NCAA TASK FORCE ON
LIFE AND WORK BALANCE IN
INTERCOLLEGIATE ATHLETICS
"We need, and will
get, organizational changes not unlike those taking place in the corporate
world that allow for more flexibility in the way these demands are met, and
enable women (as well as all
coaches) to take advantage of their skills, opportunities and
contributions, while recognizing that they have a life beyond
work." Myles
Brand, NCAA President, addressing the 2006 NACWAA National Convention. "The gender-neutrality
component is important. We had as many men talking about these issues as
women, all serving different functions in intercollegiate athletics." Carol
Cartwright, Task Force Chair, “We need to find
better ways to support coaches with young families, recognizing the unique
logistical challenges of the job, the physical limitations of childbearing,
and the spirit of the strict staffing regulations imposed by the
NCAA.” Dena
Evans, former “Women and men are leaving the field of intercollegiate
athletics because they are unable to meet all the demands of being a coach,
parent, and spouse or partner.
Given the values of family, diversity,
and inclusion that are hallmarks of higher education and intercollegiate
athletics, it is critical that coaches with young families have a full
opportunity to succeed. We need to foster and support a working climate
that enables and sustains professional integrity.”
Charlotte F. Westerhaus,
NCAA Vice-President for Diversity
and Inclusion
Executive Summary
INTRODUCTION
Family,
personal and career success. One’s
ability to attain, retain, or reestablish success within the current athletics
culture, which is often driven by a pressure-to-win and competitive work
setting, has become a challenge in recent years. Individuals often operate in a
performance-incentive model that constrains personal and family obligations and
can jeopardize the retention and inclusion of talented and motivated staff.
Time has
become a valuable commodity for all staff members. Today’s competitive athletics
environment places demands on its employees, that left unchecked, lead to
stress, tension, poor health, frequent turnover, and negative budgetary
consequences. Creating an
institutional environment that values the inclusion and retention of a competent
and diverse workforce will require a cultural shift from what has become a
24/7, 365-day athletics commitment.
In May
2005, NCAA President Myles Brand identified the life and work balance issue as
a priority for the Association following the Women’s Leadership Symposium
hosted by the Horizon League. Subsequent
discussion on this hot topic occurred at the 2005 NACWAA Annual Meeting and
2006 NCAA Convention. Driven by
membership support, Dr. Brand appointed Dr. Carol Cartwright to chair a new
Task Force to examine the challenges intercollegiate athletics staff members
are facing while addressing the issues of balancing a career and family on
their own.
The
Life and Work Balance Task Force had its inaugural meeting on August 21, 2006. The
Task Force was charged to explore the current athletics culture and develop
strategies to engage the membership in actively promoting an intercollegiate
athletics environment that fosters an individual’s opportunity to
integrate life and work obligations.
The
group, composed of presidents and chancellors, athletics administrators,
coaches, and consultants, reviewed data from the 2006 NCAA Life and Work
Balance Inventory and the 2005 Coaching and Gender Equity (CAGE) Project. Laying the groundwork for a paradigm
shift, expert consultants presented successful corporate practices that
emphasized strategic actions appropriate for the academic and athletics
environments. In addition, the consultants
presented a framework for establishing a responsive work environment through an
integrated approach that addressed balancing life and work commitments.
The
Task Force recognized that in order to continue the growth, success, and spirit
of intercollegiate athletics, developing an environment that focuses on the
people that make it a success is paramount. As a result, the Task Force shifted its focus
from life balance as the sole responsibility of the individual to the
integration of institutional policies and practices that provide opportunities
for individuals to make choices. The group concluded that how athletics
staff and their institutions work together facilitates an integrated life balance. The Task Force reached the
following conclusions and recommendations which are designed to initiate dialogue and the development of local
policies and practices that support successful careers in athletics and promote
the retention of talented and motivated staff.
