2017-20 CU Strategic Plan

PURPOSE PURPOSE AND SCOPE

T

he purpose of this plan is to provide internal and external constituencies with the proposed Strategic Plan for the period of Fiscal Year 2018 through Fiscal Year 2020. The plan was developed with the input and analysis of both the CU Athletics Lead Team, as well as from a broader group of individuals representing CU Athletics staff, current Student-Athletes and alumni, donors, University representatives. During the Fall 2016 and Spring 2017 semesters, multiple planning meetings were held, and historical data corresponding to CU Athletics were carefully analyzed. The plan presented in this document represents the results of these meetings and analyses.

Note: Fall Sports will be listed by the Calendar Year of the Fall Semester, not the Fiscal Year i.e. Football goal targets are listed 2017 and reside in FY2018.

PROCESS OWNER PROCESS OWNER In the context of the Strategic Plan which follows, the Process Owner is the individual responsible for following progress on achieving the identified Target for each Critical Performance Measure (CPM), making certain that the appropriate resources are dedicated to the successful achievement of that Target, and bringing resource requirements to the CU Athletics Lead Team when necessary. The Process Owners in the CU Athletics Strategic Plan are identified by their initials, using the format ‘{XX}’, based on the following legend: NAME

INITIALS

NAME

INITIALS

Ceal Barry

CB

Kris Livingston

KL

Matt Biggers

MB

Roger Pielke

RP

Ben Broussard

BB

Dave Plati

DP

Dave Callan

DC

Rachel Ripken

RR

Lance Carl

LC

Miguel Rueda

MR

JT Galloway

JG

Curtis Snyder

CS

Rick George

RG

Tracy Tripp

TT

Cory Hilliard

CH

Diversity & Inclusive Excellence

D&IEC

Jill Keegan

JK

Sports Supervisors

SS

In the assignment of Process Owners, the guideline associated with the Business Performance Excellence (BPE) model is that each individual CPM and its Target must have a single, identifiable, Process Owner accountable for the success of that portion of the Strategic Plan.

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CU PURPOSEATHLETICS AND CORE VALUES

CU VISION, ATHLETICS MISSION AND VALUE PROPOSITION

PURPOSE

VISION

CU Athletics provides an opportunity for our diverse Student-Athletes to compete at the highest collegiate level, foster an emotional connection with our constituents and promote the University.

To be nationally recognized as a premier athletics department, by providing a world-class and holistic Student-Athlete experience, operating in a fiscally responsible manner, while consistently competing for and winning championships.

CORE VALUES

MISSION

CU Athletics personnel are and will be exemplified by reflecting the following Core Values, including a sense of urgency (RAPID) in the achievement of this plan:

CU Athletics will win championships by recruiting, developing and inspiring Student-Athletes to succeed academically, athletically and personally through leadership and advancing our culture of excellence.

• Respect — Recognize and embrace each individual’s unique value to the department • Accountability — Take personal responsibility for actions and results • Passion — Personal energy that drives work ethic, focus, and a need to excel • Integrity — Always operate in an honest and ethical manner

VALUE PROPOSITION CU Athletics showcases the University nationally, transforming our broad and diverse communities into stakeholders by inspiring excellence, instilling pride, and celebrating success.

• Dedication — Unwavering loyalty to the department and our shared vision

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CONSTRUCT CONSTRUCT ANALYSIS

Using the Vision and Mission Statements, six major constructs (themes) have been identified:

• Consistently Competing for and Winning Championships

• Operating in a Fiscally Responsible Manner

• Recruiting, Developing and Inspiring Student-Athletes

• Offering and Operating World Class Programs

• Nationally Recognized

• Foster an Emotional Connection with our Constituents

For each of the six constructs, level 1 CPMs, and their associated measures (Key Performance Indicator [KPIs] and NonFinancial Indicators [NFIs]), current state, and targets were identified. Based upon the size of the gap between the current or historical state of each KPI or NFI and the target as identified by the Lead Team, each of the metrics were incorporated into the Strategic Plan as either a Focal Point (strategic) or Check Point (tactical).

