Our Progress
BUILDING CHAMPIONS
AND
PREPARING LEADERS
Focus Areas Progress
Goals Progress
I. Student-Athlete Experience
GOAL 1: Enhance Leadership And Life Skills Programming To Build Champions and Prepare Leaders For Life After Athletics
1A
Add a staff position devoted to leadership development and life skills.
Complete.
1B
Develop a student-athlete and family-orientation program.
Expected to be completed fall 2019.
1C
Create a curriculum that addresses post-college life.
Revamped mandatory orientation class for all freshmen and transfer student-athletes. Expanding additional life skills programming and Title Tuesday programing for 2017-18.
1D
Expand opportunities for the Student-Athlete Advisory Committee.
Established a new nominaton process for SAAC committee membership in fall 2018. Continue to find ways to encourage participation and expand scope of feedback provided by the SAAC to Athletic Administration. New committee structure launched in fall 2017 and will continue to tweak as needed.
GOAL 2: Maintain High-Quality Athletic Training, Sports Medicine, Athlete Performance, Psychological, And Nutritional Services And Support To Our Student-Athletes
2A
Tour other athletic training tables to assist with planning.
Complete.
2B
Transition Champs into a student-athlete dining hall.
Champs rebranded, and enhanced student-athlete meals introduced in fall 2017.
2C
Enhance access to higher-quality nutritional meals and between-meal snacks for student-athletes.
Dining services implemented snack spread in summer during lift periods, and enhanced Champs' menus.
2D
Educate student-athletes on selection of food choices at Champs.
Proteins, carbohydrates, fruits and vegetables, and high-calorie and high-fat foods are labelled and color coded. Info graphics explaining introduced fall 2017.
2E
Determine staffing level of an athletic-department nutritionist.
Full-time nutritionist Charles Ashford was hired in June 2017. Sports nutrition intern added summer 2018.
2F
Establish a nutritional supplement program.
Implemented training table option in fall 2017. Budget allocations for food/supplements/enhancements for all sports. Partnered with Coca-Cola and Fairlife for Core Power recovery shakes. Secured collegiate-based pricing and free refrigerators for facilities. Partnered with Klean to use NSF-certified supplements for quality and safety assurance.
2G
Determine appropriate staffing levels in strength and conditioning.
Strength and conditioning staff reorganization completed in summer 2018.
2H
Assess facilities and identify opportunities in facility master plan to accommodate greater space.
Complete.
GOAL 3: Develop a comprehensive plan and enhance resources to foster academic success for all student-athletes
3A
Add a learning specialist for student-athletes with learning disabilities and academic challenges.
Full-time learning specialist was hired on January 1, 2017
3B
Work with campus leadership on scheduling to help student-athletes complete courses while also competing.
Complete.
3C
Assess facility needs for a first-class academic support system.
Complete.
3D
Establish department goals/metrics in APR, graduation rates, student-athlete GPA / retention.
Ninety-percent graduation success rate; department GPA of 3.0 or higher; improved APR to ensure qualification for NCAA funding.
GOAL 4: Solidify and strengthen relationships between the university and athletics
4A
Athletic honors reception for student-athletes.
Initial reception hosted in spring 2018.
4B
Faculty highlight at every home football, volleyball, and basketball game.
Recognitions began in fall 2017.
4C
Meet and greet with Deans and department heads at a football spring practice.
First meet and greet held April 5, 2017. Take place each spring and/or fall camp.
4D
Utilize athletic director suite at football games to host key campus and community leaders.
Implemented in 2016.
GOAL 5: Enhance the current environment to maximize student-athlete development and success holistically
5A
Establish a process for annual online evaluations for all student-athletes.
Online surveys were distributed to all student-athletes in April 2017, with 280 responses. Summary of findings presented to vice president for athletics in June 2017.
5B
Establish a process to conduct exit interviews with graduating seniors.
Initial exit interviews were conducted by Christy Crutsinger, faculty athletic representative, and the Athletic Council in May 2017. Summary of finding presented to vice president for athletics in June 2017.
II. Pride And Tradition
GOAL 1: Create more meaningful opportunities and organization structure to engage UNT Letterwinners
1A
Identify UNT athletic liaison to Letterwinners Association.
Hank Dickenson appointed liaison to North Texas Letterwinners Association.
1B
Complete Letterwinners Association leadership structure.
Constitution completed summer 2017, initial president and at-large board of directors named, and new officers selected.
