November 5, 2013
Reprinted with permission of Tom Hoffarth and the LA Daily News:
What does changing campus culture look like?
It’s Dr. Brandon Martin, eight months into his job as the Cal State Northridge athletic director, standing in the middle of a noon-time rally and not bashful about letting every student and facility member within earshot know about an upcoming Matadors soccer match.
“When you market and promote, it has to come from the top,” Martin explained. “On a weekly basis, I need to go out to the campus community and pass out flyers, talk about the athletic department’s vision, remind everyone we have a team that had been ranked third in the nation at one point.
“It’s all like data collection for me. I get so much feedback from the students. They might say, ‘Wow, where’s the soccer field? You should promote that more on Facebook.’ That’s all meaningful.”
When the former USC basketball guard who once prepped at Cleveland High in Reseda decided to take his dean’s list degree in education and make it more meaningful, that entailed emerging himself in sports administration in the Trojans’ athletic department, as well as at the University of Oklahoma, to get to this point.
Preaching a theme of “comprehensive excellence” that includes a road map of sorts he freely distributes a Matador-red folder, Martin’s commitment to overseeing 18 programs and a $9 million budget has come with new opportunities to push the CSUN brand to a new level.
Most evident are introducing new wrinkles to the 1,600-seat Matadome, where basketball season has started under new coach Reggie Theus – a fresh row of VIP courtside seats, bold graphic displays and visible corporate sponsorship. Then there’s the new $1.2 million soccer plaza nearby, also wrapped in banners displaying past achievement.
Walking back to his office the other day, Martin stopped next to another building facade near the new parking lot.
“See this blank wall? There’s so much we can do just with this, to showcase our sports history and tradition, give us more of an identity,” Martin insisted.
The campus has become Martin’s canvas, and he explains how he’s been able to get things done on a rapid time schedule:
Q: “Comprehensive excellence” means .
. . what?
A: The mission is to provide student-athletes with the best experience academically, athletically and socially. That’s our prime directive. ‘Comprehensive excellence’ means we want to be excellent in everything we do. It’s not just a rah-rah philosophy, but I speak on a daily basis about how we don’t want to be mediocre, we don’t want to be status quo. I give them books to read and we have dinner meetings to discuss them. It means each day we come to work, we’re better than we were yesterday. That’s a challenge for some people and a total different shift from the old regime. But that’s the only way we can be a top 100 program nationally. That’s one of the goals.
Q: Where does that philosophy come from? Where in
your past do you draw from there?
A: I’ll tell you, I’ve been in this business 14 years — a student-athlete at USC, then in administration for 10 years. At USC, all we did was win championships, not just in football, but in all Division I sports. My time at Oklahoma, too, was about championships at a highest level. I’m fortunate enough to have a pedigree that breeds championships. I understand the formula for success. The danger is trying to make CSUN an Oklahoma or USC. That’s not realistic. But one thing we can do, and can control, is our daily actions, and how we prepare, our attitudes about success. We don’t want to be in the middle of the pack in the Big West. We want to be at the top. So that means there’s accountability. That’s a core value. We have to continue to grow and develop as a staff, and that’s what I push for.
Q: You’ve grown up in this market with USC
and UCLA, and seen how they drive Southern California college
sports. But then there’s this tier with Northridge,
Pepperdine, Loyola Marymount, Long Beach State. Today, trying to
figure out why a kid will pick your school, how do you make
yourself relevant and stay successful as a first-choice spot for
A: We want to dominate the San Fernando Valley, first. There’s 2 million people in this region and we need to be the Valley’s team. But when you expand that to the Los Angeles area, we want to be that team people talk about as well. We can’t match the history of USC or UCLA, but we want to be that third team. It starts with our campus, doing simple things like letting people know when we have games, get people to know our mission and core values. From there, we connect within a five-mile radius, so everyone from schools, churches, businesses, corporations, they need to know CSUN athletics to some degree. Once we have athletic success, then we can expand out. But we have to be realistic and very strategic in our approach. To say we’re a national contender next week, that’s not realistic. But if we stay focused on a strategy of excellence on a daily basis, there’s a compound affect. Each day, you search for excellence, and then you look up, and everyone’s talking about Northridge.
