Zonificación

Much like the strategic planning literature reviewed earlier, the literature on strategic planning in intercollegiate athletics, albeit limited, supports the use of a planning process (Sutton and Migliore, 1988; Yow et al., 2000). The process, as defined by Yow et al. (2000) begins with defining the purpose or mission for the organization. The development of a purpose statement identifies the vision for the athletic department. Yow et al. expect a mission statement for an athletic department to include such points as: the recruitment of academically capable student-athletes; the provision of academic support services to assist student-athletes with their academic goals; the need for fiscal integrity; the commitment to fielding competitive teams; an expectation of compliance with rules and regulations; and a commitment to customer service.

The second step in the planning process for college athletics, according to Yow et al., is environmental analysis. This analysis includes both an internal assessment of strengths and weaknesses and an external assessment of opportunities and threats.

With this SWOT analysis complete, the third step in the process is establishing objectives. These objectives are important because they outline the desired results of the planning effort and also because they serve as a measure of effectiveness for the planning process. Yow et al. leave no doubt as to the importance of setting objectives as they write, “The

success or failure of an athletics program is often based on its ability to set specific and measurable goals, as well as on having tools with which to measure progress” (p. 47). As important as objectives are, the authors identify a number of reasons why athletic departments fail to set them, including, avoiding the accountability that comes with specific, measurable objectives; lack of objective-setting skills; and the challenge of finding time to devote to planning and goal creation. Yow et al. identify a number of areas that are natural for setting objectives, such as, revenue by sport, championships, wins/losses, graduation rate, public attendance at games, budget, and community service. Sutton and Migliore (1988) add to this list by including conference standing, press and media coverage and interest, and scheduling.

Step four in the planning process is developing strategy. Sutton and Migliore discuss strategy in terms of a “game plan”. They identify strategy as the “thinking” stage of the plan in which the method of achieving the organizational goals and objectives is outlined. According to Yow et al., “Strategy may be defined as the course of action taken by an organization to achieve its objectives” (p. 67). As suggested by this definition, strategy is specific to an organization and cannot be developed effectively by applying a general strategy to all organizations. Specific characteristics of the athletic department, such as, available resources, leader and staff competencies, development of the department, and strategies used by competitors, all influence what strategies can be deployed effectively by a single department. Thibault, Slack, and Hinings (1993) also support this concept of situational strategizing as they write, “In essence, there is no one best way to strategize in sport organizations; the strategy developed should reflect the organizational situation. Hence, different organizational situations will yield different strategies”

(p. 41).

In step five, Yow et al. make the distinction between strategy and operational plans, noting that operational plans are developed by functional units of the department and are intended to support the overall strategy. Sutton and Migliore (1988) suggest that the operational planning stage is the action or doing stage of the process. They write that this “facet of the plan involves accomplishing, implementing, gathering, funding advertising, and installing” (p. 253).

According to Sutton and Migliore, an intercollegiate athletics program would include operational plans in the areas of ticketing, sports information, marketing/promotions, facility management and planning, business/finance office, athletic development, and a plan for each of the individual sports programs.

Yow et al. identify the final step in the planning process as evaluation and control. The authors note that although the objectives and strategies are complete, no plan is finished until the controls are identified and parameters for monitoring performance against the plan are put in place.

The process identified by Sutton & Migliore (1988) evolves from their identification of a concept they call, Strategic Long Range Planning and Management. They define this concept as a “philosophy of management based upon identifying purpose, objectives, and desired results, establishing a realistic program for obtaining these results, and evaluating the performance” (p.

234). The nine step process used to support the Strategic Long Range Planning and Management philosophy includes:

1. Defining the purpose and reason for being of the athletic department.

2. Monitoring the environment in which the athletic department functions.

3. Realistically assessing the strengths and weaknesses of the athletic department.

4. Making assumptions about unpredictable future events that could have an impact upon the athletic department.

5. Prescribing written, specific, and measurable objectives in the principal result areas that contribute to the organizational purpose. This requires:

a. negotiating and bargaining at every level from top management positions to staff.

b. recognizing a performance contract embracing the agreed upon objectives.

6. Developing strategies for allocation of resources to meet objectives.

7. Designing long and short range plans to meet objectives.

8. Constantly appraising performance to determine if it is keeping pace with the attainment of objectives and if it is consistent with the defined purpose. This requires:

a. willingness to change or modify objectives, strategies and plans when conditions change.

b. evaluating progress at every stage so that needed changes can be effected smoothly c. making sure that rewards are thoughtfully

considered and are appropriate for accomplishment. Recognizing the strengths and weaknesses of the extrinsic and intrinsic reward system.

9. Reevaluating purpose, environment, strengths, weaknesses and assumptions before setting objectives for the next performance period. (p. 234)

Sutton and Migliore (1988) encourage the involvement of people at all levels of the organization when using the nine step process to develop the strategic plan. They make a strong statement about the role of communication by writing, “Effectiveness of the entire strategic planning process is dependent not only upon understanding and acceptance but upon the communication process involved” (p. 256). The authors support an interactive communication system (versus a directive one) that allows for dialog with and feedback from all levels of the organization. Additionally, Sutton and Migliore emphasize that the strategic planning process is not just about developing a plan. The real success of this process comes from using the plan as a management tool to make more effective decisions and run a more efficient organization.

Use of a strategic planning process will help athletic departments deal with the dynamic environment in which they operate. Yow et al. (2000) point out that strategic planning is a

powerful tool that can positively change the culture of an athletic department and can help the department become comfortable with change. In intercollegiate athletics, this is a critical characteristic for any department. Yow et al. describe the importance of dealing with change by writing:

If an athletics department (or any organization) is not prepared for the change, it will be engulfed by it. If an organization is prepared for change it will be propelled forward by it. The intense competition for the entertainment dollar in our economy and the complex nature of growth in our business require a fleet-footed, responsive athletics organization – one which anticipates change well, one which continuously improves customer service to both internal and external customers, and one that skillfully builds on its strengths as an organization. (p. 91)