CU ATHLETICS CU ATHLETICS STRATEGIC PLAN STRATEGIC INTENT 1: Significantly improve the OVERALL COMPETITIVENESS of CU Athletics at the University of Colorado Boulder

Strategic Objective 1.1: Win Championships in Targeted Sports between 2017 and 2020

Focal Point 1.1.1 Win at least 1 Pac-12 Championship in Football between 2017 and 2019 {LC}

Focal Point 1.1.2: Win at least 1 Regular Season Pac-12 Championship or 1 Post Season Pac-12 Tournament Championship in Men’s Basketball between 2018 and 2020 {CB}

Focal Point 1.1.3: Win at least 1 Regular Season Pac-12 Championship or 1 Post Season Pac-12 Tournament Championship in Women’s Basketball between 2018 and 2020 {CB}

Focal Point 1.1.4: Win at Least 1 Pac-12 Championship in Women’s Soccer between 2017 and 2019 {KL}

The six constructs were organized into three Strategic Intents:

1. Significantly improve the overall competitiveness of CU Athletics at the University of Colorado Boulder

2. Significantly improve the financial status of CU Athletics at the University of Colorado Boulder

3. Significantly improve academic and personal development programs in order to achieve world-class status for those programs serving Student-Athletes at the University of Colorado Boulder

Tactical Objective 1.2: Win Championships in Selected Sports between 2017 and 2020

Check Point 1.2.1: Win every Pac-12 Championship in Men’s Cross Country between 2017 and 2019 {CH}

Check Point 1.2.2: Win at least 1 NCAA Championship in Men’s Cross Country between 2017 and 2019 (see CP1.4.11 for minimum) {CH}

Check Point 1.2.3: Win every Pac-12 Championship in Women’s Cross Country between 2017 and 2019 {CH}

Check Point 1.2.4: Win at least 1 NCAA Championship in Women’s Cross Country between 2017 and 2019 (see CP1.4.12 for minimum) {CH}

Check Point 1.2.5: Win 2 of 3 NCAA Championships in Men’s and Women’s Skiing between 2018 and 2020 {KL}

Check Point 1.2.6: Win every RMISA Championship in Men’s and Women’s Skiing between 2018 and 2020 {KL}

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CU ATHLETICS CU ATHLETICS STRATEGIC PLAN Strategic Objective 1.3: Significantly Improve the Overall Competitiveness for Targeted Sports Teams between 2017 and 2020

Focal Point 1.3.1: Receive at least 1 New Year’s Six Bowl bid in Football between 2017 and 2019 {LC}

Focal Point 1.3.2: Finish in the Top Half in the Regular Season standings in the Pac-12 in Women’s Basketball 2 out of 3 years between 2018 and 2020 {CB}

Focal Point 1.3.3: Finish in the Top Half in the Regular Season standings in the Pac-12 in Women’s Volleyball every year between 2017 and 2019 {MB}

Focal Point 1.3.4: Finish in the Top 4 in the Regular Season standings in the Pac-12 in Women’s Soccer every year between 2017 and 2019 {KL}

Focal Point 1.3.5: Make consistent improvement in the Pac-12 Women’s Tennis standings and finish as follows: Top 8, Top 7, Top 6 respectively between 2018 and 2020 {JK}

Focal Point 1.3.6: Finish in the Top 2 of the Pac-12 Regular Season standings in Women’s Lacrosse at least twice between 2018 and 2020 {TT}

Tactical Objective 1.4: Maintain or Incrementally Improve the Competitiveness of All Sports Teams between 2017 and 2020

Check Point 1.4.1: Receive a Bowl Bid every year in Football between 2017 and 2019 {LC}

Check Point 1.4.2: Receive an NCAA Bid every year in Men’s Basketball between 2018 and 2020 {CB}

Check Point 1.4.3: Finish in the Top 4 of the Regular Season standings in the Pac-12 in Men’s Basketball 2 out of 3 years, never falling below Top 6 in remaining year between 2018 and 2020 {CB}

Check Point 1.4.4: Receive an NCAA Bid 2 out of 3 years in Women’s Basketball between 2018 and 2020 {CB}

