STRATEGIC PLAN TROY ATHLETICS

STRATEGIC PLAN TROY ATHLETICS 2016-2020

TABLE OF CONTENTS Letter From The Director of Athletics 5 Mission, Vision Statement And Strategic Areas 6 Academic Excellence 9 Athletic Excellence 11 Student Athlete Welfare 13 Compliance, Diversity and Gender Equity 15 Stewardship 17 Revenue Generation 19 Fan Experience 21 Athletic Facilities 23 2 3

DEAR TROJAN FAMILY, Troy Athletics has seen a tremendous amount of growth in the past 30 years; transitioning from a Division II program, to an FCS program, and eventually to an FBS program in 2001. Along the way there have been many levels of success, including multiple national championships! As we move forward as an athletic department, we felt that it was paramount to not only cherish those accomplishments, but also develop a roadmap for our future successes. To that point, it is with great excitement that I share the TROY Athletics Strategic Plan with you. We began the process of developing this strategic plan in January of 2016, and were able to involve several internal and external groups for feedback. These listening sessions allowed us a great opportunity to hear from donors, alums, business leaders, campus community, our student-athletes, and many more. It was a great process that helped our staff better understand the opportunities that lie ahead for TROY Athletics. You will see many goals associated with this plan, but you will also see common themes of student-athlete welfare and success, fan engagement, and integrity. It is our belief, that these cornerstones will help us become one of the best athletic departments in the country! Go TROY! Jeremy McClain Director of Athletics 4 5

MISSION STATEMENT The Troy University Athletics Department will strive to educate, support, and equip our student-athletes for success on the field, in the classroom, and in life. As an integral part of the University, the athletics program will operate with fiscal responsibility, integrity, and a focus on competing at a championship level, which will instill pride in the entire TROY family. VISION STATEMENT To be a premier FBS program, providing our student-athletes and our staff with the resources to be successful in all areas. FOCUS AREAS Academic Excellence Athletic Excellence Student-Athlete Welfare Compliance/Diversity/Gender Equity Stewardship Revenue Generation Fan Engagement Athletic Facilities 6 7

ACADEMIC EXCELLENCE Provide TROY student-athletes with the necessary resources and support to excel academically during their time on campus. As a department, accomplish, and maintain a NCAA Graduation Success Rate (GSR) of 75% or higher, and an overall Academic Performance Rate (APR) of 950 or higher. Enhance the Trojan Summer Bridge Program which facilitates the transition from high school and/or junior college to Troy by including all sports and providing guest speakers, campus tours, familiarity with Troy processes, and faculty engagements. Establish and monitor roster management guidelines to assist coaching staffs, especially those teams with fewer members. Arrange for initial summer coursework (two courses) that will be degree applicable. Utilize the new University general studies program which allows an opportunity for degree exploration while continuing toward degree applicable hours. Maintain an annual grade point average (GPA) of 3.0 as a department. Provide academic support through the Trojan Tutor Center for every course offered on campus. Additionally, provide support sessions for test readiness, note organization and presentation preparation. Focus on increasing a letter grade for each class and student-athlete. Offer additional grade point average incentives/awards for individuals as well as teams. Maintain a student-athlete graduation rate that is 10% higher than the University graduation rate. Encourage personal communication between student-athletes and faculty, as well as enhancing communication between faculty and the Office of Student-Athlete Support staff through meet-and-greets and faculty recognition initiatives. Educate early and often on degree programs available, and what careers each degree can potentially provide. Offer necessary technological support for all student-athletes including laptop rentals, digital programs, and techsupport for computer labs. 8 9

ATHLETIC EXCELLENCE Troy University Athletics will develop and maintain successful athletic programs, on the conference and national level, which will bring pride to the TROY family. Finish in the top 3 of the Bubas Cup (Commissioner s Trophy) standings each year. Create department-wide competitive focus on results among coaches, staff, and student-athletes. Evaluate support levels for each sport annually and focus resources on potentially underperforming areas. Regularly evaluate sport sponsorship opportunities in relation to resources and how they could impact department success. Earn multiple NCAA tournament invitations, including bowl invites, during each academic year. Maintain and create budgets and resources comparable to peer institutions. Develop a scheduling plan for each program that supports potential at-large selection. Ensure adequate resources, facilities, etc., are dedicated to the recruitment of quality student-athletes. Hire and retain quality coaches and support staff, focused on competing at the highest level. Evaluate coaches and staff annually based a set of established criteria. Develop a growth and retention plan for key staff and coaches. Conduct exit interviews with at least 50% of outgoing senior student-athletes. 10 11

