Huskie Athletics Strategic Plan 2025 - TO BE #1

TO BE #1 HUSKIE ATHLETICS STRATEGIC PLAN 2025

Huskie Athletics | 2025 Strategic Plan

Jacqueline Altrogge, Jocelyn Hudson, Claire Stillwell, Hannah Gannitsos- Clark, Taneil Gay, Brynn Bowles

Huskie Athletics enjoys a long and proud history at the University of Saskatchewan.

Since 1911, the Huskies have fielded teams in as many as 24 different sports. Huskie Athletics currently fields 15 teams and participates in the Canada West Universities Athletic Association.

In total, USask is one of 57 U SPORTS members from across the country that compete for National Championships. Since 1911, the Huskies have captured 113 Canada West Championships and 28 National Championships and has established itself as one of the most dominant athletic programs in the country.

Huskie Athletics provides an elite student-athlete experience that fosters athletic and academic excellence.

As part of the USask University Plan 2025, Huskie Athletics has participated in a robust planning process focused on updating its strategic direction, positioning itself to be successful in fulfilling its Vision of being #1 in U SPORTS.

Huskie Athletics | 2025 Strategic Plan

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VISION STATEMENT

To Be #1

#1 will take on many definitions across our program #1 on the field of play #1 in graduation rates #1 in cumulative GPA across our entire program #1 destination for aspiring, world class student-athletes #1 in terms of student-athlete experience #1 in terms of fan experience #1 in terms of customer service #1 in terms of student/campus engagement #1 in terms of athletic facilities #1 in alumni engagement #1 in terms of grassroots & community engagement

TO BE #1 | Huskie Athletics

greatness.

MISSION STATEMENT

To enable the pursuit of academic and athletic

Colton Klassen, College of Arts & Science

Huskie Athletics | 2025 Strategic Plan

Merlis Belsher Place Grand Opening Weekend, October 20, 2018.

TO BE #1 | Huskie Athletics

STANDARDS OF EXCELLENCE

Committed to supporting & promoting a balanced lifestyle to athletes & staff.

Performance focused. Committed to winning.

Proactive, innovative approaches to challenges.

Accountable to the mission & the execution of the plan.

Bleed Green & White – Every day.

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ALIGNMENT WITH THE UNIVERSITY PLAN

COURAGEOUS CURIOSITY

BOUNDLESS COLLABORATION

• Huskie Athletics will engage key constituent groups to assess, measure and improve our program across all facets of the student-athlete journey by asking for feedback that results in action.

• Huskie Athletics will engage on-campus expertise available through the various colleges to improve performance as an organization and enhance the studentathlete experience.

• Research, feedback loops, and ongoing inquiry is the only way we’ll be able to make the necessary gains.

• Huskie Athletics will work more closely with various business units on campus to advance the goals of USask broadly and Huskie Athletics specifically, i.e. Student Services, Consumer Services, University Relations, etc.

• Brand Health Analysis, Season Ticket Price Optimization, Sponsorship Valuation Research and End-of- Season StudentAthlete feedback.

TO BE #1 | Huskie Athletics

• Immerse Huskie Athletics in experiential learning opportunities for our students that add value for everyone - KIN, ESB, Physiotherapy, Nutrition, etc.

INSPIRED COMMUNITIES • Seeking to make a positive difference in the community, Huskie Athletics will deepen its connection to the campus community through stronger alignment with the USSU, GSA, and other on-campus groups.

• Supporting our proud community of Saskatoon, we will deepen relationships and introduce others that ensure Huskie Athletics is where we are needed and expected.

• Expand key partnerships.

Summer Masikewich, College of Arts & Science

Huskie Athletics | 2025 Strategic Plan

Ekior-Dourde Mieyefa, College of Arts & Science

TO BE #1 | Huskie Athletics

STRATEGIC PRIORITIES

• Improved student-athlete academic experience & supports • Improve & optimize organizational structure • Enhance the culture/professional development of staff • Diversify & maximize revenue opportunities • Drive competitive excellence • Build stronger relationships with University Colleges & Divisions • Stronger USask student engagement & pride • Establish stronger relationships with the community • Elevate the Huskie Athletics brand • Enhance Indigenization in Huskie Athletics • Review of Huskie Athletics program offerings • Achieve equity, diversity, and inclusion in Huskie Athletics

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STRATEGIC PRIORITY

Improve support for student-athletes Huskie Athletics recognizes the time, effort and sacrifice required by student-athletes to achieve our Vision of Being #1.

Student-athletes require support in academics, mental health, strength and conditioning, physical therapy, nutrition, and sport psychology to be successful in competition and in the classroom.

Strategic Initiatives 1. Fully implement an integrated support team that ensures all aspects of a student-athletes’ experience is delivered effectively.