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CU ATHLETICS CU ATHLETICS STRATEGIC PLAN Check Point 1.4.5: Receive an NCAA Bid every year in Women’s Volleyball between 2017 and 2019 {MB}

Check Point 1.4.6: Claim the Front Range Women’s Tennis Championship by having the best round-robin record against the other Division I schools in the region: Air Force, Colorado State, Denver, New Mexico, Northern Colorado and Wyoming every year between 2018 and 2020 {JK} Check Point 1.4.7: Advance beyond the Second Round of the NCAA Tournament in Women’s Volleyball at least one time between 2017 and 2019 {MB} Check Point 1.4.8: Receive an NCAA Bid every year in Women’s Soccer between 2017 and 2019 {KL} Check Point 1.4.9: Advance beyond the First Round of the NCAA Tournament in Women’s Soccer at least 2 out of 3 years between 2017 and 2019 {KL} Check Point 1.4.10: Advance beyond the Second Round of the NCAA Tournament in Women’s Soccer at least one time between 2017 and 2019 {KL} Check Point 1.4.11: Finish in the Top 5 in the NCAA Championship in Men’s Cross Country 3 out of 3 years (non-championship years) between 2017 and 2019 {CH} Check Point 1.4.12: Finish in the Top 5 in the NCAA Championship in Women’s Cross Country 3 out of 3 years (non-championship years) between 2017 and 2019 {CH} Check Point 1.4.13: Finish in the Top Half every year in the Pac-12 Tournament in Men’s Golf between 2018 and 2020 {JG} Check Point 1.4.14: Finish Ranked in the Top 40 among Division I Men’s Golf Programs every year between 2018 and 2020 {JG}

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CU ATHLETICS CU ATHLETICS STRATEGIC PLAN Check Point 1.4.15: Advance beyond the NCAA Regionals in Men’s Golf once between 2018 and 2020 {JG} Check Point 1.4.16: Finish in the Top Half in the Pac-12 Tournament in Women’s Golf every year between 2018 and 2020 {JG} Check Point 1.4.17: Finish ranked in the Top 40 among Division I Women’s Golf Programs every year between 2018 and 2020 {JG} Check Point 1.4.18: Advance beyond the NCAA Regionals in Women’s Golf once between 2018 and 2020 {JG}

Check Point 1.4.19: Finish in the Top Half of the Pac-12 Championship in Men’s Outdoor Track & Field every year between 2018 and 2020 {CH} Check Point 1.4.20: Finish in the Top Half of the Pac-12 Championship in Women’s Outdoor Track & Field every year between 2018 and 2020 {CH} Check Point 1.4.21: Finish in the Top Half of the MPSF Championship in Men’s Indoor Track every year between 2018 and 2020 {CH} Check Point 1.4.22: Finish in the Top Half of the MPSF Championship in Women’s Indoor Track every year between 2018 and 2020 {CH} Check Point 1.4.23: Finish in the Top 2 in the NCAA Championship in Men’s and Women’s Skiing every year between 2018 and 2020 {KL} Tactical Objective 1.5: Maintain Improvements in the Aspects of Effective Management that are Critical to Competing for and Winning Championships

Check Point 1.5.1: Successfully execute all Level 2 Metrics and Requirements for Non-Conference Game Schedules by measuring the RPI for each Non-Conference Opponent for the following sports; MBB, WBB, VB, Soccer and LAX {SS}

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CU ATHLETICS CU ATHLETICS STRATEGIC PLAN Tactical Objective 1.6: Maintain or Incrementally Improve those Aspects of Effective Management that are Significant Contributors to Competing for and Winning Championships

CU ATHLETICS CU ATHLETICS STRATEGIC PLAN STRATEGIC INTENT 2: Significantly improve the FINANCIAL STATUS of CU Athletics at the University of Colorado Boulder

Check Point 1.6.1: Increase the Total Number of Participants in Summer Camp every year between 2018 and 2020 {SS}

