REPORT OF THE NCAA DIVISION III STRATEGIC PLANNING AND FINANCE COMMITTEE June 26, 2014, Teleconference

Transcription

1 REPORT OF THE NCAA DIVISION III STRATEGIC PLANNING AND FINANCE COMMITTEE June 26, 2014, Teleconference ACTION ITEMS 1. Legislative Items. None. 2. Nonlegislative Items. a. Proposed updates to the Division III Strategic Plan. (1) Recommendation. Approve the proposed updates to the budget triennium Strategic Plan and initiatives. [Attachment A] (2) Effective Date. September 1, (3) Rationale. The committee reviewed the six strategic priorities for the budget, including key components and changes. Several initiatives highlighted include continued outreach to high school prospective studentathletes and parents; partnership with CoSIDA and the incorporation of a oneday Division III specific workshop; implementation of a Conference Rules Seminar; enhanced communication with athletic direct reports; work with the Office of Inclusion and Student-Athlete Leadership to create a database of all women and ethnic minorities grant recipients, and launch of 360 Proof. The committee supported the updates to the Strategic Plan noting that the initiatives further support the division s future strategic priorities and budget initiatives. (4) Budget Impact. None. (5) Student-Athlete Impact. None. b. Division III Conference Grant Program. (1) Recommendation. Approve the proposed updates to the Conference Grant Policies and Procedures. [Attachment B] (2) Effective Date. September 1, (3) Rationale. The committee reviewed the updates to the Conference Grant Program s Policies and Procedures. This program allocates funds to all NCAA Division III voting conferences and the Association of Division III Independents to encourage collaboration, involvement and accountability

2 Report of the Division III Strategic Planning And Finance Committee June 26, 2014 Page No. 2 among all Division III constituent groups in support of the priorities espoused in the Division III Strategic Plan. The program consists of three tiers and an administrative stipend. Tier One now allows conference offices more flexibility and permits use of up to 25 percent annually on conference office travel per pre-existing requirements. Effective with the to four-year cycle, Tier Two will have only three required initiatives: Student- Athlete Well-Being/Community Service, Sportsmanship, and Equity and Inclusion. The Identity and Integration Activity will not be a required initiative. The committee noted a subcommittee of commissioners was very helpful in the development of these new policies. (4) Budget Impact. None. (5) Student-Athlete Impact. None. c. Championships budget recommendations. (1) Recommendation. Approve the policy changes below to reduce overall championships expenses: (a) Reduce travel party size by 10 percent for team sports; (b) Eliminate per diem provided to host institutions; (c) Reduce the per diem rate by $5 (to $90); (d) Eliminate host honorarium for non-predetermined sites; (e) Create minimum three-day window between selections and the first date of travel for all sports (effective with input from respective sport committees). In addition, the Division III Championships Committee recommends evaluating the viability of the softball super-regional format, which was implemented for the first time in 2014; additional analysis will take place once the budget impact of the format is determined (estimated to take place in August). Change may be considered for the 2015 championship. (2) Effective Date. Immediate, except for softball as noted above. (3) Rationale. The Strategic Planning and Finance Committee (SPFC) noted the Championships Committee developed the above recommendations in response to SPFC s request to identify areas for reductions in championship spending. Championships expense reductions and revisions, totaling approximately $2.5 million annually, effective , plus incremental

3 Report of the Division III Strategic Planning And Finance Committee June 26, 2014 Page No. 3 amounts in subsequent years, are necessary to establish a balanced championships budget. Most of the current recommendations will transfer additional championships cost burdens to participating institutions, having a greater impact on those institutions that participate in championships more frequently. The Championships Committee focused on recommendations that would share the cost burdens across all sports (with the possible exception of softball); individual sports will be affected by recommendations (c) and (e). Further, the committee assumes that the proposed cuts can be implemented while maintaining current bracket sizes. (4) Estimated Budget Impact. The estimated savings of the combined recommendations, without changing the softball super-regional format, totals $2.17 million. Modification of the softball format would save approximately $426,000. (5) Student-Athlete Impact. The committee acknowledged that the recommendations will affect the student-athlete experience in various ways. The per diem proposals may force participating and host institutions to limit the expense for team meals, for example. The travel party proposal does not include a recommendation to reduce squad sizes (i.e., the number of studentathletes permitted to dress in uniform and be eligible for competition), but participating institutions will have the discretion to manage the reduction with fewer student-athletes in the travel party. d. Reserve policy models and projections. (1) Recommendation. Approve a change to the current reserve policy of 80% of the annual divisional revenue allocation, including $10M insurance policy coverage, to 50% of the annual revenue allocation, including $5M insurance policy coverage. (2) Effective Date. Immediately. Rationale. The committee reviewed the current 80% reserve policy and several other proposed models. Ultimately, the committee determined that with a reserve policy of 50% of the annual revenue allocations, in the event of a revenue on funding catastrophe, the division could still sponsor AQ only championships and meaningful non-championships programs. (3) Budget Impact. In the short term, this change may provide additional funding for the division to cover budget overages. (4) Student-Athlete Impact. None.

