The Northwestern University Department of Athletics & Recreation (NUDAR) is committed to providing an exceptional student-athlete experience, enriching the intellectual development of all student-athletes, providing life-changing opportunities, and creating support for the institution among our many constituents that include students, faculty, staff, alumni, friends, members of the Chicagoland community, and corporate partners. To demonstrate that commitment and to enhance accountability for all NUDAR student-athletes, coaches, and staff, the Department embarked on a strategic planning process in February 2022 to more clearly define our vision, core values, mission, pillars, and strategic priorities for the next five years. The result is R.I.S.E. Northwestern: A Strategic Plan for Excellence that will guide our decision-making, our allocation of resources, and our everyday commitment to who we are and who we aspire to become. This strategic plan builds on the incredible foundation set by both former and current NUDAR employees as well as those in our campus community. Above all else, our goal is the success of our student-athletes as we help prepare them for productive and meaningful lives. As we pursue this objective, we are responsible for managing all elements of the Athletics program efficiently and effectively. To that end, this five-year Strategic Plan focuses on four key areas: Student-Athlete Experience, Competitive Success, Organizational Effectiveness, and Community Engagement. We believe this plan positions us for success, even as Intercollegiate Athletics and the Big Ten Conference evolve in a fast-changing environment. Northwestern University is among the world’s most recognizable and admired higher education institutions, and the Department of Athletics & Recreation will continue to make positive contributions to this outstanding University. Ultimately, while R.I.S.E. Northwestern is a written roadmap, it is intended to be a living and breathing document. The plan and its contents will be prominently displayed throughout the Department and shared with campus leaders, with its core pieces widely publicized, promoted and emphasized, as daily reminders to our commitment to elevate NUDAR to unprecedented heights. With a steadfast commitment to our vision, values, and mission, we are confident that there is nothing that we cannot achieve TOGETHER. We want to thank the more than 1,500 constituents who gave their time and candid insight during the strategic planning process. As you will read in the following pages, our strategic planning process was comprehensive, inclusive, and wide-ranging, involving several different platforms including a collaboration with the University’s Office of Institutional Research, for which we are extremely grateful for their guidance and work. I personally thank the members of the Strategic Planning Committee for their commitment to the betterment of our community and for the path they have set forth in this plan. As we continue to build upon past successes and plan for a stellar future, now is the time for Wildcat Athletics to R.I.S.E.! Please take the time to read through R.I.S.E. Northwestern: A Strategic Plan for Excellence, and we thank you for your continued support. Positively, Dr. Derrick Gragg COMBE FAMILY VICE PRESIDENT FOR ATHLETICS AND RECREATION Dear Northwestern Family: 1 A Strategic Plan for Excellence: 2022
THE PROCESS Monique Holland Chair, Deputy Director of Athletics and Chief of Staff Maria Sanchez Vice-Chair, Senior Associate Athletics Director, Chief Diversity and Inclusion Officer Bernard Banks Associate Dean for Leadership Development & Inclusion and Clinical Professor of Management and Organizations, Kellogg School of Management Marisa Bast Alumnus, Strategy and Operations Manager, DoorDash Tracey Fuchs Head Field Hockey Coach Robert Gundlach, Ph.D. Faculty Athletics Representative Emeritus and Professor, Department of Linguistics Tyler Haskins Football Student-Athlete Tyler Jones Executive Senior Associate Athletics Director for Revenue Generation and Strategic Initiatives Paul Kennedy Associate Athletics Director for Strategic Initiatives and Communications Anthony Kirchmeier Assistant Dean of Students, Director of Off-Campus Life Therese McGuire, Ph.D. Professor of Strategy, Kellogg School of Management, Past President of the Northwestern Faculty Senate Hari Osofsky, Ph.D. Dean, Pritzker School of Law Maureen Palchak Former Associate Athletics Director for Recreation and Athletics Management Russell Payne Head Men’s Soccer Coach Kiera Shanley Lacrosse Student-Athlete Rachel Velez Associate Athletics Director for Human Resources The work on R.I.S.E. Northwestern: A Strategic Plan for Excellence, began with a charge from Dr. Derrick Gragg, Combe Family Vice President and Director of Athletics & Recreation, in February 2022 to the Strategic Planning Committee (SPC). The Committee was chaired by NUDAR Deputy Director of Athletics and Chief of Staff Monique Holland, assisted by Senior Associate Athletics Director, Chief Diversity and InclusionOfficer Maria Sanchez. Themembers of the SPCwere intentionally diverse and represented multiple constituencies which touched Athletics & Recreation, including NUDAR student-athletes, staff, head coaches, as well as faculty members, alumni, and deans. The members of the committee include: R.I.S.E. NORTHWESTERN 2