2. Centralize and formalize Huskie Athletics study halls and academic support.

3. Provide increased academic support to student-athletes who are at risk.

4. Provide student-athletes with leadership training to raise the profile of USask during and beyond their student-athlete career.

5. Provide resources for mental health support for student-athletes.

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TO BE #1 | Huskie Athletics

Ron and Jane Graham and Chad London, Dean of the College of Kinesiology cut the ribbon to officially open the Ron and Jane Graham Sports Science and Health Centre.

Huskie Athletics | 2025 Strategic Plan

Dylan Mortensen, Edwards School of Business

TO BE #1 | Huskie Athletics

STRATEGIC PRIORITY

Streamline the organizational structure of Huskie Athletics Coaches focus on coaching, recruiting and program enhancing activities.

Therefore, Huskie Athletics Administration will focus on: • Providing resources required to operate high performing programs • Providing resources and support for student-athletes • Providing a structure that ensures accountability

Strategic Initiatives 1. Increase the capacity of Huskie Athletics to provide more student-athlete support and to provide Huskie Athletics with increased revenue.

2. Create a reporting structure aligned with operations and development.

3. Annually assess the effectiveness of the organizational structure and modify accordingly.

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STRATEGIC PRIORITY

Enhance the culture of Huskie Athletics providing for effective professional development High performing programs have established a positive culture focused on constant improvement.

Huskie Athletics Administration is committed to cultivating a working culture that creates compelling strategies that ensures team success.

Strategic Initiatives 1. Revise the annual employee performance review with a focus on specific measures, goals and accountabilities.

2. Introduce 2-3 annual all staff events based on team building, collaboration and high performance.

3. Provide effective professional development opportunities for Huskie Athletics staff.

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TO BE #1 | Huskie Athletics

Bailee Bourassa, College of Nursing

Huskie Athletics | 2025 Strategic Plan

Adam Machart, College of Arts & Science and TOEdwards BE #1 | School Huskie Athletics Mason Nyhus, of Business

STRATEGIC PRIORITY

Diversify and maximize revenue opportunities

Providing the resources required to run a top performing U SPORTS athletic program is a huge challenge facing all institutions across Canada.

At Huskie Athletics, we have allocated significant resources to drive ticket sales, increase sponsorship and philanthropy, focus on merchandising, and food & beverage to increase revenue.

Utilizing the facilities and programming available to generate revenue is vital to Huskie Athletics financial health.

Strategic Initiatives 1. Enhanced responsibility for merchandising and licensing for Huskie Athletics.

2. Assess the game day experience across all programs to determine the effectiveness of Huskie Athletics.

3. Set targets to increase sponsorship revenue each year.

4. Add a dedicated season ticket sales resource to enable us to reengineer our entire ticket sales strategy.

5. Hire an individual dedicated to development with the focus on elevating revenue through increased donations.

6. Establish a formal Alumni group for former varsity athletes with a clear philanthropic strategy.

7. Operationalize Huskie Health to be a revenue generating centre.

8. Develop a high performing Hockey Academy that focuses on skill development and academics. This Academy should provide a significant revenue stream for Huskie Athletics and provides a framework model for other programs.

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STRATEGIC PRIORITY

Drive Competitive Excellence Huskie Athletics has a long and proud history with 113 Canada West Championships and 28 National Championships. *As of the 2018-2019 season.

There is not only a need to maintain, but to enhance a culture of excellence to meet the challenge of becoming #1 in U SPORTS.

Strategic Initiatives 1. Develop a performance management model for coaches and staff that solicits feedback from a wide variety of sources that affirms good work, and advises on professional growth opportunities.

2. Have coaches prepare an annual plan which includes goals and actions measured against specific strategies.

3. Review and revise the Student-Athlete Code of Conduct and develop and implement a code of conduct for coaches and staff.

4. Implement a centralized recruiting data base across all programs.

5. Formalize a compelling student-athlete recruiting package to ensure the Huskie recruiting experience is memorable, impactful and differentiated.

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TO BE #1 | Huskie Athletics

Bottom left to right - Alyx Paulson, Alex Schell, Berit Johnson, Kiera Prior, Maddison Haney, Sueanne Harms, Malisa Collier, Emma Parker

Huskie Athletics | 2025 Strategic Plan

USask students partipicate in the Toga Run at the Homecoming Football game.

TO BEand #1Howler | Huskie Athletics

STRATEGIC PRIORITY

Develop stronger USask student engagement and pride Through active outreach promotion and engagement initiatives, Huskie Athletics is a key driver of on campus pride for students, faculty, and staff.

Huskie Athletics strives to be a key player in enhancing the overall student experience at USask.

Strategic Initiatives 1. Execute a campus wide marketing campaign that spotlights Huskie Athletics and our student-athletes.

