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Reflecting on the Year: Celebrating Successes & Continuous Improvement
2013-2014 Assessment Plan: This section summarizes the unit plans for progress toward strategic goals.
Strategic Plan
Construct (also
include Strategic
Priority & Goal if
applicable)
Divisional
Priority/Objective(s)
Unit Goal
Assessment
Objective
Assessment
Measures
Resources
Used
Outcome/Status
Co-curricular &
Support Programs
EMSA:ATH:SG.03
Recruitment Strategies;
Community Building
and Collaboration
Improve the
competitiveness
of our
intercollegiate
athletics
program
Coach’s
performance
program (specific
goals for program
vs. results)
Post Season
Student-Athlete
Surveys to evaluate
coaching staff and
overall experience
Finish top 4 in the
SUNYAC
Commissioners Cup
Finish in the 150 in the
Division III Learfield
Sport Directors Cup
Increase overall
winning percentage to
.600
Dan Tudor
consulting
service is
$6,000 /Yr
Partnering with Dan Tudor Collegiate Strategies has allowed our coaches to develop more effective recruiting techniques/strategies. Currently, a majority of our coaches utilize his services in some capacity. Our winning percentage was 57.9%, which is a 7.9% increase.
Unit/Office 2013-2014 Goals & Assessment Plan
2013-2014 Closing the Loop Summary
2014-2015 Goals & Assessment Plan
Unit: The Department of Intercollegiate Athletics
Director: Erick Hart
Directions: For each unit, please provide an assessment plan, with direct linkage to a Strategic Plan Construct and Divisional Priority.
Overarching Strategic Goal: To be a nationally recognized comprehensive master’s institution focused on student success as
evidenced by significant gains in select benchmarks.
Program’s winning
percentage
(benchmark)
Post season
championship
participation
(benchmark)
Commissioners Cup
and Directors Cup
Standings
(benchmark)
Student-athlete
feedback
Increase participation
in post-season
championships
(SUNYAC, ECAC,
and/or NCAA)
Feedback (quantitative
and qualitative) from
student-athletes
through post-season
evaluations
administered through
Baseline
We moved up 1 spot in the SUNYAC Commissioner’s Cup standings from 6th place to 5th place (10 team conference). Post-Season Student-Athlete Evaluation (Q61): “I have improved as a player as a result of being a part of this team” Fall Student-Athletes – 81% Agree Winter Student-Athletes-85% Agree Spring Student-Athletes – 87% Agree
Academic Quality & Engagement
Retention of Students
Improve the complete development of the student-athlete by focusing on academic and leadership performance
Weekly reports to track academic progress; Student-athletes GPA Post-season student-athlete evaluations to evaluate academic support Exceptional Talent and/or “at-risk” (S/A’s w/ 2.49 GPA or less) academic progress Exceptional talent retention rates Student-athlete average GPA vs. Total Student Body average GPA
Final average student-
athlete GPA of 3.0 or
higher.
Student-Athlete average
GPA higher than general
student-body average
GPA.
Over 30% of student-
athletes earn Dean’s
List.
Decrease in Exceptional-
Talents Dismissals
Increase in “at-risk”
(S/A’s w/ 2.49 GPA or
less) GPA’s to measure
impact of student-
resource center (study-
Limited – Administer surveys through Baseline
Final average student-athlete
GPA of 3.09, which is a 0.08
increase from the previous
year.
33% of student-athletes
earned Dean’s List.
52 student-athletes
participated in the Leadership
Development Program, which
is over a 50% increase from
the previous year (22).
0 Exceptional Talent Dismissals as compared to 5 last year. The average GPA of the student-athletes required to attend study hall hours (2.49 GPA or less) increased .10 points (2.32 Fall – 2.42 Spring).
