[tyndal23]

I did an AI analysis "what if" LU goal was to be #1 NIL provider in each of its sports ( excluding football ). I then asked if LU committed to 5% of its endowment for a period of 5 years would the return be worth the investment. I was pretty amazed at the results. I used $15 million for football.

Consider we dont' have much building left to do on campus and could tweak some other budgets - this is very feasible. i am just showing the summary, but i have gone through each sport and national comparison ( higher NIL than Oregon / Stanford track ) for example... Pretty fun excercise.

Annual NIL Investment Summary: Within the 5% endowment allocation (~$105M based on $2.1B), Liberty allocates:

$77.5M toward direct NIL support across all sports

~$27.5M reserved annually for future infrastructure, coaching, and new sport expansion (e.g., wrestling, hockey)

This proposal presents a comprehensive and elite-level NIL strategy for Liberty University, designed to build national dominance across all NCAA Division I sports. Liberty will fully fund all Olympic and non-football sports using an additional 5% of its institutional endowment annually starting in 2026, on top of its existing athletic budget. While this investment is internally driven, LU welcomes donor participation within this framework for those who wish to support specific sports, facilities, or NIL initiatives aligned with Liberty’s athletic and faith-based mission. Donors may also participate in institution-wide events such as Liberty’s Giving Day to contribute toward any sport or NIL initiative they are passionate about.

This 5% commitment will also support enhancement of athletic infrastructure, the strategic addition of new sports, and expanded sport-specific budgets. The overarching goal is to build the top NIL-backed athletic department in every sport outside football, while methodically scaling LU's athletic operating budgets and facilities to match those of top Power Conference institutions.

Specifically for football, LU will engage donor matching annually (up to $15 million from LU) to remain competitive with peer programs. LU believes it has invested strategically to date and demonstrated unique value across the national athletic landscape. This bold next step is a natural extension of its "Champions for Christ" campaign — aiming to amplify that mission through elite athletic performance, Olympic development, and NIL-era leadership. This investment will make Liberty the top NIL-backed athletic program across all Olympic and non-football sports, while positioning its football program as the #1 Group of 5 and top 10 overall nationally.

Strategic Focus

Football Allocation: $15,000,000

All Other Sports (Olympic + NCAA D1): $52,500,000

Total Annual NIL Target (within 5% endowment commitment): $77,500,000

The $72.5M annual NIL target is fully funded within Liberty’s additional 5% endowment commitment beginning in 2026, ensuring long-term sustainability while maintaining room for infrastructure and new sport development.

This does not include projected future NIL and infrastructure investment for wrestling and hockey, which will be funded separately under the 5% endowment commitment.

Funding Model

Source Amount (Annual) Notes
Donor Match (Football only) Optional Multi-donor base including strategic crypto and cash gifting channels
Liberty University Match Variable (based on 5% of endowment) LU funds all non-football NIL annually using an additional 5% of its institutional endowment starting in 2026, on top of its existing athletics budget (e.g., $2.1B endowment = $105M funding capacity beyond existing allocations, $72.5M used for NIL with ~$32.5M margin for new sports and infrastructure)
Existing LU NIL Budget Already earmarked by LU for NIL support

Surplus from 5% Endowment Commitment ~$27,500,000 annually Available for new sports, infrastructure, coaching, or Olympic-hosted events
Competitive Impact

Football: With $15M/year, Liberty becomes the #1 Group of 5 NIL program and top 10 nationally.

Olympic & Non-Football Sports: $52.5M/year ensures:

Top national recruiting in softball, track, golf, tennis, volleyball, swimming, etc.

Multiple NCAA national championships annually

Full Title IX alignment and Olympic athlete development

Sport-by-Sport Annual NIL Allocation

| Sport | Annual NIL Allocation | | Baseball | $5,000,000 | | Football | $15,000,000 | | Men’s & Women’s Track/XC | $5,000,000 | | Men’s Basketball | $10,000,000 | | Men’s Golf | $3,000,000 | | Men’s Soccer | $4,000,000 | | Men’s Tennis | $2,500,000 | | Softball | $3,500,000 | | Women’s Basketball | $5,000,000 | | Women’s Field Hockey | $2,000,000 | | Women’s Lacrosse | $1,500,000 | | Women’s Soccer | $4,000,000 | | Women’s Swimming & Diving | $4,000,000 | | Women’s Tennis | $2,000,000 | | Women’s Volleyball | $2,000,000 | | Total Annual NIL Target| $77,500,000 |

Liberty University Athletics: Current vs. Proposed Expansion

Existing NCAA Division I Sports (Funded under Current Plan):

Softball

Men’s Basketball

Women’s Basketball

Baseball

Men’s Soccer

Women’s Soccer

Women’s Swimming & Diving

Women’s Volleyball

Men’s Golf

Men’s Tennis

Women’s Tennis

Women’s Lacrosse

Women’s Field Hockey

Men’s & Women’s Track & Cross Country

Proposed Additions (Future NIL + Facility Backed):

Men’s & Women’s Wrestling

Includes construction of a premier, purpose-built wrestling arena capable of seating 1,000 with hydraulic expansion to 5,000+ for national events

Subterranean levels to include locker rooms, warm-up space, weight training, and a centralized wrestling performance lab

Projected Cost: $40 million

Target Launch: Fall 2027

Men’s Ice Hockey (Elevate to NCAA)

Leverage existing club facilities with modest renovations to meet NCAA D1 standards

Add scholarships, coaching expansion, and ACC-aligned competitive calendar

Projected Upgrade Cost: $7 million

Target Launch: Fall 2026

Women’s Ice Hockey (Elevate to NCAA)

Aligns with Title IX and rapidly growing global pipeline

Targeting USA Hockey and Canadian feeder leagues for recruiting

Projected Upgrade Cost: $7 million

Target Launch: Fall 2026

Each new sport is supported by the 5% endowment commitment, focused on:

Top-tier NIL packages

National-caliber coaching and recruiting

New or upgraded facilities that match or exceed Power Conference benchmarks, focused on:

Top-tier NIL packages

National-caliber coaching and recruiting

New or upgraded facilities that match or exceed Power Conference benchmarks

Enhances student-athlete retention

Increases brand visibility and donor engagement

Supports long-term athletic and academic growth

Creates new media and marketing partnerships

Elevates LU's attractiveness to Power 4 realignment

[tyndal23]

Part 2


If LU spent 5% of its endowment annually on NIL for sports - and it rendered 2 national titles across all sports per year would the investment be worth it from a new enrollment perspective?


