Division II
Long-Range Financial Plan
2002-2007
(April 2002)
"A Commitment to Division II Conference Offices"
__________________________________________________
I. Foreword.
The following information contains a detailed description of the Division II Presidents Council and Management Council plan to use the Division II unallocated revenue ("surplus") during the next five years to support the initiatives and priorities outlined in the Division II strategic plan. To accomplish this task, the Presidents Council and Management Council will rely on Division II conference offices to develop and implement programs for its member institutions that will accomplish Division II strategic objectives. This long-range financial plan outlines the program that the Division II Budget and Finance Committee will follow to enhance conference office operations in order for conferences to address Division II strategic initiatives. In addition, a program has been developed to hold a conference accountable for its activities related to the Division II strategic plan.
__________________________________________________
II. Introduction.
The Division II Management Council and Presidents Council endorsed a financial blueprint for a five-year budget that relies on stronger Division II conference offices to bring life to the division's strategic plan. The blueprint, developed by the Division II Budget and Finance Committee, sets a schedule to implement a wide range of new Division II initiatives, along with their estimated costs.
Service, staff and operations differ greatly from conference to conference. Often, this diversity is tied to the disparity of resources that exists among Division II conference offices. Both the Management Council and Presidents Council agree that the enhancement of Division II conferences is the key to successfully implementing the priorities and objectives identified in the division's strategic plan. Money for many of the new initiatives tied to these priorities will be sent directly to conferences, and conferences in turn will be held accountable for appropriate use and distribution of the funds.
The Presidents Council has identified five broad areas of focus when enhancing Division II conferences:
1. Chief Executive Officer Involvement - Institutional presidents should be involved in the administration of their conferences. At the moment, the amount of presidential involvement in Division II conferences appears to be highly uneven.
2. Strategic Planning - Division II should make the priorities and objectives of its conferences similar to one another. Conferences should "look a lot alike" and function similarly.
3. Compliance - NCAA rules should be enforced by conferences. The Presidents and Management Councils must prescribe how compliance education and conference-based rules enforcement should be achieved.
4. Staffing - All Division II conferences should have full-time commissioners.
5. Governance - Division II conference chief executive officers, athletics administrators, faculty athletics representatives and student-athletes should meet regularly to discuss how to carry out the responsibilities that are expected of them in the conference.
To assist conference offices in meeting their additional responsibilities under this budget blueprint, the Management Council and Presidents Council agreed to increase the Division II enhancement fund incrementally over the next four years. Although enhancement fund money is not earmarked for any particular purpose, the expectation is that conferences will use the additional resources to enhance operations (e.g., acquire more staff, enhance office space or equipment).
The strategic initiatives identified for implementation during the next few years all relate to student-athlete welfare, governance/membership and diversity enhancement. The biggest outlay will be for championships initiatives, including championships per diem increases.
The plan also increases, from $250,000 annually to $500,000, the amount of money available to support the Division II diversity grant program, effective with the 2002-03 academic year. Other new strategic initiatives that conference offices can tap into are detailed in other sections of this document.
The approach that the division designed to implement its strategic plan will allow each conference to address issues unique to its members. When the Management Council and Presidents Council developed the strategic plan, it relied on the membership through surveys and Convention presentations to identify priorities and strategic objectives for the division. Now, through this budget blueprint, the Management Council and Presidents Council will rely on the membership to implement the specific programs outlined in the strategic plan.
Summary of Division II New Initiatives and Increased FundingDuring the Next Two Years | ||||
| Strategic Priority Areas | Current Budget Amounts | 2002-03 Increases | 2003-04 Increases |
a. | Division II Championships Expenses | $11,000,000 | $1,500,000 | $500,000 |
b. | Division II Student-Athlete Welfare Enhancements | $150,000 | $400,000 | $250,000 |
c. | Division II Diversity Enhancements | $425,000 | $375,000 | $50,000 |
d. | Division II Membership and Technology Enhancements | $3,700,000 | $605,000 | $300,000 |
e. | Division II Academic Enhancements | $100,000 | $50,000 | $850,000 |
f. | Division II Identity and Promotion Expenses | $100,000 | $200,000 | $50,000 |
| TOTAL | $15,475,000 | $3,130,000 | $2,000,000 |
_________________________________________________
III. Summary of Division II Strategic Plan.
Division II is a dynamic and engaging group of colleges, institutions and conferences of varying sizes and educational missions that are committed to an environment that encourages and supports diversity, values sportsmanship, fairness and equity, and places the highest priority on the overall educational experience of the Division II student-athlete in the conduct of intercollegiate athletics. Members of Division II support the principles outlined in the Division's Philosophy Statement in the belief that these objectives assist in defining the division and the possible differences between it and other divisions of the Association.
The Division II Strategic Plan was developed to address major issues in Division II and establish priorities to focus the division's effort and resources on such issues. The Division II philosophy was a constant reference as individual components of the plan were developed and each recommendation was weighed carefully to assure its implementation would convert the philosophy into guidelines and objectives for the day-to-day conduct of intercollegiate athletics in Division II. As the Division II Presidents Council and Management Council confront emerging problems and changing circumstances for Division II member institutions, the plan will be modified. Completed goals and objectives will be phased out and new goals and objectives will be identified. The 10 goals and priorities listed below have been identified for the Division II strategic plan.
1. GOAL/PRIORITY: STUDENT-ATHLETE WELFARE
Student-athlete welfare is a top priority in Division II. The objectives under this priority include: enhancing the student-athlete's championship experience; enhancing student-athlete participation in the governance of Division II; reviewing the impact of Division II academic requirements on prospective student-athletes and student-athletes; enhancing the institutional environment for student-athletes by promoting a better understanding of the Division II student-athlete experience; assisting Division II institutions and conferences in promoting the academic success of Division II student-athletes; and protecting the health of and providing a safe environment for Division II student-athletes.
2. GOAL/PRIORITY: CHAMPIONSHIPS
Division II championships access and providing opportunities for Division II student-athletes to participate for a national championship remain top priorities in Division II. Under this priority the objectives are to evaluate membership access to Division II National Championships, evaluate selection criteria for regional and national championship sites, educate the membership regarding selection criteria for regional and national championship participants, and evaluate Division II championship expenses to modify championship travel policies, when necessary.
3. GOAL/PRIORITY: FINANCES
As Division II enters its third year with its own budget, a priority for the division is to monitor revenue and expenses so the division continues to operate in a financially prudent and fiscally responsible way that advances the Division II strategic plan.
