Intercollegiate athletics carr sports associates, inc

C. PROCESS

This Analysis involved reviewing Institutional documents and interviewing various RU administrative and athletics staff members and stakeholders. It also included reviewing documents and interviewing appropriate individuals from the Big South Conference, other selected Division I institutions and conferences as well as the NCAA. All financial data was acquired from the most recent documents and surveys available.

4. ANALYSIS IMPLEMENTATION

1. On March 31-April 4 2005, William C. Carr conducted interviews of selected individuals regarding the Radford Athletics Program and Division I conference considerations during activities of the NCAA Men’s Final Four Basketball Tournament in St. Louis, MO.

2. 
   On April 13-15 2005, CSA Team members made a campus visit to Radford University to tour facilities and collect additional documents. Team members also interviewed University and Athletics Department staff to gain their perspective on the Department’s conference relationships, internal operations and Support Systems (infrastructure). The CSA Team members were William C. Carr and William P. McGillis.
   

2. 
   On May 13, 2005, CSA forwarded selected foundational Assessment drafts (Draft Materials #1) to RU for review and editing.
   

2. 
   CSA delivered a confidential working draft of the Independent Analysis to the Radford administration on June 8, 2005.
   

2. 
   The CSA Team will make a presentation of the Summary Draft to President Kyle in July/August 2005 on a date to be determined. [NOTE: Due to the sudden and severe illness of the head consultant, this presentation did not occur until October 2005.]
   

4. ANALYSIS FORMAT

The Analysis is arranged as follows:

9. 
   Introduction
   

2. 
   Executive Summary (with Conclusions and Recommendations requested in
   

2. 
   Study Assumptions
   

2. Response to Statement of Needs, Contractor’s Requirements: Questions #1 – 6 in RFP

A. Introduction

1. 
   Financial Analysis:
   
   1. 
      Review and comparison of the RU athletic budget
      
   2. 
      Commitment of funds required by the University
      
2. 
   Comparison of each potential conference, on a sport-by-sport basis to RU
   
3. 
   Trends in intercollegiate athletics at institutions similar to RU
   
4. 
   Potential effects of a change in conference affiliation
   
5. 
   Potential Division I conferences as good fits for RU? What would RU
   

6. 
   Relationship, if any, of the academic standing of a conference
   

Exhibit 1: A Vision Plan for Athletic Excellence at Radford University

Exhibit 2: Analysis Interview Participants

Exhibit 3: List of Radford Peer Group Universities

Exhibit 4: Virginia Forms of State Assistance for Athletics

Exhibit 5: Sport-by-Sport Comparisons

Exhibits 6A – 6 F: Profile Charts of Radford Peer Group and 4 Conferences

Exhibit 7: Number of Sports Sponsored

Exhibit 8: Virginia Division I Universities

Exhibit 9: Conference Benchmark Analysis

1. 
   INTRODUCTION
   

In January 2005 Radford University issued a Request for Proposals calling for an “Independent Analysis of Radford University Intercollegiate Athletics”. In March 2005, Radford University engaged Carr Sports Associates, Inc. (CSA) as its Consultant to complete the Analysis. The University provided CSA for research and recommendations, six (6) questions regarding internal and external considerations for

its Athletics Program, to include potential conference membership.
This Analysis involved reviewing Institutional documents and interviewing various RU administrative and athletics staff members and stakeholders. It also included reviewing documents and interviewing appropriate individuals from the Big South Conference, other selected Division I institutions and conferences as well as the NCAA. All financial data was acquired from the most recent documents and surveys available.
At the time this information was gathered and compiled, Radford University was beginning a transition in the leadership of the institution. President Douglas Covington, who took office in August of 1995, had announced his plans for retirement effective June 1, 2005. In March of 2005, the Radford University Board of Visitors announced that Penelope W. Kyle who had been selected as RU’s sixth President would take office June 1, 2005. In additional to providing the Board of Visitors with the requested information, the University felt this independent analysis would also provide the new President with a fundamental base of knowledge regarding the current status of the intercollegiate athletic program along with recommendations related to planning for the future of the program.
CSA delivered a confidential working draft of the Independent Analysis to the Radford Administration on June 7, 2005. The CSA Team will make a presentation of the Analysis to President Kyle in July or August 2005 on a date to be determined. [NOTE: Due to the sudden and severe illness of the head consultant, this presentation did not occur until October 2005.]
The Consultants present in Section IV of the Draft their responses to the six (6) questions in the RFP. Question 7 asked the Consultants to provide a recommendation for future directions for Radford, particularly in relation to conference affiliation. Those conclusions and recommendations are presented below.

