Accreditation
Compliance
Institutional
EffectivenessIndex |
Accreditation
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Compliance
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Institutional
Effectiveness |
Index |
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11/19/02 2002-2003
Goals & Assessments 1. ACADEMICS 1.1 Success:
The primary goal is the academic success of student-athletes relative
to 1.2 Graduation Rates: Student-athletes' graduation rates to be comparable to those of the NC State general student-body. 1.3 GPAs: Student-athletes' overall GPA averages will be comparable to the general student body (or to a sampling of general students with the same admission indices). 1.4 Honors:
Maintain a consistently high level of academic honors from year to year. ASSESSMENT
The Academic
Support Program for Student-Athletes is funded by the athletics
department but operates under the Division of Undergraduate Studies. The ASPSA
2. STUDENT-ATHLETE DEVELOPMENT 2.1 Enhance Programs: Continue to enhance the quality and sufficiency of the programs utilized for the development of our student-athletes through the primary areas of life skills education: Academics, Athletics, Career Development, Personal Development and Service (which involves community outreach opportunities). 2.2 Program Effectiveness and Participation: Continue to see improvement in the participation and effectiveness of student-athlete development programs. ImPack Program Participation Goals: 2.2.1 75% of all graduating seniors will participate
in the Corporate Playbook. ASSESSMENT ImPack
Program The asst. athletics director for student-athlete development reviews participation and the effectiveness of the many programs and events in which student-athletes participate. Coaches are provided ongoing communication to encourage their partnership in ImPack. Typically, our student-athletes complete the evaluation form supplied by the program presenter/facilitator. The asst. athletic director for student-athlete development also verbally asks the student-athletes if they thought the program was effective and worth doing again. Based on her review of the written evaluations and verbal comments, she makes a determination as to the effectiveness of the program. Some regular programs are mandated by the NCAA or ACC such as Gambling and Alcohol Abuse seminars, while most are selected by the asst. director for s/a development with input from coaches, sport administrators, the athletics director and student-athletes. The Gambling seminar which features a dynamic presenter with organized crime experience is the most effective based on audience feedback. On the other hand, a recent program was held for 500+ student-athletes in attendance and based on feedback received, the speaker will not be invited back. (Note: Attendance at some programs is mandatory as determined by the athletics director in consultation with the asst. athletic director for s/a development). Exit InterviewsExit interviews with graduating senior student-athletes conducted by sport administrators provide feedback for program assessment purposes. The exit interviews are structured questions, both oral and written, that the seniors respond to. The interviews are conducted by senior administrators in the athletics department and are strictly confidential. Coaches do not have access to exit interview documents unless personnel issues are involved. (The instruments have been reviewed by the NC State Office of Legal Affairs.) The asst. athletics director for s/a development reviews the interview documents and provides a memo to the athletics director and the AD's Leadership Team. The memo summarizes any trends, recurring themes or patterns. The athletics director is the only person other than the asst. athletics director for s/a development that has access to all of the exit interview documents. The athletics director reviews the exit interview feedback and gives it serious consideration. For example, some of the facility upgrades now underway have been cited in the Exit Interviews. In another case, a sports psychologist was retained as a consultant for one of our soccer programs to assess coach/player relations. The Exit Interview information is often valuable to the AD in his supervisory /mentoring role of a coach. The feedback provides another key factor in the AD's ongoing assessment of a wide variety of issues that he deals with on a regular basis. 3. STAFF PROFESSIONAL DEVELOPMENT A goal is to provide coaches and staff opportunities for professional development. There are many ways the dept. strives to meet this goal and following are a few examples: 3-A.) Campus Tour: Since the dept. has had a significant number of new coaches in the past two years, the assistant athletics director for varsity sports organized a presentation and campus tour for all coaches and athletics administrators on Nov. 12. Charles Leffler, associate vice chancellor for facilities, led the tour. The purpose was to give our coaches exposure to the history and profile of the university, and to provide current information on campus facility developments and NC State's selling points. This 'continuing education' program was intended to equip coaches and staff to communicate effectively with recruits, student-athletes, constituents, and university co-workers. Based on feedback from more than 40 participants, the tour was very effective and a worthwhile program. 3-B.) Coach's Meetings: The coaches have a monthly meeting planned and facilitated by the senior associate athletics director/senior women's administrator. There is a profess-ional development component to these meetings which, based on feedback from the coaches, is very helpful. For example, in Aug. 2002, Jeff Jansen of Peak Performance gave a workshop on team building and provides monthly printed topic updates which are shared with the coaching staff. Guest speakers are frequently invited and cover a wide variety of topics such as: university policies for admissions and scholarship grants, sexual harassment, and the public relations aspect of crisis management. 3-C.) Coach's Performance/Program Evaluations: Coaches and their sports programs are evaluated from the standpoint of several primary factors including: academics, competitive results, recruiting, and compliance. After setting goals with input from their coaches, sport administrators typically assess each of these areas at least twice annually. Suggestions for changes are made and/or need for improvement may be cited. The athletics director meets with each head coach on a regular basis and writes the final annual evaluation. The athletics director also takes a personal, hands-on approach to mentoring head coaches within his normal routine of directing the dept. 3-C-1.) Org. structure change: For example, one head coach was mentored by his sport administrator on how to improve his program's organizational structure. He designated one asst. coach to handle all primary recruiting functions instead of dispersing these duties among himself and the other coaches. 3-C-2.) Team building needed: In the past year a new coach for women's tennis was hired. It was apparent to the sport administrator, based on feedback from staff and student-athletes, that there was a need for team building, specifically in the area of morale, discipline, and communication between the coaches and team members and among the team members themselves. To get the team to function more as a unit, the new women's head tennis coach instituted weekly team meetings where non-strategy issues are discussed. He also initiated a program of having players journal their experiences. Both initiatives have proven effective. ASSESSMENT 4. ORGANIZATIONAL DEVELOPMENT 4.1 Communication: Continue to promote internal (and external) communication. ASSESSMENT External communication is coordinated primarily by the media relations office. Also, the Wolfpacker newspaper is mailed to all Wolfpack Club contributors and the athletics dept. website, gopack.com, is continually being enhanced. Website traffic reports are the key indicator of its effectiveness in reaching our constituents. Gopack.com is among the nation's leaders in web traffic.
