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Reflecting on the Year: Celebrating Successes & Continuous Improvement

2013-2014 Assessment Plan: This section summarizes the unit plans for progress toward strategic goals.

Strategic Plan

Construct (also

include Strategic

Priority & Goal if

applicable)

Divisional

Priority/Objective(s)

Unit Goal

Assessment

Objective

Assessment

Measures

Resources

Used

Outcome/Status

Co-curricular &

Support Programs

EMSA:ATH:SG.03

Recruitment Strategies;

Community Building

and Collaboration

Improve the

competitiveness

of our

intercollegiate

athletics

program

Coach’s

performance

program (specific

goals for program

vs. results)

Post Season

Student-Athlete

Surveys to evaluate

coaching staff and

overall experience

Finish top 4 in the

SUNYAC

Commissioners Cup

Finish in the 150 in the

Division III Learfield

Sport Directors Cup

Increase overall

winning percentage to

.600

Dan Tudor

consulting

service is

$6,000 /Yr

Partnering with Dan Tudor Collegiate Strategies has allowed our coaches to develop more effective recruiting techniques/strategies. Currently, a majority of our coaches utilize his services in some capacity. Our winning percentage was 57.9%, which is a 7.9% increase.

Unit/Office 2013-2014 Goals & Assessment Plan

2013-2014 Closing the Loop Summary

2014-2015 Goals & Assessment Plan

Unit: The Department of Intercollegiate Athletics

Director: Erick Hart

Directions: For each unit, please provide an assessment plan, with direct linkage to a Strategic Plan Construct and Divisional Priority.

Overarching Strategic Goal: To be a nationally recognized comprehensive master’s institution focused on student success as

evidenced by significant gains in select benchmarks.

Program’s winning

percentage

(benchmark)

Post season

championship

participation

(benchmark)

Commissioners Cup

and Directors Cup

Standings

(benchmark)

Student-athlete

feedback

Increase participation

in post-season

championships

(SUNYAC, ECAC,

and/or NCAA)

Feedback (quantitative

and qualitative) from

student-athletes

through post-season

evaluations

administered through

Baseline

We moved up 1 spot in the SUNYAC Commissioner’s Cup standings from 6th place to 5th place (10 team conference). Post-Season Student-Athlete Evaluation (Q61): “I have improved as a player as a result of being a part of this team” Fall Student-Athletes – 81% Agree Winter Student-Athletes-85% Agree Spring Student-Athletes – 87% Agree

Academic Quality & Engagement

Retention of Students

Improve the complete development of the student-athlete by focusing on academic and leadership performance

Weekly reports to track academic progress; Student-athletes GPA Post-season student-athlete evaluations to evaluate academic support Exceptional Talent and/or “at-risk” (S/A’s w/ 2.49 GPA or less) academic progress Exceptional talent retention rates Student-athlete average GPA vs. Total Student Body average GPA

Final average student-

athlete GPA of 3.0 or

higher.

Student-Athlete average

GPA higher than general

student-body average

GPA.

Over 30% of student-

athletes earn Dean’s

List.

Decrease in Exceptional-

Talents Dismissals

Increase in “at-risk”

(S/A’s w/ 2.49 GPA or

less) GPA’s to measure

impact of student-

resource center (study-

Limited – Administer surveys through Baseline

Final average student-athlete

GPA of 3.09, which is a 0.08

increase from the previous

year.

33% of student-athletes

earned Dean’s List.

52 student-athletes

participated in the Leadership

Development Program, which

is over a 50% increase from

the previous year (22).

0 Exceptional Talent Dismissals as compared to 5 last year. The average GPA of the student-athletes required to attend study hall hours (2.49 GPA or less) increased .10 points (2.32 Fall – 2.42 Spring).