4 Report of the Division III Strategic Planning And Finance Committee June 26, 2014 Page No. 4 e. Reallocation of grant funding dollars. (1) Recommendation. Reallocate $70,000 from the Division III Strategic Alliance Matching Grant (SAMG) budget to the Division III Ethnic Minority and Women s Internship Grant (Internship Grant) budget. (2) Effective Date. September 1, (3) Rationale. Currently allocations are $820,000 for the Internship Grant and $670,000 for the SAMG. Due to its popularity, the number of selected twoyear internship grant recipients increased from 16 to 18 annually, which means that each year 36 internship grants are supported by the budget. The $890,000 needed to support the Internship grant provides funding for: 1) the $20,100 annual salaries for each intern; 2) the $3,000 annual professional development funding for each intern; 3) the mandatory attendance at the firstyear orientation program for the hired intern, the primary supervisor and the primary mentor; and 4) the mandatory dinner at the NCAA Convention for the second-year interns. This reallocation allows the SAMG to still select seven to eight recipients each year, which means that each year 21 to 24 grants are supported by the budget annually. The $600,000 remaining to support this grant funds the following requirements: 1) the annual salary for the hired employee; 2) $1,500 of annual professional development funding for each year of funding for the hired employee; and 3) $1,000 for technology funding in the first year of funding for the hired employee. (4) Budget Impact. None. Grant funding budgets will be reallocated but no increase is being requested. (5) Student-Athlete Impact. None. f. Funding cap for the Division III Strategic Alliance Matching Grant. (1) Recommendation. Approve a grant funding cap on salary and benefits for the SAMG recipients during the three years of NCAA funding. (2) Effective Date. September 1, (3) Rationale. In order to assure as many institutions and/or conference offices can benefit from the SAMG grant as possible, the selection committee has recommended that a maximum funding cap be placed on payments to

5 Report of the Division III Strategic Planning And Finance Committee June 26, 2014 Page No. 5 recipients during the three years of funding from the NCAA. As the average first-year payment has been $39,713.97, representing a total of 20 grants awarded over a three-year period, the selection committee selected the amount for the first-year payment from the NCAA (i.e., 75 percent of the proposed salary and benefits) to not exceed $55,000. This would allow an employee in the proposed position to be awarded a salary and benefits totaling at least $73,333 from the recipient. In order to allow recipients to account for cost-of-living in the area and positions of varying levels and types, an additional $15,000 was added to the annual first-year funding payment and rounded up to the nearest thousand. For this same reason, maximum grant caps will be placed on the second-year payment from the NCAA at $36, (i.e., 50 percent of the proposed salary and benefits) and on the third-year payment from the NCAA at $18, (i.e., 25 percent of the proposed salary and benefits). Only once in the last three years has a recipient exceeded this proposed cap amount. (4) Budget Impact. None. (5) Student-Athlete Impact. None. g. Required waiting period between receipt of the Division III Ethnic Minority and Women s Internship Grant. (1) Recommendation. That recipients of the Division III Ethnic Minority and Women s Internship Grant (Internship Grant) must wait one year after their final year of funding before applying for the grant again. (2) Effective Date. September 1, (3) Rationale. Over the last five years of the Internship Grant, an average of 66 proposals were submitted each year to receive funding, with 73 being received during the call for proposals. As the grant continues to increase in popularity, the selection committee has recommended Internship Grant recipients wait one budget year after receiving funding and completing the two years of grant requirements in full before being eligible to apply for another Internship Grant. Since the allotted budget only allows for the selection of 18 grants annually, the committee believes the one year waiting period will allow for a greater diversity in recipients. (4) Budget Impact. None (5) Student-Athlete Impact. None.

6 Report of the Division III Strategic Planning And Finance Committee June 26, 2014 Page No. 6 h. Required waiting period between receipt of the Division III Strategic Alliance Matching Grant. (1) Recommendation. Require recipients of the Division III SAMG to complete their grant responsibilities in full before they are eligible to apply for another SAMG. (2) Effective Date. September 1, (3) Rationale. Over the last five years of the grant, an average of 24 proposals were submitted annually to receive funding through the SAMG, with 32 being received during the call for proposals. As the grant continues to increase in popularity, the selection committee has recommended SAMG recipients complete their grant responsibilities in full (i.e., three years of grant funding from the NCAA and two years of self-funding the position in full) before they are eligible to apply for another SAMG. Since the allotted budget only allows for the selection of seven to eight grants annually, the committee believes the one year waiting period will allow for a greater diversity in recipients. (4) Budget Impact. None (5) Student-Athlete Impact. None. INFORMATIONAL ITEMS 1. Minutes of March 17, 2014, in-person meeting. The committee approved the report from its March 17, 2014, in-person meeting. 2. Budget. The committee reviewed the budget-to-actual as of June 18, 2014 and the six-year projections. The budget-to-actual document was adjusted to reflect a three-year comparison with an added column for charter travel expenses. The expense totals didn t include the 2014 spring championships. 3. Membership Dues. The committee discussed the possibility of increasing dues for member institutions and conference to enhance the Division III annual revenue and address funding. The current dues structure has been in place since the in the mid 1980 s. Permission for the division to retain any dues increase would need to come from the Executive Committee.

