Models and Considerations for Beginning an Intercollegiate Athletics Program

CALIFORNIA STATE UNIVERSITY CHANNEL ISLANDS

Final Version Submitted: January 2015

Table of Contents

Page

EXECUTIVE SUMMARY 2

BACKGROUND 3

SCOPE OF STUDY 4

SECTION ONE: PROGRAMMATIC IMPLICATIONS 5

National Affiliation Options 5

Demographic Compatibility 7

Conference Affiliation Options 9

SECTION TWO: TIMELINE AND REQUIREMENTS 13

Timeline 13

NCAA and NAIA Requirements and Expectations 15

Student-Athlete Experience and Opportunities 20

Costs and Funding 22

Conference Competitiveness 27

Sport-Specific Analysis 30

Men’s Sports 30

Women’s Sports 32

Individual Sports 34

Scheduling 36

Title IX, CSU/Cal NOW Consent Decree Compliance 43

SECTION THREE: APPLICATION REQUIREMENTS AND EXPECTATIONS 47

Application Requirements 47

NCAA Division II Model Athletics Program 51

CSU Channel Islands Models This document contains proprietary, confidential, information. No part of this document may be reproduced or disclosed to a third party without the prior written consent of Strategic Edge, LLC Page 1 of 57

EXECUTIVE SUMMARY

Channel Islands’ (CI) conclusions in 2006 regarding intercollegiate athletics are still viable. The best fit for the university remains NCAA Division II, as a member of the California Collegiate Athletic Association (CCAA). Three approaches could be used: 1. Begin 11 sports at once beginning 2017-18, apply to join NCAA Division II in February, 2019. Achieve full active NCAA membership status by fall, 2022. 2. Use a phase-in approach, with an accelerated timeline for bypassing membership in the National Association for Intercollegiate Athletics (NAIA). Begin 11 sports over a two year period, apply to join NCAA Division II in February, 2020. Achieve full active NCAA membership status by fall, 2023. 3. Phase sports sponsorship over a number of years, and join the NAIA as an independent member, followed by a four-year transition to NCAA Division II and the CCAA. The entire process could require 8-10 years to complete.

All options are viable, depending on factors such as funding and facilities. Another consideration is how long the window of opportunity for NCAA Division II membership will remain open and what the standards will be. The Division II Membership Committee has made it clear that standards for being admitted into the process will continue to become more stringent and that growth will be limited by the resources available to Division II. In addition, while the CCAA is interested in CI joining the conference, how long this opportunity will be available to CI is also unknown.

National Affiliation Affiliation with the National Collegiate Athletic Association (NCAA) Division II would align Channel Islands with other California State Universities and with the recognizable NCAA brand. Institutions typically report that they have greater regional name recognition as a result of NCAA membership and prospective students and student-athletes seem to equate NCAA membership with some level of institutional prestige.

If CI were to begin its athletics program as a member of the NAIA, the affiliation should be viewed as a ‘place holder’ as the university prepares to meet NCAA requirements. The NAIA’s Champions of Character programming and simpler rules compliance requirements make it an attractive option for small start-up programs. Also, immediate access to post-season play would provide championship opportunities for Channel Islands student-athletes that would remain unavailable for three years were the university to move directly to NCAA Division II.

In an NCAA Division II environment, student-athletes would benefit from more study time and less time on the field than is typical in an NAIA environment. If CI were to choose to move directly to NCAA Division II, the university should expect to see better academic performance by student-athletes than by general students as a result of more stringent NCAA academic requirements. Student-athletes graduate

at rates 10% higher than their non-athlete counterparts and have an average Academic Success Rate of over 70%. Because of their data-driven approach, Division II presidents are able to structure eligibility, recruiting and playing and practice season rules to improve academic success.

Conference Affiliation

When considering options for conference affiliation, Channel Islands should take into account that its NAIA conference options are very limited. The Golden State Conference (GSAC) is one of the NAIA’s strongest and most stable conferences, but it is comprised of small, faith-based private schools. Based on its current make-up, it is unlikely to be interested in CI as a conference member. The other NAIA conference in California, the California Pacific Conference (Cal Pac), is based in the San Francisco bay area. It has public institutions as members but no members in Southern California. The third option, taken by CSU San Marcos when it began its sports program over a decade ago, is to join the Association of Independent Institutions (A.I.I.), a conference that is made up of 22 independent NAIA institutions, 18 of which are full members and four of which are associate or provisional members. None of the conference options is particularly desirable, but some affiliation will be necessary should CI choose the transitional approach.

The California Collegiate Athletic Association has already expressed an interest in CI and is the NCAA conference that is the most logical for CI, both in terms of geography and type of institution. It is currently comprised of 12 California State University members and one University of California member. California State University San Marcos was recently accepted into the NCAA Division II membership process and is on schedule to become a full active member in 2017-18. The CCAA currently sponsors championship competition in all the sports Channel Islands is interested in offering.

BACKGROUND

California State University Channel Islands (CI), founded in 2002 with an enrollment of 1320 during its inaugural year, is the youngest of the 23 California State University campuses. By fall 2013 enrollment grew to 5080 students and in fall 2014 enrollment was over 5800.

In 2003, CI began exploring the possibility of beginning a recreation, intramural and intercollegiate athletics program. Since that time, several attempts have been made at gathering information related to the structure and potential cost of an intercollegiate athletics program at CI, including what sports should be offered and what is the optimal conference and national affiliation for intercollegiate athletics. A comprehensive report was drafted by Dr. Wm. Gregory Sawyer, Vice-President for Student Affairs, in 2003 that included a Mission Statement for Intercollegiate Athletics as well as a listing of “traditional sports”, meaning those sports offered at other institutions against which CI may compete. The report included an overview of both the National Association for Intercollegiate Athletics (NAIA) and the National Collegiate Athletic Association (NCAA) as potential national affiliations for CI’s intercollegiate athletics program.

The 2003 report was followed by the appointment of a committee to assist in the design of an athletics program for CI. The university engaged the services of Dr. Cedric Dempsey in June 2005 to work with CI’s Athletics Advisory Committee. The Committee’s report, which was published in 2006, included the following recommendations:

Ø That Division II is the best level of competition for CI in the next decade. Ø That CI submit an application to the California Collegiate Athletic Association, noting that the CCAA is comprised of primarily sister CSU institutions. Ø That while intercollegiate athletics, club sports, intramural and recreational programs should be administered by the director of athletics, there should be separate budgets for intercollegiate athletics and for the other programs. Ø That the intercollegiate athletics program consist of the following sports [Note: A 2014-18 Financial Plan developed by CI in 2013 includes all of the sports below with the exception of tennis]: o Women’s individual sports (in order of priority): Tennis, Cross Country, Golf o Women’s team sports (in order of priority): Soccer, Volleyball, Basketball, Softball o Men’s individual sports (in order of priority): Golf, Cross Country, Tennis o Men’s team sports (in order of priority): Soccer, Basketball, Baseball Ø That a master plan for intercollegiate athletics facilities and recreational facilities for all students should be developed in the immediate future. Ø That the Director of Athletics report to the Vice President for Student Affairs on daily operational issues and to the President on policy matters. The structure also included the appointment of a Senior Woman Administrator (SWA).

Discussion about starting an intercollegiate athletics program has continued since the 2006 report and in 2013 a Research Group was appointed to assist with presenting alternatives for starting an intercollegiate athletics program. The group reviewed national and conference affiliation options and discussed the benefits of starting as a member of the NAIA before moving to the NCAA.

To assist with consideration of its options, CI engaged the services of Strategic Edge Athletic Consulting, LLC (Strategic Edge) to present two models – 1) Beginning as a member of the NAIA and after a period of time applying for NCAA Division II membership and 2) Making application for membership in NCAA Division II without having been a member of the NAIA. SCOPE OF STUDY

Given the options CI is considering, it is important to understand the differences between the NAIA and the NCAA and the context for each. This three-part report consists of comparative information the university can use in its assessment of the NAIA and the conference options available compared with NCAA Division II and the California Collegiate Athletic Association. Section One includes programmatic implications of membership in the NAIA when compared with membership in NCAA Division II. Section Two presents timelines and requirements for CI should it choose to either fully implement its athletics program immediately, choose an accelerated approach to NCAA and CCAA membership, bypass the

NAIA, or use a transitional approach, beginning with NAIA membership followed by a move to NCAA Division II. The timelines and requirements section of the study addresses relative operating expenses and sources of income, rules compliance and student-athlete eligibility standards. It also provides templates for CI’s potential for competitive success as a member of the CCAA, potential impacts on the student-athlete experience and opportunities for student-athletes, including travel, missed class time, and championship opportunities. Section Three addresses NCAA Division II expectations for prospective members and provides a set of actions CI would need to take to be a viable applicant for NCAA Division II candidacy.

SECTION ONE: PROGRAMMATIC IMPLICATIONS National Affiliation Options

Of the roughly 2,870 four-year degree-granting institutions in the United States1, 1,389 sponsor intercollegiate athletic programs2. Of those, 253 are members of the National Association of Intercollegiate Athletics.3 There are over 1,000 active member schools in the NCAA membership – 347 in Division I, 300 in Division II and 446 in Division III.4 The NCAA also has more than 100 member conferences in all three divisions. Other small associations, such as the National Christian College Athletic Association, account for the others.

The National Association of Intercollegiate Athletics (NAIA) The NAIA serves approximately 57,3405 student-athletes and hosts 23 national championship events in 13 sports each year. The NAIA men's basketball tournament has become the longest-running basketball tournament in the country, celebrating 75 years in 2012.6 The NAIA has tried to differentiate itself from the NCAA by stressing its simple structure and its focus on building character.

The NAIA Way • Bigger isn’t always better. • Life’s many challenges are best met by a simple, straightforward approach that recognizes and expects individual honesty and responsibility. • Education is the true purpose of sports in the college setting. • Sport offers limitless opportunities to teach lessons for life, standards higher than victory.

One of the NAIA’s most important programs, Champions of Character, is grounded in five core values. The program is designed to instill an understanding of character in sport and provide student-athletes, coaches, and parents with hands-on training to know the right thing, do the right thing, and value the right thing, inside and outside of the sports setting.

1 National Center for Education Statistics, Fast Facts, 2 Source: 2012-13 EADA Report- NCAA, NAIA, NCCAA 3 Source: NAIA Website 4 Source: Report of NCAA Membership (Report run 3-31-14) 5 Source: 2012-13 EADA Report 6 Source: NAIA Website—“About Us”, 2012-13 EADA Report CSU Channel Islands Models This document contains proprietary, confidential, information. No part of this document may be reproduced or disclosed to a third party without the prior written consent of Strategic Edge, LLC Page 5 of 57

Champions of Character Core Values Respect Responsibility Integrity Servant Leadership Sportsmanship

The program’s immediate focus is to reach and penetrate a broad-based understanding of Champions of Character among NAIA coaches and student-athletes. The NAIA’s on-line education program, “Character Driven Coaching” is an example.

Over the last 15 years, the NAIA has lost over 180 members. Fifty-nine institutions have been admitted for membership in the NAIA since 2005. Those institutions have median undergraduate enrollments of approximately 790 students. The NAIA now has only 50 members with undergraduate enrollment over 2,000. New members closely parallel current members with regard to their public/private mix. Currently, 18% of the members are public institutions and 82% are private.7

The percentage of small, private, faith-based institutions appears to be rising in the NAIA as larger institutions seek membership in the NCAA. Along the West Coast, thirteen institutions have left or are in the process of leaving the NAIA. They include California Baptist University, which became an active NCAA Division II member in September 2013, and Asuza Pacific University and Point Loma Nazarene University, which became active NCAA Division II members in September 2014. Concordia (Portland), California State University San Marcos and Concordia Irvine all were accepted into the NCAA Division II candidacy process beginning this fall (2014).

National Collegiate Athletic Association (NCAA) NCAA is the most recognized brand in college sports. The NCAA is a much larger organization than the NAIA -- serving over 430,000 student-athletes. The NCAA is divided into three divisions each with its own statement of philosophy. The Association administers 89 championships in 23 sports for its member institutions. More than 40,600 male and female student-athletes compete annually in these events for national titles.

Active NCAA Division II members sponsor an average of 6.9 sports for men and 7.9 sports for women8. Fifty percent of Division II members are private institutions9. Enrollments vary tremendously across the division. They tend to be larger than NAIA members. Only 30 have enrollments under 1,00010.

NCAA Division II, which serves nearly 100,000 student-athletes, has sought to differentiate itself from Divisions I and III by developing the “I Chose Division II” branding campaign. The campaign stems from empirical data that indicated student-athletes are choosing Division II schools because a “balance” exists

7 Source: 2012-13 EADA Report 8 Source: Division II Facts and Figures, 2014 9 Source: Division II Facts and Figures, 2014 10 Source: 2012-13 EADA Report CSU Channel Islands Models This document contains proprietary, confidential, information. No part of this document may be reproduced or disclosed to a third party without the prior written consent of Strategic Edge, LLC Page 6 of 57

that emphasizes both academic excellence and athletics achievement. In June 2005, chancellors and presidents of Division II member institutions agreed to implement a comprehensive strategic study related to the division’s defining characteristics and key attributes. This data-driven process was designed to create a proactive position that clearly identified the defining characteristics and aspirations for the member institutions of Division II. This effort was initiated with the goal of enhancing the regional awareness and local engagement of Division II members and the constituencies they serve. The result was the development of a Strategic Positioning Platform for Division II. A priority identified for the Division in 2014-15 is to enhance and expand the Division II brand; NCAA Division II has hired Blacktop Creative to assist with these efforts.

Division II Strategic Positioning Platform, Life in the Balance

Higher education has lasting importance on an individual’s future success. For this reason, the emphasis on the student-athlete experience in Division II is a comprehensive program of learning and development in a personal setting. The Division II approach provides growth opportunities through academic achievement, learning in high-level athletic competition and development of positive societal attitudes in service to community. The balance and integration of these different areas of learning opportunity provide Division II student-athletes a path to graduation while cultivating a variety of skills and knowledge for life ahead.

Division II Attributes Learning: multiple opportunities to broaden knowledge and skills Service: positive societal attitude through contributions to community Balance: emphasis on collective knowledge; integration of skills Passion: enthusiastic dedication and desire in effort Resourcefulness: versatile skill set drawn from broad range of experience Sportsmanship: respect for fairness, courtesy; ethical conduct toward others

NCAA Division II has used these six attributes to shape its Community Engagement and Game Environment initiatives as well as the Model Division II Athletics Program. Division II requires prospective new members to embrace these initiatives as a condition of admission to candidacy and active membership. Demographic Compatibility

The NAIA can serve as a viable national affiliation option for new athletics programs. The NAIA has minimum requirements and expectations much lower than those found in NCAA Division II. The sports programs of the newest NAIA members are half the size of the average in the NAIA and their budgets are less than a third of the average among NAIA members. They sponsor, on average, three sports each

for men and women with an average of 53 men and 35 women competing. Their average spending on athletics, based on the most recent EADA data available, was approximately $602,000.11

NCAA Division II expects new members to look very much like its current members. Active NCAA Division II members that do not sponsor football average 7.1 sports for men and 6.6 sports for women. Average budgets for new Division II members average approximately $2.9 million as reported at the time they joined.

NUMBER OF SPORTS SPONSORED

NAIA NCAA D.II Average Average Average Average All New Members New Members Members w/o FB Members Men’s Sports 5.1 3.4 7.1 7 Women’s Sports 5.4 3.4 6.6 7 Source: EADA, NAIA, NCAA Division II Facts and Figures, 2014

It is important to note, as one compares the average sports sponsorship of each institution joining the NAIA and NCAA, that the requirements of each organization are very different. NAIA institutions can ‘count’ a sport like golf or cross country with one or more participants who compete in one or more contests. The NAIA does not have minimum participant or contest requirements to be a “countable” sport. The NCAA requires minimum participants and contests in order for a sport to be considered a ‘sponsored’ sport and count for NCAA membership.