Retention Rates/graduation rates Amount of student-athletes participating in the student-leadership program Amount of Community service projects participated in

hall)



student-athletes

through post-season

evaluations


Baseline

Student-athletes participated in 50 community service projects. Post-Season Student-Athlete Evaluation (Q56): “My athletics participation has provided me with life skills (personal, career, academic, etc.) that will benefit me after my playing career is over” Fall Student-Athletes – 93% Agree Winter Student-Athletes-94% Agree Spring Student-Athletes – 97% Agree Post-Season Student-Athlete Evaluation (Q59): “I have improved as a person as a result of being a part of this team” Fall Student-Athletes – 88% Agree Winter Student-Athletes-82% Agree Spring Student-Athletes – 93% Agree

Co-curricular & Support Programs

EMSA:ATH:SG.04

Community Building and Collaboration

Promote the Golden Eagle Society as the centerpiece of creating a culture of giving within the athletic department

Amount of Golden Eagle Society Members Amount of donations made to the Golden Eagle Society Amount of alumni events offered Giving rates (team,

Over 900 members of the Golden Eagle Society Raise over $150,000 in donations for the Golden Eagle Society Each program offer an alumni event 100 golfers registered for the Bob Boozer

Est. $3,500 – cost of alumni receptions Administer surveys through Baseline to alumni after receptions

925 members of the Golden Eagle Society, which is a decrease from the previous year (974). $185,000 raised in private donations through the Golden Eagle Society, which is a $45,000 increase from the previous year. Each program offered an alumni event (20).

faculty, staff, etc)

Golden Eagle Open 50% of coaches meet and/or exceed his/her program’s fundraising goals as established in his/her performance program

120 golfers registered for the Bob Boozer Golden Eagle Open, which is a 17% increase from the previous year 30% of coaches met or

exceeded their fundraising

goal (6 or 18) as established

by his/her performance

program

Learning Environment and Quality of Place

EMSA: ATH:SG.02

Recruitment Strategies

Address facility improvements to support recruitment of academically prepared and talented student athletes

Amount of revenue generated through outside reservations Amount of reservations made Administer surveys to outside groups after they rent the facility to measure their satisfaction level Administer post season surveys to the student-athletes through Baseline to measure their satisfaction level with the facilities

Raise over $40,000 in

outside group

reservations

Recruit, attract and

manage over 30 outside

groups reservations as a

form of revenue

generation for Brockport

Athletics



student-athletes

through post-season

evaluations


Baseline


Attracted and managed 35 outside group reservations, which is 7 more than our goal Generated nearly $55,000 in outside group reservations, which is $15,000 more than out goal Post-Season Student-Athlete Evaluation (Q38): “I feel the playing and practice facilities of my sport are adequate and safe” Fall Student-Athletes – 93% Agree Winter Student-Athletes-94% Agree Spring Student-Athletes – 95% Agree

Co-curricular & Support Programs EMSA: ATH:SG.01


Develop a comprehensive marketing program that identifies Golden Eagle athletics as a source of positive entertainment and as a community

Amount of sponsors Revenue regenerated through sponsorships Revenue generated through ticket sales (M/W Soccer, Football, Ice

Partner with over 30

local and regional

businesses/organizations

through sponsorship

Generate over $20,000

in sponsorship revenue

Generate over $20,000

in ticket sales revenue

Limited – Administer surveys through Baseline after selected events Ticket Stock - $500/year

Partnered with 38 local and

regional

business/organizations

through sponsorship.

Generated $25,000 in

sponsorship revenue and

saved roughly over $20,000

through trade agreements

with local

businesses/organizations.

building activity (IE: GES, Eagle Empire)

Hockey, M/W Basketball) Tracking attendance at home events Post event surveys (IE: Homecoming) Participants in Eagle Empire fan club/rewards program Viewership of Live Streamed Events/Website

Increase home

attendance at home

athletic events

Increase awareness of

the Eagle Empire

Rewards program



student-athletes

through post-season

evaluations


Baseline

(Paid for through sponsorship)

Generated $24,500 in tickets

sales revenue, an increase of

$6,000 from the previous

year.

