1	Clemson University Athletic Department Strategic Plan September 2003
2	Purpose In July 2002, Carr Sports Associates, Inc. (CSA) was retained to guide the Clemson Athletic Department through a comprehensive strategic planning process. This essential component of the Department’s management practices is intended to aid Athletics in achieving its Mission as well as to align itself with the University’s Vision of becoming a Top 20 Public University by 2010. In addition to these broad objectives, this planning process prepares Athletics to meet the challenges within the extremely fluid environment of intercollegiate athletics. Furthermore, this Strategic Plan becomes the foundation for the Athletic Director’s vision of “building a model Division I-A Athletic program”. This model is based on five Core Values, four of which mirror the four Operating Principles of NCAA Certification: Rules Compliance and Institutional Control; Academic Integrity; Fiscal Integrity; and Equity, Student-Athlete Welfare and Sportsmanship. The fifth Core Value, Competitive Excellence, is directly linked to the Department’s competitive expectations as well as its desire to achieve the University’s 2010 Goals for Athletics.
3	Process The planning process involved many Clemson stakeholders including coaches, student-athletes, Athletic Department and University staff and appropriate external constituents. CSA made four visits to the Clemson campus where the consultants interviewed stakeholders, assessed campus facilities and conducted workshops and planning activities. Where appropriate, the consultants also benchmarked with selected ACC and NCAA institutions. From these stakeholders, the University leadership and the Director of Athletics appointed twenty-eight individuals to a Strategic Planning Leadership Team to provide guidance and advocacy for the project.
4	Plan Design And Content To facilitate the planning process, the Strategic Plan follows these six steps: Planning Assumptions Situation Analysis Critical Issues Goals and Strategies Priority Goals Strategic Plan Review and Assessment
5	Key Planning Links Several University and Athletic Department planning and assessment activities are occurring simultaneously to the development of the Department’s Strategic Plan. Those activities identified as having the greatest influence on the Department’s strategic direction include the following: Clemson University Vision and Mission University 10-Year Goals Athletic Department Mission Statement Athletic Department Core Values Clemson University Academic Plan NCAA Operating Principles – Clemson University NCAA Athletics Self-Study Report 2001-2002 U.S. News and World Report – “Top 20 National Public Universities” (ranking and criteria)
6	Critical Issues Emanating from the Planning Assumptions and the Situation Analysis is a set of Issues that significantly influence the Athletic Department’s strategic direction. They are arranged categorically to reflect the findings of the Situation Analysis. Institutional Integrating University and Athletic Department planning As Vision 2010 drives the organization of the total University, Clemson Athletics is assessing its own vision, mission and strategies, knowing that a collective process of prescribed planning and assessment of resource requirements is vital to success. The importance of this collaboration is emphasized by the “One Clemson” theme. Creating a multicultural environment conducive to the success of minority student-athletes The University seeks to enhance both its diversity and sense of community simultaneously with increased minority representation in faculty, staff and students in an environment in which all constituent groups actively participate and achieve success. Athletics, due to its large minority student-athlete population, will contribute and gain more than any other department from these diversity initiatives.
7	Critical Issues (continued) Intercollegiate Athletics Maintaining a strong athletic tradition Intercollegiate athletics has always played an important role in the life of the University. A large part of Clemson’s distinctiveness is its vital connection with constituent groups who provide active support and have high expectations. The success of Clemson sports teams will continue to be greatly influenced by the fervor of Tiger fans. Improving Athletics’ competitive position The combined competitive expectations of the Athletic Department and the University’s 2010 Goals for Athletics provide an intense focus on the achievements of Clemson’s sports teams in the ACC and nationally. Designing the Athletic Department to support its strategic direction The Athletic Department’s ability to achieve its Mission and competitive goals will be partly determined by its organizational design. Aligning personnel and operational units to focus synergistically on its priorities and strategic direction is essential.
8	Critical Issues (continued) Academics Redefining student-athlete Admissions policies The University’s longstanding policy of admitting all student-athletes who meet minimum NCAA and ACC eligibility criteria has encouraged a disparity between the academic profile of the student body and a large number of student-athletes who appear to be marginally prepared academically. Improving student-athlete retention and academic success Historically, Clemson’s student-athlete graduation rates are substantially lower than the University’s general student population as well as its ACC and national peers. The University is also confronted by increasing demands from educational and governing agencies seeking greater accountability for student-athlete graduation rates. Student-Athlete Enhancing student-athlete welfare Even though the Athletic Department has been lauded for its overall commitment to the well-being of its student-athletes, it recognizes that improvements are necessary. This is especially true in the equity of services and facilities for its male and female students as well as meeting the needs and interests of minority student-athletes.