Q: It seems the only way Northridge gets any kind
of attention is when that season comes once and awhile that leads
to making the NCAA basketball tournament. Then you’d capture
that week or two of buzz, but it would never sustain itself. How do
you fix that?
A: That’s a good point, and my thought on that is: We don’t want to be an every decade-type team. My goal is for us to reach the NCAA Tournament on a consistent basis. We need back-to-back appearances for people to know who we are. It’s great once and awhile to make it, but to be known nationally, that’s what we need to do.
Q: And to start that process, you had to change
coaches right away, probably one of the most difficult things
you’ve had to do so far in replacing Bobby Braswell (a
Northridge graduate who led the program from
A: I think that was a true testament to me being prepared to do this. Being an AD has challenging days. I remember attending a lecture once by former USC president Steven Sample, and he talked about how a lot of people want to ‘be’ president, but not a lot want to ‘do’ president. He talks about that in his book, ‘The Contrarian’s Guide to Leadership.’ I remembered that. Now that I’m in the chair, it hits me right in the fact. That decision there was symbolic. I was prepared to take this program to the next level. People might expect me to take my time, to look, listen and learn. Yes, you can’t make impulsive decisions. But in the first 100 days, there were critical decisions I had to make to show people we’re not going to be the doormat of the conference. We want to be first.
Q: In letting Braswell go, did you have to have
someone else in mind before you made the decision to hire Reggie
Theus in April?
A: I did so much planning on the front end to get this job in the first place. You have to do it in stages. I knew since we don’t have football here, basketball is the flagship sport, the way the nation would rally around us. It’s so tangible. You see Gonzaga, Butler, even San Diego State as a national brand. So why can’t CSUN do that? Our standard is to be more national, be those kinds of schools. The reason we can get there is, first, the support of the new president (Dianne Harrison, who assumed the role in June, 2012) . She is fully vested in our athletic success. And I have the conviction to get us there. And now we have the right coach in place to get this done.
Q: Who do you root for now on Tuesday night, CSUN
or USC, when they meet on the basketball court?
A: I believe I’m a Matador now. I’ll be rooting for the Matadors. I’m excited about it being a homecoming for me, being back at the Galen Center. I’ve been a Trojan since I was 18 years old. That’s meaningful in itself. But for those 40 minutes, I’m a Matador.
Q: This week, you were named to the L.A. Sports
Council’s board of directors. That has all kinds of
interesting connections, for the campus attracting events and
including CSUN in the bigger picture of L.A. sports planning. How
do you see that relationship?
A: The goal for president Harrison and me is to host NCAA events, regional and national. We want events the Sports Council might have in mind. We need people to be exposed to our facilities, exposed to our brand. That’s what we want. I’m excited about being involved in a network of sports and business leaders in Los Angeles that can help me promote comprehensive excellence here.
Q: Does it also work as a way to mesh with the
entertainment community, when a studio or network needs a pool or a
gym or a soccer field? Can you work with Hollywood and be
accessible to things like that without compromising your
A: Anything is possible with something like that. That’s why I’m thrilled to be part of this council. The networking opportunities are vast. Hollywood would be a natural fit and welcome that kind of exposure. For so many years, Northridge was an afterthought. Now people are starting to know who we are in a short amount of time, because we’ve been aggressive in our vision. What we want, if you look at the San Fernando Valley, there’s no real prime entertainment venues. We want CSUN to be the central location for entertainment, whether it’s sports, a drama, a concert.
Q: When you were hired in April, CSUN made it
clear they were proud to have an African-American running this
department. They even promoted the stat that only seven percent of
all Division I athletic directors are African-American. Is that an
important distinction for you? Does it help or distract in any
A: I don’t think it distracts or helps. My goal is to be the best athletic director in the country, period. Yes, I’m aware of the percentages and lack of representation of African-Americans nationally. I’m proud to be one of the few. But my goal is not to be the best African-American AD in the country, but the best I can be, period. I know the stats. My focus has to be on excellence. I’ll always go back to that. It’s not about filing quotas. What’s important to me is advancing this department, the student-athlete experience.