2. Actively engage a full-time Student Engagement Coordinator to focus on student attendance at games.

3. Partner with University Relations on a student engagement strategy.

4. Maintain relationships with USSU, GSA, and HAC to advise Huskie Athletics administration on the current needs of students.

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STRATEGIC PRIORITY

Establish stronger relationships with the community Huskie Athletics is deeply rooted in the fabric of this community.

While the success of Huskie Athletics relies on the support of the entire community, we must tell “our story” effectively and seize every opportunity to give back to the community.

Strategic Initiatives 1. Connect with Alumni – locally, provincially, nationally and internationally, spreading the Huskie story.

2. Establish 1-2 high profile charitable partnerships that drive mutual benefit.

3. Develop a sound communication and media strategy.

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TO BE #1 | Huskie Athletics

Taran Kozun, College of Arts & Science

Huskie Athletics | 2025 Strategic Plan

Emmanuel Akintunde, College of Arts & Science

TO BE #1 | Huskie Athletics

STRATEGIC PRIORITY

Elevate the Huskie Athletic brand

While research has indicated the Huskie Athletic brand and programs are well known and well respected, we need to be more strategic in our branding and marketing going forward.

Strategic Initiatives 1. Complete a review of the Huskie Athletic brand.

2. Develop a comprehensive licensing and merchandising strategy creating a Huskie branded product that is a source of pride on our campus, and community and beyond.

3. Get the Huskie brand out into the community and into local businesses and establishments that drive mutual benefit.

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STRATEGIC PRIORITY

Create a platform and timeframe for a review of Huskie Athletics Currently, we continue to be challenged to find resources required for each of our 15 teams.

U SPORTS has just completed a review and has identified a new sports model.

There is a need to examine aligning USask sport structure with the U SPORTS model.

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TO BE #1 | Huskie Athletics

Strategic Initiatives 1. Develop a Terms of Reference for a Review Committee of Huskie Athletics.

2. Identify key members for a Review Committee.

Ayobami Peluola, College of Arts & Science

Huskie Athletics | 2025 Strategic Plan

Brett Lachance, College of Education

TO BE #1 | Huskie Athletics

STRATEGIC PRIORITY

Enhance Indigenization in Huskie Athletics

Indigenization is a healing, balancing force; it calls us to action, invites opportunities for mutual cultural understanding, and helps us find comfort in the discomfort decolonization can bring.

Strategic Initiatives 1. Expand the understanding and practice of Indigenous ways through presentations at Huskie staff meetings.

2. Expand Huskie outreach to local elementary and high schools with a large percentage of Indigenous students.

3. Reach out to self-identified Indigenous Huskie student-athletes to identify and develop strategies to grow and support the number of Indigenous student-athletes.

4. Recognize and support activities that promote the Truth and Reconciliation Commission of Canada Call to Action involving sport.

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STRATEGIC PRIORITY

Enhance equity, diversity and inclusion in Huskie Athletics Throughout Huskie Athletics identify and eliminate obstacles and inequities in access, hiring, recruiting, career development, job security, working and learning conditions, resources, retention and progression.

Strategic Initiatives 1. Prepare an annual Gender Equity in Huskie Athletics Report. The report shall include the following: • The number of student-athlete participants by gender, by sport • The number of lead coaches by gender, by team in Huskie Athletics • The number of assistant coaches by gender, by team in Huskie Athletics • Salaries – head coach and assistant coach by team and gender • Salaries by gender – Huskie Health and Administration • Student-athlete financial support by gender 2. Upon completion of the report develop goals and strategies for achieving equity, diversity, and inclusion.

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TO BE #1 | Huskie Athletics

Lisa Thomaidis, Head Coach Women’s Basketball

Huskie Athletics | 2025 Strategic Plan

President Peter Stoicheff and Merlis Belsher

TO BE #1 | Huskie Athletics

STRATEGIC PRIORITY

Build stronger relationships with University Colleges & Divisions To be successful, Huskie Athletics needs the support of the entire University.

Huskie Athletics needs the advice, insights, and ideas of key USask leaders to achieve our vision of being #1.

We are all Huskies.

Strategic Initiatives 1. Build primary internal relationships by meeting with all senior USask leaders.

2. The Chief Athletics Officer will keep active membership with the following committees: • • • • •

Dean’s Leadership Team Vice-President University Relations Executive Team Senior Leadership Forums Faculty Management Resource Team Recreation and Athletics Advisory Council

3. The Chief Athletics Officer will establish a regular meeting schedule with the: • • • • • •

Dean of Kinesiology Vice-President of University Relations President Peter Stoicheff Associate Vice-President - Development Associate Vice-President - Alumni Relations Associate Vice-President - Services

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For more information visit

huskies.usask.ca