7 Report of the Division III Strategic Planning And Finance Committee June 26, 2014 Page No. 7 Staff also noted that any increase could be considered a championships surcharge. SPFC members raised several questions regarding a proposed dues increase. Additional data and research will be conducted, as well as further discussion with the delegates at the 2015 Convention. 4. Division III Initiative and updates. a. 360 Proof. The committee received an update on the status of the 360 Proof program, which is scheduled to launch in Based on feedback received from 36 pilot institutions, the 360 Proof development team made changes to the program. The timeline is as follows: September 1, 2014 Past pilot participants receive access to updated portal. October 2014 Schedule of monthly Learning Collaborative Webinars begins. January 2015 Announce full program launch at NCAA Convention and NASPA AOD conference. Open program to new registrants. The NCAA Division III and NASPA Alcohol and Other Drug Collaborative will consider offering resources to address other substances or behaviors, pending membership needs and available resources. b. Graduation Rate reporting. The committee received an update on the 2013 Graduation Rate report noting that more than 200 member schools have participated during the four years of this voluntary data collection program. These reports reinforce the successes of our Division III student-athletes in earning their degrees, performing better than the general student body. The committee also noted the benefits of greater membership participation in the program. c. Athletics Direct Report Working Group. The committee reviewed the minutes from the working group s May 27, 2014, teleconference, noting the creation of two focus groups to gather more information in regard to the athletic direct reports engagement levels; involvement with the NCAA; professional development needs; strategies for the future; and suggested best practices. Staff will begin to develop the first draft of the best practices document. d. Recruiting Working Group. The committee reviewed the working group s report from its May 28 in-person meeting noting the development of a proposal allowing on-campus evaluations; continued discussion around the concept of an athletics celebratory signing document; and approval of the development of best practices for Division III recruiting, including what areas of recruiting should be featured and how best to define them.

8 Report of the Division III Strategic Planning And Finance Committee June 26, 2014 Page No. 8 e. Division III Identity Initiative. The committee reviewed the report noting Division III wrapped up its 40 th Anniversary celebration in June with completion of its 40-in- 40 series of online profiles of former student-athletes. In addition to the 40 th Anniversary, efforts continue to improve the display of signage promoting the Division III identity. The outreach to high schools/prospective student-athletes and families continues to be a high priority, with messaging included in the National Interscholastic Athletics Administrators Association (NIAAA) enews quarterly magazine, and the NCAA Eligibility Center e-newsletter. f. Division III Conduct Foul Program. A working group will be formed to review the Conduct Foul program to determine the value of the program and how to best move forward. The group will look at how best to raise the level of awareness regarding unsportsmanlike behavior. The commissioners discussed the Conduct Foul Program during their June meeting and recommended the program be suspended and the dollars for sportsmanship be used in a different way. SPFC will review initial proposals on its November teleconference. 5. Future Meetings. The committee noted future meetings will be via teleconference in November and an in-person meeting March Adjournment. The meeting was adjourned at noon. Committee Chair: Alan Cureton, University of Northwestern Staff Liaisons: Jeff O Barr, Accounting Dan Dutcher, Division III Governance Eric Hartung, Research Jay Jones, Division III Governance Louise McCleary, Division III Governance Jeff Myers, Academic and Membership Affairs

9 Report of the Division III Strategic Planning And Finance Committee June 26, 2014 Page No. 9 June 26, 2014 Attendees Kurt Beron, University of Texas at Dallas Thomas Chema, Hiram College Alan Cureton, Northwestern College Marjorie Hass, Austin College Sue Lauder, Fitchburg State University Mary Meehan, Alverno College Chris Ragsdale, Heartland Collegiate Athletic Conference Lori Runksmeier, New England College Terry Rupert, Wilmington College Chelsea Shoemaker, Rochester Institute of Technology Absentees R. Brit Katz, Millsaps College Candice Poiss Murray, North Eastern Athletic Conference Herman Saatkamp Jr., The Richard Stockton College of New Jersey Jaime Salcedo, Medaille College Brian Wigley, Shenandoah University Other Participants: Brian Burnsed, NCAA Dan Dutcher, NCAA Eric Hartung, NCAA Jay Jones, NCAA Debbie Kresge, NCAA Louise McCleary, NCAA Jeff Myers, NCAA Jeff O Barr, NCAA Jean Orr, NCAA Liz Suscha, NCAA 20Council%20Reports/2014/ %20Report_DRAFT.docx/DTD/LM:dsk/07/11/2014

10 ATTACHMENT A Division III Strategic Plan Budget Triennium [Year 3: ] Vision Statement: Division III will be a dynamic and engaging group of colleges, universities and conferences of varying sizes and missions committed to an environment that encourages and supports diversity, values, fairness, and equity, and places the highest priority on the overall educational experience of the student-athletes in the conduct of intercollegiate athletics. 1