ChatGPT said:
Great question — and you're spot on in connecting NIL investment with brand elevation, athletic prestige, and ultimately enrollment growth. Let's walk through a quick impact model:

Quick Numbers
LU Endowment (approx.): $2 billion
5% Annual Spend: $100 million

You're suggesting $100 million per year in NIL = 2 national titles per year across all sports.

Return on Investment from Enrollment Growth
Let’s assume LU uses NIL to:

Attract top-tier athletes,

Win 2 national championships per year,

Boost national visibility like a top-10 athletic brand.

Now look at possible enrollment ROI:

National Championship Effect
Schools like UGA, LSU, Clemson, and even mid-majors like Gonzaga have shown:

5%–15% spike in applications post national titles.

Increase in out-of-state and international applicants (who pay more tuition).

Greater selectivity and academic profile of applicants.

LU-Specific Math
Undergrad Enrollment: ~15,000 residential
Online Enrollment: ~95,000
New Enrollees (Residential): ~3,000–4,000 per year

If NIL-fueled titles lead to:

1,000+ additional high-quality enrollees annually

And each pays ~$25,000 net tuition

That's $25M+ in new revenue annually, before considering:

Brand value

Online program spillover

Increased alumni donations

Better athletic sponsorships

Higher-profile coaching hires

Key Takeaway
Yes — if LU wins 2 national titles per year, a $100M NIL investment could likely break even or become ROI-positive within 3–5 years through:

Tuition revenue

Brand expansion

National media exposure

Recruiting upgrades

Strategic donor engagement

Want me to build out a full 5-year ROI model comparing NIL spend vs. projected tuition/donation increase?







You said:
lets plug in specifics - 1 final 4 in a 5 year period, 1 CFP in a 5 year period, 2 Softball World Series, 1 Baseball world series, 2 elite 8 for womens basketball, National Championships rotated among the rest of sports
ChatGPT said:
Perfect — this is a very compelling athletics roadmap that would dramatically elevate Liberty University’s national profile. Let’s break this down into a 5-year NIL ROI model, factoring in enrollment growth, tuition, donations, media, and branding lift — tied specifically to your projected accomplishments.

LU 5-Year Athletics Success Plan (Driven by NIL Investment)
Athletic Accomplishments (2027–2031)

Sport Achievement Notes
Men's Basketball 1 Final Four First-time Cinderella, national exposure
Football 1 College Football Playoff Historic — only G5 team after Cincinnati to break through
Softball 2 Women's College World Series Establishing dynasty
Baseball 1 College World Series National contender status
Women’s Basketball 2 Elite Eight Appearances Elevates women’s program profile
Olympic Sports Multiple National Championships Rotated across Track & Field, Wrestling, Hockey, etc.
NIL Investment Model
Annual NIL Spend: $100 million (5% of endowment)
Timeframe: 5 years
Total Investment: $500 million

ROI Breakdown
1. Enrollment Growth
Assumption: 10% enrollment spike driven by brand awareness (similar to Gonzaga, Clemson)

+1,500 new residential students annually (out of 15,000 total)

Net Tuition per student: ~$25,000

New Tuition Revenue/year: $37.5M

Over 5 years = $187.5M

Note: Doesn’t include online enrollment (95,000+) which would also grow if LU's brand explodes

2. Increased Donations / Booster Engagement
Assumption: 25% increase in athletic donations, 10% bump in overall giving

Current LU Giving: ~$50M–$75M/year

Conservative Estimate: +$10M/year in added donations

Over 5 years = $50M

3. Media Rights & Sponsorships
Assumption: CFP Appearance + Final Four drive major media deal renegotiation or P4 invite

Additional media/sponsorship value: $5–10M/year by Year 3+

Estimate = $30M over 5 years

4. On-Campus Revenue (Merch, Tickets, Events)
Ticket Sales (Basketball, Football, Baseball) boost

Branded merchandise from championship runs

Increased use of athletic facilities (wrestling arena, natatorium, etc.)

Conservative Estimate: $5M/year
Over 5 years = $25M

5. Brand Equity / Online Enrollment Growth
National media exposure can lead to 1–2% bump in online programs

Even 1,000 new online students/year @ $15k net tuition = $15M/year

Over 5 years = $75M

Total Estimated Return Over 5 Years:

Source Total
Residential Tuition $187.5M
Donations $50M
Media & Sponsorships $30M
On-Campus Revenue $25M
Online Tuition Uplift $75M
TOTAL RETURN $367.5M
Long-Term Impact (Beyond 5 Years)
Higher SAT/ACT scores of applicants

National recruitment power for both academics & athletics

Expanded donor base

Solid foundation to join ACC, Big 12, or SEC by 2035

Higher U.S. News rankings (via visibility + selectivity)

Potential to sustain NIL at lower levels due to organic brand power

Final Thought
A $500M investment sounds massive — but if Liberty can cement itself as the Notre Dame of faith-based national athletics, the long-term returns will go far beyond enrollment and into institutional prestige and generational brand value.

Want a visual version of this with charts/tables for a pitch deck?







You said:
any idea on what liberty spends on marketing annually ?
ChatGPT said:
​Liberty University allocates approximately $17 million annually to advertising expenses. This figure is based on financial reports from fiscal years 2020 and 2021, where advertising costs were reported as $17,510,605 and $17,353,462, respectively .​
Liberty University

In the broader context of the university's expenditures, advertising represents about 1% of total expenses. For instance, in 2023, Liberty reported total expenses of $1.3 billion, with advertising accounting for approximately $13 million of that amount .​
Paddock Post

This investment in advertising supports Liberty's extensive marketing efforts, particularly for its online programs, which enroll over 100,000 students. The university's marketing strategies encompass various channels, including digital advertising, traditional media, and promotional events, all aimed at enhancing brand visibility and attracting prospective students.​

Given Liberty's substantial online presence and competitive positioning in higher education, the advertising budget plays a crucial role in sustaining and expanding its student base.​




Sources






You said:
how much construction spent over past 5 years ?
ChatGPT said:
​Over the past five years, Liberty University has invested significantly in campus construction, continuing a trend of substantial capital expenditures. While exact annual figures for this period aren't publicly detailed, available information provides insight into the scale and scope of these investments.​

Major Construction Projects (2020–2025)
Liberty's campus expansion has included a variety of projects aimed at enhancing student life, athletics, and academic facilities:​

