SCSU Athletics Strategic Plan St. Cloud State University November 2013

1. SCSU AthleticsStrategic Plan St. Cloud State University November 2013 This document contains confidential information intended for discussion purposes only.  It should not be duplicated or distributed without the prior written consent of SCSU Athletics.

2. Presentation Outline • Planning Context • Planning Environment • Planning Principles • SCSU Mission, Vision and Pillars/Commitments • Givens • Methodology • Situation Analysis • Environmental Scan • SWOT Analysis • Strategy Purpose • Mission • Values • Vision • Strategy Direction • Objective • Scope • Advantage • Strategy Implementation • Key Activities • Key Metrics • Key Initiatives • Facilities Plan • Guiding Philosophy • Improvement Priorities • Appendices

3. Planning Environment Environmental Forces Technology Demographic Economic Political Priorities Funding Other Planning Framework Distinctive Characteristics Pillars

4. Planning Principles • Open, Transparent Planning Process with Multiple Opportunities for Input and Feedback • Inclusive of Multiple Stakeholders • Consistent with University Mission, Vision and Pillars • Reflect the unique role Athletics plays in Student, Campus and Community Life

5. SCSU Mission, Vision, and Pillars/Commitments

6. What are the “Givens” of the Planning Process? • The Planning Horizon is 5 years • NCAA, Conference, Title IX rules and requirements are all honored • Athletics Values are based on Division II Values • The Current Divisions for each sport remain constant • A commitment to Health and Wellness is part of the message • Recreation is an integral part of the Athletics Plan

7. President Potter shared some “givens” and expected outcomes for the planning process in February 2013. Orientation Sessions were held with the Core Planning Team, Athletics and Recreation Staff and Coaches during February and March 2013. Initial Input sessions were held with Coaches and Athletics and Recreation staff during February and March 2013. Best Practice Information for key competitive schools was gathered and shared with Core Team members during April – June 2013. A detailed web-based input surveywas taken by 2,683 participants representing internal (coaches, students, student-athletes, staff and administrators) and external (fans, donors, alumni, parents) stakeholder groups. Results were presented to SCSU’s Management Team in May 2013. Coach Update and Input Sessions were held in May (survey results) and July (strategic plan work-in-progress, best practice Q&A) and October (detailed initiatives, strategies and tactics) Planning Team workshops were held on multiple occasions from February through August focused on setting strategic purpose and direction and identifying implementation initiatives. Financial Planning Sessions were held in August – October with Finance and Administration to create financial scenarios that support the strategic plan. Methodology: Process and Stakeholders Consulted

8. Situation Analysis • Environmental Forces and Implications • SWOT (Strengths, Weaknesses, Opportunities, Threats)

9. Environmental Forces, Implications Source: May 2013 Athletics Survey, Core Planning Team observations

10. Environmental Forces, Implications Source: May 2013 Athletics Survey, Core planning team observations

11. SWOT Analysis – based on the survey Source: Top 5 items in each category from the May 2013 Athletics Survey

12. SWOT Analysis – planning team additions Source: Core planning team workshop

13. Strategy Purpose

14. Strategy Direction Objective, Scope, Advantage Summary

15. Strategy Direction – Advantage DetailValue Proposition – Student Athlete Recruitment • Observations/Implications • The Student Athlete Choice Criteria are listed in order of importance to the Student Athletes surveyed. • Current and Prospective SCSU student-athletes were invited to take the survey, meaning that the results do not reflect Student Athletes who were recruited by SCSU and chose another school. • Anecdotally, coaches understand that facilities and scholarships played a larger role in the decision-making process of the athletes that were lost to other schools. • About 10% of the students surveyed also indicated that proximity to home (location) played a role in their decision to attend SCSU. • The planning team believes institution size is a significant factor in school choice as well. • Improving facilities and offering scholarships are the two key initiative areas that would improve SCSU’s Student Athlete Recruitment value proposition. Note: Chart ratings are from the May 2013 Athletics Survey

16. Strategy Direction – Advantage DetailSCSU Athletics Recruitment – Sweet Spot • Current Sweet Spot • Coaches (strong leaders, individual attention to athletes • Size (academic choices) • Location (smaller city with access to Twin Cities) • Winning Tradition in some sports • Strong Facilities in some sports • Future Sweet Spot • Maintain the existing Sweet Spot and… • Expand Winning Tradition to more sports • Expand Strong Facilities to more sports • Increase Scholarships • Strengthen Student Services Support • Create a Compelling Fan Experience • Create a Sense of Belonging to SCSU Athletics Source: Collis & Rukstad. “Can You Say What Your Strategy Is?” Harvard Business Review (April 2008).

