DRAFT REPORT OF THE
NATIONAL COLLEGIATE ATHLETIC ASSOCIATION
COMMITTEE WORK GROUP
During its January 2005 meeting, the NCAA Executive Committee charged the NCAA staff to examine the NCAA committee structure and devise a means to reduce expenditures by modifying committee travel policies and practices; reducing the size of committees; and increasing the use of technology to disseminate information and conduct meetings. The internal work group established to address this issue has concluded a six-month review of the committee structure and related business policies and recommends a multilayered approach to achieve the goals set forth by the Executive Committee. First, the work group recommends (1) a reduction in the frequency of in-person committee meetings; (2) an increase in the percentage of meetings held at the NCAA national office and (3) an overall 25 percent reduction in the committee budget. Second, the group recommends the development of a standard of review for committee membership to determine whether the size of each committee is appropriate or whether a reduction in membership would enhance overall efficiency. Third, the group recommends a comprehensive review of the legislative cycle to determine whether possible modifications may further reduce committee expenditures; alleviate bureaucratic inefficiencies; and streamline the NCAA committee structure and governance processes. Finally, the group recommends an ongoing review to assess the successful implementation of suggested modifications and recommend further reductions as appropriate.
Recommendations:
1. Reduction in committee meeting frequency. Reduce the annual committee meeting schedule by approximately 20 in-person meetings (Attachment A). These meetings either should be eliminated or replaced by technology-based conferences. The group noted that several options exist for conducting virtual meetings, including by videoconference, teleconference or on the Internet. The Association budgets approximately $1,250 for meeting expenses for each committee member. Elimination of these in-person meetings will result in a savings of approximately $500,000.
2. An
increase in the percentage of meetings held in
3. Budgetary
reduction. Implement a modified
budgetary system designed to provide greater accountability for committee
expenditures. First, individualized
committee budgets should be established, and these budgets should be managed by
committee staff liaisons. The group
believes this will provide greater incentive for fiscal prudence. To assist committee staff liaisons in
this regard, the work group has created a document (Attachment B) that outlines
preferred practices as it relates to scheduling and conducting meetings. Second, the work group recommends a 25
percent reduction in the overall committee budget over a three-year period with
allowances for inflation.
4. Establishment of a standard of review for committee membership. Develop an objective standard of review for all committees and consider, where appropriate, a reduction in committee membership in those instances where a smaller, more manageable committee may work more efficiently and effectively. Additionally, consider those areas where increased staff leadership may provide some opportunities for reallocation of resources.
5. Review
of the legislative cycle. Establish
an internal project team to evaluate the legislative cycle. This review should include, but not be
limited to, an assessment of the advantages and disadvantages of the cycle;
alternative models for consideration, and the impact of each model on the
committee system and governance process.
6. Ongoing assessment. Annually assess the successful implementation of these recommendations. This assessment will serve as the basis for status reports provided to the Executive Committee each January on the efforts to further streamline the committee structure.
Committee Work Group Recommendations
Reduce the meeting frequency of the following committees:
a. Executive
Committee – annually reduce from four to three in-person meetings.
b. Division
I Board of Directors – annually reduce from four to three in-person
meetings.
c. Division
I Management Council – annually reduce from four to three in-person meetings.
d. Divisions
II and III Presidents Council – reduce from four to three in-person
meetings to be replaced by technology-based meetings of the respective Administrative
Committees, as needed.
e. Divisions
II and III Management Councils – reduce from four to three in-person
meetings to be replaced by technology-based meetings of the respective Administrative
Committees as needed.
f. Division
I Academics/Eligibility/Compliance Cabinet and Division I Championships/Competition
Cabinet – annually reduce from three to two in-person meetings.
g. Division
I Committee on Athletics Certification – annually reduce in-person meetings
by one to be replaced as needed by teleconference or videoconference.
h. Division
I Degree Completion Award Consultants – annually reduce in-person
meetings by one
i. Division
II Championships Committee – annually reduce in-person meetings by one to
be replaced as needed by teleconference or videoconference.