9	Critical Issues (continued) Governance and Compliance Ensuring ACC and NCAA Rules Compliance and Institutional Control The University’s determined commitment towards rules compliance is particularly important when considering the negative impact on the Institution created by its history of NCAA rules compliance infractions. Gaining NCAA Re-Certification The University is going through the final stages of review in its second cycle of NCAA Certification. Clemson has until June 1, 2003 to respond to several issues raised by the NCAA Certification Committee. The most challenging issues pertain to student-athlete admissions policies and implementing minority-opportunity plans. Achieving Title IX Compliance While Athletics appears to be working diligently to be in compliance with Title IX, a recent professional audit has recommended that the Department take additional action in several areas.
10	Critical Issues (continued) Fiscal Generating sufficient revenues to support Athletics’ strategic direction In Division I-A Athletics, there is generally a strong correlation between the competitive success of an athletics program and the sufficiency of its resources. To achieve its Mission as well as the Vision 2010 goals, Clemson Athletics must maximize all existing and potential revenue sources to fund the Department’s annual operations and capital initiatives. Developing a financial plan that depicts Athletics’ current condition, future resource requirements and appropriate management practices While Athletics has a reputation of conservative fiscal management, new financial analyses generates concern for the Department’s financial health. Although competent accounting methods have always been employed, the use of comprehensive managerial financial models, such as five and ten-year cash forecasting, have been lacking. The absence of these models has delayed the Department’s ability to express properly to the institution its current negative financial condition.
11	Critical Issues (continued) Athletic Facilities Planning and building championship quality facilities Over the past 20 years, Clemson’s Athletics facilities have not kept pace with the Department’s needs for revenue generation, recruiting and gender equity. An effective and efficient process for accomplishing these improvements is essential to achieving the Department’s Mission and the levels of competitive excellence expressed in the University’s 2010 Goals.
12	Goals The following Goals were derived from the Critical Issues and are essential to achieving the Athletic Department’s Mission and the University’s 2010 Goals for Athletics. The Goals are organized to mirror the alignment of the Critical Issues and each is accompanied by the following information: Recommended evaluation and control procedures (Measurements) Distinct strategic action items (Strategies) Timelines with due dates for Strategies (Due Date) Initial progress report date for Strategies (First Progress) Assigned responsibilities for Strategies (Responsibilities) Resource Requirements (Resource Requirements)
13	Goals (continued) Institutional 1. Integrate University and Athletic Department planning to advance Athletics’ strategic initiatives. 2. Create a multicultural academic and social environment conducive to the success of minority student-athletes. Intercollegiate Athletics 3. Maintain and promote Clemson’s strong athletic tradition. 4. Improve Athletics’ competitive position within the ACC and NCAA Division I. 5. Design the Athletic Department to support its strategic direction. Academics 6. Redefine student-athlete Admissions policies. 7. Improve student-athlete retention and academic success. Student-Athlete 8. Enhance student-athlete welfare.
14	Goals (continued) Governance and Compliance 9. Ensure ACC and NCAA rules compliance and institutional control. 10. Gain NCAA Re-Certification. 11. Achieve Title IX Compliance. Fiscal 12. Generate sufficient revenues to support Athletics’ strategic direction. 13. Develop a financial plan that depicts Athletics’ current condition, future resource requirements and allocations plus appropriate management practices. Athletic Facilities 14. Plan and build championship quality facilities.
15	Priority Goals Of the fourteen (14) Goals outlined in the previous section, six (6) have been given the highest priority based on their significance to achieving the Athletic Department’s Mission and the University’s 2010 Goals for Athletics. These six (6) goals are prioritized as a group and not in rank order. It is expected that the remaining goals will be addressed simultaneously and according to the established timelines. Goal #2 Create a multicultural academic and social environment conducive to the success of minority student-athletes Goal #4 Improve Athletics’ competitive position within the ACC and NCAA Division I Goal #7 Improve student-athlete retention and academic success Goal #9 Ensure ACC and NCAA rules compliance and institutional control Goal #12 Generate sufficient revenues to support Athletics’ strategic direction Goal #14 Plan and build championship quality facilities
16	Strategic Plan Review And Assessment Scheduled systematic reviews of all key elements of the Athletic Department’s Strategic Plan include a biannual progress analysis and an annual comprehensive review of all elements with revisions, as necessary. The annual review will be in writing and shared with appropriate stakeholders to encourage a consensus of agreement for the Department’s strategic direction.