5.3 Cost Effectiveness: One of our goals is to identify opportunities to operate cost effectively and efficiently as a department. For example, the associate athletics director for business affairs conducted a survey of cellular phone use by department staff. As a result of the analysis, a.) a policy memo was issued to staff regarding use of cellular phones b.) a new agreement was reached with our cell phone provider which was more tailored to our specific needs and c.) cell phone expenses were reduced substantially. ASSESSMENT The financial goal of the NC State Athletics Department is to end each year with a budget surplus (which includes a required contribution to the reserve account), while providing resources sufficient to enable us to reach our departmental goals. The department has achieved a budget surplus and made significant contributions to the capital account for fiscal years 2000, 2001 and 2002. The departmental budget for fiscal year 2003 is structured to achieve a surplus, as well as contribute additional monies to the capital improvement fund. NC State Athletics continues to meet its goals while many Division I-A broad-based athletics programs operate at a deficit. NC State Athletics realizes that financial success means meeting the resource needs of our department. Using comparative and historical data, we assess various areas such as coaches and staff salaries, facilities, and expenditures per student-athlete and per sport. Also considered are planning for future growth, continued improvements in competition, operating efficiencies, and facilities. Detailed NCAA Division I-A comparative athletics department financial data is available and is reviewed on an ongoing basis. An outside financial audit of the athletics business office is conducted annually. 6. TICKET SALES 6.1 Football: Achieve a sell-out of all available season-ticket inventory. 6.2 Men's Basketball: Achieve
a sell-out of all available season-ticket inventory. 6.3 Women's Basketball: Achieve a 10 percent increase in ticket revenue. ASSESSMENT
7. FUND RAISING 7.1 Goal Line Drive Campaign: Continue to secure commitments to achieve the $50 million goal to fund Phase I of the Carter-Finley Stadium expansion. As of 8/02, $32 million had been raised. The public phase of the campaign is schedule to conclude 12/31/05. 7.2 Batter-Up Campaign: Reach the $2.6 million goal for the renovation of Doak Field 7.3 Advantage Wolfpack Campaign: Reach the $1.5 million goal for the renovation and new construction of Wolfpack Tennis Complex. 7.4 Annual Scholarship Fund: Provide $5.2 million to cover the entire 2002-2003 scholarship expense of the athletics department; and increase membership and annual giving totals over the previous year. 7.5 Miscellaneous Goals to Support Athletics Department: Provide an additional $300,000 to meet extraordinary needs of the athletics department; provide $125,000 in gifts-in-kind to meet athletics department needs; and maintain a courtesy car program with 45 cars for use by athletics coaches and staff. ASSESSMENT
The annual fund and capital campaigns have stated goals as listed above. If those goals are met on schedule, we know that we are being effective. If a campaign is behind schedule, the Wolfpack Club executive director and his staff of senior administrators, in consultation with the athletics director, make necessary modifications to the campaign. Comparisons with ACC schools can provide a general idea of how we rank, but differences in staffing, constituencies, functions performed, and other diverse factors do affect the precision of the comparisons. The executive director reviews the comparative data on an ongoing basis.
8.1 Football Center: Complete construction of the new $28 million, 103,000 sq. ft. Wolfpack Football Center at Carter-Finley Stadium by 2/03; and move the football staff and operations from the Weisiger-Brown General Athletic Facility on South Campus to the new Center before spring practice begins (3/03). 8.2 Press Box Funding Strategy: Using the recently completed feasibility study by Price Waterhouse, determine the funding options for the construction of a new press box (Est. cost, $30 million; Phase II of the Carter-Finley Stadium project). 8.3 Carter-Finley Planning: Continue planning for future Carter-Finley Stadium expansion (based on the availability of funding). 8.4 Doak Baseball Field Renovation
8.4.2 Phase II-A. (grandstands, dugouts and required fan amenities) to begin 10/1/02 and be completed by 3/1/03 (for the opening of baseball season).