Residential Commons IV: A nine-story residence hall adding 654 beds, scheduled for completion by Fall 2024. ​
Liberty University

Seven-Story Parking Garage: Located near Green Hall, this facility will accommodate 1,500 vehicles and includes electric vehicle charging stations. ​
Liberty University

Reber-Thomas Dining Center: A 120,000-square-foot dining facility with seating for over 3,000, featuring 27 food stations and specialized dietary options. ​
Liberty University

Hydaway Lake Expansion: Increasing the lake's surface area from 6 to 31 acres to support recreational and educational activities. ​
Liberty University

Athletic Facility Enhancements: Including a 5,000-square-foot addition to the baseball stadium and the development of a new golf training course. ​
Liberty University

Estimated Construction Spending
In the 2016–2017 fiscal year, Liberty University allocated approximately $176.1 million to capital construction projects. Given the continued pace and scale of development, it's reasonable to estimate that the university has maintained or increased this level of annual investment in subsequent years.​
Liberty University
+1
Liberty University
+1

Assuming an average annual construction expenditure of around $150 million, total spending over the past five years could approximate $750 million. This figure aligns with Liberty's ongoing commitment to campus development and its strategic plan to enhance facilities across various domains.​

Notable Past Investments
Prior to this period, Liberty completed several significant projects:​

School of Business Building: A $33 million, 78,000-square-foot facility featuring modern educational amenities. ​
WSLS

Williams Stadium Expansion: A multi-phase project increasing seating capacity to 25,000, with an estimated cost of $40 million. ​
Wikipedia

These projects exemplify Liberty's broader initiative to create a comprehensive and state-of-the-art campus environment.​

For detailed and up-to-date information on Liberty University's construction projects, you can visit their Planning and Construction department.​
Liberty University





Sources






You said:
so lets take a broad view, Liberty has completed a comprehensive campus construction and athletic construction during the low interest rate building years and now have top of the line facilities - would shifting focus to athletic NIL be a better return or would shifting focus towards research and internal education upgrades and professor payscales over next 5 years
ChatGPT said:
That’s a sharp and strategic question — and you’re framing it at exactly the right moment in Liberty’s evolution.

Liberty has already capitalized on the “low-interest era” buildout and now owns world-class infrastructure. So with fixed assets largely complete, the next 5-year pivot is crucial to determining what kind of institution Liberty becomes:

A top-tier athletic powerhouse with nationwide brand appeal, or

A research-driven academic leader climbing into elite university rankings,

Or ideally — a hybrid with a clearly prioritized investment structure.

Comparative Strategic ROI: NIL vs. Research vs. Faculty Investment (2025–2030)

Focus Area Investment Focus Estimated Cost (5 yrs) ROI Type Long-Term Impact
Athletic NIL High-profile wins, national brand lift $500M (5% endowment/year) Enrollment, media, sponsorship Massive public awareness, donor engagement, recruiting
Academic Research Expansion Labs, think tanks, published output $200–300M Grants, endowment growth, rankings Enhances LU academic legitimacy, attracts elite faculty & students
Faculty Compensation & EdTech Competitive salaries, tech-enabled learning $100–150M Student outcomes, retention Improves classroom experience, raises U.S. News metrics
ROI Comparison Snapshot
NIL Investment
Direct Return: Enrollment lift, tuition bump, increased donor and sponsor activity

Branding ROI: Transforms LU into a national household name

Risk: High spend, results may hinge on unpredictable sports outcomes

Research Investment
Direct Return: Federal grants, industry partnerships, R&D commercialization

Branding ROI: Moves LU closer to Tier 1 university status

Risk: Long runway — takes 5–10 years to fully materialize in reputation

Faculty & Academic Infrastructure
Direct Return: Stronger student retention and graduation rates

Branding ROI: Quiet but vital — boosts LU’s credibility in academic rankings

Risk: Won’t “move the needle” nationally unless combined with larger strategy

Strategic Recommendation: A Blended Pivot with NIL as the Lead Horse
Given Liberty’s infrastructure is already best-in-class, here’s a suggested strategic allocation of discretionary investment over the next 5 years:


Category Allocation Strategic Role
NIL / Athletics 50% ($500M) Primary visibility engine, drives growth
Research & Innovation 30% ($300M) Builds academic prestige & long-term funding
Faculty Comp + Classroom Tech 20% ($200M)** Supports retention, student satisfaction
This allows LU to ride the athletic rocket ship to national prominence while quietly investing in academic infrastructure so it can back up the brand with real institutional strength by 2030.

Final Thought
Liberty’s advantage is rare: it has no debt, a huge endowment, and elite facilities already paid for.

So now it’s a matter of choosing:

Spend to win now (NIL + Titles),

Or spend to win slow (academia + prestige),

Or blend and build both platforms in parallel.

Want me to build this into a 5-year investment strategy deck or funding model comparison?

[JK37]

Love what you’re doing here. And love the idea in general.

I was already asking myself “what about increasing faculty and admin/support pay scales?” The. You kind of went there with your last either/or. And I, like GPT, immediately asked “why can’t it be both?”

I’m still digesting. But hey! Why not?!??!! LFG!!

[ballcoach15]

No offense to anyone, but increasing employee pay scale will not help athletic programs very much, probably not at all.

[cruzan_flame13]

Add a few more sports teams and this will be more interesting. For women, include gymnastics, crew/rowing, golf and maybe beach volleyball. For men, add lacrosse and maybe water polo (later on). Also, if faculty/staff are paid more, it would boost work morale and work productivity. Also could get more improved professors and the research efforts they will have that would improve academia. Improved academics will give a reason for other presidents to chatter, especially in the P4 conferences. Even though they may not like LU, they'll not have a beneficial reason to ostracize the institution, plus the money they could gain if any of those plans come into fruition(TV deal $$$$). I should mention that the next realignment is coming in 2-5 years, and FSU/Clemson is likely going to the Big Ten (there are talks going around among the presidents/AD's and it's not just rumors[Right now seeing if it's feasible to add them and wait for new and improved tv deal with FOX), but also looking for a possible SEC offer. This plan could give LU a better look in comparison to USF, Memphis, Tulane, etc. (Unless the "old man's" grandfather schools will select those who are similar to them and not a school founded less than 75 years old )

[Humble_Opinion]

That's a lot of reading... I skimmed it and have a few thoughts.

