NACDA Consulting Report

TABLE OF CONTENTS

EXECUTIVE SUMMARY ...... 3

BACKGROUND INFORMATION ...... 8

CONFERENCE BACKGROUND ...... 14 Conference Overviews ...... 14 Institutional Statistics ...... 26 Travel ...... 30 Sports Participation ...... 35 Competitiveness ...... 47

DIVISION I ANALYSIS ...... 51 Why Go Division I ...... 51 Divisional Philosophies ...... 53 Division I/Division II Statistics ...... 60 Proposed NCAA-DI Rules ...... 61 Empirical Effects of Division I ...... 68 Case Studies & Impact ...... 70 Academic Progress Rate ...... 77

DIVISION I TRANSITION ...... 78 Total Athletic Budget ...... 78 Operating Budget – Current ...... 79 Operating Budget – Division I ...... 83 Scholarships & Equivalencies – Current ...... 85 DI Sport-by-Sport Equivalency & Costs ...... 87 Division I – Administrative Staffing ...... 95 Pro Forma Budget & Timeline ...... 98 Operations ...... 100

GENDER EQUITY/TITLE IX ...... 104

SOURCES OF REVENUE...... 108 Overview ...... 108 Student Fees ...... 110 Institutional Support ...... 113 NCAA/Conference Revenue ...... 117 Corporate Sponsorship ...... 119

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This document contains proprietary and confidential information. No part of this document may be reproduced or disclosed to a third party without written consent from NACDA Consulting. NACDA Consulting Report

Development ...... 121 Ticket Sales ...... 123

SUPPORT SYSTEM ANALYSIS ...... 127

QUALITATIVE INTERVIEWS/FOCUS GROUPS ...... 131

APPENDIX: 2009-2010 DI MANUAL REFERENCE SECTIONS ...... 135 20.3 Provisional Membership ...... 135 17.24 Track & Field, Indoor/Outdoor ...... 140 15.5 Maximum Institutional Grant-In-Aid Limitations By Sport ...... 145 Facilities ...... 153 Acknowledgements ...... 157

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EXECUTIVE SUMMARY

Northern Kentucky University (NKU) engaged NACDA Consulting to conduct a feasibility study with regard to its athletic program. NKU, which is currently a member of the Great Lakes Valley Conference, has 13 sports at the NCAA Division II level. NACDA Consulting was tasked with the following deliverables:

 Divisional Analysis – Division I and Division II  Conference Affiliation and Benchmarking – Division I  Starting New Women’s Sport to Accommodate a Move to Division I

The institution, which is less than 10 miles from Cincinnati, a top-30 media market, has witnessed rapid growth in the past 30 years. NKU is the commonwealth’s only regional university located in a major metropolitan area. The current enrollment is 15,062 and the institution has set a goal to reach 22,520 by 2020. The institution’s mission to ―support multi-dimensional excellence across the full breadth of its work‖ and embraces its role as a ―regional steward‖ and continually seek to make contributions that increases the vitality of the region and commonwealth.

In alignment with the philosophy of Division II, the athletics mission is to provide student-athletes the opportunity to continue their athletics careers as part of their overall collegiate experience and a desire to service the region and commonwealth. However, several of NKU’s enduring goals fit well with Division I, including a desire to be a ―premiere athletic program‖ and a focus on ―expanding fundraising.‖

It is important to note the congruence of the institution’s and athletics’ mission with the philosophy of Division I and that athletics is seen as an important component within the fabric of the institution. From an institutional standpoint, NKU compares favorably to Division I both academically and with regard to enrollment and growth projections. The average Division I institution has 10,790 students compared to 3,701 at Division II and, as referenced, NKU currently has 15,062 students.

In order to determine NKU’s readiness and fit for Division I, the first step is to assess NKU’s current athletic program. With an operating budget of $4.23 million, NKU is in the top-18% percentile within Division II, for programs without football. The athletics program has a strong history of success within the GLVC and has won 5-of-the-past-7 Commissioner’s Cups and 6-of-the-past-10 All-Sports Trophies. The opening of the 9,400-seat Bank of Kentucky Center (BOK) in 2008 and the construction of the new soccer facility, provides NKU with some of the finest athletics facilities at both Division II and Division I. With its distinction athletically as one of the top Division II programs with a competitive budget and outstanding facilities, in alignment with the growth and location of the institution, NKU boasts several factors that enhances its ability to transition and succeed at the Division I level.

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Currently, there is a moratorium in place until August 2011 for institutions to reclassify to Division I. The Division I Membership Committee has met over the past 12 months and issued a memorandum of Division I Membership Requirements once the moratorium is lifted. The entire text of the memorandum is provided within the report, but the three key requirements are:

1. One-time $900,000 to $1.3 million application fee 2. Secured membership invitation from a Division I conference 3. Minimum financial aid/equivalency requirements, which could be moved from 50% minimum to 75% minimum

NACDA Consulting provided benchmarking analysis of four mid-major conferences to determine NKU’s fit as a conference member. The four conferences were the Horizon League, Summit League, Ohio Valley Conference and Atlantic Sun Conference. After an analysis of budgets, conference profiles, travel distances and institutional fit, it was determined that the Horizon League would be the best fit for NKU, if it were to pursue Division I membership. NKU’s enrollment, undergraduate profile, geographic proximity, tuition and location were in alignment with the Horizon League institutions. In order to secure membership, the Horizon League would conduct an institutional assessment with criteria noted in the Conference section and if offered membership, NKU would be required to pay an annual fee of $65,000 for five years.