B. CONSULTANTS’ CONCLUSIONS AND RECOMMENDATIONS

Radford University is relatively young as a coeducational institution (1972) and its Athletics Program started in 1974-75. That extremely brief history and the philosophical foundations of the Program appear to be major factors in the current state of RU Athletics; this is particularly manifest in the condition and function of the indoor and outdoor facilities that serve the varsity teams representing Radford University.

Based on their observations during this Analysis, the Consultants do not recommend that Radford seek membership in another conference at this time. The current reality is that the Big South is the appropriate membership for Radford University.

• 
  The Consultants recommend that Radford pursue competitive excellence in Athletics by strengthening its internal support systems; this will allow the University to achieve and sustain the success that could provide future conference membership opportunities
  

• 
  At the same time, the University should maintain a keen awareness of trends and events occurring in the regional landscape of intercollegiate athletics. This information can further guide the University in positioning itself for the future.
  

Radford Athletics has reached a critical point in its development. Recent budget increases are having positive impact on the quality of the Program; however, those enhancements will take time and sustained allocations to increase competitive success. To achieve the goals presented in the A Vision Plan for Athletic Excellence at Radford University, there must be a consensus favoring its philosophy, direction and resource allocation.

• 
  Using the “Vision Plan” and this ”Independent Analysis of RU Athletics” as guides, develop an Athletics Department strategic plan that is integral to the University’s Vision, Mission Statement, Core Values and Strategic Priorities. Emphasis should be on broad University participation emphasizing communication and building consensus toward achieving Athletics’ strategic directions.
  

• 
  Re-examine the current tiering of RU sports and closely review the sport-by-sport competitive analysis at Exhibit 5; this will assist in effective planning for selective excellence in Athletics that is consistent with appropriate priorities and available resources.
  

• 
  Use the Radford Peer Group of institutions identified by the Consultants to assist with creating a standard set of benchmarks for best practices and competitive achievements.
  

The greatest strength of Radford Athletics is the academic achievements of its student-athletes; that emphasis must continue to ensure that the Athletics Program operates in a manner consistent with its Core Principles, emphasizing primary focus on the quality of the educational experience for the student-athlete. At the same time, it is critical to embrace the challenges of achieving a higher level of competitive excellence.

• 
  As part of RU Athletics’ Strategic Plan, the Athletics Director and staff should analyze in detail the disappointing trend in performance by men and women’s teams. They should identify internal and external factors contributing to this decline as well as effective steps toward success. The Consultants recommend that RU place immediate special emphasis on the analysis and rebuilding of its Men’s Basketball program.
  

• 
  Design and implement for each RU sports team, a strategic plan that supports Athletics’ Mission as well as each team’s respective goals.
  

RU Athletics is operating at an extremely lean level that is taxing on staff and not consistent with building a highly competitive athletics program. The current number of personnel does not reflect contemporary trends with Division I programs whose scope is similar to that of RU. In addition, compensation levels lag behind the averages of Big South Conference peers.

• 
  Fully implement personnel recommendations proposed in the Intercollegiate Athletics Three-Year Budget Proposal introduced in May 2004.
  

• 
  Create the new position of Assistant or Associate Athletic Director for External Affairs (common Division I practice) with responsibility for coordination of all revenue-generating activities. This position would be part of a revenue-generation team that would include the Athletic Director and Director of Athletic Development at the RU Foundation.
  

