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Demographics and institutional resources often dictate the role that athletic recruiting and expansion of the athletic program will play in a well designed strategic plan. It is not uncommon for institutions with low enrollment figures located in rural settings to feel the challenge of growing their enrollment.

While the importance of increasing and diversifying enrollment streams via such programs as distance learning are crucial in an increasingly competitive market, the cornerstone for a healthy economic future still lies with on-campus enrollment. Online programs and other distance learning programs can bring immediate economic benefits, with a relatively low overhead cost, especially utilizing adjunct faculty. These programs offer limited benefits in long term potential for institutional development initiatives. The donor base that is so vital to providing capital resources to an institution are rooted in students who have a vested emotional experience with an institution. Students who find a spouse, win a championship, or establish lifetime friendships all represent donor opportunities.

Increasing the squad sizes preclude that various factors must be considered in strategic planning. Such factors include additional resources that will be required to sustain larger squads, and a second component, retention.

Determining optimal squad size is essential in creating a strategic plan. Larger numbers may require direct additional resources such as an increase in assistant coaches, transportation for enhanced j.v. schedules, or larger varsity squads, and additional equipment and uniforms. Also, indirect costs for increased enrollment include potential for additional faculty, as well as increased volume for compliance, athletic training and sports information.

A second and crucial component of strategic planning regarding squad sizes is the role of retaining student-athletes. Historically, very large squads in certain sports are characterized by low retention rates. Terminal j.v. athletes are rarely a formula for successful retention in an institution. An additional factor to consider in retention is the number of ineligible athletes included on the individual sport roster. A large number of "academic redshirts" can lead to trouble in the residence halls and in the community.

During the process of strategic planning, assessing which sports lend themselves to higher enrollment while not compromising retention is essential. It is a best practice, for instance, to avoid large numbers in such sports as basketball. In basketball, where only five players start, and a small number actually compete, many student-athletes become disillusioned with their lack of varsity competition. Large squads in sports such as cross country and track and field allow team members an opportunity to participate, regardless of their skill level, and lend themselves to more successful retention rates.

Hiring practices are also essential when targeting intercollegiate athletic enrollment augmentation. The recruiting goals should be clearly defined for candidates vying for a coaching position. It is equally important to define the expectations of the athletic department regarding the competitive level of the sport programs to the candidates as well. It is beneficial when reviewing candidates to note the experience and exposure to athletics at institutions where enrollment augmentation via intercollegiate athletics in connected. Institutions may be tempted to hire a "big name" candidate with a glossy professional resume, who have no exposure to the grass roots level of intercollegiate athletics. Once hired, these candidates often struggle with the difference in resources to which they are accustomed.

A second venue in enrollment augmentation is sport expansion. An established template outlining the criteria for intercollegiate sport expansion is beneficial in strategic planning. The head athletic administrator at any given institution should have a well designed format for sport expansion. The following may serve as examples of the type of criteria that might be beneficial for such a template:

1. Is the sport sanctioned by the governing athletic body (ie: NAIA, NCAA, NJCAA), and does it offer a national championship?

2. If the sport is not sanctioned by the main governing body, what mechanisms exist to regulate the sport?

3. What other institutions in the state and region carry intercollegiate teams for competition?

4. Does a quality market from which to recruit high caliber niche market athletes from high schools exist?

5. With the addition of a given sport, what additional personnel will be necessary?

6. With the addition of a given sport, what additional expenditures including, but not limited to, operational budgets will be accrued to properly maintain an intercollegiate athletic program?

7. Do adequate facilities exist which will accommodate practice time and competitions for additional sport(s)?

8. Will facilities be sufficient in regards to additional locker rooms and storage for equipment?

9. Is additional office space available for head and assistant coaches from the expansion sport(s)?

10. What additional vehicles will be needed to accommodate team travel, and coaches recruiting efforts? (consider extended travel for practice facilities not housed on campus)

11. What costs will be associated with maintenance of an increased vehicle pool, and maintenance of extended facilities or increased usage of existing facilities?

12. Will additional faculty be required in designated academic areas to accommodate increased enrollment?

A successful and well run athletic department may serve not only to enhance enrollment through the increased number of student-athletes that comprise an institution, but may also serve to increase the non-athlete segment of the student body. An athletic program with highly competitive programs that are effectively marketed has the potential to increase this segment of campus enrollment through image enhancement of the institution. Admissions professionals are well aware of the phenomena that occur around this element, as illustrated by the "Doug Flutie Effect", when enrollment applications spiked at Boston College following Doug Flutie's Heisman Trophy year.

Dick Speas is Director of Athletics at Western Texas College.