Analysis

The NAIA offers great institutional flexibility with regard to sports sponsorship and scholarships. Its members’ sports sponsorship and participation numbers are trending downward. The size and scope of NAIA athletics programs had been determined solely by member institutions and conferences.

NCAA Division II will not allow a prospective member to make application until it has met minimum sports sponsorship requirements (10 sports, five each for men and women or six for women and four for men) for a period of at least one year.

NAIA members are immediately eligible for post-season play after acceptance for membership. NCAA Division II applicants must wait three years. If CI were to decide to join NAIA first, and apply for NCAA Division II membership later, it is important to note that the NAIA places post-season restrictions on institutions that make formal application to the NCAA. The NAIA rules handbook states,”NAIA institutions that make formal application for NCAA membership shall not be allowed to participate in NAIA post-season contests beginning with the second full academic year after application for NCAA membership has been made, unless a waiver is granted by the National Administrative Council. If the institution withdraws from the NCAA membership application process, the institution will be allowed to participate in NAIA post-season competition, provided the institution maintains NAIA

11 Source: 2012-13 EADA Report CSU Channel Islands Models This document contains proprietary, confidential, information. No part of this document may be reproduced or disclosed to a third party without the prior written consent of Strategic Edge, LLC Page 8 of 57

membership.” NCAA conferences seeking new members have attempted to ease the impact of this restriction by allowing new members access to conference championships and by recognizing the accomplishments of their student-athletes as all-conference performers during the candidacy period when they are not eligible for NAIA or NCAA championships.

Another consideration is how long the window of opportunity for NCAA Division II membership will remain open and what the standards will be when applying. The Membership Committee has made it clear that standards for admission into the process will continue to become more stringent and growth will be limited by resources available to Division II.

Conference Affiliation Options

National Association of Intercollegiate Athletics

The two NAIA conferences in the same geographic region as CI are the California Pacific Conference (Cal Pac) and the Golden State Athletic Conference (GSAC). As illustrated in the charts below, the GSAC is comprised exclusively of private institutions, all of them faith based. Seven of the nine institutions in the Cal Pac are private institutions. Average total enrollment in the Cal Pac is 1,855 and average enrollment in the GSAC is 2,176.

GSAC Member Institutions’ Characteristics12 Enrollment % Undergrads Public/ Private Total Under Grad Male Female Arizona Christian Private 635 635 50 50 Biola Private 6301 4331 38 62 Concordia (Irvine) Private 4046 1944 38 62 Hope International Private 1356 925 45 55 San Diego Christian College Private 914 892 47 53 The Master’s College Private 1499 1112 53 47 Vanguard Private 2415 2135 32 68 Westmont Private 1321 1308 39 61 William Jessup Private 1095 1047 40 60

Tuition and Fees Cost of Attendance In-State Out-of-State In-State Out-of-State Arizona Christian $21,832 $21,832 $35,382 $35,382 Biola $32.142 $32,142 $46,624 $46,624 Concordia (Irvine) $29,630 $29,630 $43,550 $43,550 Hope International $26,050 $26,050 $39,537 $39,537 San Diego Christian College $25,888 $25,888 $40,252 $40,252 The Master’s College $28,800 $28,800 $42,147 $42,147 Vanguard $29,250 $29,250 $43,076 $43,076 Westmont $38,510 $38,510 $53,670 $53,670 William Jessup $24,040 $24,040 $38,447 $38,477

12 Source: National Center for Educational Statistics CSU Channel Islands Models This document contains proprietary, confidential, information. No part of this document may be reproduced or disclosed to a third party without the prior written consent of Strategic Edge, LLC Page 9 of 57

Cal Pac Member Institutions’ Characteristics13 Public/ Enrollment % Undergrads Private Total Under Grad Male Female California Maritime Academy Public 1045 1045 86 14 Embry-Riddle (AZ) Private 1921 1879 79 32 La Sierra Private 2440 2105 42 58 Marymount California University Private 1037 1033 45 55 Menlo College Private 745 745 62 38 Pacific Union College Private 1647 1645 44 56 UC Merced Public 6195 5837 48 52 Simpson University Private 1255 1024 34 66 Soka University of America Private 412 412 36 64

Tuition and Fees* Cost of Attendance* In-State Out-of-State In-State Out-of-State California Maritime Academy $6,536 $17,696 $21,102 $32,262 Embry-Riddle (AZ) $31,034 $31,034 $46,314 $46,314 La Sierra $29,103 $29,103 $41,490 $41,490 Marymount California University $30,579 $30,579 $47,961 $47,961 Menlo College $37,100 $37,100 $53,834 $53,834 Pacific Union College $27,480 $27,480 $39,852 $39,852 UC Merced $13,160 $36,038 $33,499 $56,377 Simpson University $23,300 $23,300 $35,324 $35,324 Soka University of America $29,144 $29,144 $43,128 $43,128

The other NAIA option would be to compete as a member of the Association of Independent Institutions (A.I.I.), a conference that is made up of 22 independent NAIA institutions, 18 of which are full members and four of which are associate or provisional members. This is the option CSU San Marcos was forced to take due to the fact that the GSAC was not interested in them and the Cal Pac had no Southern California members. Because the A.I.I. is made up of independent institutions, its membership is extremely diverse and; for the most part, the schools are not in close proximity to each other. Later in the report we will present a scheduling model for CI as if it were a member of the A.I.I.

Association of Independent Institutions Member Institutions’ Characteristics14 Enrollment % Undergrads Public/ Private Total Under Grad Male Female Allen University (SC) Private 651 651 38 62 Ashford University (IA)* Private 1,000 ----** ---** ---** CSU San Marcos Public 11,300 10,738 40 60 Fisher College (MASS) Private 1930 1930 26 74 Fisk University (TN) Private 646 611 34 66 Georgia Gwinett College Public 9719 9719 46 54 Indiana University Northwest Public 6387 5904 34 66 Johnson and Wales University (CO) Private 1529 1506 41 59 Morris College (SC) Private 824 824 44 56

13 Source: National Center for Educational Statistics 14 Source: National Center for Educational Statistics

Northern New Mexico College Public 1681 1653 43 57 Rochester College (MI) Private 1129 1117 40 60 State U of New York College of Tech at Delhi Public 3308 3308 47 53 Texas A&M – Texarkana Public 1842 1401 36 64 University of British Columbia (Vancouver) --- 39984 9912 ------University of Houston – Victoria Public 4491 2889 34 66 University of Victoria (BC) --- 20,000+ 20,000+ ------Walla Walla University Private 1917 1686 50 50 West Virginia Tech University Public 1222 1222 62 38 *Ashford University is a for-profit university headquartered in San Diego, CA. While a majority of the student population is enrolled in online courses, the University has nearly 1,000 students enrolled at their campus location in Clinton, IA. ** Data not available Tuition and Fees Cost of Attendance In-State Out-of-State In-State Out-of-State Allen University (SC) $11,940 $11,940 $20,300 $20,300 Ashford University (IA) $10,312 $10,312 $22,575 $22,575 CSU San Marcos $6,649 $17,809 $23,162 $34,322 Fisher College (MASS) $27,575 $27.575 $46,840 $46,840 Fisk University (TN) $20,449 $20,449 $35,899 $35.899 Georgia Gwinett College $5,246 $14,704 $21.686 $31,144 Indiana University Northwest $6,739 $17,778 $19,221 $30,260 Johnson and Wales University (CO) $27,456 $27,456 $41,461 $41,461 Morris College (SC) $11,087 $11,087 $21,481 $21,481 Northern New Mexico College $4,060 $11,523 $18,787 $26,250 Rochester College (MI) $19,920 $19,920 $28,890 $28,890 State U of New York at Delhi $7,200 $11,370 $21,090 $25,260 Texas A&M – Texarkana $5,578 $14,002 $16,078 $24,502 University of British Columbia $4700 - 7100 $23,000 – $27,000 $17,800 – $22,100 $36,300 – $42,200 University of Houston – Victoria $6,248 $16,868 $18,118 $28,738 University of Victoria (BC) $5,159 – $9,028 $16,700 – $24,000 ---** ---** Walla Walla University $25,377 $25,377 $35,670 $35,670 West Virginia Tech University $5,808 $14,616 $17,673 $26,481 **Data not available

NCAA Conference Options

The CCAA is the most reasonable and logical NCAA Division II conference option for CI. The CCAA is currently comprised of 12 California State University members and one University of California member. This includes California State University San Marcos, which was recently accepted into the NCAA Division II membership process and will become a full active member in 2017-18 if it proceeds through the membership process on schedule. The CCAA currently sponsors six men’s and six women’s sports: men’s and women’s cross country, men’s and women’s soccer and women’s volleyball in the fall; men’s and women’s basketball in the winter; and men’s golf, men’s and women’s outdoor track and field, softball and baseball in the spring. The CCAA sponsors championships in men’s and women’s cross country, men’s and women’s soccer, men’s and women’s basketball, men’s golf, men’s and women’s track and field, softball and baseball.

CCAA Member Institutions’ Characteristics15 Public/ Enrollment % Undergrads Private Total Under Grad Male Female Cal Poly Pomona Public 22501 20952 57 43 California State Dominguez Hills Public 14670 12481 36 64 California State East Bay Public 14526 12146 39 61 California State Los Angeles Public 23258 19589 41 59 California State Monterey Bay Public 5732 5306 38 62 California State University San Bernadino Public 18398 16191 39 61 California State University San Marcos Public 11300 10738 40 60 California State University Stanislaus Public 8917 7754 36 64 California State Chico Public 16356 15290 48 52 Humboldt State University Public 8293 7767 47 53 San Francisco State University Public 29905 26156 43 57 Sonoma State University Public 9120 8391 39 61 University of California San Diego Public 29517 23805 52 48

Tuition and Fees Cost of Attendance In-State Out-of-State In-State Out-of-State Cal Poly Pomona $6,350 $17,510 $22,571 $33,731 California State Dominguez Hills $6,100 $17,260 $21,286 $32,446 California State East Bay $6,550 $17,710 $22,312 $33,472 California State Los Angeles $6,344 $17,504 $21,705 $32,865 California State Monterey Bay $5,963 $17,123 $19,210 $30,370 California State San Bernadino $6,550 $17,710 $20,377 $31,537 California State San Marcos $6,649 $17,809 $23,162 $34,322 California State Stanislaus $6,491 $17,651 $22,433 $33,593 California State Chico $6,972 $18,132 $22,362 $33,522 Humboldt State University $7,144 $18,302 $22,556 $33,716 San Francisco State University $6,450 $17,610 $23,828 $34,988 Sonoma State University $7,234 $18,394 $23,295 $34,455 University of California San Diego $13,271 $36,149 $30,470 $53,348

Analysis The California Collegiate Athletic Association (CCAA) has expressed an interest in CI and is the NCAA conference that is the most logical for CI, both in terms of geography and type of institution. As a member of the CCAA, CI would be in a conference comprised entirely of public institutions. All but one are a part of the California State University system. CI’s enrollment can be expected to grow to the middle of the range for the conference. CI’s tuition and fees should remain similar to institutions in the CCAA. Its cost of attendance for both in-state and out-of-state will also be similar. Such factors are significant when competing with conference rivals for prospective student-athletes.

As noted earlier in this report, there are three paths CI can take to become a member of NCAA Division II. If CI chooses to begin as a member of the NAIA rather than take the steps necessary to begin as a member of NCAA Division II, its most likely first ‘home’ will have to be the Association of Independent Institutions.

15 Source: National Center for Educational Statistics CSU Channel Islands Models This document contains proprietary, confidential, information. No part of this document may be reproduced or disclosed to a third party without the prior written consent of Strategic Edge, LLC Page 12 of 57

SECTION TWO: TIMELINE AND REQUIREMENTS

Timeline

Because it is not possible to predict how many more years NCAA Division II will be considering applications from new members and because the requirements both to be admitted to the membership process and to advance to full Division II membership are becoming more stringent, it would be prudent for CI to make application to join NCAA Division II as soon as it is feasible.

There are three options. One would be to start an eleven sport program immediately (Note: The number of eleven sports aligns with the sports outlined in the 2014-18 Financial Plan developed by CI). The second approach introduces sports over a three to four year period, with membership in the NAIA prior to transitioning to the NCAA and the CCAA. The third outlines an accelerated timeline for bypassing membership in the NAIA. Possible timelines for each approach are set forth below. Admittedly both the timeline for immediate implementation and for bypassing the NAIA are aggressive and may not be feasible. They are presented here in order to address the issue cited above with regard to uncertainty about how long the window of opportunity for Division II membership will remain open.

Implementation Timeline – Three Options

Immediate implementation of an eleven sport athletic program:

o 2016-17 § Identify golf club for practice and competition; make arrangements for use of the club. Hire head golf coach. Recruit student-athletes for men’s and women’s golf. Develop Schedule for 2017-18. § Identify area for cross country practice and competition. Hire head cross country coach. Recruit student-athletes for cross country. Develop schedule for 2017-18 § Identify facilities for soccer, basketball, volleyball, softball and baseball. Develop schedule for 2017-18. § Hire head men’s soccer coach and head women’s soccer coach. Recruit student- athletes for men’s soccer and women’s soccer. Develop schedule for 2017-18. § Hire head men’s basketball coach and head women’s basketball coach. Recruit student-athletes for men’s basketball and women’s basketball. Develop schedule for 2017-18. § Hire head women’s volleyball coach. Recruit student-athletes for women’s volleyball. Develop schedule for 2017-18 § Hire head softball coach. Recruit student-athletes for softball. Develop schedule for 2017-18. § Hire head baseball coach. Recruit student-athletes for baseball. Develop schedule for 2017-18. o 2017-18: Compete with a full complement of eleven sports.

o 2018-19: Apply for membership in NCAA Division II in February 2019 o 2019-20: NCAA Division II Provisional Year One o 2020-21: NCAA Division II Provisional Year Two o 2021-22: NCAA Division II Provisional Year Three o 2022-23: Full NCAA Division II membership (this assumes the requirements and deadlines for NCAA Division II membership remain the same and that CI is accepted into and progresses through the membership process on schedule)

Bypass the NAIA and go directly to NCAA Division II: The accelerated timeline is required due to the fact that CI would not be a member of a conference during this time period, thereby making scheduling difficult. It is possible that the CCAA would agree to schedule CI during this time period, but it is doubtful that this would result in a full CCAA schedule.

o 2016-17 § Identify golf club for practice and competition; make arrangements for use of the club. Hire head coach for men’s and women’s golf. Recruit student-athletes for men’s golf and women’s golf. § Identify area for cross country practice and competition. Hire head men’s and women’s cross country coach. Recruit student-athletes for men’s cross country and women’s cross country. § Hire head men’s soccer coach and head women’s soccer coach. Recruit student- athletes for men’s soccer and women’s soccer. o 2017-18: § Start Men’s and Women’s Cross Country, Men’s and Women’s Golf, and Men’s and Women’s Soccer. § Hire head women’s volleyball coach. Recruit student-athletes for women’s volleyball. § Hire head softball coach. Recruit student-athletes for softball. § Hire head baseball coach. Recruit student-athletes for baseball. § Hire head men’s basketball coach and head women’s basketball coach. Recruit student-athletes for men’s and women’s basketball. o 2018-19: § Start Women’s Volleyball, Baseball, Softball and Men’s and Women’s Basketball § Continue full complement of sports. o 2019-20: Apply for membership in NCAA Division II in February 2020 o 2020-21: NCAA Division II Provisional Year One o 2021-22: NCAA Division II Provisional Year Two o 2022-23: NCAA Division II Provisional Year Three o 2023-24: Full NCAA Division II membership (this assumes the requirements and deadlines for NCAA Division II membership remain the same and that CI is accepted into and progresses through the membership process on schedule).

