A. INTRODUCTION
This section provides an assessment of University and Athletics Department Support Systems' (infrastructure) readiness for the potential transition from NCAA Division I-AAA to Division I-AA and then to Division I-A.
The Consultants identified eighteen Support Systems that are basic to Division I-AAA as well as to the introduction of football. Within each Support System, four consistent operational categories are reviewed: Personnel, Facilities, Equipment and Budget. Unless noted, it is assumed that recommendations made for Divisions I-AAA and I-AA are foundational to advancing to Division I-A.
B. OBSERVATIONS
Collectively, UTSA's Support Systems are quite mature for NCAA Division I-AAA. However, a progression to Division I-AA and then I-A will demand a heightened sophistication of all Roadrunner Support Systems.
This progression will require four basic activities: (1) Design an External Affairs model that offers optimal revenue and stewardship capabilities; (2) Develop contemporary facilities to support a championship level Division I-A program; (3) Hire and retain necessary personnel; (4) Establish dedicated operating budgets and adequate funding for all cost centers.
To achieve desired academic and student-athlete welfare goals, Athletics must continue to develop its Academic Services and CHAMPS/Life Skills components, regardless of NCAA classification. As the Athletics Department grows there will also be a need for staff specifically assigned to student-athletes in the offices of Financial Aid, Registrar, and Admissions.
C. SUPPORT SYSTEMS ANALYSIS AND RECOMMENDATIONS
UTSA's eighteen (18) Support Systems are analyzed along with recommendations in section XI.
OBSERVATIONS AND RECOMMENDATIONS
Observations
UTSA offers a centralized Academic Services unit for its approximately 250 student-athletes (not including 5th Year Aid student-athletes); this number will grow to 275 with the introduction of Women's Soccer in Fall 2006. Staffing consists of 2 full-time positions and 1 intern. This staffing arrangement appears to be marginal in its capacity to meet the needs of UTSA's student-athletes; particularly "At-Risk", provisional (ADP) and students with disabilities. This deficiency will be addressed in 2006 with the addition of another Athletic Academic Advisor. However, the addition of football will require at least one more Advisor.
Athletics' Academic Support Services for Student-Athletes is assisted by University services such as Tomas Rivera Center TRC (tutoring and learning assistance), Counseling Services (learning disability testing and behavior counseling), College academic advisors, International Programs, New Student Orientation, Registrar and Admissions.
Facilities for Academic Support Services for Student-Athletes are not acceptable by contemporary Division I standards. Facilities, housed in the Physical Education Building are limited to one office shared by the Assistant Athletic Director for Academic Services and the other full-time position. This office setting limits privacy when working with students. Also, the cramped building does not allow for a computer lab or dedicated study areas, which restrict opportunities for typical Athletics' monitored day-time study activities. All UTSA students have access to campus computer labs.
Even though Athletics' facilities master planning calls for an academic center for student-athletes, best practices also feature synergies and efficiencies of related student-services operations (personnel, facilities, equipment and budgets) through collaboration between Athletics and campus academic and student-affairs units. This integration promotes the assimilation of student-athletes with the general student population.
With the exception of allocations for tutors, Academic Services for Student-Athletes does not have a dedicated operating budget. Also, student-athlete 5th Year and continuing Summer Aid only covers tuition and fees; sports team fundraising accounts are used to cover the balance, if available. Division I and especially I-A best practices fully fund these financial aid packages.
Recommendations - Division I-AAA
1. Add the proposed Athletic Academic Advisor position - coordinate CHAMPS/Life Skills (see CHAMPS/Life Skills in this section); FY 2006-2007.
Resource Requirements: $26,000
2. Create a dedicated operating budget for Academic Support Services for Student-Athletes to adequately fund additional tutors, equipment and supplies along with professional travel/continuing education; FY 2006-07.