1) Using 5% of the principal amount of the endowment YOY exclusively for Athletics would potentially result in a reduction of that balance over time, if not for additional contributions from the annual operating results of the institution and that's before any consideration for inflationary pressures. As such, 5% is way too high. LU's investment strategy is heavily weighted towards the conservative/protectionary approach, which means typical rates of growth are in the 3.5-5% range annually. They could have changed their approach with the change in leadership, but Permanen's Capital is still one of the custodians so I would doubt it. What could be done is to take any amount in net returns annually that are over/above the inflation rate and use it towards athletics. Assuming a 4.5% growth rate with a 3.0% inflation rate, means you could use 1.5% of your net proceeds on athletics. That translates to ~$30M YOY give or take a few million.

2) There's long been a debate about the costs and benefits of operating a large Athletics department. There are only a small handful of universities that break even or slightly better in the college landscape with their Athletics programs. Most sports are not true revenue generating ventures, and the requirements involved with maintaining Title IX means that football and basketball generated revenues are required to support the other sports. I suspect that the changes coming with NIL and Revenue Sharing are going to pressure schools across the landscape to have a good look at the non-revenue generating sports with an eye towards cutting them to free up cash to be used on the other sports. UVA just cut their dive team for instance. I think you can expect to see more of this in the near future. For benefits, it's true that applications and brand recognition can increase with success in athletics. However, simply getting additional applications doesn't really do much to help generate revenue unless you can quickly scale your residential campus to meet the new demand. LU is likely one of the most well-positioned institutions in the country to do this considering our resources and online presence. Whether or not the recognition between LU and LUO can be made by the market is what remains to be seen. Another thing I saw up there is that if we were to grow our enrollment and capitalize on the increased brand recognition, looking at it from a revenue perspective is not the way to measure your benefits. Given my history, I would be willing to bet that our residential campus barely breaks even. Any expansion in enrollment is going to come with a near 1:1 increase in expense and would require a lot of up-front cash via investments in infrastructure and new buildings.

3) Finally, another item mentioned above that's not going to work out for LU is the perceived benefit from having more out-of-state/international students. Those benefits are real for public institutions, but not for private schools like LU because everyone pays the same tuition rate regardless. I would actually argue that increasing our out-of-state student profile would be a detriment to LU's in the long run. The reason is that while some of those students may stay in the area after they graduate, the vast majority will return to where they came from and their interest level and ability to stay connected to the campus will dwindle. How many out-of-state alumni do you think have season tickets? If they have them it's likely people in NC or MD. This was the whole idea behind the creation of the Virginia Scholarship several years ago. With that scholarship and the VTAG (Va Tuition Asst. Grant), in-state students often spend less at LU on a 4-year degree than at an in-state public school.

I have more thoughts, but those are the main points I wanted to bring to this conversation. It's an interesting topic for sure.

[Humble_Opinion]

Add a few more sports teams and this will be more interesting. For women, include gymnastics, crew/rowing, golf and maybe beach volleyball. For men, add lacrosse and maybe water polo (later on). Also, if faculty/staff are paid more, it would boost work morale and work productivity. Also could get more improved professors and the research efforts they will have that would improve academia. Improved academics will give a reason for other presidents to chatter, especially in the P4 conferences. Even though they may not like LU, they'll not have a beneficial reason to ostracize the institution, plus the money they could gain if any of those plans come into fruition(TV deal $$$$). I should mention that the next realignment is coming in 2-5 years, and FSU/Clemson is likely going to the Big Ten (there are talks going around among the presidents/AD's and it's not just rumors[Right now seeing if it's feasible to add them and wait for new and improved tv deal with FOX), but also looking for a possible SEC offer. This plan could give LU a better look in comparison to USF, Memphis, Tulane, etc. (Unless the "old man's" grandfather schools will select those who are similar to them and not a school founded less than 75 years old )

There is no benefit to adding additional non-revenue generating sports now. All that does is increase the burden on your revenue generating sports. I'm not 100% certain, but I would bet that the revenue sharing model is of 'Athletics Generated Revenues', which means any "support" offered by the institution via student fees or other means are excluded from the calculation of what you can pay out to your athletes.

[tyndal23]

That's a lot of reading... I skimmed it and have a few thoughts.

1) Using 5% of the principal amount of the endowment YOY exclusively for Athletics would potentially result in a reduction of that balance over time, if not for additional contributions from the annual operating results of the institution and that's before any consideration for inflationary pressures. As such, 5% is way too high. LU's investment strategy is heavily weighted towards the conservative/protectionary approach, which means typical rates of growth are in the 3.5-5% range annually. They could have changed their approach with the change in leadership, but Permanen's Capital is still one of the custodians so I would doubt it. What could be done is to take any amount in net returns annually that are over/above the inflation rate and use it towards athletics. Assuming a 4.5% growth rate with a 3.0% inflation rate, means you could use 1.5% of your net proceeds on athletics. That translates to ~$30M YOY give or take a few million.

2) There's long been a debate about the costs and benefits of operating a large Athletics department. There are only a small handful of universities that break even or slightly better in the college landscape with their Athletics programs. Most sports are not true revenue generating ventures, and the requirements involved with maintaining Title IX means that football and basketball generated revenues are required to support the other sports. I suspect that the changes coming with NIL and Revenue Sharing are going to pressure schools across the landscape to have a good look at the non-revenue generating sports with an eye towards cutting them to free up cash to be used on the other sports. UVA just cut their dive team for instance. I think you can expect to see more of this in the near future. For benefits, it's true that applications and brand recognition can increase with success in athletics. However, simply getting additional applications doesn't really do much to help generate revenue unless you can quickly scale your residential campus to meet the new demand. LU is likely one of the most well-positioned institutions in the country to do this considering our resources and online presence. Whether or not the recognition between LU and LUO can be made by the market is what remains to be seen. Another thing I saw up there is that if we were to grow our enrollment and capitalize on the increased brand recognition, looking at it from a revenue perspective is not the way to measure your benefits. Given my history, I would be willing to bet that our residential campus barely breaks even. Any expansion in enrollment is going to come with a near 1:1 increase in expense and would require a lot of up-front cash via investments in infrastructure and new buildings.