Q: Do you have any hurdles to overcome as far as
budgets or exposure to get to where you to go?
A: My perspective has never been from a deficit standpoint. If I focus on a budget or where the department was before I got here, I’ll never be successful. I have to focus all the energies on what I can control – my pursuit, and my staff’s pursuit, of excellence. That’s what we’re going to do.
Q: With your personality, I’d think
you’d be a great fundraiser, seeing how that has worked at
the other schools you’ve been involved with.
A: One of the first things I did was meet 100 donors in 100 days. That was ambitious, but we’ve been able in just eight months to raise over $1 million, so there was an immediate payoff in that. It’s not just the financial rewards, but the awareness people have. Well beyond the San Fernando Valley. We went to San Diego, San Francisco, the Central Valley, donors all across California, and we plan to go national to touch people who haven’t been connected to the university. Just because it’s that important. And the athletic success will speak volumes. But until that happens, we have to go door to door and tell people what we’re trying to do. One of the visits we made in La Jolla was to Dick Enberg, and he’s sponsoring a post-graduate scholarship now. It’s a major gift, and to have him involved, for him to know our vision and willingness to give his time … who doesn’t want Dick Enberg as an ally? It’s the right things to do – he was a professor here, a coach here, he needs to be connected to what we’re doing.
Q: Did you get Dick Enberg to commit to building
you a new football stadium then?
A: (Laughing) He hasn’t committed to that.
Q: Is that even on your radar?
A: I can say my job is to focus on the 18 sports we have now. It’s no doubt in my mind over time we will be national contender in what we sponsor, and that’s it.
Q: You don’t need a football program to be
successful? For someone who came from USC and worked at Oklahoma
… it’s kind of a cool thing to have, isn’t
A: I think it’s institution specific. There are folks in the community who miss football. I respect the interest in it. I know it hasn’t been here since 2001, and it was a great thing at that time. Right now, I’ll go back to the 18 sports. It’s not to say one day we won’t go back and explore that.
Q: You’re not about to convert that soccer
field into an on-campus football stadium?
A: Well, you know …
Q: I’m not being serious. I’m trying
to get you to laugh.
A: You can imagine the questions I get all the time about that.
Q: You probably get that as a serious question
A: Well …
November 7, 2013
As an athletic department, it is our goal first and foremost to support our student-athletes and give them the opportunities to be successful in all that they do. In addition to empowering out student-athletes, we as a staff must come together to support the mission of Cal State Northridge and provide a diverse and inclusive educational experience for the University's students, staff, and the San Fernando Valley as a whole. With this in mind, I want to share with you the mission and core values for CSUN Athletics and the unit missions for each department within Athletics. Together we will achieve our goal of Comprehensive Excellence!
August 21, 2013
May 16, 2013
During the course of the year, I want to share the audacious goals, the marvelous achievements and the vision that CSUN Athletics seeks to accomplish on the playing field, and more importantly in the classroom. With your assistance along with the avid support of Dr. Dianne Harrison (CSUN President), student leaders, faculty, alumni, and the San Fernando Valley community, our goals can become reality. Undoubtedly, it will require hard work, discipline and commitment, but we will have fun in the process.
I am proud, like you, to be a part of this outstanding
During my first 48 days at CSUN, I have met face-to-face with each staff member, head coach, and numerous student-athlete leadership groups to assess the department culture. It has provided me the opportunity to determine where we are; our strengths and the opportunities for advancement.
I am eager to establish meaningful relationships with students, University personnel, deans, faculty and other leaders in order to achieve maximum performance and create new efficiencies as needed. Additionally, I want to create a communication platform to engage the San Fernando Valley community.
It was vitally important to look, listen and learn in the first 48 days. The next phase will be to act! This involves improving morale, clarifying expectations, and demanding an “urgency for excellence” within the athletics department.
There are several primary areas that have already been accomplished during my tenure here at CSUN that will help advance us to a championship level.
