2 The Athletic Department desires to improve its athletic programs to enhance the complete student experience. Athletics is committed to helping to provide students with a university experience that develops the whole person—academically, socially and personally. Providing opportunities for student engagement in a vibrant campus life includes providing athletic programs comparable to universities of similar size and academic standing. With the support of student-approved fee increases, Athletics is prepared to take its programs to the next level of NCAA competition. The Athletic Department desires to improve its athletic programs to enhance the complete student experience. Athletics is committed to helping to provide students with a university experience that develops the whole person—academically, socially and personally. Providing opportunities for student engagement in a vibrant campus life includes providing athletic programs comparable to universities of similar size and academic standing. With the support of student-approved fee increases, Athletics is prepared to take its programs to the next level of NCAA competition.

3   Student-approved fees support all NCAA Division 1 athletic program costs, including scholarships, team travel, recruiting, equipment, coaches salaries and benefits, and support staff. Future fee increases will support the addition of football and all sports’ operations budgets--helping to prepare the University for the move to a higher profile FBS conference.   Athletics continually strives to contain costs. For example, airfare is booked in advance to secure best pricing. Most purchases are competitively bid. Teams are housed in competitively priced hotels during out of town competitions. And sponsorship trade-outs are used for local recruiting and business expenses.   Student-approved fees support all NCAA Division 1 athletic program costs, including scholarships, team travel, recruiting, equipment, coaches salaries and benefits, and support staff. Future fee increases will support the addition of football and all sports’ operations budgets--helping to prepare the University for the move to a higher profile FBS conference.   Athletics continually strives to contain costs. For example, airfare is booked in advance to secure best pricing. Most purchases are competitively bid. Teams are housed in competitively priced hotels during out of town competitions. And sponsorship trade-outs are used for local recruiting and business expenses.

4 The year-old Athletic Initiative Business Plan approved by the UT Board of Regents includes three primary strategies for the future:   Development of an $84 million competitive Athletic Complex;   Addition of a Football Championship Subdivision (FCS) football program; and   Advancement of the University’s 17 sports programs to a Football Bowl Subdivision (FBS) Conference. In addition to enhancing the student experience, the University desires to strengthen ties to the alumni and community, and create a new University peer structure for both academics and athletics. The year-old Athletic Initiative Business Plan approved by the UT Board of Regents includes three primary strategies for the future:   Development of an $84 million competitive Athletic Complex;   Addition of a Football Championship Subdivision (FCS) football program; and   Advancement of the University’s 17 sports programs to a Football Bowl Subdivision (FBS) Conference. In addition to enhancing the student experience, the University desires to strengthen ties to the alumni and community, and create a new University peer structure for both academics and athletics.

5 The Athletic Initiative Business Plan lists three key risks for its overall implementation:   Student fee increase delays.   Insufficient donor and sponsor response.   Construction cost overruns. Avoiding these risks will allow the University to expand and enhance its athletic programs, while accelerating student involvement, success, recognition and partnerships with the community. The Athletic Initiative Business Plan lists three key risks for its overall implementation:   Student fee increase delays.   Insufficient donor and sponsor response.   Construction cost overruns. Avoiding these risks will allow the University to expand and enhance its athletic programs, while accelerating student involvement, success, recognition and partnerships with the community.