1C
Build a comprehensive database and management system of letterwinners.
Complete.
1D
Increase active Letterwinners Association membership, and develop annual events and ticketing strategy.
Complete.
1E
Identify athletic events and functions to highlight the Association.
Special events began in September 2017. More are planned, including Champions Weekend and reunions.
1F
Create a Letterwinners Association website.
The website meangreenforlife.com was launched on Aug. 7, 2017. New features, including Where Are They Now, are being posted on the site.
GOAL 2: Strengthen communication and outreach to UNT Alumni, with specific focus on those in the DFW metroplex
2A
Work with the university on consistent brand and messaging.
Complete.
2B
Create a young alumni program.
Young Alumni ticket promotion launched in summer 2017.
2C
Develop a UNT athletics multimedia messaging/marketing campaign.
Complete.
2D
Create student club for future alumni.
In progress.
GOAL 3: Create a deeper connection and outreach strategy with the local and regional community to fuel greater attendance at games and meaningful relationships to UNT and UNT Athletics
3A
Define the North Texas Athletic community and build a 12-month involvement plan.
Complete.
3B
Work with coaches on outreach and community service plans.
Complete.
3C
Expand events hosted on campus and in athletic venues to expose more people to UNT and UNT Athletics.
Expanded number of high school playoff games hosted at Apogee Stadium. Hosted the Drum Corp International competition at Apogee in summer of 2019. Exploring for 2019-2020 movie nights at the new Soccer and Track & Field Stadium and a concert at Apogee in spring 2020.
3D
Develop a Mean Green Business Pack marketed to local businesses.
In progress.
3E
Continue to improve and develop the entertainment value of attending Mean Green events.
Complete.
GOAL 4: Do a better job of telling our story and educating students, alumni, and fans about who we are
4A
Create a data-collection link on the website that encourages fans to tell their stories.
In progress.
4B
Expand coverage of human-interest stories on coaches and student-athletes.
North Texas "Born and Bred" video series highlighting players launched in July 2017, and additional features being added to meangreensports.com and meangreenforlife.com.
GOAL 5: Become a first choice for prospective students, student-athletes, and for those looking for family entertainment in the DFW area
5A
Establish a game-day experience committee.
Creative Committee established in summer 2017. First meeting held in July 2017.
5B
Establish ticket plans to make UNT athletic events more affordable.
Family 4 Pack launched October 2017. Will continue to make ticket packages affordable. Payment plans available for all packages.
5C
Target elementary, middle school, and high school attendance at games and increase on-campus visits.
First events held in 2017, including FCA Fields of Faith and Mean Green Fan Fest.
III. Fiscal Accountability And Transparency
GOAL 1: Establish budgetary processes that ensure more efficient short term and long term planning
1A
Work with head coaches and department heads on a zero-based budgeting process.
Completed in July 2017 for financial year 2018 budget cycle.
1B
Benchmark revenues and expenditures with C-USA, Group of Five, and relevant peers.
On going.
1C
Establish three- and five-year budget models.
Complete.
1D
Implement sport-program administrator communication and oversight.
Completed and assigned in May 2017.
GOAL 2: Provide greater transparency with campus leadership, donors, and fans regarding athletic department performance
2A
Provide overview of department revenues and expenses for North Texas Athletics Annual Report.
First Annual Report released in fall 2018, second annual report to be released fall 2019.
2B
Explore a web-based feedback portal for fans, alumni, and donors related to their experience.
Implemented feedback form through meangreensports.com. Will continue to evaluate options to extend transparency of actions taken to our constituents.
IV. Invest In Excellence: Win With People
GOAL: Establish a culture that invests in and rewards excellence
A
Develop an incentive plan for employees that rewards excellence.
All contract coaches have incentives and have received some revised incentives.
B
Develop approach to expressing appreciation for a job well done throughout the department.
Birthday cards sent from athletic director to office staff. Working with HR to highlight star performers. Staff meetings highlight departmental successes.
C
Prepare leaders and build greater loyalty among the staff.
Complete.
D
Conduct an annual staff retreat prior to each school year.
First staff retreat, with guest speaker Chad Hennings, held summer 2017.
E
Work with finance to establish professional development budgets for each sport and department.
Zero-based budgeting process completed summer 2017. Increases provided across all sports in various operational areas, with professional and leadership development one area of focus.
F
Establish a mentoring program for aspiring athletic administrators.
Complete.