• 
  Consider the upgrading of the Assistant Coach positions in the sports of Men’s Soccer and Women’s Soccer from part-time to full-time status.
  

To achieve and sustain competitive success at Radford, there is a compelling need to create an appropriate infrastructure combining Athletics and University personnel, systems and campus-wide collaboration. Primary areas include academic services, student-athlete welfare, rules compliance, facilities and external operations (fundraising, marketing and promotions, broadcasting, corporate sponsors, etc.).

• 
  Using an appropriate timeline, RU should make the institutional commitment to achieve the appropriate infrastructure for its Athletics Program.
  

• 
  Adjustments to any of the support systems should be consistent with Athletics’ strategic plan and integrated into the Department’s financial pro forma.
  

A comprehensive analysis of the Radford athletics budget, as well as comparative financial information and data available for members of the Big South Conference, the Atlantic Sun Conference, the Southern Conference and the Colonial Athletics Association, illustrates clearly that RU lags behind peer institutions in nearly every single important benchmark category. Quite simply, over the past several years RU has not made a financial investment in its intercollegiate athletics program that is commensurate with achieving competitive success within the Big South Conference or other regional Division I conferences, or with A Vision Plan for Athletic Excellence at Radford University – an outline of the University’s assumptions, values and goals for the athletics program. Further, the financial investment made in the program to date is not consistent with one of the University’s core principles for RU athletics, as described in its mission statement – “the Intercollegiate Athletics Program at Radford University will maintain a strong and competitive NCAA Division I program in all sponsored sports…”

• 
  Fully implement the Intercollegiate Athletics Three-Year Budget Proposal introduced in May 2004.
  

• 
  Increase its investment in scholarships and recruiting budgets at a level even higher than that proposed in the three-year plan.
  

• 
  Examine the feasibility of establishing and implementing a “Non-Resident Tuition Waiver” – a policy decision that would favorably impact RU’s ability to successfully recruit out-of-state prospective student-athletes, “level the playing field” with Big South competitors Liberty University, Winthrop University and Coastal Carolina University and, quite possibly, have a significant impact on achieving greater competitive success.
  

• 
  Conduct a “SWOT” analysis, or other thorough examination, of every element of its external revenue operations. In particular, RU should take a fresh look at its marketing, ticket sales, corporate sponsorship and fundraising (annual giving, major gifts programs, etc.) initiatives.
  

• 
  Upon completion of self-examination, RU should develop and implement a written strategic plan specifically related to the need to maximize every available revenue stream. That strategic plan should include the development of an Athletics case statement identifying the Department’s vision, and programmatic needs (facilities, scholarships, endowments, etc.) that can be articulated by the RU leadership team to prospective donors, sponsors and friends of the University.
  

RU’s Athletics facilities are vital to the competitive positioning of RU Athletics, regardless of its conference membership. Currently, RU facilities cover the spectrum from outstanding to very poor; some are major assets which positively impact the recruitment of prospective student-athletes (e.g. Cupp Stadium), while others are not major assets and are “neutral” factors in recruiting (e.g., Dedmon Center, tennis courts). The poor condition of the soccer practice fields (due to periodic flooding) and a relative lack of recreational field space has necessitated shared use by varsity teams, intramurals and recreation that has compounded field maintenance problems and diminished the student-athlete experience in some ways (i.e., student-athlete leaders have expressed doubt about the University’s commitment to athletics and concern that they have been treated as “second class” due to a perception that intramurals/recreation have at times been given priority for field space).

• 
  Pursuant to A Vision Plan for Athletic Excellence at Radford University, the Athletic Director and the Director of Recreational Complexes should maintain a rolling five-year plan to specify renovations, repairs and new construction needs.
  

• 
  RU should develop a campus consensus on the prioritization of facility improvements outlined in the Facilities Master Development Plan – Dedmon Center (Moseley Architects, PC/HOK Sport – June 2004) and in other documents. There appears to be some inconsistency in priority between the Facilities Master Development Plan and A Vision Plan for Excellence at Radford University.
  