17	Goals and Objectives Essential to achieving the Athletic Department’s Mission and the University’s 2010 Goals for Athletics
18	The following information is provided for each goal: Measurements Recommended evaluation and control procedures Strategies Distinct strategic action items Due Date Timelines with due dates for Strategies First Progress Initial progress report date for Strategies Responsibilities Assigned responsibilities for Strategies Resource Requirements Resource Requirements for Strategies
19	Institutional 1. Integrate University and Athletic Department planning to advance Athletics’ strategic initiatives. Measurements: Periodically review Athletics’ participation with appropriate University committees and activities significant to the Department’s strategic direction. Where appropriate, use procedures from the “University Assessment Plan”. Strategies: 1.1 Identify Athletic Department staff and coaches participation opportunities on University committees and in activities most significant to advancing the Department’s strategic initiatives. The Department’s key initiatives could include the following: Strategic Planning Student-athlete admissions policies Student-athlete academic success Financial growth Facilities master planning Development/Capital Campaign Due Date: December 1, 2003 / First Progress: July 1, 2003 Responsibilities: Bill D’Andrea, Senior Associate Athletic Director Resource Requirements: None
20	I. Institutional (continued) 1.2 Compare the Athletic Department’s methods for conducting the annual “University Assessment Plan” with those of other administrative departments on campus and, where possible, adopt similar methods. Due Date: June 30, 2004 / First Progress: December 1, 2003 Responsibilities: Bill D’Andrea, Senior Associate Athletic Director Resource Requirements: None 1.3 Complete the reorganization of the Athletic Council consistent with the NCAA Operating Principles of Academic Integrity, Fiscal Integrity, Rules Compliance plus Equity, Student-Athlete Welfare and Sportsmanship. Due Date: September 1, 2003 / First Progress: July 1, 2003 Responsibilities: Bill D’Andrea, Senior Associate Athletic Director; Richard Blackbourn, Chair of Athletic Council/Chair, Counseling and Educational Leadership Resource Requirements: None
21	I. Institutional (continued) 2. Create a multicultural academic and social environment conducive to the success of minority student-athletes. Measurements: Appropriate assessment methods along with specific goals developed by an Athletic Department “Responsibility Center” group. Strategies: 2.1 Identify a set of specific multicultural academic and social needs (campus and community) for Athletics that will enhance the success of minority student-athletes. Due Date: July 1, 2004 / First Progress: December 1, 2003 Responsibilities: Phil Grayson, Associate Athletic Director; Altheia Richardson, Director of Multicultural Affairs; Ross Wilkinson, Interim Associate Provost Resource Requirements: Newly hired personnel
22	I. Institutional (continued) 2.2 Coordinate Athletics’ student-athlete diversity initiatives with those of the University, as identified at the 2002 President’s Summit on Community and Diversity as well as the 2003 Best Practices in Black Student Achievement Conference. Those initiatives from the Summit and most relevant to Athletics include: Collect data on why minority students attend Clemson Increase the number of minority faculty Replicate and fund the PEER program in all colleges Increase the “yield” of African American students admitted to Clemson Offer programs (majors) that are desired by African-American students Conduct a detailed review of the University’s present admissions process Inclusion of all strategies into a University-wide diversity plan Due Date: July 1, 2004 / First Progress: September 3, 2003 Responsibilities: Phil Grayson, Associate Athletic Director Resource Requirements: Funds for diversity programming
23	I. Institutional (continued) 2.3 Recommend that as part of the Provost’s Academic Plan, the Clemson faculty conduct a “Needs Assessment” to identify specific subject areas and curriculum options attractive to minority students. Due Date: December 30, 2003 / First Progress: September 1, 2003 Responsibilities: Dr. Cecil Huey, NCAA Faculty Representative/Professor, Mechanical Engineering Resource Requirements: Additional funding for curriculum programs 2.4 Achieve goals outlined in current Minority Opportunities Plan for Clemson Athletics. Due Date: Varies by individual goals / First Progress: December 31, 2003 Responsibilities: Phil Grayson, Associate Athletic Director Resource Requirements: Varies by individual goals 2.4.1 Assess all current policies and procedures for seeking employment of minorities. Due Date: July 1, 2004 / First Progress: December 31, 2003 Responsibilities: Phil Grayson, Associate Athletic Director Resource Requirements: None