Resource Requirements: TBD
3. Include appropriate Athletic Academic Support Services in Athletic facilities master planning; TBD
Resource Requirements: TBD
4. Assign oversight of CHAMPS/Life Skills to Academic Services for Student-Athletes; FY 2006-07.
Resource Requirements: TBD
Recommendations - Division I-AA
1. Hire an additional Athletic Academic Advisor/Football; FY 2009-2010.
Resource Requirements: $25,000
2. Allocate additional resources for Summer School and 5th Year Aid - fully fund GIA where appropriate; FY 2010-2011.
Resource Requirements: $100,000 (5th Year & Summer School)
Recommendations - Division I-A
1. None
OBSERVATIONS AND RECOMMENDATIONS
Observations
Broadcasting has evolved into a formal Support System within Division I and especially those programs with extensive radio, television and internet/website programming. Broadcasting is also a key member of those units encompassing External Operations. UTSA's Broadcasting components are not extensive. Radio/internet streaming is limited to Men's Basketball. All Women's Basketball and selected Baseball, Softball and Volleyball games are broadcast via Internet audio. Live Stats is utilized for basketball, volleyball, baseball, and softball. Television encompasses a contract with a local cable company for four games annually (2 Men's Basketball and 2 Women's Basketball). The SLC also broadcasts a selected number of Basketball games on Fox Southwest.
Consistent with best practices, UTSA assigns oversight to a senior staff member (Sports Information Director). While associated expenses are assigned to the Marketing and Promotions budget, revenues are channeled to Athletics' general operations. Standard practice assigns all Broadcasting revenues and expenses to a dedicated budget. Other industry trends include the outsourcing of Athletics' broadcasting, advertising and sponsorship properties to a third party agency.
Recommendations - Division I-AAA
1. Create a dedicated Broadcasting budget (revenues and expenses) - assign to Sports Information; 2006-2007.
Resource Requirements: TBD
2. Include UTSA's Broadcasting entities in Athletics' strategic planning - achieve desired promotion and revenue goals; FY 2006-2007.
Resource Requirements: TBD
3. Explore outsourcing Athletics broadcasting, advertising/sponsorships; FY 2006-2007.
Resource Requirements: None
Recommendations - Division I-AA
1. None
Recommendations - Division I-A
1. None
OBSERVATIONS AND RECOMMENDATIONS
Observations
Athletics Business Operations is well prepared to support the addition of Division I-A football. UTSA's model, typical of Division I, centralizes all financial transactions along with travel, personnel and purchasing under an Associate Athletic Director. UTSA's Associate A.D. for Business also has management responsibilities for 2 sports as well as Athletics' Sports Medicine, Facilities and Ticket Operations.
The Business Operations Support staff, with 3 positions (including a Business Manager/Assistant Ticket Manager) dedicated to financial management, appears to be functional for NCAA Division 1-AAA. However, the UTSA staff cautions that football will require one more full-time position - especially with the University's labor-intensive financial transaction system.
Characteristic of other UTSA cost centers, Business Operations functions without a dedicated budget and is dependant on facilities renovations and/or the Proposed Athletics Complex to accommodate current and future personnel.
Recommendations - Division I-AAA
1. Create dedicated Business Operations budget for FY 2006-07.
Resource Requirements: TBD
Recommendations - Division I-AA
1. Create another Administrative Associate position; FY 20101.
Resource Requirements: $30,000
2. Include adequate Business Operations office and workspace for the Athletics facilities master planning; FY 2006-07.
Resource Requirements: TBD
Recommendations - Division I-A
1. None
OBSERVATIONS AND RECOMMENDATIONS
Observations
As a participating member of the NCAA CHAMPS/Life Skills Program (Challenging Athletes Minds for Personal Success), UTSA Athletics offers its student-athletes a variety of Life Skills programs and services. The NCAA provides participating institutions with supplemental resources to promote a student-athlete's development within the college setting. The five core areas of emphasis are as follows: academics, athletics, personal development, career development and community service.
Like many Division I programs, UTSA relies heavily on other University providers for necessary Life Skills offerings; primary agencies include TRC, Office of Career Services, VOICES and the Recreation Center. The Student-Athlete Advisory Committee also selects Life Skills programming.
However, the lack of personnel to effectively manage the program has resulted in minimal and inconsistent programming. Beginning in FY2006-07 CHAMPS/Life Skills expense will be charged to the Student-Athlete Welfare Budget.