The SPC worked inclusively over a period of six months to develop a timeline and a strategy for data collection, to evaluate the data, to discuss a draft plan and finally, to produce R.I.S.E. Northwestern: A Strategic Plan for Excellence. Data collection and input was gathered through several methods during the months of April, May and June 2022: FOCUS GROUPS The SPC held Focus Groups via Zoom over a period of four weeks, organized by constituencies, with invitees reflecting a wide-array of perspectives. The constituencies included: club sports and intramural sports students; band, cheer, and Wildside students; student-athletes; Recreation community members; members of the Office of Student Affairs; head coaches; assistant coaches; season ticket holders; donors; and alumni. Each Focus Group was led by one or two members of the SPC, who presented a consistent set of questions and prompts to each group. Participants were granted anonymity. In total, there were fifteen (15) Focus Groups sessions involving 117 participants. SMALL GROUP CONVERSATIONS For select members of the Northwestern University community, small group conversations were held to solicit feedback, including members of the Dean’s Council, the Faculty Senate Executive Committee, the Office of Student Affairs, the Committee on Athletics & Recreation, and the NUDAR Executive Staff. The anonymous feedback was shared with the SPC. SURVEYS A survey was created in partnership between the SPC and the University’s Office of Institutional Research to provide thousands of Northwestern community members with the opportunity to provide input into the strategic planning process. The survey was sent to 20% of most of the identified constituency groups and to 100% of NUDAR staff and student-athletes, resulting in 13,887 individuals receiving the invitation to participate including: students (undergraduate and graduate), student-athletes, NUDAR staff, University faculty and staff, alumni, Wildcat Fund members, season ticketholders, and community members. Invited participants were given fourteen days to complete the survey, with a final response rate of approximately 8.9% or 1,235 completed surveys. Inaddition to the randomselectionof recipients, the surveywas posted to theNorthwestern Department of Athletics & Recreation website, allowing for any member of the community to provide input regardless if they were invited to a Focus Group, a Small Group Conversation, or to participate in the survey. The survey data was collected and analyzed by the Office of Institutional Research and provided to the SPC for its consideration. CLIMATE SURVEYS, PROGRAM REVIEW AND LISTENING TOUR High-level conclusions from previous climate surveys, program reviews and listening tours conducted by NUDAR, were also used for consideration by the SPC. PEER STRATEGIC PLANS The Department of Athletics’ strategic plans issued by several peer institutions were collected and reviewed, providing a benchmark for the SPC’s work. Overall, more than 1,500 individuals were a part of the strategic planning process. Note: Many aspects of this plan, including our mission and our strategic priorities, are purposely focused on Athletics. Our Recreation leadership teamwill work to develop a robust strategic plan to guide its work. A Strategic Plan for Excellence: 2022 3
PROVIDE TRANSFORMATIONAL EXPERIENCES THROUGH A COMMITMENT TO COMPREHENSIVE EXCELLENCE IN ATHLETICS AND RECREATION. OUR VISION RISE: NORTHWESTERN 4
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THE NORTHWESTERN DEPARTMENT OF ATHLETICS & RECREATION OPERATES BY A SET OF CORE VALUES, WHICH DEFINE AND GUIDE OUR DECISIONS AND OUR ACTIONS: OUR VALUES RISE: NORTHWESTERN 6
Pursue the very best in every endeavor RESPECT INTEGRITY SERVICE EXCELLENCE Foster an environment in which all people feel welcomed, valued, and affirmed Maintain the honor and character to do what is right Care for oneself, for others, and for the community 7 A Strategic Plan for Excellence: 2022
TO CREATE AN INCLUSIVE ENVIRONMENT THAT DELIVERS LIFE-CHANGING OPPORTUNITIES TO SUPPORT AND EMPOWERWILDCATS TO REACH THEIR MAXIMUM POTENTIAL IN PURSUIT OF EXCELLENCE IN THE CLASSROOM, IN COMPETITION, AND IN THE COMMUNITY. OUR MISSION RISE: NORTHWESTERN 8
