They called it "The Pick," and it was a great moment in modern University of Oregon sports lore, the moment when Kenny Wheaton stepped in front of a University of Washington pass, intercepted it at the 7-yard line, and ran it back for the game-clinching touchdown. It set the tone for that 1994 football season and led to Oregon's first Rose Bowl appearance since 1958.

But great plays -- even plays that live on with a name of their own -- become little more than ESPN highlights if they are not part of a history of solid work that enables them to become a turning point, a basis for even greater sustained accomplishment.

I was named vice-president for administration in 1983, and have had oversight since then of the University of Oregon's intercollegiate athletics program. The program at that time was mired in serious financial difficulties and few of the sports competed successfully in the conference. In the ensuing two decades, the program has achieved financial stability, generous donors have provided us with the means to make significant investments in our facilities, and the majority of our programs compete successfully at the highest levels of intercollegiate competition.

"The Pick" is a highlight of those years, but only as it exemplifies some of the guiding principles that enabled us to build a solid program. We built a very good program with hard work, good people, a bit of luck, and sound guiding principles.

First and perhaps foremost, there must be a strong connection between the athletics program and the institution. To accomplish this, the program must reflect the values and mission of the university in the way it conducts its business, and administrative and faculty leadership must accept and acknowledge the athletics program as a valuable and integral part of the larger institution. For there to be this level of acceptance, there must be substantial understanding of how the athletics program supports the mission of the institution -- similar expectations as are in place for other university departments.

It is critically important to hire athletics department administrators and coaches who genuinely believe in the mission of the university, and who understand that the athletics department, though different in many ways from other parts of the university, is still very much an integral part of that university.

Coaches need to be able to conduct their work in a secure environment, knowing that their success will be measured in more ways than win-loss records. This environment allows the coach the opportunity to focus on the student-athletes' learning experience, to support their educational objectives, and to behave ethically and in compliance with NCAA, conference and institutional policies.

It is important to recognize that there are some characteristics in the athletics enterprise that necessitate different treatment relative to other departments. Salaries are but one example. If there is confidence and a commitment to the values and mission of the university on the part of coaches and staff -- a high level of trust -- then it is easier to accommodate those differences. The key, of course, is to know when an accommodation is in order and when it is not.

At the same time, it is necessary to be vigilant -- to pay attention to the way the athletics department conducts its business. There is great pressure on the department to achieve and maintain winning records since the financial rewards that come from conference championships and postseason play are significant both to the department and the individual coaches. Trouble can come in small increments, and, like the proverbial frog that sits in the boiling water until it is cooked, can become hot water before you know it.

Support from senior administrators and faculty leaders also must be visible to the community and to the athletics department. They should be active in attending games, awards banquets, participating where appropriate in recruiting efforts and meeting with the public and the press. If campus leadership is not enthusiastic in its support of athletics, why should anyone else be?

In the midst of that visible support, administration needs to provide the athletics department some degree of protection from pressures generated by the "win at all costs" view held by some fans and supporters. This pressure to win at all costs must be resisted, because there are other more vital objectives at stake. And because expectations rarely decrease, it is unlikely you will ever achieve a point of complete satisfaction with this element of your fan base regardless of the lengths you take to satisfy their interests.

Finally, the litmus test for any actions or policies of an athletics department must always be doing what is in the best interests of the student-athletes. Student-athletes come to a university for an education. Athletics may be an important part of that education, and for a select few may be a means to a future profession. But for all, the earning of a degree and the learning that goes along with it are of greater importance.

Every university is different. Each has its own history and tradition. Each has its own identity and purpose. Each has its own points of pride -- and its own athletics highlights.

At the University of Oregon we have "The Pick." But more than that, the basic principles we have in place work and bring excellence to our athletics program. Some of those principles were discovered by good luck, others by a lot of hard work by a lot of good people. But each works to make our athletics department a part of our university that is more than just a few highlights on ESPN.

Dan Williams is the vice-president for administration at the University of Oregon.