G
Create a social event calendar for departmental staff.
Will host the Collegiate Athletics Leadership Symposium in October 2019. Will provide additional brown bag lunches through 2019-20 to assist aspiring adminsitrators with leadership and professional development by bringing in experienced leaders in the field.
V. Competitive Excellence
GOAL 1: Outline competitive expectations for each sport that are consistent with resource allocation across Conference USA
1A
Work with coaches to develop championship plans.
Comprehensive year-end evaluations and wrap ups conducted with each head coach at the end of the season. Continued refining a formalized document to guide those conversations.
1B
Develop evaluation tool for coaches that promotes accountability and progress.
Will launch a revised Mean Green Cup through SAAC to measure activities and engagement by student-athletes and programs in the areas of community service, academic performance, attendance at athletic contests, attendance at life skills events hosted by department. We also utilize formal data in end of year student-athlete surveys, along with specific conversations and goals targeted at competitive excellence, recruiting, staff devleopment, etc.
1C
Research Directors’ Cup scoring structure.
Five-year data has been collected and currently being evaluated by director of athletics. Will continue to add data to spreadsheet for annual discussion as appropriate.
1D
Complete facility master plan.
Light The Tower Master Plan unveiled fall 2018.
GOAL 2: Attract and recruit exceptional student-athletes with high character and commitment to excellence and hard work
2A
Work with coaches and campus leadership to identify accolades and strengths/selling-points for recruiting.
Completed August 2018.
2B
Evaluate and develop a comprehensive recruiting strategy.
Initial recruiting summit held July 2018. Feedack gathered and continuing to develop recommendations to improve the overall recruitment of student-athletes to UNT. Implemented changes to offical visit days around football programs; joint tailgates; combined check in for all student-athletes. Compliance added universal credentials for sports other than football to be used on offical visits in conjuction with home contests for fall 2019.
VI. Program Integrity
GOAL 1: Maintain a comprehensive, effective compliance program that provides innovative solutions and exceptional service in delivering the expectations set forth by the NCAA, C-USA, and the University of North Texas
1A
Annually review and enhance educational efforts to address compliance issues.
Conducted NCAA Academic Unit continuing education in February 2018 for coaches, compliance team, senior staff and campus constitutents to provide better understanding of APR, GSR and fed grad rates to identify ways to better position UNT to receive future enhancement funds. Establishing a continuing education calendar to identify specific topical areas to be addressed strategically throughout the year.
1B
Conduct a compliance review every five years.
Completed summer 2018.
1C
Benchmark all compliance efforts and staffing levels against peer institutions.
Completed fall 2018.
1D
Gather feedback from coaches and constituents to update compliance policies and procedures.
Participated in Lone Star Compliance Summit and C-USA Compliance Resources Survey to assess how UNT measures among peer institutions. Will add a position to focus primarily on financial aid and bylaws related to fiancial aid processes. Restructures Assistant Director position to Director to meet growing demands.
GOAL 2: Create an environment that embraces diversity and inclusion
2A
Conduct a comprehensive Title IX review.
Complete.
2B
Enhance training opportunities in diversity and inclusion.
Conducted cultural bias and awareness training at all-staff orientation in July 2019. Will continue to work with OEO to provide annual training with all staff.
2C
Assess athletic facilities to provide necessary accommodations.
Completed of Soccer and Track & Field Stadium, upgrades to men's basektball locker room, and upgrades to women's basketball locker room. Scheduled renovatons/makeover of Mean Green Village to improve facilities for volleyball, golf, soccer and softball.
GOAL 3: Maintain a comprehensive educational support structure to ensure the highest levels of academic integrity among student-athletes
3A
Annually review and enhance academic support policies and procedures.
Conducted NCAA Academic Unit continuing education for coaches, compliance team, senior staff and campus constitutents to provide better understanding of APR, GSR and fed grad rates to identify ways to better position UNT to receive future enhancement funds.
3B
Establish clear expectations for campus partners that assist with NCAA compliance.
Completed CUSA Compliance Audit, implementing various recommendations accordingly.
VII. Fan Experience
GOAL 1: Create simplified access for any fan to acquire tickets, food, parking and other game-day amenities.
1A
Review and add point-of-sale locations on gameday.
Added three beer kiosks, two registers at home side North Texas Cantina booth. Added eight hawkers to served bottled beverages and Lemon Chills in the stands.
1B
Allow all transaction locations to accept credit cards or other newer payment methods.
