Directory UMM :Data Elmu:jurnal:I:International Journal of Educational Management:Vol11.Issue6.1997:

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Athanasio s Krie madis Strate gic planning in highe r educ ation athletic departments

Inte rnatio nal Jo urnal o f Educ atio nal Manage me nt 1 1 / 6 [1 9 9 7 ] 2 3 8 –2 4 7

Purpose of the study

T h e p r im a r y p u r p oses of t h is st u dy wer e t o d et er m in e t h e ext en t t o wh ich t h e st r a t e gic p la n n in g p r ocess is b ein g u sed in N a t ion a l Colle gia t e At h let ic Associa t ion (N CAA) Div i-sion I-A a t h let ic d ep a r t m en t s; id en t ify t h e k ey fa ct or s t h a t d iscou r a ge N CAA Div ision I-A a t h let ic d ep a r t m en t s fr om en ga gin g in st r a t egic p la n n in g a ct iv it ies; t o d evelop a n d r ecom -m en d a gen er ic st r a t e gic p la n n in g p r ocess m od el, wh ich ca n b e im p lem en t ed by N CAA Div ision I-A a t h let ic d ep a r t m en t s. T h e d evel-op m en t of t h is m od el w a s b a sed on t h e r ev iew of lit er a t u r e a n d t h e r ecom m en d a t ion s fr om a select ed n u m b er of a t h let ic d ep a r t m en t s wh ich h a d b een id en t ifi ed a s st r a t e gic p la n -n er s; a -n d t o exa m i-n e t h e r ela t io-n sh ip s b et ween t h e ext en t of st r a t e gic p la n n in g u sed by N CAA Div ision I-A a t h let ic d ep a r t m en t s a n d t h ese select ed va r ia bles: t y p e of t h e u n i-ver sit y (p u blic i-ver su s p r iva t e); u n ii-ver sit y size; a n d b a ck gr ou n d of a t h let ic d ir ect or s.

T h e s t u dy a d d r ess ed t h e follow in g r es ea r ch q u es t ion s a n d h y p ot h es es.

Research questions

T h e r esea r ch q u est ion s t o b e exa m in ed for t h e d escr ip t ive p a r t of t h e st u dy wer e a s follow s: 1 To w h a t ext en t is t h e s t r a t e gic p la n n in g

p r oces s b ein g u s ed in N CAA Div ision I-A a t h let ic d e p a r t m en t s ?

2 Wh a t a r e t h e k ey fa ct or s t h a t d is cou r a ge N CAA Div ision I-A a t h let ic d e p a r t m en t s fr om en ga gin g in st r a t e gic p la n n in g a ct iv i-t ies?

3 Is it p os s ible t o d evelop a gen er ic s t r a t e gic p la n n in g p r ocess m od el, w h ich ca n b e im p lem en t ed by N CAA Div ision I-A a t h let ic d e p a r t m en t s ?

Hypotheses tested

1 T h e ext en t of s t r a t e gic p la n n in g u sed by N CAA Div ision I-A a t h let ic d e p a r t m en t s is in d e p en d en t of t h e t y p e of t h e u n iver s it y (p u blic ver su s p r iva t e).

2 T h e ext en t of s t r a t e gic p la n n in g u sed by N CAA Div ision I-A a t h let ic d e p a r t m en t s is in d e p en d en t of u n iver s it y s ize.

3 T h e ext en t of s t r a t e gic p la n n in g u sed by N CAA Div ision I-A a t h let ic d e p a r t m en t s is in d e p en d en t of t h e b a ck gr ou n d of a t h let ic d ir ect or s.

Significance of the study

Lea d er s a n d m a n a ger s of n on -p r ofi t

or ga n iza t ion s a n d com m u n it ies fa ce d ifficu lt

ch a llen ges in t h e yea r s a h ea d . Accor d in g t o Br y son (1988), som e exa m p les of t h e sever a l t r en d s a n d even t s a r e t h e d em ogr a p h ic ch a n ges, va lu e s h ift s, t h e p r iva t iza t ion of t h e p u blic ser v ices, sh ift s in fed er a l a n d st a t e fu n d in g p r ior it ies, a vola t ile econ om y, a n d t h e in cr ea sed im p or t a n ce of t h e n on -p r ofi t sect or. T h is t u r bu len ce is a ggr ava t ed by t h e

in cr ea sed in t er con n ect ed n ess of t h e wor ld , so t h a t ch a n ges a n y w h er e t y p ica lly r esu lt in ch a n ges els ew h er e (Lu k e, 1988).

Ath letic a dm in istr a tor s, ju st a s n on -pr ofit lea der s a n d a ca dem ic a dm in istr a tor s, m u st dea l w ith th is tu r bu len t envir on m en t. Mor e-over, in ter colle gia te a th letic pr ogr a m m es h ave evolved to a poin t wh er e th ey com pete for a se gm en t of th e en ter ta in m en t m a r k et. Th e fu tu r e of in ter colle gia te a th letics w ill depen d on th e a bility of th e a th letic depa r tm en ts to r espon d effectively to th eir n ew situ a tion s, a n d to develop str a te gies n ecessa r y to a ch ieve th e a th letic depa r tm en t’s m ission a n d objectives. A n u m b er of a u t h or s (An s off a n d McDon -n ell, 1990; Ba r r y, 1986; Br y so-n et a l., 1986, 1987; Row e et a l., 1989; St ein er, 1979) a r gu e t h a t st r a t e gic p la n n in g ca n h elp or ga n iza t ion s in t h is t u r bu len t en v ir on m en t t o:

• t h in k st r a t e gica lly a n d d evelop effect ive st r a t e gies;

• cla r ify fu t u r e d ir ect ion ; • est a blish p r ior it ies;

• d evelop a coh er en t a n d d efen sible b a sis for d ecision m a k in g;

• im p r ove or ga n iza t ion a l p er for m a n ce; • d ea l effect ively w it h r a p id ly ch a n gin g

cir cu m st a n ces;

• a n t icip a t e fu t u r e p r oblem s a n d op p or t u n i-t ies ;

• bu ild t ea m wor k a n d exp er t ise; a n d • p r ov id e em p loyees w it h clea r ob ject ives

a n d d ir ect ion s for t h e fu t u r e of t h e or ga n i-za t ion a n d in cr ea s e t h eir m ot iva t ion a n d sa t isfa ct ion .

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u n iver sity size; a n d ba ck gr ou n d of a th letic dir ector s. Secon d, th e r esea r ch pr ovided in sigh t in to th ose or ga n iza tion a l fa ctor s wh ich discou r a ge th e u se of th e str a te gic pla n n in g pr ocess. A gen er ic str a te gic pla n n in g pr ocess m odel w a s developed th a t ca n be im plem en ted by NCAA Division I-A a th letic depa r tm en ts.