UTSA's CHAMPS/Life Skills programming is temporarily managed by the Assistant Athletic Director for Compliance with assistance from the Student-Athlete Welfare Committee. If Football (with its additional 100 plus students) is added, it is unrealistic to expect the Compliance Director to continue Life Skills oversight; most Division I programs center Life Skills in the athletic academic - student services unit.
Recommendations - Division I-AAA
1. Assign primary Life Skills oversight to the recommended Assistant Academic Advisor (see Academic Services in this section; FY 2006-2007)
Resource Requirements: None
Recommendations - Division I-AA
1. None
Recommendations - Division I-A
1. None
| 5. COMPLIANCE AND ELIGIBILITY |
OBSERVATIONS AND RECOMMENDATIONS
Observations
Atypical of many NCAA I-AAA programs, UTSA has a full-time Compliance position (Assistant AD Compliance/Life Skills) assigned to NCAA and Conference rules compliance. However, this position will be assuming additional duties of sport supervision and administration in fall 2006. While these expanded duties may not affect the Compliance Director's effectiveness at UTSA's current I-AAA level, the introduction of football will require a singular focus as well as extra staffing.
As is the case with most Division I institutions, UTSA uses a "Compliance Team" (Athletic Academic Services, Registrar, Financial Aid, Admissions, International Admissions and FAR) to monitor and implement Compliance procedures. However, this involvement could be strengthened by developing specific Compliance job descriptions for each "team" member. Also, the FAR's Compliance role could be expanded in participating in the review of Initial and Continuing Eligibility along with developing and tracking student-athlete waivers.
Missing from UTSA's Compliance program is a formal "Infractions Flow Chart" along with a secure and private office for the Compliance Director. The Director shares an office with an Academic Services intern.
The University is transitioning to the use of NCAA Compliance Assistant Internet services. Expectations call for all Compliance Team members to be networked; complete adaptation is targeted for August 1, 2006.
Recommendations - Division I-AAA
1. Shift CHAMPS/Life Skills to Academic Services for Student-Athletes; FY 2006-2007.
Resource Requirements: TBD
2. Update UTSA Compliance policies and procedures including the development of an "Infractions Flow Chart"; FY 2006-2007.
Resource Requirements: None
3. Develop Compliance specific job descriptions for all members of the University's Compliance Team; FY 2006-2007.
Resource Requirements: None
Recommendations - Division I-AA
1. Create a Compliance Intern position; FY 2008-2009.
Resource Requirements: $15,000 (funded by the President's Office)
2. Reduce the Compliance Director's scope of responsibilities; FY 2008-2009.
Resource Requirements: TBD
3. Assess the impact of football on all primary Compliance Team members; allocate appropriate resources (personnel, funding, equipment, etc.) - this may necessitate reassigning duties and or adding other positions, especially in the Registrar's Office: FY 2007-2008.
Resource Requirements: TBD
Recommendations - Division I-A
1. None
OBSERVATIONS AND RECOMENDATIONS
Observations
UTSA's Athletics Development (fundraising) program functions similarly to many of its Division I-AAA peers; fundraising (annual giving, major gifts and events) is primarily the responsibility of one athletic department senior staff member who also oversees multiple external affairs areas, e.g.; marketing and promotions, sponsorships, special events, ticket sales, etc.
This broad oversight, assigned to the Associate Athletic Director for External Affairs, discourages the type of focus needed to strengthen UTSA's fundraising programs, especially the annual fund (Roadrunner Club) and major gifts.
Division I best practices (with or without football) designate annual fund/priority seating/events and major gifts to separate personnel resulting in a balanced approach to fundraising, i.e. alumni outreach, annual giving, major gift's solicitation and planned giving.
The absence of fundraising support staff dramatically hinders the growth of the Roadrunner Club especially in the areas of (database maintenance, stewardship, special events, etc.). The Associate A.D. for External Affairs' indirect reporting relationship with the University Advancement Office does provide Athletics with resources available to other University Development Officers.
