Cedarville University Cedarville, Ohio Great Midwest Athletic Conference NCAA Division II

Transcription

1 Cedarville University Cedarville, Ohio Great Midwest Athletic Conference NCAA Division II Tom Cornman Vice President for Academics and CAO Athletics: Finances and Supervision Council of Independent Colleges 2014 Institute for Chief Academic and Chief Financial Officers Portland, OR November 4, 2014

2 Full-Time Undergraduate Enrollment 3082 Total Enrollment 3620 Percentage of Full-time Student Athletes 10% Degrees offered: BA, BA, BSN, BMus, M.Ed. MSN, MBA, M.Min, Pharm.D. Largest majors: Nursing, Mechanical Engineering, Early Childhood Education, Pharmaceutical Sciences, Psychology Transitioned from NAIA to NCAA Division II in July 2012 Athletics reports to the Executive Vice President for Strategic Growth Athletics: Finances and Supervision Council of Independent Colleges 2014 Institute for Chief Academic and Chief Financial Officers Portland, OR November 4, 2014

3 GREAT MIDWESTERN CONFERENCE Alderson Broadus University Phillippi, West Virginia Cedarville University Cedarville Ohio Central State University Wilberforce, Ohio Davis and Elkins College Elkins, West Virginia Ohio Valley University Vienna, West Virginia Salem International University Salem, West Virginia Trevecca Nazarene University Nashville, Tennessee Ursuline College Pepper Pike, Ohio Kentucky Wesleyan College Owensboro, Kentucky Athletics: Finances and Supervision Council of Independent Colleges 2014 Institute for Chief Academic and Chief Financial Officers Portland, OR November 4, 2014

4 YELLOW JACKET TEAMS Baseball Basketball M+W Cross Country M+W Golf M Soccer M+W Tennis M+W Track and Field M+W Softball Volley Ball W Athletics: Finances and Supervision Council of Independent Colleges 2014 Institute for Chief Academic and Chief Financial Officers Portland, OR November 4, 2014

5 WHY THE MOVE FROM NAIA TO NCAA? 1. Belief that NAIA was about to go under or be absorbed into the NCAA 2. Other competitors in the region, and in our conference, were attempting to move into the NCAA and we would be left without regional competitors. We wanted to move while we could decide the division. 3. Determination that we should consider NCAA II rather than Division III because of the perception of the Division III lie of giving athletic scholarships but calling them something else. Athletics: Finances and Supervision Council of Independent Colleges 2014 Institute for Chief Academic and Chief Financial Officers Portland, OR November 4, 2014

6 DIFFERENCE IN COMPLIANCE REPORTING 1. NAIA Standards for eligibility the primary focus of Athletics 2. NCAA Standards for eligibility the primary focus of the Registrar s Office a. Compliance Assistant Program b. Reporting of degree progress and graduation rates c. Establishment of a Compliance Committee 3. Significant increase in Registrar s Office work load Athletics: Finances and Supervision Council of Independent Colleges 2014 Institute for Chief Academic and Chief Financial Officers Portland, OR November 4, 2014

7 STRENGTHS AND WEAKNESSES Positive Profile for the University Student engagement Recruitment tool Scheduling Conflicts Perception that Athletes are not in class enough Perception of a gulf between Athletics and Academics Coaches appear to devalue the education Athletics: Finances and Supervision Council of Independent Colleges 2014 Institute for Chief Academic and Chief Financial Officers Portland, OR November 4, 2014

8 ATHLETES ACADEMIC PERFORMANCE NCAA II comparables: Federal Graduate Rate of 75% (versus 70.2% for general population) Academic Success Rate of 91% Freshman to Sophomore Retention Rate 94% (versus 88% for general population) Athletics: Finances and Supervision Council of Independent Colleges 2014 Institute for Chief Academic and Chief Financial Officers Portland, OR November 4, 2014

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10 Morningside College Sioux City, IA Great Plains Athletic Conference (GPAC) National Association of Intercollegiate Athletics (NAIA) William C. Deeds Provost Athletics: Finances and Supervision Council of Independent Colleges 2014 Institute for Chief Academic and Chief Financial Officers Portland, OR November 4, 2014

11 Morningside College FT Undergrad Enrollment 1279 Total Enrollment 2824 % FT Undergrad student athletes 53% Degrees available: BA, BS, BSN, BMus, MAT Largest majors: Business, Biology, Education, Nursing, Psychology Transitioned from NCAA Div II to NAIA in 2001 Athletics reports to VP Student Life & Enrollment Athletics: Finances and Supervision Council of Independent Colleges 2014 Institute for Chief Academic and Chief Financial Officers Portland, OR November 4, 2014

12 GPAC Conference since 2003 Briar Cliff University (IA) Midland University (NE) Concordia University (NE) Dakota Wesleyan Univ. (SD) Doane College (NE) Dordt College (IA) Hastings College (NE Morningside College (IA) Mount Marty College (SD) Nebraska Wesleyan College (NE) Northwestern College (IA) College of St. Mary (NE) in Athletics: Finances and Supervision Council of Independent Colleges 2014 Institute for Chief Academic and Chief Financial Officers Portland, OR November 4, 2014