3) Finally, another item mentioned above that's not going to work out for LU is the perceived benefit from having more out-of-state/international students. Those benefits are real for public institutions, but not for private schools like LU because everyone pays the same tuition rate regardless. I would actually argue that increasing our out-of-state student profile would be a detriment to LU's in the long run. The reason is that while some of those students may stay in the area after they graduate, the vast majority will return to where they came from and their interest level and ability to stay connected to the campus will dwindle. How many out-of-state alumni do you think have season tickets? If they have them it's likely people in NC or MD. This was the whole idea behind the creation of the Virginia Scholarship several years ago. With that scholarship and the VTAG (Va Tuition Asst. Grant), in-state students often spend less at LU on a 4-year degree than at an in-state public school.

I have more thoughts, but those are the main points I wanted to bring to this conversation. It's an interesting topic for sure.

Strategy: Internal Reallocation + Smart Monetization
Objective: Reach $100 million annual NIL funding without exceeding 1.5% draw from Liberty University’s $2.1B endowment (~$31.5M/year), and without taking on new debt or diverting from academic priorities.

Target NIL Funding Breakdown
$10M: Already allocated

$31.5M: Maximum allowable from endowment (1.5%)

$58.5M gap: Sourced through internal strategies

Internal Strategies to Bridge the Gap
1. Reallocate from Completed Capital Budgets
LU has spent ~$750M+ on construction over the past 5 years

Shift $25M–$30M/year from future capital project budgets to NIL over the next 5 years

Focus: Maximize ROI from existing facilities with top-tier talent and exposure

✔ Potential: $25M–$30M/year

2. Optimize Marketing Budget
Current ad spend: $13M–$17M/year

National athletic success organically drives brand visibility

Reallocate $5M–$7M/year from traditional advertising to NIL, now repositioned as a brand-builder

✔ Potential: $5M–$7M/year

3. Dedicate Portion of Online Program Revenue
Online enrollment: ~95,000 students

Designate 2% of net revenue from online tuition to NIL and scholarship growth

This builds a direct connection between brand visibility and digital student expansion

✔ Potential: $10M–$15M/year

4. Launch a Donor NIL Match Campaign
Structure: “$1-for-$1 NIL Expansion Challenge”

Activate 5,000+ donors giving $10,000+ annually

Use Giving Day and sport-specific funds to engage fans and alumni per sport

✔ Potential: $5M–$10M/year

5. Monetize New Infrastructure & Innovation Revenue
As LU scales energy efficiency, research parks, tech incubators, and other innovation assets:

Redirect annual savings or surplus revenue to fund NIL growth

E.g., EV charging, event revenue, and surplus utilities from LU’s newer projects

✔ Potential: $5M–$10M/year

6. Premium Athletic Membership Model
Launch “Liberty Legacy Circle” or similar donor club

Exclusive content, access, NIL-backed memorabilia, digital collectibles

Engage national LU supporters & alumni who want to “sponsor wins”

✔ Potential: $3M–$5M/year

Funding Summary (with Endowment Contribution Capped at 1.5%)

Source Annual Contribution
Endowment (1.5%) $31.5M
Existing NIL Funds $10M
Capital Budget Reallocation $25M
Marketing Budget Optimization $5M
Online Revenue Allocation $10M
Donor NIL Match Campaign $7.5M
Infrastructure/Innovation Revenue $6M
Premium Athletic Subscriptions $5M
Total $100M+
Final Takeaway
Liberty University can fund a $100M/year NIL program by rebalancing internal resources — no new taxes, no added debt, no overreliance on endowment.

Athletic success becomes the front door for long-term enrollment growth, national branding, and donor expansion — while preserving LU’s academic strength and financial sustainability.

[tyndal23]

Here is a cleaner version with specific sport pay out using Humble Opinions 1.5% of Endowment and drawing from other initiatives, budget reallocations etc.


Strategic NIL Allocation by Sport
To maximize national brand exposure, enrollment growth, and donor engagement, Liberty University proposes a $105 million annual NIL budget, strategically distributed across all NCAA athletic programs. This approach supports both revenue-generating and Olympic sports, balances Title IX considerations, and leverages Liberty’s top-tier athletic infrastructure.

Total NIL Commitment: $105,000,000 annually
This allocation does not exceed 1.5% of LU’s $2.1B endowment and leverages internal reallocations, donor matching, and new revenue initiatives (see Funding Strategy section).

Sport-by-Sport NIL Distribution

Sport Annual Allocation Strategic Justification
Football $15,000,000 CFP-caliber exposure; major driver of national media and enrollment lift
Men’s Basketball $10,000,000 March Madness impact; Final Four trajectory builds household recognition
Women’s Basketball $8,000,000 Elite Eight target; high Title IX visibility
Baseball $8,000,000 College World Series contender; deep fan/donor engagement
Softball $7,000,000 Multiple WCWS runs; media-friendly and championship-capable
Men’s Soccer $4,000,000 International appeal and strong recruiting ROI
Women’s Soccer $4,000,000 Title IX alignment; rising national competitiveness
Women’s Volleyball $4,000,000 Growth potential and strong digital engagement
Women’s Lacrosse $3,000,000 NCAA presence and East Coast recruiting reach
Women’s Tennis $2,500,000 International pipeline and cost-efficient scholarship support
Wrestling (M/W) $2,500,000 National potential and Olympic relevance
Field Hockey $2,000,000 Historic strength and Olympic alignment
Ice Hockey (M/W) $2,000,000 Fan-driven; long-term varsity elevation path
Track & Field $2,000,000 Multi-title potential; large roster exposure
Golf $2,000,000 Donor-friendly sport with NCAA individual and team opportunities
Cross Country (M/W) $2,000,000 Consistently high-performing; complements Liberty’s academic brand
Swimming & Diving $1,500,000 Natatorium ROI; Olympic visibility and individual media moments
Strategic Highlights
Top 4 sports (Football, MBB, WBB, Baseball): 39% of total spend

Olympic + Title IX sports: 42% of budget

Targeted growth sports (Golf, Cross Country, Wrestling): 15%+

Aligns with facility usage, academic mission, and enrollment leverage

This allocation structure ensures Liberty achieves maximum visibility, competitive success, and institutional ROI while maintaining financial discipline and compliance across NCAA and Title IX standards.