11 INTRODUCTION The Division III strategic plan serves many purposes. It begins with the Division III Philosophy Statement to establish the framework from which the division s programs, resource allocations, and regulatory decisions are made. It highlights the Division III Strategic Positioning Platform to clarify the practical impact of the Division III philosophy and summarizes the division s strategic priorities by outlining what must be accomplished in the current budget triennium for the division to be successful. The plan also serves to highlight all of the programs and services offered for the division. This list of offerings is arranged in a way that demonstrates the connection of each Division III program to the NCAA Strategic Plan, and explains when a program or initiative is funded from Division III dollars or a different Association budget. To bring further transparency to the division s operations, the plan justifies every line of the Division III budget against the philosophy statement or NCAA Constitution. Finally, the plan includes a note on its history, which tracks the evolution of the division s entire strategic initiatives program. CONTENTS Philosophy Statement page 3 Strategic Positioning Platform Summary page 4 Strategic Priorities for the Budget Triennium page 5 NCAA Goals and Related Division III Programs and Objectives page 7 Budget Justification page 14 History of the Strategic Plan page 17 2

12 DIVISION III PHILOSOPHY STATEMENT Colleges and universities in Division III place the highest priority on the overall quality of the educational experience and on the successful completion of all students academic programs. They seek to establish and maintain an environment in which a studentathlete s athletics activities are conducted as an integral part of the student-athlete s educational experience, and an environment that values cultural diversity and gender equity among their student-athletes and athletics staff. To achieve this end, Division III institutions: (a) (b) (c) (d) (e) Expect that institutional presidents and chancellors have the ultimate responsibility and final authority for the conduct of the intercollegiate athletics program at the institutional, conference and national governance levels; Place special importance on the impact of athletics on the participants rather than on the spectators and place greater emphasis on the internal constituency (e.g., students, alumni, institutional personnel) than on the general public and its entertainment needs; Shall not award financial aid to any student on the basis of athletics leadership, ability, participation or performance; Primarily focus on intercollegiate athletics as a four-year, undergraduate experience; Encourage the development of sportsmanship and positive societal attitudes in all constituents, including student-athletes, coaches, administrative personnel and spectators; (f) (g) (h) (i) (j) (k) (l) Encourage participation by maximizing the number and variety of sport offerings for their students through based-based athletics programs; Assure that the actions of coaches and administrators exhibit fairness, openness and honesty in their relationships with studentathletes; Assure that athletics participants are not treated differently from other members of the student body; Assure that student-athletes are supported in their efforts to meaningfully participate in nonathletic pursuits to enhance their overall educational experience; Assure that athletics programs support the institution s educational mission by financing, staffing and controlling the programs through the same general procedures as other departments of the institution. Further, the administration of an institution s athletics program (e.g., hiring, compensation, professional development, certification of coaches) should be integrated into the campus culture and educational mission; Assure that athletics recruitment compiles with established institutional policies and procedures applicable to the admission process; Exercise institutional and/or conference autonomy in the establishment of initial and continuing eligibility standards for studentathletes; (m) (n) (o) (p) (q) (r) Assure that academic performance of student-athletes is, at a minimum, consistent with that of the general student body; Assure that admission policies for studentathletes comply with policies and procedures applicable to the general student body. Provide equitable athletics opportunities for males and females and give equal emphasis to men s and women s sports; Support ethnic and gender diversity for all constituents; Give primary emphasis to regional in-season competition and conference championships; and Support student-athletes in their efforts to reach high levels of athletics performance, which may include opportunities for participation in national championships, by providing all teams with adequate facilities, competent coaching and appropriate competitive opportunities. The purpose of the NCAA is to assist its members in developing the basis for consistent, equitable competition while minimizing infringement on the freedom of individual institutions to determine their own special objectives and programs. The above statement articulates principles that represent a commitment to Division III membership and shall serve as a guide for the preparation of legislation by the division and for planning and implementation of programs by institutions and conferences. 3

