SMC: As a large public institution (as opposed to a private one), what are the main challenges and peculiarities of responding to media and other public exposure? 

DY: As the flagship institution in the 11-University Maryland State System of Higher Education, we receive continuous and broad coverage by the media in the corridor from Washington, D.C. to Philadelphia. Our institution and our Department of Athletics view coverage as a positive, preferable situation. As an athletic department, we have the opportunity to share our many challenges and successes with a huge section of our nation's population. We respond to this opportunity in a timely, candid and positive manner every day. 

SMC: What are the major differences in the kind of exposure you receive and how you respond to the media when your institution is in a major media market such as Washington DC? 

DY: The Baltimore Sun is one of America's most respected newspapers and the Washington Post is accurately called "America's Newspaper." We are regularly and thoroughly covered by both of these print media entities, as well as some of the "newsmaker" television and radio stations nationally. As one of the most comprehensive athletic programs in the NCAA - and as part of a splendid University with a national and international reputation, we view this intense coverage as a tremendous opportunity to tell our story each day. We welcome this kind of exposure and work proactively to help this situation actually be an advantage to us. 

SMC: How can Athletic Directors reap the maximum "Return On Investment" for their public exposure management efforts? 

DY: The very best way to have positive results from one's public exposure is to function with integrity, candor and sound planning. Then, one's exposure will be generally very positive and enabling for all of those touched by the athletic program, internally and externally. 

SMC: As a public institution, your exposure includes government and legislatures in addition to the traditional Boosters, Media, Fans, etc. What advice would you give to public institutions regarding sensitivity to governmental and legislative focus? Are there similar sensitivities that private institutions should be aware of? 

DY: As an institution supported significantly by Maryland taxpayers, we must always be sensitive to the needs and desires of our citizens and their elected representatives. While our Department of Athletics is largely self-supporting through the almost $30 million in revenues we must generate each year, we nevertheless embrace a keen sense of our obligation to be a positive, pride-engendering outreach to our citizens and fans. Even though we are a national program, we want to always be attuned also to the needs of our State and its people. 

SMC: What are the keys to strategic management of your multiple constituencies, including media, boosters, student bodies, etc.? 

DY: The keys are: 
A. Integrity in our operations at every level. 
B. Continuous outstanding customer service for all of our publics. 
C. Timely and candid release of appropriate news and information which are accurate and relevant. 

SMC: You have built a reputation for developing innovative sponsorship deals. Any suggestions for your colleagues? 

DY: We greatly value our corporate partners and continuously find new ways to show them that sentiment. We recruit, develop and retain our corporate partners based on a thorough strategic plan. We develop and regularly update that plan with reference to our local, state and regional environments - and more recently have included national and international initiatives. We think "out of the box" and move aggressively and productively. Our motto is: "Our only limitations are those we place upon ourselves." We truly believe that - and act accordingly. We have increased corporate sponsorships by 285% in five years and now intend to double that during the next three years. We have granted ourselves permission to be enormously successful. That's our commitment, that's our paradigm. 

SMC: What are the critical elements in positioning the athletic department and Athletic Director with the University President's office and executive staff? 

DY: The absolute key is communication, followed closely by the commitment to working as part of the team - the University as a whole. Everything we do is guided by the concept that we are an integral, cooperative part of the University community. In addition to that, the keys to being good citizens within our institution are candid communication with the central administration, and thus excellent working relationships with these key persons. I have been blessed with two outstanding presidents. Dr. Don Mote, my present immediate supervisor, understands and appreciates the positive role that a quality, goal-oriented athletic program can fulfill in the context of an outstanding University. This wise understanding is an important part of our success in athletics at Maryland.