Research methods and procedures

Population

T h e p op u la t ion of t h e st u dy con s ist ed of a ll 106 N CAA Div ision I-A a t h let ic d e p a r t m en t s.

Instrument development

Sin ce a va lid a t ed in st r u m en t h a d n ot yet b een d evelop ed t o m ea s u r e s t r a t e gic p la n n in g a ct iv it ies in a t h let ic d e p a r t m en t s, a q u est ion -n a ir e w a s d evelop ed by t h e r es ea r ch er b a s ed on t h e r ev iew ed lit er a t u r e on st r a t e gic p la n -n i-n g a s w ell a s o-n i-n p u t a -n d su gges t io-n s fr om r ev iew s offer ed by a select ed p a n el of exp er t s.

Instrument validity and reliability

Instrume nt validity

T h e con t en t va lid it y of t h e q u es t ion n a ir e w a s d et er m in ed by a p a n el of exp er t s in t h e fi eld s of s t r a t e gic p la n n in g, h igh er ed u ca t ion , m a n -a gem en t , m -a r k et in g r es e-a r ch , -a n d Div ision I-A Con fer en ce Com m ission er s.

Instrume nt re liability

T h e r elia b ilit y of t h e su r vey in s t r u m en t w a s a s s es sed t h r ou gh Cr on b a ch ’s coefficien t a lp h a (a ). All coefficien t s a lp h a w er e w it h in a cce p t a ble r a n ges for com p a r a ble in st r u m en -t a -t ion s (N u m m a lly, 1967).

Presentation and analysis of data

A t ot a l of 76 (72 p er cen t ) of t h e a t h let ic d e p a r t m en t s r es p on d ed t o t h e s u r vey.

T h e ch a r a ct er is t ics of t h e n on -r es p on d en t s d id n ot follow a sp ecifi c p a t t er n in t er m s of geogr a p h ica l loca t ion , size of t h e u n iver s it y, a n d t y p e of t h e u n iver s it y. Ba s ed on t h is fa ct a n d t h e h igh r esp on s e r a t e it a p p ea r s t h a t t h e r es u lt s of t h e st u dy cou ld b e gen er a lized t o t h e t a r get p op u la t ion (a ll N CAA Div ision I-A a t h let ic d e p a r t m en t s).

Des cr ip t ive st a t is t ics w er e u s ed t o a n sw er t h e fi r st t wo r es ea r ch q u es t ion s, w h ile ch i-s q u a r e w a i-s u i-s ed t o t ei-s t t h e h y p ot h ei-s ei-s.

Research question 1

Wh a t is t h e ext en t t o w h ich t h e st r a t e gic p la n n in g p r ocess is b ein g u s ed in N CAA Div ision I-A a t h let ic d e p a r t m en t s ?

Que stio nnaire ite m A

Accor d in g t o t h e s u r vey r es p on s es, 71 (93.4 p er cen t ) of t h e N CAA Div ision I-A a t h let ic

d e p a r t m en t s h ave d evelop ed a v ision of t h e d e p a r t m en t ’s fu t u r e d ir ect ion a n d a sp ir a t ion s. Sixt y n in e (90.8 p er cen t ) of t h e d e p a r t -m en t s h ave a lso d evelop ed a -m ission st a t em en t t h a t d escr ib es t h e d e p a r t em en t ’s p u r -p ose a n d -p h iloso-p h y. T h e d a t a in Ta ble I sh ow t h a t 71 (93.4 p er cen t ) of t h e d e p a r t m en t s a ssess t h eir st r en gt h s a n d w ea k n esses, w h ile 63 (82.9 p er cen t ) a ssess t h e op p or t u n it ies a n d t h r ea t s in t h eir ext er n a l en v ir on m en t s. Sev -en t y -fi ve (98.7 p er c-en t ) of t h e r esp on d in g a t h let ic d e p a r t m en t s in d ica t ed t h a t t h ey d evelop goa ls a n d ob ject ives, a n d 70 (92.1 p er cen t ) d evelop lon g-r a n ge p la n s t o a ch ieve t h eir st a t ed goa ls a n d ob ject ives. Ta ble I a lso in d ica t es t h a t 71 (93.4 p er cen t ) of t h e a t h let ic d e p a r t m en t s d evelop sh or t -r a n ge p la n s t o a ch ieve sh or t -r a n ge ob ject ives. Wh en it com es t o eva lu a t ion on ly 51 (67.1 p er cen t ) of t h e d e p a r t m en t s p er iod ica lly eva lu a t e t h e p er for m a n ce of t h eir p la n n in g p r ocess, w h ile 68 (89.5 p er cen t ) eva lu a t e t h e p er for m a n ce of t h e a t h let ic d e p a r t m en t .

Que stio nnaire ite m E

Ta ble II r evea ls t h a t on ly 33 (43.4 p er cen t ) of t h e a t h let ic d e p a r t m en t s h ave: for m a lized

Table I

Ac tivitie s inc lude d in the athle tic de partme nt’ s c urre nt planning pro c e ss

Item Frequency Percentage

Vision

Yes 7 1 9 3 .4

No 5 6 .6

M ission

Yes 6 9 9 0 .8

No 7 9 .2

Strengths/ weaknesses

Yes 7 1 9 3 .4

No 5 6 .6

Opportunities/ threats

Yes 6 3 8 2 .9

No 1 3 1 7 .1

Goals/ objectives

Yes 7 5 9 8 .7

No 1 1 .3

Long-range plans

Yes 7 0 9 2 .1

No 6 7 .9

Short-range plans

Yes 7 1 9 3 .4

No 5 6 .6

Evaluation of planning process

Yes 5 1 6 7 .1

No 2 5 3 2 .9

Performance evaluation

Yes 6 8 8 9 .5

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w r it t en , lon gr a n ge p la n s; a ssessed t h e ext er n a l a n d in t er n a l en v ir on m en t s; a n d est a b -lis h ed st r a t e gies b a sed on d e p a r t m en t ’s m is-sion , ob ject ives. Con seq u en t ly, 43.4 p er cen t of t h e a t h let ic d e p a r t m en t s m ay b e id en t ifi ed a s st r a t e gic p la n n er s. T h e d a t a in Ta ble II a lso r evea l t h a t 28 (36.8 p er cen t ) of t h e a t h let ic d e p a r t m en t s u t ilize w r it t en s h or t r a n ge op er -a t ion -a l p l-a n s of -a ct ion -a n d bu d get s for t h e cu r r en t fi sca l p er iod , w h ile 13 (17.1 p er cen t ) of t h e a t h let ic d e p a r t m en t s h ave n o w r it t en p la n s, bu t in st ea d h ave d evelop ed sh or t -r a n ge in for m a l, u n w r it t en p la n s b a sed on t h e in t u -it ion a n d exp er ien ce of t h e a d m in is t r a t ive t ea m . A ver y low p er cen t a ge of t h e a t h let ic d e p a r t m en t s (2.6 p er cen t ) in d ica t ed t h a t t h ey h a d n o m ea su r a ble st r u ct u r ed p la n n in g.