4. GOAL/PRIORITY: DEREGULATION
Federation of the NCAA governance structure has given Division II the opportunity to consider ways to simplify and streamline compliance responsibilities outlined in the Division II Manual. In addition, Division II is deregulating legislation to ensure that regulations are consistent with the Division II philosophy statement.
5. GOAL/PRIORITY: IDENTITY/PROMOTION
Since restructuring, Division II has discussed ways to promote its own identity. An objective identified for this priority is that key messages be developed about Division II that can be incorporated into the NCAA public relations plans. Division II will also establish a marketing and promotions plan for Division II championships.
6. GOAL/PRIORITY: RULES COMPLIANCE
An integral part of a successful athletics program is rules compliance. Division II is redesigning current NCAA compliance tools and resources so that they are Division II specific. This should increase membership use of NCAA compliance tools, resources and services and make them more effective. The division is also committed to reviewing NCAA regulations that cause rules compliance issues for Division II institutions and conferences in order to assess what actions the division needs to take.
7. GOAL/PRIORITY: DIVERSITY
The Division II Management Council and Presidents Council are committed to promoting diversity in athletic administration. To assist in this goal, Division II will develop programs to assist the Division II membership to enhance ethnic and gender diversity at the institutional and conference levels and develop ways to enhance gender and ethnic diversity within the Division II governance structure.
8. GOAL/PRIORITY: ENHANCING THE ROLE OF THE FACULTY ATHLETICS REPRESENTATIVE AND SENIOR WOMAN ADMINISTRATOR
Division II is committed to enhancing the institutional and conference role of the senior woman administrator and the faculty athletics representative. To do this, the division will define expectations of the Division II senior woman administrator and faculty athletics representative positions and develop increased support for both positions.
9. AMATEURISM
After examining current amateurism legislation, the Division II Management Council and Presidents Council determined that it is outdated and not consistent with the Division II philosophy. To address these concerns, Division II is redefining the term amateurism for prospective student-athletes to ensure competitive equity among Division II institutions and the fair treatment of Division II student-athletes. The division will also review the compliance tools institutions and conferences use to evaluate the amateur status of prospective Division II student-athletes.
10. GOAL/PRIORITY: TECHNOLOGY/COMMUNICATION
The Division II Management Council and Presidents Council recognize that communication and technology must be a priority in order to provide effective and meaningful services to the membership. To accomplish this goal, objectives have been identified to improve membership communication through increased use of NCAA technology and by enhancing technological capabilities of Division II institutions and conferences.
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IV. Division II Conference Data.
Division II conference operations (e.g., staffs, budgets, governance process) are very different when compared to one another. Such diversity, in many cases, is positive and it represents the differences that exist among Division II member institutions. However, the Management Council and Presidents Council believe that some differences (especially those related to basic services and operations essential for Division II membership) are merely a byproduct of limited resources, and those differences should be addressed. The division's long-range financial plan attempts to identify core principles where Division II conferences should try to have similar operations and expectations, and it outlines how conferences can find new resources to make enhancements, when necessary. Listed below is information that highlights current differences among Division II conferences.
A: Division II Conference Office Finances1
| ||||
Budget | High | Low | Average | Median
|
Revenue: |
|
|
|
|
Annual Dues | 27,000 | 5,000 | 12,734 | 11,250
|
New Member Fee
| 75,000 | 2,500 | 25,176 | 20,000
|
NCAA Distribution2 (May 2001) |
140,756 |
28,361 |
70,641 |
60,924
|
Total Budget | 534,526 | 60,000 | 280,200 | 273,018
|
Expenses: |
|
|
|
|
Salaries3 | 90,000 | 40,000 | 69,446 | 68,000
|
Travel Expense | 29,100 | 2,000 | 12,460 | 12,500
|
Awards Expense | 25,000 | 2,500 | 8,452 | 6,500
|
Printing Expense | 15,000 | 600 | 5,990 | 6,500
|
1Information based on 2001 survey information provided by the Division II Collegiate Commissioners Association (22 conferences responded).
2See Attachment A for May 2001 basketball formula distribution.
3Includes salary information for 19 full-time Division II commissioners.
B: Primary Roles of Key Personnel in Conference Operations (1998).
| Primary Control | Some Involvement | No Involvement |
Presidents Role in Conference Operations | 13 | 2 | 5 |
| Primary Control | Some Involvement | No Involvement |
Faculty Athletics Representatives Role in Conference Operations | 4 | 11 | 3 |
| Full Involvement | Minimal Involvement | No Involvement |
Senior Woman Administrators Role in Conference Operations | 4 | 6 | 8 |
| Primary Governance Responsibility | Advisory Capacity Only |
Directors of Athletics Role in Conference Operations | 16 | 1 |
| Recommend Positions on Issues |
Coaches Role in Conference Operations | 17 |
C: Typical Division II Conference Office Services | |
1. | Develop conference schedules for selected sports. |
2. | Assign and pay qualified officials for selected sports. |
3. | Provide assistance with NCAA legislation, compliance procedures and enforcement issues. |
4. | Administration of the National Letter of Intent program. |
5. | Administration of the NCAA Coaches Certification program. |
6. | Provide media relations for conference (includes standings, statistics and players of the week for all sports). |
7. | Provide awards programs for athletes and coaches. |
8. | Administration of conference championships. |
9. | Liaison to NCAA for waivers and committee work. |
10. | Financial officer for conference investment portfolio. |
11. | Organize all conference meetings for administrators, coaches, and student-athletes. |
12. | Generate revenue for the conference (e.g., corporate sponsors). |
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V. Long Range Division II Revenue Projections.
The new CBS agreement (effective 2002-03) provides the NCAA with financial security for the next 11 years. Division II benefits from this new agreement as a result of its constitutional guarantee (4.37 percent) of total NCAA revenue that was brokered during the restructuring negotiations in 1995 and 1996. Listed below is a breakdown of the projected revenue for Division II during the next five years. This is the money that Division II has at its discretion to pay for Division II specific expenses.
Fiscal Year | NCAA Projected Revenue | Division II Projected Revenue (4.37%) |
2002-03 | 422,233,000 | 18,452,000 |
2003-04 | 453,479,000 | 19,817,000 |
2004-05 | 487,083,000 | 21,286,000 |
2005-06 | 522,736,000 | 22,844,000 |
2006-07 | 562,238,000 | 24,570,000 |
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VI. Summary of Annual Division II Expenses.
To date, Division II expenses have been limited to a few categories. In 2001-02, championships expenses represent 65 percent of the division's annual budget. The Division II enhancement fund represents approximately 20 percent of the division's annual budget. Listed below is a breakdown of each current expense category and a brief explanation of each item.