Complete.
1C
Simplify the ticket-buying and donation process.
Paciolan implemented summer 2018, speeding up process for fans.
1D
Further implement the online seat-selection process.
Paciolan implemented summer 2018, speeding up process for fans.
1E
Evolve student ticketing to be completely mobile.
Utilization of Experience software to handle all student ticketing through mobile applications. Will also utilize with various groups throughout the year.
GOAL 2: Utilize technology as appropriate to engage and enhance fan interaction
2A
Update in-venue Wi-Fi and video screen technology throughout new facilities.
Conducted analysis to add enahnced wi-fi throughout Apogee Stadium. Will evaluate the impact of future 5G networks and make adjustments to existing study.
2B
Implement mobile-based concession options.
Complete.
2C
Implement technology to better engage the fan base.
In progress.
2D
Improve live streaming with enhanced production and technology upgrades.
Completed upgrades of equipment.
2E
Emphasize data analytics, collection, and cleaning to better understand fan behavior.
Football and basketball fan surveys conducted; transitioning to Paciolan.
2F
Personalize and segment all data to target larger groups.
Complete.
GOAL 3: Build a unique game-day experience in all venues that extends beyond the sidelines
3A
Create hospitality areas throughout all facilities.
Added Cabanas and Touchdown Terrace at Apogee Stadium, Loge Boxes at Super Pit. Revamped student tailgating implemented.
3B
Extend the game-day experience beyond the playing surface.
Enhanced branding in concession areas, such as souvenir popcorn tubs and French fry cups.
3C
Implement unique traditions and Instagramable moments.
Added elements in and around Apogee, the Super Pit and Athletic Center to encourage social-media posts that highlight the UNT Athletics brand including "Mean" Joe Greene statue in front of Apogee Stadium.
3D
Add a wireless camera to showcase fans attending games.
Added fall 2018.
GOAL 4: Implement concentrated efforts among all staff to enhance customer service at all venues
4A
Implement a Mean Green Standard customer-service program.
Mean Green Standard finalized in summer 2017, and shared with departmental staff in July 2017.
4B
Add a club and suite will-call window at Apogee Stadium.
Increased will call booths and greatly improved flow and fan experience.
4C
Increase parking options for all home events to include neighborhood partner locations.
Expanded Fouts/Orange Lot parking by 1100 spaced in summer 2019. Opened additional season-parking options for MGSF members in the Orange Lot starting in fall 2019.
4D
Add satellite parking lots and improve navigational signage.
Uber and Lyft drop off/pick up location established. Navigational signage plans finalized with NTPD and City.
4E
Develop fans and businesses into brand champions.
In progress.
GOAL 5: Develop deeper relationships with all fans to express our gratitude for their commitment to Mean Green Athletics
5A
Build plan for stewardship and follow-up.
Established new stewardship matrix in spring 2018.
5B
Create a rewards program for fans across all sporting events.
Testing feasibility through MGSF referral program.
5C
Grow partnerships with Denton youth and businesses.
Complete.
5D
Build on student-engagement plan to extend to young alums.
Two free season tickets for basketball and football and discounted Mean Green Scholarship Fund membership (in the $300 Green & White level for just $25) available to alumni who graduated in last year. Graduates from last five years able to purchase season tickets for football for $50 and their MGSF membership is elevated to the Green & White level for $25-$300.
5E
Drive student-athlete involvement on campus and in the community.
SAAC Retreat held on August 26, 2017. Additional events and service projects scheduled.
VIII. Revenue Generation
GOAL: Develop a revenue plan that enables the pursuit of goals outlined in this strategic plan
A
Finalize multi-media rights deal to increase guaranteed revenue at least 50 percent annually.
Completed memorandum of understanding in spring 2017.
B
Increase Mean Green Scholarship Fund membership 100 percent over the next five years.
In progress.
C
Increase Mean Green Scholarship Fund donations 100 percent over the next five years.
In progress.
D
Increase outside event revenue from $50k annually to $150k.
In progress.
E
Increase ticket revenue 100 percent over the next five years.
Completed in 2018.
F
Negotiate new apparel/equipment agreement.
Completed in 2018.
G
Develop athletics capital campaign for facility master plan.
Light The Tower Master Plan unveiled in fall 2018.
H
Launch rebranded Mean Green Club focused on student-athlete scholarships.
Mean Green Scholarship Fund launched in winter 2018, with website meangreenscholarshipfund.com.