Live streaming of 151 home athletic events through Stretch Internet with 8,135 unique viewers (an average of 54 viewers per event) Over 1 million views on our athletics website, www.gobrockport.com Brockport Athletics Marketing Survey (Q7) – administered to over 2,000 students: “Overall, attending a Brockport home athletic event is an enjoyable experience” 84% - Agree

Creating a Culture of Evidence & Continuous Improvement

The College at Brockport is committed to improving program effectiveness and the quality of the student experience through assessment data. The

use of assessment data will contribute to the culture of evidence within each unit and the overall campus community. This section allows units to

report administrative assessment data that might not necessarily be tied to a specific goal, but illustrates program or unit effectiveness.

Assessment

Objective

KPIs/Benchmark

Outcome/Results Analysis

http://www.gobrockport.com/

Develop a student-athlete resource center to help improve the academic standing of “at-risk” student-athletes while creating a culture of academic success for all of our student-athletes.

Average student-athlete GPA of 3.0 or higher Increased GPA for “at risk” students 25% minimum of student-athletes on the Dean’s List Over 100 SUNYAC All-Academic Team members (3.3 or higher for on semester) Over 40 SUNYAC Commissioners List Members (3.3 or higher for 3 straight semesters) Quantitative feedback

from student-athletes

through post-season

evaluations


baseline

Average student-athlete GPA was 3.09 After implementing the student-athlete resource center, “at-risk” student athletes (GPA of 2.49 or less), on average, experienced a .10 increase in his/her GPA. 33% of student-athletes made the Dean’s List 140 SUNYAC All-Academic Team members 64 members SUNYAC Commissioners List Members Football student-athlete, Kyle Carman, received the SUNY Chancellor’s Scholar-Athlete award. This award is given to a member of the first or second All Conference or All- Tournament team with a minimum GPA of 3.3 for at least 3 semesters. Post-Season Student-Athlete Evaluation (Q46): “There are adequate resources and support to meet my academic goals” Fall Student-Athletes – 84% Agree Winter Student-Athletes-81% Agree Spring Student-Athletes – 86% Agree

There has been a positive correlation between the student-resource center and an increase in GPA for “at risk” student-athletes (2.49 GPA or less). Our staff has also created a Corrective Action Plan (CAP) for each student-athlete on probation (2.0 or lower). This requires the student-athlete to meet with his/her coach and Academic Enhancement Coordinator throughout the semester to monitor his/her academic progress. The average student-athlete GPA of 3.0, which was our goals for the ’13-14 academic year. We will continue to find ways to improve the academic standards for all of our student-athletes. For example, we will continue to educate our coaches and support staff on the available academic support programs on campus. We will collaborate with those programs to track the student-athletes usage. We will continue to gather feedback from our student-athletes through post-season evaluations to assess our department’s academic resources.

Improve the competitiveness of the intercollegiate athletic program

Finish top 4 in the SUNYAC Commissioners Cup Finish top 150 in Division III Learfield Sports Directors Cup Increase winning

Brockport finished 5th in the SUNYAC Commissioners Cup, which is an improvement from last year’s standings (6th place) Finished 202th in Division III Learfield Sports Directors Cup (last year 147th place) Winning Percentage: Men – 91 – 49 – 8 (64%) (13.5% Increase) Women – 91 – 82 – 1 (53%) (2.1% Increase) Overall – 182 – 131 – 9 (58%) (7.3% Increase)

There is a tremendous amount of growth in this area. There still needs to be an increased focus on recruiting quality student-athletes. We have partnered with Dan Tudor’s Collegiate Strategies, a recruiting consulting service, to support our coaches in their pursuit of quality student-athletes. We should begin to

percentage for all of our programs 15 All-SUNYAC Performers 7 All-Region 5 All - Americans

Quantitative feedback


through post-season

evaluations


baseline

48 All-SUNYAC Performers 13 All – NJAC Performers 7 All – Region Performers 15 All-Americans 3 All-Conference Rookie of the Year Recipients 1 All-Conference Player of the Year Recipients

Post-Season Student-Athlete Evaluation (Q62): “My sport’s program is above average by comparison to its conference peers” Fall Student-Athletes –55% Agree Winter Student-Athletes- 57% Agree Spring Student-Athletes – 55% Agree

see immediate results from this partnership as evidenced by 3 freshmen student-athletes receiving All-Conference Rookie of the Year honors. In addition, the amount of student-athletes that were recognized for their athletic accomplishments this year has nearly doubled from the previous year. Our teams overall winning percentage

increased 7.3% from the previous year.