A: Championships. Championships expenses include travel costs, game management expenses and per diem payments for Division II national championships. The Division II Budget and Finance Committee has identified championships expenses as the top priority for the division. During the past year, expansions to Division II bracket and field sizes have added approximately $1,000,000 to the division's annual budget.
B: Enhancement Fund. The Division II enhancement fund is a membership fund that has existed for approximately 10 years. The fund is distributed to both Division II active member schools and conferences. The new distribution model (effective 2000-01 for checks distributed beginning May 2002):
The new distribution model rewards competitive excellence in two Division II championships (men's and women's basketball) that have automatic qualification for member conferences, that are sponsored by the most Division II institutions (at 95 percent), and that have the highest average of scholarship equivalencies when compared to the equivalencies in other sports. The model also enhances championship participation opportunities at the conference level by rewarding conferences for the number of championships they sponsor for their student-athletes.
The incremental increase in the enhancement fund dollars that began in 2001-02 is designed to provide conference offices with additional dollars to enhance conference operations. It is hoped that conferences will use such dollars to address some of the priorities and objectives identified in the Division II strategic plan and in the model conference office blueprint. However, these dollars are not earmarked for any specific purpose and are to be used at the conference's discretion.
C: Diversity Grant Fund.
Division II established a matching grant program to assist conferences and institutions to enhance the diversity of Division II athletics administrators. A pilot program was implemented in 1999-2000 where six Division II schools and one Division II conference were awarded more than $240,000 in matching grant dollars to assist with diversity hiring. The Management Council and Presidents Council agreed to establish an annual matching grant program for Division II beginning in 2002-03. The projected funding for this program is $500,000 every year.
D: Reserve Fund. The Management Council and Presidents Council established a reserve fund for Division II that totals 25 percent of the division's annual operating revenue. Both groups agreed to tie the division's "rainy day" fund to the annual operating revenue so that a sufficient amount of reserve funds would be available in case of an emergency. The Management Council and Presidents Council estimate that 25 percent of the division's annual revenue would allow the division to operate national championships for one year with little disruption in the event of a major financial emergency for the NCAA.
25 % Reserve of Division's Annual Revenue |
2002-03 $4.6 million |
2003-04 $4.9 million |
2004-05 $5.3 million |
2005-06 $5.7 million |
2006-07 $6.1 million |
E: Division II Contingency Fund. A $100,000 contingency fund was established by the Presidents Council in 1999 to account for unexpected expenses during the fiscal year that fall outside the traditional budgeting timetable and the budgeting process for the division.
_________________________________________________
VII. 2001-02 Division II Budget.
The National Collegiate Athletic Association
Division II 2001-02 Approved Budget
2001-02 Approved Budget | |
| NCAA Operating Revenue | $335,315,000 |
| Revenue | |
| 14,653,000 |
| --- |
| Total Revenue | 14,653,000 |
| Prior Year Unallocated Funds (Estimated for 01-02) | 6,185,084 |
| Expenses | |
| 10,463,073 |
| 3,600,000 |
| 250,000 |
| 100,000 |
| --- |
| 596,000 |
| 272,000 |
| 122,165 |
| 24,000 |
| Total Division II Expenses | 15,427,238 |
| 5,410,846 |
| DII Projected Unallocated Funds Available for Strategic Initiatives | 5,410,846 |
| 3,000,000 |
| 3,990,000 |
| 4,840,000 |
| 11,830,000 |
| Membership Trust Balance (Note 1) | 4,396,000 |
| |
Summary of Division II Expenses
(2001-02)