Contrary to Division I best practices, UTSA Athletics does not use a centralized database management system. Donors, former student-athlete and alumni records are maintained by the Development Office using Razor's Edge software. The Athletics Department maintains separate Excel spreadsheets for Roadrunner Club, sponsorships and ticket information. Both Razor's Edge and the Athletics Excel spreadsheets are used to generate mailing lists, fulfill Roadrunner Club benefits, track priority points for NCAA tickets and perform other administrative functions. Many Division I programs maintain donor, alumni, ticket, sponsorship and other information in a single database linked to the University development database. Centralized athletics database management systems are a requisite for selling, printing and distributing large ticket blocks, managing priority seating programs, and promoting quality stewardship.
Recommendations - Division I-AAA
1. Fully utilize the capabilities of Razors Edge and Ticketmaster for Ticket Operations and donor base management. Allow Athletics Development and External Affairs units to access the University's Razors Edge; FY 2006-2007.
Resource Requirements: TBD
2. Create a dedicated operating budget for Athletics Development for FY 2006-2007.
Resource Requirements: TBD
Recommendations - Division I-AA
1. Create a Roadrunner Club Director position (annual giving, priority seating, events, donor data base management, courtesy cars, etc.); FY 2007-08.
Resource Requirements: $50,000
2. Create an Administrative Assistant - Roadrunner Club position; FY 2007-2008.
Resource Requirements: $25,000
3. Create an Athletics Major Gifts Officer position; assign personnel and funding responsibility to the Office of University Advancement - maintain dual reporting lines with Athletics: FY 2007-2008.
Resource Requirements: $75,000 (funded by University Advancement)
Recommendations - Division I-A
1. None
OBSERVATIONS RECOMMENDATIONS
Observations
Equipment Operations for UTSA's 16 sports teams is not centralized within the Athletic Department; each head coach oversees equipment management for his or her respective sport. Storage space for uniforms and supplies is restricted to available locker rooms, closets, etc. Laundry facilities in the PE Building are available to all sports. All sports have funding for student-managers with the numbers varying by sport.
While the centralization of Equipment Operations varies within Division I-AAA, it is basic to Division I football schools. Standard Division I practices assign the basic components of Equipment Operations to full-time professionally certified staff. Basic operations include student managers; quality control of inventory and purchasing; equipment maintenance and repair; laundry and storage. Greater efficiencies are achieved through online financial transaction/purchasing capabilities, accessing appropriate sports budget lines and networking with vendors, athletics business office and purchasing.
Recommendations - Division I-AAA
1. None
Recommendations - Division I-AA
1. Create a full-time Athletics Equipment Manager position; FY 2008-2009
Resource Requirements: $45,000
2. Create a centralized Equipment Operations unit (personnel/student managers, inventory, purchasing, equipment maintenance and repair, laundry, storage, budget, information technology and staff certification); FY 2008-2009
Resource Requirements: TBD
Recommendations - Division I-A
1. Add an Assistant Equipment Manager position; FY 2010-2011.
Resource Requirements: $30,000
OBSERVATIONS RECOMMENDATIONS
Observations
Athletics Event Management seems to operate at a functional level for I-AAA. Events are coordinated by the Associate Athletic Director/SWA Internal Operations. On site duties (ticketing, officials, score keepers, security, parking, technicians, promotions, concessions, etc.) are shared by a designated Athletic Administrator, the Marketing Coordinator, plus the Athletics Facilities Maintenance staff and Ticket Manager - when tickets are being sold. The Physical Plant assists with pre-game preparation and post-game clean-up. UTSA also contracts with a vendor for ushers, crowd control and security for Men's Basketball.
Athletics formally involves other representatives of the greater University community in the planning for Athletics events: physical plant, police, parking, fundraising, concessions, Sports Information and coaches when necessary. Specific policies and procedures are also utilized for each sport. Expenses for Event Management are charged to the appropriate sport team's budget.
Recommendations - Division I-AAA
1. None
Recommendations - Division I-AA
1. Zero-base Football Event Management budget for games in the Alamodome; FY 2010-2011.
Recommendations - Division I-A
1. Adjust the Event Management budget for the Alamodome to accommodate projected attendance and amenities requirements; FY 2014-2015.
Resource Requirements: TBD
OBSERVATIONS RECOMMENDATIONS
Observations
UTSA uses a best practices approach to managing its External Affairs units (Development/fundraising, Marketing and Promotions, Ticket Operations, Sports Information and Broadcasting) by "clustering" them under one senior staff member, the Associate A.D. for External Affairs. Ticket Operations' dual reporting line with the associate A.D. for Business also provides proper quality control.