24	II. Intercollegiate Athletics 3. Maintain and promote Clemson’s strong athletic tradition. Measurements: Independent market research data from University and Athletic Department constituents. Strategies: 3.1 Develop marketing and public relations campaigns featuring the achievements of Clemson University and Athletics. Focus should be on Athletics’ strategic direction, and the increased significance of enthusiastic and generous fan support. Due Date: July 1, 2004 / First Progress: September 1, 2003 Responsibilities: Tim Match, Associate Athletic Director/Marketing Resource Requirements: Funding for campaign materials, entertainment, travel, etc. 3.1.1 Coordinate the campaigns with the following organizations: University Alumni Association University Office for Development University Public Relations IPTAY Other University Departments/Agencies, e.g. College of Agriculture Undergraduate and graduate student organizations Due Date: July 1, 2004 / First Progress: September 1, 2003 Responsibilities: Tim Match, Associate Athletic Director/Marketing Resource Requirements: Funding for campaign materials, entertainment, travel, etc., fund outside agency support
25	II. Intercollegiate Athletics (continued) 3.1.2 Utilize and assess the effectiveness of all Departmental and University communication tools to target and maximize campaign exposure while minimizing expenses, for example: University and Athletic Department Web Sites Publications Radio and Television broadcasts (coaches shows, promotional spots, etc.) Events (Tailgating, IPTAY, Alumni Association, Camps, etc.) Competition Venues – signage, ceremonies, public address announcements, team activities, etc. Logo’s (Brand Symbols) Due Date: July 1, 2004 / First Progress: September 1, 2003 Responsibilities: Tim Match, Associate Athletic Director/Marketing; John Seketa, Assistant Athletic Director/Promotions Resource Requirements: Funding for campaign materials 3.1.3 Retain independent professional marketing and public relations assistance, as needed. Due Date: July 1, 2004 / First Progress: September 1, 2003 Responsibilities: Tim Match, Associate Athletic Director/Marketing Resource Requirements: Funding for outside agency support and campaign materials
26	II. Intercollegiate Athletics (continued) 3.2 Review the effectiveness of the University’s outreach with the Tiger Letterwinner’s Association to ensure maximum communication and participation. Due Date: July 1, 2004 / First Progress: December 1, 2003 Responsibilities: Charlie Bussey, Tiger Letterman’s Coordinator; Jeff Davis, Assistant Athletic Director Resource Requirements: Funding for survey data 3.3 Create a “One Clemson” Heritage Center featuring University and Athletics’ traditions and achievements while strengthening connections with all constituents. Due Date: TBA depending on facilities master plan / First Progress: December 1, 2003 Responsibilities: Tim Match, Associate Athletic Director/Marketing; George Bennett, Executive Director, IPTAY; Robert Ricketts, Associate Athletic Director/Business Resource Requirements: Funding for design, construction, furnishings, research, collection and handling of memorabilia
27	II. Intercollegiate Athletics (continued) 4. Improve Athletics’ competitive position within the ACC and NCAA Division I. Achieve University’s 2010 Goals for Athletics: “another national football championship, two championships in Olympic sports and two Final Four appearances in basketball” Consistent with resource allocation, selected teams will compete for Conference Championships and earn opportunities for NCAA and post season championships Achieve an annual NACDA Directors’ Cup ranking and/or utilize a “points per sport average” ranking Achieve an annual Team Rating Percentage Index (RPI) performance goal for selected teams Measurements: University’s 2010 Goals; NCAA Post Season qualification and advancement; ACC Championships; NACDA Directors’ Cup Standings; Team Rating Percentage Index (RPI). Strategies: 4.1 Design and implement a strategic plan for each Clemson sports team to advance the Athletic Department’s Mission while achieving incremental advancement toward their respective competitive goals. Due Date: June 1, 2004 / First Progress: September 1, 2003 Responsibilities: Terry Don Phillips, Athletic Director; Associate Athletic Directors/Sports Supervisors and Head Coaches Resource Requirements: None 4.1.1 Define competitive expectations for each sports team. Due Date: June 1, 2004 / First Progress: July 1, 2003 Responsibilities: Terry Don Phillips, Athletic Director; Associate Athletic Directors/Sports Supervisors Resource Requirements: None