An examination of individual metrics illustrates that NKU would need to add scholarships, staffing, and operating budgets to be competitive at the Division I level and specifically in the Horizon League. NKU currently has 69.20 scholarships for its 13 sports, with 34.67 men’s scholarships and 38.47 women’s scholarships. It is recommended that NKU add 10.53 men’s scholarships and 27.53 women’s scholarships as a Division I institution. Also, NKU will need to add a 14th sport to meet Division I sports requirements, and it is recommended to add women’s track & field. The additional scholarships for adding one of those sports is 10.50.

Since the focus of recruiting at Division I is national in scope, NACDA Consulting projected a shift from in-state scholarships to out-of-state scholarships. NKU’s current scholarship costs are approximately $1.4 million, with the increased scholarships to current sports, adding a women’s sport and 5th year scholarships and focusing on out-of-state recruitment, scholarship expenditures would increase to $2.6 million (2012-13), an increase of more than $1.2 million from the current scholarship budget.

Operating budgets, which is exclusive of coaching salaries and scholarships, would increase dramatically as a Division I program. The current operating budget for the 13 sports is approximately $375,000. In order to meet the benchmarking average of the Horizon League and the addition of the new women’s sports, NKU’s operating

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budget for 14 sports would be approximately $911,000 an increase of $535,000 from the current budget.

Staff sizes would increase at both the administrative and coaching levels. Departments which would see significant increases include external relations and compliance/academics. On the coaching side, nearly every program would witness an increase in the number of assistant coaches. Overall, it is recommended that the department add 17 administrative positions – six full-time positions (ticketing, academics, etc.) and 11 graduate assistants (compliance, sports information, athletic training, etc.) at a cost of $635,500. On the coaching side, NACDA Consulting recommends adding 8.5 new coaching positions, including the new sport, for a cost increase of more than $379,900 from the current budget.

NACDA Consulting also assessed the ability for NKU to generate an additional $3.5 to $3.8 million annually to support a move to Division I. Potential sources of revenue include institutional support ($1.4 million), student fee revenue ($1.6-1.9 million), external revenue ($300,000) and NCAA revenue ($200,000). At the Division II level, the development of external revenue streams is not a priority, as the philosophy of Division II is to have athletic funding provided by the institution; however at Division I, NKU will need to develop and execute an external revenue strategy.

NKU’s current institutional support of $3.3 million, based on EADA reporting, is 7% below the benchmark average and $1.3 million below the Horizon League. Best practices that were recommended to supplement the current support including reducing the current BOK costs of operation ($400k), providing out-of-state scholarship waivers ($700k) and developing a program of shared positions within other institutional departments ($310k). The cost savings for athletics of implementing those three programs would equate to $1.4 million.

The current student fee revenue of $929,196 is more than 60% percent below the Division I benchmarking average and is a revenue stream that NKU would need to increase to be competitive at Division I. Recommendations include asking the students to vote on an athletic student fee referendum that would increase athletics fees to support a move to Division I. The current fees are $30 per semester and NACDA Consulting provided projections for increasing fees to $60, $75, $90 and $105 per semester. The $105 calculation was used to illustrate what NKU would need to increase student fees to be at the Division I benchmarking average. The lowest student fee increase ($60) would provide nearly $2 million in revenue by 2014-15, an increase of more than $1 million from the current revenue.

The second recommendation was a one-time athletic and recreation assessment for all incoming students. The need to improve student recreation was referenced by multiple stakeholders. The one-time fee would provide support for athletics and

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improve student recreation programming. Projections were calculated for a one- time assessment at $50, $100, $200, $300 and $500 per semester.

As a Division I institution, NKU would be eligible to receive revenue from the NCAA for academic enhancement, conference grants, grant-in aid and sport sponsorship. Initial revenue projections illustrate that NKU could receive approximately $188,000 as a Division I member after three years, with that number increasing by $200,000 to $250,000 after four years when it becomes eligible for the NCAA men’s basketball revenue. The ability to play guarantee men’s basketball games as a Division I program could potentially provide $50,000 annually in athletics revenue.

The final revenue component is perhaps the most important, successfully developing and implementing an external revenue strategy for corporate sponsorships, fundraising and ticket sales. NKU is well below the Division I average in all three revenue streams and the current contractual relationship with SMG hinders or eliminates corporate sponsorship and suite sales opportunities. NACDA Consulting’s first recommendation would be to consolidate corporate and suite sales efforts with athletics and SMG. This will eliminate the cannibalization of sponsors and create a collaborative and cooperative sales relationship, which will be mutually beneficial to both parties. Projections and benchmarking comparisons show that NKU should be able to increase corporate revenue from $108,000 to $300,000 annually, an increase of nearly $200,000.

The Norse Athletic Club (NAC) serves as the fundraising arm for the athletic department with current revenue of $250,000 annually, which is 53% below the Division I benchmarking average. NACDA Consulting recommends creating a full- time dedicated fundraising position, expand NAC benefits and programming, develop commission or revenue split program for luxury suite sales with SMG and create a Division I or Excellence campaign to jump-start the move to Division I. NACDA Consulting projects that NKU should eventually be able to increase annual fundraising to $500,000 annually.

Ticket sales have been a source of concern for NKU athletics. The men’s program averages 1,329 fans per game in a new 9,400 seat arena and has less than 600 season ticket holders. Ticket revenue in 2008-09, excluding the Louisville exhibition, was $122,000. Conversely, the average ticket revenue in the Horizon League is $450,000. The move to Division I and potentially the Horizon League will automatically create increased ticket sales, but NKU needs to take additional measures such as adding a full-time ticket sales manager and graduate assistant to manage season tickets and group sales, with a goal to increase annual ticket sales to $350,000.

Overall, the institution and athletics are positioned to make a successful move to Division I, granted that it can gain membership in a conference preferably the

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Horizon League. Cost projections show that NKU would need to add approximately $3.5 to $3.8 million to its annual budget, with the revenue projections and recommendations illustrating that NKU should have the resources to increase revenue to cover the additional Division I expenditures. NKU will be able to compete at the highest level of competition in collegiate athletics, with the proper structure and funding. NKU can become a successful Division I program and garner increased exposure and recognition both locally, regionally and nationally.