• 
  Examine the structure of reporting lines, responsibility and oversight for the maintenance of facilities, including outdoor field space. The current structure involving the Director of Recreational Complexes (who reports to the Vice President for Business and Governmental Affairs), the Athletics Director (who reports to the Vice President for Student Affairs) and Maintenance & Operations may not be optimal or conducive to maintaining outstanding facilities for intercollegiate athletics.
  

• 
  Proceed with the replacement of the Dedmon Center Roof, as scheduled.
  

• 
  Identify funding and proceed with the installation of a synthetic turf field at the Field Hockey Stadium.
  

• 
  Identify funding and renovate the soccer practice fields.
  

• 
  Develop a plan to identify space and build/renovate a weight room dedicated for use by varsity student-athletes.
  

• 
  Seriously consider the feasibility of a complete renovation and expansion of the Dedmon Center.
  

• 
  Consider improvements to the softball, baseball and tennis facilities.
  

• 
  Continue to examine opportunities to enhance space utilized by student-athletes and staff as an Academic Support Office & Athletic Study Center.
  

• 
  Explore the feasibility of an additional synthetic turf field for shared use by multiple RU constituencies.
  

3. 
   STUDY ASSUMPTIONS
   

To bring proper focus to the Study process along with a consistent understanding of the environment in which the Radford Athletics Department operates, the CSA Team developed a set of Study Assumptions as shown below. These Assumptions characterize the Department and are fundamental to the Study process. They were developed after conducting on-campus interviews and reviewing Institutional, Conference, NCAA and pertinent benchmarking materials.

1. 
   Historically, the Radford University Board of Visitors and Administration have sought to provide an intercollegiate athletics program that is integral to the institution’s educational mission and function. Accordingly, the University has determined that the sponsorship of Intercollegiate Athletics at the NCAA Division I level is consistent with the University's Mission and resources.
   

2. 
   The University recognizes that Athletics serves to enhance the Institution’s image and visibility; therefore, the University seeks to ensure that its Athletics Program is well positioned in the ongoing process of Division I Conference realignments. While Radford University is committed to its membership in the Big South Conference, the University seeks to explore all practical opportunities for future conference membership.
   

3. 
   The RU Athletics Department will comply with all Institutional, State of Virginia, Big South Conference and NCAA requirements. This commitment also applies to all U.S. Government requirements such as Title IX and the Equity in Athletics Disclosure Act.
   

4. 
   The University and the Athletics Department are committed to the welfare of their student-athletes to include academic success leading to graduation. This emphasis on providing a positive student-athlete experience is built upon the principles of ethical conduct, equal opportunity, non-discrimination and sportsmanship.
   

5. 
   It is the University's desire to sponsor a broad-based, selectively competitive NCAA Division I Intercollegiate Athletics Department. Primary performance measures are rankings in the Big South Conference and NCAA, post-season competition plus the annual NACDA Division I Directors’ Cup.
   

8. 
   The RU Athletics Department sponsors nineteen (19) varsity sports and has no near-term plans to add to or reduce its sports sponsorship.
   

8. 
   The University acknowledges student fees and Institutional resources as being the primary funding sources for the successful operation of RUAthletics. Accordingly, Athletics operates within all University fiscal guidelines.
   

8. 
   To augment Institutional funding for Athletics, the University and its Foundation will continue to collaborate with Athletics in designing and implementing selected fundraising, marketing, corporate and public relations campaigns.
   

8. 
   The University is committed to providing RU Athletics with adequate practice and competition facilities. Currently, all facilities are shared regularly among several campus user groups; therefore, facilities for Athletics are significantly limited in quality, access for scheduling and level of maintenance. Where appropriate, the University may seek additional joint-use athletics facilities with local government entities.
   

8. 
   The University recognizes that the Athletics Department Support Systems’ infrastructure must be operating at a functional-to-optimal level for successful competition in NCAA Division I.
   

8. 
   Any recommendations for enhancements or additions to the Athletics Department will be implemented strategically and dependent upon available resources.