Retention Rates/graduation rates Amount of student-athletes participating in the student-leadership program Amount of Community service projects participated in
hall)
Feedback (quantitative
and qualitative) from
student-athletes
through post-season
evaluations
administered through
Baseline
Student-athletes participated in 50 community service projects. Post-Season Student-Athlete Evaluation (Q56): “My athletics participation has provided me with life skills (personal, career, academic, etc.) that will benefit me after my playing career is over” Fall Student-Athletes – 93% Agree Winter Student-Athletes-94% Agree Spring Student-Athletes – 97% Agree Post-Season Student-Athlete Evaluation (Q59): “I have improved as a person as a result of being a part of this team” Fall Student-Athletes – 88% Agree Winter Student-Athletes-82% Agree Spring Student-Athletes – 93% Agree
Co-curricular & Support Programs
EMSA:ATH:SG.04
Community Building and Collaboration
Promote the Golden Eagle Society as the centerpiece of creating a culture of giving within the athletic department
Amount of Golden Eagle Society Members Amount of donations made to the Golden Eagle Society Amount of alumni events offered Giving rates (team,
Over 900 members of the Golden Eagle Society Raise over $150,000 in donations for the Golden Eagle Society Each program offer an alumni event 100 golfers registered for the Bob Boozer
Est. $3,500 – cost of alumni receptions Administer surveys through Baseline to alumni after receptions
925 members of the Golden Eagle Society, which is a decrease from the previous year (974). $185,000 raised in private donations through the Golden Eagle Society, which is a $45,000 increase from the previous year. Each program offered an alumni event (20).
faculty, staff, etc)
Golden Eagle Open 50% of coaches meet and/or exceed his/her program’s fundraising goals as established in his/her performance program
120 golfers registered for the Bob Boozer Golden Eagle Open, which is a 17% increase from the previous year 30% of coaches met or
exceeded their fundraising
goal (6 or 18) as established
by his/her performance
program
Learning Environment and Quality of Place
EMSA: ATH:SG.02
Recruitment Strategies
Address facility improvements to support recruitment of academically prepared and talented student athletes
Amount of revenue generated through outside reservations Amount of reservations made Administer surveys to outside groups after they rent the facility to measure their satisfaction level Administer post season surveys to the student-athletes through Baseline to measure their satisfaction level with the facilities
Raise over $40,000 in
outside group
reservations
Recruit, attract and
manage over 30 outside
groups reservations as a
form of revenue
generation for Brockport
Athletics
Feedback (quantitative
and qualitative) from
student-athletes
through post-season
evaluations
administered through
Baseline
Limited – Administer surveys through Baseline
Attracted and managed 35 outside group reservations, which is 7 more than our goal Generated nearly $55,000 in outside group reservations, which is $15,000 more than out goal Post-Season Student-Athlete Evaluation (Q38): “I feel the playing and practice facilities of my sport are adequate and safe” Fall Student-Athletes – 93% Agree Winter Student-Athletes-94% Agree Spring Student-Athletes – 95% Agree
Co-curricular & Support Programs EMSA: ATH:SG.01
Community Building and Collaboration
Develop a comprehensive marketing program that identifies Golden Eagle athletics as a source of positive entertainment and as a community
Amount of sponsors Revenue regenerated through sponsorships Revenue generated through ticket sales (M/W Soccer, Football, Ice
Partner with over 30
local and regional
businesses/organizations
through sponsorship
Generate over $20,000
in sponsorship revenue
Generate over $20,000
in ticket sales revenue
Limited – Administer surveys through Baseline after selected events Ticket Stock - $500/year
Partnered with 38 local and
regional
business/organizations
through sponsorship.
Generated $25,000 in
sponsorship revenue and
saved roughly over $20,000
through trade agreements
with local
businesses/organizations.
building activity (IE: GES, Eagle Empire)
Hockey, M/W Basketball) Tracking attendance at home events Post event surveys (IE: Homecoming) Participants in Eagle Empire fan club/rewards program Viewership of Live Streamed Events/Website
Increase home
attendance at home
athletic events
Increase awareness of
the Eagle Empire
Rewards program
Feedback (quantitative
and qualitative) from
student-athletes
through post-season
evaluations
administered through
Baseline
(Paid for through sponsorship)
Generated $24,500 in tickets
sales revenue, an increase of
$6,000 from the previous
year.