STUDENT- ATHLETE WELFARE Provide resources and opportunities for our student-athletes that will ensure a positive experience, and create a long-term relationship with the university. Create an environment where TROY student-athletes can thrive, on the field, in the classroom, and in the community. Hire and retain quality coaches and staff committed to helping TROY student-athletes be their best. Work closely with studentathlete leadership (SAAC) to create opportunities for input and feedback to the department. Develop a plan to provide counseling and/or support services where needed for the well-being of student-athletes. Expand resources in areas that help TROY student-athletes maximize their physical potential. Evaluate and develop a strength and conditioning program focused on improving the individual athlete, regardless of sport. Provide a nutritional plan, including nutrition education, to supplement the dietary needs of our student-athletes. Develop a plan to expand staffing opportunities within the strength training and the nutrition area. Provide opportunities for student-athletes to develop into strong community members. Grow the Trojan Life Skills Program to educate on Life After Troy ; motivating student-athletes to be more vested in academic and community service endeavors. Create more opportunities for community involvement for student-athletes allowing them to give back and appreciate the influence they can have on others. Dedicate a budget/grant that will allow for continued educational life skills and personal skills opportunities. 12 13

COMPLIANCE / DIVERSITY & GENDER EQUITY Troy University Athletics will promote and provide an atmosphere of compliance and inclusion. Promote an atmosphere of NCAA compliance with entities involved with Troy University and the Department of Athletics (e.g., student-athletes, boosters, Troy University employees, etc.). Continue a comprehensive education plan for entities by providing multiple education sessions per year as well as sharing/discussing expectations concerning NCAA rules and regulations. Hold conversations during the annual student-athlete meeting and the monthly all staff/head coaches meeting about the shared responsibilities of NCAA compliance. Utilize different media platforms to communicate and educate fans, alumni and staff. Maintain monitoring activities to ensure institutional control and compliance with NCAA rules and regulations. Utilize industry software programs to enhance monitoring efforts. Foster relationships and encourage communication between entities involved in intercollegiate athletics. Continue to utilize, and expand upon, the business office as a system of checks and balances for compliance processes. Ensure Title IX compliance by continuing to conduct external audits, as well as annual internal Title IX compliance audits. Allow for an outside Title IX expert to perform an extensive independent audit interviewing support staff, student-athletes, coaches and administrators. Survey the interest and abilities of Troy students annually of each incoming class to determine if there is unmet interest. Conduct annual meetings with senior leadership within the athletic department and the university Title IX office to review progress and points of concern. STRATEGIC GOAL #4: Develop a plan to promote diversity and gender equity throughout the athletics department. Ensure the University principles that require employment opportunities are made available to all qualified individuals without discrimination on the basis of race, color, sex, age, political or religious opinions or affiliations, national origin, or disability are followed. Confirm the University s commitment to maintaining on a nondiscriminatory basis the conditions for continuing employment and for individual advancement. Athletics leadership shall ensure that gender equity and respect for diversity are part of the department s culture and daily operations. 14 15

STEWARDSHIP Provide framework to efficiently and effectively utilize all available resources. Institute principles and philosophies of fiscal responsibility through financial planning, resource allocation and open communication. Meet annually with each cost center budget officer to prepare budget expenditures for the upcoming year. Additionally identify cyclical expenses on a five year rotation, and budget accordingly. Find cost-saving opportunities in reoccurring expenses through advance planning and organization. Utilize technology for more efficient time management in financial planning and forecasting process when possible. Create and monitor a manageable and achievable budget that is inclusive of a collaborative approach with coaches, staff members and administrators. Encourage open communication and feedback from the constituent groups. Prepare monthly expense reports for constituent groups which detail actual expenses as well as encumbrances. Review, quarterly, team travel, recruiting, supplies and miscellaneous meals with cost center budget officers and athletic administration to ensure efficiencies. Utilize all resources available to increase revenue. Encourage coaching staffs, in scheduling non-conference contests, to search for game guarantees to either increase revenue or offset expenses. Explore the utilization of grant funding opportunities to replace a portion of expense budgets. Exhaust all possible revenue generating resources in all athletic areas (e.g., rental fees, outside events, camp and clinics, etc.). 16 17