Beginning as a member of the NAIA:

o 2016-17: § Identify golf club for practice and competition; make arrangements for use of the club. Hire head golf coach. Recruit student-athletes. § Identify area for cross country practice and competition. Hire head cross country coach. Recruit student-athletes. o 2017-18: § Start Men’s and Women’s Cross Country and Men’s and Women’s Golf § Hire head men’s soccer coach and head women’s soccer coach. Recruit student- athletes for men’s soccer and women’s soccer. § Apply for NAIA membership October 2017 (to become effective in August 2018 if approved). Note: The institution must complete one year of membership from the date of acceptance before becoming eligible for NAIA postseason competition. o 2018-19: § Start Men’s Soccer and Women’s Soccer § Apply for membership in the Association of Independent Institutions (A.I.I.). § Hire head softball coach, head women’s volleyball coach and head baseball coach. Recruit student-athletes for softball, women’s volleyball and baseball. o 2019-20: § Start Softball, Women’s Volleyball and Baseball. § Hire head men’s basketball coach and head women’s basketball coach. o 2020-21: § Start Men’s Basketball and Women’s Basketball. Continue full complement of sports as a member of the NAIA and the A.I.I. o 2021-22: Apply for membership in NCAA Division II in February 2022 o 2022-23: NCAA Division II Provisional Year One o 2023-24: NCAA Division II Provisional Year Two o 2024-25: NCAA Division II Provisional Year Three o 2025-26: Full NCAA Division II membership (this assumes the requirements and deadlines for NCAA Division II membership remain the same and that CI is accepted into and progresses through the membership process on schedule)

NCAA and NAIA Requirements and Expectations

When considering all options for gaining entry into NCAA Division II, which include the possibility of beginning as a member of the NAIA, it is important to understand the differences between the requirements and expectations of the NCAA and the NAIA.

Rules Compliance and Academic Standards

The NAIA relies on a “trust-based system” that places primary responsibility with the institution to investigate potential rules violations and enforce standards of conduct and ethics. The NAIA has

established an Eligibility Center to assess initial eligibility; ongoing eligibility certification rests with the Faculty Athletics Representative (FAR) at each NAIA member institution.

NCAA Division II requires a stringent rules compliance structure including regular institutional self- studies and compliance reviews. On most NCAA campuses, compliance is coordinated by a full-time staff member who has compliance as their only responsibility. In the case of institutions applying for Division II candidacy, a full-time compliance officer is a requirement.

In NCAA Division II, departments and individuals outside athletics assume compliance responsibilities, described as a shared responsibility involving athletics staff members, the Registrar’s office, Financial Aid, Admissions, Academic Advising, and the FAR. The NCAA requires detailed documentation of all compliance areas and holds members accountable for providing the records when violations are alleged.

Eligibility

For NAIA eligibility, an entering freshman must be a graduate of an accredited high school or be accepted as a regular student in good standing as defined by the enrolling institution and meet two of three entry level requirements: • Achieve a minimum of 18 on the Enhanced ACT or 860 on the SAT. • Achieve a minimum overall high school grade point average of 2.0 on a 4.0 scale • Graduate in the top half of the high school graduating class

To remain eligible, a student-athlete must make normal progress toward a degree and maintain a grade point average to remain a student in good standing as defined by the institution. The student-athlete must be enrolled in 12 credit hours at the time of participation. The NAIA also has a 24-hour rule to maintain eligibility.

NCAA Division II has defined initial eligibility requirements for freshmen and transfers, and continuing eligibility standards for all student-athletes. To be eligible, a freshman student-athlete must graduate from high school and complete these 16 core courses: • 3 years of English • 2 years of math (Algebra 1 or higher) • 2 years of natural or physical science • 3 additional years of English, math, or natural or physical science • 2 years of social science • 4 years of additional core courses (from any category above, or foreign language, non-doctrinal religion or philosophy)

The student must earn a 2.000 grade-point average or better in the core courses and earn a combined SAT score of 820 or an ACT sum score of 68. Based on its ongoing longitudinal study of academic outcomes, Division II has adopted legislation that would establish a sliding scale index and minimum high school grade-point average of 2.200 for those student-athletes initially enrolling in a collegiate institution on or after August 1, 2018.

Division II also requires that member institutions certify that student-athletes have fulfilled continuing eligibility requirements including declaration of major, completion of at least 6 credit hours during the previous semester, at least 24 credit hours between seasons of competition, at least 75% of the credit hours were earned during the regular academic year, and minimum GPA and progress toward degree requirements. Division II adopted legislation at the 2014 NCAA Convention to increase the term credit hour requirements and modify the grade-point average requirements. The new legislation will require for certifications of progress toward degree for fall 2016 and thereafter student-athletes to maintain a 2.000 grade-point average while earning nine-semester/eight-quarter hours on a term-by-term basis (not including summer sessions). Student-athletes would need to earn 18-semester or 24-quarter hours during the regular academic year to remain eligible.

Academic Success

NCAA Division II’s “comprehensive program of learning and development” and research-based initial and continuing-eligibility standards result in Division II student-athletes consistently graduating 10 to 15 percentage points higher than the general student body. This past year, Division II student-athletes on average graduated at a six percent higher rate than the total student population at Division II schools.16 Student-athletes in the 2003-2006 entering cohorts posted a six-year graduation rate of 71 percent as calculated by the Academic Success Rate, far above the 54 percent using the federal graduation-rate methodology that does not take transfers or non-scholarship student-athletes into account.17

The NAIA has not introduced a comparable method for measuring academic achievement.

Eligibility Centers

One of the core NCAA principles is to ensure a level playing field for all competitors. One of the ways it does this is by ensuring incoming student-athletes meet established academic and amateurism standards. High school, two-year college, home-schooled and international students who want to compete at the Division I or II level must be certified as initially eligible per NCAA academic and amateurism standards. The NCAA Eligibility Center staff makes these certification decisions. Approximately 180,000 prospective student-athletes submit their credentials each year. Of that number, aapproximately 90,000 have their eligibility certified by the Eligibility Center, and the vast majority of those go on to compete in Division I or II.18

In September 2009, the NAIA Council of Presidents voted to establish an NAIA Eligibility Center. The NAIA Eligibility Center is responsible for determining the eligibility of first-time NAIA student-athletes. Any student playing NAIA sports for the first time must have his or her eligibility determined by the NAIA Eligibility Center, and all NAIA member schools are bound by the center’s decisions. The NAIA Eligibility Center was created to comply with the competitive experience rule. The competitive experience rule ensures that there is a consistent application of NAIA rules across member schools, and that NAIA athletes will be competing against other athletes with similar playing experience. The Eligibility Center

16 Source: 2014 Division II Facts and Figures 21 Source: 2014 Division II Facts and Figures 18 Source: Information received from NCAA Research Staff (July 2013) CSU Channel Islands Models This document contains proprietary, confidential, information. No part of this document may be reproduced or disclosed to a third party without the prior written consent of Strategic Edge, LLC Page 17 of 57

looks at “competitive experience” after high school in an effort to determine if athletes engaged in elite- level competition and/or received remuneration. If so, they will be charged with a season of eligibility. As noted in the NAIA Talking Points document provided to members:

“Athletes who compete outside the traditional college setting can gain an unfair advantage. The competitive experience rule states that competition outside the college setting counts, just as it does for students competing in college. “

Most students are not impacted by this rule if they graduate from high school, go directly to college, and continue to compete in their sport throughout their college careers.

Transfers

The NAIA offers flexibility to allow student-athletes to transfer to a NAIA member school without missing a season of eligibility. NCAA rules are more restrictive. Division II has higher academic requirements for two-year transfers who have not graduated from a two-year institution. Aside from legislated transfer exceptions (the most common exception is the one-time transfer exception) for transfers from four-year schools, Division II requires that four-year transfers serve an academic year in residence before they are eligible for competition.

Playing and Practice Seasons

The NAIA provides maximum opportunity to participate in practice activities, regular season contests, and postseason championships. The NAIA has a restriction on each team’s length of season based on weeks, but does not have daily and weekly limits for playing and practice commitments nor does it have a specified start date for any sport.

Consistent with its “Life in the Balance” principle, Division II restricts contests and practice activities. Division II has specified starting dates for countable athletically-related activities during the academic year and restrictions on these activities during vacation periods. It also has limits on the number of contests, daily and weekly limits on athletically-related activities, and requires student-athletes to have at least one day with no athletic activity per week. At the 2010 NCAA Convention, Division II presidents introduced a series of legislative proposals that included reductions in the number of contests in basketball, baseball, softball and golf, delayed reporting dates for fall-sport student-athletes, shortened seasons, reduced contests in several fall sports, and added a seven-day dead period during the winter holiday break. At the 2011 Convention, they refined the legislation to restrict start dates for weight training, conditioning, and skill instruction.

Financial Aid

More than 90 percent of NAIA institutions offer athletic scholarships. NAIA financial aid rules provide motivation for high academic achievement. All or a portion of institutional aid awarded to individual student-athletes may be exempted based on academic performance. For example, aid to continuing students with a 3.60 cumulative grade point average or who are in the top 10 percent of their class does

not count against financial aid limits. The NAIA has maximum institutional aid limits for each varsity sport, but they do not apply to junior varsity teams.

The NCAA has more restrictive financial aid limitations. Basically, all institutional financial aid is countable when a student-athlete receives any athletically-related financial aid. There is one exception for academic awards that meet specifically-defined academic standards. Many schools transitioning from the NAIA to NCAA Division II find that they are over-awarded in some sports, based on Division II standards.

Recruiting

The NAIA has fewer recruiting restrictions than the NCAA. Coaches are not required to maintain recruiting records or to document contacts with prospects. In fact, the NAIA devotes less than one page in its Policy Handbook to recruiting.

The NCAA expects institutions to document all recruiting activities (e.g. phone calls, contacts, evaluations, official visits) so that an institution, if questioned, can provide documentation to verify a violation did not occur. Or, in an instance where a violation has occurred, the institution must be able to show it has systems in place to monitor recruiting activities and discover violations when they occur.

An example of how the NCAA membership demonstrates concern for prospective student-athletes was legislation to eliminate texting during the recruiting process. The legislation was proposed and endorsed by the National Divisions I and II Student-Athlete Advisory Committees and was approved by the membership of both divisions. The ability to text prospects has since been restored for NCAA Division II.

Rules Education and Interpretation

The NAIA relies on its member institutions to provide rules education and interpret rules. It makes online resources available to members including case studies and a Rules Education Resource Bank. It also produces a monthly Rules Education Newsletter.

The NCAA provides its members with a number of ways to obtain rules interpretations. The Legislative Services Database (LSDBi) provides interpretations and case studies to assist with rules and regulations. The NCAA provides a means for conference staff to request interpretations and who can, in turn, provide interpretations for their member institutions. The NCAA also sponsors regional rules seminars at two sites annually. The seminars are designed so that participants with different backgrounds, experience, and responsibilities can benefit.

Technology

The NAIA does not require detailed records to document adherence to rules and does not provide technology/software to assist institutions with the monitoring of compliance-related tasks.

The NCAA provides its members with Compliance Assistant (CA), a web-based tool designed to help administrators ensure that their athletic department and student-athletes are in compliance with NCAA CSU Channel Islands Models This document contains proprietary, confidential, information. No part of this document may be reproduced or disclosed to a third party without the prior written consent of Strategic Edge, LLC Page 19 of 57

legislation. In addition to applying NCAA legislation in the areas of financial aid, eligibility, recruiting, athletics personnel, and playing and practice seasons, CA is a data-collection system that can be used to generate NCAA-required forms and other documentation created by the user. This program and technical support are provided free to the NCAA membership.

Analysis The NAIA trust-based system of rules compliance is far simpler and much less rigorous than the systems employed by NCAA member institutions to comply with the Association’s rules. Some would argue it is also largely ignored. This has become increasingly obvious as NAIA members planning to change national affiliation to apply for membership in the NCAA have employed compliance professionals to monitor their programs. They have found themselves caught between an Association where self-reporting violations is a requirement (NCAA) and an Association where reporting violations is a rare occurrence (NAIA). In the last few years, a significant majority of self-reported NAIA violations came from institutions that were planning to move to the NCAA.

Institutions like Channel Islands that take their students’ academic success very seriously tend to favor the more rigorous standards to which the NCAA adheres. They also embrace the academic success and graduation rate increases that result from the higher standards.

A significant downside to starting as an NAIA program and transitioning to NCAA is that coaches generally find the standards governing transfers, recruiting, and playing and practice seasons difficult to navigate when schools first make the transition to NCAA. In fact, Strategic Edge has yet to have a client institution complete the transition without some attrition in its coaching staff. This seems to be driven by the combination of higher standards and significantly more rigorous reporting and documentation requirements.

Regardless of the approach taken to begin its athletics program, CI should consider establishing systems and developing the infrastructure to meet eligibility and rules compliance standards that parallel what the NCAA and the CCAA will expect. This will include hiring a staff member in athletics focused on rules compliance, sharing responsibility for compliance with staff outside athletics in the registrar’s and financial aid offices, and appointing a Faculty Athletics Representative. It will also require drafting and beginning to implement written procedures for verifying and documenting compliance.

Student-Athlete Experience and Opportunities

Competitiveness

NAIA member institutions vary more than NCAA Division II members with regard to their competitiveness. A number of the more broad-based, highly competitive NAIA programs are seeking NCAA Division II membership. Ten of the top 25 programs based on NACDA Learfield Directors Cup standings in 2010-11 have left the NAIA. Five of the top 25 programs from 2013-14 have applied for and been accepted into the Division II membership process. Many of the smaller programs that are

replacing the NAIA schools that have left have not achieved a high standard of competitive success. The best evidence of this trend is the number of NAIA members that have scored points in the NACDA Learfield Directors Cup standings. Approximately one-third of NAIA members failed to score a single point in the standings in 2009, 2010, 2011, and 2012. By comparison, over 80% of NCAA Division II programs are ranked in the standings. A more level playing field may be emerging, however. As better programs leave, less competitive programs are beginning to enjoy some success. Last year, approximately 80% of the programs remaining in the NAIA scored points in Directors Cup standings. The NCAA percentages remained unchanged.

Character and Leadership

Both national associations focus on personal development for their student-athletes. The NAIA is more focused on local efforts and provides extensive on-line resources to its members to assist in campus- based Champions of Character programming. It includes a Coaches Course as well as resources for parents, student-athletes, and game officials. NAIA institutions can participate in a five-star Scorecard program in which points are given for various achievements. NAIA institutions earn up to 47 points for Champions of Character training and development on campus and through community outreach activities. They can earn up to 20 points for demonstrating Champions of Character values on the field of competition as measured by the number of ejections, up to 8 points for overall student-athlete GPA, 19 points by nominating deserving individuals, coaches, and teams for national awards, and for having Presidential participation in Champions of Character functions, as well as up to 6 points for displaying the Champions of Character logo on the institution's athletic home page and Champions of Character banners. Institutions scoring 60 or more total points will be named Five Star Champions of Character Institutions.

The NCAA uses its resources to focus on local and national initiatives, particularly in the area of leadership. Every NCAA program, regardless of division, is required to establish a Student-Athlete Advisory Committee (SAAC). Members of a campus SAAC have the opportunity to address issues affecting student-athletes at their institution. The campus committee is meant to serve as a local student-athlete voice in addressing issues of student-athlete welfare at their respective institutions. The campus SAAC also serves as a conduit of communication among student-athletes, coaches, and athletics administrators on issues to improve the student-athlete experience and promote growth and education through sports participation.

NCAA conferences have created conference SAACs in order to strengthen the communication between the campus and national committees. The Division II national SAAC consists of representatives of the 24 Division II multi-sport voting conferences, one representative of Division II independent institutions, and two at-large representatives. Two members of the Division II Management Council and one member of the Presidents Council serve as ex-officio and nonvoting members. Each SAAC representative is responsible for gathering feedback and reporting on behalf of their conference, as well as relaying important events, hot topics, and educational information at both the campus and conference levels. In addition to relaying information across campuses and conferences, the Division II SAAC speaks on behalf of the entire Division II student-athlete body throughout the NCAA governance structure.