We will continue to provide our

coaches with the necessary resources

to attract and retain quality student-

athletes. In addition, we will

consistently reiterate our goals of

earning top 4 in the SUNYAC

Commissioners Cup and top 150 in the

Learfield Directors Cup. These goals

will serve as benchmarks to measure

athletic success.

Continue to promote the Golden Eagle Society as the fundraising arm of the department

Acquire over 1,000 members Raise over $130,000 in donations 50% of coaches meet and/or exceed his/her program’s fundraising goals as established in his/her performance program Each sport will offer an alumni game/meet Over 100 golfers in the Golden Eagle Open

974 members of the Golden Eagle Society $185,000 raised in private donations through the Golden Eagle Society (7.6% increase from last year). 30% of coaches met or exceeded their fundraising goal (6 or 18) as established by

his/her performance program Each program offered an alumni event (18 total) 120 golfers registered for the Bob Boozer Golden Eagle Open

We have continued to make strides in this area. Throughout the year, we offered several “Friends of Brockport Athletics” receptions. These receptions served as an opportunity to bring the GES members to campus and thank them for their continued support of Brockport Athletics. In addition, for the second time in the history Brockport Athletics, each program organized an alumni event. We were able to collaborate with the Alumni Affairs office to maximize our participation rates. We can do a better job of tracking the satisfaction levels of each participant of the alumni game and/or Bob Boozer Golden Eagle

Open. We will begin to administer surveys through Baseline to measure the satisfactions levels of each participant. Along those lines, we will continue to collaborate with Advancement/Alumni Affairs to identify new ways to generate revenue (ie: naming rights opportunities).

Improve the complete development of the student-athlete by focusing on leadership development and community engagement

30 student-athletes and 10 coaches/staff members involved in the Student Leadership Program as mentees and mentors, respectively. Create a specific Sports Leadership Certificate for student-athletes to develop the skills and knowledge needed to be an effective leader. Participate in 40 community service projects Less than 10% of students in violation of the campus code of conduct are student-athletes Quantitative feedback


through post-season

evaluations


baseline

52 student-athletes and 8 coaches/staff members were involved in the Student Leadership Program as mentees and mentors, respectively. 20 of those student-athletes participated in the Specialized Sports Leadership Certificate Program Student-athletes participated in 50 community service projects Post-Season Student-Athlete Evaluation (Q53): “I believe community service is important for myself and my team” Fall Student-Athletes –90% Agree Winter Student-Athletes- 78% Agree Spring Student-Athletes – 81% Agree 16% of total students that were in violation of the campus code of conduct were student-athletes, which is a 1% increase from the previous year. See below for details:

Student athletes are natural leaders but there needs to be more of a commitment from our department in revealing those characteristics in competition, classroom and community. Collaborating with the Student Leadership Department to create a Sports Leadership Certificate was great first step. We need to increase the number of its participants next year. The department will begin to measure student-athlete involvement on campus by partnering with the Office of Community Development to track amount of community service hours completed by student athletes. We will collaborate with the Office of Student Conduct to identify areas in which our student-athletes violated the campus code of conduct. In conjunction with various campus departments, we will rely on this data to provide preventive outreach services to our student-athletes and coaches. Unfortunately, this is a growing issue for our department and it needs to be addressed.

2013-2014 Closing the Loop Summary Report

The following report outlines the assessment tools used and data compiled in regard to no more than three unit/office goals from 2013-2014. It will

also highlight the proposed action items and recommendations for the next year.