Executive Summary Recap

 Division I moratorium in place until August 2011  Institution from size, academics and location is a good fit for Division I  Athletics boasts Division I facilities with the BOK and new soccer facility  One-time $900,000 to $1.3 million NCAA application fee  Preferred conference destination would be the Horizon League  Institution would need to add women’s track & field as a 14th sport to meet Division I minimum sport requirements  Institution would need to increase scholarships from 69.20 to 120.73 equivalencies as a Division I program and develop a fifth year/summer school scholarship program ($1.2 million increase)  Operating budgets for the 14 sports would increase by more than $535,000  Athletics would increase staffing at both the administrative and coaching levels ($1.01 million increase)  Overall athletics would need to add approximately $3.5 to $3.8 million to it current athletic budget to be competitive at Division I  To support the move, the institution would need to explore student fee programs, which is currently more than 60% below the average Division I student fee revenue  Athletics would need to increase revenue in sponsorships, fundraising and ticket sales  Institution would need to explore modification of SMG contract to expand external revenue opportunities for athletics

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BACKGROUND INFORMATION

City of Highland Heights Located in Campbell County in northern Kentucky, Highland Heights has a population of 6,554. The median income per household for Highland Heights residents is approximately $40,784, with 8.9% of citizens living below the poverty line. Nearly 81% of Highland Heights residents are high school graduates, and 22.6% have a bachelor’s degree or higher. The leading industries in Highland Heights are educational services, retail trade, finance, insurance, and real estate.

Roughly 26% of the population is under the age of 18, with the median age of Highland Heights at 33.9 years. Families account for 56.7% of the households in Highland Heights, with the average family size at 2.16. Forty-three percent of Highland Heights families are composed of married couples. There are approximately 2,688 total households in Highland Heights. The racial makeup of the city is 95.5% - White, 2.1 % - African American, 1.2% - Asian, and 1.2% - Other.

Founded in 1795, the County of Campbell was named after a Revolutionary soldier called Colonel James Campbell. The establishment of the University in 1972 greatly increased development in Highland Heights. Highland Heights is only seven miles south of Cincinnati. Highland Heights, despite it smaller size, still has a variety of attractions. Four of the more popular attractions in northern Kentucky include Asbury Chapel, Museum of Anthropology, Newport Aquarium and Devou Park. Northern Kentucky athletics is the main sports attraction in Highland Heights.

Cincinnati Cincinnati has a population of approximately 333,336 people, making it the third largest city in Ohio. The median income per household for Cincinnati residents is approximately $33,524, with 25.7% of citizens living below the poverty line. Nearly 82% of Cincinnati residents are high school graduates, and 28.9% have a bachelor’s degree or higher. The leading industries in Cincinnati are educational services, health care, and social assistance.

Roughly 40% of the population is under the age of 25, with the median age of Cincinnati at 35.7 years. Families account for 46.6% of the households in Cincinnati, with the average family size at 3.28. There are approximately 163,575 total households in Cincinnati. The racial makeup of the city is 51% - White, 44.4 % - African American, 1.4% - Asian, and 3.2% - Other.

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Cincinnati is the 33rd largest media market in the United States, falling just behind Kansas City and Salt Lake City. The city boasts a MLB team in the Reds and an NFL team in the Bengals, as well as a minor league hockey team. Xavier University and the University of Cincinnati are the major competitive collegiate programs in the city.

Northern Kentucky University The origins of NKU began in 1943 when the University of Kentucky opened an extension campus in Covington, Kentucky. In 1968, the extension campus became its own college, founded as Northern Kentucky State College. Three years later, in 1971, NKSC merged with the Salmon P. Chase College of Law, and moved to Highland Heights in 1972. NKSC expanded and was renamed Northern Kentucky University in 1976.

Sprawled over 400 acres, NKU has recently built several impressive facilities. In 2008, the University opened a brand new $37 million, 144,000-square-foot student union, as well as the $69 million Bank of Kentucky Center, a 9,400-seat arena for basketball games and other events. The student union offers a food court, game room, and offices for student life programs. NKU is also the first educational institute in the world to have a laser-projection planetarium. The University is currently constructing a $35 million building for the College of Informatics (Griffin Hall), as well as pursuing new buildings for a Health Innovations Center and the College of Business. Currently, NKU can house 1,836 students on campus with a goal to provide housing to 20% of the full-time student population. NKU has an institutional budget of $210 million with $54 million from the State of Kentucky, $100 million from tuition/fees and $56 million derived from auxiliary/ancillary revenue sources. State funding is a concern with NKU receiving approximately $17 million less from the state than peer institutions.

Home to students from 43 states and 56 foreign countries, NKU offers more than 70 degrees in nursing, education, criminal justice, business administration, and psychology. The University employs 552 full-time faculty, with all classes being taught by part-time or full-time faculty, none by graduate assistants. The average class size is 24 students and the student-to-faculty ratio is 17:1. More than 248 students participated in the University’s study-abroad programs during the 2007-08 academic year. There are five sororities and five fraternities on-campus and 13% of the student population is a member of the greek system.

Of the NKU population, 42% of students are male and 58% are female. In terms of diversity, 13% of NKU students are a minority and 1% are international students. Overall, 71% of NKU students are Kentucky residents and 29% of students are non-Kentucky residents. Approximately 73% of the undergraduate student body is 24 years old and younger. Approximately 80% of the student body works 20+ hours per week and 40% are first generation students. According to the National

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Center for Education Statistics (NCES), the freshman retention rate is at 67% and the six-year graduation rate is at 36%. NKU has over 200 student organizations on campus. Approximately 92% of the University’s 40,000 alumni respondents said they would recommend NKU to family and friends.