Each July, members of the Division II Management Council and SAAC gather jointly to share ideas on issues affecting Division II. This annual summit gives the student-athletes in Division II a significant voice on legislative issues that affect them both on and off the field of play.

In addition, the NCAA sponsors the Division II Leadership Academy, which engages a diverse representation of student-athletes, coaches, administrators, and faculty in leadership education to enhance self-awareness and facilitate partnerships that will affect progress on campuses, within conferences, throughout Division II, and beyond the collegiate realm. Two student-athletes and one coach, administrator, or faculty member are invited to attend the Leadership Academy at no cost to the institution.

Analysis Channel Islands will find the level of competition in either the NAIA or NCAA Division II to be formidable. Although the Golden State Athletic Conference (GSAC) does not seem to be a viable conference option for CI as is alluded to elsewhere in this report, it remains the best NAIA conference in the country, and must be reckoned with by any institution in the region. As former NAIA powers have found, in-region competition as a member of NCAA Division II is even more difficult. The CCAA, Pac West Conference and Great Northwest Athletic Conference combine to form the toughest competitive region in the country in Division II.

CCAA members find their student-athletes benefit from Division II’s emphasis on Student-Athlete Advisory Committees on campus, at the conference, and at the national level. They have also embraced the NCAA Division II emphasis on ‘Life in the Balance” and community engagement.

Costs and Funding

If CI is to consider the NAIA as a place to reside even for a few years, it will be important to know how it compares with the NCAA regarding budgets and staffing expectations. Based on Equity in Athletics Disclosure Act (EADA) data, NCAA Division II institutions’ athletics budgets are considerably larger than the average NAIA institution’s athletics budget. According to the NAIA, flexibility in sports sponsorship and ease of administration result in lower operating costs. This appears to be an accurate assessment, based on a review of data for NAIA and NCAA Division II institutions.

Average Expenses19

All NAIA All NCAA DII $2,375,293 $3,725,085

19 Source: 2012-13 EADA Report CSU Channel Islands Models This document contains proprietary, confidential, information. No part of this document may be reproduced or disclosed to a third party without the prior written consent of Strategic Edge, LLC Page 22 of 57

Association Funding The NAIA relies heavily on member dues for its funding while approximately 95 percent of the NCAA’s annual budget of over $660 million comes from television/marketing rights fees and championships revenue. Most of that is returned to the membership in the form of direct payments, championship reimbursement, and event services. Membership dues account for only 0.15% of the NCAA budget. Current NAIA membership dues are $6,900 per year. Because the NAIA relies heavily on its dues structure for revenue, dues have increased regularly. Current membership dues for NCAA Division II are $900 per year. Because annual dues in the NCAA are not a significant source of revenue for the Association, dues have not been increased in recent years.

Insurance The NCAA provides a catastrophic injury insurance program that covers all student-athletes, coaches, and others (cheerleaders, staff, etc.) who are catastrophically injured while participating in a covered intercollegiate athletic activity. The policy has a $75,000 deductible and provides benefits in excess of any other valid and collectible insurance for life. The NAIA offers catastrophic insurance coverage with premiums ranging from $2,400 to $13,300 per member institution.

Conference Funding and Grant Funding The NAIA’s 25 conferences are funded largely through the dues they collect. The NAIA makes minimal contributions to conference funding. The 24 NCAA Division II multi-sport conferences have higher dues than their NAIA counterparts. They also provide a broader array of services. Division II conference dues range from a low of $2,500 to a high of $41,000. They average $22,133 with a median of $21,500.20 The 2014-15 CCAA dues are $34,545. New members pay one and a half times the annual dues for their first year of membership, with the additional one half (in this case $17,272 based on the current dues structure) serving as an application fee of sorts.

Division II conferences are also funded through a multi-million dollar grant program provided by the NCAA. A conference office such as the CCAA can expect to receive grant funding of approximately $150,000. These grant funds are for use in the following five strategic positioning outcome areas; a portion of the funds often directly benefit conference members:

1. Academics and Life Skills 2. Athletics Operations and Compliance 3. Game Day Operations, Conference and National Championships 4. Membership and Positioning Initiatives 5. Diversity and Inclusion

NCAA Division II also distributes an additional $5-6 million in grant funding to its member conferences, institutions, student-athletes, and coaches annually through various programs.

20 Source: Division II CCA Operations Survey CSU Channel Islands Models This document contains proprietary, confidential, information. No part of this document may be reproduced or disclosed to a third party without the prior written consent of Strategic Edge, LLC Page 23 of 57

Championships

A dramatic difference in funding approaches between the two national associations is in championships. The NAIA reimburses some travel expenses for participation in selected championships. Funds available for reimbursement vary from sport to sport and year to year, depending on the financial success of a particular championship. A stated priority for NCAA Division II is national championships. The NCAA Division II championships budget of $23,000,000 is established to cover all transportation expenses, including lodging costs (based on double occupancy), and provides a per diem for coaches, student- athletes, and support staff participating in Division II national championships. Currently, the per diem for Division II championships is $95 per day for members of the championship travel party.

Staffing Requirements

The Division II Athletics Directors Association (DII ADA) has identified specific features of a model Division II athletics department within a model program. The most significant feature of the model department is staffing. The DII ADA contends that adoption of the Division II Strategic Positioning Platform and implementation of the six key attributes requires a sufficient athletics department administrative staff to promote the Platform.

The model athletics department should consist of no less than four full-time staff members. In addition to a full-time athletics director, each office should have a full-time administrative assistant (clerical) and two assistant or associate directors with specific duties. At least one of the assistant or associate directors should be a female. Head and assistant coaches, in some sports, should also assume some administrative responsibilities.

The NCAA Division II Membership Committee has taken the additional step of requiring certain staff positions to be in place for those institutions applying for Division II membership. The 2015 Application for Division II Membership stipulates the following minimum standards regarding staff:

Commitment of Personnel and Current Staff The institution shall demonstrate that it has personnel to operate the intercollegiate athletics program at the Division II level, including, but not limited to: (1) a full-time director of athletics whose primary responsibility is overseeing the administration of the department of athletics and who has no coaching responsibilities and (2) a full-time administrator whose primary responsibility is compliance and who has no coaching responsibilities.

Operational Staff The institution shall demonstrate it has adequate staffing to cover all responsibilities associated with operating a Division II athletics department to include, but not limited to, coaches, athletics communication and athletics training. The staff member(s) may have other minimal duties within the department of athletics which do not detract from the primary designated athletic responsibility. An institution shall demonstrate that it has a senior woman administrator which is the highest ranking female involved with the management of the institution’s intercollegiate athletics program. Additionally, institutions shall demonstrate that it has a faculty athletics representative who is a member of the institution’s faculty or administrative staff who is designated by the institution’s president or chancellor.

The Division II Membership Committee also appears to have changed its approach to evaluating candidates. At its November 2012 meeting, the Committee revealed a new standard, whereby it “would set a selection standard of admitting only the institutions that have best met all minimum requirements.” The Committee now compares staffing levels of would-be applicants rather than relying on its minimum standards alone.

Such standards are in stark contrast to the NAIA, where it is common for coaches to serve part-time in administrative or support staff capacities and where compliance personnel are a rarity. Since the target is to join the CCAA, the following staffing charts are provided for comparison:

California Collegiate Athletic Association Administrative Staffing CPP CSDH CSEB CSLA CSMB CSSB CSSM CSS Chico HSU SFS Son UCSD St Athletic Director 1 1 1 1 1 1 1 1 1 1 1 1 1

Assistant/Associate 3 1 3 1 3 5 4 3 1 3 2 3 5 AD

Total 4 2 4 2 4 6 5 4 2 4 3 4 6

California Collegiate Athletic Association Members’ Support Staffing CPP CSDH CSEB CSLA CSMB CSSB CSSM CSS Chico HSU SFS Son St UCSD Admin/Office 1 1 1 1 1 1 1 Mgr. Trainers 3 3 4 2 3 2 3 2 2 1 1 4 3

Sports 1 2 2 1 3 1 2 1 2 2 1 1 3 Info/Comms.

Facilities/Equip 4 3 1 1 1 2 1 1 1

Fiscal Mgr. 1 1 1 1 1 1 1 1 1 1 1 2 /Acctg.

Sources of Revenue Sources of funding for athletics in the CSU system vary tremendously. While there are a variety of funding models, the most significant single source of revenue is student fees. The combination of the Instructionally-Related Activities Fees, Associated Students funding, and Athletics Fees account for 65% of the revenue used to support athletics at the Division II level in California. General fund support provides 26% of the funding and the other 9% comes from fundraising, corporate sponsors and ticket sales.

The institution most reliant on student fees is UC San Diego, receiving 95% of its funding, over $7.1 million a year, from student fees. The least reliant on students is the most reliant on the state’s General fund for support. CSU Dominguez Hills received only $386,700 in IRA funding in 2013-14, accounting for approximately 16% of its athletics budget, but it received nearly $1.8 million in General Fund support. The other CSU institution with a similar funding model is Monterey Bay. It receives only 12% of its funding from students and relies on 68% from the General Fund. In the CSU, only Humboldt State receives no General Fund support. It relies heavily on its capacity to generate its own funds, accounting

for 23% of its budget through fundraising. It also accounts for 30% of all ticket sales generated by the CCAA. While the average sales per CCAA member are slightly less than $40,000 per year, HSU generates over $140,000. The CCAA members least able to generate income for themselves are CSU East Bay (2%), CSU San Bernardino (2%) and San Francisco State (4%). CCAA Members Sources of Revenue, 2013-14 Athletic Corp. Univ Sport Associated Athletics General Ticket Booste Univ. Dept. University IRA Sponsor Annual Specific Students Fee Fund Sales r Club Development Fundraising s Fund Fundraising Events Cal Poly 228,125 310,000 900,000 961,250 35,000 70,000 35,000 55,000 $- 55,000 40,000 Pomona $ Chico State 434,000 $--- 2,655,000 470,500 52,600 85,000 $- 1,100 7,500 185,000 - CSU $ Dominguez 30,000 356,700 $--- 1,787,228 18,000 65,000 5,000 10,000 60,000 15,000 - Hills $ $ $ $ CSU East Bay 353,166 $--- 1,533,512 1,567,362 14,000 3,000 50,000 - - - - CSU Los $ $ 334,680 $--- 1,261,469 1,237,382 25,000 25,000 - 160,000 50,000 Angeles - - CSU $ Monterey 252,000 $--- 161,000 2,312,000 16,000 25,000 70,000 385,000 80,000 90,000 - Bay CSU San $ 1,602,500 1,963,006 526,660 746,000 17,433 3,625 12,985 28,307 24,000 15,587 Bernardino - CSU $ $ $ 140,000 $--- 1,475,000 1,245,000 35,000 125,000 65,000 7,000 Stanislaus - - - San $ $ $ $ Francisco 3,400,000 $--- 13,000 25,000 28,000 75,000 - - - 5,000 - State Sonoma $ $ $ $ $ $ $ 2,023,895 $--- 28,448 405,460 State - 1,837,242 - - - - - Humboldt $ $ $ State 3,600,000 $--- 140,300 135,000 15,000 800,000 - - - - 3,000 (w/football) $ $ $ $ $ UC San Diego 453,800 $--- 6,693,000 80,000 42,000 239,000 - - - - -

TOTAL 12,852,166 2,629,706 15,205,641 12,163,964 474,481 578,625 65,000 207,085 435,807 1,272,000 1,122,047

AVERAGE 1,071,013 219,142 1,267,136 1,013,663 39,540 48,218 5,416 17,257 36,317 106,000 93,503

Analysis

The NAIA claim that its flexibility in sports sponsorship and program administration keeps program costs down is true. The NCAA has much higher expectations. Programs moving to the NCAA have all reported significant front-end costs during the transition. Aside from the costs associated with applying, CI will have to develop a staffing model for its athletics department, similar to others in the CCAA, to be a viable applicant for Division II candidacy. In addition to a full time athletics director with no coaching responsibilities, an administrative position devoted to compliance will be a requirement. The increased documentation required to meet NCAA compliance and administrative standards generally requires an additional administrative assistant as well. NCAA members are required to have at least one female administrator designated as the Senior Woman Administrator (SWA). CI should use NCAA and National Athletic Training Association standards for care to determine the appropriate athletic training and medical coverage staffing levels for its programs. Sports

information, facilities/equipment staff, and business management staff vary depending on how the institution structures support for athletics.

In addition, there would certainly be increased costs associated with CCAA membership as opposed to membership in an NAIA conference. Higher conference dues are the most obvious (as noted earlier in this report). On the other side of the ledger, CI could anticipate substantial savings in post-season travel to conference and national championships as an active member of NCAA Division II vs. the NAIA. CI should anticipate spending between $100,000 and 150,000 per year on championship travel if it chooses an NAIA transition model.

In terms of revenue, CI will need to carefully consider the models used by fellow California State University institutions competing at the Division II level. The most common funding model appears to be based on a 65-25-10% approach involving student fees, university funding and earned income.

Conference Competitiveness

As CI builds its athletics program, it will be important to compare successful programs in the league it plans to join to assess competitive standards and the attributes successful programs exhibit. The CCAA is a highly successful conference. CCAA members have won 153 NCAA Championships (102 men, 51 women) all time, the most of any Division II conference. CCAA members have won titles in men’s swimming & diving (25), wrestling (16), men’s track & field (13), men’s tennis (11) and baseball (10). CCAA institutions have been very successful in the history of NCAA women’s athletics, having won 10 cross country, nine softball, six track & field, five volleyball and five basketball national championships as well as 14 more in four other sports.

Based on our work with both NCAA and NAIA institutions nationwide, Strategic Edge has identified three factors to be the keys to competitive success at this level. First, competitively successful institutions generally provide comparable scholarships to those provided by the institutions they compete against. Second, programs that have veteran coaching staffs that are equal in size to those they compete with tend to be successful. Third, programs with superior facilities tend to benefit in recruitment and as a result, tend to be more competitive. While these factors are not absolutes, they are more common than any others.

Scholarships

Since NCAA Division II determines championship access through conference automatic qualification and regionally based at-large selections, Strategic Edge compared scholarship offerings for successful programs in the CCAA.

In order to understand how scholarships can be compared, it is important to understand how they are calculated. All NCAA Division II sports allocate aid within maximum equivalency limits. For example, men’s and women’s basketball are each allowed a maximum of 10 full grant-in-aid equivalencies, each

calculated as the sum of tuition, required fees, books, room, and board. If tuition and fees in a given year was $20,000 and the total for books, room, and board totaled $10,000, a full-grant-in aid would equal $30,000. For such an institution the value limit for aid in basketball would be $30,000 X 10 = $300,000.

If an institution granted only tuition and fees to 10 student-athletes, each grant would be equivalent to .67 of a full grant in aid, totaling $200,000 or 6.7 equivalencies. Since aid can be granted to as many student-athletes as an institution can “fit” under the limit, this scenario would allow up to 15 student- athletes to receive tuition and fees without exceeding the limit.

For purposes of this analysis, scholarship equivalencies were provided by the conference. The numbers are drawn from the most recent data available.

Coaching Staffs

The following charts illustrate the percentage of head and assistant coaches in NCAA Division II – per sport -- that are fulltime as well as the percentage that are full-time institutional employees. Staffing data for assistant coaches – per sport – in the CCAA is also provided.