Que stio nnaire ite m B

T h e d a t a fr om t h e r esp on d en t s (see Ta ble III) in d ica t e t h a t t h e ext er n a l fa ct or s con sid er ed t o a “ver y gr ea t ” or “gr ea t ” ext en t by 70 p er cen t or m or e of t h e a t h let ic d ep a r t m en t s wh en for m u la t in g t h eir p la n s wer e: sp ect a t or s, b oa r d of t r u st ees, N CAA Div ision I-A t r en d s, u n iver sit y a d m in ist r a t or s, ed u ca t ion a l t r en d s,a n d econ om ic/ t a x con sid er a t ion s.

T h er e w er e n o fa ct or s con sid er ed t o a “ver y lit t le” or “lit t le” ext en t by 70 p er cen t or m or e of t h e a t h let ic d e p a r t m en t s w h en for m u la t in g t h eir p la n s. T h e fa ct or con sid er ed t o t h e “lea s t ” ext en t by 60.6 p er cen t of t h e a t h let ic d e p a r t m en t s w a s r eligiou s gr ou p s.

Que stio nnaire ite m C

As n ot ed in Ta ble IV, it w a s fou n d t h a t t h e in t er n a l fa ct or s con s id er ed t o a “ver y gr ea t ” or “gr ea t ” ext en t by 70 p er cen t or m or e of t h e a t h let ic d e p a r t m en t s w h en for m u la t in g t h eir p la n s w er e: fi n a n cia l p er for m a n ce, a d eq u a cy of fa cilit ies, coa ch es’ op in ion , a t h let es’ a ca d e-m ic a ch ievee-m en t , a t h let ic p er for e-m a n ce, coa ch es’ p er for m a n ce, a n d a t h let ic d e p a r t -m en t ’s st a ff p er for -m a n ce.

T h er e w er e n o fa ct or s con sid er ed t o a “ver y lit t le” or “lit t le” ext en t by 70 p er cen t or m or e of t h e a t h let ic d e p a r t m en t s w h en for m u la t in g t h eir p la n s.

Que stio nnaire ite m F

T h e d a t a d is p layed in Ta ble V r evea l t h a t t h e it em s in cor p or a t ed t o a “ver y gr ea t ” or “gr ea t ” ext en t by 70 p er cen t or m or e of t h e a t h let ic d e p a r t m en t s w er e: fi n a n cia l p la n , fa cilit ies m a st er p la n , a n d m a r k et in g p la n . T h er e w er e n o it em s in cor p or a t ed t o a “ver y lit t le” or “lit t le” ext en t by 70 p er cen t or m or e of t h e a t h let ic d e p a r t m en t s.

Que stio nnaire ite m G

T h e r esp on d in g a t h let ic d e p a r t m en t s (see Ta ble VI), u t ilize sh or t -r a n ge p la n s w h ich cover a p p r oxim a t ely t wo yea r s, a n d lon g-Table II

Le ve l o f planning in NCAA divisio n I-A athle tic de partme nts

Plans Frequency Percentage

Structured long-range 3 3 4 3 .4

Operational 2 8 3 6 .8

Intuitive 1 3 1 7 .1

Unstructured 2 2 .6

Table III

Exte nt to whic h e xte rnal fac to rs are c o nside re d in the planning pro c e ss (in de sc e nding o rde r o f c o nside ratio n)

Very little Very great

Factors or little Some or great M ean SD

Spectators 1 (1 .3 )a 1 0 (1 3 .2 ) 6 5 (8 5 .6 ) 4 .3 0 0 .7 5

Trustees 1 (1 .3 ) 1 0 (1 3 .2 ) 6 5 (8 5 .6 ) 4 .3 0 0 .7 5

University administration 3 (3 .9 ) 1 5 (1 9 .7 ) 5 8 (7 6 .4 ) 4 .1 7 0 .9 3

NCCA trends 2 (2 .6 ) 1 6 (2 1 .1 ) 5 8 (7 6 .3 ) 4 .0 8 0 .8 6

Education trends 1 (1 .3 ) 1 8 (2 3 .7 ) 5 7 (7 5 .0 ) 3 .9 9 0 .7 4

Economic tax 6 (7 .9 ) 1 5 (1 9 .7 ) 5 5 (7 2 .4 ) 4 .0 3 0 .9 5

Community 2 (2 .6 ) 1 9 (2 5 .0 ) 5 5 (7 2 .4 ) 4 .0 1 0 .8 2

State/ federal 9 (1 1 .8 ) 1 6 (2 1 .1 ) 5 1 (6 7 .1 ) 3 .8 9 1 .0 5 Demographics 1 0 (1 3 .2 ) 2 2 (2 8 .9 ) 4 4 (5 7 .9 ) 3 .6 0 1 .0 7

Social trends 7 (9 .2 ) 2 9 (3 8 .2 ) 4 0 (5 2 .7 ) 3 .5 3 0 .9 4

Businesses 9 (1 1 .8 ) 3 0 (3 9 .5 ) 3 7 (4 8 .7 ) 3 .4 1 0 .8 6

Competitors 1 4 (1 8 .4 ) 2 6 (3 4 .2 ) 3 6 (4 7 .4 ) 3 .4 0 1 .0 3

M edia 1 9 (2 5 .0 ) 2 2 (2 8 .9 ) 3 5 (4 6 .1 ) 3 .2 7 1 .1 4

Suppliers 2 2 (2 8 .9 ) 2 1 (2 7 .6 ) 3 3 (4 3 .4 ) 3 .1 7 1 .2 3

Parents 1 5 (1 9 .7 ) 3 0 (3 9 .5 ) 3 1 (4 0 .8 ) 3 .3 7 1 .0 6

Technology 2 1 (2 7 .7 ) 2 5 (3 2 .9 ) 3 0 (3 9 .5 ) 3 .2 0 1 .1 0

Civic organization 2 7 (3 5 .5 ) 3 4 (4 4 .7 ) 1 5 (1 9 .7 ) 2 .8 0 0 .9 4 Political trends 2 7 (3 5 .5 ) 3 5 (4 6 .1 ) 1 4 (1 8 .5 ) 2 .7 1 1 .0 7 Religious groups 4 6 (6 0 .6 ) 1 7 (2 2 .4 ) 1 3 (1 7 .1 ) 2 .3 2 1 .2 0

