CMU Strategic Planning Guide in PDF Format
The Central Michigan University Athletics Department operates an athletic program that is defined as “A Championship Culture.” The “championship” experience remains the pinnacle achievement for all those involved in athletics. It represents the highest degree of performance excellence, effort, teamwork, respect, and vision.
A “culture” is a mental state and attitude that defines the values, focus, and motivation of a group of people.
Student-athletes-- who are academically, athletically, and socially striving for success-- are at the foundation of the “Championship Culture.” Supporting these student-athletes are coaches and administrators who value and understand the institution’s mission and strive to help student-athletes succeed at the highest levels.
Making the “Championship Culture” a permanent and lasting reality is the responsibility of the administrators, faculty, boosters, alumni and fans that faithfully support and tirelessly strive to make the vision a reality.
The “Championship Culture” vision is a pervasive theme that supports seven definitive strategies for success. The Athletics Department has aligned its vision and strategies for a “Championship Culture” with the university’s vision for national prominence, as defined by CMU 2010:
Vision & Goals:
The Seven Pillars
I. Maintain “A Championship Culture”
Strategy 1: Represent Central Michigan University and its history, traditions, and achievements with pride.
Strategy 2: Maintain a culture of integrity.
Strategy 3: Provide an opportunity to coaches, staff, and student-athletes who are committed to sustaining a culture of excellence—academically and athletically.
Strategy 4: Commit to team by working, striving, and achieving success together.
Strategy 5: Win with character. Be a model for success and character that everyone aspires to emulate.
II. Create an environment that values and focuses on academic success as the top priority
Strategy 1: Recruit students and athletes who can academically and athletically succeed at CMU.
Strategy 2: Prioritize academic success by demanding and celebrating achievement.
Strategy 3: Support student-athletes in their pursuit of personal career goals and assist in developing skills that will be critical in life.
Strategy 4: Integrate the athletic program into the academic and university community by respecting and embracing the academic mission of the university and reaching out to University faculty and staff.
Strategy 5: Achieve graduation, retention, and eligibility rates that exceed those for the general student body at CMU, lead the Mid-American Conference and rank nationally.
III. Develop championship caliber sport programs and student-athletes
Strategy 1: Expect teams and student-athletes to regularly participate in post-season competition, consistently compete for MAC championships, and rank nationally.
Strategy 2: Consistently finish in the top three in the MAC All-Sports Rankings and via for the Reese (men) and Jacoby (women) trophies for the best overall athletic teams.
Strategy 3: Recruit student-athletes and staff that epitomize the qualities of a “champion” on and off the athletic field of competition.
IV. Maintain an environment that respects diversity and values teamwork
Strategy 1: Develop and maintain a Gender Equity (Title IX) Plan that enhances opportunities for student-athletes of both genders.
Strategy 2: Recruit and retain coaches, staff, and student-athletes of diverse racial, ethnic, cultural, geographical, national, gender, and sexual perspectives.
Strategy 3: Maintain an environment that respects all student-athletes of diverse racial, ethnic, cultural, geographical, national, gender, and sexual perspectives.
Strategy 4: Create and maintain a healthy and positive work environment.
Strategy 5: Enhance working relationships with campus-wide departments to maximize efficiency and performance.
Strategy 6: Continue to encourage coaches to recruit out-state and international student-athletes to CMU.
Strategy 7: Encourage student-athlete, coach, and staff participation in diversity initiatives on campus and in the Athletics Department.
V. Effectively act as “window” and/or “front porch” through which the University is viewed
Strategy 1: Develop key initiatives and programming to help alumni, fans, and the community to connect with CMU.
Strategy 2: Enhance communication tools with alumni, fans, and the community to keep them engaged with CMU.
Strategy 3: Continually improve game day environment in order to enhance the athletic experience of student-athletes, coaches, alumni, and fans.
Strategy 4: Operate an Athletics Department that values and prioritizes customer service.
Strategy 5: Maintain administrative operations that are efficient, timely, and customer friendly.
Strategy 6: Be gracious hosts to visiting opponents.
Strategy 7: Value sportsmanship by student-athletes, coaches, staff, and fans.
Strategy 8: Continue to build on the tradition of the Chippewa Club to develop a close-knit community of former student-athletes in order to ensure their long-term commitment to the Athletics Department.
VI. Strengthen culture of integrity
Strategy 1: Require compliance with all NCAA, Mid-American Conference, and institutional rules, policies, and directives.
Strategy 2: Operate with honesty and integrity when recruiting prospective student-athletes and when leading and mentoring current student-athletes.
Strategy 3: Develop sound policies and directives that clearly communicate expectations to student- athletes, coaches, and staff.
Strategy 4: Hold student-athletes, coaches, and staff accountable when policies and directives are not followed or maintained.
VII. Contribute to University research and learning
Strategy 1: Increase communication with the campus community (faculty and staff) to help increase awareness of the leadership roles, community service, and academic achievements of student-athletes.
Strategy 2: Expect staff and student-athletes to regularly participate and take leadership roles in campus and community organizations.
Strategy 3: Encourage student-athletes, coaches, and staff participation in different campus research initiatives.