NCAA Division II Head Coach Data21 # Full Time # Full Time Percentage Total # Sport Institutional Percentage as Coach Fulltime Coaches Employee NCAA D II Baseball 161 61% 237 90% 263 NCAA D II M's BKB 218 72% 294 78% 302 NCAA D II W's BKB 225 74% 292 96% 304 NCAA D II M's Golf 28 25% 111 49% 226 NCAA D II W's Golf 21 12% 87 51% 169 NCAA D II M's Soccer 123 61% 172 86% 202 NCAA D II W's Soccer 154 61% 223 88% 253 NCAA D II SB 160 56% 245 87% 283 NCAA D II M’s Tennis 11 6% 111 65% 170 NCAA D II W’s Tennis 21 9% 133 58% 231 NCAA D II M's T&F 11 39% 214 76% 283 NCAA D II W's T&F 19 6% 230 73% 314 NCAA D II W's VB 169 58% 240 83% 290

Men’s and women’s cross country is not included in the charts due to the fact that the majority of institutions that sponsor the sport also sponsor track and field. In most cases cross country coaches also coach track and are full time on campus. Based on our work with NCAA Division II institutions nationwide, this trend is directly tied to competitive success. Among NCAA programs, in the sports of basketball, soccer and volleyball, where coaches have additional assignments, they are generally limited to 10-20% of the coach’s time base. In those cases, successful head coaches have adequate assistants to support their programs.

21 Source: 2012-13 EADA Report CSU Channel Islands Models This document contains proprietary, confidential, information. No part of this document may be reproduced or disclosed to a third party without the prior written consent of Strategic Edge, LLC Page 28 of 57

NCAA Division II Assistant Coach Data22

# Full Time # Full Time Percentage Sport Institutional Percentage Total # Coaches as Coach Fulltime Employee

NCAA D II Baseball 105 16% 153 23% 663 NCAA D II M's BKB 190 27% 267 38% 704 NCAA D II W's BKB 174 29% 241 41% 591 NCAA D II M's Golf 3 2% 19 15% 128 NCAA D II W's Golf 3 3% 16 16% 98 NCAA D II M's Soccer 32 9% 51 14% 355 NCAA D II W's Soccer 43 10% 65 15% 446 NCAA D II Softball 61 13% 65 14% 479 NCAA D II M’s Tennis 1 1% 9 7% 134 NCAA D II W’s Tennis 1 1% 12 7% 169 NCAA D II M's T&F 7 13% 112 20% 551 NCAA D II W's T&F 12 2% 119 20% 591 NCAA D II W's VB 66 15% 110 25% 435

When compared with other Division II sports, men’s and women’s basketball have a higher percentage of assistant coaches who are full-time coaches and full-time institutional employees. Competitively successful programs around the country tend to have above the average number of assistant coaches.

California Collegiate Athletic Association Members’ Assistant Coaching Staffs SFS Son UCSD AVER CPP CSDH CSEB CSLA CSMB CSSB CSSM CSS Chico HSU St M’s 1 4 3 1.9 Soccer 4 3 1 1 1 1 1 1 3 1 W’s 1 3 2 2.2 Soccer 5 1 1 1 1 3 1 3 4 3 M’s Basketball 2 1 5 2 3 2 1 2 2 2 2 3 3 2.3 W’s Basketball 2 3 2 1 2 3 1 2 2 4 1 2 3 2.2 Softball 1 1 2 n/a 1 1 1 2 2 4 2 3 3 1.9 Baseball 4 1 2 1 3 3 1 1 2 n/a 2 6 4 2.5 W’s Volleyball 3 3 2 1 3 2 1 2 4 1 2 2 2 2.2 Golf n/a 1 2 n/a 1 0 1 0 2 n/a n/a 1 0 .9 Cross Country 2 n/a 3 1 0 0 0 1 4 2 1 1 2 1.4

Facilities Facilities in the western states vary tremendously. Certainly the programs that are most successful generally have high quality on-campus facilities. Like NCAA Division I, a facilities ‘arms race’ appears to be underway around the country, even among small colleges. Students respond to quality facilities,

22 Source: 2012-13 EADA Report CSU Channel Islands Models This document contains proprietary, confidential, information. No part of this document may be reproduced or disclosed to a third party without the prior written consent of Strategic Edge, LLC Page 29 of 57

whether for intercollegiate sports or recreational activities. As institutions vie for enrollment, facilities are being used as a way of attracting them. SPORT-SPECIFIC ANALYSIS

The following sport specific analysis looks at the three factors – scholarships, coaching staffs and facilities – for the more competitively successful schools in the CCAA. [Note: Division II equivalency information is 2012-13 data that was provided by the conference] Men’s Sports

Baseball Scholarship Equivalencies

NCAA Division II Maximum--9.0 High Low Average CCAA 6.8 1.6 4

Chico State and UC San Diego have been dominant in CCAA men’s championships in baseball with seven championships in the early 2000’s. Chico State has been to the NCAA national tournament 13 times and to the title game four times. Chico State offers 6.8 equivalencies, which is the high for the conference.

Coaching Staff Chico State employs a full time head coach with no other responsibilities. He has two assistant coaches.

UC San Diego also has a full time head coach with no other responsibilities and four assistant coaches.

Top performers in the CCAA in baseball have coaching staffs that exceed NCAA Division II averages. While 92% have head baseball coaches that are full time on campus, only 56% have full time head coaches with no other assignments. The average number of assistants in Division II baseball is two. Approximately 86% of them are part time.

Facilities The baseball facilities for programs dominant in the West Region vary greatly in size. They share a common distinction based on their quality. Chico State’s Roy Bohler Field underwent a $2 million renovation in 1997. The 4,100-seat baseball showplace is among the largest in the west.

Men’s Basketball

Scholarship Equivalencies NCAA Division II Maximum—10.0 High Low Average CCAA 7.7 2.2 5.1

For years, CSU San Bernardino dominated men’s basketball in the CCAA with eight regular season and/or tournament championships. They have been to the NCAA National Tournament eight times. CSU San Bernardino offers 5.9 equivalencies. More recently, Humboldt State has become a factor; Humboldt State offers 7.7 equivalencies.

Coaching Staff CSU San Bernardino employs a full time head coach with no other responsibilities. He has an Associate Head Coach, who is full time at the university, and two additional part time assistants.

Over 75% of men’s basketball head coaches in Division II are full time university employees. Approximately 72% have no additional assignments. Division II programs average two assistants, 73% of whom are part time.

Facilities Humboldt State’s Lumberjack Arena is the center piece of the $44 million Kinesiology Athletics Facility completed in 2008. It features chair-back, theater-style seating for season ticket-holders, and molded bleacher seating for Humboldt State’s volleyball and basketball fans. Lumberjack Arena can hold 2,000 fans comfortably.

Men’s Soccer

Scholarship Equivalencies

NCAA Division II Maximum—9.0 High Low Average CCAA 5.7 1.0 2.8

CSU Dominguez Hills has won eight men’s soccer titles and two national championships in the last decade. CSU Dominguez Hills is above the average in the CCAA with 4.4 equivalencies. In the last two years, Chico State has enjoyed regional prominence. Chico State offers scholarships near the CCAA average.

Coaching Staff The CSU Dominguez Hills head coach is full time with no additional duties. He is assisted by an associate head coach, a goalkeeper coach and two volunteer assistants.

86% of Division II institutions have a head coach who is a full time university employee, but only 61% have no additional responsibilities.

Facilities CSU Dominguez Hills’ Toro Stadium is a multipurpose facility also used by the university’s track and field program. It has permanent seating for 8,000. Chico State’s Soccer Stadium has taken on a new look with the addition of permanent bleachers, which seat 2,500 spectators. Women’s Sports

Basketball

Scholarship Equivalencies NCAA Division II Maximum—10.0 High Low Average CCAA 8.6 1.8 5.4

Since 2000, Cal Poly Pomona and Chico State have been dominant in women’s basketball. Cal Poly Pomona has a long Division II championship tradition with 21 tournament appearances, eight appearances in the finals and five national championships. Cal Poly Pomona offers 5.3 equivalencies, slightly below the CCAA average.

Coaching Staff Cal Poly Pomona employs a full time head coach with no other responsibilities and has two assistant coaches.

Among all NCAA Division II programs, 96% employ full time head coaches in women’s basketball. Approximately 74% require no additional duties from them, with approximately 75% of them part time.

Facilities Cal Poly’s Kellogg Gym is home to the Cal Poly Pomona basketball and volleyball teams. The facility underwent a renovation in the summer of 2010 with the conditioning project including a new hardwood court. Chico State’s Acker Gym was originally constructed in the 1960s. In 1999, the facility received a much needed facelift, including new flooring and the installation of more than 500 seatbacks for spectator comfort. An improved public address system has also added to the atmosphere and excitement of the games. A lobby and concessions area is included as part of the facility. Capacity is set at 2,143 spectators.

Women’s Soccer

Scholarship Equivalencies NCAA Division II Maximum—9.9 High Low Average CCAA 7.8 1.6 3.6

UC San Diego has won seven championships in women’s soccer in ten years. The university only offers

2.9 equivalencies due to its self-imposed limit of $500 in athletics aid to any student-athlete.

Coaching Staff UC San Diego has a full-time head coach with no additional responsibilities. He has two assistant coaches, one of whom is a goalkeepers coach.

Facilities UC San Diego’s men's and women's soccer teams enjoy large open fields that can accommodate up to five soccer fields at the same time. Their varsity field has a built in seating capacity of 750, which is expandable up to 1,750 for NCAA Tournament games.

Softball

Scholarship Equivalencies NCAA Division II Maximum—7.2 High Low Average CCAA 5 2 3.4

Since CSU Bakersfield and UC Davis left the CCAA, Humboldt State University has won two championships in softball. Overall, Humboldt State has won 17 conference championships, five regional titles, and two national Division II championships. Humboldt State offers 2.9 equivalencies.

Coaching Staff The Humboldt State head coach is full time at the university without additional responsibilities. She has four assistant coaches. 56% of Division II head softball coaches are full time. They average one assistant who is part time.

Facilities Humboldt State University built an on-campus softball facility several years ago. It has a natural turf field designed to drain during inclement weather, covered dugouts, and seating for 300.

Women’s Volleyball

Scholarship Equivalencies NCAA Division II Maximum—8.0 High Low Average CCAA 6.1 .7 4

CSU-San Bernardino has been dominant in volleyball, winning the last eight CCAA titles. They offer 5.4 equivalencies, above the average for the CCAA.

Coaching Staff The CSU-San Bernardino head coach is full time at the university and has no additional responsibilities. She has an associate head coach and an assistant coach.

Fifteen percent of the head volleyball coaches in Division II have full time coaching responsibilities. Twenty-five percent are full time on campus. They average 1.3 assistants.

Facilities CSU-San Bernardino plays volleyball in a 5,000-seat multi-use facility that is also home to the Coyotes men’s and women’s basketball teams. The arena opened in 1995. Since its opening, the arena has hosted a USA vs. China volleyball match, seven NCAA regional tournaments, the San Bernardino Kiwanis Basketball Tournament, sports camps, several concerts, and job recruitment fairs. It is also the venue for the school’s winter and spring graduation ceremonies. It houses a state-of-the-art sports medicine facility and a fitness center.

Individual Sports

Men’s and Women’s Cross Country/Track and Field

Scholarship Equivalencies NCAA Division II Maximum Men’s 12.6/Women’s 12.6 High Low Average CCAA Men 5.9 1.3 2.8 CCAA Women 6.2 2.4 3.9

Chico State has been very successful in men’s cross country and track & field with 28 of the cross country teams in the top ten nationally. They have also been NCAA West Region champions in cross country for seven consecutive years. They are slightly over the average for their conference with 3.2 scholarship equivalencies. Chico State has also won five CCAA championships in women’s cross country. They offer 3.2 scholarship equivalencies.

Coaching Staff Chico State has very large teams. Their head cross country coach coaches both the men’s and women’s cross country team; he has four assistant coaches. The university employs a full time head men’s track and field coach and a full-time head women’s track and field coach. They are assisted by seven assistant coaches.

The average cross country/track and field program in NCAA Division II has a head coach and two assistants. Over 75% of head coaches are full time on campus and have additional responsibilities (often coaching both genders). Their assistants are generally part-time employees.

Facilities Chico State has track and field facilities in a stadium formerly used for college football. The Chico State facility is still used for high school games.

Men’s and Women’s Golf

Scholarship Equivalencies

NCAA Division II Maximum Men’s 3.6/Women’s 5.4 High Low Average CCAA Men 2.6 .3 1.3 CCAA Women N/A N/A N/A

Chico’s men’s golf team has had seven NCAA postseason appearances, with three NCAA finals appearances and a CCAA title. Cal State Monterey Bay’s men’s golf team won the NCAA Division II national tournament in 2011 and has won two consecutive CCAA titles leading up to the 2011 Division II title. CSU-Monterey Bay and Chico offer 1.8 and 1.4 equivalencies respectively, slightly higher than the CCAA average.

Coaching Staff CSU-Monterey Bay and Chico State each have one assistant coach for their men’s golf teams.

Among all Division II schools, over 90% of men’s and women’s head golf coaches are part time. About 15% of the men’s coaches are full-time institutional employees.

Facilities All the successful golf programs in the west rely on access to public/private courses in their areas. The better programs appear to have access to several courses for practice and have a “home” course for tournaments. Each program appears to sponsor one or more home tournaments each year.

Analysis

Scholarships, coaching staffs, and facilities (including strength training and sports medicine facilities, and locker rooms) are three factors that are the keys to competitive success at the Division II level.

Competitive success begins with successful recruiting. The ability to offer athletically-related aid, having adequate coaching staffs to identify and cultivate quality recruits and state-of-the-art facilities to attract them are the keys.

After they are recruited, quality coaching, sufficient support to properly train them and look to their academic, personal well-being and health are the key ingredients to retaining student-athletes and helping them achieve their potential.

As CI begins to build its athletics programs, it would be well advised to match up with successful programs in each of the above-mentioned components.