Live streaming of 151 home athletic events through Stretch Internet with 8,135 unique viewers (an average of 54 viewers per event) Over 1 million views on our athletics website, www.gobrockport.com Brockport Athletics Marketing Survey (Q7) – administered to over 2,000 students: “Overall, attending a Brockport home athletic event is an enjoyable experience” 84% - Agree
Creating a Culture of Evidence & Continuous Improvement
The College at Brockport is committed to improving program effectiveness and the quality of the student experience through assessment data. The
use of assessment data will contribute to the culture of evidence within each unit and the overall campus community. This section allows units to
report administrative assessment data that might not necessarily be tied to a specific goal, but illustrates program or unit effectiveness.
Assessment
Objective
KPIs/Benchmark
Outcome/Results Analysis
Develop a student-athlete resource center to help improve the academic standing of “at-risk” student-athletes while creating a culture of academic success for all of our student-athletes.
Average student-athlete GPA of 3.0 or higher Increased GPA for “at risk” students 25% minimum of student-athletes on the Dean’s List Over 100 SUNYAC All-Academic Team members (3.3 or higher for on semester) Over 40 SUNYAC Commissioners List Members (3.3 or higher for 3 straight semesters) Quantitative feedback
from student-athletes
through post-season
evaluations
administered through
baseline
Average student-athlete GPA was 3.09 After implementing the student-athlete resource center, “at-risk” student athletes (GPA of 2.49 or less), on average, experienced a .10 increase in his/her GPA. 33% of student-athletes made the Dean’s List 140 SUNYAC All-Academic Team members 64 members SUNYAC Commissioners List Members Football student-athlete, Kyle Carman, received the SUNY Chancellor’s Scholar-Athlete award. This award is given to a member of the first or second All Conference or All- Tournament team with a minimum GPA of 3.3 for at least 3 semesters. Post-Season Student-Athlete Evaluation (Q46): “There are adequate resources and support to meet my academic goals” Fall Student-Athletes – 84% Agree Winter Student-Athletes-81% Agree Spring Student-Athletes – 86% Agree
There has been a positive correlation between the student-resource center and an increase in GPA for “at risk” student-athletes (2.49 GPA or less). Our staff has also created a Corrective Action Plan (CAP) for each student-athlete on probation (2.0 or lower). This requires the student-athlete to meet with his/her coach and Academic Enhancement Coordinator throughout the semester to monitor his/her academic progress. The average student-athlete GPA of 3.0, which was our goals for the ’13-14 academic year. We will continue to find ways to improve the academic standards for all of our student-athletes. For example, we will continue to educate our coaches and support staff on the available academic support programs on campus. We will collaborate with those programs to track the student-athletes usage. We will continue to gather feedback from our student-athletes through post-season evaluations to assess our department’s academic resources.
Improve the competitiveness of the intercollegiate athletic program
Finish top 4 in the SUNYAC Commissioners Cup Finish top 150 in Division III Learfield Sports Directors Cup Increase winning
Brockport finished 5th in the SUNYAC Commissioners Cup, which is an improvement from last year’s standings (6th place) Finished 202th in Division III Learfield Sports Directors Cup (last year 147th place) Winning Percentage: Men – 91 – 49 – 8 (64%) (13.5% Increase) Women – 91 – 82 – 1 (53%) (2.1% Increase) Overall – 182 – 131 – 9 (58%) (7.3% Increase)
There is a tremendous amount of growth in this area. There still needs to be an increased focus on recruiting quality student-athletes. We have partnered with Dan Tudor’s Collegiate Strategies, a recruiting consulting service, to support our coaches in their pursuit of quality student-athletes. We should begin to
percentage for all of our programs 15 All-SUNYAC Performers 7 All-Region 5 All - Americans
Quantitative feedback
from student-athletes
through post-season
evaluations
administered through
baseline
48 All-SUNYAC Performers 13 All – NJAC Performers 7 All – Region Performers 15 All-Americans 3 All-Conference Rookie of the Year Recipients 1 All-Conference Player of the Year Recipients
Post-Season Student-Athlete Evaluation (Q62): “My sport’s program is above average by comparison to its conference peers” Fall Student-Athletes –55% Agree Winter Student-Athletes- 57% Agree Spring Student-Athletes – 55% Agree
see immediate results from this partnership as evidenced by 3 freshmen student-athletes receiving All-Conference Rookie of the Year honors. In addition, the amount of student-athletes that were recognized for their athletic accomplishments this year has nearly doubled from the previous year. Our teams overall winning percentage
increased 7.3% from the previous year.