28	II. Intercollegiate Athletics (continued) 4.2 Design and implement a strategic/business plan for each Athletic Department support unit to advance the Department’s Mission and to achieve each sports teams’ competitive goals. Due Date: June 1, 2004 / First Progress: September 1, 2003 Responsibilities: Katie Hill, Senior Associate Athletic Director; Bill D’Andrea, Senior Associate Athletic Director; Director of each support unit Resource Requirements: None 4.3 Develop practice and competition facilities comparable to ACC and NCAA peers; identify by sport which universities/conferences should be benchmarked. Due Date: Varies depending upon planning, priorities, funding / First Progress: Ongoing Responsibilities: Terry Don Phillips, Athletic Director; Athletic Council/Academic and Fiscal Integrity Committees Resource Requirements: Varies with each project, Capital Campaign 4.4 Attract, retain and develop quality coaches and support staff. Due Date: Ongoing / First Progress: Ongoing Responsibilities: Senior level Athletic Administration; Athletic Council/Fiscal Integrity Committee Resource Requirements: Competitive compensation and attractive work environment, strong leadership personnel
29	II. Intercollegiate Athletics (continued) 4.4.1 Develop and implement new employee performance-based evaluations systems. Due Date: June 1, 2004 / First Progress: December 1, 2003 Responsibilities:Terry Don Phillips, Athletic Director; Katie Hill, Senior Associate Athletic Director; Bill D’Andrea, Senior Associate Athletic Director; Head Coaches Council Resource Requirements: None 4.4.2 Develop coaching contracts consistent with competitive expectations and market conditions. Due Date: June 1, 2004 / First Progress: December 1, 2003 Responsibilities: Terry Don Phillips, Athletic Director; Ben Anderson, General Counsel; Katie Hill, Senior Associate Athletic Director Resource Requirements: TBD
30	II. Intercollegiate Athletics (continued) 5. Design the Athletic Department to support its strategic direction. Measurements: A regularly scheduled review of the effectiveness of all Athletic Department staff and operating units in achieving the Department’s Mission, priorities and the Strategic Plan’s Goals and Strategies. Strategic plans of each Department operating unit. Strategies: 5.1 As necessary, revise Athletic staff job descriptions and reporting lines to achieve the Department’s Mission, highest priorities and the Goals and Strategies of the Strategic Plan. Due Date: Ongoing / First Progress: December 1, 2003 Responsibilities: Terry Don Phillips, Athletic Director Resource Requirements: None 5.1.1 Incorporate accurate, measurable accountability components, as appropriate, to staff performance procedures. Due Date: June 1, 2004 / First Progress: September 1, 2003 Responsibilities: Terry Don Phillips, Athletic Director Resource Requirements: None
31	III. Academics 6. Redefine student-athlete Admissions policies. Measurements: Systematic review of student-athlete admissions policies in response to NCAA Certification Issues (June 1, 2003) Strategies: 6.1 Respond to NCAA Certification on University Admissions procedures for student-athletes. Due Date: June 1, 2003 / First Progress: Completed Responsibilities: Becky Bowman, Director of Compliance; Dr. Cecil Huey, NCAA Faculty Representative/Professor, Mechanical Engineering; Fran McGuire, Professor, PRTM Resource Requirements: None 6.2 University officials should formally commit to offering aid to student-athletes having a reasonable chance for academic success; this process should include: A process for evaluating the academic readiness of prospective student- athletes A systematic admission decision process for student-athletes A process that assists the coaches and appropriate staff in the early evaluation of each prospective student-athlete's chance of academic success at Clemson. Due Date: June 1, 2004 / First Progress: September 1, 2003 Responsibilities: Dr. Cecil Huey, NCAA Faculty Representative/Professor, Mechanical Engineering Resource Requirements: None