Notes:

a_{Frequenc y (perc entage)}

Sc aling: 1 = very little; 2 = little; 3 = some; 4 = great; 5 = very great

Table IV

Exte nt to whic h inte rnal fac to rs are c o nside re d in the planning pro c e ss (in de sc e nding o rde r o f c o nside ratio n)

Financial preference 1 (1 .3 )a _{9 (1 1 .8 )} _{6 6 (8 6 .8 )} _{4 .3 7} _{0 .8 0}

Facilities 2 (2 .6 ) 8 (1 0 .5 ) 6 6 (8 6 .9 ) 4 .0 8 0 .6 7

Coaches’ opinion 1 (1 .3 ) 1 1 (1 4 .5 ) 6 4 (8 4 .2 ) 4 .0 3 0 .6 3

Athletic academics 1 3 (1 7 .1 ) 6 3 (8 2 .9 ) 4 .2 6 0 .7 4

Athletic preference 1 (1 .3 ) 1 4 (1 8 .4 ) 6 1 (8 0 .2 ) 4 .0 8 0 .7 3 Coaches’ preference 3 (3 .9 ) 1 2 (1 5 .8 ) 6 1 (8 0 .3 ) 4 .0 1 0 .7 6 Staff preference 3 (3 .9 ) 1 4 (1 8 .4 ) 5 5 (7 2 .3 ) 3 .9 2 0 .7 5 Administration preference 5 (6 .6 ) 1 8 (2 3 .7 ) 5 3 (6 9 .7 ) 3 .9 0 0 .9 2 Athletes’ preference 4 (5 .3 ) 2 6 (3 4 .2 ) 4 6 (6 0 .5 ) 3 .7 5 0 .8 3 Athletes’ opinion 7 (9 .2 ) 2 3 (3 0 .3 ) 4 6 (6 0 .6 ) 3 .6 4 0 .8 7 Advisory committees 9 (1 1 .8 ) 3 4 (4 4 .7 ) 3 3 (4 3 .4 ) 3 .4 2 0 .8 4

Notes:

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r a n ge p la n s w h ich cover a p p r oxim a t ely s ix a n d a h a lf yea r s.

Que stio nnaire ite m H

T h e r es p on d in g a t h let ic d e p a r t m en t s h ave en ga ged in lon g-r a n ge p la n n in g for a b ou t s ix yea r s.

Que stio nnaire ite m I

On ly 29 (38.2 p er cen t ) of t h e a t h let ic d e p a r t -m en t s h ave a lr ea dy est a blis h ed a for -m a l p la n n in g com m it t ee.

Que stio nnaire ite m J

Wh en a t h let ic d e p a r t m en t s w er e a s k ed w h et h er t h ey p la n t o es t a blis h a for m a l p la n -n i-n g com m it t ee w it h i-n t h e -n ext t wo yea r s, on ly eigh t (10.5 p er cen t ) in d ica t ed t h a t t h ey p la n t o est a blis h s u ch a com m it t ee.

Wh a t a r e t h e k ey fa ct or s t h a t d iscou r a ge N CAA Div ision I-A a t h let ic d ep a r t m en t s fr om en ga gin g in st r a t e gic p la n n in g a ct iv it ies?

Que stio nnaire ite m D

As m en t ion ed a bove, 43.4 per cen t of t h e a t h -let ic de pa r t m en t s wer e en ga ged in st r a te gic pla n n in g, wh ile 56.6 per cen t w er e n ot iden t i-fi ed a s st r a te gic pla n n er s. Th e da t a displayed in Ta ble VII r evea l wh ich fa ct or s discou r a ge t h ose a t h let ic de pa r t m en t s n ot iden t ifi ed a s st r a te gic pla n n er s (56.6 per cen t ) fr om en ga g-in g g-in st r a te gic pla n n g-in g a ct ivit ies. Ta ble VII in dica t es t h a t 46.5 per cen t of t h e a t h let ic depa r t m en t s n ot en ga ged in st r a te gic pla n -n i-n g ide-n t ifi ed i-n su fficie-n t fi -n a -n cia l

r esou r ces a n d t im e a s fa ct or s t h a t discou r a ge t h em t o a “ver y gr ea t ” or “gr ea t ” ext en t fr om en ga gin g in st r a te gic pla n n in g a ct ivit ies. On t h e ot h er h a n d, t h er e wer e t wo fa ct or s (la ck of pla n n in g policy, a n d pla n n in g n ot va lu ed by a t h let ic de pa r t m en t s) t h a t discou r a ge 46 per cen t or m or e of t h e a t h let ic de pa r t m en t s n ot en ga ged in st r a te gic pla n n in g t o a “ver y lit t le” or “lit t le” ext en t . In t er est in gly, 60.5 per cen t of t h e a t h let ic de pa r t m en t s in dica t ed t h a t in su f-fi cien t exper ien ce a n d t r a in in g w a s a fa ct or t h a t discou r a ged t h em t o “som e” ext en t fr om en ga gin g in st r a te gic pla n n in g a ct ivit ies.

Is it p ossible t o d evelop a gen er ic st r a t e gic p la n n in g p r oces s m od el, w h ich ca n b e im p le-m en t ed by N CAA Div ision I-A a t h let ic d e p a r t m en t s?

F igu r e 1 p r esen t s t h e st r a t e gic p la n n in g p r ocess m od el a s d evelop ed by t h e r esea r ch er. A b r ief a n a ly sis of t h e s ever a l s t e p s in volved in t h e st r a t e gic p la n n in g p r ocess follow s.

Strategic planning process model

Strate gy fo rmulatio n

1 Wh et h er d evelop in g a n ew or ga n iza t ion or r efor m u la t in g t h e d ir ect ion of a n on goin g on e t h e cu lt u r e, p olicies, va lu es, v ision , m is sion , a n d lon g-t er m ob ject ives w h ich w ill sh a p e a n or ga n iza t ion ’s st r a t e gic p ost u r e m u st b e d et er m in ed .

2 T h e exis t en ce of socia l, p olit ica l, ed u ca -t ion a l, d em ogr a p h ic, le ga l, econ om ic/ -t a x, t ech n ologica l, a n d com p et it ive ch a n ges r eq u ir e a t h let ic d e p a r t m en t s t o p er for m a n effect ive ext er n a l en v ir on m en t a l a ssess m en t of t h e exist in g op p or t u n it ies a n d t h r ea t s, a n d in t h is w ay t o a n t icip a t e a n d r esp on d effect ively t o ch a n ges. 3 At h let ic d e p a r t m en t s sh ou ld eva lu a t e

t h eir st r en gt h s a n d w ea k n ess es w h ich cou ld in fl u en ce t h e fu t u r e of t h eir su r v iva l a n d gr ow t h .

