NMSU Athletics
2013-17 Revised Strategic Plan
Moving forward on our Journey to
Excellence
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Introduction
Alignment with Institutional Vision
On May 10, 2013 the NMSU Board of Regents passed a resolution in support of NMSU Athletics’
membership in the Sun Belt Conference. Additionally the Board made the following statements
in support of NMSU Athletics:
• Commitment for NMSU to work to create a strong and respected athletic program that
competes at the Division I FBS level;
• Pride in the overall success that our student-athletes achieve in both the classroom and
playing field
• Pledge to work to provide student-athletes with opportunities to achieve their dreams both
in the classroom and on the field
• Confidence and commitment in the institutional investment in athletics
The Athletics Department understands the role it plays in furthering the goals of New Mexico
State University, and is proud to have the strong support of the President and Board of Regents in
support of the vision for NMSU Athletics.
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Introduction
Major Issues to Address
Several key issues were identified through the various planning processes that are critical and are
addressed in this plan.
Athletic Department Structure: Communication and Internal Operations
The current structure of the Athletic Department was established during extremely challenging
economic times as a way to leverage University resources most efficiently while maintaining a
commitment to excellence in the athletics department. The structure spreads responsibility for
key athletics functions across the campus. This structure, although critical at the time, is no
longer the most efficient. This plan outlines a new structure that unifies the core athletics
functions under one vision, creating clear lines of responsibility and accountability.
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Introduction
Football Success
NMSU has had an excellent track record in Olympic and non-revenue sports and has sent over 450
student-athletes to regional and national championships in the last six years. Our students have made
us proud with over a hundred individual and team awards for superior athletic performance. Football,
however has struggled to gain momentum and NMSU has not been able to realize the benefits of a
winning football program, including building community camaraderie and enhancing the overall
reputation of the University. A winning football team helps create a winning culture for the Athletic
Department and entire institution.
Conference Membership
As this planning process was evolving NMSU was in the middle of negotiations to join the Sun Belt
Conference. By March 2013 the announcement was made that NMSU will join the Sun Belt as a
football-only school for the 2014 season. This plan reflects efforts to maximize competitive
opportunities in the Sun Belt, with the ultimate goal of bringing all sports to one Conference.
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Introduction
Community Connection
Critical to the success of NMSU is a strong connection to the community, both in Las Cruces and
throughout New Mexico and the US. NMSU has over 60,000 alumni residing in the state of New
Mexico and another 110,000 across the US. A large part of our marketing efforts focus on
building a stronger connection to the community. From developing a common rallying cry to
meeting our fans face to face through clinics, we are committed to building connections that lead
to strong traditions and a sense of pride in our school and our state.
Future Opportunities
The decentralized management structure of the department, a struggling football team, and low
levels of community engagement and support were identified as the department’s biggest
challenges. Conversely, membership in the Sun Belt, a new football coach with a clear plan, and a
strong commitment to collaboration between the University Community and entities to include
the alumni office, University Foundation and other stakeholder groups, are among the greatest
opportunities. The student-athletes at NMSU remain the Department’s greatest asset, and their
continued achievements at the highest competitive level possible, on and off-the-field, are the
highest priority for the department.
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Building on the Journey to Excellence
The department’s existing strategic plan, Journey to Excellence, set forth a road map with 8
strategic goals:
1. NMSU student-athletes will be successful students, athletes, and citizens.
2. NMSU will maintain its commitment to diversity and gender equity.
3. NMSU will engage the New Mexico community in helping achieve our vision.
4. NMSU will build and maintain competitive athletic teams.
5. NMSU will build and maintain facilities comparable to peer institutions.
6. NMSU will elevate its presence in the local, regional, and national media.
7. NMSU will develop the financial resources required to operate a premier athletic program.
8. NMSU will maintain operations and attitudes that support and promote superior customer
service.
In the last six years the department has made significant progress; increasing revenue by $8
million, building a culture of responsibility among student-athletes, and winning over 20
Conference championships. We are proud of the work we’ve accomplished and are poised to
raise the bar and focus on higher levels of excellence as we move into the future.
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Building on the Journey to Excellence
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16 WAC Team Championships
33 WAC Individual Championships
15 Team NCAA Tournament Appearances
24 NCAA Individual Tournament Appearances
Student-athletes have a 73% graduation rate
Student-athletes performed over 5000 community service
hours annually for the past fie years supporting the
individual student-athlete 15 hour a year obligation.