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OUR PILLARS TO MEET OUR MISSION AND TO ACHIEVE OUR VISIONWHILE REMAINING LOYAL TO OUR CORE VALUES, WE HAVE IDENTIFIED THE FOLLOWING AREAS AS THE FOCUS OF OURWORK. RISE: NORTHWESTERN 10
STUDENT-ATHLETE EXPERIENCE We will provide a holistic experience for student-athletes through a commitment to academic, personal, and athletic development. ORGANIZATIONAL EFFECTIVENESS We will ensure a culture that includes a systematic approach to organizational practices that promote effectiveness, efficiency, productivity, and quality. 1. 3. 2. 4. COMPETITIVE SUCCESS Our varsity sport programs will compete at the highest levels of their sport in pursuit of championships led by outstanding coaches and support staff. COMMUNITY ENGAGEMENT We will be a foundational connecting point for the global Wildcats community. 11 A Strategic Plan for Excellence: 2022
IN ALIGNMENTWITH OUR PILLARS, WE HAVE IDENTIFIED CRITICAL PRIORITIES AND MEASURABLE GOALS THATWILL GUIDE OUR PURSUIT OF COMPREHENSIVE EXCELLENCE. STRATEGIC PRIORITIES RISE: NORTHWESTERN 12
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1. Promote Academic Success · Provide comprehensive support services to ensure every student-athlete has the support and resources needed to earn a Northwestern degree · Review the impact of undergraduate and graduate transfers via the transfer portal on the academic services staff and on campus partners · Create opportunities for student-athletes to engage with faculty and campus staff to provide a deeper understanding of the student-athlete experience · Build relationships between NUDAR staff and campus partners and stay up-to-date on campus resources that support the academic experience of student-athletes 2. Facilitate Holistic Development · Restructure Student Development efforts to meet the evolving needs of student-athletes, placing emphasis on alignment, equity, and inclusion in all programming · Remain an industry leader in athletic and non-athletic career professional development · Leverage Northwestern’s internal resources and external relationships to provide a first-class NIL program · Develop key touchpoints to highlight the continued excellence of NU for Life on the local and national levels 3. Promote Health andWellness · Enhance the understanding of mental health conditions affecting student-athletes and provide themwith the coping skills to navigate mental health challenges · Create an environment of excellence for studentathlete healthcare focused on quality service and staff fulfillment · Develop a formal Sports Science unit to optimize student-athlete wellness and to implement effective injury and risk reduction measures · Enhance athletic performance by fostering intra- and inter-unit collaboration through comprehensive programming, data analysis, and model practice with wearable technologies STUDENT-ATHLETE EXPERIENCE 1. STRAT EG I C PR I OR I T I ES We will provide a holistic experience for student-athletes through a commitment to academic, personal, and athletic development. R.I.S.E. NORTHWESTERN 14
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1. Develop andMaintain aWinning Culture · The Department of Athletics & Recreation will finish in the Top 30 in the NACDA Learfield Directors Cup, an indicator of comprehensive competitive success · All Northwestern varsity athletic teams, including student-athletes, coaches and staff, will live—and win—the Northwestern Way: R.I.S.E. 2. Identify, Support, and Develop Exceptional Coaches · Attract and retain elite coaches through competitive compensation packages, professional development opportunities, and investments into their respective sport programs · Foster an inclusive working environment through intentional collaboration with department leadership 3. Recruit and Retain Outstanding Student-Athletes · Create a sustainable model to recruit, develop and retain elite student-athletes · Promote year-round digital storytelling and use of social content for sport programs and NUDAR to better promote student-athletes 4. Evaluate and Invest in Facilities · Develop a staffing model to support each individual program’s facility needs and review all program facility operations · Evaluate and address the needs of each Athletics and Recreation facility to maintain superior competitive facilities · Build and maintain accessible elite facilities that optimize athletic performance and fan engagement 5. Enhance Resources · Assess and allocate resources needed to support competitive success for each athletic program · Allocate funds to support apparel and equipment needs of sport programs COMPETITIVE SUCCESS 2. STRAT EG I C PR I OR I T I ES Our varsity sport programs will compete at the highest levels of their sport in pursuit of championships led by outstanding coaches and support staff. R.I.S.E. NORTHWESTERN 16