University Mission Statement The mission of Northern Kentucky University is to educate students to succeed in their chosen life roles; be informed, contributing members of their communities - regionally, nationally and internationally; and pursue satisfying and fulfilling lives. The university will offer a comprehensive array of baccalaureate and master's programs as well as law and other selected doctoral programs that meet regional needs.

The university supports multi-dimensional excellence across the full breadth of its work: teaching and learning, research and creative activity, and outreach and public engagement. Northern Kentucky University fosters a community that values openness, inclusion and respect. The university is committed to intellectual and creative freedom and to the open expression of ideas in ways that support scholarship and advance the learning process. The university embraces its regional stewardship role as reflected in its significant contribution to the intellectual, social, economic, cultural and civic vitality of the region and the commonwealth.

Northern Kentucky University achieves its mission through outstanding faculty, state-of-the-art programs and community partnerships. The university prides itself on its learner focus, entrepreneurial spirit, global perspective, innovative programs, small classes, technology-enhanced academic programs, co-curricular learning opportunities, and emphasis on active learning, including student research, internships, co-op programs and service learning.

Northern Kentucky University is the commonwealth's only regional university located in a major metropolitan area. The university values its role as an integral part of the metropolitan region and recognizes the region as a powerful source of knowledge and experience that can strengthen, enhance and enrich every aspect of the university. Regional stewardship informs every dimension of the university's mission.

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NKU Athletic Department Throughout its history, NKU has enjoyed tremendous athletic success while competing in NCAA Division II Athletics. NKU is affiliated with the Great Lakes Valley Conference and has won 5-of-the-last-7 Commissioner’s Cups and 6-of-10 All-Sports trophies. Gold, white and black are the school's colors, and the teams are referred to by their nickname, the Norse.

NKU competes in 13 sports, 6 men’s and 7 women’s.

Men Women Baseball Basketball Basketball Cross Country Cross Country Golf Golf Soccer Soccer Softball Tennis Tennis Volleyball

Intercollegiate Athletics Mission Statement The primary mission of the Northern Kentucky University’s intercollegiate athletics program is to provide a natural extension of secondary school programs, offering skilled student-athletes the opportunity to continue their educational and athletic experiences beyond high school. The program will function at a level and in a manner that project a positive image for the University in the community. Membership in the National Collegiate Athletic Association Division II and Great Lakes Valley Conference, and adherence to the governing philosophies and regulations of these bodies, provide a framework for implementing this mission statement.

Intercollegiate Athletics Philosophy Northern Kentucky University's intercollegiate athletic program is a natural extension of secondary school programs, offering skilled student-athletes the opportunity to continue their development beyond high school, just as the University provides such opportunities in other ancillary and extracurricular activities. Such opportunities are consistent with the University's principal mission of providing academic opportunities, and also with public expectations.

The University believes that athletics should be an educational experience rather than an economic venture and it will continue to develop policies and seek personnel to advance this philosophy. The overall educational experience of the individual athlete is our highest priority in the sense that the University will not allow other possible aims of the athletic program to subvert the benefits to student- athletes. Given that the athlete's academic career is our first concern, we nevertheless recognize the important contributions that athletic competition can

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make to the individual participants. These contributions should include the following:

The further development of athletic skills. In this sense intercollegiate athletics are an extension of physical education, recreational play, and interscholastic competition.

The personal growth, notably in the areas of confidence, a sense of personal worth, a healthy competitive spirit, social presence, cooperative behavior, discipline and responsibility. In this sense intercollegiate athletics share the values of all campus extracurricular activities.

The opportunity for close learning and personal relationships with a coach-teacher. In this sense athletics can be comparable to the best student-teacher relationships and are consistent with the teaching mission of the university.

For a few students, possible career preparation, most probably not as professional athletes but more likely as coaches or teachers, paid or volunteer. In this sense athletics are consistent with the University's mission of career preparation, an important consideration in a sports- conscious society.

The University's intercollegiate athletics program will provide an environment where student-athletes can benefit thus from participation. The program will provide competitive opportunities governed by principles of fair play and amateur competition and a concern for the physical well being of the participants. The program will function at a level and in a manner that project a positive image for the University in the community. Membership in Division II of the NCAA and the Great Lakes Valley Conference, and adherence to the governing philosophies and regulations of these bodies, provide a framework for implementing this philosophy of NKU's intercollegiate athletic program.

Intercollegiate Athletics Enduring Goals In its activities and programs, the NKU Intercollegiate Athletics program will strive: 1. To insure student-athletes have a positive academic and athletic experience that provides further development of athletic skills, personal mental and social growth, and in some instances, possible career preparation. The Athletics Department shall be constantly aware of the primacy of the academic over the athletic and shall do all it can to urge student-athletes to attain a meaningful education culminating in the attainment of their degree. 2. To become a premiere NCAA DII athletics program in all sports sponsored. The Athletics Department shall aim at observing and fulfilling the objectives

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and regulations of the Great Lakes Valley Conference (GLVC) and the National Collegiate Athletic Association (NCAA). The Athletics Department will aim to be consistently competitive within the GLVC and the NCAA Division II. 3. To be guided by the United States federal government’s Title IX of the Education Amendments of 1972 and the principles of gender equity that insures equal opportunity for all students and to provide equal opportunities in employment within the athletics staff. 4. To continue to strengthen the fundraising capabilities to improve the overall operation and insure the overall growth of the program. The Athletics Department is committed to improve the funding of all sports programs with resources from organized fund-raising activities of the Norse Athletics Club. 5. To provide the main athletic complexes in the northern Kentucky region for hosting Kentucky High School Athletic Association (KHSAA) regional, sectional, and state competitions. 6. To be cognizant that the intercollegiate athletics program endeavors are not ends in themselves, but are directed to the benefit of each student-athlete as a total person in particular and to the good of the University as a whole. 7. To project a positive image of the University within the northern Kentucky community and the surrounding region.