This model also assigns oversight of other revenue and customer relations activities to the External Affairs units; these include Concessions, Pep Band, Cheerleaders, Mascot and Dance Teams. This approach promotes the formal coordination of the management and sales of Athletics' inventory (radio, television and internet, tickets, events and signage, sponsorships, annual giving and major gifts).
The main defect in UTSA's I-AAA model is the lack of External Affairs staff, especially in the fundraising area. As described in the Development section, the Associate AD's fundraising effectiveness is diluted by his many immediate responsibilities (Roadrunner Club, major gifts, events, ticket sales, public relations, etc.). Also, the consolidation of Athletics' revenue generating and customer service programs is also hampered by the absence of a contemporary integrated customer database system.
As emphasized throughout this section of the Study, effective planning is also restricted by the lack of defined operating budgets for many cost centers - including the External Affairs units.
Recommendations - Division I-AAA
1. Complete the redesign of ticket sales programs by assigning primary sales responsibility to the Marketing Coordinator (see Marketing and Promotions, this section); FY 2006-2007.
Resource Requirements: None
2. Develop dedicated operating budgets for all External Affairs' Support Systems; FY 2006-2007.
Resource Requirements: TBD
3. Invest in an integrated database system that links all the Support Systems primarily responsible for generating revenue and providing customer service; explore purchasing Ticketmaster donor module; system should be compatible with University networks and Office of Advancement databases; FY 2006-2007.
Resource Requirements: TBD
Recommendations - Division I-AA
1. None
Recommendations - Division I-A
1. None
| 10. FACILITIES MAINTENANCE |
OBSERVATIONS RECOMMENDATIONS
Observations
Athletics Facilities Maintenance, managed by the Athletics Facilities Coordinator appears to adequately support UTSA's I-AAA program. Additional staff includes a Tech Staff position which is shared with the Department of Kinesiology. Both positions help with Event Management and perform light maintenance for Athletics and Kinesiology. The UTSA Physical Plant doesn't charge Athletics for general maintenance, repair and custodial service; the Department is assessed a fee for support not covered by general maintenance - including game management services. While Athletics Facilities Maintenance does not have a dedicated operating budget, it is allocated funding from the Athletic Administrative or applicable sports team's budget.
Facilities Maintenance is another Support System that will be dramatically impacted by the introduction of football. The required practice fields, offices, meeting rooms, locker rooms and equipment areas will demand a more sophisticated and comprehensive approach toward maintaining facilities, especially with the Proposed Athletics Complex. Of particular concern will be a need for assigned maintenance staff and the expediting of work orders.
Recommendations - Division I-AAA
1. Create a full-time Grounds Supervisor position to oversee all Athletics fields; FY 2007-2008
Resource Requirements: $45,000
Recommendations - Division I-AA
1. Centralize all Facilities Maintenance expenses within one operating budget; FY 2009-2010.
Resource Requirements: TBD
2. Through facilities master planning, develop a long-term Athletics facilities and field maintenance budget to accommodate new and renovated facilities - integrate into Athletics pro forma(s); FY 2009-2010.
Resource Requirements: TBD
Recommendations - Division I-A
1. None
OBSERVATIONS AND RECOMMENDATIONS
Observations
UTSA Athletics benefits from a very cooperative association with the University Offices of Housing and Residence Life. The ability to reserve campus housing plus flexible student meal plans and serving hours along with a variety of food service choices enhance the UTSA student-athlete experience. This assistance also encompasses housing and dining arrangements during preseason and when school is not in session.
Athletics uses best practices by assigning Housing and Dining to a senior staff member - the Associate AD/SWA Internal Operations. This management practice is basic to NCAA Compliance (financial aid, recruiting, etc.), equity of services and fiscal accountability; this arrangement also centralizes the communication between Athletics and Housing and Residence Life.
Most of UTSA's sports provide home pre- or post-game meals on a selected basis. However, meal per diems for away and home games are somewhat inconsistent between the sports and are provided at the coaches' discretion.
