reed

Hear’s a 100% unique version of the provided text, preserving the core mission and information:

The prevailing sentiment is clear: “The way we’ve always done things is no longer a viable strategy. We need to see a tangible return on our investments.”

For Reed-Francois, the imperative to manage finances effectively dictates every decision, with the selection, dismissal, or retention of athletic staff being among the most critical. In her initial year-plus as Athletic Director, Reed-Francois has demonstrated a readiness to implement personnel choices that might potentially be unconventional, even if they draw criticism. These actions include:

Maintaining Football Coach Brent Brennan’s position following a disappointing inaugural season, thereby avoiding a buyout exceeding $10 million and the substantial costs associated with recruiting and onboarding a new coaching team.
Opting not to extend the contract of women’s basketball coach Adia Barnes, whose salary was set to reach $1.3 million in the upcoming season. This decision paved the way for Barnes to accept the head coaching position at SMU. Granting one-year contract extensions to softball coach Caitlin Lowe and men’s golf coach Jim Anderson, as detailed by Kim Doss of AZ Desert Swarm. This approach suggests a reluctance to make long-term commitments to coaches who have recently experienced postseason underperformance.
Appointing head coaches from mid-major programs to fill vacancies in swimming and diving (Ben Loorz, formerly of UNLV) and women’s basketball (Becky Burke, formerly of Buffalo).
* Elevating assistant coaches to led roles in track and field/cross country (Dubs) and women’s golf (Giovana Maymon).Consistently, Reed-Francois has favored avoiding lucrative, long-term contract extensions and has rather sought out younger coaches willing to accept less compensation than established high-major coaches would command.

This strategic approach to personnel management is not without its inherent risks. Withholding multi-year extensions from established coaches could negatively impact team morale or prompt those coaches to seek opportunities elsewhere. Furthermore, rival programs might leverage a coach’s uncertain contract status as a recruitment disadvantage. The appointment of head coaches with limited experience at the Power 4 level represents a significant gamble, especially given that Arizona’s non-revenue sports already face considerable financial disparities when competing against institutions in the SEC and Big Ten.

Conversely, Reed-Francois’ cost-saving measures in coaching salaries have enabled her to uphold a commitment to preserving all Olympic sports programs. “Our Olympic sports are a source of immense pride,” Reed-Francois stated in June. “We will continue to be diligent stewards of our finances, maintain a disciplined approach, and aggressively pursue revenue-generating opportunities.”

Reed-Francois has identified the sale of naming rights for facilities like McKale Center and Arizona Stadium as a key revenue stream, while the establishment of endowments for Olympic sports is seen as a crucial strategy for their long-term sustainability. “We must view ourselves as the significant business enterprise that we are,” Reed-Francois emphasized.