment would include: 40

 Teachers  Researchers  Contractors  Administrators  Maintenance personnel  Office personnel. This would result in current students and anyone else who desired to obtain a four-year college degree would be required to pursue their education outside of the West Florida region. This in turn negatively affects the local economy and business such as:

 Restaurants  Hotels  Student services  Local convention center that hosts WSU conventions  Clothing stores  Food marts  Night Clubs  Bars  Entertainment Services

“When the net present value of these wages is included in the modeling scenario, results are that the University of West Florida as an economic engine generates annually over $1.4 billion in output in Florida and its impact represents over $900 million in annual state gross domestic product. Additionally, the university is responsible for 14,796 jobs along with personal incomes of over $1.5 billion.” (University of West Florida Economic Impact Report, 2011)

Total Economic Impact of the University of West Florida on The Florida Economy

Total Employment (Jobs) 14,796

Output (Millions $) $1,472.50 41

Gross Domestic Product (Millions $) $916.50

Personal Income (Millions $) $1,545.60

Private Non-Farm Employment (Jobs) 13,787

State Revenues at State Average Rates (Millions $) $127.90

State Expenditures at State Average Rates -$11.60

(Millions $)

“In the table above, we present demand for employment across high-level industry sectors as well as high-level occupation codes. The University generates the highest total employment demand in the retail trade industry and the highest occupational demand within the sales, office and administrative occupational classifications.” (University of West Florida Economic Impact

Report, 2011), all of which the University provides potential employees to and which help stimulate the economy in the area and so increasing the economy’s value. In the event of the

University moving to Division I and indeed if there is a large enough influx of attendants, the school would be able to potentially even further stimulate the economy by means of producing more employees for the work force as well as creating opportunities for new jobs to emerge due to the sudden increase in students and need for such business’s to cater to them.

42

SWOT ANALYSIS

Strengths

• Increase brand awareness

• Increase student enrollment through school recognition

• Strong DII athletic program success

Opportunities

• Increase donations and alumni support

• Generate more jobs and revenue for Pensacola, Florida

Weaknesses

• High Cost of Master Plan

• Lack of donation support

Threats

• Larger/More prevalent schools in that region of country

• Larger and more historic football colleges with developed and devoted fan-bases

Location

There have been no new athletic facilities and no major renovations to any athletic facilities in more than 30 years. They are now looking to address this area of need by looking to implement a

Master Plan for the university. This plan will build a new collegiate atmosphere on the campus and these new facilities will increase UWF's athletics visibly and ultimately make them nationally competitive amongst other colleges and universities.

The athletics facilities master plan includes nine projects for current programs at a cost of

$85,298,000. The following facilities will be located in University Park and the East Sports 43

Complex of the university campus:

Field House $15,618,000

A newly renovated and expanded Field House will house athletics administration,

coaches' offices, academic support facilities, a computer lab, classrooms, locker rooms,

practice areas, strength and conditioning space, athletic training, and medical spaces.

Arena/Events Center $39,582,000

This 7,500-seat arena would provide a venue for men's basketball, women's basketball,

and volleyball contests. This venue would also be able to hold any other large events on

campus.

East Sports Pavilion $4,962,000

This complex would include a pavilion building with classrooms, locker rooms, offices,

concessions, restrooms, and along with equipment facilities.

East Sports Complex Promenade $1,479,000

This complex will create a front door and grand entrance to the facility.

Soccer Stadium $3,435,000

A 1,200-seat stadium that will be adjacent to the East Sports Pavilion.

Tennis Stadium $7,247,000

The stadium will include 12 new courts, lighting, seating area, and a new tennis

clubhouse.

Golf Facility $3,220,000

A new golf facility for men's and women's golf will be created among the pines and

rolling hills of the UWF campus with views of the Escombia Bay.

Baseball Stadium $7,265,000 44

The renovated stadium will include new seating areas, press box, suites, dugouts,

bullpens, lighting, scoreboards, and batting cages.

Softball Stadium $2,490,000

The renovated stadium will include new seating areas, press box, suites, dugouts,

bullpens, lighting, scoreboards, and batting cages.

Financing

The University of West Florida's goal is to bring in $15 million through donation gifts as a way to implement their “Master Plan.” People feel that the goal of reaching $15 million is too hard to attain in this current economy. Many people are skeptical about whether this number will be reached as there have been other Foundations around the Florida area that have recently put their campaigns on hold. Some of this backlash on why many feel that this goal of $15 million to initiate the Master Plan will not happen because UWF athletics does not have a successful fund raising track record. The current state of the economy does not help UWF at the moment.

Numerous people have stated that Florida and particularly the city of Pensacola ha not been recovering fast enough to implement such a costly plan.

Of those that donate to the University of West Florida, only a small percentage of those that were interviewed about their future donations indicated that the UWF athletic program was a high priority in their donations. Many donors of UWF stated that the university's athletics does not have a good marketing and promotional hold in the Pensacola region to pull off an expensive cost.

Information gathered from national and regional studies of capital and major gifts campaigns, shows a significant effect that the top ten gifts in a campaign have on the eventual 45 amount raised. This information can be used as a general guideline for what could reasonably be expected in the university's athletic campaign. Using the goal that the university set at $15 million, it is expected then that the top ten gifts account for approximately 53% of the total amount raised. Ideally, approximately $7,950,000 (53% * 15,000,000 = 7,950,000) should be in the top ten potential gifts.

Through interviews conducted with the biggest donors for UWF as a means to gather information about how much money would be funded the resulting numbers from the interviews were not encouraging.