| Expense Item | Budget |
| Men's Championships: |
|
| Baseball | 854,000 |
| Basketball | 866,000 |
| Cross Country | 289,000 |
| Football | 1,251,000 |
| Golf | 446,000 |
| I/D Track | 120,000 |
| Lacrosse | 96,000 |
| O/D Track | 407,000 |
| Soccer | 372,000 |
| Swimming and Diving | 280,000 |
| Tennis | 194,000 |
| Wrestling | 252,000 |
| Total Men's Championships | 5,427,000 |
| Women's Championships: |
|
| Basketball | 865,000 |
| Cross Country | 293,000 |
| Field Hockey | 82,000 |
| Golf | 395,000 |
| Lacrosse | 79,000 |
| I/D Track | 110,000 |
| O/D Track | 420,000 |
| Soccer | 467,000 |
| Softball | 1,024,000 |
| Swimming and Diving | 240,000 |
| Tennis | 207,000 |
| Volleyball | 711,000 |
| Rowing | 143,000 |
| Total Women's Championships | 5,036,000 |
| Total Championship Expenses | 10,463,000 |
| Strategic Plan Programs: | |
| Strategic Alliance Matching Grant | 250,000 |
| Compliance Blueprint | 10,000 |
| Internet Web site Development | 91,000 |
| Degree Completion | 91,000 |
| Amateurism | 13,500 |
| Fellows Program | 45,500 |
| NACWAA Grant | 125,000 |
| FARA Grant | 70,000 |
| SAAC Grant | 150,000 |
| Contingency Fund | 100,000 |
| Total Other Expenses | 946,000 |
| Total Division II Expenses | $11,409,000 |
_________________________________________________
VIII. Summary of New Championships Budget Initiatives for 2002-03 and 2003-04.
2002-03 | 2003-04 | |||||
Initiative Increase | Overhead | Total Initiative | Initiative Increase | Overhead | Total Initiative | |
| Bracket Expansion (10% Overhead) | ||||||
| Men's Basketball | 210,000 | 21,000 | 231,000 | |||
| Women's Basketball | 220,000 | 22,000 | 242,000 |
|
|
|
| Men's Soccer |
|
|
| 130,000 | 13,000 | 143,000 |
| Women's Soccer |
|
|
| 120,000 | 12,000 | 132,000 |
| SUBTOTAL | 430,000 | 43,000 | 473,000 | 250,000 | 25,000 | 275,000 |
| Committee Expansion (10% Overhead) | ||||||
| Field Hockey (3 to 4) | 3,250 | 325 | 3,575 |
|
|
|
Men's Golf (3 to 5) | 5,800 | 580 | 6,380 |
|
|
|
Women's Lacrosse | 1,800 | 180 | 1,980 |
|
|
|
Softball (3 to 4) | 1,700 | 170 | 1,870 |
|
|
|
Wrestling (3 to 4) | 4,200 | 420 | 4,620 |
|
|
|
SUBTOTAL | 16,750 | 1,675 | 18,425 |
|
|
|
|
|
|
|
|
|
|
Officials Fees (0% Overhead) |
|
|
|
|
| |
Men's Golf | 9,800 |
| 9,800 |
|
|
|
Women's Lacrosse | 1,350 |
| 1,350 |
|
|
|
Men's Lacrosse | 600 |
| 600 |
|
|
|
SUBTOTAL | 11,750 |
| 11,750 |
|
|
|
|
|
|
|
|
|
|
Additional Travel and Per Diem Payments (0% Overhead) |
|
|
| |||
Tennis Regionals-per diem only | 188,000 |
| 188,000 |
|
|
|
Indoor & Outdoor Track-travel & per diem | 300,000 |
| 300,000 |
|
|
|
All sports $65-70 per diem | 220,000 |
| 220,000 |
|
|
|
SUBTOTAL | 708,000 |
| 708,000 |
|
|
|
|
|
|
|
|
|
|
Sports Festival (10% overhead) (+) | 45,000 | 4,550 | 50,050 | 91,000 | 9,100 | 100,100 |
Marketing Initiatives (+) | 100,000 |
| 100,000 | 100,000 |
| 100,000 |
Drug Testing (Baseball) | 120,000 |
| 120,000 |
|
|
|
Yes Clinic@ Sports Festival |
|
|
| 70,000 |
| 70,000 |
Miscellaneous Expense |
|
|
|
|
|
|
Men's Basketball | 2,000 |
| 2,000 |
|
|
|
Rowing -boat transportation | 1,500 |
| 1,500 |
|
|
|
SUBTOTAL | 3,500 |
| 3,500 |
|
|
|
|
|
|
|
|
|
|
GRAND TOTAL | $1,435,500 | $49,225 | $1,484,725 | $511,000 | $34,100 | $545,100 |
|
|
|
|
|
|
|
(+) One time expense. |
|
|
|
|
|
|
_________________________________________________
IX. Summary of New Division II Budget Initiatives (not including championships) and inflationary 2002-03 and 2003-04.
| Initiative | Initiative Increase | 2002-03 Overhead | Total Initative | Initiative Increase | 2003-04 Overhead | Total Initiative |
| New Initiatives identified in the Division II Long-Range Plan: | ||||||
Additional funds for the Conference SAAC Program | 125,000 |
| 125,000 |
|
|
|
Reg. S-A Leadership Conference (10% overhead) | 250,000 | 25,000 | 275,000 |
|
|
|
Add. funds for the Conference FAR Program | 55,000 |
| 55,000 |
|
|
|
DII public identity (10% overhead) | 45,500 | 4,500 | 50,000 |
|
|
|
Technology conference grant program | 250,000 |
| 250,000 |
|
|
|
Education/amateurism (+) | 10,000 |
| 10,000 |
|
|
|
DII Web site expenses (+) | 50,000 |
| 50,000 |
|
|
|
Eliminate compliance contingency fund | (10,000) |
| (10,000) |
|
|
|
DII Graduation Rates Report | 50,000 |
| 50,000 |
|
|
|
DII Football Issues Proj Team | 50,000 |
| 50,000 |
|
|
|
Conference YES Clinics | 50,000 |
| 50,000 |
|
|
|
Academic Support Program |
|
|
| 750,000 |
| 750,000 |
DII Award of Excellence |
|
|
| 50,000 |
| 50,000 |
DII Health and Safety Conference Grant |
|
|
| 250,000 |
| 250,000 |
NACWAA Support Program |
|
|
| 50,000 |
| 50,000 |
Degree-Completion Scholarship Fund Increase |
|
|
| 100,000 |
| 100,000 |
Total Other New Initiatives | $1,050,500 | $29,500 | $1,080,000 | $1,200,000 |
| $1,200,000 |
| ||||||
| Increases for Programs Already Approved: | ||||||
DII Strategic Alliance Matching Grant Increase | 250,000 |
| 250,000 |
|
|
|
DII Operational Enhancement Fund Increase | 300,000 |
| 300,000 | 300,000 |
| 300,000 |
|
|
|
|
|
|
|
Total Increases for Existing DII Programs | $550,000 |
| $550,000 | $300,000 |
| $300,000 |
|
|
|
|
|
|
|
(+) One-time expense. | ||||||
_________________________________________________
X. Possible New Budget Initiatives for 2004-07.
2004-05 |
|
|
| Student-Athlete Assistance Fund. Annual fund beginning in 2004-05 for conferences to use to assist student-athletes with special financial needs. | $500,000* |
| Program to Support FARA. FARA is developing a national program to enhance the role of the Division II faculty athletics representative. | $50,000* |
| Enhancements to Division II Participation Awards. Participation in a Division II championships event is an honor and an achievement. The participation award student-athletes receive should serve as a lifelong reminder of this achievement. | $200,000* |
|
| $750,000 |
2005-06 |
|
|
| Academic Support Grant Fund Increase. Division II conferences could utilize these additional resources in a variety of ways to address issues related to academic support and services for student-athletes. | $250,000*
|
| Per Diem Increase. This will increase per diem for Division II championships from $70 to $75. | $220,000*
|
|
| $470,000 |
2006-07 |
|
|
| Development Clinics, etc., for Division II Officials (Possibly introduced as a new conference grant program). Division II conferences continue to express concerns about the pool of available officials. Additional conference resources may attract new officials to work Division II matches, games and contests. | $250,000* |
*Carry-over initiative (annual budget item).
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XI. Long Range Budget Projections Summary - 2002 through 2007.