4 Per iodica lly, a th letic depa r tm en ts sh ou ld r econ sider / r evise th eir sta ted va lu es, Table V

Exte nt to whic h the athle tic de partme nts inc o rpo rate the fo llo wing ite ms (in de sc e nding o rde r o f c o nside ratio n)

Financial plan 5 (6 .6 )a _{7 0 (9 2 .1 )} _{4 .5 3} _{0 .6 2}

Facilities plan 4 (5 .3 ) 1 3 (1 7 .1 ) 5 8 (7 6 .3 ) 3 .9 7 0 .8 0 M arketing plan 7 (9 .2 ) 1 2 (1 5 .8 ) 5 6 (7 3 .7 ) 3 .9 7 0 .8 0 Human resource plan 1 0 (1 3 .2 ) 2 5 (3 2 .9 ) 4 0 (5 2 .6 ) 3 .5 0 0 .8 4 Contingency plan 1 8 (2 3 .6 ) 3 4 (4 4 .7 ) 2 1 (2 7 .6 ) 3 .0 8 0 .9 5

Notes:

Sc aling: 1 = very little; 2 = little; 3 = some; 4 = great; 5 = very great

Table VII

Fac to rs that disc o urage strate gic planning in athle tic de partme nts (in de sc e nding o rde r o f c o nside ratio n)

Insufficient finance 1 2 (2 7 .9 )a _{1 1 (2 5 .6 )} _{2 0 (4 6 .5 )} _{3 .3 5} _{1 .3 1} Insufficient time 1 1 (2 5 .6 ) 1 2 (2 7 .9 ) 2 0 (4 6 .5 ) 3 .3 5 1 .0 9 Personnel resistance 1 8 (4 1 .9 ) 1 5 (3 4 .9 ) 1 0 (2 3 .3 ) 2 .6 7 0 .9 9 Communication 1 5 (3 4 .9 ) 1 9 (4 4 .2 ) 9 (2 1 .0 ) 2 .8 4 0 .9 5 Insufficient training 1 0 (2 3 .3 ) 2 6 (6 0 .5 ) 6 (1 3 .9 ) 2 .8 6 0 .8 1 Planning policy 2 0 (4 6 .5 ) 1 7 (3 9 .5 ) 6 (1 3 .9 ) 2 .4 9 1 .0 3 Planning value 2 3 (5 3 .5 ) 1 4 (3 2 .6 ) 6 (1 3 .9 ) 2 .2 6 1 .0 4

Notes:

Sc aling: 1 = very little; 2 = little; 3 = some; 4 = great; 5 = very great Table VI

Numbe r o f ye ars sho rt- and lo ng-range plans c o ve r

Plans M ean

Short-range plans 1 .7 5

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vision , m ission , a n d lon g-ter m objectives in or der to be r espon sive to ch a n ges occu r r in g in th eir exter n a l or in ter n a l en vir on m en ts. 5 Aft er t h e a t h let ic d e p a r t m en t h a s es t a b

-lis h ed it s lon g-t er m ob ject ives (t a k in g in t o con s id er a t ion ext er n a l a n d in t er n a l en v i-r on m en t a l a s sess m en t s), t h e select ion of lon gt er m st r a t e gies t h a t m eet t h e d e p a r t -m en t ’s ob ject ives sh ou ld b e u n d er t a k en .

Strate gy imple me ntatio n

On ce select ion of lon g-t er m s t r a t e gies h a s b een m a d e, t h e n ext st e p wou ld b e t h e es t a b lis h m en t of sh or t t er m ob ject ives a n d sh or t -t er m s -t r a -t e gies -t o a ch ieve lon g--t er m ob jec-t ives a n d sjec-t r a jec-t e gies.

Strate gy e valuatio n

T h e fi n a l com p on en t in t h e st r a t e gic p la n n in g p r oces s is t h e st r a t e gy eva lu a t ion a n d is es sen t ia l t o en su r e t h a t st a t ed ob ject ives a r e b ein g a ch ieved . Rev iew in g in t er n a l a n d ext er n a l fa ct or s, m ea su r in g p er for m a n ce, a n d t a k in g cor r ect ive a ct ion s a r e t h e a ct iv i-t ies a s socia i-t ed w ii-t h i-t h is com p on en i-t .

Hypotheses tested

1 T h e ext en t of s t r a t e gic p la n n in g u sed by N CAA Div ision I-A a t h let ic d e p a r t m en t s is in d e p en d en t of t h e t y p e of u n iver s it y (p u b -lic ver s u s p r iva t e).

Ch i-s q u a r e w a s p er for m ed t o d et er m in e w h et h er t h er e w a s a r ela t ion sh ip b et w een t h e ext en t of s t r a t e gic p la n n in g u sed by N CAA Div ision I-A a t h let ic d e p a r t m en t s a n d t y p e of t h e u n iver s it y (p u blic ver s u s

p r iva t e). T h e d a t a d isp layed in Ta ble VIII r evea led n o sign ifi ca n t r ela t ion sh ip b et w een t h e t wo va r ia bles.

2 T h e ext en t of st r a t e gic p la n n in g u sed by N CAA Div ision I-A a t h let ic d e p a r t m en t s is in d e p en d en t of t h e u n iver s it y size.

T h e a n a ly sis in d ica t ed t h a t t h er e w a s n o sign ifi ca n t r ela t ion sh ip b et w een t h e ext en t of st r a t e gic p la n n in g a n d u n iver sit y size in N CAA Div ision I-A a t h let ic d e p a r t m en t s (see Ta ble IX).

3 T h e ext en t of st r a t e gic p la n n in g u sed by N CAA Div ision I-A a t h let ic d e p a r t m en t s is in d e p en d en t of t h e b a ck gr ou n d of a t h let ic d ir ect or s.