Finally, the University's phased increases in campus housing and dining should easily accommodate an extra 100-plus football student-athletes.
Recommendations - Division I-AAA
1. A formal per diem policy should be established and followed by all teams - the University System rate is $36 per day; FY 2006-07.
Recommendations - Division I-AA
1. None
Recommendations - Division I-A
1. None
| 12. INFORMATION TECHNOLOGY
|
OBSERVATIONS AND RECOMMENDATIONS
Observations
With the exception of the need for a centralized integrated Athletics customer database and ticketing system, Information and Technology (IT) including hardware, software, internet (including wireless) and telephone is adequate for UTSA's Division I-AAA program. Athletics benefits from a contemporary University IT network as well as the Office of Information Technology's commitment to strategic planning.
Athletics pays for telephone service while the Office of Information Technology provides Athletics and other University units with software, maintenance, training and website access; departments are charged for specialized equipment and services. With the phase-out of the University's hardware replacement plan, Athletics had to begin paying for hardware in 2005-2006. Athletics does not have a dedicated IT budget for the replacement of hardware.
Oversight of Athletics' IT operations is the responsibility of the Associate AD for Business.
Recommendations - Division I-AAA
1. Create a dedicated Information Technology budget; FY 2006-2007.
Resource Requirements: TBD
Recommendations - Division I-AA
1. Include IT requirements in Athletics and University strategic planning, especially if the Proposed Athletics Complex is built; TBD
Resource Requirements: TBD
Recommendations - Division I-A
1. None
| 13. MARKETING AND PROMOTIONS |
OBSERVATIONS AND RECOMMENDATIONS
Observations
The Marketing and Promotions unit needs to redesign its staffing assignments to effectively increase UTSA's I-AAA revenue goals and support the potential addition of football. The unit has two full-time staff: an Assistant A.D. for Marketing and a Marketing Coordinator. Supplemental staffing is restricted to several student volunteers. The Assistant AD is primarily responsible for sponsorships and advertising sales while the Coordinator focuses on in-game promotions, student attendance and Event Management. Following best practices, the Athletics staff is considering shifting primary external ticket sales (season and single) responsibilities to the Marketing Coordinator; the Ticket Manager would continue to lead group ticket sales activities.
An emphasis on football and basketball ticket sales as well as the introduction of priority seating programs would necessitate adding a Director of Sales position.
Common to Division I, the Marketing and Promotions' budget with the exception of personnel costs, is funded through sponsorships and advertising. However, with encumbrances for Broadcasting properties and revenue transfer expectations, this arrangement leaves few dollars available for marketing Athletics.
Additionally, the absence of a contemporary integrated database system that combines ticket purchasers, priority seating, donors and sponsors impedes UTSA's marketing and inventory sales efforts; Athletics currently uses a combination of University Advancement's Razors Edge, Excel and TicketMaster software. Consistent detailed marketing plans have not been part of the Department's management practices.
Recommendations - Division I-AAA
1. Assign primary ticket sales management to one of the Marketing and Promotions staff; FY 2006-2007.
Resource Requirement: None
2. Develop formal marketing and sales business plans to support revenue and customer relation goals; FY 2006-2007
Resource Requirements: TBD
Recommendations - Division I-AA
1. Create a paid Intern position; FY 2010-2011.
Resource Requirements: $15,000
2. Zero-base Marketing and Promotions budget to adequately support football; FY 2010-2011.
Resource Requirements: TBD
Recommendations - Division I-A
1. Create a Director of Sales position; FY 2009-2010.
Resource Requirements: $35,000
OBSERVATIONS AND RECOMMENDATIONS
Observations
With the recent departure of its long-time Sports Information Director, UTSA's Sports Information Department has been redesigned resulting in a change of some titles and job descriptions; the number of full-time positions (3) remain the same. While many of the Southland Conference members have a comparable number of full-time staff, UTSA's tradition of hosting NCAA events strains the unit's capacity to perform general operations. Responsibilities for Athletics' website, broadcasting entities along with the design of camp and ticket brochures further stress the unit's effectiveness; plus Women's Soccer will be added in Fall 2006. Additional staff is needed for I-AAA and is essential if football is introduced.