The National Collegiate Athletic Association
Divison II Long-Range Budget Projections 2002 through 2007
2002-03 | 2003-04 | 2004-05 | 2005-06 | 2006-07 | |
NCAA Operating Revenue | 422,233,000 | 453,479,000 | 487,083,000 | 522,736,000 | 562,238,000 |
|
|
|
|
|
|
Revenue: |
|
|
|
|
|
Prior year's unallocated funds | 6,435,012 | 5,992,012 | 4,406,012 | 2,735,012 | 1,525,012 |
DII 4.37% revenue allocation | 18,452,000 | 19,817,000 | 21,286,000 | 22,844,000 | 24,570,000 |
DII application fee | --- | --- | --- | --- | --- |
Total Revenue | 24,887,012 | 25,809,012 | 25,692,012 | 25,579,012 | 26,095,012 |
|
|
|
|
|
|
Expenses: |
|
|
|
|
|
Total Championships Expense | 10,986,000 | 11,535,000 | 12,112,000 | 12,718,000 | 13,354,000 |
DII Enhancement Fund | 3,900,000 | 4,200,000 | 4,500,000 | 4,500,000 | 4,500,000 |
Matching Grant Program | 500,000 | 500,000 | 500,000 | 500,000 | 500,000 |
Approved Initiatives | 627,000 | 627,000 | 627,000 | 627,000 | 627,000 |
Championships new initiatives (2002-03)-See Section 8 | 1,485,000 | 1,335,000 | 1,335,000 | 1,335,000 | 1,335,000 |
Championships new initiatives (2003-04)-See Section 8 |
| 545,000 | 445,000 | 445,000 | 445,000 |
Other new initiatives (2002-03)-See Section 9 | 1,080,000 | 1,020,000 | 1,020,000 | 1,020,000 | 1,020,000 |
Other new initiatives (2003-04)-See Section 9 |
| 1,200,000 | 1,200,000 | 1,200,000 | 1,200,000 |
New initiatives identified in long-range budget (Note 2) |
|
| 500,000 | 720,000 | 720,000 |
Possible new DII funding initiatives (Note 3)-See Section 10 |
|
| 250,000 | 250,000 | 250,000 |
Possible new DII funding initiatives (Note 3)-See Section 10 |
|
|
| 250,000 | 250,000 |
Possible new DII funding initiatives (Note 3)-See Section 10 |
|
|
|
| 250,000 |
Other |
|
|
|
|
|
Contingency fund | 100,000 | 100,000 | 100,000 | 100,000 | 100,000 |
Total DII Expenses | 18,678,000 |
|
| 23,665,000 | 24,551,000 |
Contribution to Membership Trust (Note 1) | 217,000 |
|
| 389,000 | 432,000 |
Total Expenses | 18,895,000 |
|
| 24,054,000 | 24,983,000 |
|
|
|
|
|
|
Total DII Unallocated funds-current year | 5,992,012 |
|
| 1,525,012 | 1,112,012 |
|
|
|
|
|
|
Membership Trust Balance (Note 1) | 4,613,000 |
|
| 5,711,000 | 6,143,000 |
|
|
|
|
|
|
Note 1: Per the DII Budget guidelines and principles, the membership trust balance should be maintained as 25% of the division's revenue allocation each year.
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XII. Guiding Principles for a Model Division II Conference.
Division II conferences are key partners for the Management Council and Presidents Council to address issues identified in the Division II strategic plan. In order to prepare to deliver resources and services tied to the division's long-range strategic plan, the Division II Management Council and Presidents Council endorsed the following guiding principles that should be used by Division II chief executive officers and administrators to determine if their conference is a "Model Division II Conference." Such an analysis is necessary to determine if the conference is prepared to receive NCAA resources for specific strategic initiatives and is ready to develop and implement conference programs to support the Division II strategic plan.
The addition of $1.5 million to the Division II enhancement fund during the next few years will provide schools and conferences with an incremental increase in distribution from the NCAA during the next four years. The Management Council and Presidents Council believe that conferences should look for ways to use increased revenue to address conference office operation issues and not use such funds for direct distribution to member schools. It is envisioned that costs associated with changes to conference operations in order to align with the following principles will come from the incremental increases to the division's enhancement fund and from the Division II strategic initiative funds awarded to conferences during the next four years.
[Note: The Division II Conference Commissioners Association decided to use the following guidelines to develop a "blueprint" for a model Division II conference that specifies ways to satisfy some of the principles identified in this section [Attachment B]. For example, the blueprint specifies the number of staff members in a model Division II conference. Conferences may use this blueprint to develop plans to enhance operations over the next few years.]
1. Chief Executive Officer Authority. A model Division II conference shall involve chief executive officers (CEOs) in the conference governance model. Consistent with the role CEOs have in the governance of Division II, CEOs must have ultimate authority and responsibility for the operation of Division II conferences. Even though this principle addresses the need for chief executive officer involvement in Division II, conferences will have autonomy to determine the best way to include chief executive officers in the conference's operations.
2. Full-Time Commissioner. A model Division II conference shall employ a full-time commissioner.
3. Staff. A model Division II conference shall employ a sufficient number of staff members to assist the commissioner in administrative tasks and delivering services for conference member schools.
4. Long Range Strategic Plan. A model Division II conference shall develop and follow a strategic plan that supports student-athlete welfare, championships, finances, deregulation, public relations/marketing, rules compliance, diversity, the faculty athletics representative position, the senior woman administrator position, amateurism and technology.
5. Diversity. A model Division II conference shall be committed to the principle of diversity. The conference shall promote an atmosphere of respect for and sensitivity to the dignity of every person. The conference shall also value the opinions of all, work to assure gender and ethnic diversity in the conference?s governance structure and initiate a leadership role in this area for its member schools.
6. Student-Athlete Advisory Committee. A model Division II conference shall have an active conference SAAC that represents the concerns and ideas of the conference's student-athletes and is committed to student-athlete welfare.
7. Rules Compliance. A model Division II conference shall initiate systems and services of rules education and monitoring/enforcement to assist member institutions to comply with all applicable rules and regulations of the NCAA in the conduct of its intercollegiate athletics programs.
8. Academic Standards. A model Division II conference shall provide support and programs that will assist student-athletes to succeed in academics.
9. Technology. A model Division II conference shall implement technology advancements to enhance communication and improve services with the NCAA and conference member schools.
10. Faculty Involvement. A model Division II conference shall feature the active involvement of faculty athletics representatives on institutional and conference issues.
11. Senior Woman Administrator Involvement. A model Division II conference shall feature the active involvement of senior woman administrators on institutional and conference issues.
12. Media Relations and Marketing. A model Division II conference shall promote its events and activities to maximize exposure, interest and revenue.
13. Financial Stability. A model Division II conference shall be administered with prudent management and fiscal practices to ensure financial stability.
14. Championships/Awards/Recognition. A model Division II conference shall provide student-athletes with championships opportunities and athletics recognition that is consistent with the division's commitment to student-athlete welfare and the division's philosophy that athletics is an integral part of the total educational experience.
15. Citizenship/Leadership/Sportsmanship. A model Division II conference shall encourage all student-athletes, coaches and fans to respect each other, practice civility, encourage teamwork, appreciate differences and understand citizenship responsibilities.
16. Nominations Process. A model Division II conference shall be active in nominating the conference's faculty and athletics administrators to fill vacancies on Association-wide and Division II committees.
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XIII. Conference Office Accountability Plan.
A. Introduction. The Division II Presidents Council approved the allocation of Division II revenue to Division II conference offices to address initiatives identified in the Division II strategic plan. The Presidents Council believes that Division II conferences are the appropriate group to implement some of the programs to address Division II strategic plan priorities. As part of this program, the Presidents Council will hold Division II conference offices accountable for the decisions they will make regarding the use of these strategic plan funds.