Scheduling

Scheduling models for CI as a member of the A.I.I. and as a member of the CCAA can be found below. The CCAA scheduling model is based on 2013-14/2014-15 schedules for CCAA schools in close proximity to CI. The A.I.I. scheduling model is based on the 2013-14/2014-15 schedules for California State University San Marcos, which has just begun the three-year Division II membership process. CSUSM has been competing as a member of the A.I.I. as an NAIA member and has joined the CCAA in anticipation of becoming an active NCAA Division II member. The two scheduling models include both an estimation of overnight stays required as well as the number of missed class days. The estimation of overnight stays required and the location of the competition for away contests will assist in developing an estimated travel budget as a member of the A.I.I. and as a member of the CCAA. Women’s Cross Country NCAA Division II/CCAA Schedule NAIA Independent Schedule Missed Missed Day of Home Overnight Day of Home Overnight Opponent Class Opponent Class Week Away Required Week Away Required Days Days Sat UC Riverside Invite A Mon Vanguard (Mammoth) A 1 1

Coyote Classic (San UC Riverside Invite Sat Bernadino) A Sat A

Pomona Pitzer Invite The Master's Invite (Santa Sat (Claremont) A Sat Clarita) A

Pomona-Pitzer Invite Thurs UCLA/USC Meet (LA) A 1 Sat (Claremont) A

Titan Invitational Cougar Challenge Fri (Fullerton) A 1 Sat H

Biola's NAIA West Coast Sat CCAA Championship A Sat Jamboree (Orange) A (San Bernardino, CA) Sat Independents Tourney A 2 1 (Clinton, Iowa)

Men’s Cross Country NCAA Division II/CCAA Schedule NAIA Independent Schedule Missed Day Missed Day of Home Overnight Home Overnight Opponent Class of Opponent Class Week Away Required Away Required Days Week Days

Sat UC Riverside Invite A Mon Vanguard (Mammoth, CA) A 1 1

Sat Coyote Classic (San Sat UC Riverside Invite A Bernadino) A

The Master's Invite (Santa Sat Pomona Pitzer Invite Sat A (Claremont) A Clarita) Pomona-Pitzer Invite Thurs Sat A UCLA/USC Meet (LA) A 1 (Claremont)

Fri Titan Invitational Sat Cougar Challenge H (Fullerton) A 1 CCAA Championship Biola's NAIA West Coast Sat Sat A (San Bernardino, CA) A Jamboree Independents Tourney (Clinton, Sat A 2 1 Iowa)

Women’s Soccer NCAA Division II/CCAA Schedule NAIA Independent Schedule Missed Missed Day of Home Overnight Day of Home Overnight Opponent Class Opponent Class Week Away Required Week Away Required Days Days Fri Cal Baptist A 0.5 Sun Eastern Oregon H Sat PLNU A 1 Sat CSUDH A Sat CSUSM H Mon Southern Oregon H Fri APU H Fri The Master's H Sat UCSD H Wed Concordia-Irvine A 0.5 Fri Chico State H Sat Biola H Sun CSUSB A Sun Rocky Mountain H Fri Cal State LA H Sun Embry Riddle (AZ) H Sun Cal Poly Pomona A Sat Mills College A 1 0.5 Fri SF State H Sun UC Santa Cruz A 1 Sun CSUMB H Thurs Marymount H Fri Humboldt State H Sat Bethesda H Sun Sonoma State H Fri SD Christian H Fri CSU East Bay A 1 1 Sat U of Antelope Valley H Sun CSU Stanislaus A 1 Tue PLNU H

Thurs UCSD A 0.5 Independents Tourney CCAA Championship Fri-Sat A 2 2 Fri-Sun A 3 1.5 (Clinton IA) (Turlock, CA)

Men’s Soccer NCAA Division II/CCAA Schedule NAIA Independent Schedule Missed Missed Home Overnight Home Overnight Opponent Class Opponent Class Day of Away Required Day of Away Required Week Days Week Days

Thurs Holy Names H Wed San Diego Christian H

Sat Dixie State A 1 0.5 Wed Vanguard A 0.5

Sun Cal State L.A. A Fri Pomona-Pitzer A 0.5

Thurs Azusa Pacific H Tues Marymount A 0.5

Sat Cal Baptist A Fri The Master's College H

Tues Point Loma H Sun UC San Diego A 1 CSU Channel Islands Models This document contains proprietary, confidential, information. No part of this document may be reproduced or disclosed to a third party without the prior written consent of Strategic Edge, LLC Page 37 of 57

Fri CSU San Bernardino H Wed Concordia A

Sun UC San Diego A 1 Sat Biola H

Fri Chico State A 1 1 Sun Rocky Mountain H

Sun CSU Dominguez Hills H Fri Menlo A 1 1.5

Fri CSU East Bay H Sun UC Santa Cruz A 1

Sun CSU Stanislaus H Thurs La Sierra H

Tues Fresno Pacific H Sat Bethesda H

Fri San Francisco State A 1 Sat Johnson & Wales H

Sun CSU Monterey Bay A 1 Sat Univ. of Antelope Valley H

Fri Humboldt State A 1 1 Tues Point Loma Nazarene H Sun Sonoma State A 1 Independents Tourney Fri-Sat A 2 2 Thurs Cal State L.A. H (Clinton IA)

CCAA Championship A 3 1.5 Fri-Sun (Turlock, CA)

Baseball NCAA Division II/CCAA Schedule NAIA Independent Schedule Missed Missed Day of Home Overnight Day of Home Overnight Opponent Class Opponent Class Week Away Required Week Away Required Days Days

Sat Point Loma Nazarene A 1 Fri Vanguard A 0.5

Mon Point Loma Nazarene H Sat Vanguard H

Fri-Sun Dixie State H Wed Bethesda H

Fri-Sun CSU Monterey Bay H Thurs Simpson H

Thurs-Fri UC San Diego H Fri La Sierra A 0.5

Sat IUC San Diego A 1 Tues Chapman H

Tues Japan Railways East H Sat San Diego Christian H

Thurs CSU Dominguez Hills A 0.5 Fri Biola A 0.5

Mon CSU Dominguez Hills H Sat Biola H

Thurs-Fri CSU L.A. A 2 1.5 Tues San Diego Christian H

Sat CSU L.A. H Fri Univ. of Antelope Valley A 0.5

Fri-Sun CSU East Bay A 2 1 Sat Univ. of Antelope Valley H

Sat Cal Baptist A Tues Bethesda H

Tues CSU Dominguez Hills H Wed Biola A 0.5

Fri-Sun San Francisco State H Sun Sioux Falls H

Thurs-Fri CSU San Bernardino H Mon Sioux Falls H

Sat CSU San Bernardino A Thurs Concordia H

Thurs-Sat CSU Stanislaus H Sat Concordia A

Sat-Sun Chico State A 2 1 Fri San Diego Christian H

Tues Azusa Pacific A 0.5 Sat San Diego Christian H

CCAA Championship Fri Univ. of Antelope Valley H Thurs-Sat A 3 2 (Stockton, CA) Sat Univ. of Antelope Valley H

Tues Biola H

Wed Vanguard A 0.5

Fri La Sierra H

Sun La Sierra H

Wed The Master's College A 0.5

Tues La Sierra H

Thurs Azusa Pacific H

Fri Azusa Pacific H

Fri-Sun Independents Tourney A 3 2 (Lynn, Massachusetts)

Softball NCAA Division II/CCAA Schedule NAIA Independent Schedule Missed Missed Home Overnight Day of Home Overnight Opponent Class Opponent Class Day of Away Required Week Away Required Week Days Days

Sat-Sun CSU Stanislaus Tourn A 2 1 Sat Univ. of Redlands H

Fri-Sun Las Vegas, NV Tourn A 3 1.5 Sat-Sun Tournament - Turlock A 2 0.5

Fri-Sat CSU Stanislaus A 2 1.5 Fri Vanguard A 0.5

Fri-Sat San Francisco State H Sat La Verne H

Mon CSU San Bernardino A 1 Sat Concordia A

Fri-Sat Chico State A 2 1.5 Sat Biola A

Tues CSU San Bernardino A 1 Wed Lindenwood-Belleville H

Fri-Sat Sonoma State H Tues Tennessee Wesleyan H

Fri-Sat Humboldt State H Fri La Sierra H

Fri-Sat CSU East Bay H Sat William Jessup H

Fri-Sun CSU Stanislaus Tourn A 2 1 Tues Simpson H

Fri-Sun CSU Monterey Bay H Mon San Diego Christian A 1

Fri-Sun UC San Diego A 2 0.5 Thurs Vanguard H

CCAA Championship Fri Hope International A 1 Fri-Sun A 3 1 (Stockton, CA) Tues San Diego Christian H

Fri Hope International H

Sun Concordia H

Tues Univ. of Antelope Valley H

Fri Univ. of Antelope Valley A 1

Thurs- Independents Tourney A 3 2.5 Sat (Lawrenceville, GA)

Volleyball NCAA Division II/CCAA Schedule NAIA Independent Schedule Day Missed Missed Home Overnight Home Overnight of Opponent Class Opponent Class Away Required Day of Away Required Week Days Week Days Fri- Seattle Pacific Tourn A 2 or 3 1.5 Tournament-Portland, OR A 2 1 Sat Fri-Sat Thurs- Fri Chico State H Fri Tournament-La Mirada A 1 1.5

Sat CSU Stanislaus H Fri-Sun Tournament - Merced A 2 1

Wed UC San Diego A 0.5 Wed Univ. of Redlands H

Fri CSU Dominguez Hills H Fri Tournament - Costa Mesa A 1

Sat CSU L.A. H Mon Westmont H

Fri San Francisco State A 1 1 Wed Pacific Union H

Sun Sonoma State A 1 Tues San Diego Christian A 1

Thurs CSU San Bernardino A 0.5 Sat La Sierra A

Sat Humboldt State A 1 0.5 Wed Concordia A 1

Fri CSU East Bay H Sat West Coast Baptist A

Sat CSU Monterey Bay H Tues Concordia H

Fri CSU Stanislaus A 1 Wed Hope International A 1

Sat Chico State A 1 0.5 Tues San Diego Christian H

Fri CSU L.A. A 1 Fri-Sat Tournament - Santa Clarita A 1 1

Sat CSU Dominguez Hills A Tues Biola A 1

Fri Sonoma State H Thurs La Sierra H

Sat San Francisco State H Sun Simpson H

Wed UC San Diego H Tues Westmont A 0.5

Fri Humboldt State H Fri West Coast Baptist H

Sat CSU San Bernardino H Fri Hope International H

Fri CSU Monterey Bay A 1 Independents Tourney Fri-Sat A 2 1.5 (Denver, Colorado) Sat CSU East Bay A 1

Men’s Basketball NCAA Division II/CCAA Schedule NAIA Independent Schedule Hom Overnigh Misse Hom Overnigh Misse Day of Opponent e t d Class Day of Opponent e t d Class Week Away Required Days Week Away Required Days Sat La Sierra H Fri San Diego State A 0.5 Tues The Master's College A 0.5 Mon UCLA A 0.5 Fri-Sat Azusa Pacific Invite A 1 0.5 Fri-Sat Las Vegas Tournament A 1 1 Tues CSU San Bernardino H Tues Biola A 0.5 Sat UC San Diego H Sat Daemen College H Sat Humboldt State H Thurs Olivet Nazarene H Sat Humboldt State A 1 Sat Vanguard H Fri CSU East Bay A 1 1 Tues Concordia H Sat CSU Monterey Bay A 1 Sat UC Merced A Thurs San Francisco State H Wed San Diego Christian A 0.5 Sat Sonoma State H Sat Hope International A

Fri CSU L.A. A 0.5 Tues-Fri CSUSM Holiday Classic H NY Cougar Classic (San Sat CSU Dominguez Hills A Fri-Sat A 1 0.5 Diego) Thurs Chico State H Mon Thompson Rivers H Sat CSU Stanislaus H Thurs Mount Royal H Fri UC San Diego A 0.5 Sat Fresno Pacific H Sat CSU San Bernardino A Tues The Master's College H Thurs CSU Monterey Bay H Fri Concordia A 0.5 Sat CSU East Bay H Sat Simpson H Fri Sonoma State A 1 1 Thurs La Sierra A 0.5 Sat San Francisco State A 1 Mon UC Merced A 0.5 Thurs- Northern New Mexico A 2 2 Thurs CSU Dominguez Hills H Sat Sat CSU L.A. H Tues Bethesda H Fri CSU Stanislaus A 1 Thurs Fresno Pacific A 0.5 Sat Chico State A 1 Thurs Vanguard A 0.5

Thur - CCAA Tournament A 2 1.5 St. Katherine H Sat (Ontario) Sat Sat-Sun Independents Tourney A 2 0.5 (Marietta, GA)

Women’s Basketball NCAA Division II/CCAA Schedule NAIA Independent Schedule Missed Missed Day of Home Overnight Day of Home Overnight Opponent Class Opponent Class Week Away Required Week Away Required Days Days Fri-Sat Simon Fraser H Sat William Jessup H

Fri Azusa Pacific A 0.5 Fri Cal State Northridge A 0.5

Tues CSU San Bernardino H Tues San Diego State A 0.5

Sat Merrimack H Thurs La Sierra H

Lewis-Clark Tournament Sat UC San Diego H Fri-Sun A 2 1 (Lewiston, ID)

Sat Humboldt State H Thurs Menlo H

TCSA/DAP Hoops Classic Sat Humboldt State A 1 Sat-Sun A 2 1 (Redding, CA

Fri CSU East Bay A 1 1 Fri-Sat CSULA Thanksgiving Classic A 1

Sat CSU Monterey Bay A 1 Tues San Diego Christian A 0.5

Thurs San Francisco State H Fri-Sat Cal Maritime Classic A 2 1

Sat Sonoma State H Sat Simpson H

Fri CSU L.A. A 0.5 Mon Vanguard H

Sat CSU Dominguez Hills A Fri Dakota State H

Thurs Chico State H Mon Vanguard A 0.5

Sat CSU Stanislaus H Thurs Hope International A 0.5

Fri UC San Diego A 0.5 Sat The Master's College A

Sat CSU San Bernardino A Thurs Biola H

Thurs CSU Monterey Bay H Sat San Diego Christian H

Sat CSU East Bay H Wed Point Loma Nazarene A 0.5

Fri Sonoma State A 1 1 Thurs Concordia H

Sat San Francisco State A 1 Thurs La Sierra A 0.5

Thurs CSU Dominguez Hills H Wed Point Loma Nazarene H

Sat CSU L.A. H Fri-Sat Northern New Mexico Tourn A 2 2

Fri CSU Stanislaus A 1 Mon South Dakota School of Mines H

Sat Chico State A 1 Thurs Concordia A 0.5

Thurs - CCAA Tournament A 2 1.5 Sat UC Santa Cruz H Sat (Ontario, CA) Independents Tourney Sat-Sun A 2 0.5 (Marietta, Georgia)

Men’s Golf NCAA Division II/CCAA Schedule NAIA Independent Schedule Missed Missed Day of Home Overnight Day of Home Overnight Opponent Class Opponent Class Week Away Required Week Away Required Days Days

Mon- CSU San Marcos A 1 2 2014 Tues Mon- CSU San Bernardino A 1 2 Mon-Tues Cal State Intercollegiate (Hernet) A 2 2 Tues Mon- CSU East Bay A 2 2 Mon-Tues Embry-Riddle Invite A 3 2.5 Tues Mon- UC San Diego A 1 2 Mon Sonoma State Invite A 1 1 Tues Mon- Cal Baptist A 1 2 Mon-Tues CSUSM Fall Classic H Tues Mon- CSU Stanislaus A 2 2 2015 Tues Tues- CCAA Championship Mon-Tues CSUSM Cougar Invite H A 3 3 Wed (Stockton, CA) Sun-Mon UHV Claude Jacobs (Victoria, TX) A 3 1.5

San Diego Intercollegiate (Chula Mon-Tues A Vista) Mon-Tues Battle at Primm (NV) A 2 2

Mon-Tues Hanny Stanislaus Invite (Turlock) A 2 2

Sun-Mon Independents Tourney (TBD) A

Women’s Golf NCAA Division II/CCAA Schedule NAIA Independent Schedule Missed Missed Day of Home Overnight Day of Home Overnight Opponent Class Opponent Class Week Away Required Week Away Required Days Days Mon- CSU San Marcos A 1 2 2014 Tues Mon- CSU San Bernardino A 1 2 Mon-Tues PLNU Fall Preview (La Jolla) A 2 2 Tues Mon- CSU East Bay A 2 2 Mon-Tues Embry-Riddle Invite (Prescott, AZ) A 3 2.5 Tues Mon- UC San Diego A 1 2 Sat-Sun Cal Poly Invite (Arroyo Grande) A 1 Tues Mon- Cal Baptist A 1 2 Mon-Tues CSUSM Fall Classic H Tues Mon- CSU Stanislaus A 2 2 2015 Tues

Tues- Mon-Tues Super San Diego Classic A 2 2 CCAA Championship Wed A 3 3 (Stockton, CA) Mon-Tues UHV Claude Jacobs(Victoria, TX)) A 3 2.5

Independents Tourney (Victoria, Sun-Mon A Texas)

Analysis

The schedules, which are based on actual CCAA scheduling models and those used by CSU San Marcos as an independent NAIA member, reveal a number of things CI must consider. While missed class time and overnight stays do not vary significantly between the two, the opponents played and fan interest generated could be significant. An independent NAIA schedule does not generate in-state rivalries. Independents must take contests where they can find them.

Title IX, CSU/Cal NOW Consent Decree Compliance

In its planning process, Channel Island must address gender equity. Title IX of the Education Amendment Acts of 1972 provides that “No person in the United States shall, on the basis of sex, be excluded from participation in, be denied the benefits of, or be subjected to discrimination under any education program or activity receiving Federal financial assistance.” Application of this law extends to intercollegiate athletics; and requires educational institutions that sponsor intercollegiate athletics to show compliance in each of the areas of (a) participation, (b) scholarships/athletic financial aid, and the (c) treatment of existing programs/other benefits. Enforcement of the law as related to intercollegiate athletics falls to the Office of Civil Rights (OCR).