32	III. Academics (continued) 6.3 Establish Athletic Admissions Review Committee evaluations criteria. Due Date: July 1, 2004 / First Progress: June 1, 2003 Responsibilities: Dr. Cecil Huey, NCAA Faculty Representative/Professor, Mechanical Engineering Resource Requirements: None 6.4 Implement Athletic Admissions Review Committee evaluations. Due Date: Immediately, with start-up accommodations / First Progress: June 30, 2003 Responsibilities: Dr. Cecil Huey, NCAA Faculty Representative/Professor, Mechanical Engineering; Phil Grayson, Associate Athletic Director Resource Requirements: None 6.4.1 Create “early admissions” review process for coaches with sign-off by Senior Staff, Athletic Director and Admissions Director Due Date: July 1, 2004 / First Progress: September 1, 2003 Responsibilities: Phil Grayson, Associate Athletic Director; Linda White, Sr. Women’s Administrator Resource Requirements: None
33	III. Academics (continued) Improve student-athlete retention and academic success. Measurements: To adequately measure academic success, annually assess the difference between the academic readiness of student-athletes and the student body using the following measurements: Annual “NCAA Graduation Rates-Reports” Adjusted “NCAA Graduation Rates-Reports” allowing for student-athletes leaving in “good standing”, as possible Grade Point Ratios (PGPR) SAT scores Estimation of Student-Athlete Retention Using NCAA Graduation Rate Data Compare Clemson measurement data with selected institutions/conferences; use NCAA data Strategies: 7.1 Recruit student-athletes who have a reasonable chance for academic success. Due Date: August 1, 2003 / First Progress: Immediately Responsibilities: Phil Grayson, Associate Athletic Director; Head Coaches Resource Requirements: None
34	III. Academics (continued) 7.2 Implement SAEP Academic Success Program (ASP) for at-risk student-athletes. Due Date: December 1 2003 / First Progress: June 1, 2003 Responsibilities: Phil Grayson, Associate Athletic Director; Bobby Douglas, Interim Director SAEP Resource Requirements: Additional personnel 7.2.1 Engage Learning specialist skills and services to coordinate the ASP, assess special needs students outside ASP, design and implement individual learning environments. Due Date: January 1, 2004 / First Progress: September 1, 2003 Responsibilities: Phil Grayson, Associate Athletic Director; Bobby Douglas, Interim Director SAEP Resource Requirements: TBD 7.3 Design and implement a “degree completion” process focusing on student-athletes who have completed their eligibility and/or have “gone pro”. Due Date: June 1, 2004 / First Progress: September 1, 2003 Responsibilities: Bill D’Andrea, Senior Associate Athletic Director; Jeff Davis, Assistant Athletic Director Resource Requirements: TBD 7.4 Tailor survival skill courses to accommodate needs of student-athletes. Due Date: June 1, 2004 / First Progress: September 1, 2003 Responsibilities: Phil Grayson, Associate Athletic Director; Ginty Porter, SAEP Life Skills Coordinator Resource Requirements: None
35	IV. Student-Athlete 8. Enhance student-athlete welfare. Measurements: NCAA Division I Certification standards and Operating Principles, “Summary of Issues Identified by the NCAA Division I Committee on Athletics Certification”, Annual professional audit of the Athletic Department’s Title IX compliance status, Athletic Department Strategic Plan. Strategies: 8.1 Review and respond to recommendations pertinent to equitable service for student-athletes identified in the recent independent Title IX compliance audit; Title IX Compliance Report for Clemson University, Lamar Daniel, Inc., May 2002. Due Date: July 1, 2004 / First Progress: July 1, 2003 Responsibilities: Katie Hill, Senior Athletic Director; Bobby Douglas, Director, SAEP; Linda White, Senior Women’s Administrator; Dwight Rainey, Senior Associate Athletic Director Resource Requirements: Varies by response to recommendations 8.2 Review and respond to concerns about “conflict with missed class time/and or final examination periods…” described in the “Summary of Issues Identified by the NCAA Division I Committee on Athletics Certification”. Due Date: May 20, 2003 / First Progress: June 1, 2003 / Annual Review by Athletic Council Responsibilities: Bill D’Andrea, Senior Associate Athletic Director Resource Requirements: None