Money is available to Division II conferences* to implement and maintain programs and services in the following areas:
1. Diversity;
2. Senior Woman Administrators;
3. Faculty Athletics Representatives;
4. Conference Student-Athlete Advisory Committees;
5. Technology;
6. Academic Support;
7. Health and Safety; and
8. Student-Athlete Financial Assistance.
*Independent institutions may submit requests for strategic initiative dollars in these areas, as well. Requests from independent institutions will be reviewed by the Budget and Finance Committee when the group reviews requests from conference offices.
Money for strategic initiatives is available to Division II conferences that are eligible for Division II enhancement fund distributions.
The general principles governing the program are as follows:
1. The program will be overseen by the Division II Budget and Finance Committee. The committee will develop guiding principles to govern decisions regarding conference requests. [Attachment C]
2. The administration of the program will take into consideration the diverse nature of conference structures and allow conferences a reasonable degree of flexibility in constructing their programs. At the same time, adherence to some specific criteria and restrictions is required to ensure that the grant moneys are used according to the principles established by the Management Council and Presidents Council and provide for responsible financial accountability.
3. The moneys requested by a conference must be used to enhance existing programs, to support programs initiated or managed by the NCAA or to implement new programs. (Prohibited use would include building or refurbishing facilities and increasing countable grants-in-aid for member schools.)
4. Conferences must use dollars received through this program as specified in the initiative(s) or program(s) outlined by the conference in the annual "request form." If the Budget and Finance Committee determines that a conference has not used strategic initiative dollars as outlined in the conference's "request form," the NCAA shall have the right to obtain full reimbursement for sums paid to the conference for all strategic initiatives that are not followed.
5. Conferences may establish a "consortium" with one another in one or more of these areas by pooling grant moneys and conducting joint programs, subject to the approval of the Division II Budget and Finance Committee.
6. A conference may allocate a portion of its grant in the form of subgrants to one or more of its member institutions for specific programs identified by the conference, subject to the approval of the Division II Budget and Finance Committee.
7. A conference must allocate its entire grant for programs and services each year; it may not, for example, budget the moneys to carry over a portion to the next year. (The Budget and Finance Committee may approve an exception; e.g., to allow the purchase of equipment that might be ordered in one fiscal year, but delivered and paid for in the next fiscal year.)
B. Conference Programs. Listed below is a summary of each strategic initiative program that conferences can access and suggestions on how a conference might use funds to develop or maintain programs to meet a specific objective. A conference may choose to include all, some or none of the following suggestions and may develop additional plans better suited to the conference's needs, subject to the Division II Budget and Finance Committee's consideration:
I. DIVERSITY GRANT PROGRAM. The Division II Strategic Alliance Matching Enhancement Grant program will become a fully funded annual $500,000 grant initiative in 2002-03. The matching grant is awarded to Division II institutions and conferences that propose to enhance diversity among Division II athletics administrators. Grant applications from the Division II membership will be accepted beginning in the spring of 2002. Some suggested uses and guidelines for grant money are as follows:
(1) Full-time permanent administrative positions without coaching/trainer responsibilities;
(2) Diversity educational opportunities or scholarships;
(3) Diversity training sessions or workshops.
II. SENIOR WOMAN ADMINISTRATOR PROGRAM. $250,000 annual fund available beginning 2002-03 to enhance the role of Division II senior woman administrators at the institutional and conference levels.
Suggestions:
1. Expenses: Transportation and lodging for senior woman administrators to attend conference meetings.
2. Internship. A conference might offer a conference office internship available only to women. Interns might concentrate their experiences on one or more areas within the conference office (e.g., compliance, championships or marketing).
3. Personnel. The conference might hire women into administrative positions (as opposed to clerical positions) in the conference office.
4. Seminars/Workshops. The conference might sponsor seminars for senior woman administrators, focusing on the areas of:
a. Professional development;
b. Career advancement opportunities;
c. Leadership, management and communication skills;
d. Diversity education; and
e. Gender equity and Title IX.
5. Awards. The conference might establish a senior woman administrator?s awards program for the purpose of providing expenses for women in the conference to attend established leadership programs such as NACWAA/HERS or the NACDA Leadership Conference.
6. Subgrants. Conferences might provide subgrants to member institutions to offer similar opportunities in hiring, training and enhancing professional growth opportunities for women within athletics departments. Subgrants might also be utilized to support women's internship programs at conference member institutions.
III. FACULTY ATHLETICS REPRESENTATIVE PROGRAM. $125,000 annual fund available beginning 2002-03 to enhance the role of Division II FARs at the institutional and conference levels.
Suggestions:
1. Expenses. Transportation and lodging for faculty athletics representatives to attend conference meetings.
2. Seminars/Workshops. The conference might sponsor seminars or training workshops for faculty athletics representatives (e.g. student-athlete and faculty relations).
3. Awards. The conference might establish an awards program to pay expenses for faculty athletics representatives to attend conferences or conventions such as the NCAA Convention, NCAA compliance seminars, FARA meeting or NACDA.
4. Subgrants. Conferences might provide subgrants to member institutions to offer similar opportunities in promoting and enhancing the faculty athletics representative on campus.
IV. PROGRAM FOR CONFERENCE STUDENT-ATHLETE ADVISORY COMMITTEES. $250,000 annual fund available beginning 2002-03 to enhance the role of Division II SAACs in conference and national issues.
Suggestions:
1. Expenses. Transportation and lodging for student-athletes to attend conference meetings.
2. Operation Costs. Expenses to cover SAAC printing costs, mailings, etc.
3. Technology. Development of a conference-based Web site for student-athletes.
4. Subgrants. Conferences might provide subgrants to member institutions to offer similar opportunities for enhancing institutional SAACs (e.g., clinics or community service activities sponsored by SAAC).
V. TECHNOLOGY FUND. $250,000 annual fund available beginning 2002-03 for conferences to use to enhance communication and technological capabilities for the conference and member schools.
Suggestions:
1. Software in Conference. Computer Software Upgrade for Conference Office (e.g., new statistics software).
2. Software on Campus. Computer Software Upgrade for Athletics Departments (e.g., compliance).
3. Equipment. Costs to purchase or upgrade technology.
VI. ACADEMIC SUPPORT PROGRAM. $750,000 annual fund available beginning 2003-04 for conferences to implement programs aimed at enhancing student-athletes' success in academics. This fund is scheduled to grow to $1,000,000 beginning in 2005-06.
Suggestions:
1. Tutorial services for student-athletes.
2. Development of a CHAMPS/LifeSkills program or similar programs for student-athletes.
3. Mentoring programs for student-athletes.
4. Conference degree-completion programs.
5. Laptop computers for student-athletes who are traveling
6. Development of means to screen incoming student-athletes to identify at-risk students and students needing additional training in study skills.