2013-2014 Goal: Implement and develop a comprehensive marketing program that identifies Golden Eagle athletics as a source of positive entertainment and as a

community building activity

Tool Used: Baseline: Our department administered a “Brockport Athletics Marketing” survey to general students with emphasis on utilizing the feedback to improve

our marketing efforts. Our department collaborated with Institutional Research to select a sufficient sample size, which included on-campus students, off-campus

students, students from each year, students of each gender, student-athletes and non-student-athletes. In total, the survey was sent to 1,200 students. 240 students

completed the survey (20% response rate).

Data/Results:

Summary/Conclusions: The feedback from this survey gave our department on honest assessment of our marketing strategy. Unfortunately, only 49% of

respondents believe that our department does a good job of promoting home athletic events. Therefore, our department needs to improve its efforts in this area. We

need to engage the entire student population (ie: on-campus students and off-campus students) instead of a small contingency (ie: student-athletes). Students find out

about home games through word of mouth (73%), social media (38%), athletic website (34%) and print advertisement (24%). Our department contributes resources

toward marketing materials and, based on the data, this may not be necessary. Instead, we need to utilize other cost-effective strategies (ie: social media, tabling, etc.) to

promote home athletic events. Finally, based on the results, if a student has a personal connection to a member of the team, they are more apt to attend the event (67%).

Therefore, we need to involve our student-athletes in our marketing efforts (ie: student to student marketing).

Recommendations/Action Items for next year: There is a tremendous room for growth in this area. Currently, we not connecting with the entire student body

and, more importantly, we may be wasting resources. Based on the results of the “Brockport Athletics Survey”, we need to utilize social media to our advantage. Social

media is cost-effective platform to reach various constituents. Brockport Athletics has social media accounts (ie: Facebook, Twitter, etc.) but we need to utilize them

more often and on a consistent basis. For example, since 67% of students attend an athletic event since his/her friend is on the team, our marketing efforts should be

focus on individual student-athletes (ie: pictures of student-athletes, video highlights, etc.). In addition, having a strong presence on social media will benefit the

department in other ways such as alumni engagement, recruiting prospective student-athletes and brand recognition.

Furthermore, we need to continue to promote the Eagle Empire, which is a program designed to increase student attendance at home athletic events. At Eagle Empire

events, students can swipe their ID cards and earn points. Points translate to prizes. Currently, almost 60% of students are not aware of the Eagle Empire program. We

need to create more awareness for this program through social media, word of mouth, print advertisement, etc. Since almost 68% of students attend a game only if their

friend is also attending, receiving a prize will only serve as another incentive. Students will be motivated to receive prizes and, as a result, support our student-athletes

at the same time. We will continue to collaborate with the Community Development office to ensure the Eagle Empire Curriculum is up-to-date and functioning

properly. In addition, we will work with other campus departments to promote and create awareness for this program (ie: Residence Life).

2013-2014 Goal: Utilize baseline to administer all post-season student-athlete surveys and develop unique strategies (ie: incentives) to increase the completion rates.

Tool Used: Baseline

Data/Results: This past year was the first year our department utilized Baseline to administer post-season evaluations to our student-athletes. We administered the

evaluations after each season (fall, winter, spring). Although the response rates were better than in previous years when Angel was the preferred assessment tool to

administer the post-season surveys, there still is room for improvement.

Summary/Conclusions: The feedback that we receive from our student-athletes helps to evaluate the coaching staff, support staff, academic support, facilities and

student-athlete overall experience. It is imperative that our department pays careful attention to results of the evaluation. Moreover, we need each student-athlete to

complete the evaluation in order for the results to be statistically significant. The higher percentage of student-athletes that complete the evaluation, the more accurate

the results will be. This will allow our administration to make more informed decisions in the future.