T h e d a t a w er e a n a ly sed by u sin g Ch i-sq u a r e. T h e r esu lt s d em on st r a t ed t h a t t h er e w a s n o sign ifi ca n t r ela t ion sh ip b et w een t h e ext en t of st r a t e gic p la n n in g u sed by a t h let ic d e p a r t m en t s a n d b a ck -gr ou n d of a t h let ic d ir ect or s (s ee Ta ble X). Figure 1

Strate gic planning pro c e ss mo de l

Exte rnal e nviro nme nt asse ssme nt

•Oppo rtunitie s •Thre ats

Re c o nside r/ re vise

•Culture •Po lic ie s •Value s •Visio n •Missio n •Lo ng-te rm

o bje c tive s

Se le c tio n o f lo ng-te rm strate gie s

Establish sho rt-te rm o bje c tive s

Pe rfo rmanc e me asure me nt

and e valuato n •Culture

•Po lic ie s •Value s •Visio n •Missio n •Lo ng-te rm

o bje c tive s

Inte rnal e nviro nme nt asse ssme nt

•Stre ngths •We akne sse s

De ve lo p sho rt-te rm strate gie s

Table VIII

Chi-square analysis o f the e xte nt o f strate gic planning and type o f unive rsity

Chi-square DF Significance

0 .0 2 9 2 0 .9 9

Table IX

Chi-square analysis o f the e xte nt o f strate gic planning and type o f unive rsity size

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Discussion, implications and

recommendations

T h is s t u dy is a n a t t em p t t o a s sis t t h e m a n a ge-m en t of a t h let ic d e p a r t ge-m en t s by id en t ify in g s t r a t e gic p la n n in g a ct iv it ies u t ilized by N CAA Div ision I-A a t h let ic d e p a r t m en t s a n d by in t r od u cin g a s t r a t e gic p la n n in g p r ocess m od el w h ich ca n b e u t ilized in d e p a r t m en t a l p la n n in g. T h e st r a t e gic p la n n in g p r ocess m od el m ay h elp a t h let ic d e p a r t m en t s t o t h in k s t r a t e gica lly, cla r ify fu t u r e d ir ect ion , d ea l effect ively w it h r a p id ly ch a n gin g en v ir on -m en t s, a n d a n t icip a t e a n d in it ia t e ch a n ge.

Discussion

Mor e t h a n 80 p er cen t of t h e a t h let ic d ep a r t -m en t s in d ica t ed t h a t t h ey wer e in volved in st r a t e gic p la n n in g a ct iv it ies su ch a s d evelop -in g v ision , m ission , goa ls a n d ob ject ives, lon gt er m a n d sh or gt gt er m sgt r a gt e gies, a n d eva lu a -t ion p r oced u r es. However, on ly 43.4 p er cen -t of t h e a t h let ic d ep a r t m en t s m ay b e cla ssifi ed a s st r a t e gic p la n n er s sin ce on ly t h a t p er cen t a ge m et t h e cr it er ia of: h av in g for m a lized w r it t en , lon gr a n ge p la n s; h av in g a ssessed t h e ext er -n a l a -n d i-n t er -n a l e-n v ir o-n m e-n t s; a -n d h av i-n g est a blish ed st r a t e gies b a sed on d ep a r t m en t a l m ission a n d ob ject ives. A m a jor it y of a t h let ic d ep a r t m en t s (56.6 p er cen t ) wer e id en t ifi ed a s n on -st r a t e gic p la n n er s even t h ou gh t h ey t ook in t o con sid er a t ion som e of t h e st r a t e gic p la n -n i-n g p r ocess com p o-n e-n t s. T h ey wer e exclu d ed b eca u se t h eir p la n n in g en d eavou r s fell in t o on e of t h e follow in g ca t e gor ies: t h ey u t ilized sh or t r a n ge, w r it t en p la n s of a ct ion a n d bu d -get s for cu r r en t fi sca l p er iod (sh or t -r a n ge p la n n er s); t h ey u t ilized sh or t r a n ge, u n w r it -t en p la n s -t h a -t a r e s-t or ed in -t h e m em or ies of t h e a t h let ic d ep a r t m en t ’s a d m in ist r a t or s (in t u it ive p la n n er s); or t h ey d id n ot u se a n y m ea su r a ble p la n n in g p r oced u r es.

Accor d in g t o H a r vey (1982), t h e p u r p ose of t h e d evelop m en t of a st r a t e gic p la n is t o m a in t a in or ga in a p os it ion of a dva n t a ge in r ela -t ion -t o com p e-t i-t or s. On ce -t h e s -t r a -t e gic p la n is m a d e, t h e im p lem en t a t ion s t a ge of t h e p la n is t h e cr it ica l st e p. T h e iss u e of im p lem en t a t ion w a s n ot r igor ou sly a ss es sed in t h is s t u dy. Con s eq u en t ly, it m ay b e q u est ion ed w h et h er t h e a t h let ic d e p a r t m en t s t h a t h a d b een id en t i-fi ed a s s t r a t e gic p la n n er s, a ct u a lly im p lem en t t h e s t r a t e gic p la n w h en m a k in g d ecis ion s con cer n in g t h e com m it m en t of d e p a r t m en t ’s

r esou r ces t ow a r d s t h e d es ir ed ob ject ives. T h is p osit ion is s u p p or t ed t o som e d e gr ee by t h e follow in g fi n d in gs su r fa cin g in t h is st u dy : 1 A sm a ll p er cen t a ge of t h e a t h let ic d e p a r t

-m en t s (38.2 p er cen t ) h ave est a blish ed a for m a l p la n n in g com m it t ee. In a d d it ion , lon g-r a n ge p la n n in g exp er ien ce is on ly a b ou t six yea r s old . Given t h e la ck of exp e-r ien ce a n d a foe-r m a l p la n n in g com m it t ee, it d oes n ot seem lik ely t h a t m a n y of t h e a t h let ic d e p a r t m en t s s y st em a t ica lly a d h er e in t h e en t ir e st r a t e gic p la n n in g p r ocess, i.e. for m u la t ion , im p lem en t a t ion , a n d eva lu a t ion .

2 T h er e seem t o b e d iffer in g op in ion s con -cer n in g t h e n u m b er of yea r s t h e sh or t - a n d lon g-r a n ge p la n s sh ou ld cover. Wit h t h e ext er n a l en v ir on m en t ch a n gin g s o r a p id ly, a t h let ic d e p a r t m en t s m u st r ea lize t h a t t h ey h ave t o r ed u ce t h e p er iod of t im e t h e sh or t - a n d lon g-r a n ge p la n s cover.