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1. Foster Cross-Campus Collaboration and Alignment · Establish and enhance intentional and strategic relationships with campus partners · Implement and strengthen department-wide initiatives 2. Prioritize Equity, Diversity, and Inclusion Across All Units/Teams · Build competence, understanding, and skills needed to foster a safe, healthy, inclusive community · Strengthen organizational framework to better serve student-athletes, staff, coaches, and campus partners in the advancement of equity, diversity, and inclusion · Advance a culture of equity, diversity, and inclusion in NUDAR through action 3. Protect the University’s Culture of Compliance · Foster an environment of appropriate use of emerging technologies in alignment with the University’s policies, guidelines, and practices · Determine necessary resources to maintain institutional control over Athletics and compliance · Implement a plan for long-term sustainability and excellence of the Athletics Compliance Program · Proactively mitigate the risk and reputational damage to the University · Ensure new initiatives, policies, and practices align with University values, standards, and goals 4. Promote Fiscal Responsibility · Manage resources to decrease debt and to re-establish an operating contingency for the department while increasing support for current operations and new initiatives 5. Increase Revenue Generation · Increase discretionary annual dollars through revamped Wildcat Fund, targeting a 30% increase in annual giving over the next five years · Increase the number of donors to Northwestern Athletics by 25%over the next five years · Fundraise for approved sport-specific projects, initiatives, and endowments to limit the need for annual operational support · Manage large contracts strategically to increase the available department resources 6. Enhance Professional Performance Efforts · Evaluate and enhance current performance excellence programs to align with University systems, priorities, and NUDAR expectations · Strengthen the organizational framework, processes, and communication to provide continual professional development and growth opportunities for staff ORGANIZATIONAL EFFECTIVENESS 3. STRAT EG I C PR I OR I T I ES We will ensure a culture that includes a systematic approach to organizational practices that promote effectiveness, efficiency, productivity, transparency, and quality. R.I.S.E. NORTHWESTERN 18
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1. Enhance Storytelling · Strengthen meaningful and intentional connections to the Athletics program and modernize the telling of NUDAR stories locally, nationally, and globally · Build a contemporary and comprehensive fan engagement unit within the athletics department that will focus on developing and sharing the compelling stories and achievements of our student-athletes, coaches, staff, and alumni 2. Leverage Strategic Partnerships · Assess innovative revenue opportunities and invest in strategic growth of existing revenue sources · Evaluate all strategic partnerships to develop a comprehensive approach for renegotiations and future opportunities that grow revenue while enhancing the NUDAR brand · Deploy consistent annual programming throughout the Chicagoland Area to bolster brand affinity, strengthen regional strategic revenue partnerships, increase attendance, engage key stakeholders, and uncover additional revenue generating opportunities 3. Engage Stakeholders · Strengthen and bolster campus collaboration to grow institutional affinity and pride for NUDAR among our students, faculty, and staff · Leverage Northwestern University’s brand and resources to serve as a beacon for the community that provides transformational impact to the Evanston community · Restructure Wildcat Fund around one program to increase discretionary support and to maximize seating donations (Welsh-Ryan Arena, New Ryan Field, additional philanthropic annual support) 4. Deliver First-Class Fan Experience · Deliver a remarkable fan experience by implementing cutting-edge strategies that resonate with a new generation of Wildcat fans · Identify areas of improvement in customer service and the fan experience across all sports and programs · Implement available and emerging digital strategies that streamline the user experience across a curated customer journey COMMUNITY ENGAGEMENT 4. STRAT EG I C PR I OR I T I ES We will be a foundational connecting point for the global Wildcats community. R.I.S.E. NORTHWESTERN 20
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