13 Division III Positioning Statement Follow your passions and discover your potential. The college experience is a time of learning and growth a chance to follow passions and develop potential. For student-athletes in Division III, all of this happens most importantly in the classroom and through earning an academic degree. The Division III experience provides for passionate participation in a competitive athletic environment, where student-athletes push themselves to excellence and build upon their academic success with new challenges and life skills. And student-athletes are encouraged to pursue the full spectrum of opportunities available during their time in college. In this way, Division III provides an integrated environment for student-athletes to take responsibility for their own paths, follow their passions and find their potential through a comprehensive educational experience. Division III Attributes Proportion: Appropriate relation of academics with opportunities to pursue athletics & other passions. Comprehensive Learning: Opportunity for broad-based education and success. Passion: Playing for the love of the game, competition, fun and self-improvement. Responsibility: Development of accountability through personal commitment and choices. Sportsmanship: Fair and respectful conduct toward all participants and supporters. Citizenship: Dedication to developing responsible leaders and citizens in our communities. Reasons to Believe 1. Comprehensive educational experience. Division III institutions develop student-athlete potential through a holistic educational approach that includes rigorous academics, competitive athletics and opportunity to pursue other interests and passions. 2. Integrated campus environment. Approximately twenty percent of all students at Division III institutions participate in athletics. Those participating in athletics are integrated into the campus culture and educational missions of their colleges or universities. 3. Academic focus. Student-athletes most often attend a college or university in Division III because of the excellent academic programs, creating a primary focus on learning and achievement of their degree. 4. Available financial aid. Three-quarters of all student-athletes in Division III receive some form of grant or non-athletic scholarship. Student-athletes have equal opportunity and access to financial aid as the general student body but are not awarded aid based on athletics leadership, ability, performance or participation. 5. Competitive athletic programs. Student-athletes do not receive any monetary incentive (athletics scholarship) to play sports in college. They play for the love and passion of the game and to push themselves to be their best, creating an intense, competitive athletics environment for all who participate. 6. National championship opportunities. Division III has over 170,000 student-athletes competing annually in 37 national championships. These competitions provide an opportunity for student-athletes to compete at the highest level and fulfill their athletic potential. 7. Commitment to athletics participation. Division III institutions are committed to a broad-based program of athletics because of the educational value of participation for the student-athlete. The division has a higher number and wider variety of athletic opportunities on average than any other division in the NCAA, emphasizing both competitive men s and women s sports. 4

14 DIVISION III STRATEGIC PRIORITIES FOR BUDGET TRIENNIUM [Year 3: ] 1. Clarify the Values of Division III athletics. Communicate the distinct Division III philosophy as articulated in the Strategic Positioning Platform. o Clarify the role and purpose of Division III as a conscious alternative to the sport-specialization culture, and as an accessible and fulfilling educational and athletics destination. o Emphasize a fuller, more integrated academic experience as the primary goal and consideration in all divisional endeavors. o Continue to communicate the Division III philosophy, attributes, and strategic plan to high school prospective student-athletes, parents and high school Admissions counselors. Enhance use of the coaches mobile website and other Division III social media. Partner with the National Federation of State High School Association (NFHS) in the development of a web portal; monthly exposure in the national high school athletic administrator e-newsletter; quarterly exposure in the NCAA Eligibility Center s e-newsletter; and launch an Association-wide comparative divisional summary chart to serve as a recruiting resource for high school guidance counselors; athletics administrators; coaches; parents; and prospective student-athletes. o Support significant participation and continued growth in membership activation of Division III Identity Initiatives, specifically including Division III week. o Continue to grow the strategic partnership with Special Olympics. Support integration activities that bring together key institutional and/or conference partners to discuss ways each institution (and the conference as a group) might best support the integration concept, consistent with the division s unique philosophy, identity and strategic positioning platform. Maintain the partnership with the College Sports Information Directors Association (CoSIDA). o Continue to support the growth of sports information directors (SIDs) as strategic communicators, advance the messages of the Division III platform, and communicate the story of Division III at the local level. o Continue to support the Division III-specific Academic All-America program. o Continue to provide professional development funding for SIDs and fund the creation of new or enhanced SID positions through the Strategic Alliance Matching Grant and Internship Program. o Enhance opportunities for Sports Information Directors to serve within the Division III governance structure. o Continue to partner with CoSIDA in the incorporation of a one-day Division III specific workshop in conjunction with the annual CoSIDA Convention. o Update and maintain the Sports Information Director resource and best practices guide for all Division III institutions and conferences as needed. Strengthen the advocacy of Division III faculty for the values of the athletics experience. o Enhance the Faculty Athletic Representative (FAR) Fellows Institute by offering professional development training to FARs. Further provide tools to communicate the Division III story to campus and conference peers and enhance the level of engagement of FARs across the division. o Provide professional development and networking working opportunities for FARs at the annual NCAA Convention. 5