Participation

Title IX requires that male and female student-athletes be provided with equitable opportunities (but not necessarily identical sports) to participate in intercollegiate athletics. Three (3) tests have been designed to measure equitable participation within the scope of Title IX. Each institution has autonomy to select the test(s) that is most appropriate for their campus.

Prior to determining the most appropriate test(s), a campus must first establish an accurate percentage of men and women enrolled as full-time undergraduates. This number must include “non-traditional” students such as distance learners, etc. Institutions must also determine an accurate percentage of male and female student-athletes participating in intercollegiate athletics. The OCR has defined an athletic participant to be one who is:

(1) Receiving the institutionally sponsored support normally provided to athletes competing at the institution involved (e.g. coaching, equipment, medical and training room services) on a regular basis during a sport’s season; and (2) Participating in organized practice sessions and other team meetings and activities on a regular basis during a sport’s season; and (3) Listed on the eligibility or squad lists maintained for each sport (A student-athlete is counted as one participant for each time they occupy a spot on an intercollegiate team. Therefore, a multi-sport student-athlete that participates in football and baseball would count two (2) times.); or (4) Who, because of injury, cannot meet 1, 2 or 3 above but continues to receive financial aid on the basis of athletic ability.

Test 1 – Participation Opportunities

Using this test, institutions must demonstrate that the percentage of opportunities for athletic participation offered for male and female student-athletes is substantially proportionate to the percentage of full-time enrolled male and female undergraduates. Any disparity between the cohorts is translated into missed opportunities for the underrepresented sex. Should a disparity exist, this test can help to determine how many student-athletes of the underrepresented sex would need to be added in order to achieve exact proportionality between the cohorts.

Test 2 – History and Continuing Expansion

Using this test, institutions must demonstrate a history of expansion of participation percentages for the underrepresented sex and a credible plan to assess interest for the continued expansion of participation opportunities for the underrepresented sex. Any increase in participation percentages for the underrepresented sex must come as a result of adding new programs for the underrepresented sex at a faster rate than that of the properly represented sex. Compliance with this test cannot be influenced by cancelling programs, manipulating opportunities and/or upgrading programs of existing teams.

Test 3 – Interests and Abilities

Using this test, institutions must demonstrate that the interests and/or abilities of the underrepresented sex (to include those students who have been admitted but are not yet enrolled) are being fully accommodated by the selection of sports currently offered on campus.

Athletic Financial Aid

Title IX requires that male and female student-athletes receive athletic scholarship dollars in proportion to the percentage of participation by their respective cohort. In effect, compliance with this test would mean a student-athlete cohort that was fifty percent female would receive approximately fifty-percent of total athletic financial assistance spent by the institution (using dollars actually spent and not simply dollars awarded to student-athletes).

Current Program Treatment

Title IX requires the equal treatment of male and female student-athletes in the provision of a) equipment and supplies; b) scheduling of games and practice times; c) travel and per diem allowance; d) academic services; e) coaching; f) locker rooms, practice and competitive facilities; g) medical and training facilities and services; h) housing and dining facilities and services;

i) publicity and promotions; j) support services; and k) recruitment of student-athletes.

Compliance with this test is not necessarily measured in terms of dollars spent, and is more an assessment of things such as availability, quality and kinds of benefits, opportunities and treatment provided to members of both sexes.

In 1976, the California Legislature adopted Education Code Sections concerning intercollegiate athletics, stating “that opportunities for participation in athletics be provided on as nearly an equal basis to male and female students as is practicable, and that comparable incentives and encouragements be offered to females to engage in athletics.” This article of the Code called upon the CSU Trustees to ensure that reasonable amounts of General Fund monies would be allocated to male and female students, “except that allowances may be made for differences in the costs of various athletic programs.” These California statutes echoed Federal Title IX, Education Amendments of 1972.

Cal-NOW

On February 3, 1993, the California National Organization for Women (Cal-NOW), filed suit in the Superior Court, County of San Francisco, alleging that the California State University (CSU) had not successfully implemented the provisions of the 1976 California law. On October 15, 1993, the CSU and Cal-NOW indicated a desire to resolve their differences and entered into a consent decree. By entering into the consent decree, the CSU committed itself to making all possible efforts to provide additional resources for women to participate in campus intercollegiate athletic programs. The CSU began to progress toward achieving equity in its campus intercollegiate athletic programs.

Specifically, the decree required that:

A. Not later than the 1998-99 academic year, each CSU campus which has an NCAA intercollegiate athletic program shall include women participants as a portion of all athletes in the program reported to the NCAA in a percentage that is within five percentage points of the percentage that NCAA-eligible women undergraduates are of the total NCAA-eligible undergraduates enrolled in that campus (e.g., if 50% of the NCAA-eligible undergraduates at a campus are women, then male participants may comprise no more than 55% of the athletic positions at that campus). B. Not later than the 1998-99 academic year, each CSU campus which has an NCAA intercollegiate athletic program shall provide funds, including General Fund monies, for expenditures in women’s sports (including but not limited to services, recruitment, travel budget, practice and competitive scheduling, publicity, and locker rooms) as a portion of expenditures in the total NCAA intercollegiate athletic program in a percentage that is within ten percentage points of the percentage that NCAA-eligible women undergraduates are of the total NCAA eligible undergraduates enrolled at that campus, except that allowances may be made for the differences in the cost of various athletic programs, such as, but not limited to, its football programs. CSU Channel Islands Models This document contains proprietary, confidential, information. No part of this document may be reproduced or disclosed to a third party without the prior written consent of Strategic Edge, LLC Page 45 of 57

C. Not later than the 1998-99 academic year each CSU campus which has an NCAA intercollegiate athletic program that offers grants-in-aid, including scholarships, shall provide such grants-in-aid for all women’s athletics as a portion of the total grants-in-aid in all sports in the NCAA intercollegiate athletic program in a percentage that is within five percentage points of the percentage that NCAA-eligible women undergraduates are of the total NCAA-eligible undergraduates enrolled at the campus.

If a CSU campus was unable to achieve the above criteria, it was required to prepare a report setting forth all efforts undertaken to achieve the criteria outlined above.

In January of 1998, the CSU Presidential Monitoring Committee (which oversees the efforts of campuses to comply with the CSU/Cal-NOW consent decree) established target percentages for each campus in the areas of participation, expenditures, and grants-in-aid based on a three-year NCAA eligibility average. Since enrollment and the ratio of men and women who are academically eligible to participate in NCAA athletics fluctuate annually, the Monitoring Committee adopted the three-year average in order to facilitate campus planning efforts to meet the requirements of the decree.

The percentage of women student-athletes in the CSU increased by 81% from 1992/93 to 1998/99. At least 38 new intercollegiate sports for women were added, and 53.6% of CSU intercollegiate athletes were women, up from 34.7% in 1992/93. By 2000, eleven of the 19 CSU campuses with intercollegiate athletics were in compliance in participation rate. By 2008/09, all 20 of the NCAA member campuses met or exceeded their target goals in participation. This marked the first time that all campuses exceeded target goals in this area.

Funding for women's athletics at the CSU increased by 266% from 1992-93 to 1998/99. During the same time period, funding for men increased by 44%. System-wide, 49% of funding for athletics went to women's sports. Fifteen of 19 campuses were in compliance in this area by 2000. During 2008/09 all 20 of the member campuses met or exceeded goals. This marked the second time that each member campus reached or exceeded goals and the first time since 2002-2003.

Grants for women at the CSU increased by 184% from 1992/93 to 1998/99, while grants for men increased by 59% during the same period. System-wide, 49% of grants went to female athletes, up from 35% in 1992/93. Eleven of 19 campuses were in compliance in this area by 2000. Sixteen of the 20 campuses met or exceeded their target goals by 2008/09.

Analysis

Virtually all CSU institutions competing at the NCAA Division II level meet or exceed the requirements stipulated in the consent decree. Some CSU institutions at the NCAA Division I level are still struggling to comply. A new athletics program at CI will undoubtedly be held to the standards set forth in the decree as it builds its program. Additionally, an applicant for membership in NCAA Division II must undertake a study of gender equity in athletics and must develop a detailed plan to achieve equity in any areas where it fails to meet equity standards regarding treatment of its student-athletes.

SECTION THREE: APPLICATION REQUIRMENTS AND EXPECTATIONS APPLICATION REQUIREMENTS

When considering both the NAIA and NCAA Division II, it is important to have an understanding of the application requirements for both associations.

NCAA Division II Application Requirements

The application requirements and the documentation that must be submitted with the application for NCAA Division II membership are much more extensive and more rigorous than the NAIA application requirements.

Currently, the Division II membership application, which is completed on-line through the NCAA Program Hub, is due February 1 and includes questions to demonstrate that the institution: • Is accredited by one of the six regional accrediting agencies and has been offering four-year baccalaureate degree(s). • Has been offering a competitive athletics program at the varsity level. • Has demonstrated involvement and commitment of the president or chancellor at the institution. • Has a full time AD with no coaching or other significant duties. • Has a full-time administrator whose primary responsibility is compliance and who has no coaching duties. • Administers its intercollegiate athletics program with prudent management and fiscal practices to ensure financial stability, including sufficient operating and travel budgets for the effective operation of a Division II athletics department. • Has committed personnel resources to operate its intercollegiate athletics program at the Division II level. • Meets Division II minimum sports-sponsorship requirements and the three-season requirement at the time of application. • Has a plan to become a full conference member of an active NCAA Division II conference. • Meets the Division II financial aid requirements. • Has adequate facilities to conduct a Division II athletics program. • Is committed to community engagement and a positive game environment.

Strategic Plan for Athletics A detailed strategic plan for intercollegiate athletics program must be submitted with the application for membership. The plan must address the institution’s change in affiliation, identify how the institution will meet all requirements, and make the necessary cultural changes to demonstrate that the institution

has embraced the NCAA Division II Philosophy and the principle of Institutional Control over athletics. It may include goals/priorities in the following areas: • Institutional Control and Presidential Authority • Student-Athlete Growth, Well-being, and Life Skills • Rules Education and Compliance • Gender Equity and Inclusion • Community Engagement and Outreach • External Support and Development • Academic Integrity and Academic Success for Student-Athletes • Competitive Success in the Conference and NCAA Division II • Staffing • Facilities • Program Growth and Sports Additions

Compliance Program Applicants for NCAA Division II must have a full time compliance administrator in place. Legislation adopted at the 2014 NCAA Convention adds requirements that institutions must meet specific compliance requirements in the first year after acceptance to the membership process and must be fully compliant with all NCAA legislation in years two and three. As a result, successful applicants hire or appoint and have in place their compliance administrators prior to submitting their applications.

It is recommended that a Senior Woman Administrator (SWA), defined by the NCAA as the highest ranking female involved with the management of the institution’s intercollegiate athletics program, be identified. The SWA plays a critical role in institutional, conference and NCAA governance so will need to be involved throughout the membership process.

Successful applicants must develop the following specific documents and demonstrate that they have established the following important functioning units prior to application: • Athletic Advisory Committee • Student-Athlete Advisory Committee • Compliance Committee • Departmental Operations Manual • Student-Athlete Handbook • Rules Compliance Manual

Strategic Edge also recommends beginning Division II rules compliance education and documentation in areas where procedures can be applied to rules in the institution’s current affiliation, such as monitoring playing and practice, amateurism, etc. prior to submitting the application.

Timeline for NCAA Division II Membership Currently, the NCAA Division II membership process is a four-year process, including the application year. As noted above, there is a significant amount of work that must be done and processes and

structures must be put in place prior to even making application. In addition, specific requirements must be met during each of the three Provisional Years and significant progress must be shown (as determined by the Division II Membership Committee) throughout the process. The following illustrates the timeline (under current NCAA legislation) for a school that applies for Division II membership in February 2019: • Spring 2017 through July 2018: Application Preparation, including processes and structures that must be in place at the time of application o February 1, 2019: Application submitted o Spring 2019: Vendor visits campus to verify information in application o June 1, 2019: Supplemental materials submitted o July 2019: Membership Committee decision announced • 2019-20: Provisional Year One o September 2019: Provisional Year One begins o Fall 2019: Vendor assigned to institution, visits campus along with a member of the Membership Committee and NCAA staff to assess institution’s readiness o June 1, 2020: Submission of Annual Report, ISSG and other required documentation o July 2020: Membership Committee decision announced • 2020-21: Provisional Year Two o September 2020: Provisional Year Two begins – institution must be in full compliance with NCAA Division II legislation o Fall 2020: Vendor assigned to the institution conducts Compliance Blueprint Review o June 1, 2021: Submission of Annual Report and other required documentation o July 2021: Membership Committee decision announced • 2021-22: Provisional Year Three o September 2021: Provisional Year Three begins o Fall 2021 Vendor assigned to the institution visits the institution to assess institution’s readiness for NCAA Division II o June 1, 2022: Submission of Annual Report, ISSG and other required documentation o July 2022: Membership Committee decision announced • 2022-23: Institution begins full active membership in Division II September 1, 2022

Costs during the NCAA Division II Application and Provisional Membership Process • Based on the current fee structure, a check in the amount of $33,000 must accompany the application. The fee is refunded if the application is not accepted or the institution is denied entry into the membership process. • The institution must budget for required attendance at the NCAA Convention and NCAA Regional Rules Seminar by specified institutional representatives each year of the membership process. Currently, attendance is also required by specified institutional representatives once during the three year membership process. • The institution must budget for conference initiation fees and annual dues. Current CCAA annual dues are $37,545 and new members must pay the annual dues plus one half ($54,817) for the first year of membership. CSU Channel Islands Models This document contains proprietary, confidential, information. No part of this document may be reproduced or disclosed to a third party without the prior written consent of Strategic Edge, LLC Page 49 of 57

• The institution must budget for a required visit to an active Division II member institution to meet with administration and staff of the active institution. The institution submits the names of three institutions to the Membership Committee, which approves one of the three institutions. The visit is a one day visit and is usually in relatively close proximity. • Based on the current fee structure, a check in the amount of $14,900 is required at the beginning of Provisional Year Three. A check for annual dues is also required. Current annual dues for Division II are $900.

NAIA Application and Membership Requirements

Full-time active NAIA membership status is accorded to an institution that meets the following requirements: • Accreditation: The institution must be a four-year college or university or an upper-level, two- year institution in the United States or Canada that awards a bachelor’s (baccalaureate) degree, or its equivalent. For institution in the United States, the institution must be fully accredited by one of the six institutional accrediting bodies. • Sport Sponsorship: The institution must sponsor a minimum of six NAIA championship sports no later than the beginning of the fourth full academic year of active NAIA membership. NAIA championship sports include: o Baseball o Division I Basketball* (men’s and women’s) o Division II Basketball* (men’s and women’s) o Cross Country (men’s and women’s) o Football o Golf (men’s and women’s) o Soccer (men’s and women’s) o Softball o Swimming and diving (men’s and women’s) o Tennis (men’s and women’s) o Indoor and outdoor track and field (men’s and women’s) o Volleyball o Wrestling

Emerging NAIA sports include men’s volleyball, bowling (men’s and women’s) and competitive cheer & dance (men’s and women’s)

*NAIA Division I and II basketball are differentiated by the number of scholarships available.

Timeline for NAIA Membership • Applications for NAIA membership are considered once a year and must be received in the NAIA National Office by October 1.

• If a campus visit is approved by the NAIA membership committee, the final evaluation and recommendation is presented to the Council of Presidents at its annual meeting the following April. • If accepted, membership begins August 1; however a one-year waiting period is required before new members are eligible for championship selection.