Recommendations/Action Items for next year: For 2014-2015, our goal is to have 60% of our student-athletes complete the post-season evaluation. To help

achieve this goal, our department will offer an incentive to complete the evaluation. The incentive will be in the form of a raffle. For example, if a student-athlete

completes the survey, he/she will be in the running to win a prize (i.e. gift certificate, Brockport athletics gear, etc.). We will continue to utilize Baseline’s capabilities to

administer these post-season evaluations. In addition, our department will be as transparent with the results of these evaluations. For example, once we compile the

results and make the necessary changes, we will communicate to the student-athletes that their evaluations contributed to that respective change. It is also important, in

certain circumstances, to share the results with coaches and staff. Furthermore, we will continue to utilize Baseline’s capabilities to evaluate other areas of the

department including but not limited to outside group events, alumni events, fundraising events (ie: Bob Boozer Golden Eagle Open) and special events for student-

athletes (ie: Senior Student-Athlete Luncheon).

2014-2015 Assessment Plan

This section summarizes the unit’s future plans for progress toward strategic goals. NOTE: Cut and paste this into the next year’s fully developed assessment plan.

Strategic Plan

Construct (also

include Strategic

Divisional

Priority/Objecti

ve(s)

Unit Goal Assessment

Objective

Assessment

Measures

Resources

Needed

Timeline Person

Responsible

0%

10%

20%

30%

40%

50%

Angel Angel Angel Baseline

2010-2011 2011-2012 2012-2013 2013-2014

37% 32%

27%

45%

Student-Athlete Post-Season Evaluation Completion Percentage

2010-2011 Angel

2011-2012 Angel

2012-2013 Angel

2013-2014 Baseline

Priority & Goal if

applicable) Co-curricular &

Support Programs EMSA:ATH:SG.03

Recruitment Strategies; Community Building and Collaboration

Improve the competitiveness of our intercollegiate athletics program

Coach’s

performance

program (specific

goals for program

vs. results)

Post Season

Student-Athlete

evaluations to

evaluate coaching

staff and overall

experience

Program’s

winning

percentage

(benchmark)

Post season

championship

participation

(benchmark)

Commissioners

Cup and Directors

Cup Standings

(benchmark)

Finish top 3 in the

SUNYAC Commissioners

Cup

Finish in the 140 in the

Division III Learfield

Sport Directors Cup

Increase overall winning

percentage to .620

Increase participation in

post-season

championships

(SUNYAC, ECAC, and/or

NCAA)



student-athletes

through post-season

evaluations


baseline

Dan Tudor consulting service is $6,000 /Yr

Throughout entire year.

Director – Erick Hart Associate Director – Susan Hoffman Assistant Director – Liam Welsh Coaching Staff Support Staff

Academic Quality & Engagement

Retention of Students


Weekly reports to track academic progress; Student-athletes GPA Post-season student-athlete evaluations to evaluate academic support

Final average student-

athlete GPA of 3.0 or

higher.

Student-Athlete average

GPA higher than general

student-body average

GPA.

Over 32% of student-


Throughout the academic year

Director – Erick Hart Associate Director – Susan Hoffman Assistant Director – Liam Welsh Academic Enhancement Coordinator –

Exceptional Talent and/or “at-risk” (S/A’s w/ 2.49 GPA or less) academic progress Exceptional talent retention rates Student-athlete average GPA vs. Total Student Body average GPA Retention Rates/graduation rates Amount of student-athletes participating in the student-leadership program Amount of Community service projects participated in

athletes earn Dean’s List.

Decrease in Exceptional-

Talents Dismissals

Increase in “at-risk”

(S/A’s w/ 2.49 GPA or

less) GPA’s to measure

impact of student-

resource center (study-

hall)



student-athletes

through post-season

evaluations


baseline

Steve Pike Coaching Staff

Learning Environment

and Quality of Place EMSA: ATH:SG.02

Recruitment Strategies


Amount of revenue generated through outside reservations Amount of reservations made Administer surveys to outside groups after they

Raise over $50,000 in

outside group reservations

Recruit, attract and

manage over 40 outside

groups reservations as a

form of revenue

generation for Brockport

Athletics



student-athletes


Throughout the entire year

Director – Erick Hart Associate Director – Susan Hoffman Assistant Director – Liam Welsh Facilities Coordinator -Nathan Bull Coaching Staff Support Staff

rent the facility to measure their satisfaction level Administer post season surveys to the student-athletes through Base Line to measure their satisfaction level with the facilities

through post-season

evaluations


baseline

Co-curricular & Support Programs EMSA: ATH:SG.01


Develop a comprehensive marketing program that identifies Golden Eagle athletics as a source of positive entertainment and as a community building activity (IE: Eagle Empire, GES)