We will continue to provide our
coaches with the necessary resources
to attract and retain quality student-
athletes. In addition, we will
consistently reiterate our goals of
earning top 4 in the SUNYAC
Commissioners Cup and top 150 in the
Learfield Directors Cup. These goals
will serve as benchmarks to measure
athletic success.
Continue to promote the Golden Eagle Society as the fundraising arm of the department
Acquire over 1,000 members Raise over $130,000 in donations 50% of coaches meet and/or exceed his/her program’s fundraising goals as established in his/her performance program Each sport will offer an alumni game/meet Over 100 golfers in the Golden Eagle Open
974 members of the Golden Eagle Society $185,000 raised in private donations through the Golden Eagle Society (7.6% increase from last year). 30% of coaches met or exceeded their fundraising goal (6 or 18) as established by
his/her performance program Each program offered an alumni event (18 total) 120 golfers registered for the Bob Boozer Golden Eagle Open
We have continued to make strides in this area. Throughout the year, we offered several “Friends of Brockport Athletics” receptions. These receptions served as an opportunity to bring the GES members to campus and thank them for their continued support of Brockport Athletics. In addition, for the second time in the history Brockport Athletics, each program organized an alumni event. We were able to collaborate with the Alumni Affairs office to maximize our participation rates. We can do a better job of tracking the satisfaction levels of each participant of the alumni game and/or Bob Boozer Golden Eagle
Open. We will begin to administer surveys through Baseline to measure the satisfactions levels of each participant. Along those lines, we will continue to collaborate with Advancement/Alumni Affairs to identify new ways to generate revenue (ie: naming rights opportunities).
Improve the complete development of the student-athlete by focusing on leadership development and community engagement
30 student-athletes and 10 coaches/staff members involved in the Student Leadership Program as mentees and mentors, respectively. Create a specific Sports Leadership Certificate for student-athletes to develop the skills and knowledge needed to be an effective leader. Participate in 40 community service projects Less than 10% of students in violation of the campus code of conduct are student-athletes Quantitative feedback
from student-athletes
through post-season
evaluations
administered through
baseline
52 student-athletes and 8 coaches/staff members were involved in the Student Leadership Program as mentees and mentors, respectively. 20 of those student-athletes participated in the Specialized Sports Leadership Certificate Program Student-athletes participated in 50 community service projects Post-Season Student-Athlete Evaluation (Q53): “I believe community service is important for myself and my team” Fall Student-Athletes –90% Agree Winter Student-Athletes- 78% Agree Spring Student-Athletes – 81% Agree 16% of total students that were in violation of the campus code of conduct were student-athletes, which is a 1% increase from the previous year. See below for details:
Student athletes are natural leaders but there needs to be more of a commitment from our department in revealing those characteristics in competition, classroom and community. Collaborating with the Student Leadership Department to create a Sports Leadership Certificate was great first step. We need to increase the number of its participants next year. The department will begin to measure student-athlete involvement on campus by partnering with the Office of Community Development to track amount of community service hours completed by student athletes. We will collaborate with the Office of Student Conduct to identify areas in which our student-athletes violated the campus code of conduct. In conjunction with various campus departments, we will rely on this data to provide preventive outreach services to our student-athletes and coaches. Unfortunately, this is a growing issue for our department and it needs to be addressed.
2013-2014 Closing the Loop Summary Report
The following report outlines the assessment tools used and data compiled in regard to no more than three unit/office goals from 2013-2014. It will
also highlight the proposed action items and recommendations for the next year.
2013-2014 Goal: Implement and develop a comprehensive marketing program that identifies Golden Eagle athletics as a source of positive entertainment and as a
community building activity
Tool Used: Baseline: Our department administered a “Brockport Athletics Marketing” survey to general students with emphasis on utilizing the feedback to improve
our marketing efforts. Our department collaborated with Institutional Research to select a sufficient sample size, which included on-campus students, off-campus
students, students from each year, students of each gender, student-athletes and non-student-athletes. In total, the survey was sent to 1,200 students. 240 students
completed the survey (20% response rate).