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Building on the Journey to Excellence
Aggie Up!
The NMSU Athletic Journey to Excellence is an internal plan aimed at creating the best mid-major
in the country. In an effort to capture the spirit and intent of that goal, the Department
established the phrase Aggie Up! This phrase and logo will be included in marketing and
engagement efforts. The Aggie nickname is a strong and powerful nickname with NMSU
stakeholders. We are proud of our roots and our region. It is a region filled with hard-working
people that do not give in when times are tough. Aggies are people from all walks of life that
have achieved success despite significant obstacles. Aggies make that extra effort or take that
extra step to get things right.
The word "Up" indicates an ascension to something better. It is a very simple term to reflect the
Journey to Excellence, which is clearly a commitment to ascension amongst the mid-major
universities throughout the country. By combining Aggie and Up, we have linked an external
rallying cry and marketing tag line with our internal strategy of Journey to Excellence. Aggie Up!
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Building on the Journey to Excellence
NMSU Athletics Mission, Vision & Values
NMSU Athletics staff worked with Larry Lujan and Associates from Brush Ranch as part of the
strategic planning process to refine our mission statement. In response to the fundamental
question, “Why do we exist?” two themes emerged as the most important: 1) student-athletes,
and 2) community. Our vehicle is athletic competition. Our purpose is clear. NMSU Athletics
mission: We inspire student-athletes to build strong communities.
Similarly, our vision statement is simple and communicates our commitment to continue to strive
for excellence. NMSU Athletics vision: We aspire to be the best mid major in the country.
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Future Focus
The Athletics Department, with input from key stakeholders has defined the following as our
focus areas for the next three to five years:
• Athletics Competition
• Academics and Citizenship
• Marketing & Community Engagement
• Revenue Growth
• Internal Operations
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Focus Area: Athletic Competition
The NMSU Athletics Department has achieved great success with sports across the board with the
exception of its football program. Although football is only one program, it represents over 100
student-athletes and is the most high profile team, on a local and national scale, and it is what
allows NMSU to compete at the Division 1 BCS level. NMSU’s ability to achieve its vision for all
students will be enhanced greatly through a winning football program.
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Focus Area: Athletic Competition
Goal: Our teams consistently win conference championships and compete at the national level.
Key Driver
Activities
A winning football program
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Improve facilities to support
recruitment and competition:
Install artificial turf
Refurbish weight room
Locker room
Build strength and endurance:
Continue investments in
strength & conditioning
Build on core health:
Implement nutrition program
Ensure summer school opportunities
for student-athletes
Increase recruiting efforts in NM
Key Result
A larger pool of talented student-athletes
Stronger and healthier student-athletes
Student-athletes continue to improve academically
and athletically over the summer.
More scholarship and walk-on student-athletes from
New Mexico
NMSU football team will be bowl-eligible.
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Focus Area: Athletic Competition
Key Driver
Activities
Broad-based excellence in all sports
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Key Result
Maintain scholarships at the NCAA
allowable level
Increase summer school aid across all
sports
Upgrade facilities to maintain
commitment to Title IX
Renovate baseball stadium
Continue building a strong brand
among prospective student-athletes
Visible Commitment to Title IX financial aid
Consistent individual student-athlete recognition
Positioned consistently Conference, Regional, and
National championships
Key Metrics:
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Football Bowl Eligibility
Won/loss record
Increased number of studentathletes from New Mexico
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Number of Conference
Championships
Student-athlete recognition at
Conference & National level
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Focus Area: Academics and
Citizenship
Consistent with the Principles of Student-Athlete Well Being outlined in the NCAA’s Principles of
Conduct for Intercollegiate Athletics, NMSU will continue to protect and enhance the physical and
educational well being of student-athletes. Student-athletes are an active part of the student
body and are visible representatives of NMSU in our local community and a national level.
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Focus Area: Academics and
Citizenship
Goal: Our student-athletes are high academic achievers and positive contributors to our community.
Key Driver
Activities
Academic excellence
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Staff and student-athletes are
meaningfully engaged with the
community.
Student-athletes are responsible and
accountable representatives of
NMSU.
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Recruit student-athletes that have
high academic expectations and
understand academic demands.
Provide high quality academic
programs and services to enhance
educational and career development
for student-athletes.
Increase support for 5th year aid.