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CONFERENCE BACKGROUND

Conference Overviews

Horizon League History The Horizon League was founded on June 16, 1979, as the Midwestern City Conference with six charter members: Butler, Loyola, Evansville, Oklahoma City, Oral Roberts and Xavier. The League changed its name to the Midwestern Collegiate Conference in 1985 and added women's sports during the 1986-87 academic year. On June 4, 2001, the Horizon League unveiled its current name. In 2008-09, the Horizon League had a men’s basketball conference RPI rank of 11, and for the past five years an average ranking of 14.8.

Member Schools/Fees The ten current members of the Horizon League are Butler, Cleveland State, Detroit, Green Bay, Loyola, Milwaukee, UIC, Valparaiso, Wright State, and Youngstown State.

New members to the Horizon League would be required to pay an initiation fee of $65,000 for five years and there are currently discussions within the League to increase this amount. The League does not have annual dues and distributes approximately $75,000 per year to all eligible member-institutions.

Championship Sports The Horizon League offers 19 championships in 9 men’s and 10 women’s sports:

Men’s Women’s Baseball Basketball Basketball Cross Country Cross Country Golf Golf Soccer Soccer Softball Swimming & Diving Swimming & Diving Tennis Tennis Indoor Track & Field Indoor Track & Field Outdoor Track & Field Outdoor Track & Field Volleyball

Athletic Success In the past few years, the Horizon League has enjoyed unprecedented success on the national stage, highlighted by Butler’s tremendous run to the 2010 national championship game in men’s basketball. Horizon League teams have also had four

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Sweet Sixteen appearances (Butler 2003, 2007, 2010; Milwaukee 2005) and 13 wins in the NCAA Men's Basketball Championship in the past six seasons. In other sports, League teams have won at least one game in their respective NCAA Championships each of the last six seasons in men's soccer (Milwaukee 2002-05, UIC 2006-07), with UIC just one win away from the College Cup in 2007. In softball, League teams won a game in the national tournament four straight years earlier in the decade (UIC 2002, 2004; Wright State 2003; Green Bay 2005) while advancing into the second round in women's soccer three of the last four seasons (Detroit 2004, Milwaukee 2005-06). The Green Bay women's basketball team added to that resume with a victory in the 2007 NCAA Women's Basketball Championship. Butler's Victoria Mitchell became the League's first NCAA individual champion when she won the 3,000-meter steeplechase at the 2005 NCAA Outdoor Track and Field Championships and then finished fourth at the 2005 NCAA Cross Country Championships.

In addition, The Horizon League annually awards the McCafferty Trophy in recognition of its all-sports champion in honor of its first commissioner, James J. McCafferty. As an indication of the League's competitive balance, eight of the ten schools won at least one team championship last year.

Academic Success More than 500 Horizon League student-athletes have been named to the Academic Honor Roll each of the past seven semesters for carrying a grade point average of 3.2 or better, including more than 600 for the Fall 2007 and Spring 2008 semesters. Forty-eight student-athletes were named to ESPN The Magazine/CoSIDA Academic All-District teams in 2007-08, while 14 earned Academic All-America honors, including a pair of first-team selections.

Sportsmanship The Horizon League emphasizes fostering collegial environments for competition among student-athletes, coaches, administrators and fans in a pro-active approach. The League has established the Ethical Conduct Pledge, which is signed each season by student-athletes, coaches, officials, and campus and League administrators. Its purpose is to make all involved groups aware of the Horizon League expectations of behavior during conference events.

Community Service Each January, Horizon League institutions partner with local elementary schools for an art, music and essay contest highlighting the life of Dr. Martin Luther King, Jr. with winners recognized at League games on the weekend of MLK Day. The Horizon League Student-Athlete Advisory Committee (SAAC) also has continued a tradition of working with youth in Indianapolis during its annual summer meeting. Horizon League schools and fans also donate to Komen for the Cure for breast cancer awareness during the annual women's basketball championship. On campus,

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student-athletes have raised money and awareness for such causes as breast cancer, diabetes, and hurricane relief, while hosting blood drives, neighborhood clean-ups, Big Brother/Big Sister programs and more.

Conference-Wide Agreements In January 2010, the Horizon League extended its agreement with ESPN through 2013 that includes selected regular-season men's basketball action (ESPN2) and the men's championship game (ESPN) and features increased exposures each year on ESPNU, plus inclusion in the annual O'Reilly ESPNU BracketBusters, one of college basketball's premier in-season events. Over the course of the agreement, ESPN will provide coverage of a minimum of 60 events across the ESPN family of networks. In addition, the Horizon League has partnered with CBS College Sports to provide the official web site at www.horizonleague.org, which offers the most comprehensive coverage of Horizon League teams on the net.

The Horizon League also has a proven video-streaming entity with the Horizon League Network (HLN), having produced more than 800 free, live events from 2005-2008. In addition to streaming live games, HLN includes highlights of all 19 League championships, weekly highlight videos during the men's and women's basketball season and other special programming covering Horizon League institutions, coaches and student-athletes.

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Horizon League Prospective Member Evaluation Outline The outline below details the six core areas and provides the framework and metrics for evaluating prospective membership within the Horizon League. NKU would utilize the evaluation as a guideline to determine priorities and key areas of focus.