17. Strategy Implementation

18. Strategy ImplementationKey Activities • Recruit Student Athletes (e.g. recruiting travel, official and unofficial visits, Prospective Student Athlete correspondence and sports camps) • Coach Student Athletes • Support Student Athletes (e.g. athletic skill development, academic and personal leadership skill development) • Game Experience (e.g. Entertainment, Logistics, Concessions, IT, AV) • Raise Funds (e.g. Annual Giving, Corporate Sponsorships, Ticket Sales, Events) • Market the Program (e.g. campus and community engagement, promotions) • Provide Professional Development (e.g. staff, coaches) • Monitor Compliance (e.g. rules, regulations, MNSCU, NCAA) • Engage Alumni and the Community (e.g. outreach, service, communication, relationships) • Manage Facilities and Equipment (e.g. planning, maintenance)

19. Strategy ImplementationAll Activities are Essential to the Vision DRIVES THE SUCCESS… SUPPORTS THE SUCCESS… Market Athletics Program Manage Facilities, Equipment Game Experience Recruit Student Athletes Monitor Compliance Nationally-Competitive Sports Programs Raise Funds Support Student Athletes Coach Student Athletes Engage Community Provide Professional Development Engage Alumni Strength Needs Strengthening Emerging

20. Strategy ImplementationMeasure Success: Stakeholder Engagement • Student Athletes • # of conference / national awards • # of academic awards • Scholarships (# and $) • Graduation rate • Retention Rate • GPA • Student Athlete volunteer hours • Exit Survey • Donors • Corporate Sponsorships (# and $) • Donor gifts (# and $) • Fundraising Events (# of participants, $ raised) • Contacts per Donor • Alumni Events (# and attendance) • Regular List Updates • Fans • Season Ticket Holder Renewal Rate • Game Attendance, by sport • Game Attendance, by stakeholder groups (students, alumni, community) • Event Registrations (#) • Fan Experience Survey • All Stakeholders • Media Reach • Facebook, Twitter followers (#) • Website page views (#) • Video streaming • Local and regional media impact • Win/Loss Record, by sport • Director’s Cup ranking Note: Items in black are metrics currently being tracked. Items in blue are new metrics that need to be tracked.

21. Strategy ImplementationKey Initiatives • Enhance Image and Branding • Create Financial Sustainability • Achieve Competitive Excellence • Promote Academic Excellence and Student Wellbeing • Be in Program Compliance • Strengthen Campus and Community Relationships

22. Strategy Implementation1. Enhance Image and Branding • Create greater fan community support (rah-rah) by becoming the place to be in Central Minnesota (Joel) • Branding campaign and logo review (Anne) • Visual presentation of facilities and staff to increase pride, both internally and externally (Ron) • Improve and manage technology infrastructure (*Joel and Brian) • Communications plan (Anne) • Electronic / Social Media Plan (Anne, AMR) • Athletics Intern Plan (Anne) Note: Starred name (*) denotes the “point person” for a joint strategy

23. Strategy Implementation1. Enhance Image and Branding

24. Strategy Implementation1. Enhance Image and Branding

25. Strategy Implementation2. Create Financial Sustainability • Sell more tickets, with a focus on group ticket sales, hockey, men’s and women’s basketball, football (Chad) • Development plan for annual gifts (Kurt) • Herb Brooks National Hockey Center Campaign • Run corporate sponsorships (Front Row) • Identify fundraising events (Kurt) • Develop an Alumni Relations plan for Athletics • Create a Major Gifts plan for Athletics (Kurt) • Develop a 5-year financial plan (Heather) • Complete a staffing assessment (*Heather, Ron) • Create clear expectations of resource availability for each sport (Heather) Note: Starred name (*) denotes the “point person” for a joint strategy

