AT HL E T ICS S T R AT EGIC PL A N
WILDCATS, I am proud and excited to share our ACU Athletics Strategic Plan. This journey began prior to my arrival in December 2021 when I asked each employee three basic questions: What should we stop doing? What should we keep doing? What should we start doing? We reconciled the feedback with the ever-changing landscape of NCAA Division I athletics to chart a unique and distinct course of action. This document is the culmination of numerous months of hard work and dedication of ACU athletic staff members, university partners, and external stakeholders. It outlines our road map for future and continued success on the field, in the classroom, and in service to the mission of Abilene Christian University: To educate students for Christian service and leadership throughout the world. Our desire is for every student-athlete to accomplish three things during their ACU experience – to grow in their faith, to reach their potential in the classroom and to compete for a championship. For us to achieve these outcomes, it will require a well-designed plan along with the discipline and support to make it a reality. As we complete our first 10 years in Division I athletics, we should all take the time to celebrate the many memories, milestones and achievements of our programs. While we envision what is next, I encourage you to reflect on what your role can be in OUR plan. This document will serve as our directional compass as we navigate the next five years in college athletics. Thank you to everyone who played a part in this process and to everyone who has and will play a role in the past and future of ACU Athletics.
Zack Lassiter Vice President for Athletics
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OUR MISSION
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OUR S T R AT EGIC PIL L A RS
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S T R AT EGIC PIL L A R
ON-FIELD SUCCESS Our vision is to achieve regular and postseason competitive success in all sports.
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OBJECTIVE
1.1
Compete for NCAA postseason and conference championships. STRATEGY A Finish in the top three annually in the WAC Commissioner’s Cup.
STRATEGY B Capture 25 individual and team conference championship titles by 2027.
STRATEGY C Appear in 40 individual and team NCAA postseason championships by 2027.
STRATEGY D Finish in the top third annually of team and student-athlete conference honors.
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OBJECTIVE
1.2
OBJECTIVE
1.3
Implement program investments.
Increase coach and support staff investments.
STRATEGY A
STRATEGY A
Appoint a sport supervisor per team to serve as a strategic partner and collaborate on the Championship Plan.
Establish salary pools that match competitive expectations.
STRATEGY B Launch the Facility Master Plan to determine needed improvements to meet competitive expectations.
STRATEGY C Expand student-athlete financial support in cost-of-attendance (COA), Alston and Name-Image-Likeness (NIL).
STRATEGY B Recruit elite level coaches to lead in a manner that honors the institutional mission.
STRATEGY C Evaluate recruiting resources available to attract prospective student-athletes.
S T R AT EGIC PIL L A R
STUDENT-ATHLETE AND STAFF EXPERIENCE
Our vision is to enhance the holistic experience of student-athletes and staff.
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OBJECTIVE
2.1
Achieve a WAC annual top three standing for Academic Progress Rate (APR). STRATEGY A Qualify for the NCAA academic performance financial distribution.
STRATEGY B Evaluate the eligibility certification and advising processes.
STRATEGY C Implement academic intervention plans for at-risk teams and student-athletes.
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OBJECTIVE
2.2
OBJECTIVE
2.3
Earn a student-athlete cumulative 3.20 GPA per academic year.
Implement a baseline nutritional supplementation program.
STRATEGY A
STRATEGY A
Increase staffing and services for student-athletes in the areas of advising, academic support, tutoring and development programming.
Evaluate appropriate staffing levels for nutrition education and support.
STRATEGY B Strategize with head coaches on roster management.
STRATEGY C Refine the Faculty Athletic Representative (FAR) and Faculty Athletic Committee roles.
STRATEGY B Assess current on-campus dining services.
STRATEGY C Enhance future facility space to provide high quality nutrition.
OBJECTIVE
2.4
Establish a comprehensive health services plan. STRATEGY A Enhance contact with medical personnel to create more holistic healthcare opportunities that incorporate physical, mental and emotional well-being.
STRATEGY B Design resources to train student-athletes and staff.
STRATEGY C Increase mental health support services and evaluate potential technological investments.
OBJECTIVE
2.5
Provide spiritual and leadership growth opportunities for student-athletes and staff members. STRATEGY A Support head coaches in spiritual leadership through the ACU Advantage Program.
STRATEGY B Strengthen partnerships with the Office of Spiritual Formation and other campus services to enhance spiritual, leadership, and career development for student-athletes and staff.