I. Competitive Strength in Division I A. Sport-by-Sport Competitive Aspects 1. Format impact 2. Regular season scheduling impact 3. Travel 4. Does new member help overall league strength? 5. Possible rivalries

II. Operations of Prospective Member A. Budget 1. Expenses 2. Revenues B. Staffing 1. Administration 2. Support 3. Coaches C. Facilities D. Scholarship levels

III. Institutional Profile A. Public/Private B. Size C. Mission D. Location E. Type F. Community 1. Size 2. Market (DMA) G. Alumni Information H. Academic Information 1. Graduation Rates 2. SAT/ACT Scores I. Cost of Attendance J. Undergraduate/Graduate profile

IV. Athletic Department Profile A. Number of Horizon League Sports Sponsored

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B. Sport-by-Sport Competitiveness 1. RPI a. Men b. Women 2. Competition quality C. Media Coverage 1. Electronic 2. Print D. Post-season History E. Attendance for Men’s and Women’s Basketball 1. Men’s Basketball 2. Women’s Basketball F Staff Profile 1. CEO 2. Athletic Director 3. Men’s Basketball Coach 4. Women’s Basketball Coach 5. Other Coaches G. Integrity History 1. NCAA Infractions H. Division I Membership History I. Conference Membership History J. EADA Information K. NCAA Certification Information

V. Indications/Examples of Horizon League Platform Fit A. Service Involvement by Student-Athletes B. Student-Athlete Academic Achievement Profile C. Examples of Positive/Negative Student-Athlete Comportment

VI. Miscellaneous A. Evaluation of Legal Ramifications B. Understanding and Evaluation of New Member Issues 1. Timing 2. Exit Fees 3. Entry Fees

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Ohio Valley Conference History Entering its 60th year, the Ohio Valley Conference is the nation's eighth oldest NCAA Division I conference and was formed in 1948. The OVC has grown significantly from its beginning, while increasing the number of athletics opportunities it provides for student-athletes.

The OVC has a rich athletic history. In the 1950's, the OVC became a pioneer, when league member Morehead State became one of the first non-traditionally black southern institutions to accept a black student. In 1979, the nation’s top two I-AA football teams - Eastern Kentucky and Murray State - were from the OVC. Former member Western Kentucky became the first and only OVC team to reach the Men’s Basketball Final Four. In 1977, the OVC established women's championships in the sports of basketball, tennis and track, with cross country and volleyball added over the next four years.

The OVC recently passed an amendment to its constitution that a school does not have to play football to apply for conference membership. The conference has stated that it is examining institutions that will be ―the right fit and add stability to an ever changing collegiate athletics landscape.‖ In 2008-09, the OVC had a men’s basketball conference RPI rank of 28, and for the past five years an average ranking of 24.

Member Schools/Fees The current member-schools are Jacksonville State, Eastern Kentucky, Morehead State, Murray State, Austin Peay, Eastern Illinois, Southeast Missouri State, Southern Illinois–Edwardsville, Tennessee State, Tennessee Tech and Tennessee- Martin.

When SIUE joined the OVC in 2008 it paid an initiation fee of $60,000 and member- institutions pay an annual fee of $60,000. There are currently discussions to raise the initiation fee to $100,000.

Conference Stability There are three charter members in the league which include Eastern Kentucky, Morehead State and Murray State. The newest member, Jacksonville State, joined the league in 2003. Samford, which joined the conference in 2003 as well, has recently left for the Southern Conference. The remaining current members have been in the league for anywhere from one to 59 years. These schools include Tennessee Tech (1949), Austin Peay (1962), Tennessee State (1986), Southeast Missouri State (1991), UT-Martin (1992), Eastern Illinois (1996) and SIU – Edwardsville (2008).

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Conference Support The OVC member-institution presidents recently unanimously approved a new Basketball Enhancement Matching Fund to help OVC men’s and women’s basketball programs. The fund enables member institutions to receive up to $6,500 for both its men’s and women’s programs if monies are matched. That would provide up to a total of $13,000 for each program to be used on such things as recruiting, home game guarantees, television and other special projects. The one-time fund request can be made either for the 2008-09 or 2009-10 season.

Championship Sports The OVC sponsors 18 championship sports:

Men’s Women’s Baseball Softball Basketball Basketball Cross Country Cross Country Football Soccer Golf Golf Tennis Tennis Indoor Track & Field Indoor Track & Field Outdoor Track & Field Outdoor Track & Field Rifle (M&W combined) Volleyball

Athletic Success Over its 60 years, OVC teams have garnered national championships and bowl games in football, along with national team or individual titles in the sports of rifle, cross country, track and golf. The OVC has also produced several Olympic athletes including the latest participant in the 2004 games, Murray State’s Morgan Hicks, with the U.S. Rifle Team.

Academic Success Each year the conference awards an Academic Achievement Banner to the OVC member-institution with the greatest percentage of its student-athletes named to the OVC Commissioner’s Honor Roll. To be named to the Commissioner’s Honor Roll, a recipient must have achieved at least a 3.25 GPA and have been eligible and on the team throughout the competitive season in its chosen NCAA-sponsored sport or sports. The award is now in its 22nd year. For the 2006-2007 academic year 1,023 athletes were recognized in their given sports. The largest of which was women’s soccer with 130 athletes. Morehead State won the Academic Achievement Banner for this past year.

Sportsmanship Through the early years of the league, administrators wrestled with fan behavior due to the close proximity of the conference member institutions and the intense

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rivalries which developed. Just as it did decades ago, the OVC took the leadership role on what has become a national issue. In 1995, the OVC implemented a first-of- its-kind "Sportsmanship Statement,‖ a policy which promotes principles of fair play, ethical conduct and respect for one's opponent. The statement has become a model for others to follow across the nation and has answered the challenge of the NCAA Presidents Commission to improve sportsmanship in collegiate athletics.

Community Service The OVC has always held a commitment to good sportsmanship. The League has partnered with YMCA of Middle Tennessee to honor those young people participating in YMCA Youth Basketball who have shown the best sportsmanship during this past season. Each year each of the players who represent his or her team on the OVC/YMCA Good Sports Team are honored at the Men's and Women's Basketball Championship. The OVC is continually looking for ways to grow this program, and expansion for OVC institutions is available.