7. Summer school financial aid for student-athletes.
VII. HEALTH AND SAFETY GRANT. $250,000 annual fund available beginning 2003-04 for conferences to implement programs aimed at enhancing student-athletes? health, safety and welfare.
[Note: Details regarding permissible uses of this program will be finalized this year.]
VIII. STUDENT-ATHLETE ASSISTANCE FUND. $500,000 annual fund available beginning 2004-05 for conferences to use to assist student-athletes with special financial needs.
[Note: Details regarding permissible uses of this program may need to be addressed through future legislative modifications and revisions.]
C. Timetable. Listed below is the timetable that will be followed by the Management Council and Presidents Council to administer the Division II conference office strategic initiative programs.
| February 15 | Deadline for conference offices to complete form [Attachment D] to request Division II strategic initiative funds for the following academic year. |
| March/April | Budget and Finance Committee will: 1. Review the conference's progress in model conference guiding principles. 2. Review the conference grant requests for the upcoming year. 3. Request additional information from conference offices, if needed. 4. Tentatively approve conference grant monies. |
| May 1 | Conferences receive notification from Budget and Finance Committee regarding tentative conference allocation for strategic initiatives identified for the following academic year. |
July 15 | Annual reports due in national office to detail conference strategic initiative expenses from the previous academic year [Attachment E]. |
| July/August | Budget Committee will: 1. Review additional information requested from March/April meeting. 2. Review annual report of conference grant uses and impact forms. 3. Make final decisions regarding conference grant monies. |
| September 15 | Conference offices receive notification from Budget and Finance Committee regarding conference allocations. (Disbursement of checks to conferences from the NCAA for Division II strategic initiatives will occur at this time, as well.) |
D. Summary of Maximum Grant Dollars Available for Each Division II Active Member Conference.
2002-03 | $10,000 SAAC |
2003-04 | $10,000 SAAC |
2004-05 | $10,000 SAAC |
2005-06 | $10,000 SAAC |
2006-07 | $10,000 SAAC |
*Note that the Division II Budget and Finance Committee continues to discuss the most equitable way to divide the Academic Support Grant among Division II conferences.
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XIV. Summary.
Division II is a conference-based membership division. Representation on the Management Council is based on conference affiliation. Automatic qualification in men's and women's basketball, volleyball and softball are based on conference championships. Independent institutions total less than three percent of the Division II membership, and this percentage continues to decrease.
As a result of Division II's dependence on the conference structure, the Division II Management Council and Presidents Council have endorsed a long-range budget plan for Division II that features an allocation of financial resources to Division II conference offices. This long-range budget plan brings the division's strategic plan to life. The priorities and objectives have been allocated necessary dollars and, in many instances, Division II conference offices will be asked to satisfy various objectives in ways that address issues unique to member schools in the various conferences.
In approving a long-range budget that emphasizes funding for Division II conferences, the Management Council and Presidents Council have recognized that a comprehensive program needs to be developed that will outline how conferences will be held accountable for strategic plan expenses. In this regard, the program includes a process that outlines how conferences will request NCAA resources and how conferences will be held accountable for such expenses.
An obvious reaction from many Division II members is that "our conference is not ready to take on these additional responsibilities related to the Division II strategic plan." To address this issue, the Management Council and Presidents Council have approved incremental increases to the Division II enhancement fund that will grow the fund from $3,000,000 to $4,500,000 during the next few years.
The Management Council and Presidents Council believe that the additional enhancement fund dollars being sent to Division II conferences can be used to enhance the operations of Division II conference offices. These unallocated dollars can be used by conferences to address operation issues (e.g., hiring staff; technology upgrades) in order to deliver strategic plan programs for the Division II membership.
Obviously, there is a lot of work to do with Division II conferences during the next few months to begin plans for implementing the division's long-range budget. This task will create many challenges, but the opportunity presents rewards for every conference in Division II.
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ATTACHMENT A
National Collegiate Athletic Association
Distribution of Division II Men's Basketball - Related Moneys
According to Number of Units by Conference
1995-2000
2000-2001 Revenue Distribution
Conference with Institution Detail Report
| 1995 | 1996 | 1997 | 1998 | 1999 | 2000 | Total | Distribution |
Cal Collegiate Athl Assn | 29 | 15 | 25 | 25 | 15 | 12 | 121 | 127,101 |
Carolinas-VA Athletic Conf | 0 | 12 | 8 | 4 | 4 | 8 | 36 | 37,815 |
Central Interc Athl Assn | 25 | 17 | 15 | 17 | 8 | 8 | 90 | 94,53 |
Drury University | 0 | 0 | 0 | 0 | 0 | 4 | 4 | 4,202 |
Franklin Pierce College | 0 | 4 | 0 | 0 | 0 | 0 | 4 | 4,202 |
Gannon University | 4 | 0 | 0 | 0 | 0 | 0 | 4 | 4,202 |
Great Lakes Interc Athl Conf | 8 | 8 | 8 | 8 | 12 | 12 | 56 | 58,824 |
Great Lakes Valley Conf | 21 | 21 | 25 | 25 | 21 | 21 | 134 | 140,756 |
Gulf South Conf | 8 | 11 | 8 | 11 | 8 | 12 | 58 | 60,924 |
LeMoyne College | 0 | 4 | 0 | 0 | 0 | 0 | 4 | 4,202 |
Lone Star Conf | 4 | 8 | 11 | 15 | 12 | 8 | 58 | 60,924 |
Longwood College | 4 | 0 | 0 | 0 | 0 | 0 | 4 | 4,202 |
Lynn University | 0 | 0 | 13 | 0 | 0 | 0 | 13 | 13,655 |
Mid-America Interc Athl Assn | 15 | 8 | 16 | 12 | 21 | 21 | 93 | 97,689 |
New York Col Athl Conf | 16 | 11 | 8 | 21 | 11 | 8 | 75 | 78,782 |
North Central Interc Athl Conf | 15 | 8 | 11 | 4 | 4 | 16 | 58 | 60,924 |
Northeast-10 Conf | 4 | 4 | 8 | 8 | 12 | 15 | 51 | 53,571 |
Northern Sun Interc Conf | 0 | 4 | 8 | 7 | 4 | 4 | 27 | 28,361 |
Pac West Conf | 4 | 12 | 8 | 8 | 8 | 17 | 57 | 59,874 |
Peach Belt Conf | 8 | 8 | 4 | 12 | 11 | 11 | 54 | 56,723 |
PA State Athl Conf | 29 | 25 | 4 | 8 | 8 | 7 | 81 | 85,084 |
Quincy University | 4 | 0 | 0 | 0 | 0 | 0 | 4 | 4,202 |
| Rocky Mt Athl Conf | 12 | 25 | 8 | 16 | 21 | 13 | 95 | 99,790 |
South Atlantic Conf | 4 | 4 | 8 | 4 | 8 | 8 | 36 | 37,815 |
Southern CT State Univ | 0 | 0 | 7 | 0 | 0 | 4 | 11 | 11,555 |
Southern Interc Athl Conf | 11 | 11 | 4 | 8 | 8 | 4 | 46 | 48,319 |
Southern New Hampshire Univ | 7 | 4 | 4 | 4 | 4 | 0 | 23 | 24,160 |
Sunshine State Conf | 8 | 8 | 4 | 8 | 17 | 11 | 56 | 58,824 |
Univ of Pittsburgh, Johnstown | 0 | 0 | 4 | 4 | 0 | 0 | 8 | 8,403 |
Wayne State College (Neb) | 0 | 0 | 0 | 0 | 4 | 0 | 4 | 4,202 |
W. VA Interc Athl Conf | 0 | 8 | 17 | 11 | 15 | 12 | 63 | 66,176 |
GRAND TOTALS | 240 | 240 | 236 | 240 | 236 | 236 | 1428 | $1,500,001 |
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ATTACHMENT B
THE MODEL NCAA DIVISION II CONFERENCE OFFICE
In the document entitled "The Division II Long-Range Financial Plan - A Commitment to Division II Conference Offices," one of the key aspects of the commitment is having each Division II conference working toward a "Model Conference Office." The document lists 16 key principles of the model conference office.