STRATEGY C Increase community outreach activities in collaboration with campus organizations and the Student-Athlete Advisory Committee (SAAC).
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S T R AT EGIC PIL L A R
GENDER EQUITY, TITLE IX AND DIVERSITY
Our vision is to embody a culture of diversity and inclusion that appreciates and celebrates our differences, creates access and advancement opportunities for all, and invites diverse voices into substantive conversations.
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OBJECTIVE
3.1
OBJECTIVE
3.2
OBJECTIVE
3.3
Provide comprehensive support and resources to ensure all student-athletes have the opportunity to compete for conference championships.
Increase female student-athlete participation.
STRATEGY A
STRATEGY B
Create a gender equity plan that aligns with NCAA prescribed framework.
Evaluate the women’s golf transition process to ensure success of the program.
Conduct a review that aligns with the NCAA prescribed framework in collaboration with the Office of Intercultural Engagement and Belonging (OIEB).
STRATEGY B
STRATEGY C
STRATEGY B
Assess facilities, equipment and publicity of all athletics programs.
Set appropriate roster guidelines across all programs.
Recruit and retain a diverse administrative and coaching staff with an annual review of gender and ethnicity breakdown.
STRATEGY C Evaluate support services in the areas of academics, sports medicine, and strength and conditioning.
STRATEGY A
Increase staff diversity and cultural awareness to better serve our student-athlete population.
Establish a plan for female sport additions.
STRATEGY A
STRATEGY C Train staff on diversity, cultural awareness and communication strategies.
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S T R AT EGIC PIL L A R
REVENUE GENERATION AND FISCAL RESPONSIBILITY
Our vision is to strengthen the financial position of ACU Athletics to reach our competitive and holistic development goals.
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OBJECTIVE
4.1
Grow philanthropic support for our programs.
OBJECTIVE
4.2
OBJECTIVE
4.3
Increase revenue through corporate sponsorships and proactive ticket sales.
Develop a sustainable budget model to promote financial stability.
Grow Wildcat Club membership and Annual Fund revenue by 10% each year.
STRATEGY A
STRATEGY A
Increase annual corporate partnerships to $1M.
Prepare a five-year budget model for annual review and reconciliation.
STRATEGY B
STRATEGY B
STRATEGY B
Define fundraising goals for sport-specific excellence funds informed by the Championship Plan.
Increase ticket revenue by 10% each year.
Create an annual budget calendar and budget templates.
STRATEGY C
STRATEGY C
STRATEGY C
Evaluate appropriate staffing levels and resources dedicated to ticket sales.
Evaluate standard operating procedures and implement policies to ensure efficiency.
STRATEGY A
Develop a robust ACU Gives plan and review additional giving options.
STRATEGY D Evaluate appropriate staffing levels and resources dedicated to fundraising.
STRATEGY D Identify resources required to address deferred maintenance across all athletics facilities.
STRATEGY E Invest in technology and data analytics to improve communication and maximize human capital.
STRATEGY F Research and develop new revenue streams.
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S T R AT EGIC PIL L A R
BRAND AND FAN DEVELOPMENT
Our vision is to create consistent storytelling that encompasses a prodigious range of media and conveys the mission of ACU Athletics.
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OBJECTIVE
5.1
Develop a coherent voice with a communication plan that reaches audiences at a wide spectrum of plains. STRATEGY A Launch an ACU Athletics brand identity that provides consistency and standards across all visible mediums.
STRATEGY B Develop local media partnerships to promote ACU Athletics events and initiatives.
STRATEGY C Equip staff with tools and resources to properly share what makes ACU Athletics unique.
STRATEGY D Create a content calendar that establishes a planned push-out of relevant messaging.
OBJECTIVE
5.2
OBJECTIVE
5.3
Enhance fan experience across all venues.
Collaborate with campus on student engagement.
STRATEGY a
STRATEGY A
Improve fan engagement opportunities and game day programming.
Establish a university planning committee to collaborate on all campus events.
STRATEGY b
STRATEGY B
Evaluate media and broadcast coverage of internal and external events.
Enhance partnership with the Office of Student Life to increase student engagement.
STRATEGY c
STRATEGY C
Establish the Fan Experience Committee and other avenues to collect fan feedback.
Form a new branded student section for incremental growth of student participation.
STRATEGY d Attract new fans through targeted outreach and improved communication with key constituents.
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