3 At h let ic d e p a r t m en t s d o n ot seem t o su ffi-cien t ly con sid er t h e h u m a n r esou r ces fa ct or a n d t h e d evelop m en t of con t in gen cy p la n s in t h eir p la n n in g a ct iv it ies. T h ese t wo su p p or t a ct iv it ies a r e t im e con su m in g. Sin ce t im e a n d exp er t ise a r e t wo sign ifi ca n t fa ct or s t h a t in fl u en ce a t h let ic d e p a r t -m en t s n ot t o p la n , t h ese t wo fa ct or s -m igh t a ls o b e sign ifi ca n t in a t h let ic d e p a r t m en t s n ot im p lem en t in g t h e st r a t e gic p la n . To t h e con t r a r y, t h e st r a t e gic p la n n in g lit er a t u r e in d ica t es t h a t sign ifi ca n t con sid er a -t ion m u s -t b e given -t o -t h e d evelop m en -t of a h u m a n r esou r ces p la n . Dav id (1989) su g-ges t ed t h a t even a w ell-d esign ed st r a t e gic p la n ca n fa il if in s u fficien t a t t en t ion is given t o t h e h u m a n r esou r ces d im en sion . Re ga r d in g t h e im p or t a n ce of d evelop in g con t in gen cy p la n s, P ea r ce a n d Rob in son (1985) st a t ed t h a t for or ga n iza t ion s t o im p r ove t h eir a b ilit y t o cop e w it h ch a n ge, t h ey m u st a d op t a con t in gen cy a p p r oa ch t o st r a t e gic p la n n in g a n d m u st d evelop con t in gen cy p la n s. T h e su ccess of t h e st r a t e gy ch osen is con t in gen t t o va r y in g d e gr ees on fu t u r e con -d it ion s. Ba s e-d on t h is im p or t a n t ob ser va t ion , a d m in ist r a t or s s h ou ld id en t ify scen a r ios, d evelop a lt er n a t ives, a n d for m u la t e con t in -gen cy st r a t e gies for t h e a t h let ic d e p a r t m en t . In t h is w ay, t h ey w ill a lw ay s a n t icip a t e a n d r esp on d t o ch a n ges effect ively.

A sm a ll per cen ta ge of Division I-A a th letic depa r tm en ts a r e fi n a n cia lly self-su ppor tin g (Atwell et a l., 1980; Ra ibor n , 1990). Ath letic dir ector s, a lr ea dy u n der fi n a n cia l du r ess, h ave n ot seen th e va lu e of u tilizin g sca r ce r esou r ces for en ga gin g in str a te gic pla n n in g a ctivities. Sin ce con tr a dictor y fi n din gs h ave been dr aw n fr om stu dies con cer n in g th e r ela tion sh ip between str a te gic pla n n in g a n d fi n a n cia l Table X

Chi-square analysis o f the e xte nt o f strate gic planning and bac kgro und o f athle tic dire c to rs

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per for m a n ce, a th letic dir ector s m ay n ot w ish to expen d r esou r ces on a n “u n pr oven ” ven tu r e. In su fficien t tr a in in g in str a te gic pla n -n i-n g pr a ctices m ay be a -n oth er fa ctor wh ich discou r a ges a th letic dir ector s fr om en ga gin g in str a te gic pla n n in g. Th e ava ila bility, cost, a n d tim e for tr a in in g does n ot r ea dily len d itself to th e n eeds of a th letic depa r tm en ts to becom e pr ofi cien t in th e str a te gic pla n n in g pr ocess.

T h e s t u dy p r ov id ed ev id en ce t h a t t h e ext en t of st r a t e gic p la n n in g u sed by N CAA Div ision I-A a t h let ic d e p a r t m en t s d oes n ot s eem t o b e r ela t ed t o t h e t y p e of u n iver s it y, u n iver s it y size, a n d b a ck gr ou n d of a t h let ic d ir ect or s.

Accor d in g t o St eis s (1985), t h e con ce p t of st r a t e gic p la n n in g fi r st fou n d a p p lica t ion in t h e p r iva t e s ect or. T h e st r a t e gic p la n n in g p r oces s w a s d esign ed t o p r ov id e d ir ect ion t o t h e or ga n iza t ion a n d gu id e a ll it s op er a t ion a l a ct iv it ies. H ow ever, m ost of t h e fu n d a m en t a l a p p r oa ch es, m et h od s, a n d p r oced u r es of st r a t e gic p la n n in g a r e d ir ect ly a p p lica ble t o t h e p u blic or n on -p r ofi t s ect or. Ba s ed on t h is ob ser va t ion , t h is a u t h or is won d er in g w h y a t h let ic d e p a r t m en t s in p r iva t e u n iver s it ies h ave n ot t a k en gr ea t er a dva n t a ge of t h is p la n -n i-n g p r oces s w h e-n com p a r ed w it h p u blic u n iver sit ies.

Dav id (1989) n ot ed t h a t st r a t e gic p la n n in g in s m a ll fi r m s is m or e in for m a l t h a n in la r ge fi r m s. It w a s su r p r isin g t o t h is a u t h or t h a t la r ge u n iver s it ies h ave n ot a d op t ed a st r a t e-gic p la n n in g a p p r oa ch t o d ecis ion m a k in g t o a gr ea t er ext en t w h en com p a r ed w it h s m a ll u n iver sit ies.

Wh ile s om e a t h let ic d ir ect or s h a d wor k exp er ien ces fr om t h e p r iva t e s ect or, it wou ld seem t h a t t h ey eit h er d id n ot t r a n s fer t h eir k n ow led ge a n d exp er ien ces in st r a t e gic p la n -n i-n g or h a d -n ot a cq u ir ed t h e -n ecess a r y s k ills in s t r a t e gic p la n n in g t o b e a ble t o t r a n s fer t h em t o t h e a t h let ic d e p a r t m en t ’s en v ir on -m en t . T h is -m ay b e a t t r ibu t ed t o t h e fa ct t h a t t h e a t h let ic d e p a r t m en t d ecision m a k er s m ay la ck t h e n ecessa r y h u m a n a n d fi n a n cia l r esou r ces t o u n d er t a k e s t r a t e gic p la n n in g a ct iv it ies. An ot h er p os sible r ea son cou ld b e t h a t u n iver s it y a d m in ist r a t ion d oes n ot en cou r a ge t h e for m u la t ion a n d im p lem en t a t ion of t h e s t r a t e gic p la n n in g p r ocess in a t h -let ic d e p a r t m en t d ecision m a k in g.

Implications

T h e fi n d in gs p r esen t ed a n d d is cu s sed a b ove h ave im p lica t ion s for t h e d evelop m en t a n d u s e of t h e s t r a t e gic p la n n in g p r ocess in a t h -let ic d e p a r t m en t s :

1 T h e p r op osed s t r a t e gic p la n n in g p r ocess m od el is a w ay of h elp in g a t h let ic a d m in is-t r a is-t or s is-t h in k a n d a cis-t s is-t r a is-t e gica lly. By r ec-ogn izin g a n d a n a ly sin g k ey va r ia bles in

t h e p r op osed m od el, a t h let ic d e p a r t m en t s w ill b e b et t er a ble t o: est a blish a n d p er iod i-ca lly r ev iew m iss ion a n d ob ject ive st a t e-m en t s; id en t ify ext er n a l a n d in t er n a l va r i-a bles i-a n d t h eir in t er r eli-a t ion sh ip s; i-a n d for m u la t e, im p lem en t , a n d eva lu a t e t h eir st r a t e gies. T h e id en t ifi ca t ion of t h ese va r i-a bles w ill con t r ibu t e t o t h e d evelop m en t of r ea list ic d ecision s in t h e ligh t of t h eir fu t u r e con seq u en ces.