Data/Results:
Summary/Conclusions: The feedback from this survey gave our department on honest assessment of our marketing strategy. Unfortunately, only 49% of
respondents believe that our department does a good job of promoting home athletic events. Therefore, our department needs to improve its efforts in this area. We
need to engage the entire student population (ie: on-campus students and off-campus students) instead of a small contingency (ie: student-athletes). Students find out
about home games through word of mouth (73%), social media (38%), athletic website (34%) and print advertisement (24%). Our department contributes resources
toward marketing materials and, based on the data, this may not be necessary. Instead, we need to utilize other cost-effective strategies (ie: social media, tabling, etc.) to
promote home athletic events. Finally, based on the results, if a student has a personal connection to a member of the team, they are more apt to attend the event (67%).
Therefore, we need to involve our student-athletes in our marketing efforts (ie: student to student marketing).
Recommendations/Action Items for next year: There is a tremendous room for growth in this area. Currently, we not connecting with the entire student body
and, more importantly, we may be wasting resources. Based on the results of the “Brockport Athletics Survey”, we need to utilize social media to our advantage. Social
media is cost-effective platform to reach various constituents. Brockport Athletics has social media accounts (ie: Facebook, Twitter, etc.) but we need to utilize them
more often and on a consistent basis. For example, since 67% of students attend an athletic event since his/her friend is on the team, our marketing efforts should be
focus on individual student-athletes (ie: pictures of student-athletes, video highlights, etc.). In addition, having a strong presence on social media will benefit the
department in other ways such as alumni engagement, recruiting prospective student-athletes and brand recognition.
Furthermore, we need to continue to promote the Eagle Empire, which is a program designed to increase student attendance at home athletic events. At Eagle Empire
events, students can swipe their ID cards and earn points. Points translate to prizes. Currently, almost 60% of students are not aware of the Eagle Empire program. We
need to create more awareness for this program through social media, word of mouth, print advertisement, etc. Since almost 68% of students attend a game only if their
friend is also attending, receiving a prize will only serve as another incentive. Students will be motivated to receive prizes and, as a result, support our student-athletes
at the same time. We will continue to collaborate with the Community Development office to ensure the Eagle Empire Curriculum is up-to-date and functioning
properly. In addition, we will work with other campus departments to promote and create awareness for this program (ie: Residence Life).
2013-2014 Goal: Utilize baseline to administer all post-season student-athlete surveys and develop unique strategies (ie: incentives) to increase the completion rates.
Tool Used: Baseline
Data/Results: This past year was the first year our department utilized Baseline to administer post-season evaluations to our student-athletes. We administered the
evaluations after each season (fall, winter, spring). Although the response rates were better than in previous years when Angel was the preferred assessment tool to
administer the post-season surveys, there still is room for improvement.
Summary/Conclusions: The feedback that we receive from our student-athletes helps to evaluate the coaching staff, support staff, academic support, facilities and
student-athlete overall experience. It is imperative that our department pays careful attention to results of the evaluation. Moreover, we need each student-athlete to
complete the evaluation in order for the results to be statistically significant. The higher percentage of student-athletes that complete the evaluation, the more accurate
the results will be. This will allow our administration to make more informed decisions in the future.
Recommendations/Action Items for next year: For 2014-2015, our goal is to have 60% of our student-athletes complete the post-season evaluation. To help
achieve this goal, our department will offer an incentive to complete the evaluation. The incentive will be in the form of a raffle. For example, if a student-athlete
completes the survey, he/she will be in the running to win a prize (i.e. gift certificate, Brockport athletics gear, etc.). We will continue to utilize Baseline’s capabilities to
administer these post-season evaluations. In addition, our department will be as transparent with the results of these evaluations. For example, once we compile the
results and make the necessary changes, we will communicate to the student-athletes that their evaluations contributed to that respective change. It is also important, in
certain circumstances, to share the results with coaches and staff. Furthermore, we will continue to utilize Baseline’s capabilities to evaluate other areas of the
department including but not limited to outside group events, alumni events, fundraising events (ie: Bob Boozer Golden Eagle Open) and special events for student-
athletes (ie: Senior Student-Athlete Luncheon).
2014-2015 Assessment Plan
This section summarizes the unit’s future plans for progress toward strategic goals. NOTE: Cut and paste this into the next year’s fully developed assessment plan.