36	IV. Student-Athlete (continued) 8.3 Review student-athlete related goals identified in the following documents: Athletics’ Gender Equity Plan – Clemson University Athletics’ Minority Equity Plan – Clemson University Due Date: Varies with each goal / First Progress: August 1, 2003 Responsibilities: Bill D’Andrea, Senior Associate Athletic Director; Katie Hill, Senior Associate Athletic Director; Dr. Cecil Huey, NCAA Faculty Representative/Professor, Mechanical Engineering Resource Requirements: Varies with each goal 8.4 Design and implement a process for addressing student-athlete welfare issues with primary input from the Student-Athlete Advisory Board (SAAB). Due Date: July 1, 2003 / First Progress: December 1, 2003 Responsibilities: Bill D’Andrea, Senior Associate Athletic Director; Jeff Davis, Assistant Athletic Director Resource Requirements: None
37	V. Governance and Compliance 9. Ensure ACC and NCAA Rules Compliance and Institutional control. Measurements: Annual professional audits of Institutional Control and NCAA and ACC Rules Compliance. Strategies: 9.1 Review annually all responsibilities for Institutional Control as specified in the NCAA Division I Manual and Clemson University NCAA Athletics Self-Study Report (as updated). Due Date: Annual anniversary date / First Progress: December 1, 2003 Responsibilities: Dr. Cecil Huey, NCAA Faculty Representative/Professor, Mechanical Engineering; Becky Bowman, Director of Compliance Resource Requirements: None 9.2 Conduct an annual independent professional NCAA and ACC Rules Compliance audit. Due Date: June 1, 2004 / First Progress: December 1, 2003 Responsibilities: Becky Bowman, Director of Compliance Resource Requirements: TBD
38	V. Governance and Compliance (continued) 10. Gain NCAA Re-Certification. Measurements: NCAA Division I Certification standards and Operating Principles Strategies: 10.1 Satisfactorily respond to concerns described in the “Summary of Issues Identified by the NCAA Division I Committee on Athletics Certification”. Due Date: June 1, 2003 / First Progress: Completed Responsibilities: Dr. Cecil Huey, NCAA Faculty Representative/Professor, Mechanical Engineering; Fran McGuire, Chair, Clemson NCAA Certification Self-Study Steering Committee/Professor, Parks, Recreation and Tourism Management Resource Requirements: TBD
39	V. Governance and Compliance (continued) 11. Achieve Title IX Compliance. Measurements: Periodic professional audit of the Athletic Department’s Title IX compliance status. Strategies: 11.1 Implement plan for the University to comply with the athletic provisions of Title IX of the Education Amendment of 1972; utilize the following resources: Recent Title IX compliance audit; Title IX Compliance Report for Clemson University, Lamar Daniel, Inc., May 2002 Athletics’ Gender Equity Plan – Clemson University Clemson University NCAA Athletics Self-Study Report 2001-2002 Due Date: July 1, 2004 / First Progress: December 1, 2003 Responsibilities: Phil Grayson, Associate Athletic Director; Linda White, Senior Women’s Administrator Resource Requirements: Varies by compliance requirement 11.2 Conduct an annual independent professional audit for compliance with Title IX. Due Date: July 1, 2004 / First Progress: December 1, 2003 Responsibilities: Phil Grayson, Associate Athletic Director; Katie Hill, Senior Associate Athletic Director Resource Requirements: TBD
40	IV. Fiscal Generate sufficient revenues to support Athletics’ strategic direction. Measurements: Satisfactory achievement of revenue goals identified in the Athletic Department’s financial pro forma. Strategies: 12.1 Review existing pricing policies and models using appropriate benchmarking for all revenue streams and revise as necessary to maximize benefit to Clemson Athletics. Revenue sources of special interest include the following: Institutional support/student fees Season and Individual Game Tickets Football Suite and preferred seating sales for all venues Annual Fund Marketing, Promotions and Corporate Sponsorships Television, Broadcasting and Internet Programming Product Licensing Concessions Due Date: July 1, 2004 / First Progress: December 1, 2003 Responsibilities: Robert Ricketts, Associate Athletic Director/Business Resource Requirements: Survey data, travel expense, etc.
