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MORGAN STATE UNIVERSITY
Department of Intercollegiate Athletics
STRATEGIC IMAGE BUILDING PLAN
The Baltimore community is the immediate service area for Morgan State University (MSU). It has a large urban population in the Baltimore-Washington area which is more than 5,000,000 people. This program focuses on building and managing relationships and marketing and promoting with several important segments of the Baltimore Community.
The mission of the Department of Intercollegiate Athletics is to extend the local, regional and national stature of MSU Athletics. Additionally, the Department strives to enhance the image of the institution to the various public it serves.
The Department of Athletics serves as a window and/or front porch to the University. Tens of thousands of people visit our campus to attend various athletic and special events and other activities designed to build the image of the institution.
Each year the Department engages in numerous marketing and outreach activities that make a positive contribution to the image of the University. Each of the goals and objectives listed below is designed to fulfill the mission of the Department and to support activities throughout the university which contribute to the overall awareness of the mission and goals of MSU.
The Department of Athletics is committed to the pursuit of academic and sports excellence, making the experience for the student-athlete a better one, practicing standards-based operating principles and gaining maximum exposure and support for all MSU athletic teams.
The Intercollegiate Department of Athletics’ vision is to model excellence as a University program, as well as, a National Collegiate Athletic Association Division I-AA program. Thus, the Department has adopted four (4) core values to guide decisions and behaviors in fulfilling its mission and vision: 1) a confident and humble pride, 2) integrity in words and deeds, 3) respect for the dignity of ALL stakeholders, and 4) loyalty built on honest and trusting relationships.
The broad range of programs and activities offered through the MSU Department of Athletics is supported by a diverse group of stakeholders including; students, parents, alumni and friends of the university, local, regional, and national civic leaders, leaders from business and industry, clergy, high school and community college students and staff, local youth sports organizations, the general public and the Univerisity community.
This plan outlines some of the more effective strategies to build and manage meaningful relationships with the local community. Our objective is to foster and sustain a prioritized preference among business and community organizations in the greater Baltimore community for services and programs offered by MSU Athletics. The plan will also present an effective network or model that the community can utilize.
For 2007, our goal is to present a malleable prototype, a living model of how MSU Athletics’ relationship management can - over time - greatly enhance the visibility of MSU and improve the marketplace position of MSU athletics as well as increase enrollment. To that end, we must create the best possible environment for branding, marketing and promoting MSU’s Athletics programs and services, by improving MSU’s image and strengthening the relationships that will maintain that environment into the future. In order to increase success:
• We will continue to focus on building and managing relationships with important segments of the Baltimore marketplace.
• We will support and increase involvement with community leaders and leadership groups - because their support and involvement with MSU is a validation of the worth of the University’s programs and services.
• We will support activities for school aged youth because consumer preferences are shaped for a lifetime during this age period, as is the decision to go to college.
• We will conduct activities and projects that will continue to build brand loyalty and program affinity throughout the MSU community.
Across all income levels, gender, race, or creed, consumers choose programs and services based on their perception of the service provider. Several intangible factors or brand attributes come into play in this complex process:
• Values and Interests
• Quality
• Credibility
• Value in its Truest Sense, and
• Trust
At the University level, trust and relationships take on a whole new meaning. These values are priceless in recruiting and retaining students, faculty and staff. The MSU image in the community is no different. However, successful relationships must have a two-way communication-dialogue. In our increasingly interactive world, many people not only prefer dialogue with institutions of higher learning ... they demand it.
To create and manage a web site that informs and connects MSU Athletics with its various constituencies via the Internet while promoting cutting-edge strategies, technology and keeping MSU at the forefront of college athletics. The web page will be linked to the University web page.
Enhance MSU’s image and perception in the MSU community.
Develop and enhance relationships with influential local leaders and leadership organizations.
Support joint partnerships with educational and cultural events which affect both university and young adults using shared resources.
To improve the quality of support services to all MSU student-athletes academically through continued building an Academic Support Unit and a comprehensive student-athlete performance center.
Build maximum exposure and promotional support for MSU Athletics throughout the Mid-Atlantic Region through strategic alliances.
Hire more staff to cover key areas of the Department such as facilities, events, and equipment management. Develop and implement more effective methods of improving job performance, competencies, and professionalism, marketing and presentation skills for MSU Athletics’ staff.
To acquire more staff in key areas such as weekend facilities, events management, and equipment management. Develop and implement more effective methods of improving job performance, competencies, professionalism, marketing and interpersonal skills for MSU Athletics’ staff.
To plan, implement and manage sales and promotional activities designed to gain maximum exposure for MSU Athletics throughout the Region.
To improve the quality and effectiveness of MSU’s Athletics recruiting.
Demonstrate an integrated change process used for building Morgan State university’s image through strategic alliances in athletics.
Emphasize and enhance the personal growth and development of MSU student-athletes through implementing the NCAA Champs Life skills Program.
To attain a graduation rate for student-athletes which will represent more than 65% of all MSU student-athletes who complete their eligibility at MSU.
Continue to promote gender equity.
To enhance the current system of internal fiscal control and reduce auditing concerns of the MSU athletic department to a level of no more than 5% of all items audited.
Continue to improve and enhance MSU athletic facilities to a level more suitable for NCAA Division I while providing equivalent athletic facilities for men’s and women’s sports.
Implement a program to enhance the marketing, promotions, public and media relations and publications for MSU athletics.
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