Check Point 1.6.2: 90% of Support Staff will ‘Agree’ or ‘Strongly Agree’ that all Coaches were Supportive of the Support Functional Area, measured annually on an Internal Survey between 2018 and 2020 {SS}

Check Point 1.6.3: 90% of all Coaches will ‘Agree’ or ‘Strongly Agree’ that the Support Staff provides the team with the Needed Support, measured annually on an Internal Survey between 2018 and 2020 {SS}

Tactical Objective 1.7: Incrementally Improve those Aspects of National Recognition that are required to support the objectives related to Competing for and Winning Championships

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Check Point 1.7.1: Significantly increase the Total Number of Weighted Digital Opportunities by 10% for the period between July 2017 and June 2020 {CS}

Check Point 1.7.2: Significantly increase the Total Weighted Digital Consumption by 25% for the period between July 2017 and June 2020 {CS}

Check Point 1.7.3: Significantly increase the Total Weighted Digital Engagement by 25% for the period between July 2017 and June 2020 {CS}

Check Point 1.7.4: Maintain submissions of current Violations for both Self-Reported and Discovered Through Monitoring approximately 20 every year between 2018 and 2020 {JK}

Check Point 1.7.5: Maintain conformance to Schedule of Publications and Educational Content at 100% every year between 2018 and 2020 {JK}

Strategic Objective 2.1: Achieve a Significant Increase in Annual Net Revenue

Focal Point 2.1.1: Achieve a Balanced Budget every fiscal year between 2018 and 2020 {RG}

Strategic Objective 2.2: Achieve a Significant Increase in Annual Net Revenue generated from targeted sources of Operating Revenue

Focal Point 2.2.1: Achieve a Total Annual Revenue of $15,900,000 from Football Operations between 2018 and 2020 {LC}

Focal Point 2.2.2: Achieve a Total Annual Revenue of $2,400,000 from Men’s Basketball Operations between 2018 and 2020 {CB}

Focal Point 2.2.3: Achieve a Total Annual Revenue of $174,000 from Women’s Basketball Operations between 2018 and 2020 {CB}

Focal Point 2.2.4: Achieve a Total Annual Revenue $2,720,000 from Non-Earmarked Non-Athletic/ Outside Events between 2018 and 2020 {LC}

Focal Point 2.2.5: Increase Contract Revenue (Learfield, Nike, Licensing, Retail, Rent) to $40,200,000 by 2020 {RG}

Focal Point 2.2.6: Increase Naming Rights Revenue to a minimum of $1,030,000 by 2020 {RG}

Focal Point 2.2.7: Increase Gross Operating Revenue from the Sports Governance Center to be $450k/year by 2020 {RP}

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CU ATHLETICS CU ATHLETICS STRATEGIC PLAN Strategic Objective 2.3: Significantly Increase Donations to CU Athletics in the categories of ‘Donated’,

‘Planned Giving’, and ‘Pledges’ Focal Point 2.3.1: Significantly increase Total Donation Dollars, including Annual Fund Donations, to at least: $15.1M - FY18 / $16.6M - FY19 / $18.1M - FY20 {BB}

Significantly Improve ACADEMIC AND PERSONAL DEVELOPMENT PROGRAMS in order to achieve World-Class status for those programs serving Student-Athletes at the University of Colorado Boulder

Focal Point 2.3.3: Significantly increase Total Pledged Dollars ($) to at least: $4.5M - FY18 / $5.5M - FY19 / $6.5M - FY20 {BB}

Focal Point 3.1.1: Improve the Graduation Success Rate for 4 year cohorts to 90% between 2017 and 2020 {KL}

Check Point 2.4.1: Achieve a Total Annual Revenue of $64,200 from Women’s Volleyball Operations between 2018 and 2020 {MB} Check Point 2.4.2: Achieve a Total Annual Revenue of $29,200 from Women’s Soccer Operations between 2018 and 2020 {KL} Tactical Objective 2.5: Maintain a Minimal Increase in Allocated Expenses through 2018-2020 Check Point 2.5.1: Maintain Annual Increases in total Discretionary Expenses at or below 3% per year between 2018 and 2020 {CH} Tactical Objective 2.6: Maintain a Sound Financial Plan through 2018-2020 Check Point 2.6.1: Maintain the Total Debt Service per Schedule at $15,800,000 between 2018 and 2020 {RG}