15 Emphasize the values of Division III to effectively manage its membership growth. Partner with Divisions I and II to accomplish this membership growth management on behalf of the entire Association. Plan and implement a Conference Rules Seminar (CRS) for the summer of 2015 to provide a compliance educational opportunity for active members that are more regionalized for Division III institutions and conferences. 2. Appropriately Leverage Presidential and Athletic Direct Reports Leadership in the Division III Governance Structure. Continue to selectively forward issues of presidential importance to the division s presidents. Pursue full conference participation in the Presidents Advisory Group and significant NCAA Convention attendance. Enhance Division III specific presidential programming at the NCAA Convention. Enhance communication between the NCAA and the individual overseeing athletics (ADR) on campus. o Enhance communications with athletic direct reports. o Create a working group to examine the current and potential engagement and role of athletics direct reports at the institutional, conference and national levels. Further, to identify best practices for athletics direct reports and provide professional development opportunities. o Effectively engage and educate the athletics direct report and leverage the membership of these individuals serving in the governance structure. o Build external partnerships. Do not rely solely on presidents attending the NCAA Convention; send NCAA representatives to existing higher education meetings for presidents. 3. Ensure the Division is Effectively Managing Equity and Inclusion Issues. Incorporate the policy focus of the Association s Office of Inclusion. Partner with the Office of Inclusion and Student-Athlete Leadership staff and the Minority Opportunities Athletic Association (MOAA) to review the objectives and establish meaningful goals for the division's programs supporting equity and inclusion. o o Continue the Institute for Administrative Advancement. Partner with Division III conferences and institutions to support innovative programs that promote inclusion. Create and implement a Diversity Spotlight that will recognize an institution or conference office s diversity program or initiative each month. Establish strategies to increase and diversify the pool of candidates for Division III committee service. o In coordination with the Office of Inclusion and Student-Athlete Leadership, create a database of all women and ethnic minorities that have participated in an NCAA program (e.g. women and ethnic minority internship; strategic matching alliance; Institute for Administrative Advancement). The database will be shared with Presidents and Athletics Directors who are looking to diversify their applicant pools. Examine and discuss the 2012 report on the status of women and ethnic minorities specific to Division III. 6

16 4. Enhance the Well-Being of Prospects, Student-Athletes and Staff. Launch 360 Proof, a web-based, evidence-informed and free alcohol and other drug resource, for Division III and NASPA small college institutions. Continue to provide educational tools that support the Division s sickle cell trait status policy. Continue and conclude the Division III Recruiting Working Group (RWG). Propose 2015 Convention legislation, as necessary, and create a best practices document in relation to the current recruiting landscape and its impact on prospective student-athletes, current student-athletes and coaches (Recruiting Working Group). Pursue the establishment of an Association-wide group to address the disparaging association with the youth sports culture. 5. Promote the Division III Philosophical Principle that the Student-Athletes Academic Performance is, at a minimum, consistent with that of the General Student Body. Continue to sponsor a regular and representative academic reporting program to compare the academic success of student-athletes and nonstudent-athletes. Continue to focus on graduation rates of teams and demographic groups that are lower than their non-athletic counterparts. 6. Enhance Formal Accountability of the Governance Structure. Monitor a performance scorecard for regular accountability of key Division III programs. Monitor the formal performance metrics for the governance structure staff liaisons. Use the 2013 membership survey to help prioritize future programs, services, initiatives, policy and legislative standards. Use the Division III Commissioner s annual survey of the NCAA staff to improve services and communications. Continue to monitor the enrollment and retention in challenges with higher education and the unique challenges affecting the Division III membership. Develop a divisional operating budget for and beyond that presents policy goals and program preferences that are fiscally responsible and sustainable. 7

17 Appendix A NCAA Goals and Related Division III Programs and Objectives 8

18 Association Wide Goal 1: Athletics as Integral to Higher Education. Student-athletes will be better educated and prepared for increased and lifelong achievement and success. Objectives Increase support of reform efforts that emerge from the governance structure. Increase the number of student-athletes who succeed academically. Increase opportunities for student-athletes to integrate their academic, athletics and social interests. Enhance the leadership role of athletics administrators and increase the role of coaches as advocates for the values of intercollegiate athletics. Division III Programs and Initiatives Desired Outcomes Resource Allocation from Division III Budget Improve communication between and among governance structure and membership Association-wide as evidenced by a satisfaction survey. funding Conference visits by Presidents Council, Management Council, Student-Athlete Advisory Committee (SAAC) members and staff Strategic Initiatives Conference Grant Program: Tier Two Integration activities. Communication Initiatives: Inform membership of policy issues, governance updates and hot topics Annual Division III Commissioners meeting Student-athlete leadership forums and campus based leadership programming Strategic Initiatives Conference Grant Program: Tier One- Professional Development and SAAC support, Tier Two- Student-Athlete Well Being Initiatives National SAAC Outreach Graduation Rate Reporting Faculty Athletics Representative (FAR) Fellows Institute All institutions will access strategic initiative conference grant dollars over a four year period, and all conferences will optimally use the full allocation of funds each year. The integration activities should bring together key conference partners to discuss ways each school (and the conference as a group) might best support the integration concept, consistent with the division s unique philosophy, identity and Strategic Positioning Platform. Conference visits, quarterly presidential updates, monthly athletics updates and periodic educational columns shall be conducted or distributed on a regular schedule. All conferences will be represented annually; commissioners will be provided with the opportunity to discuss governance issues and Division III hot topics. At least 80 percent of eligible institutions will participate annually in DIII Student- Athlete Leadership forums, and the participating coaches and administrators will become stronger advocates for the values of Division III intercollegiate athletics. All institutions will access strategic initiative conference grant dollars over a four year period, and all conferences will optimally use the full allocation of funds each year. Celebrate successful campus SAAC community outreach each quarter, engage in community outreach at each National SAAC meeting, and annually educate studentathletes about National Student-Athlete Day and other community initiatives. Sponsor a regular and representative graduation rate reporting program to compare student-athletes and nonstudent-athletes using data currently provided to the Association and the Department of Education. Conduct an FAR Fellows institute to offer professional development training to and provide FARs with tools to communicate the Division III story to their campus peers and enhance the level of engagement of FARs across the division. $208,570 Overhead $15,000 $356,000 $814,100 Association-wide funding Overhead $85,000 9