In addition, the Student-Athlete Advisory Committees have organized an OVC holiday food drive. Having just completed its second year, the food drive was organized as an effort to give back to the communities of each member- institution. The SAAC felt that it is necessary to give back by ensuring families who are less fortunate have the opportunity to celebrate the holidays.

Conference Wide Agreements The OVC partners with JumpTV and offers live on-demand web streaming through www.OVCSports.tv. OVCSports.tv is the league’s enhanced interactive media platform. Fans can view live and on-demand video of all OVC football and men's and women's basketball games as well as home non-conference contests and select away non-conference games in those sports. Selected events in the sports of volleyball, soccer and baseball are also available as are most OVC Championship events. Subscriptions are available on an annual, seasonal, monthly or per-game basis.

OVC Radio is a syndicated radio program airing Monday through Friday throughout Kentucky, Tennessee, Alabama, Illinois and Missouri covering the Ohio Valley Conference. The program is produced by Hoback Entertainment and hosted by Chip Hoback. The programs focus on key matchups, individual superlatives, human interest features and other notes of interest from around the OVC. Archives of the most recent week's worth of OVC Radio broadcasts are available on OVCSports.com.

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Summit League History Originally formed in 1982 as the Association of Mid-Continent Universities and later known as the Mid-Continent Conference, the conference changed its name to the Summit League in 2007. The Summit League prides itself on providing quality athletic, academic and social experiences for their student-athletes. In 2008-09, the Summit League had a men’s basketball conference RPI rank of 22.

Member Schools The ten current members of the Summit League are Centenary, IPFW, IUPUI, UMKC, North Dakota State, Oakland, Oral Roberts, South Dakota State, Southern Utah, and Western Illinois. Centenary has announced its intention to leave the Summit League at the conclusion of the 2009-10 season, and the University of South Dakota will join the league in 2011-12.

Championship Sports The Summit League offers 19 championships in 9 men’s and 10 women’s sports:

Men’s Women’s Baseball Basketball Basketball Cross Country Cross Country Golf Golf Soccer Soccer Softball Swimming & Diving Swimming & Diving Indoor Track & Field Indoor Track & Field Outdoor Track & Field Outdoor Track & Field Volleyball

Athletic Success The Summit League has produced four Olympic athletes, four NCAA champions and several All-Americans in the sports of track & field, swimming & diving, and cross country. Numerous professionals and several draft choices have come directly from the Summit League, including three Major League Baseball first-round picks, a pair of NBA first-rounders and one WNBA selection. Former Summit Leaguers Kevin Duckworth (NBA) and Kevin Seitzer (MLB) were each two-time All Stars during their professional careers.

The Commissioner’s Cup is given annually to the institution that collects the most combined points in relationship to finishes in league-sponsored sports between its men’s and women’s athletic programs, while the all-sports awards are given to the member-institutions that accumulate the most points in male and female sports. The men’s award is named for former Valparaiso Director of Athletics Dr. William Steinbrecher, who guided the Crusaders from 1979-2004, while the women’s award

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is named for former Western Illinois Director of Athletics Dr. Helen Smiley, who headed up that athletic program from 1994-2001.

Academic Success The Summit League Scholar-Athlete of the Year Award is the most prestigious individual honor given by the league. The award is voted on by the League’s faculty athletic representatives. The League also sponsors the Commissioner’s List of Academic Excellence, in which the student-athlete must carry a 3.0 or better cumulative GPA, achieve sophomore academic standing at the institution, have used a year of eligibility, and be on the squad list in the sport in which he/she is nominated. In addition, the Summit League also has an Academic All-Summit League Team. In order to be named to the Academic All-Summit League Team, a student-athlete must have a 3.0 or better grade-point average in the semester in which they compete and must use a year of eligibility. Thirteen Summit League student-athletes were recognized as Academic All-Americans.

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Atlantic Sun Conference History The A-Sun has 30 years of history at the NCAA Division I level. Located in the Southeast with a mix of public and private schools, the A-Sun prides itself on the support, both athletically and academically, that it offers its student-athletes. In 2008-09, the A-Sun had a men’s basketball conference RPI rank of 29, and for the past five years an average ranking of 23.8.

Member Schools/Fees The current member schools of the A-Sun are Belmont, Campbell, Eastern Tennessee State, Florida Gulf Coast, Jacksonville, Kennesaw State, Lipscomb, Mercer, North Florida, USC Upstate, and Stetson. Campbell has announced that it will leave the A-Sun at the end of the 2010-11 season.

The current initiation fee for the A-Sun is $75,000 to be paid in three annual installments of $25,000 per year and annual dues are $15,000 per year. However, the President’s Council is conducting a study to determine if fees should be raised, and early findings indicate that initiation fees will increase to the $150,000 range.

Championship Sports The A-Sun offers 17 championships in 8 men’s and 9 women’s sports:

Men’s Women’s Baseball Basketball Basketball Cross Country Cross Country Golf Golf Soccer Soccer Softball Tennis Tennis Indoor Track & Field Indoor Track & Field Outdoor Track & Field Outdoor Track & Field Volleyball

Athletic Success The A-Sun enjoyed success over traditional NCAA DI powerhouses in a number of sports in the past year. Men’s basketball programs had upsets over nationally ranked Kentucky and USC, as well as Cincinnati, Georgia, and Alabama this past season. Lipscomb’s baseball team won a game against eventual runner-up Georgia in the NCAA Tournament first round. ETSU men’s golfer, Gareth Shaw, helped Europe win the Palmer Cup, a Ryder Cup-style event featuring the top collegiate golfers.