Require all student-athletes to fulfill
community service commitment
Build relationships with local
organizations and businesses to
provide professional development
opportunities for student-athletes.
Continue education with staff and
coaches on application of University
student code of conduct
Diligently enforce rules within our
student-athlete handbook
Continue work with campus partners
to align student-athlete standards
with the University student code of
conduct
Key Result
Student-athletes will meet and exceed average
graduation rate for NMSU.
Teams will meet and exceed NCAA APR standards:
All teams will attain a mutli-year APR of 930 per
sport.
Student-athletes have meaningful experiences.
Community organizations benefit from studentathlete service.
Student-athletes will be recognized as positive
representatives of NMSU.
Incidents of social misconduct are minimal.
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Focus Area: Academics and
Citizenship
Key Metrics
 Community service hours
 APR average of 930 per sport
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Increase in partnerships with
community organizations and
businesses
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Increase in number of students
engaged in internships
Decrease in instances of social
misconduct
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Focus Area: Marketing & Community
Engagement
In all of our marketing and engagement efforts, NMSU Athletics will strive to embody the brand
promise of Aggie Up. Aggie Up means to take on the challenge of the day, whether that is the
classroom, weight room, or the field of competition. Aggie Up means to do your best, to reach
higher than you had before. To Aggie Up means to do the right thing, to be the type of person
that people can rely on when times are tough. Aggie Up.
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Focus Area: Marketing & Community
Engagement
Goal: Our community, local, statewide and beyond, is committed to excellence for NMSU and NMSU
Athletics.
Activities
Key Result
. Key Driver
Student-athletes, staff, and coaches
are a visible part of the community.
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Community members are advocates
and champions for NMSU Athletics.
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Implement Aggie Caravan to reach
Aggie fans in Greater NM
Develop an Aggie “watering hole”
strategy for community interaction.
Promote each instance of community
outreach using social media
Increase participation in local civic
and social service organizations and
other charities
Recognize and celebrate critical
volunteers.
Implement an integrated stewardship
process with direct engagement
opportunities for donors.
Stronger relationships with local community
members
Stronger fan base in greater New Mexico
Effective and strategic use of volunteers
Stronger commitment and investment in NMSU
Athletics
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Focus Area: Marketing & Community
Engagement
Key Driver
Activities
Broad community support for NMSU
Athletics and its mission
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A strong Aggie brand
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Develop community and donor
engagement strategy with the alumni
association
Enhance fan experience – from user
friendly online ticket sales to special
events
Secure alcohol license from state
Alcohol Commission
Grow distribution opportunities
through Aggie Vision
Partner with the NMSU College of
Business to conduct various
marketing research projects, including
the effect of live TV on attendance
Explore expansion of Aggie Vision to a
24-hour TV network featuring NMSU
programs, education, and athletics.
Maximize all digital platforms
(mobile, social media, email, etc.) to
communicate NMSU Athletics
successes
Develop a segmented communications
strategy to inform and engage various
constituent groups.
Grow distribution of Aggie Vision
Incorporate campus driven messaging
strategy in Aggie Vision
Key Result
Greater attendance at home and away games
Per-game attendance goals:
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Football – 15,000
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Men’s Basketball – 7,000
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Volleyball – 1,300
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Women’s Basketball – 1,000
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Fans feel a sense of pride and affinity toward
NMSU Athletics
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Focus Area: Marketing & Community
Engagement
Key Metrics:
 Increased ticket sales and
Aggie Vision subscriptions
for targeted Aggie Caravan
locations
 Increase in positive feedback
through biannual fan survey
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Increase in community
appearances promoted via
social media
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Number of volunteers engaged in
development efforts
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Focus Area: Internal Operations
The NMSU Athletic Department operates in partnership with multiple University departments to
achieve a common goal. This team approach requires that everyone understand their roles, and
lines of communication are clear and consistent. As stewards of University support we strive to
make the best use of campus resources. Our immediate priority is to align all of our institutional
partners around the NMSU Athletics Strategic plan, with common standards and expectations for
service and communication.
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Focus Area: Internal Operations
Goal: Our internal operations are efficient and embody a spirit of cooperation, integrity, and service.
Key Driver
Activities
A coordinated management structure
aligned around a common vision
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Staff, coaches, and operating partners
embody values and attitudes that
support personal and team excellence.
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Create a unified team approach with a
shared vision and clear accountability
among the following critical athletic
functions: Office of Special Events,
Compliance, Sports Information
Implement internal communications
strategy
Develop orientation for new
employees that aligns everyone
around strategic goals, values, and
attitudes.
