In 2010, the NC State Department of Intercollegiate Athletics embarked on a comprehensive and inclusive strategic planning process. The objective was to outline the goals and strategies specific to Intercollegiate Athletics (ICA) for the next five years, as well as guiding the department's decision-making and prioritization during this period. The importance and value of the strategic planning process was emphasized by the concurrent economic and financial challenges of the nation, state, university, and ICA.
"It is important that we set measureable goals and establish accountability for their achievement," stated Yow. "This strategic plan does that comprehensively and specifically. It is an important part of the Wolfpack's forward momentum. Over 60 faculty, staff, students and boosters contributed to the development of this plan last year and I am grateful for their efforts to help us chart our course for the next 5 years."
The primary aim of the ICA strategic planning process was to focus on the core evaluative areas of: (1) Student-Athlete Academic Performance, Personal Development and Well-Being; (2) Competitive Excellence; (3) Branding, Marketing and Partnerships; (4) Facility Enhancement; (5) Financial Stability; and (6) Compliance Education and Culture. Six strategic planning committees comprised of internal and external constituents were formed to study and set the ICA five-year goals and strategies for each of the core areas. Representation on the committees included student-athletes, coaches, ICA administrators, donors, members of the University Athletics Council, university students, faculty, staff, and alumni.
The resulting document produced by this process is Wolfpack Unlimited: A Strategic Plan for Advancing NC State's Department of Athletics: 2012-2017. The goals and strategies identified in the Strategic Plan are assigned to the appropriate coaches and administrative units for implementation and completion. The department will conduct regular assessments of progress towards each goal and update the plan, as might be warranted by changes in our working environment. All ICA personnel are expected to work collaboratively, while basing their respective decision-making, prioritization and goal setting towards meeting the departmental goals identified in the plan.
While the strategic plan provides clear strategies and timelines for achieving these goals, it does not include many implementation details. As with the University's strategic plan, these details must be developed in a thoughtful, fiscally responsible and carefully planned implementation phase by the units responsible for the achievement of each goal.