Georgia Southern rolls out new athletics plan for 2018-2023

Kaitlin Sells

Georgia Southern Athletics has released their new 2018-2023 strategic plan which includes six core values, four areas, and 20 goals.

The core values spell out EAGLES and are excellence, accountability, grit, leadership, enthusiasm and service.

“This plan includes guiding principles that will be used to move us forward in the coming years and enhance our profile regionally, in the conference as well as nationally,” Athletic Director Tom Kleinlein told gseagles. “Some are goals are immediate and some are long term, but it was important to me for us to all be on the same page, working toward the same goal moving forward.”

Area One: Student-Athlete Experience 

The first of the four goals under student-athlete experience is academic achievement. Their objective is to have all student-athletes have a 3.0 GPA or higher by making sure to provide all resources necessary for performance.

The second goal of area one is leadership/life skills training by providing a specific program to encourage a holistic student-athlete development.

Goal three of four is physical/mental health development by focusing on keeping a high standard of care for the student-athletes and their well-being.

The last goal of the student-athlete experience is sports experience. Through the promotion of core values and developing athletes, Georgia Southern aims to turn our athletes into champions.

Mission Statement for area one: “We will provide a multidisciplinary approach to student-athlete development through a focus on life skills, academic success, championship performance, health and well-being and readiness for life after sports. Our goal is for student-athletes to leave our institution prepared to impact the communities they live in while having developed a positive, life-long relationship with Georgia Southern.” 

Area Two: Revenue Generation 

The first goal of revenue generation is to do a comprehensive review and data collection of all revenue streams in hopes to improve overall experience and participation.

Second goal is to implement practices based off data collected during the process of goal one.

Goal three of six is to structure the staff to promote growth and improve fan and donor experience.

The fourth goal is to increase donor solicitation and participation by implementing a set of performance metrics for all development staff.

Goal five of six is to explore and develop ways to produce revenue outside of traditional game days.

The sixth and final goal of revenue generation is to enhance each experience of being a fan and a donor to increase ticket revenue and further participation.

Mission Statement for revenue generation: “Revenue Generation areas of the athletic department will strive to provide the resources necessary to achieve the vision of the athletic program at Georgia Southern University.”

Area Three: Brand Awareness and Identity 

The first goal of brand awareness and identity is to define that brand through research, surveys, focus groups, and consultant groups.

Second goal is to emphasize on strong branding to increase engagement with current fans as well as new fans.

The third goal is to create partnerships with internal and external groups to expand branding opportunities.

The final goal of brand awareness and identity is to develop and implement a branding campaign that takes those new branding efforts to the next level.

Mission Statement for brand awareness and identity: “We will strive to be a more visible athletics brand by strengthening the bonds with our communities through consistent branding strategies that instill pride in Georgia Southern, expand the brand, develop allegiance and increase the fan base known as Eagle Nation.”

Area Four: Talent Management 

The first goal of talent management is to create a new hiring process to make sure those who are hired fit the Georgia Southern and Statesboro lifestyle and culture.

Second goal of talent management is to evaluate the current department structures to make sure that current needs are met.

The third goal is to activate a development program for those hired to grow in their time at Georgia Southern.

The fourth goal of the six is to make a contract for coaching staff to include bonuses for academic and athletic performance.

The fifth goal is to adjust and introduce multi-year coaching contracts in all sports to keep coaches who have proven their values.

The final goal of talent management is to create a system with benefits for staff based on outstanding performance.

Mission Statement for talent management: “Georgia Southern Athletics is committed to recruiting, retaining and developing an inclusive and diverse staff to promote the overall goal of extraordinary accomplishments in athletic competition, academic achievement and the development of leaders.”

For more on the plan, click here for a video by GS Athletics. 

Kaitlin Sells, Assistant Sports Editor,