Strategic Plan
Construct (also
include Strategic
Divisional
Priority/Objecti
ve(s)
Unit Goal Assessment
Objective
Assessment
Measures
Resources
Needed
Timeline Person
Responsible
0%
10%
20%
30%
40%
50%
Angel Angel Angel Baseline
2010-2011 2011-2012 2012-2013 2013-2014
37% 32%
27%
45%
Student-Athlete Post-Season Evaluation Completion Percentage
2010-2011 Angel
2011-2012 Angel
2012-2013 Angel
2013-2014 Baseline
Priority & Goal if
applicable) Co-curricular &
Support Programs EMSA:ATH:SG.03
Recruitment Strategies; Community Building and Collaboration
Improve the competitiveness of our intercollegiate athletics program
Coach’s
performance
program (specific
goals for program
vs. results)
Post Season
Student-Athlete
evaluations to
evaluate coaching
staff and overall
experience
Program’s
winning
percentage
(benchmark)
Post season
championship
participation
(benchmark)
Commissioners
Cup and Directors
Cup Standings
(benchmark)
Finish top 3 in the
SUNYAC Commissioners
Cup
Finish in the 140 in the
Division III Learfield
Sport Directors Cup
Increase overall winning
percentage to .620
Increase participation in
post-season
championships
(SUNYAC, ECAC, and/or
NCAA)
Feedback (quantitative
and qualitative) from
student-athletes
through post-season
evaluations
administered through
baseline
Dan Tudor consulting service is $6,000 /Yr
Throughout entire year.
Director – Erick Hart Associate Director – Susan Hoffman Assistant Director – Liam Welsh Coaching Staff Support Staff
Academic Quality & Engagement
Retention of Students
Improve the complete development of the student-athlete by focusing on academic and leadership performance
Weekly reports to track academic progress; Student-athletes GPA Post-season student-athlete evaluations to evaluate academic support
Final average student-
athlete GPA of 3.0 or
higher.
Student-Athlete average
GPA higher than general
student-body average
GPA.
Over 32% of student-
Limited – Administer surveys through Baseline
Throughout the academic year
Director – Erick Hart Associate Director – Susan Hoffman Assistant Director – Liam Welsh Academic Enhancement Coordinator –
Exceptional Talent and/or “at-risk” (S/A’s w/ 2.49 GPA or less) academic progress Exceptional talent retention rates Student-athlete average GPA vs. Total Student Body average GPA Retention Rates/graduation rates Amount of student-athletes participating in the student-leadership program Amount of Community service projects participated in
athletes earn Dean’s List.
Decrease in Exceptional-
Talents Dismissals
Increase in “at-risk”
(S/A’s w/ 2.49 GPA or
less) GPA’s to measure
impact of student-
resource center (study-
hall)
Feedback (quantitative
and qualitative) from
student-athletes
through post-season
evaluations
administered through
baseline
Steve Pike Coaching Staff
Learning Environment
and Quality of Place EMSA: ATH:SG.02
Recruitment Strategies
Address facility improvements to support recruitment of academically prepared and talented student athletes
Amount of revenue generated through outside reservations Amount of reservations made Administer surveys to outside groups after they
Raise over $50,000 in
outside group reservations
Recruit, attract and
manage over 40 outside
groups reservations as a
form of revenue
generation for Brockport
Athletics
Feedback (quantitative
and qualitative) from
student-athletes
Limited – Administer surveys through Baseline
Throughout the entire year
Director – Erick Hart Associate Director – Susan Hoffman Assistant Director – Liam Welsh Facilities Coordinator -Nathan Bull Coaching Staff Support Staff
rent the facility to measure their satisfaction level Administer post season surveys to the student-athletes through Base Line to measure their satisfaction level with the facilities
through post-season
evaluations
administered through
baseline
Co-curricular & Support Programs EMSA: ATH:SG.01
Community Building and Collaboration
Develop a comprehensive marketing program that identifies Golden Eagle athletics as a source of positive entertainment and as a community building activity (IE: Eagle Empire, GES)
Amount of sponsors Revenue regenerated through sponsorships Revenue generated through ticket sales (M/W Soccer, Football, Ice Hockey, M/W Basketball) Tracking attendance at home events Post event surveys (IE: Homecoming) Participants in Eagle Empire fan club/rewards program Viewership of Live Streamed Events/Website
Partner with over 35 local
and regional
businesses/organizations
through sponsorship
Generate over $25,000 in
sponsorship revenue
Generate over $30,000 in
ticket sales revenue
Increase home attendance
at home athletic events
Increase awareness of
the Eagle Empire
Rewards program
Offer events to engage
campus community (ie:
“Take a Kid to a Game
Day”)
Feedback (quantitative
and qualitative) from
student-athletes
through post-season
evaluations
administered through
baseline
Limited – Administer surveys through Baseline after selected events
Throughout the entire academic year
Director – Erick Hart Assistant Director – Liam Welsh Kelly Vergin – Director of Communications Coaching Staff Support Staff
Co-curricular & Support Programs
EMSA:ATH:SG.04
Community Building and Collaboration
Promote the Golden Eagle Society as the centerpiece of creating a culture of giving within the athletic department
Amount of Golden Eagle Society Members Amount of donations made to the Golden Eagle Society Amount of alumni events offered Giving rates (team, faculty, staff, etc.)
