This feature originally appeared in the 2023 Fall edition of the Cal Sports Quarterly. The Cal Athletics flagship magazine features long-form sports journalism at its finest and provides in-depth coverage of the scholar-athlete experience in Berkeley. Printed copies are mailed four times a year to Bear Backers who give annually at the Bear Club level (currently $600 or more). For more information on how you can receive a printed version of the Cal Sports Quarterly at home, send an email to CalAthleticsFund@berkeley.edu or call (510) 642-2427.
 
 
When Cal Director of Athletics Jim Knowlton set out to develop a strategic plan for the department, there was one element of the process that was non-negotiable.
 
"Some folks develop a strategic plan, put it on a shelf somewhere, and never think about it again," Knowlton said. "I wanted our strategic plan to be locked in Jell-O. We are always reviewing it, making changes where necessary, and executing the action steps we have developed."
 
Cal Athletics' strategic plan for the future was finalized in 2019, culminating a collaborative, year-long process that included input from alumni, donors, fans, faculty and other members of campus administration. Rather than have the strategic plan be imagined solely by senior leaders, Knowlton opened up the process to every employee in the athletic department, and 84 staffers from all levels of Cal Athletics participated. The plan was divided into seven priorities, with each being assigned a subcommittee of athletic department staff to develop a set of goals and objectives. The diversity of voices helped create a thorough, balanced plan to move Cal Athletics forward.
 
"I am proud to say that we were truly collaborative in establishing our strategic plan," Knowlton said. "The members of our athletic department that volunteered their time working on our various committees developed and refined our goals and objectives. We came up with a living, working plan that we will continue to refine as we make progress toward our seven priorities."
 
Since the first iteration of the strategic plan was put into place, the department has already made significant strides accomplishing an array of objectives. Among the highlights:
 

• Completion of an $8 million gender equity campaign to support the development of facilities for Cal's softball and beach volleyball programs (DEIBJ priority, Objective II)
• Established an office of Diversity, Equity, Inclusion, Belonging and Justice; hired an Associate Athletic Director of DEIBJ and built an infrastructure to implement educational programming and training (DEIBJ priority, Objective III)
• Secured resources necessary to implement the vision of Cameron Institute, including hiring Associate Athletics Director for Student-Athlete Development and Cameron Institute Director Dr. Marissa Nichols (Student-Athlete priority, Objective I)
• Established annual yearlong Emerging Leaders Program to give qualified staffers the tools and training necessary for growth in the department (Department Culture priority, Objective III)
• Using home events such as football games as a platform to strengthen relationships with a multitude of areas across campus (Campus Integration priority, Objective I)

 
The establishment of the strategic plan also came with a plan for accountability. Each of the committee chairs for the seven priorities is required to make regular reports to the department's athletic director's cabinet to update senior leaders on progress and discuss needs for any changes. That has helped Cal Athletics refine the strategic plan in real time when necessary.
 
"I think one of the most unique aspects of our strategic plan is that it is a live document," Associate Athletic Director Gordon Bayne said. "The plan is designed to keep the department moving forward with the needs of our student-athletes at the forefront. It was created by all of the people who work here. It wasn't something that came from the top down, but rather something where staff actually had input in drafting the plan. That has provided a sense of ownership and accountability."