[cruzan_flame13]

Add a few more sports teams and this will be more interesting. For women, include gymnastics, crew/rowing, golf and maybe beach volleyball. For men, add lacrosse and maybe water polo (later on). Also, if faculty/staff are paid more, it would boost work morale and work productivity. Also could get more improved professors and the research efforts they will have that would improve academia. Improved academics will give a reason for other presidents to chatter, especially in the P4 conferences. Even though they may not like LU, they'll not have a beneficial reason to ostracize the institution, plus the money they could gain if any of those plans come into fruition(TV deal $$$$). I should mention that the next realignment is coming in 2-5 years, and FSU/Clemson is likely going to the Big Ten (there are talks going around among the presidents/AD's and it's not just rumors[Right now seeing if it's feasible to add them and wait for new and improved tv deal with FOX), but also looking for a possible SEC offer. This plan could give LU a better look in comparison to USF, Memphis, Tulane, etc. (Unless the "old man's" grandfather schools will select those who are similar to them and not a school founded less than 75 years old )

There is no benefit to adding additional non-revenue generating sports now. All that does is increase the burden on your revenue generating sports. I'm not 100% certain, but I would bet that the revenue sharing model is of 'Athletics Generated Revenues', which means any "support" offered by the institution via student fees or other means are excluded from the calculation of what you can pay out to your athletes.

Then there was no point of wasting millions building top facilities [that P4 schools would fund] for sport programs/clubs that don't generate much money. Swimming, lacrosse, field hockey, etc. Gee, what a waste

[tyndal23]

I wouldn't mind being associated as a Diploma Mill known as Athlete U attracting future Olympians in every Olympic Sport. ( and that is the rap we would get if we did this 2026 ) but who cares ? Seeking approval of Commies shouldn't be our objective. LU has been handed a gift to fast track to the front of all sports in todays NIL - no one talks about stadium size or facilities - it is all NIL - period. Focus on that and 5 years from now they will be fighting over which Power Conference can entice LU to join. I don't care about on campus growth, stadium expansion, Research or even projected ROI - that all comes after - I mean it is staring us right in the face - NIL and we are one of a very few Institutions who can have 1 Board Meeting and approve it and make it real. Think of the Ambassadors in every sport this will produce ( and future alumni with capital and influence ). Frankly, I think a huge Endowment that isn't reinvested in to the U is bad management. What are we growing it for ? I get having a rainy day/decade fund but when such a seismic shift happens like what just did - if we don't pounce on it - then we deserve wander for 40 years in the G5 desert ( learned about that in Bible 101 freshman year -something about seeing land of milk and honey but too scaredy to grab it )

[cruzan_flame13]

I wouldn't mind being associated as a Diploma Mill known as Athlete U attracting future Olympians in every Olympic Sport. ( and that is the rap we would get if we did this 2026 ) but who cares ? Seeking approval of Commies shouldn't be our objective. LU has been handed a gift to fast track to the front of all sports in todays NIL - no one talks about stadium size or facilities - it is all NIL - period. Focus on that and 5 years from now they will be fighting over which Power Conference can entice LU to join. I don't care about on campus growth, stadium expansion, Research or even projected ROI - that all comes after - I mean it is staring us right in the face - NIL and we are one of a very few Institutions who can have 1 Board Meeting and approve it and make it real. Think of the Ambassadors in every sport this will produce ( and future alumni with capital and influence ). Frankly, I think a huge Endowment that isn't reinvested in to the U is bad management. What are we growing it for ? I get having a rainy day/decade fund but when such a seismic shift happens like what just did - if we don't pounce on it - then we deserve wander for 40 years in the G5 desert ( learned about that in Bible 101 freshman year -something about seeing land of milk and honey but too scaredy to grab it )

Honestly, it looks like the leadership doesn't mind that. As long as the teams make it to the Circuit City bowl, and the post season while being knocked out the first round (annually or every other year), they'll be fine. Some of the old Liberty/Fallwell supporters (even in this forum) would be satisfied. The university is fine being a big fish in the small pond and the support seems good this far for G5 standards (where they will most likely remain). Long term speaking, most of the residential students will just come here, graduate, and leave and go back to the teams they grew up with and their children will likely do the same with maybe a little support here and there for LU. The online students is the same. The school barely have any support locally; most are Tech or UVA fans/supporters. Just enjoy that we're in a conference (the lowest one in the main sport which is the main decision maker for realignment decisions) plus it takes time to grow and eventually be in the talks to move up (not in this new era, but we need to make the ol heads feel and reminisce as if we're still in the 2000's/2010's). We'll have one P4 game coming soon in a couple of years then likely one every season to boost the support and season ticket holders! Why waste money, even though we literally have been in the past 15 years building unnecessary facilities for sports that don't bring back much revenue

[JK37]

The part of the plan that irks me is needing the extra space/beds on campus to be able to capitalize on the newfound applications that will come. Can we build them fast enough? Does it still make sense to build or has that door closed with rising costs?

Otherwise, why not?!

[cruzan_flame13]

The part of the plan that irks me is needing the extra space/beds on campus to be able to capitalize on the newfound applications that will come. Can we build them fast enough? Does it still make sense to build or has that door closed with rising costs?

Otherwise, why not?!

I've been told it would be a waste to build more dorms and also the city decision making on projects like that is terrible too. LU has so much acres that it would've been great to build more apartment style dorms that could kind of be considered "off campus" from the main campus. They would be making bank with that just alone. Then the other properties that they have that can expand their schools like engineering, government, law , etc. So much they could do before things get even more cheaper. Based on their status, they have have to spend right? Plus it'll all be for the mission, so why not propose this plan as well. Leadership is comfortable where they are micromanaging while their workers can barely survive living paycheck to paycheck (another topic for another thread).

[olldflame]

The part of the plan that irks me is needing the extra space/beds on campus to be able to capitalize on the newfound applications that will come. Can we build them fast enough? Does it still make sense to build or has that door closed with rising costs?

Otherwise, why not?!

With all his faults, one thing you have to say about JFJR is that when the $$$ started to roll in, he recognized the unique window of opportunity that existed with low construction costs and made it a priority to build as much as possible, as soon as possible. It saved us a fortune.
The financial climate is very different now, but I'm not sure it isn't still feasible.

[Humble_Opinion]

Then there was no point of wasting millions building top facilities [that P4 schools would fund] for sport programs/clubs that don't generate much money. Swimming, lacrosse, field hockey, etc. Gee, what a waste

To be fair, this is probably correct although we were never going to get an ROI on the natatorium or the indoor track. It was all about the mission to make LU standout overall from an athletics facility perspective. Also, don't discount the amount of change and turmoil that has occurred in the past 10 years. Most of these facilities were well underway or already built by 2015. NIL and Revenue Sharing were merely theoretical possibilities back then.

