Strategic Plan: Louisiana Athletics

[nathancpike]

https://ragincajuns.com/sports/2024/.trategic-plan?

LOUISIANA\STRATEGIC PLAN 2024-2028

OUR VISION
To be nationally prominent Division 1 Athletics program that promotes a cULture of Excellence for our student-athletes, coaches and staff.

OUR MISSIION
To go beyond by inspiring Elite Performance and achieving greatness.

OUR CORE VALUES
INTEGRETY
We will never compromise the integrity of our University Athletics Department or Sports Programs.

SERVICE
We are committed to serving our community University and fans.

EXCELLENCE
We will strive for excellence in everything we do; academically, socially, and competitively.

OUR STRATEGIC PRIORTIES

1: STUDENT-ATHLETE EXPERIENCE
Create an invaluable experience that will inspire all student athletes to reach their highest levels of academic athletic and personal success

2: FISCAL & FACILITY MANAGEMENT
Generate the necessary resources to win championships

3: CULTURE
People are our most valuable asset. Our cULture sets us apart

STRATEGIC PRIORITY #1
STUDENT-ATHLETE EXPERIENCE
GOAL 1: ACADEMIC ACHIEVEMENT
Provide an environment that positions all student athletes to achieve academic excellence.

Objectives:
1) Achieve an overall GPA of 3.0 or higher each semester.
2) Achieve a single year academic progress rate of 8 of 985 or higher.
3) Graduate 100% of all student athletes who exhaust athletic eligibility.

GOAL 2: COMPETITIVE SUCCESS
Foster Championship-caliber athletic programs.

Objectives:
1) Win 20 Sunbelt conference or postseason championships by the end of 2027-28 academic year.

2) Annually increase each Sports final ranking based on the sports specific ranking system. (e.g. RPE/NET).

3) Lead the Sunbelt conference in the Learfield Directors Cup standings.

GOAL 3: STUDENT-ATHLETE DEVELOPMENT
Promote a culture of service and holistic Wellness while fast-focusing on personal development and post-graduation success.

Objectives:
1) Lead the Sun Belt Conference in community service standings.

2) Provide enhanced mental and physical health resources to all student-athletes.

3) Annually increase the percentage of graduating student-athletes with job placement and/or professional School enrollment.

STRATEGIC PRIORTY #2
FISCAL & FACILITY MANAGEMENT
Enhance the budget allocation process to foster a cULture of fiscal responsibility and financial stability.

Objectives:

1) Promote efficiency, transparency, and open communication throughout the budget development process.

2) Actively engage campus partnerships in order to maximize resource utilization.

3) Make fiscally responsible budget decisions that focus on and enhance the student athlete experience.

FISCAL & FACILITY MANAGEMENT GOAL 2
RESOURCE GENERATION
Grow participation from Louisiana alumni, friends, and community members to increase and maximize revenue streams.

Objectives:

1) Increase the number of active RCA members to 5,000 by the end of FY28.

2) Generate $6 million in revenue annually through ticket sales Champions Fund, and sports specific giving.

3) Raise $20M for capital projects and facility renovations by the end of FY28.

FISCAL & FACILITY MANAGEMENT GOAL 3
FACILITY ENHANCEMENT
Fund build and maintain Championship caliber facilities.

Objectives:

1) Complete funding and begin construction on comprehensive capital projects to include Our Lady of Lourdes Stadium, Cajun Courts/Collotta Tennis Center, a baseball player development facility, and a women's basketball practice facility locker room.

2) Provides strategic facility enhancements to position Sports programs to achieve competitive success.

3) Expand maintenance resources in order to preserve first class facilities.

STRATEGIC PRIORITY #3
CULTURE

GOAL 1
ORGANIZATIONAL CULTURE
Promote an atmosphere of trust, communication, and gratitude that values inclusive excellence and personal growth

Objectives:

1) Eenhance engagement opportunities amongst departmental staff through activities that foster comradery, mentorship, and joy.

2) Provide opportunities training and development for personal and professional growth.

3) Develop and implement employee recognition programs that align with our core values and celebrate our greatest asset our people.