The Division II staff charged the Division II Conference Commissioners Association to provide an attachment to the document to more specifically define the elements of the model conference office, which would be necessary to achieve the implementation of the 16 principles.
It should be noted that the costs associated with the changes to conference operations in order to implement the 16 principles would come from new conference revenue through the increase in the enhancement fund over the next four years.
Our charge is to address the staff required, the technology required, and the overall commitment required to reach these goals.
1. STAFF.
While principles two and three specifically address staff, many of the others have direct implications on the staff required in the model office. The recommendation of the CCA is that the model conference office should consist of no less than four full-time staff members. In addition to a full-time commissioner, each office should have a full-time administrative assistant (clerical) position and two assistant or associate commissioners with specific duties. Using the job descriptions of several current conference offices, which already cover many of the principles, the following are examples of the job descriptions for the four full-time positions:
a. Commissioner.
The commissioner should be the chief administrative officer of the conference and responsible to the CEOs of the member institutions, including day-to-day operations and supervision of the staff. (Principle 1)
The commissioner should be a major participant in and shall monitor the progress of the conference strategic plan. (Principle 4)
The commissioner should promote effective communication between member institution CEOs, staffs, faculty, student-athletes, media and the public. (Principles 6, 10, 11, 12, 15)
The commissioner should be a visible spokesman for the conference. (Principle 15)
The commissioner should maintain and monitor the records and operations of the conference, which should include financial accountability. (Principle 13)
The commissioner should maintain vital communications with outside organizations that are vital to conference operations, such as the NCAA, NACDA, CoSIDA, etc. (Principles 15,16)
The commissioner should schedule conference meetings and professional growth opportunities for conference members and their staffs. (Principles 5, 10, 11, 15, 16)
The commissioner should oversee, with the help of others, the officiating programs of the conference. (Principle 14)
Other duties assigned or deemed necessary by the CEOs of the conference. (All Principles)
The commissioner should be available for NCAA committee assignments and should seek other persons to nominate from within the conference. (Principle 16)
The commissioner should oversee, with the assistance of others, conference championship administration. (Principle 14)
b. Associate or Assistant Commissioner for Media Relations.
Coordinate conference statistics services. (Principle 12)
Coordinate and produce new releases and printed material. (Principle 12)
Coordinate all conference and other conference awards. (Principle 12, 14)
Assist with the administration of all conference championships. (Principle 14)
Serve as media liaison for the conference. (Principle 12)
Represent the conference Web page. (Principle 12, 14)
Be available for NCAA committee assignments and seek others from the conference for nomination. (Principle 16)
Other duties as assigned by the commissioner.
c. Associate or Assistant for Commissioner Internal Operations.
Monitor compliance issues at member institutions. (Principle 7)
Organize professional development opportunities for faculty athletics representatives, senior woman administrators and directors of athletics. (Principle 9, 10, 11)
Coordinate the activities and meetings of the conference?s Student-Athlete Advisory Committee. (Principle 6)
Organize professional development activities for the SAAC. (Principle 6)
Organize professional development activities for members of institutional compliance committees such as financial aid, officers, registrars, etc. (Principles 7, 8, 15)
Monitor the commitment to diversity at all levels of institutional and conference administration. (Principle 5)
Apply for and monitor strategic initiative opportunities made available for the conference from the NCAA. (Principles 5, 6, 7, 8, 9, 10, 11, 12, 13, 14)
Administer secondary rules violations. (Principle 7)
Conduct investigation and enforcement activities when needed. (Principle 7)
Assist with conference championship administration. (Principle 14)
Be available for NCAA committee service and seek others from the conference for such nominations. (Principle 16)
Other duties as assigned by the commissioner.
d. Administrative Assistant (clerical).
Manage the conference office.
Handle the NCAA coaches certification testing program. (Principle 7)
Handle the National Letter of Intent program. (Principle 7)
Coordinate clerical work for supervisors of officials. (Principle 14)
Coordinate clerical work for full-time staff.
Other duties as assigned by the commissioner.
II. TECHNOLOGY.
Each full-time staff member should have an up-to-date computer, and these computers should be networked in the office.
The commissioner and the associate/assistant commissioners should have up-to-date laptop computers.
The office should be equipped with a telephone system that includes voice mail.
The commissioner and the associate/assistant commissioners should have cell phones.
All office computers and laptops shall have internet access and e-mail.
Every conference should have a Web page that is able to be updated daily.
Every conference office should have a fax machine with broadcast capabilities.
Every conference and institution should have hardware and software to allow for electronic transfer of statistics.
III. OFFICE LOCATIONS.
Each conference should have sufficient office space located at a location not on a member campus.
IV. SALARIES AND BENEFITS.
All full-time conference employees should be paid at least the average annual salary determined by the Division II CCA annual survey, with a goal of that average moving to at least $80,000 for the commissioner; $35-45,000 for each associate commissioner; $30-45,000 for each assistant commissioner; and $25-30,000 for the administrative assistant.&