[Humble_Opinion]

I wouldn't mind being associated as a Diploma Mill known as Athlete U attracting future Olympians in every Olympic Sport. ( and that is the rap we would get if we did this 2026 ) but who cares ? Seeking approval of Commies shouldn't be our objective. LU has been handed a gift to fast track to the front of all sports in todays NIL - no one talks about stadium size or facilities - it is all NIL - period. Focus on that and 5 years from now they will be fighting over which Power Conference can entice LU to join. I don't care about on campus growth, stadium expansion, Research or even projected ROI - that all comes after - I mean it is staring us right in the face - NIL and we are one of a very few Institutions who can have 1 Board Meeting and approve it and make it real. Think of the Ambassadors in every sport this will produce ( and future alumni with capital and influence ). Frankly, I think a huge Endowment that isn't reinvested in to the U is bad management. What are we growing it for ? I get having a rainy day/decade fund but when such a seismic shift happens like what just did - if we don't pounce on it - then we deserve wander for 40 years in the G5 desert ( learned about that in Bible 101 freshman year -something about seeing land of milk and honey but too scaredy to grab it )

Setting aside the comments about ROI's, enrollment/campus growth I'd like to address the Endowment management question and how it's used. While LU's endowment has grown significantly since 2005 and is a nice big number right now, the $/FTE is an overall relatively small number compared to some of the schools we aspire to be like. Those schools (think Notre Dame and BYU) are likely to soon join some of the more elite schools in the U.S. and offer their student bodies a 100% debt free degree that is funded primarily from the ROI on their own endowments. Athletics is not the only name in the game, and as colleges continue to face enrollment challenges due to unfavorable demographic shifts the management of endowments will become more important than ever before. I would love to see LU accel on the field as much as the next person and I worked towards that end when I was an employee. But don't forget the bigger picture and the challenges on the horizon.

[Humble_Opinion]

Honestly, it looks like the leadership doesn't mind that. As long as the teams make it to the Circuit City bowl, and the post season while being knocked out the first round (annually or every other year), they'll be fine. Some of the old Liberty/Fallwell supporters (even in this forum) would be satisfied. The university is fine being a big fish in the small pond and the support seems good this far for G5 standards (where they will most likely remain). Long term speaking, most of the residential students will just come here, graduate, and leave and go back to the teams they grew up with and their children will likely do the same with maybe a little support here and there for LU. The online students is the same. The school barely have any support locally; most are Tech or UVA fans/supporters. Just enjoy that we're in a conference (the lowest one in the main sport which is the main decision maker for realignment decisions) plus it takes time to grow and eventually be in the talks to move up (not in this new era, but we need to make the ol heads feel and reminisce as if we're still in the 2000's/2010's). We'll have one P4 game coming soon in a couple of years then likely one every season to boost the support and season ticket holders! Why waste money, even though we literally have been in the past 15 years building unnecessary facilities for sports that don't bring back much revenue

Your assessment of the leadership team couldn't be more wrong. If you don't think they're regularly engaging with other conferences and the universities in them you're kidding yourself. Our Athletics budget will continue to grow at a faster rate than most of our cohorts in the G5. But you can't do it all at once... that would be poor management. Regarding local support, what I can tell you is that a decent % of graduating students hang around Lynchburg and the surrounding areas for at least a few years after finishing up. One of my last projects at LU was to look at this very thing and we found that nearly 20% of residential students on campus stayed around the area after finishing. When you look at the growth overall in the city and out towards Forest/Bedford it's no surprise. Are there still a lot of VT/UVA fans? Sure. However, even at my current employer (which happens to be one of the largest in the area behind LU) the number of people I see wearing LU gear is growing every year. This has been fueled by LU's expansion into Engineering and technical fields. These jobs are high paying, and I suspect that eventually LU will see benefits from an attendance perspective. Especially once we inevitably move into a better conference.

[Humble_Opinion]

The part of the plan that irks me is needing the extra space/beds on campus to be able to capitalize on the newfound applications that will come. Can we build them fast enough? Does it still make sense to build or has that door closed with rising costs?

Otherwise, why not?!

I've been told it would be a waste to build more dorms and also the city decision making on projects like that is terrible too. LU has so much acres that it would've been great to build more apartment style dorms that could kind of be considered "off campus" from the main campus. They would be making bank with that just alone. Then the other properties that they have that can expand their schools like engineering, government, law , etc. So much they could do before things get even more cheaper. Based on their status, they have have to spend right? Plus it'll all be for the mission, so why not propose this plan as well. Leadership is comfortable where they are micromanaging while their workers can barely survive living paycheck to paycheck (another topic for another thread).

LU being a 'non-profit' does not mean it isn't allowed to turn a profit. It means that it can't take its earnings and return them to any specific individual or entity (think shareholders). Instead, they take their Net Profit and it rolls almost entirely into an asset account (ie. buildings/infrastructure or the endowment). LU has been making between $200-300M in profit since 2010.

[tyndal23]

Details on how to stucture - it isn't as simple as cutting endowment checks....

NIL vs. Revenue Sharing — Liberty’s Options Post-Settlement
The proposed NCAA settlement (House v. NCAA) introduces a $20.5 million cap for direct athlete compensation from school revenue, but does not limit NIL activity — as long as it's properly structured.

Revenue Sharing (School-Paid, Capped at $20.5M/year)
Funded from: Liberty’s own revenue (e.g., TV deals, ticket sales, sponsorships).

Permitted Use: School can pay athletes directly.

Cap: ~$20.5 million annually.

Administered by Liberty: YES — fully legal under settlement.

Taxed: Yes (likely as W-2 income).

NIL (Third-Party Funded, Unlimited)
Funded from: Donors, collectives, sponsors, or outside contributors.

Permitted Use: Student-athletes earn for use of name/image/likeness.

Cap: None — no legal limit on amount.

Administered by Liberty: NO — Liberty can’t pay or contract directly beyond educational support.

Supported by Liberty: YES — Liberty can:

Promote the collective

Provide education/training

Allow branding/facility access

Refer athletes to third-party NIL opportunities

Summary Table

Action by Liberty Allowed? Counts Toward $20.5M Cap?
Pay athletes directly from school revenue Yes Yes
Raise NIL funds through outside donors Yes No
Create or endorse a collective Yes No
Facilitate athlete-brand relationships Yes No
Use general school funds to increase NIL offers No Not allowed
Key Strategic Insight:
Liberty can absolutely support $100M+ in annual athlete compensation, but:

Only $20.5M can come from Liberty’s internal budget, and

The rest must be structured as independent NIL support, even if Liberty helps organize or promote it.