CULTURE GOAL 2
BRANDING
Position Louisiana as a prominent athletics program and industry leader by advancing the brand locally regionally and nationally.

Objectives:

1) Ensure brand consistency across internal and external communications

2) Show consistent growth across all social media accounts and digital media platforms through the use of innovative digital strategies.

3) Lead the Sunbelt conference in television broadcast and achieve consistent growth in viewership amongst all sports programs.

CULTURE GOAL #3
EXTERNAL ENGAGEMENT
Foster meaningful relationships that build trust and create memorable experiences.

Objectives:

1) Implement a fan friendly ticketing and giving experience that provides transparency, accuracy, and first class service.

2) Develop communication strategies with stakeholders and create experiences that embrace the Louisiana cULture.

3) Educate our Louisiana alumni, friends, and community on Name, Image and Likeness (NIL) opportunities for Louisiana Athletes.

[Scott Malkinson]

Sounds great on paper will wait to see the application of these goals.

[cajun4life]

https://ragincajuns.com/sports/2024/.trategic-plan?

Looks really nice, to bad it’s like Hadacol.

[Clutch0364]

Does it detail how they will get rid of underperforming coaches? If not, who cares?

[VObserver]

Laudable, but less than ambitious with regard to RCAF growth, and completely ignores student and general fan engagement. No mention of making our venues exciting and fun places to be on game days. Talks a bit about "stakeholders" but does not define them. The number of "stakeholders" is trending downward as non-gameday events become more and more exclusively reserved for the top tier of investors.

All that said, it is better than no plan at all.

[Turbine]

I think it is silly to have an academic goal for "athletes" that does not extend to the entire student body.

If the goal for athletes is 3.0, then the schools entire stated goal should be 3.0.

3.0 should be ground zero for everyone "if" you expect it from athletes.

Thus the "athletic" strategic plan should not include what should be the the stategic plan for the whole school, and should be left off as it should be the defacto standard and go without saying. again.

All schools do this, it just seems misplaced as it should be the norm.

jmo

[jaxmc1023]

This feels like when you make a to-do list and start it by adding three things you already did that day

[cajun_lannister]

I doubt this fanbase will ever embrace NIL. The admin doesn't even , so you can take that goal out.

[jaxmc1023]

I doubt this fanbase will ever embrace NIL. The admin doesn't even , so you can take that goal out.

Not after everyone got burned by Zeon might as well light your money on fire

[ZoomZoom]

Though it may fall under fan engagement, the word students never appears.

Fulfillment of the Alden plan would have been nice to see.

I’d love to see all this happen and not end up on the shelf next to the aforementioned Alden plan.

[cajun_lannister]

Not after everyone got burned by Zeon might as well light your money on fire

It goes beyond just that. This is a blue collar area where people work very hard for their ever shrinking dollar. To give someone who is already getting a free education to play a game, more money. It's just doesn't mesh well

[Duggie35]

I will never contribute to NIL. If that means the end of college athletics here at UL, so be it. I will continue support of RCAF and purchasing of season tickets, but no NIL. If the product continues to spiral downward, I’ll just start buying Saints tickets again, where at least every team has the same salary cap!

[Scott Malkinson]

I doubt this fanbase will ever embrace NIL. The admin doesn't even , so you can take that goal out.

The school doesn't even care about it. The parade had zero marketing. Maggard didn't even ask about it until 10 hours before they rode.

[CajunT]

Laudable, but less than ambitious with regard to RCAF growth, and completely ignores student and general fan engagement. No mention of making our venues exciting and fun places to be on game days. Talks a bit about "stakeholders" but does not define them. The number of "stakeholders" is trending downward as non-gameday events become more and more exclusively reserved for the top tier of investors.

All that said, it is better than no plan at all.

It's an outline but gives very little mechanics on how those goals will be achieved. Much like a business plan, these goals will be adjusted during the time period given. They should do a few RCAF meetings for all giving levels and explain some of the mechanics on how they will grow RCAF to the stated goal and other areas of concern.

[60swerethebest]

Strategic plans don’t usually go into how. Just broad goals. And yes they can be adjusted. But if that is done often over a 5 year period, bad plan.