13 Teams (26) Baseball Soccer (M & W) Basketball (M & W) Softball Bowling (M & W) Swimming (M & W) Cheer Tennis (M & W) Dance Track & Field (M & W) Cross Country (M & W) Indoor T&F (M & W) Football Volleyball (M & W) Golf (M&W) Wrestling Athletics: Finances and Supervision Council of Independent Colleges 2014 Institute for Chief Academic and Chief Financial Officers Portland, OR November 4, 2014

14 Accolades NAIA national women s basketball championships in 2004, 2005, 2009 NAIA national wrestling champion in 2007 (184#) and 2013 (197#) NAIA national track & field champions in 2012 men s 3200-meter relay and 2013 both men s and women s 3200-meter relay NAIA national women s high jump champion in 2012, men s 800 meters champion in 2013 Athletics: Finances and Supervision Council of Independent Colleges 2014 Institute for Chief Academic and Chief Financial Officers Portland, OR November 4, 2014

15 Accolades Earned the GPAC All Sports Trophy 5 times since 2003 Learfield Directors Cup top 10 for (7 th ) & (9 th ) in the NAIA Football team ranked #1 nationally in NAIA Athletics: Finances and Supervision Council of Independent Colleges 2014 Institute for Chief Academic and Chief Financial Officers Portland, OR November 4, 2014

16 All Students/Student Athletes 53% of full-time undergrads are student athletes Yr1 to Yr2 retention comparable 2008 cohort six-year graduation rate 54%/58% Fall 2013 gpa 2.98/2.87 Spring 2014 gpa 3.00/2.93 Tuition Discount rate 48%/53% Athletics: Finances and Supervision Council of Independent Colleges 2014 Institute for Chief Academic and Chief Financial Officers Portland, OR November 4, 2014

17 Advantages/Issues Athletics as part of enrollment team Name recognition for the College Excellence in all things Potential perception of overemphasis on athletics Scheduling conflicts Need for additional niches Athletics: Finances and Supervision Council of Independent Colleges 2014 Institute for Chief Academic and Chief Financial Officers Portland, OR November 4, 2014

18 Take-Aways What works is all about culture! Culture requires attention and nurturing! Communication-Communication- Communication! Athletics: Finances and Supervision Council of Independent Colleges 2014 Institute for Chief Academic and Chief Financial Officers Portland, OR November 4, 2014

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21 CIC CAO/CFO Institute November 4, 2014

22 Ashland, VA, Center of the Universe NCAA Division III (since mid 1980 s) Enrollment of 1,400 undergraduates Member Old Dominion Athletic Conference (ODAC) 14 member schools plus 3 associate members 17 sports (8 men, 9 women) plus equestrian, cheer and dance

23 Director of Athletics reports directly to the Provost (Chief Academic Officer) Historic partnership with academic program Coaches at one time held faculty status including tenure R MC was first college to require physical education as a graduation requirement

24 Board of Trustees has a standing committee on Athletics. Athletic Department has a dedicated member of the advancement staff focused on fundraising for athletic facilities, operations, and endowments.

25 Embraces philosophy of NCAA Division III and ODAC. Integrated with mission statement of the College. Reporting structure consistent with the athletic mission statement. hleticphilosophy

26 Do athletics contribute to the institution s revenue stream, break even, or produce a drain on the budget? YES Athletics has been an integral part of an aggressive strategic plan for institutional growth. But there are costs associated therewith!

27 Academic Calendar / Track Schedule Finances Transportation Management of field space Adequate resources in general operations Athletic information Sports medicine back office Roster size does not guarantee program $$$

28 Increase: Enrollment, Retention, and Diversity Improve: Retention, Student Caliber, and Bottom Line Recruit: Students who can afford to pay our TR&B

29 Coaches responsible for growing rosters, retention, and competitive teams 34% of our student body participate in athletics $46,640 Annual Tuition, Room, Board, and Fees Athletes All Others Average GPA Six Year Graduation Rate 73% 58% Retention Rate 87% 71% Average Annual Volunteer Hours Per Student

30 Name Recognition School spirit Alumni participation in giving 38% of alumni of record make a gift each year Community spirit and town relationship (including revenue for local vendors)

31 Coaches and Admissions recruiting process Coaches and Faculty performance in classroom Coaches and Student Affairs how a student functions as a citizen of the community Athletic Director, Provost, President and CFO

32 R MC s goals are interrelated with athletics In terms of Enrollment, Retention, and the Bottom line. PRESIDENT COMMUNITY ADMISSIONS BOARD ATHLETIC COMMITTEE ATHLETICS STUDENT AFFAIRS PROVOST ALUMNI ADVANCEMENT BUSINESS OFFICE FACULTY

33 General fund (operating dollars) Donors unrestricted & restricted, endowment, facilities Sponsorships Parents Bookstore sharing sales Summer Athletic Camps Ticket sales sharing with athletics More funds allocated based on roster size?

34 Trust among all groups is critical End Product: Better Student Athletes Higher Retention Graduation Rate Better for the Bottom Line A better College

35 Athletics brings both tangible and intangible gains to College Trust and communication are critical Important to be creative in ways to fund athletics and reward coaches who work with academics and admissions in recruiting more and higher caliber students

36 Birdsong Hall a Residence for Seniors

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