Amount of sponsors Revenue regenerated through sponsorships Revenue generated through ticket sales (M/W Soccer, Football, Ice Hockey, M/W Basketball) Tracking attendance at home events Post event surveys (IE: Homecoming) Participants in Eagle Empire fan club/rewards program Viewership of Live Streamed Events/Website

Partner with over 35 local

and regional

businesses/organizations

through sponsorship

Generate over $25,000 in

sponsorship revenue

Generate over $30,000 in

ticket sales revenue

Increase home attendance

at home athletic events

Increase awareness of

the Eagle Empire

Rewards program

Offer events to engage

campus community (ie:

“Take a Kid to a Game

Day”)



student-athletes

through post-season

evaluations


baseline

Limited – Administer surveys through Baseline after selected events

Throughout the entire academic year

Director – Erick Hart Assistant Director – Liam Welsh Kelly Vergin – Director of Communications Coaching Staff Support Staff

Co-curricular & Support Programs

EMSA:ATH:SG.04



Amount of Golden Eagle Society Members Amount of donations made to the Golden Eagle Society Amount of alumni events offered Giving rates (team, faculty, staff, etc.)

Over 950 members of the Golden Eagle Society Raise over $200,000 in donations for the Golden Eagle Society Each program offer an alumni event (18) 120 golfers registered for the Bob Boozer Golden Eagle Open 50% of coaches meet and/or exceed his/her program’s fundraising goals as established in his/her performance program

Est. $3,500 – cost of alumni receptions Administer surveys through Baseline to alumni after receptions

Throughout the academic year

Director – Erick Hart Assistant Director – Liam Welsh Kelly Vergin – Director of Communications Coaching Staff Support Staff

Points of Pride

This section allows for you to identify points of pride throughout the 2013-2014 year. These points of pride should align with The College at

Brockport’s Strategic Plans Constructs (Academic Quality & Engagement, Co-curricular & Support Programs, Learning Environment & Quality of

Place, Culture of Philanthropy & Alumni Connectedness), College Priorities, and/or College Goals. Also, note if the point of pride aligns with a unit

goal.

Point of Pride Strategic Construct/College

Priority/College Goal

Unit Goal

The average student-athlete GPA was 3.09 and 33% of student-athletes made the Dean’s List.

Academic Quality & Engagement Retention of Students


140 student-athletes selected to the SUNYAC All-Academic Team, which recognizes student-athletes that earned a 3.3 GPA for the semester in which they competed. 64 student-athletes selected to the

Academic Quality & Engagement Retention of Students

Improve the complete development of the student-athlete by focusing on academic

SUNYAC Commissioners List, which recognizes student-athletes that earned a 3.3 GPA for consecutive semesters.

and leadership performance

Brockport finished 5th

in the SUNYAC Commissioner’s Cup, which is the

best finish since 2009-2010. Co-curricular & Support Programs Recruitment Strategies; Community Building and Collaboration


Men’s Basketball wins SUNYAC Regular Season and SUNYAC

Tournament Championships. John Ivy earns SUNYAC Player of the Year

and becomes the school’s all-time scoring leader (1,683).

Co-curricular & Support Programs Recruitment Strategies; Community Building and Collaboration


Football wins the NJAC Regular Season and ECAC Northwest Bowl

Championships. Dan Andrews breaks the single game and season rushing

records for a freshman, earning him the NJAC Offensive Rookie of the

Year.



Head Softball Coach, John Dumaw, breaks the all-time win record for

Brockport head coaches (any sport). Co-curricular & Support Programs Recruitment Strategies; Community Building and Collaboration


Head Men’s Basketball Coach, Greg Dunne, earns SUNYAC Coach of

the Year and National Coach of the Year. Head Baseball Coach, Justin

Beach, earns SUNYAC Coach of the Year.