j. Division
III Interpretations and Legislation Committee – annually reduce in-person
meetings by one to be replaced by a Web meeting.
k. Division
III Membership Committee – annually reduce in-person meetings by one to
be replaced by teleconference or videoconference.
l. Men’s
and Women’s Rifle Committee – annually reduce in-person meetings by
one to be replaced by a Web meeting.
m. Olympic
Sports Liaison Committee – annually reduce in-person meetings by one to
be replaced by a teleconference or videoconference.
n. Research
Committee – in-person meetings on an as-needed basis.
o. Division
I Initial-Eligibility Waivers Committee – in-person meetings on an as-needed
basis.
p. Division
I Progress-Toward-Degree Waivers Committee – in-person meetings on an as-needed
basis.
Committee Work Group Recommendations
The NCAA Committee Work Group has
expressed support for establishing an annual budget for each of the
Association’s committees. The following practices are recommended as
means of complying with NCAA committee meeting and travel policies and of
achieving cost-efficiency in committees’ activities, and would apply to
all Association committees:
1. Meeting location. Schedule meetings occurring outside Indianapolis in a “class” of cities in which meeting costs (including travel, lodging, food and per diem) are comparable to those of Indianapolis-based meetings (defined as no greater than 10 percent above the cost of an Indianapolis-based meeting, as determined by the NCAA travel staff using available data). The “class” of meeting cities comparable in cost to Indianapolis shall be drawn from the list of approved meeting cities maintained by the travel staff.
a. It occasionally may be permissible to conduct meetings in cities not included within the Indianapolis-comparable class but otherwise listed among approved meeting cities. Any decision to do so shall be made by the committee staff liaison in consultation with the travel staff, taking into account budgeted resources.
b. Any meeting requiring four or more days (including travel) for participants should be conducted in the Indianapolis metropolitan area or in that “class” of cities in which meeting costs are comparable to those of Indianapolis-based meetings.
2. Meeting
format. Employ meeting
technology (video, audio or web conferencing or other developing media) in lieu
of meeting in person for committees scheduled to meet for less than one day
(eight hours) in duration.
a. Video conferencing may be most effective in situations where small groups of participants can gather at two separate locations.
b. Audio (telephone) conferencing may be most applicable to situations where participants are scattered at various locations. Web conferencing is an enhanced form of audio conferencing that permits online presentation and sharing of materials.
c. Committee staff liaisons are strongly encouraged to seek appropriate opportunities to use technology in lieu of in-person meetings, regardless of the length of a particular meeting.
Construct the meeting agenda to ensure a minimum of eight hours of actual meeting time (specifically addressing committee business) per meeting day for those committees scheduled to meet in person for at least one day.
a. The meeting agenda may permit separate time for nonbusiness activities (entertainment, etc.) but such activities should not increase the number of meeting days or room nights. (Example: A meeting that is anticipated to require 12-16 hours to conduct business may schedule a nonbusiness activity on the afternoon or evening of the first meeting day, but meeting business should be concluded on the second day.)
b. At the discretion of the chair, conferencing technology may be made available to committee members who are unable to attend or opt not to attend an in-person meeting but still wish to participate in committee business.
3. Budget
administration. Committee staff
liaisons shall be primarily responsible for establishing and maintaining a
committee’s annual budget (employing accepted national office budgeting
principles) and shall regularly monitor whether committee operations are conducted
within that established budget.
a. The staff liaison should develop the budget in consultation with the national office finance staff (and should solicit input as appropriate from the governance, membership services and research staff).
b. The budget may be based on a “per-unit” value by calculating a cost per committee member (including travel, lodging, food and per diem) and taking into account the number of meetings scheduled annually.
c. The staff liaison’s responsibility for establishing and maintaining a committee’s budget should be incorporated into that individual’s performance plan and be subject to regular review by the liaison’s primary administrator.