19 ASSOCIATION-WIDE GOAL 2: The Student-Athlete Experience. Student-athletes will be enriched by a collegiate athletics experience based on fair and reasonable standards and a commitment to sportsmanship. Objectives Increase the applications of fairer regulations that favor student-athletes. Increase the opportunities for women and minorities to participate in intercollegiate athletics at all levels. Increase sportsmanship in intercollegiate athletics among student-athletes, coaches and fans. Division III Programs and Initiatives Desired Outcomes Resource Allocation from Division III Budget Women and Minority Internship Program The division will assess the original goals of this program to understand its legacy and to $890,000 formulate future, long terms goals related to diversity of the athletics administrative and governance structures. Strategic Alliance Matching Grant The division will assess the original goals of this program to understand its legacy and to $600,000 formulate future, long term goals related to diversity of the athletics administrative and governance structures. Strategic Initiatives Conference Grant Program: Tier Two- All conferences and at least 50% of institutions will engage in programming related to $417,140 Diversity/Gender Equity and Sportsmanship Initiatives diversity, gender equity and sportsmanship initiatives within each four-year grant cycle. The Nominating Committee shall annually review the NCAA's gender and diversity audit and make personal contact with targeted groups to encourage committee service Balance membership of Division III committees to ensure the interests of all Division III constituents are represented in the governance structure. Association-wide funding Get in the Game Web site; Requests and Secondary Reports Online. Committees will exercise fair decision making when making waiver and interpretive decisions Regional Rules Seminars (national program) and Conference Rules Seminar. Rules Test Conduct quality championships with fair selection processes and appropriate access NCAA/NACWAA Institute for Administrative Advancement Division III National office and Conference Commissioner Association Sportsmanship Partnership: Be Loud, Be Proud, Be Positive Campaign and Conduct Foul Program The staff will maintain an online resource to provide consistent and complete compliance information to student-athletes for the certification of eligibility process. Student-athletes will benefit from the receipt of more individual consideration of their issues in the waiver and interpretations process. Education sessions on Division III rules and regulations will be offered annually. The first Conference Rules Seminar will be held in the summer of The Membership Committee shall annually make available a clear and fair rules test that all members can access on line to comply with the condition and obligation of membership to administer the rules test. The Championships Committee will continually assess policies and NCAA legislation related to the championships program including the appropriateness of bracket sizes, regional alignment and select criteria processes. The division will fund professional development opportunities for female athletics administrators in a manner most accommodating to applicant individuals. Based on feedback from the Division III Commissioners Association, review the current Conduct Foul Report process and update to allow for more education and impact on sportsmanship initiatives. Emphasis shall be placed on the development of campus and conference policies for game and event management and increasing promotion of positive actions by coaches, student-athletes and spectators. Association-wide funding; Provisional/Reclassifying Membership fees Association-wide funding $15,000 Overhead $20,824,280 $26,000 $15,000 10

20 Division III Programs and Initiatives Desired Outcomes Division III Programs and Initiatives Examine demographic trends and consider whether Division The percentage of minority individuals in the student-athlete population should be Association-wide III or Association-wide programming is appropriate to affect consistent with the percentage of minority individuals in the general student-body. funding change in the division's student-athlete demographic profile Conference and Institutional Inclusion partnership Partner with Division III conferences and institutions to support innovative programs that $50,000 promote inclusion. (e.g., the North Coast Conference Pilot, Institute for Administrative Advancement) Officiating Improvement Provide optional funding to conference offices through the Conference Grant Program and $150,000 encourage support of officiating improvement. De 11