26. Strategy Implementation2. Create Financial Sustainability

27. Strategy Implementation2. Create Financial Sustainability

28. Strategy Implementation2. Create Financial Sustainability

29. Strategy Implementation3. Achieve Competitive Excellence • Facilities Plan (Ron) • Scholarship Plan (*Holly, Kurt) • Professional Development Plan (Heather) • Develop campus partnerships that support recruitment (Holly) • Create a Student Athlete leadership development plan (*Heather, coaches) • Evaluate coaching staff numbers (Heather) Note: Starred name (*) denotes the “point person” for a joint strategy

30. Strategy Implementation3. Achieve Competitive Excellence

31. Strategy Implementation4. Promote Academic Excellence and Student Wellbeing • Create an improved academic support services plan (Holly) • Develop a Student Athlete handbook (Holly) • Create a lifeskills plan (*Holly, Ron) • Create a performance plan, including training, conditioning and equipment • Coaching development • Promote a “sense of belonging” for Student Athletes (Heather) • Create a community service plan for Student Athletes (Jeff) • Create a senior health and wellness transition plan Note: Starred name (*) denotes the “point person” for a joint strategy

32. Strategy Implementation4. Promote Academic Excellence and Student Wellbeing

33. Strategy Implementation4. Promote Academic Excellence and Student Wellbeing

34. Strategy Implementation4. Promote Academic Excellence and Student Wellbeing

35. Strategy Implementation5. Be in Program Compliance • Create a rules education plan (Holly) • Create an online Policies and Procedures manual (*new finance person, Chad, Brian) • Create a gender equity plan Note: Starred name (*) denotes the “point person” for a joint strategy

36. Strategy Implementation5. Be in Program Compliance

37. Strategy Implementation6. Strengthen Campus and Community Relationships • Build Internal Camaraderie among Athletics, Recreation, Kinesiology and Facilities (Heather) • Be the Model Campus Partner (Heather) • Strengthen and Develop External Community Partnerships (*Joel, Kurt, Front Row, Brian, Ron) • Build alumni relationships (Kurt) • Create a community/city taskforce to explore athletics/recreation youth facilities and programming partnerships (Heather, Ron) • Explore partnerships with Kinesiology for Graduate Assistants, perhaps expanding to other departments (Heather) • Get involved in the Eastman Hall renovation (Ron) Note: Starred name (*) denotes the “point person” for a joint strategy

38. Strategy Implementation6. Strengthen Campus and Community Relationships

39. Facilities Plan

40. Sports Facilities Guiding Philosophy

41. Sports FacilitiesFacility Improvements Priorities • Turf Replacement • Halenbeck Hall North Master Plan • Needs include: Front entrance, main gym, locker room, air conditioning, sound system… • Master Plan would allow pieces and phases to be implemented confidently • Baseball Practice Field • Softball Field Enhancements • Ongoing major capital repair and replacement • Video Boards: Halenbeck Hall and Stadium • Sound system • Zamboni

42. Appendices

43. Appendices • Appendix A – Athletics Stakeholder Survey Results (separate document) • Appendix B – Athletics Stakeholder Survey Verbatim Comments (separate document) • Appendix C – Athletics Best Practices, Competitive Information (separate document) • Appendix D – Detailed Financial Data(separate document) • Appendix E – Sports Facilities Space Allocation and Facilities Improvement Analysis • Appendices F1 and F2 – Executive Summary, with financial scenarios (separate document)

44. Appendix E - Sports FacilitiesSpace Allocation Situation Analysis

45. Appendix E - Sports FacilitiesSpace Allocation Situation Analysis

46. Appendix E - Sports FacilitiesSpace Allocation Situation Analysis

47. Appendix E - Sports FacilitiesFacility Improvement Analysis

48. Appendix E - Sports FacilitiesFacility Improvement Analysis (cont.)

49. Appendix E - Sports FacilitiesFacility Improvement Analysis (cont.)

50. Appendix E - Sports FacilitiesFacility Improvement Analysis (cont.)