41	IV. Fiscal (continued) 12.2 Benchmark the operations of IPTAY with comparable collegiate organizations to identify appropriate adjustments that protect IPTAY’s heritage while increasing its net yield to advance the Mission and strategic direction of Clemson Athletics. Capital Campaigns Major gifts programs Endowment programs Investment policies Annual fund structure Revenue statements Operating expenses Staffing Special events/outreach Due date: January 1, 2004 / First Progress: December 1, 2003 Responsibilities: Bert Henderson, Associate Executive Director, IPTAY; Bob Mahony, Associate Executive Director, IPTAY; Rita Pruitt, Fiscal Tech, IPTAY Resource Requirements: Minimal
42	IV. Fiscal (continued) 12.3 Develop a formal comprehensive Case Statement that defines and prioritizes the Department’s gift needs including annual giving, endowments and capital projects. Due Date: July 1, 2004 / First Progress: September 1, 2003 Responsibilities: Tim Match, Associate Athletic Director/Marketing; Bert Henderson, Associate Executive Director, IPTAY Resource Requirements: Presentation materials 12.4 In cooperation with the University Development Office, begin a Capital Campaign to assist in the funding of existing and proposed capital projects. Due Date: June 1, 2004 / First Progress: September 1, 2003 Responsibilities: Bill D’Andrea, Senior Associate Athletic Director Resource Requirements: TBD 12.5 Clarify the expectations and process for funding exchanges between the University and Athletics. Due Date: June 1, 2004 / First Progress: September 1, 2003 Responsibilities: Katie Hill, Senior Associate Athletic Director Resource Requirements: None
43	IV. Fiscal (continued) Develop a financial plan that depicts Athletics’ current condition, future resource requirements and allocations plus appropriate management practices. Measurements: Athletic Department financial pro formas, policies and procedures plus selected benchmark data. Strategies: 13.1 Design financial pro formas that accurately describe anticipated expenses (including capital outlay) and supporting revenues necessary to achieve the Department’s Mission and support its strategic direction. These pro formas should be as follows: A comprehensive 5-year history and 5-year projection of the Athletic Department Operating Budget including capital outlay and supporting assumptions A comprehensive funding analysis of Athletic Facilities projects including funding sources, debt retirement arrangements and supporting assumptions Due Date: June 1, 2004 / First Progress: September 1, 2003 Responsibilities: Katie Hill, Senior Associate Athletic Director; Robert Ricketts, Associate Athletic Director/Business; Scott Ludlow, Chief Financial Officer Resource Requirements: None
44	IV. Fiscal (continued) 13.2 On a routine basis, provide comprehensive and targeted Athletic Department management accounting reports to appropriate University administrators and Department constituents. Due Date: June 1, 2004 / First Progress: September 1, 2003 Responsibilities: Katie Hill, Senior Associate Athletic Director; Robert Ricketts, Associate Athletic Director/Business Resource Requirements: None 13.3 Establish zero-based budgeting in the Athletic Department to ensure that all allocations are based on mission-focused priorities, strategic direction and within published parameters. Due Date: July 1, 2004 / First Progress: December 1, 2003 Responsibilities: Katie Hill, Senior Associate Athletic Director Resource Requirements: None 13.4 To better control expenses, benchmark with other comparable athletic departments on policies regarding discretionary spending and approval process for major purchases, plus other appropriate expense categories. Due Date: July 1, 2004 / First Progress: December 1, 2003 Responsibilities: Katie Hill, Senior Associate Athletic Director Resource Requirements: None
45	IV. Fiscal (continued) 13.5 Consistent with controlling expenses, conduct an annual cost-benefit analysis of External Operations events and programs to include the following: Marketing and Promotions events and fulfillment activities Corporate sponsorship benefits and fulfillment activities IPTAY events and awards programs Publications Special Events Due Date: June 1, 2004 / First Progress: December 1, 2003 Responsibilities: Tim Match, Associate Athletic Director/Marketing; Robert Ricketts, Associate Athletic Director/Business; Bert Henderson, Associate Executive Director, IPTAY Resource Requirements: None
46	VII. Athletic Facilities 14. Plan and build championship quality facilities. Measurements: Master Plan for Clemson’s Athletic Facilities and completion of capital projects; benchmark with ACC and SEC and other universities per sport. Strategies: 14.1 Select and retain a nationally recognized architect/engineering firm with sports facility expertise to develop a Master Plan for Clemson’s Athletic Facilities; key components should include: Prioritization of projects Revenue generation Expense projections Funding sources Title IX compliance Projects that have a broad impact on infrastructure and sports teams, e.g. the West End Zone Planning links with University Master Planning Due Date: Ongoing / First Progress: December 1, 2003 Responsibilities: Terry Don Phillips, Athletic Director Resource Requirements: Funding for Master Plan 14.2 Complete current Athletic Facilities projects: Littlejohn Coliseum, the Huckabee Annex, Doug Kingsmore Stadium and the new indoor track. Due Date: June 1, 2004 / First Progress: Ongoing Responsibilities: Katie Hill, Senior Associate Athletic Director Resource Requirements: Predetermined project budget