CONCLUSIONS
·
2006 NCAA Membership Life
and Work Balance Survey Findings · >4,000
respondents. · 42%
reported that they were balancing their current life and athletics
commitments effectively. · 57%
were considering leaving athletics or have yet to decide. · 52%
worked more than 55 hours each week. · 35%
believed negative consequences would occur if they temporarily left work
for family care issues. · 20%
did not know whether their athletics department offered policies that
supported life and work balance commonly found in higher education and the
corporate sectors. 2005
CAGE Report on Women in
Coaching · 25%
less likely to be married than their male counterparts. · 30%
were married, as compared to 55% of other women working full-time. · 18%
raising children as compared to 44% of other women working full-time. · Women
coaching women’s sports have declined by 48% since 1972. “The biggest challenge is remembering that my team at home
– my wife and kids – are my No. 1 priority. The job will take
as much as you give and many times just ask for more. You have to know it’s OK to
say no, so you can say yes more often to your team at home.” Anonymous NCAA Survey
Respondent – Male Administrator "Early on
in my career, I learned there were a couple of different things from an
institutional perspective that needed to be in place for me to be
successful. One was that the
job description needed to be manageable.” Stevie
Baker-Watson, head athletic trainer and SWA at 
Employees are our biggest
investment and most significant asset. Administrators
should set the tone, empowering people to achieve their career goals with their
families intact. Traditionally, balancing family and work commitments was
considered an issue for female employees. The Task Force emphasized that integrating
work with a personal life affects both genders. Members expressed concerns that
if the issues are not addressed in a timely fashion, many employees will leave
the field of intercollegiate athletics and many more may never enter. Incorporating life balance concepts into
formalized hiring and retention polices and practices will shape an inclusive
environment and provide clear boundaries for life balance.
·
Balance is defined by the
individual rather than the institution. Life balance is enhanced through choice; choice being
individually defined and subsequently facilitated by an institution’s
campus-wide policy and practice plan. Providing flexibility for
individual choice through established policies and practices is an
institutional responsibility. Employees
should not be forced to take matters into their own hands to establish boundaries.
Institutions that build policy
connections across campus units, inclusive of athletics, and integrate employee
feedback will provide a climate that empowers individuals to make choices.
·
Gender-neutral policies shape an
inclusive environment.
Supporting gender-neutral policies within athletic departments across teams for
women and men adds value to an inclusive climate. Administrators should value one’s
output and accommodate the unique circumstances that men and women bring to the
profession, rather than expecting the old, one-size-fits-all model to work for
everyone (e.g., face time in the office).
Supporting explicit, candid, and inclusive discussions about ways to be
successful in an athletics environment will facilitate acceptance of a new
paradigm.
RECOMMENDATIONS
·
Sponsor legislation. The Task Force recommends that the
NCAA Executive Committee request the membership to develop functional, legislative
changes that provide opportunities for athletics staff to capture more personal
time, consequently easing time pressures.
The Task Force members proposed the following ideas:
o
Establish
effective recruiting boundaries (e.g., reducing the recruiting window
calendars, the use of text messaging and email correspondence).
o
Declare
one day of the week as a non-athletic activity day for everyone in athletics (e.g.,
Sundays; any day within seven consecutive calendar days).
o
Establish
travel days as a countable athletics activity.
·
Model best practices. The Task Force recommends that the
NCAA national office demonstrate, model and engage in practices that promote
the integration of life and work commitments.
·
Communicate best practices. The Task Force recommends that conference
offices take a leadership role in identifying, disseminating and supporting policies
and practices that promote the integration of life and work commitments. The group suggests the use of in-person
forums to ensure diverse and inclusive representation from member
institutions. The Task Force
recognizes that a cultural change can not occur without the help of sport
governing bodies and key NCAA-affiliated groups.
·
National
Collegiate Athletic Association November
16, 2006
DK:RAB
Build campus connections. The Task Force recommends that athletics
departments integrate current campus policies and services. The Task Force
recognizes that each individual must evaluate his or her situation and make
career and personal decisions based on that evaluation. Individuals should not feel afraid to
take advantage of available polices for fear of being seen as non-competitive. Campuses should utilize tools that help
individuals identify issues that will allow them to stay committed to their
career, establish and define personal boundaries, and achieve an integrated
life balance.