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STRATEGIC INTENT 3:

Focal Point 2.3.2: Significantly increase Total Planned Giving Dollars ($) to at least: $3M - FY18 / $4M - FY19 / $5M - FY20 {BB}

Tactical Objective 2.4: Maintain Current Levels, or Achieve Incremental Increases in Annual Net Revenue Generated From Non-Targeted Sources of Operating Revenue

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CU ATHLETICS CU ATHLETICS STRATEGIC PLAN Strategic Objective 3.1: Significantly Improve the Academic Performance of Student-Athletes at the University of Colorado Boulder

Focal Point 3.1.2: Significantly increase the Total Percentage of Teams with a Perfect APR to 47% (7 of 15

teams) between 2017 and 2020 {KL} Focal Point 3.1.3: For all sports combined, significantly increase the Number of Total Academic

Conference Recognitions in all conferences in which we compete to 100 or more between 2017 and 2020 {KL} Focal Point 3.1.4: Significantly improve the Graduation Rate of Scholarship Seniors with Exhausted

Eligibility to 100% each semester between 2017 and 2020 {KL} Focal Point 3.1.5: Significantly improve the GPA for all Student-Athletes to a minimum of 3.0 each

semester by 2020 {KL}

Strategic Objective 3.2: Significantly Increase Diversity and Inclusive Excellence Activities within CU Athletics

Focal Point 3.2.1: Significantly increase the number of internally (within Athletics) offered Educational

Opportunities annually around Diversity and Inclusive Excellence to be 10 by 2020 {D&IEC}

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CU ATHLETICS CU ATHLETICS STRATEGIC PLAN

CU ATHLETICS CU ATHLETICS STRATEGIC PLAN

Focal Point 3.2.2: Significantly increase the number of Communications Promoting/Advocating a Diverse

Culture to be 24 per year by 2020 {D&IEC}

Check Point 3.5.1: Assure 100% of all Student-Athletes have a periodically updated GRIT Profile {MR}

Focal Point 3.2.3: Significantly increase the Percentage of Staff and Student-Athletes attending at least 1 Forum or D&IE Training per semester (Fall and Spring) to 95% by 2020 {D&IEC}

Tactical Objective 3.3: Maintain or Incrementally Improve the Academic Performance of Student-Athletes

Check Point 3.3.1: Incrementally improve the Academic Progress Rate (APR), combined for all sports,

using the NCAA Formula, to a minimum of 985 each year between 2017 and 2020 {KL}

Tactical Objective 3.5: Maintain or Incrementally Improve Selected Health & Wellness Programs within CU Athletics

Check Point 3.5.2: Maintain conformance to the Schedule of Injury Reports at 100% every year between

2017 and 2020 {MR} Check Point 3.5.3: Achieve a minimum of an 85% satisfaction among Student-Athletes with the Value

of Sport Psychology Services received, on a semester-by-semester basis, each year between 2017 and 2020 {MR}

Check Point 3.3.2: Incrementally increase the percentage of Student-Athletes Academically Eligible for

Play to 100% each semester between 2017 and 2020 {KL}

Tactical Objective 3.4: Incrementally Improve Targeted Personal Development and Leadership Programs within CU Athletics

Check Point 3.4.1: Student-Athletes participate in 3,000 hours of service annually between

2018 and 2020 {RR}

Check Point 3.4.2: 95% of Student-Athletes participate in Personal Development Programs annually

between 2018 and 2020 {DC} Check Point 3.4.3: 95% of Student-Athletes participate in Professional Development Programs annually

between 2018 and 2020 {DC}

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Check Point 3.4.4: 100% of Student-Athletes complete the STEPS Program annually between

2018 and 2020 {DC}

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DEFINITIONS DEFINITIONS OF TERMS This Strategic Plan was developed using the Business Performance Excellence model supported by the Office for Performance Improvement (OPI) at the University of Colorado Boulder. The following terms apply to the Strategic Plan which follows: VISION:

Vision statements generally encompass a 15-20 year period, and describe in very broad terms the aspirations of the organization.