Create new position with Deputy
Athletic Director, Internal Operations
Launch internal and external
marketing campaign around Aggie Up!
Establish internal standards for
communication and operations
focused on superior customer service.
Key Result
Clearly defined roles and lines of accountability for
all athletics-related functions
Increased communication among staff
Better use of department resources.
Enhanced fan experience
Increased sense of pride in personal work output
and participation in the NMSU Athletics department.
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Focus Area: Internal Operations
Key Metrics:
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Increased communication among staff
Increased number of joint initiatives among staff members
Increased positive peer feedback in employee reviews
Decreased negative customer feedback
Increased use of Aggie Up!
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Focus Area: Revenue Generation
NMSU Athletics revenue growth will focus on increasing support from corporate sponsors and
individual donors. We will also seek to reduce expenses through improved business processes and
increased efficiency. NMSU is also participating in two new Conference-generated income
strategies that will result in both increased revenue and exposure.
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Focus Area: Revenue Generation
Goal: NMSU Athletics will secure the necessary resources to operate a competitive Division 1 BCS level
Athletics program.
. Key Driver
New internal structure to manage
development efforts
Activities
Key Result
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Department assets are maximized toward common
development goals.
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Increase ticket sales revenue
Total Sport Goal: $1.8M
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Football - $844,000
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Men’s Basketball - $852,000
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Women’s Basketball - $26,000
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Volleyball - $50,000
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Soccer - $8,000
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Baseball - $10,000
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Softball - $10,000
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Develop clear financial goals and
metrics
Define development related staff
positions, roles and responsibilities
Establish new role for coaches that
reduces the burden of fundraising
Expand staff to include expertise in oil
and gas industry
Phase in new structure over 18
months
Develop a donor stewardship process
Establish a clear vision and standards
for service with the Office of Special
Events
Revise management structure with
ticket sales operations and special
events.
Implement new ticket sales software
package.
Coordinate ticket sale campaigns/
promotions with Alumni Association,
NMSU Foundation, and community
partners
Address current limitations on
spending for fan appreciation and
promotional items
Coaches spend more time coaching and less time
fundraising
Donors are recognized and thanked consistently.
A user-friendly and efficient ticket sales system that
integrates with donor management software.
Improved customer service and increased customer
satisfaction.
Enhanced game day experience and fan connection.
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Focus Area: Revenue Generation
Key Driver
Activities
Key Result
Increase corporate sales and
sponsorships revenue
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Meet and exceed expectations in contractual
agreements with corporate sponsors
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Establish common standard of service
for sponsors including expectations of
Office of Special Events
Ensure that corporate sales and
sponsorship structure best serves the
constituents and financial goals of NM
State athletics
Develop naming rights opportunities
for athletics facilities (Pan American
Center and Aggie Memorial Stadium).
Create partnership with beer and
wine companies and expand
beer/wine sales to the general public
Create a partnership with a billboard
company to create renewable revenue
from existing real estate along I-10
Track all SE partners in common
donor database
Coordinated sponsorship/ development approach.
Identify/ explore new sources of revenue through
earned income
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Focus Area: Revenue Generation
Key Driver
Activities
Key Result
Sustain Broad-Based Institutional
Support
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Develop internal communications
strategy to share institutional benefits
of athletics
Engage student body to define
institutional commitment to athletics
Participate in and host cultivation
events with key decision makers
Sustained Central Administrative Support
Schedule one less guarantee game
Bolster marketing efforts through
digital channels.
Play active role in Conference and
NCAA Leadership Committees
Help improve Sun Belt ranking among non BCS
Conference schools to gain additional revenue share
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Maximize Conference Revenue Share
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Grow student-fee support for broad-based excellence
and commitment to gender equity
Grow support from NM Legislature
Launch WAC Digital platform to participate in shared
revenue model
Ensure NMSU is actively engaged in defining the
Conference Agenda
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Focus Area: Revenue Generation
Key Metrics
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Increase in ticket sales revenue by 15% growth over the next three years with FY14 actual used as the
baseline.
Increase in student-fee support to support inflationary cost and critical expansion of operational needs.
Increase in individual donations ($1.5M in FY17)
Increase in corporate sponsorships to $1.0 million in FY17
Conference revenue share to gross to $1.0 million in FY17
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