2. Sin ce th e two m ost sign ifica n t con str a in ts to str a tegic pla n n in g wer e in su fficien t fin a n -cia l r esou r ces a n d tim e, a th letic depa r t-m en ts n eed to r ecogn ize th ese con str a in ts a n d be w illin g to com m it th e fin a n cia l r esou r ces a n d tim e, if th ey a r e to su ppor t th e im plem en tation of th e str a tegic pla n . 3 If str a tegic pla n n in g is to be con sider ed a s

a n im por ta n t a dm in istr a tive r espon sibility (a s su ggested by th e liter a tu r e), a n d if a n oth er sign ifica n t con str a in t to str a tegic pla n n in g is in su fficien t tr a in in g a n d exper i-en ce in pla n n in g pr ocedu r es, th i-en a th letic depa r tm en ts sh ou ld pr ovide n ecessa r y pla n n in g sk ills th r ou gh edu ca tion a l pr o-gr a m m es. In th is w ay, decision m a ker s w ill begin to con sider str a tegic pla n n in g a s on e of th eir pr im a r y r espon sibilities r a th er th a n a n a ddition a l ta sk . E du ca tion a l pr o-gr a m m es em ph a sizin g su ch sk ills a s h u m a n r ela tion s, a n a lytica l th in k in g, tim e m a n a ge-m en t, a n d pa r ticipa tor y decision ge-m a k in g ca n gr ea tly a ssist a th letic depa r tm en ts in ca r r yin g ou t th e str a tegic pla n n in g pr ocess. 4. In d evelop in g t h e st r a t e gic p la n n in g

p r ocess m od el, t h ose w h o w er e id en t ifi ed a s st r a t e gic p la n n er s in d ica t ed t h a t t h ey r elied h eav ily on t h e exp er t ise of con su l-t a n l-t s. Il-t wou ld , l-t h er efor e, seem a dv isa ble t h a t ou t sid e con su lt a t ion a n d fa cilit a t ion ca n h elp a t h let ic a d m in ist r a t or s in t h e a p p lica t ion of t h e st r a t e gic p la n n in g p r ocess for t h eir r esp ect ive d e p a r t m en t s.

Recommendations for further study T h e lit er a t u r e in t h e a r ea of st r a t e gic p la n n in g in in t er colle gia t e a t h let ics is ver y lim -it ed . T h er e a p p ea r s t o b e a n ever in cr ea sin g in t er est in t h is a r ea , a n d fu r t h er s t u d ies cou ld p r ove t o b e b en efi cia l. Ba sed on t h e fi n d in gs of t h is st u dy, t h e follow in g r ecom -m en d a t ion s a r e offer ed for fu t u r e r esea r ch : 1 Follow -u p st u d ies sh ou ld b e d on e t o t h e

sa m e s a m p le in t h r ee t o fi ve yea r s t o in ves-t iga ves-t e p os sible ch a n ges in ves-t h e u ves-t iliza ves-t ion of t h e st r a t e gic p la n n in g p r ocess.

2 Res ea r ch n eed s t o b e d on e t o t h e s a m e p op u la t ion (N CAA Div ision I-A a t h let ic d e p a r t m en t s) t o a sses s q u a lit a t ively t h e ext en t of st r a t e gic p la n n in g.

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a n d t h e st u dy of officia l d ocu m en t s. Som e of t h e in t er v iew a n d ob ser va t ion issu es wou ld a d d r ess m em b er sh ip of t h e p la n n in g com m it t ee, t h e t y p e of d a t a u sed in p la n -n i-n g, t h e m et h od s u sed t o ob t a i-n t h e d a t a , t h e t y p e of lea d er sh ip b eh av iou r wh ich a p p ea r s t o b e n eed ed t o en su r e t h e su ccess of t h e p la n n in g effor t , a n d t h e r esist a n ce t h a t is en cou n t er ed in ga in in g com m it -m en t t o st r a t e gic p la n n in g. T h e st u dy of officia l d ocu m en t s wou ld r evea l t h e ext en t t o wh ich t h ese d ocu m en t s a dd r ess t h em selves t o st r a t e gic issu es su ch a s t h e ext er -n a l or i-n t er -n a l e-n v ir o-n m e-n t a l a ssessm e-n t . 3 A com p a r a t ive st u dy of s t r a t e gic p la n n in g

sh ou ld b e con d u ct ed a m on g t h e N CAA Div is ion s (I, II, a n d III).

4 A u sefu l investiga tion m igh t a lso be u n der -ta k en to a ssess th e r ela tion sh ip between th e exten t of str a te gic pla n n in g a ctivities u sed by a th letic depa r tm en ts a n d th e fin a n cia l per for m a n ce or pr odu ctivity of th ese depa r tm en ts. It wou ld be n ecessa r y to esta blish wh ich m ea su r es of fin a n cia l per for -m a n ce or pr odu ctivity wou ld be a ppr opr i-a te. A su ggestion con cer n in g i-a m ei-a su r e of fin a n cia l per for m a n ce for a th letic depa r tm en ts tm igh t be th e per cen ta ge of selfgen er -a ted r even u e. E x-a m ples of self-gen er -a ted r even u e a r e tick et sa les, con cession s, spon -sor sh ips, TV a n d r a dio, etc., a s opposed to u n iver sity fu n din g. An oth er su ggestion con cer n in g a m ea su r e of pr odu ctivity of a th letic depa r tm en ts m igh t be th e in con -fer en ce a n d n a tion a l per for m a n ce of th e tota l a th letic pr ogr a m m e.

5 F in a lly, fu t u r e r es ea r ch sh ou ld b e d esign ed t o es t a blis h t h e va lid it y a n d r elia b ilit y of a st r a t e gic p la n n in g su r vey in s t r u m en t w h ich cou ld b e u sed in a n y N CAA a t h let ic d e p a r t m en t t o eva lu a t e t h e q u a n t it y a n d q u a lit y of s t r a t e gic p la n n in g a ct iv it ies w h ich a r e occu r r in g, a n d t h e effect iven es s of t h e im p lem en t a t ion of t h ose s t r a t e gic p la n s t h a t h ave b een d evelop ed .

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