The Sports Information offices in the P.E. Building are functional but will not accommodate additional staff. The staff describes media/press facilities at the Convocation Center, Baseball and Softball as "adequate for current programming"; all of the on-campus stadiums (except possibly Soccer) are equipped with phone lines, high speed and wireless internet. The Alamodome is a proven, media friendly venue for football.
The absence of video staff and contemporary equipment inhibits Sports Information's ability to distribute quality and timely video to the media; this situation would improve with the equipment required for football.
Recommendations - Division I-AAA
1. Create a Sports Information Intern position; FY 2006-2007
Resource Requirements: $15,000
2. Include Sports Information in Athletics facilities master planning; TBD
Resource Requirements: TBD
Recommendations - Division I-AA
1. Zero-base Sports Information budget to meet Division I-AA needs; FY 2010-2011
Resource Requirement: TBD
Recommendations - Division I-A
1. Create a full-time Assistant SID position; FY 2013-2014.
Resource Requirements: $30,000
OBSERVATIONS AND RECOMMENDATIONS
Observations
The Sports Medicine unit is challenged to operate at a functional level for UTSA's 16 sport, 275 student-athletes,[1] Division I-AAA program. The addition of football will exacerbate this situation. Primary deficiencies include an insufficient number of full-time certified Athletic Trainers requiring a heavy reliance on part-time (Intern and student) staff, an inadequacy of space and lack of physical accessibility to the Training room in the Convocation Center (only 800 square feet). The Athletic Student Trainer curriculum program doesn't meet NATA requirements, which limits the opportunity for additional qualified student trainers.
The Athletic Training unit receives very good pro bono physician support from the UT Health Science Center and the San Antonio Orthopedic Group. Specifically, each provider schedules on-campus clinic service once a week, attends selected home games and NCAA championships. The University Health Center assists as well. Absent from the external provider relationships are formal contracts for services that are common to Division I management practices.
Sports Medicine does have a defined line item budget; this practice is vital for the repair and replacement of expensive non-expendable Athletic Training equipment as well as other inflation sensitive medical supplies.
Recommendations - Division I-AAA
1. Include Sports Medicine in Athletic facilities master planning; TBD
Resource Requirements: TBD
2. Develop formal contractual agreements with external health service providers; FY 2006-2007
Resource Requirements: TBD
3. Add the proposed full-time certified Assistant Athletic Trainer position; FY 2006-2007.
Resource Requirements: $25,000
4. Increase physician coverage for on-campus clinic and home event coverage - provide stipends if necessary; FY 2006-2007.
Resource Requirements: TBD
Recommendations - Division I-AA
1. Increase the number of student trainers to support the addition of football; FY 2009-2010
Resource Requirements: TBD
2. Hire an additional Sports Medicine Intern; FY 2009-2010.
Resource Requirements: $15,000
3. Adjust Sports Medicine budget to adequately support the addition of football; FY 2009-2010.
Resource Requirement: TBD
Recommendations - Division I-A
1. None
| 16. STRENGTH AND CONDITIONING |
OBSERVATIONS AND RECOMMENDATIONS
Observations
By having a centralized Strength and Conditioning program, UTSA is way ahead of many of its I-AAA peers and therefore, better prepared to introduce football.
However, there are several impediments to the further development of this program, even without football. First, Athletics shares its training facility in the P.E. Building (7,000 sq. feet) with the Department of Kinesiology, which restricts the flexibility of scheduling work-out times as well as providing the type of specialized equipment needed for training student-athletes. Secondly, staff is limited to one full-time position and a combination of part-time non-certified (practicum and work-study) positions. Also, the lack of an operating budget (equipment, information technology, supplies and certification/continuing education) further deters the productivity of UTSA's Strength and Conditioning unit.
Recommendations - Division I-AAA
1. Establish a dedicated budget for Strength and Conditioning for FY 2006-2007.
Resource Requirements: TBD
2. Add the proposed full-time Assistant Strength Coach (#1) position; FY 2006-2007.
Resource Requirements: $25,000
3. Include Strength and Conditioning in Athletics facilities master planning - allocate resources for appropriate equipment; FY 2006-2007.