Costs during the NAIA Application and Membership Process • One-time application fee of $7500. • After becoming an active NAIA member, the institution must pay active institutional membership dues ($6900 for 2014-15) and conference dues when applicable. • The NAIA also requires participation in its catastrophic injury insurance program; premiums range from $2400 to $13,300 depending on the number of sports sponsored. • The NAIA also has statistical software fees, which range from $50 to $500 per sport. NCAA Division II Model Athletics Program

In addition to having an understanding of the requirements for NCAA Division II membership, it is important that institutions considering applying for membership have an understanding of the standards identified for a Model Athletics Program by the Division II Athletic Directors Association (D II ADA).

In 2002 the DII ADA identified a need to define a model athletics department at the Division II level and developed guiding principles to assist Division II administrators as they strategically plan for program enhancements. The Guiding Principles document was revised in 2008 and again in 2013. The latest version, entitled “Division II Model Athletics Department Document” was endorsed by the NCAA Division II Management Council and Presidents Council during their summer 2013 meetings. The document outlines the guiding principles by which an ideal athletics department at the Division II level should be built. In the past, the Division II Membership Committee has used principles in the document to evaluate prospective members. The document divides the guiding principles according to the five strategic goals for Division II. However, the order in which the guiding principles appear is not meant to prioritize one principle over the other.

Academics and Life Skills

Provide Division II student-athletes a path to graduation while cultivating skills and knowledge for life ahead; learning in high-level athletics competition; and developing societal attitudes through service to community.

Academic Success-A model Division II athletics program shall be committed to the academic success of its student-athletes, measured in part by the total number of student-athletes who earn degrees within six years of initial collegiate enrollment and the fact that student-athletes graduate at least at the same rate as the institution’s student body.

Life Skills-A model Division II athletics program shall be committed to the total development of a student-athlete’s life skills, as evidenced by implementing a Life Skills or similar program. Life skills programming should effectively engage the community in preparing student-athletes for successes both concurrent with their athletics careers and after their collegiate experiences. A model Division II athletics program will assist student-athletes in developing, identifying and applying transferable skills such as citizenship and leadership in their careers and in their community.

Health and Safety- A model Division II athletics program shall protect the health of and provide a safe environment for each of its student-athletes. Practices should adhere to federal, state, and local regulations; NCAA bylaws and sport playing rules; and the NCAA Sports Medicine Hand- book. A model athletics program shall have a designated team physician(s) providing input for athletics healthcare policies and directing athletics trainers. Athletics healthcare providers (e.g. athletic trainers, team physicians) shall be empowered to have the unchallengeable authority to determine management and return-to-play of any ill or injured student-athletes. Health care providers for the student-athlete shall be appointed by and shall report to administrators independent from coaches (e.g., health center, campus hospital, student affairs). A model athletics program shall oversee the development and implementation of a policies and procedures document including, but not limited to healthcare providers’ job descriptions, emergency action plans, student-athlete medical examinations and clearance to participate (sickle cell trait), and student- athlete medical care and return to play (concussion management).

Student-Athlete Well-Being-A model Division II athletics program shall protect student-athlete well-being. The athletics program shall ensure that adequate support services are available for its student-athletes. These support services could include, but should not be limited to, academic tutoring, counseling for academic and personal problems, counseling regarding gambling, well- ness programs, and alcohol and drug awareness. A model Division II athletics program should regularly interact and work with other departments on campus (e.g., student affairs) to assist in ensuring student-athlete well-being and an adequate provision of support services. Finally, a model athletics program should have written policies and procedures to assess the well-being of student-athletes.

Athletics Operations and Compliance

Commit to institutional control by establishing a system for operations and compliance that is engaged and functioning.

Integration and Institutional Control-A model Division II athletics program is integral to the educational mission of the institution, is fully integrated as an athletics department in the institution’s budget and management operations, and is committed to the principle of institutional control. A model Division II athletics program should be an extension of the educational mission of the institution and higher education. A model athletics program is committed to ensuring that student-athletes learn in the classroom, on the field of play and CSU Channel Islands Models This document contains proprietary, confidential, information. No part of this document may be reproduced or disclosed to a third party without the prior written consent of Strategic Edge, LLC Page 52 of 57

through the overall experience of being a college student. Finally, a model program should have written statements of authority, organizational charts and standard operating procedures for hiring, budget, policies, and compliance.

Chancellor or President Oversight- In a model Division II athletics program, the institution’s chancellor or president shall have the ultimate responsibility and final authority for the conduct of the intercollegiate athletics program. The institution’s chancellor or president shall set forth a vision for the institution’s intercollegiate athletics program; ensure that adequate resources exist for the athletics department to carry out this vision; ensure athletics is an extension of the educational mission of the institution; ensure the activation of the Division II Strategic Positioning Platform at the institution and in the community; emphasize the importance of the institution’s compliance system and the roles of various departments (e.g., financial aid office, registrar) in this system; prioritize self-reporting of compliance violations; and emphasize commitment to diversity and inclusion, including compliance with Title IX.

Strategic Plan for Intercollegiate Athletics.-A model Division II athletics program features a strategic vision for an integrated athletics model that specifies the goals and objectives for the intercollegiate athletics experience and identifies how athletics enhances the mission of the campus. A model Division II athletics department shall engage in long range planning and develop a long-range strategic plan that supports initiatives consistent with the Division II Strategic Positioning Platform and Strategic Plan.

Director of Athletics-A model Division II athletics program shall feature a full-time administrator who takes responsibility for the academic and athletics success of the athletics department. As the manager for the department, the director of athletics shall implement the institution’s vision for intercollegiate athletics consistent with the institution’s educational mission and philosophy. The director of athletics is also responsible for creating an environment that prioritizes sportsmanship and civility, student-athlete well-being, and establishing departmental goals that are aligned with the Strategic Positioning Platform, including the role athletics can play in strengthening the bond between the institution and community. The director of athletics should serve as a primary athletics administrator and should not have other major responsibilities (e.g., should not also serve as a compliance officer; should not also serve as a coach). With the adoption of the Strategic Positioning Platform and implementation of the six key attributes, the importance of having sufficient athletics department staff to promote the platform through its new community-engagement initiative is further demonstrated. The director of athletics should be a leader in planning and implementing the strategic plan for intercollegiate athletics, which should be consistent with the strategic plans for the institution and Division II.

Faculty Athletics Representative (FAR) Involvement-A model Division II member institution shall include the active involvement of the FAR as the key institutional liaison to the athletics department. The FAR should be supported and funded by the institution to perform these functions. The FAR should have a well-defined and written position description to clarify roles and responsibilities. The involvement of the FAR should include a focus on student-athlete well- being, academic integrity, and institutional control. The FAR should also serve as a key contact for CSU Channel Islands Models This document contains proprietary, confidential, information. No part of this document may be reproduced or disclosed to a third party without the prior written consent of Strategic Edge, LLC Page 53 of 57

student-athletes, as well as being an independent source of counsel, assistance and information. See the Division II Model Faculty Athletics Representative Document for detailed information related to the role of the FAR, including the range of expected responsibilities of the FAR and the processes involved in performing the various aspects of the role.

Senior Woman Administrator (SWA) - An institutional SWA is a designation given to the highest- ranking female involved with the management of an institution’s intercollegiate athletics program. The SWA is not the senior “women’s” administrator, nor is the role intended to be restricted to the individual supervising women’s sports. A model Division II athletics program shall include active involvement of the SWA or fifth representative to the governance structure in decision making regarding key issues; be involved in the general operations of the athletics department; and shall be a member of the director of athletics’ senior management team. The SWA or fifth representative to the governance structure should be a senior level administrator and she should have the title of assistant or associate athletics director.

Coach’s Role- A model Division II athletics program shall feature an environment where head coaches understand their responsibility in establishing a culture of compliance with conference and NCAA rules within the program. A model athletics program features coaches who have a clear understanding of the institution’s emergency medical plans and are certified in first aid, cardiopulmonary resuscitation (CPR) and automatic external defibrillator (AED) use. A model athletics program also features coaches who are committed and sensitive to the well-being of student-athletes.

Student-Athlete Advisory Committee (SAAC) Involvement.-A model Division II athletics program shall feature an active institutional SAAC that represents the concerns and ideas of the institution’s student-athletes in all sports and is committed to the overall well-being of the student- athlete. The institution should designate an athletics department administrator to serve as a liaison to the SAAC and have at least one student-athlete representative on the conference SAAC.

Athletic Trainers-A model Division II athletics program shall feature an adequate number of certified athletic trainers who are able to provide for the safety and well-being of the student- athletes across sports based on the National Athletics Trainers Association (NATA) guidelines and the Appropriate Medical Coverage of Intercollegiate Athletics (AMCIA) document.

Compliance-A model Division II athletics program shall feature a full-time compliance coordinator whose primary responsibilities are the oversight of the institution’s compliance system, the coordination of the institution’s rules education and the monitoring of rules compliance. The compliance officer should not be a coach and should not be the director of athletics. The compliance officer should also work in conjunction with other departments on campus and the institution’s Title IX officer to ensure compliance with Title IX, specifically in the areas of participation, scholarships, and treatment of existing athletes and programs. The athletics department should use an electronic or Web-based system for compliance monitoring. The department should also commit to a regular external assessment (e.g., compliance review by CSU Channel Islands Models This document contains proprietary, confidential, information. No part of this document may be reproduced or disclosed to a third party without the prior written consent of Strategic Edge, LLC Page 54 of 57

the NCAA, conference) to evaluate the strengths and weaknesses of the institution’s compliance systems.

Strategic Communications.-A model Division II athletics program shall feature a person responsible for promoting the institution’s athletics department, and for building key relationships with the media and the community. The athletics program should include marketing strategies for the Division II Strategic Positioning Platform and the six key attributes of the platform. All institutional constituencies should share the task of implementing these strategies. See the Division II Model Strategic Communications Document for detailed information on how to develop strategic and purposeful communications, including best practices and suggestions to evaluate the effectiveness of the institution’s investments in communications and what opportunities exist for the athletics department to deliver maximum returns for the institution’s mission.

Campus Relations-A model Division II athletics program features a communication strategy to keep other key departments and positions (student affairs, registrar, financial aid director, development, communications) on campus up to date regarding athletics department issues. Through communication and collaboration, a model athletics program will reach outward to communities, as well as inward to other campus units.

Fundraising-A model Division II athletics program provides for an individual whose primary assignment is athletics fundraising and development. If that individual is the director of athletics, an additional assistant athletics director would be necessary for the day-to-day operations of the department. If the function is handled outside the athletics department, the institution’s development office should provide for an individual whose primary responsibility is athletics fundraising and development.

Continuing Education and Professional Development-A model Division II athletics program shall be committed to sending its key personnel to educational events (e.g., NACWAA National Convention, NCAA Regional Rules Seminars) and to the annual NCAA Convention to enhance the success of the institution and to further the professional development of the coaches and administrators in the athletics department. In addition, the athletics department should look for regional and national workshops or seminars to send student-athletes to enhance their leadership skills. Finally, the institution shall be committed to providing professional development opportunities for the FAR (e.g., attendance at the Faculty Athletics Representative Association Annual Meeting and Symposium, FAR Fellows Institute, NCAA Convention).

Assessment-A model Division II athletics program shall feature a tool that is used as a written assessment each year to measure the student-athletes’ experience. In addition, the athletics department should feature annual written evaluations by managers (e.g., director of athletics, SWA) regarding the performance of coaches and administrators.

Game Day and Conference and National Championships

Provide fair and equitable competition and a quality, positive and rewarding game day and conference and national championship experiences.

Community Engagement-A model Division II athletics program shall be committed to the Division II Community Engagement Initiative for developing student-athletes and communities by actively engaging shared experiences. The institution shall demonstrate with specific examples a commitment to engaging the community by the institution and department of athletics, including coaches and student-athletes. The institution shall have a procedure for documenting community engagement activities.

Game Environment-A model Division II athletics program shall emphasize that a “family friendly” environment should exist at all athletics department events and shall promote and support a positive game environment that will encourage all student-athletes, coaches and fans to respect each other, practice civility, encourage teamwork and understand citizenship responsibilities during the conduct of intercollegiate practice and competitions. An athletics department should develop a policy on sportsmanship and fan behavior for home events. The Student-Athlete Advisory Committee could provide leadership with the development of such a policy. The athletics department should also increase awareness and commitment to sportsmanship by engaging in the RESPECT campaign.

Facilities-A model Division II athletics program shall demonstrate that it has adequate facilities to operate a Division II intercollegiate athletics program. Such facilities should provide a safe environment for student-athletes to practice and compete. In addition, a model program shall comply with the minimum requirements to host an NCAA Regional Championship.

Membership and Positioning Initiatives

Utilize the uniqueness of the Division II model to establish Division II as a membership destination and to ensure long-lasting stability.

Institutional Self-Study Guide-A model Division II athletics program shall conduct a comprehensive self-study and evaluation of its intercollegiate athletics program at least once every five years, using the ISSG. Note that the five-year cycle should be accelerated when there are personnel or administrative changes on campus.

Finances and Sports Sponsorship-A model Division II athletics program shall be administered with prudent management and fiscal practices to ensure financial stability. Sufficient operating and travel budgets should be maintained to allow for the effective operation of the athletics department. The current average for a Division II athletics department budget is posted online in the NCAA Division II Membership Report. A model Division II athletics program should also feature participation opportunities that are consistent with the institution’s mission and the interests of the institution’s student-athletes. The minimum sports-sponsorship and financial aid requirements are legislated in the NCAA Division II Manual. The athletics department shall ensure CSU Channel Islands Models This document contains proprietary, confidential, information. No part of this document may be reproduced or disclosed to a third party without the prior written consent of Strategic Edge, LLC Page 56 of 57

a commitment to Title IX through participation opportunities aligning with the institution’s undergraduate enrollment. A model program shall also ensure a financial commitment to achieving gender equity.

Life in the Balance-A model Division II athletics program shall provide growth opportunities through academic achievement, learning in high-level athletic competition and development of positive societal attitudes in service to community. The balance and integration of these different areas of learning opportunity provide Division II student-athletes a path to graduation while cultivating a variety of skills and knowledge for life ahead.

Conference Membership-A model Division II athletics program shall strive to be a full active member of a Division II conference and work with the conference office and other members of the conference to run successful athletics programs in the conference, region and division. Conference membership increases the likelihood of operating a successful, competitive program in Division II. In addition, conference membership could increase championships participation opportunities for student-athletes. See the Division II Model Conference Office Document for detailed information on the various roles and responsibilities for commissioners and conference office staff, as well as guiding principles for a model conference office.

Diversity and Inclusion

Promote diversity and foster an environment of inclusion.

Diversity-A model Division II athletics program shall be committed to the principle of diversity. A model program shall promote an atmosphere of respect for and sensitivity to the dignity of every person in all areas of potential discrimination (e.g., race, gender, ethnicity, religious affiliation, national origin, sexual orientation, transgender student-athletes, disabilities, international student-athletes). A model Division II athletics program shall have a diversity plan for athletics.

Inclusion-A model Division II athletics program shall be committed to the principle of inclusion. A model program shall value the opinions of all, initiate a leadership role on campus in this area and, through diverse hiring pools, strive for diversity in the institution’s administrative and coaching positions. The athletics department shall focus on the needs of every individual and ensure that the right conditions are in place for each person to achieve his or her full potential. A model Division II athletics program shall have an inclusion plan for athletics.

Gender Equity- In a model Division II athletics program, both the men's and women's sports programs would accept as fair and equitable the overall program of the other gender. A model Division II athletics program shall have a gender-equity plan for athletics.

Title IX- No person in the United States shall, on the basis of sex, be excluded from participation in, be denied the benefits of, or be subjected to discrimination under any education program or activity receiving federal financial assistance. A model Division II institution shall have a Title IX committee and a Title IX officer to ensure compliance with Title IX.