21 ASSOCIATION-WIDE GOAL 3: Informed Governance and Decision-Making. Member institutions and conferences will have access to data, research and best practices that assist governance and management of intercollegiate athletics. Objectives Increase opportunities and support for chief executive officers to participate and make more informed decisions about intercollegiate athletics. Increase opportunities for member institutions and conferences to share best practices in support of the Association's core values. Increase the number and quality of research initiatives on relevant issues to help member institutions and conferences make informed decisions. Increase opportunities for affiliated organizations to provide input for more informed decision-making. Enhance hiring practices for administrators, coaches and other athletics personnel, resulting in more inclusive leadership in intercollegiate athletics. Programs and Initiatives Desired Outcomes Resource Allocation from Division III Budget Strategically engage presidents and athletics direct reports in Continue to promote greater strategic focus and more selective legislative engagement Association-wide funding the Division III governance structure by presidents in the Division III governance structure, led by the Presidents Council in consultation with the Presidents and Chancellors Advisory Group (PAG). Quarterly Presidential Communication The chair of the Presidents Council will reach out to all presidents on a quarterly basis via Association-wide funding formal correspondence. Division III Governance Outreach to Affiliates Governance structure representatives will engage with affiliates on an issue-specific Overhead basis (e.g., higher education association meetings, annual sports chairs and championships committee meeting, FARA annual meeting and symposium, National Association of Student Financial Aid Administrators Seminar, etc...). Presidential Programming at the NCAA Convention Presidential involvement at the NCAA Convention will be enhanced by presidentiallyfocused Association-wide funding programming. Institutional and Conference Self-Studies All institutions and conferences will conduct regular reviews with active participation of Overhead campus/conference presidents. Presidential involvement shall promote an understanding of institutional control and the primary compliance role of presidents. Institutional reviews shall assess standards on recruiting, admissions, academic eligibility, student services, student-athlete profiles, personnel and a commitment to Division III philosophical priorities (e.g., equitable athletics opportunities for males and females.) Conference reviews shall include an assessment of conference alignments, values and priorities to support increased partnerships between conference members. Sports sponsorship and Institutional Self-Study audits The Membership Committee shall annually review member compliance with sports sponsorship requirements and completed Institutional Self-Study instruments to assess compliance with membership criteria and assess educational needs of the membership. Members placed on probation shall be required to complete an athletics program assessment. Financial Aid Reporting Process All institutions will participate in the data-driven reporting process. Greater availability of historical data shall enable increased emphasis on institutional accountability (i.e., enforcement and penalties). 360 Proof (Alcohol and Other Drug Education). Launch 360 Proof, a web-based, evidence-informed and free alcohol and other drug resource for NCAA Division III and NASPA small college member campuses to reduce consequences of alcohol use. Continually monitor Division III membership size and related access to championship and other services The governance structure shall analyze data and collect feedback from institutions to continually develop a growth management strategy for Division III. 12 Provisional/Reclassifying membership fees Overhead $600,000 Overhead

22 Objectives Increase partnership with the membership. Better define the national office's role. ASSOCIATION-WIDE GOAL 4: Effective National Office Administration. The National Office will be operated in an accountable, efficient manner. Increase flexibility, responsiveness and efficiency of interpretations, enforcement and appeals processes. Increase the timeliness, clarity, conciseness and effectiveness of membership communication. Increase use of technology to improve the effectiveness and efficiencies of Association processes. Programs and Initiatives Desired Outcomes Resource Allocation from Division III Budget Implement use of available technology to regularly deliver NCAA messages and rules education Partnership with National Association of Division III Athletics Administrators Educate the membership on the role of the NCAA national office The governance structure will continually assess common needs and available technologies to increase the timeliness, clarity, conciseness and effectiveness of membership communication. The governance structure will provide financial support to the NADIIIAA. National office staff will support this membership-led organization in its professional development offerings. Increase membership understanding of the role of the national office by including this information in governance presentations made at Leadership Conferences, Regional Seminars, conference meetings, and other appropriate venues. Conference Contact program Continue to service all conferences and ensure new conferences are accommodated according to program guidelines. Strategic Initiative Conference Grant Program: Tier Three Provide funding to conferences offices to upgrade or maintain technical capabilities - Technology Grants to access technical platforms used by the NCAA. Overhead $51,000 Overhead Overhead $574,420 13

23 ASSOCIATION-WIDE GOAL 5: Perceptions of the Association and Intercollegiate Athletics. The public will gain a greater understanding of and confidence in the integrity of intercollegiate athletics and will more readily support its values. Objectives Increase awareness of and advocacy for the positive values of intercollegiate athletics among the media and the public and within the membership. Increase the public's confidence in the Association as a whole. Programs and Initiatives Desired Outcomes Resource Allocation from Division III Budget Strategic Initiative Conference Grant Program: Tier Three- Promotions/Marketing/Division III Identity Division III Identity Initiative Special Olympics Partnership Academic All-America Partnership with CoSIDA Increase opportunities for promotion and marketing efforts on behalf of Division III institutions and conferences, consistent with the messages of the Strategic Positioning Platform. Clarify and promote the unique Division III philosophy as articulated in the Division s Strategic Positioning Platform. Enable conferences and institutions to better tell the Division III story to a variety of target audiences. Support the following identity activation initiatives: Division III week, mobile web site for coaches, national and customizable videos, 40 th Anniversary Celebration of the founding of Division III. Continue to grow the strategic partnership with Special Olympics. Maintain Special Olympics events as a signature element of the Division III championships program and continue to encourage campus and conference engagement with local Special Olympics chapters. Promote academic success of Division III student-athletes through financial support of a Division III Academic All-America Program. $265,020 $600,500 $35,000 $44,000 Professional development support for SIDs Continue to identify new ways to support the growth of SIDs as strategic communicators, advance the messages of the Division III platform, and communicate the story of Division III at the local level. Offer professional development support through the Conference Grant Program, and position support through the Strategic Alliance Matching Grant and Internship Program. $43,000 dollars included within the overall conference grant distribution. 14