Over 950 members of the Golden Eagle Society Raise over $200,000 in donations for the Golden Eagle Society Each program offer an alumni event (18) 120 golfers registered for the Bob Boozer Golden Eagle Open 50% of coaches meet and/or exceed his/her program’s fundraising goals as established in his/her performance program
Est. $3,500 – cost of alumni receptions Administer surveys through Baseline to alumni after receptions
Throughout the academic year
Director – Erick Hart Assistant Director – Liam Welsh Kelly Vergin – Director of Communications Coaching Staff Support Staff
Points of Pride
This section allows for you to identify points of pride throughout the 2013-2014 year. These points of pride should align with The College at
Brockport’s Strategic Plans Constructs (Academic Quality & Engagement, Co-curricular & Support Programs, Learning Environment & Quality of
Place, Culture of Philanthropy & Alumni Connectedness), College Priorities, and/or College Goals. Also, note if the point of pride aligns with a unit
goal.
Point of Pride Strategic Construct/College
Priority/College Goal
Unit Goal
The average student-athlete GPA was 3.09 and 33% of student-athletes made the Dean’s List.
Academic Quality & Engagement Retention of Students
Improve the complete development of the student-athlete by focusing on academic and leadership performance
140 student-athletes selected to the SUNYAC All-Academic Team, which recognizes student-athletes that earned a 3.3 GPA for the semester in which they competed. 64 student-athletes selected to the
Academic Quality & Engagement Retention of Students
Improve the complete development of the student-athlete by focusing on academic
SUNYAC Commissioners List, which recognizes student-athletes that earned a 3.3 GPA for consecutive semesters.
and leadership performance
Brockport finished 5th
in the SUNYAC Commissioner’s Cup, which is the
best finish since 2009-2010. Co-curricular & Support Programs Recruitment Strategies; Community Building and Collaboration
Improve the competitiveness of our intercollegiate athletics program
Men’s Basketball wins SUNYAC Regular Season and SUNYAC
Tournament Championships. John Ivy earns SUNYAC Player of the Year
and becomes the school’s all-time scoring leader (1,683).
Co-curricular & Support Programs Recruitment Strategies; Community Building and Collaboration
Improve the competitiveness of our intercollegiate athletics program
Football wins the NJAC Regular Season and ECAC Northwest Bowl
Championships. Dan Andrews breaks the single game and season rushing
records for a freshman, earning him the NJAC Offensive Rookie of the
Year.
Co-curricular & Support Programs Recruitment Strategies; Community Building and Collaboration
Improve the competitiveness of our intercollegiate athletics program
Head Softball Coach, John Dumaw, breaks the all-time win record for
Brockport head coaches (any sport). Co-curricular & Support Programs Recruitment Strategies; Community Building and Collaboration
Improve the competitiveness of our intercollegiate athletics program
Head Men’s Basketball Coach, Greg Dunne, earns SUNYAC Coach of
the Year and National Coach of the Year. Head Baseball Coach, Justin
Beach, earns SUNYAC Coach of the Year.