Let me know if you'd like a slide version or want to walk through how Liberty might structure a hybrid “NIL + revenue share” model while staying compliant.








You said:
so lets focus on the collective - if LU creates a collective - can the endowment fund any or all of it as long as the collective is run by a 3rd party? explore this


ChatGPT said:
Now we’re into the heart of the strategy — and this is a very smart question.

Here’s a full breakdown of how Liberty University’s endowment might support NIL indirectly via a collective, what’s allowed, what’s risky, and how to navigate it.

Key Question:
Can Liberty University’s endowment fund a 3rd-party-run NIL collective?

Short Answer:
Technically yes — but only under very strict conditions.

The endowment could fund a collective indirectly if:

The funds are designated by the donor specifically for NIL purposes, AND

The collective is truly independent (not controlled by Liberty).

But there are legal, tax, and governance guardrails.

Scenarios Where It Could Work:
1. Donor-Restricted Gifts from the Endowment
If Liberty’s endowment includes restricted funds (from donors) that are designated for athlete enhancement, branding, or NIL-related causes, Liberty might distribute income from those funds to an independent collective.

Example: “$10 million endowment gift to support Liberty athletes’ branding and NIL capacity via third-party partnerships.”

These funds must be spent in accordance with the original donor intent and should be administered by a separate legal entity.

2. Independent NIL Foundation (Collective)
Liberty could help organize or endorse a separate 501(c)(3) or 501(c)(6) that raises NIL funds.

The endowment could contribute to that organization if:

The organization qualifies as a legal nonprofit (i.e., passes IRS rules),

The collective's activities align with educational or charitable purposes (e.g., community service-based NIL),

There is no direct quid pro quo (i.e., Liberty cannot tell the collective who to pay or how much).

Example: An NIL foundation that promotes student-athletes doing charity or civic engagement in exchange for NIL compensation — this has been a model already used by schools like Texas, BYU, and Ohio State.

Scenarios to Avoid:

Scenario Why It's Risky
Liberty controls the collective board Violates “independent 3rd-party” test
Liberty uses endowment funds directly for NIL payments Could violate tax law / IRS rules
Endowment funds come from unrestricted academic sources Risk of mission misalignment
Collective is used as a pass-through for direct recruiting Possible NCAA violations (inducement)
Structuring Strategy
Best Case Setup for LU to use the endowment in NIL:

Create a dedicated NIL-support fund within the endowment (funded by donors with explicit purpose).

Contribute investment returns (not principal) annually to a 501(c)(3) collective that:

Has its own governance board (independent of LU)

Runs legally permissible NIL campaigns (e.g., service-based deals, educational initiatives)

Ensure full transparency and compliance with both IRS and NCAA guidance.

Example in Practice
University of Texas donors helped launch the Texas One Fund, a nonprofit NIL collective that:

Operates independently

Focuses on charitable NIL work

Was endorsed by the university, but not controlled by it

Receives some donor gifts routed through legal channels tied to endowment-type language

Key Takeaway:
Liberty can use endowment proceeds to help fund NIL, but not directly. The funds must be restricted, the collective must be independent, and the use must align with IRS and educational mission rules.

Let me know if you want a clean slide deck on:

NIL funding structures using endowments

Best practices from schools already doing this

Suggested legal framework for Liberty’s collective

[LU Armchair coach]

You may want to reach out to the collective

[tyndal23]

Tyndal23 University & NIL Collective Joint Announcement
$80 Million Annual NIL Commitment — “Champions for Christ, Powered by Purpose”
Tyndal23 University has announced a landmark commitment to provide $80 million annually to its independent NIL collective — in addition to the NCAA’s $20.5 million revenue-sharing allowance for student-athletes. This bold strategy brings Tyndal23’s total NIL ecosystem to over $100 million per year, making it one of the largest in the country.

“There is no better marketing for Tyndal23 than our own Champions for Christ,” said a university spokesperson. “We believe our student-athletes are uniquely equipped to tell the story of this university — not just as a place for winning, but as a place of purpose.”

What It Means:
Tyndal23 athletes will receive nation-leading NIL support across every sport

The collective will offer opportunities for athletes to:

Promote Tyndal23 Online

Share in missions and outreach campaigns

Appear in faith-aligned storytelling and media content

All funding is separate from the endowment and comes from the university’s annual operating surplus

The NIL collective remains independent, ensuring full legal and NCAA compliance

“We aim for every NCAA Division I team at Tyndal23 to be at or near the top in NIL opportunities every single year,” the spokesperson added. “We will recruit high-character athletes who align with the mission — and then empower them to earn as much or more than any school in the country is offering.”

“Just as important, we will pour into these student-athletes with extensive financial education. Through partnerships with our School of Business and leading financial experts, we will teach every athlete how to be wise stewards, how to build wealth, create businesses, and most importantly, how to use their platform and resources for God’s glory.”

“This is not just a sports announcement,” the spokesperson concluded. “This is a university-wide initiative. It’s marketing. It’s ministry. It’s leadership. And it’s Tyndal23.”

Statement from the NIL Collective
In response to the university’s historic commitment, the collective released a statement calling for broad alumni and donor engagement:

“This is more than just NIL — it’s a movement,” said Chad, spokesperson for the collective. “We are grateful to Tyndal23 for setting the tone with this transformational commitment, and we’re inviting the entire community to help us carry it even further.”

With the university laying the foundation, the collective is now focused on:

Elevating every Tyndal23 athlete — financially, spiritually, and professionally

Expanding athlete-led storytelling across academics, missions, and outreach

Welcoming donors and partners to join the mission through monthly giving, sponsorships, and sport-specific campaigns

“Our athletes are more than just players,” Chad said. “They’re Tyndal23’s most powerful ambassadors — and now they’ll have the backing to lead in ways no other program in the country is offering. Let’s build something the nation can’t ignore.”

Champions for Christ. Fully funded. Purpose-driven. Let’s go.

[JK37]

So, part of your plan is to rename the University after your ASOR username?

That put it over the top for me. Count me in!

[jbock13]

There was a time I really wondered whether we would become Runk & Pratt University.

[tyndal23]

So, part of your plan is to rename the University after your ASOR username?

That put it over the top for me. Count me in!

I figured ballcoach would think it was a real Press Release if I used Liberty...