MISSION:

The mission statement for the organization represents a 3-5 year subset of the Vision. In broad terms, the Mission Statement identifies: what the organization does; who are its critical & significant clients; and on a short-term (relative to the Vision) basis, where the organization is attempting to go, and how it will ‘appear’ when it arrives.

VISION & MISSION STATEMENT REQUIREMENTS:

Vision & Mission Statements should be: (1) concise; (2) precise; (3) measureable; and with targets that are both (4) aspirational yet achievable.

VALUE PROPOSITION:

The Value Proposition for an organization describes those compelling value-added elements or features of its products &/or services.

CONSTRUCT ANALYSIS:

The process of identifying major constructs, or themes, in the Vision and Mission, which are then translated into Critical Performance Measures (CPMs). These CPMs are subsequently used to generate associated metrics or measures to be employed and deployed (cascaded) throughout the organization.

CRITICAL PERFORMANCE MEASURES:

Critical Performance Measures (CPMs) are metrics which indicate the overall health of the program, unit, or area Basically, they are the primary indicators of whether the organization’s strategic and business plans are working effectively and efficiently. CPMs are further classified as KPIs or NFIs. KPIs:

‘Key Performance Indicators’ - CPMs which are financially-based, such as ROI (Return on Investment), ROCE (Return on Capital Expended), or Net Revenue.

NFIS:

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‘Non-Financial Indicators’ - CPMs which are non-financial in nature, such as assessed quality on a survey, percent of alumni engaging in an event, or the average GPA for Student-Athletes on a particular team.

COMPONENTS COMPONENTS OF A STRATEGIC PLAN STRATEGIC ITEMS:

• Require a significant change from the current level

• Require improvements that would not occur from day-to-day, tactical or continuous improvement (Kaizen) activities.

TACTICAL ITEMS:

• Are part of normal business activity

• Require maintenance or Kaizen improvement to prevent backsliding STRATEGIC INTENT:

• A broad goal or objective

• One of the ‘critical few’ STRATEGIC OBJECTIVE:

• A sub-component of a Strategic Intent

• Includes a specific target or achievement

• Still relatively broad. May encompass a number of administrative areas FOCAL POINT:

• A sub-component of a Strategic Objective

• Highly specific; includes a target to be achieved and its milestone date TACTICAL OBJECTIVE:

• A sub-component of a Strategic Intent

• Includes a specific target or achievement

• As compared to a Strategic Objective, requires a low improvement rate; or simple maintenance CHECK POINT:

• A sub-component of a Tactical Objective

• Highly specific

• Includes a target to be achieved, or a level to be maintained, and its milestone date ENABLER:

• Typically an information system or database that must be created in order to measure a CPM or set a Target, or both VALIDATION METRICS:

• External measures over which the Lead Team has no control, only influence, but which can reflect evidence that, to

external constituencies, the Strategic Plan is working to achieve the stated objectives and goals

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THANK YOUPLAN TEAM CU ATHLETICS STRATEGIC PREPARED BY: OFFICE OF PERFORMANCE IMPROVEMENT - FACILITATORS

Sandy Kim

Mick McTigue

Michael Murray

Rick George

Ceal Barry

Matt Biggers

Emily Canova

Lance Carl

Jason DePaepe

Ann Elliot

Kurt Gulbrand

Cory Hilliard

Kris Livingston

Dave Plati

Miguel Rueda

Laura Anderson

Corey Edwards

Jill Keegan

Marcus Palas

Rachel Ripken

Erin Sanders

Catherine Shea

Curtis Snyder

Kristen Solomon

Toriano Towns

Tracy Tripp

Alexis Williams

LEAD TEAM

CORE TEAM

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CONFIDENTIAL: This document contains trade secrets or otherwise privileged, confidential or proprietary information developed by CU Athletics. Access to and use of this information is strictly limited and this information may not be copied, distributed, or otherwise disclosed except with express permission

and under appropriate precautions to maintain confidentiality.