Resource Requirements: TBD
Recommendations - Division I-AA
1. Create Assistant Strength Coach (#2) position; FY 2008-2009
Resource Requirements: $25,000
Recommendations - Division I-A
1. None
OBSERVATIONS AND RECOMMENDATIONS
Observations
Ticket Operations is one of the least prepared Support Systems to achieve a successful transition to Division I-A. While Athletics employs a standard practice of centralizing its Ticket Operations under one senior staff member (Ticket Manager), this unit could be more effective if it had a full-service box office and utilized an integrated data/ticketing managing system. Inconsistent staffing of the Ticket Office during regular business hours has also been a problem; the Ticket Manager has had the responsibility for off-campus ticket sales along with demands associated with UTSA's history of hosting NCAA, Conference and UIL (high school) events. Ticket Operations also functions without a dedicated budget.
The Ticket Manager is located in a standard office in the PE Building, which severely reduces customer access. Basketball tickets are sold from a "trailer" or temporary prefabricated building adjacent to the Convocation Center. These facilities along with the reliance on two separate customer database systems (tickets and fundraising) limits Athletics' ability to strengthen its sales and stewardship capabilities - with or without Division I football. The Ticket Office maintains its customer data on Excel instead of using its older Ticketmaster system; Athletics Development uses Excel and University Advancement's Razors Edge software for donor management.
UTSA sells tickets on line via Ticketmaster, but does not have the system's donor module for managing donor and ticket purchaser data.
Recommendations - Division I-AAA
1. Develop a dedicated Ticket Operations budget; FY 2006-2007.
Resource Requirements: TBD
2. Establish an integrated customer database system that links Athletics' customers with University donors; FY 2006-2007.
- Explore upgrading Athletics' TicketMaster system to include the donor module (Archticks) along with expanding the use of Razor's Edge.
Resource Requirements: TBD
3. Hire additional part-time Ticket Office personnel to provide a maximum level of customer service (answer phones, sell tickets, stewardship, database management, etc.) when the Ticket Manager is away from the office; FY 2006-2007
Resource Requirements: TBD
4. Include creating a permanent Ticket Operations box office (database management, website ticket sales/fulfillment, point of purchase sales, etc.) in Athletics facilities master planning; FY 2006-2007.
- Include satellite box offices for other stadia as needed.
Resource Requirements: TBD
Recommendations - Division I-AA
1. Zero-base Ticket Operations' budget (part-time staff, equipment, supplies, technology, etc.) to accommodate operations requirements at the Alamodome; FY 2010-2011.
Resource Requirements: TBD
2. Create a Ticket Operations Intern position; FY 2010-2011.
Resource Requirements: $15,000
Recommendation - Division I-A
1. Create an Assistant Ticket Manager Position; FY 2013-2014.
Resource Requirements: $35,000
OBSERVATIONS AND RECOMMENDATIONS
Observations
Typical of most Division I-AAA programs, UTSA does not have a centralized Video Operations unit. Some Division I-AA and many I-A programs rely on football's video staff to coordinate departmental use of video equipment and services. Moreover, Division I-A conferences require strict compatibility of video equipment for videotape exchange.
Presently, each sport is responsible for its respective video operations with expenses usually charged to their supplies budget. Standard practice for Division I-A is to allocate funding for each sport team's Video Operations budget, a policy which promotes the regular replacement and repair of expensive video equipment.
Recommendations - Division I-AAA
1. Include a video line item in each sports team's operating budget - fund accordingly; FY 2006-2007.
Resource Requirements: TBD
Recommendations - Division I-AA
1. Allocate appropriate funding to support the video requirements for football (Division I-AA and I-A); FY 2010-2011.
Resource Requirements: $200,000
2. Create full-time Video Coordinator position; FY 2009-2010.
Resource Requirements: $45,500
3. Hire students to assist with Video Operations; FY 2009-2010.
Resource Requirements: TBD
Recommendations - Division I-A
1. Conduct a Department-wide video needs assessment to determine Division I-A conference requirements - budget accordingly; FY 2014-2015.
Resource Requirements: TBD
[1] The total of 275 includes an additional 25 Women's Soccer players (a high incident of injury sport) to begin in fall 2006; the total does not include training support for Cheerleading and Dance.