The Golden Eagle Society set a new record for membership (925) and

donations ($185,000). Co-curricular & Support Programs Community Building and Collaboration


In its first year of existence, Eagle Empire, a rewards program designed to increase student attendance at home athletic events, had nearly 2,000 students participate.

Co-curricular & Support Programs Community Building and Collaboration

Develop a comprehensive marketing program that identifies Golden Eagle athletics as a source of positive entertainment and as a

community building activity (IE: Eagle Empire, GES)

Brockport completes renovations to Bob Boozer Field at Eunice Kennedy

Shriver Stadium, with the installation of synthetic turf and lights.

Brockport unveiled the redesigned and renamed Bill Steele '62 Athletic

Weight Room located in Tuttle South.

Learning Environment and Quality of Place Recruitment Strategies


Please list no more than seven accomplishments that your department achieved in 2013-2014.

These will be submitted for inclusion in the College Accomplishments publication.

Accomplishment Description Data/Results (where possible)

Summary/Conclusion

Brockport finished 5th

in the

SUNYAC Commissioner’s

Cup.

It is our best finish in the

SUNYAC

Commissioners Cup in 5

years.

The SUNYAC

Commissioners Cup is

an external

comparison. It allows

Brockport to measure

its athletics success

against the 9 other

institutions.

For 2014-2015, our goal is to finish top 3 in the SUNYAC Commissioners Cup. We will continue to work to improve the competitiveness of our intercollegiate athletics program

The average student-athlete GPA was 3.09 and 33% of student-athletes made the Dean’s List.

There was a 0.08 GPA

increase from the

previous year. The

percentage of student-

athletes that made the

Dean’s List increased 8%

from the previous year.

Key Performance

Indicators to assess

historical trends. Our

department also sets

benchmarks to

measure success in

this area.

We will continue to focus on developing the “student” in “student-athlete” by providing resources to improve academic performance and by collaborating with other campus departments.

Men’s Basketball wins the

SUNYAC Regular Season and

SUNYAC Tournament

Championships and Brockport

was selected to host the first

The Brockport Men’s

Basketball Team earned

an automatic bid to the

NCAA tournament with

its victory over

External Comparisons

such as national and

regional rankings.

The success of the men’s

basketball team was felt by the

entire campus. Hosting post-

season championship events is

something we will continue to

and second round of the NCAA

Division III Men’s Basketball

Championships.

Plattsburgh in the

SUNYAC championship

game. Since their record

was one of the best in the

country (24-3), they were

selected as the host

institution for the first

and second round of the

NCAA Division III

Men’s Basketball

Championships

strive for. It is a wonderful

opportunity to put our student-

athletes in a position to be

successful and increase exposure

for our campus.

Football student-athlete, Kyle Carman, received the SUNY Chancellor’s Scholar-Athlete award.

This award is given to a member of the first or second All Conference or All- Tournament team with a minimum GPA of 3.3 for at least 3 semesters.

Key Performance

Indicator - GPA

Winning Percentage: Men – 91 – 49 – 8 (64%) Women – 91 – 82 – 1 (53%) Overall – 182 – 131 – 9 (58%)

The men increased their

winning percentage by

13.5%. The women

increased their winning

percentage by 2.1%.

Overall, our athletic

teams winning

percentage increased

7.3%.

Key Performance

Indicators to assess

historical trends. Our

department also sets

benchmarks to

measure success in

this area.

For 2014-2015, our goal is to have an overall winning percentage of 62%. We will continue to work to improve the competitiveness of our intercollegiate athletics program.

Ellsworth finished second is the

annual SUNY Mascot

Challenge.

The SUNY Mascot

Challenge included 43

SUNY campuses

representing 637 athletics

teams and 363,000

students. Brockport

finished a close second.

External Comparison This competition helped increase

exposure for the Brockport brand

but, more importantly, it helped

build school spirt for its students,

alumni and supporters.

reflecting on the year: celebrating successes & continuous ... · football, ice partner with...

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