Our prime directive is to ensure that all 149 scholarships are fully funded. Currently, CSUN is 28 scholarships short of being fully funded. Our second priority is to upgrade and enhance our athletic venues. We have already made progress in that area. We will have a soccer plaza that is expected to cost around $1.2 million. Completion of this project is expected in August. We also have renovation plans for our men’s and women’s basketball locker rooms at The Matadome. This project should be completed before the start of the basketball season (2013-14). There have already been significant upgrades to The Matadome (the home for men’s and women’s basketball, and the men’s and women’s volleyball teams). These significant improvements will provide our teams with a recruiting advantage and a sense of pride for our student-athletes. Additional improvements at The Matadome are in the plans including the installation of premium seating area, and a donor lounge and hospitality area to improve fan experience.
Several other ambitious projects are planned. We can’t do everything at once, but CSUN Athletics will create a long-term Athletics Department Facilities Master Plan that will prioritize specific projects, identify costs, and determine realistic timelines.
Reggie Theus, who distinguished himself during a 13-year NBA career and has proven success coaching on the collegiate level at New Mexico State and at Louisville, was recently hired to usher in a new era for Matador Basketball. Since his hiring, we have received several top commitments that will improve our product on the floor. The addition of coach Theus has given us positive visibility and credibility not only locally, but also nationwide.
Secondly, the Varsity ‘N Academic Honor Roll reception was recently held to honor 54 student-athletes who have distinguished themselves in the classroom with a 3.2 GPA or better. The accomplishments by these outstanding student-athletes have demonstrated our commitment to academic excellence. Finally, we are in negotiations with a sports marketing firm to ensure maximization of sponsorship revenue. We hope to have this agreement confirmed by July 2013.
During the first 48 days that I have been Director of Intercollegiate Athletics at CSUN, we have enjoyed several accomplishments that will help us achieve our long range goals. That has included $300,000 in pledges that will be earmarked for scholarships, facilities, enhancement, compensation/retention, and marketing and brand development to CSUN Athletics. I am also proud to report we have received a three-year $250,000 unrestricted gift, in addition to a $50,000 pledge for Men’s Soccer, and a $20,000 pledge for needs in the Matador Athletic Department.
In conclusion, I have set priorities for myself. They include supporting the mission of CSUN, to implement the dynamic vision of Dr. Dianne Harrison, to ensure the commitment to the academic and welfare of our nearly 500 student-athletes, solidify our strategic plan for success, develop a passion for comprehensive excellence, and listen to the multitude of ideas not only from our coaches and staff, but also from the fans of Matador Athletics in the San Fernando community. All of our lofty goals will be merged with the positive energy that is being generated to make CSUN Athletics one of the best environments in the country.
This week, I met with our entire coaching staff and the administrative personnel to detail their responsibilities and to solidify their support for the “Mission and Core Values” of the Department of Athletics and the University. CSUN wants to recruit student-athletes who have exhibited high potential to perform in accordance with the high standards set forth by CSUN Athletics, the Big West Conference, and the NCAA. I am not big on excuses. I expect success! I expect our sport programs to raise their level of play.
One of my goals is to make sure CSUN annually qualifies teams and individuals for NCAA post-season competition and to finish among the Director’s Cup Top 100 colleges and universities in the nation. Other Big West Conference schools have accomplished these goals, namely Long Beach State, UCSB, and UC Irvine. It’s time for us to step up and compete.
CSUN Athletics is a family of coaches and administrative staff, and I have demanded they serve as teachers and guardians for our student-athletes, lead by example, and be a positive representatives for the University at large. Simply put, there are no days off in this role.
Let’s get creative. Let’s make it happen. We have to be on the cutting edge at all times. Next month, the coaches and staff will participate in a professional development forum to revisit our mission, to assess our core values, to discuss our future goals, and to hold each other accountable for success.
Matador Nation, I need your help in making CSUN Athletics one of the best athletic departments in the country. Please don’t hesitate to contact me with your suggestions and advice. I actively seek your input.
I hope to meet all of you in the near future.
Go Matadors !!