8.5 Wolfpack Tennis Complex Construction 8.6 Weisiger-Brown/Case Athletic Center/Reynolds Project
8.7 Derr Track/Soccer/Softball Complex Project
8.8 Swimming Dressing Rooms Project: Designs have been completed for the construction of men's and women's swimming team dressing rooms in the Casey Natatorium/Carmichael Auditorium complex. The schedule calls for construction to begin at the end of the summer session, 2003 and be completed by the beginning of the fall semester, 2003. ASSESSMENT
We have fast-tracked every project to the extent possible. We know how well we are doing by comparison with facilities of ACC schools and other similar Division I-A athletics programs. Site visits to other campuses have been a part of the entire planning process along with utilizing the knowledge of our architects and designers who have done similar projects. Construction schedules are reviewed by our staff continually and weekly meetings are held with contractors to ensure projects stay on schedule or that time delays are min-imized. That system has worked effectively. 9. MINORITY AND GENDER EQUITY 9.1 Gender Equity: The Gender Equity Committee conducted an in- depth assessment of the entire athletics dept. and recommended 30 initiatives to strengthen our Title IX compliance position in their 2001 report to the athletics director. Of the 30 recommendations, the athletics director accepted 26 and work has begun on those. The other four are still under consideration. 9.2 Facilities improvements: An aggressive facilities campaign is currently underway which will benefit all Wolfpack teams: Locker rooms are being constructed for the men's and women's swim teams; the baseball stadium is being renovated; men's and women's tennis will have a new indoor facility and offices and locker rooms and planning is underway for soccer, track and softball facilities among others. 9.3 Rifle team funding increased: In response to the Gender Equity Committee report, the Rifle team was changed to coed, and received increases in the coach's salary, funding for women's scholarships, and increased operating and team travel budgets. 9.4 Women's Softball added: Women's softball has been added as an intercollegiate sport in response to the Gender Equity Committee recommendations. A head coach and an assist. coach have been hired, scholarships will be funded, and recruiting, scheduling and facility development have begun. The team will begin ACC play in the spring of '04. 9.5 Minority Issues: The Athletics Minority and Equity Issues Advisory Committee will make recommendations to the Athletics Director in preparation for the NCAA Certification.
Compliance is measured using three basic criteria: 1.) The participation percentage of female student-athletes to male student-athletes relative to the female/male ratio of the general student body 2.) A comparison of the funds expended for women's versus men's sports (includes facilities and support services provided) and 3.) Accomodation-assesses the effort made by the institution to accommodate female students if there is sufficient interest on campus to warrant sponsorship of a new varsity sport. The athletics director appointed a standing Gender Equity Committee two years ago which has made numerous recommendations, most of which are being implemented. The addition of women's softball was one of those recommendations. The athletics director also appointed an Athletics Minority and Equity Issues Committee chaired by Tonya Washington, Asst. Athletics Director. Committee recommendations are being developed for the athletics director on schedule for the NCAA Self-Study. The objective is to assess how we are doing relative to minority hiring and staff development and also to recognize and address any issues of equity relative to minority or staff from a gender perspective. Student-athlete representatives are also included in the committee's work. The Minority and Equity Issues Committee also reviews issues as they relate to minority student-athletes. Reports are submitted by the department to the university regarding hiring and staffing data relative to gender or minority status. The EADA (Equity in Athletics Disclosure Act) re
10.1 Schedule: (Achieve Certification in 2004). Meet the project schedule for the NCAA Certification Self-Study process which is to be completed by Jan. '04. Note: Chancellor Fox has appointed Dr. Tom Stafford and Eileen Goldgeier as co-leaders of the Self-Study. Shannon Yates, Asst. AD, will serve as the department's coordinator. ASSESSMENT 11. ATHLETICS COMPETITION 11.1 Department-wide
Competitive Goals: 11.3 Varsity Sports
Goals: (Goals set annually on a sport by sport basis). Ultimate Goals: ASSESSMENT 12. COMPLIANCE 12.1 Education, Monitoring, Enforcement: No major NCAA violations. ASSESSMENT The compliance staff uses numerous checklists, exams, meetings, personal interaction with coaches and student-athletes and reports as ways to monitor and enforce NCAA, ACC and institutional rules, regulations and guidelines. A compliance audit is conducted by staff of the ACC every three years. Results of those audits have been very favorable. The number of major and secondary violations is a quantifiable indicator of effectiveness of our compliance effort. A weekly report on all compliance issues is provided to the athletics director. The assistant athletics director for compliance has dual reporting responsibilities, to the athletics director primarily and to the chancellor. He meets with the university chancellor quarterly.
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