REVENUE GENERATION Cultivate our current donors and engage prospective fans to best support Troy Athletics through game attendance as well as gifts of their resources and advocacy. Increase private giving to support facility improvements and student-athlete services. Emphasize donor engagement through fundraising activity (including special events), spread through the stages of discovery and qualification, cultivation, solicitation and stewardship. Create a new Athletics giving society to encourage and promote leadership giving. Grow all Annual Giving funds, including the Trojan Warrior Fund, by 10% annually. Improve ticket sales across the department in an effort to increase attendance and drive revenue. Grow new season ticket holder accounts in order to maintain an overall annual season ticket growth percentage of at least 10% in each sport. Target sales of premium seating options for football, basketball and baseball. Sell all suites and at least 80% of all premium seating options, including future expansion in football s North Endzone. Develop and enhance marketing and single-game promotions in all sports to attract new customers and better engage specific audiences, increasing game attendance by 10% overall annually. Expand on sponsorship opportunities associated with the TROY Athletics brand. Increase the quantity and value of partnerships from the region s corporate community and grow revenue by 5% annually. Form closer relationships with our corporate partners in order to maximize their advertising effectiveness as well as their impact on our program. Work with each corporate partner to align our messages in order to provide both entities with increased name recognition. STRATEGIC GOAL #4: Improve brand awareness and licensing opportunities for TROY fans. Ensure preferred Troy logos are utilized throughout the branding and licensing process. Work with Learfield Licensing Group to engage new licensed partners and increase revenue overall by 20%. Educate our fans on how to search out Troy gear and regional retailers, and how to communicate their purchasing desires to those retailers. 18 19

FAN EXPERIENCE Provide all Troy University constituencies with the opportunity to connect with Troy Athletics in multiple ways while providing excellent service. Provide excellent customer service for all who encounter Troy Athletics. Hire and train talented staff members who understand the importance of positive, professional customer service in all interactions. Implement technology upgrades that allow for increased buyer control of the ticketing and annual giving process from all platforms. Continually ask for feedback from game attendees via surveying software in order to identify and correct issues. Promote student involvement across campus in effort to maximize their experience. Provide opportunities for students to speak directly with Athletics leadership in order to best serve as many different student constituencies as possible. Create special opportunities, events and experiences around Troy Athletics that appeal to the current student body. Enhance the student experience at Athletics events through enhanced seating, food & beverage, entertainment and promotional options. Continue to improve the game day experience for all groups involved with TROY. Provide opportunities for families to create memories together through free or lowcost programming that allows special access that is unique to TROY. Plan and execute exciting game-days filled with in-game promotions that connect with fans in all sports. Continue to work with campus and the City of Troy to alleviate parking concerns and provide for ease of entry and exit. 20 21

ATHLETIC FACILITIES Develop a comprehensive blueprint for further growth and development of Troy University s Athletic Facilities. Maximize the use of all existing facilities to benefit Troy Athletics and Troy University. Provide a thorough review/ summary of all athletic facilities. Determine the needs and desires for each facility by engaging Troy University Leadership, Athletic Department Leadership, coaches, support staff, student-athletes, and alumni. In conjunction with the Physical Plant, develop a long term preventative maintenance plan for all facilities within the Department of Athletics. Develop a Master Facilities Plan for athletics. Prioritize proposed projects with regards to urgency and budget constraints. Work with architect to determine scope and cost analysis of potential facility enhancements. Develop a committee to complete a master plan within a determined time frame. 22 23

TROY ATHLETICS 5000 VETERANS STADIUM DRIVE TROY, AL 36082 www.troytrojans.com