Even at the maximum level, these numbers are well below the $7,950,000 that UWF hoped to raise from the potential top ten gifts with hopes of reaching their goal of $15 million. Using the average of the minimum and maximum levels of the donor gifts ($1,387,000) as the basis for considering a goal, UWF would expect to bring in approximately $2,600,000 ($2,600,000 * 53%

= $1,387,000). This number estimated from their projected gift donations is $12,400,000 from their stated goal of $15,000,000.

46

University of West Florida Athletics

Men’s Sports Women’s Sports

 Baseball  Softball

 Basketball  Basketball

 Cross Country  Cross Country

 Football (2016)  Golf

 Golf  Soccer

 Soccer  Volleyball

 Tennis  Swimming & Diving

 Tennis

The University of South Florida’s athletics within the past ten years has been rather dominant. Multiple sports have one multiple Gulf South

Conference title, and even national titles. Some of the most successful male programs at UWF include golf, with eight GSC titles and two national championships in the last ten years, soccer, with seven titles in the last ten years, and tennis, who have won six GSC championships along with two national titles in the last ten years. For the girls, volleyball has won six GSC titles, winning five in a row this year, tennis, with eight GSC championships, and golf, with seven GSC championships all within the last ten years. As one can see, UWF athletics compete at a high level within their conference and are known to be one of the best athletic schools is the country, recently being ranked the number 14 in sports among all DII schools. 47

Adding a football team to WF

 Enhance student life

 Increase exposure and help raise UWF’s national profile

 Attract more students from across the state and region

 Grow alumni and community support

 Increase school spirit

 Provide a more vibrant campus experience

 Assist in student retention by creating opportunities for improved engagement

 Expand sponsorship and other fundraising opportunities

 Would become the eight team in the GSC to have football

Adding Woman Sports (compliance with Title XI)

 Swimming and diving- budget increase $61K with $102K scholarships

 Track and Field- Net increase of $140K

Changing Division to go DI:

 Atlantic

o With no football

o More exposure

o UWF cannot raise student fees (all fees, not just Athletics) by more than 5% per

year and is allowed a one-time $2 increase if it were to move to Division I 48

o Athletic Only Capitol campaign would need to generate $20 to $25 million.

External revenue, which currently stands at approximately $100,000, would need

to increase to $500,000 to properly support the program.

o Additional 8 full time positions

DI Capable?

 14 sport minimum requirement- Yes

 16 core course requirement-Yes

 Facilities- most if not all would need upgrading

 Budget- Potential (Depends on the Capitol Campaign)

Change in adding Football/ changing conference

 Can’t have both because ASC does not sponsor football

 GSC sponsors football but is not DI

 Both the ASC and the GSC support every male and female sport at WF (Besides

Football)

 Must have a conference commitment – difficult to find DI conference that is logical

within competition and travel (Atlantic Sun Conf.)

 75% min in grant aid, WF is currently at 50%

49

Spending

Go DI without football

 9.6M

Add Football staying DII

 12.3M

Going DI with Football

 21.9

Budget

 Operating Budget of $3.7M in 08-09 (Competitive within its conference)

 Nearly $2.5M below top DII budgets

 $1M fee to move to DI

 Annual budget increase of an additional $1.7M/year with addition of football ($405k Stay

DII)

 $7.5M-$17.5M football stadium

 Estimated $1.2M economic impact, additional $150,000 to the community with visiting

football

UWF does not have a strong enough budget and revenue stream to keep up and let alone be competitive with DI schools.

Athletic Budget:

 The current athletic budget is supported primarily from student fees, 76%, 50

 3rd highest student fees in the state of Florida

 Institutional support accounted for 5%

 Total Revenue – Total Expenses = $467,576

 Operating at a + $467,576 a year, so as of now WF is not losing money Scholarships

Scholarship requirements

 UWF would need to add 24 new scholarships to align with title nine and the NCAA

requirements

Complications with Atlantic Sun

 Currently not accepting new members

 Does not sponsor Football

 Competition increases-may not be successful

Tickets

 $5 General Admission

 $3 Seniors / Military / Students

 Free - UWF Students, Faculty and Staff / Youth in Athletic Team Uniform / Children

Under 6

Regular season consists of baseball, basketball, soccer, softball, swimming & diving and volleyball on the UWF main campus. Postseason events hosted by UWF may have different ticket prices. It is crucial for UWF to increase their ticket prices or create a set dollar amount for group and season tickets in order to establish an ideal revenue stream through tickets.

51

General Concerns

 Internal and external support for Athletics

 Ability to develop a successful Athletics Capital Campaign

 Poor level of endowment

With UWF being a predominant athletic school within the GSC, it is generally thought that the athletic program is to have much support. Florida and the south in general are known for living and breathing football. With a number of established football teams in the Florida state, adding a new program to the DI realm would be highly unlikely, for now at least. With top DI football power houses all within a five hour radius of UWF, we feel as though adding a football team will be beneficial, but the move to DI sports is highly unlikely.

Naming Rights and added funding:

Naming Rights

UWF Football Stadium $5,000,000

UWF Competition Field $2,000,000

UWF Stadium Scoreboard $500,000

Head Football Coach Office $250,000

Academic Computer Lab $100,000

Football Coordinator Office $50,000

Assistant Football Coaches Office $25,000

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UWF Football Founders Levels

Platinum Donor $100,000

Gold Donor $50,000

Silver Donor $25,000

Blue Donor $10,000

Green Donor $5,000

Reasons for Adding Football and staying DII

 The south east is where some of the best collegiate football in America is played

 The proposed capital campaign will need to meet its goal in order to just add football,

leaving little to no capitol for the necessary improvements and fees to move to DI

 UWF is a competitive school in which brings in students due to its winning ways

 Football attracts a huge demographic, enabling UWF to capitalize on the increase of

student tuition

 Competition DI wise is to great around the Florida, Louisiana and Alabama area which

would only keep UWF in the shadows of the bigger schools

53

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