Co-curricular & Support Programs Recruitment Strategies; Community Building and Collaboration
Improve the competitiveness of our intercollegiate athletics program
The Golden Eagle Society set a new record for membership (925) and
donations ($185,000). Co-curricular & Support Programs Community Building and Collaboration
Promote the Golden Eagle Society as the centerpiece of creating a culture of giving within the athletic department
In its first year of existence, Eagle Empire, a rewards program designed to increase student attendance at home athletic events, had nearly 2,000 students participate.
Co-curricular & Support Programs Community Building and Collaboration
Develop a comprehensive marketing program that identifies Golden Eagle athletics as a source of positive entertainment and as a
community building activity (IE: Eagle Empire, GES)
Brockport completes renovations to Bob Boozer Field at Eunice Kennedy
Shriver Stadium, with the installation of synthetic turf and lights.
Brockport unveiled the redesigned and renamed Bill Steele '62 Athletic
Weight Room located in Tuttle South.
Learning Environment and Quality of Place Recruitment Strategies
Address facility improvements to support recruitment of academically prepared and talented student athletes
Please list no more than seven accomplishments that your department achieved in 2013-2014.
These will be submitted for inclusion in the College Accomplishments publication.
Accomplishment Description Data/Results (where possible)
Summary/Conclusion
Brockport finished 5th
in the
SUNYAC Commissioner’s
Cup.
It is our best finish in the
SUNYAC
Commissioners Cup in 5
years.
The SUNYAC
Commissioners Cup is
an external
comparison. It allows
Brockport to measure
its athletics success
against the 9 other
institutions.
For 2014-2015, our goal is to finish top 3 in the SUNYAC Commissioners Cup. We will continue to work to improve the competitiveness of our intercollegiate athletics program
The average student-athlete GPA was 3.09 and 33% of student-athletes made the Dean’s List.
There was a 0.08 GPA
increase from the
previous year. The
percentage of student-
athletes that made the
Dean’s List increased 8%
from the previous year.
Key Performance
Indicators to assess
historical trends. Our
department also sets
benchmarks to
measure success in
this area.
We will continue to focus on developing the “student” in “student-athlete” by providing resources to improve academic performance and by collaborating with other campus departments.
Men’s Basketball wins the
SUNYAC Regular Season and
SUNYAC Tournament
Championships and Brockport
was selected to host the first
The Brockport Men’s
Basketball Team earned
an automatic bid to the
NCAA tournament with
its victory over
External Comparisons
such as national and
regional rankings.
The success of the men’s
basketball team was felt by the
entire campus. Hosting post-
season championship events is
something we will continue to
and second round of the NCAA
Division III Men’s Basketball
Championships.
Plattsburgh in the
SUNYAC championship
game. Since their record
was one of the best in the
country (24-3), they were
selected as the host
institution for the first
and second round of the
NCAA Division III
Men’s Basketball
Championships
strive for. It is a wonderful
opportunity to put our student-
athletes in a position to be
successful and increase exposure
for our campus.
Football student-athlete, Kyle Carman, received the SUNY Chancellor’s Scholar-Athlete award.
This award is given to a member of the first or second All Conference or All- Tournament team with a minimum GPA of 3.3 for at least 3 semesters.
Key Performance
Indicator - GPA
Winning Percentage: Men – 91 – 49 – 8 (64%) Women – 91 – 82 – 1 (53%) Overall – 182 – 131 – 9 (58%)
The men increased their
winning percentage by
13.5%. The women
increased their winning
percentage by 2.1%.
Overall, our athletic
teams winning
percentage increased
7.3%.
Key Performance
Indicators to assess
historical trends. Our
department also sets
benchmarks to
measure success in
this area.
For 2014-2015, our goal is to have an overall winning percentage of 62%. We will continue to work to improve the competitiveness of our intercollegiate athletics program.
Ellsworth finished second is the
annual SUNY Mascot
Challenge.
The SUNY Mascot
Challenge included 43
SUNY campuses
representing 637 athletics
teams and 363,000
students. Brockport
finished a close second.
External Comparison This competition helped increase
exposure for the Brockport brand
but, more importantly, it helped
build school spirt for its students,
alumni and supporters.