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Academic Success All 11 institutions placed at least 50 percent of their student-athletes on the Atlantic Sun All-Academic team, with 59% of A-Sun student-athletes overall reaching conference All-Academic status.

Belmont men’s basketball player, Justin Hare, won male Scholar Athlete of the Year in the A-Sun for the second consecutive year, as well as numerous other national awards. Jacksonville men’s soccer player, Anton Axelsson, won CoSIDA’s Academic All-American of the Year, as well as the A-Sun’s Conference Player of the Year award.

Conference-Wide Agreements The A-Sun has a conference-wide agreement with CSS, which broadcasts 22 men’s and women’s basketball games during the 2008-2009 season. Men’s basketball teams in the A-Sun also appeared on various other television networks throughout the season, including ESPN, ESPNU, Sun Sports, MASN, FSN, FSN-Florida, SportSouth, FSN West, and the Big Ten Network.

Additionally, the conference is bolstered by A-Sun IPTV, which offers live streaming video online for all A-Sun home games.

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Institutional Statistics

NACDA Consulting researched the enrollments and tuition costs for institutions in the OVC, Summit League, Horizon League, and A-Sun to compare to NKU. Data came from the NCES and enrollment numbers are full-time undergraduate students and total full-time students.

In all four comparisons, NKU consistently ranked in the top third of institutions in regard to enrollment. NKU ranked near the bottom in both in-state and out-of-state tuition costs in almost every conference. All four conferences were either dominated by public institutions or evenly split between public and private institutions.

Horizon NKU is above the Horizon League average in total enrollment with 15,082 total students and slightly below the average in undergraduate enrollment with 9,347. NKU would rank fifth in total enrollment and seventh in undergraduate enrollment. The Horizon League average for in-state tuition is $15,905 and $20,096 for out-of- state tuition. NKU would rank 10-of-11 for in-state tuition ($6,528) in the conference, in front of only Green Bay ($6,308). NKU would also rank 9-of-11 for out-of-state tuition ($11,952), in front of only Youngstown State ($9,414) and Cleveland State ($10,774). There are six public schools in the Horizon League and four private schools.

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OVC NKU is above the OVC average in total and undergraduate enrollment with 9,347 undergraduate students and 15,082 total students. NKU would rank 2-of-12 in total enrollment and 4-of-12 in undergraduate enrollment. The OVC average for in-state tuition is $5,976 and $15,478 for out-of-state tuition. NKU would rank 4-of-12 for in-state tuition ($6,528) and 10-of-12 for out-of-state tuition ($11,952). Eastern Illinois has the highest in-state tuition ($8,782) and out-of-state tuition ($21,862). All current members of the OVC are public schools.

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Summit NKU is also above the Summit League average in total enrollment and slightly below the average in undergraduate enrollment. The Summit League averages 12,298 total students and 9,733 undergraduate students. NKU would rank 3-of-11 in total enrollment, finishing behind only IUPUI and Oakland. The Summit League average for in-state tuition is $9,494 and $15,954 for out-of-state tuition. NKU would rank 7-of-11 for in-state tuition ($6,528) and 10-of-11 for out-of-state ($27,990) in the conference. There are currently eight public schools in the Summit League and two private schools.

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A-Sun NKU would rank 3-of-12 in total enrollment (15,082) and 4-of-12 in undergraduate enrollment (9,347) in the A-Sun. Only Kennesaw State and North Florida have higher total enrollment numbers. NKU would rank 8-of-12 for in-state tuition ($6,528) in the conference and last for out-of-state tuition ($11,952). There are five public schools in the A-Sun and six private schools.

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Travel

NACDA Consulting researched travel distances for each member-institution from the Summit League, Horizon League, OVC, and Atlantic Sun to determine geographic proximity to NKU. Currently, NKU’s average travel distance in the GLVC is 355 miles. Data provided is the calculated distance between cities using mapquest.com. For consistency, miles indicated are the shortest travel time. In addition, a driving time estimate is calculated based on travel distance.

The Horizon League and the OVC are overall the closest in geographic proximity to NKU. Using average travel distance to member- institutions, the conference ranking from closest to farthest (one-way average) are the Horizon League (281 miles), the OVC (286 miles), A-Sun (580 miles), and Summit League (686 miles). Only the OVC has member-institutions in NKU’s home state of Kentucky. Due to the travel distances and needing to fly to member-institutions, the travel costs in the A-Sun and Summit League would be substantial. The map below indicates approximate locations of each of the member institutions within the respective conferences.

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Horizon League The Horizon League has a conference footprint of five states including Ohio, Michigan, Indiana, Illinois and Wisconsin.

The closest institution to NKU is Wright State, which is located 68 miles away. Green Bay was the farthest away at 508 miles. On average, schools are 281 miles from NKU. Six institutions are less than 300 miles away. The average travel time to Horizon League member schools is 4.7 hours.

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OVC The OVC has a conference footprint of five states including Missouri, Kentucky, Illinois, Tennessee and Alabama.

Overall the closest institution to NKU is Morehead State, 96 miles away. Jacksonville State is the farthest at 473 miles. On average, schools are 286 miles from NKU. Average travel time from NKU to OVC member schools is 4.7 hours.

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Summit League The Summit League has the most geographically diverse footprint of all four conferences. Member-institutions include the nine states of Michigan, Indiana, Illinois, North Dakota, South Dakota, Missouri, Oklahoma, Louisiana, and Utah. Centenary in Louisiana will depart the conference in 2012, leaving the footprint to eight states. The Summit League has the least favorable geographic alignment to NKU.

The closest institution to NKU is IUPUI, which is located 121 miles away. Southern Utah was the farthest away at 1,779 miles. On average, schools are 686 miles from NKU. Only three institutions are less than 300 miles away. The average travel time to Summit League member schools is 10.8 hours.

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Atlantic Sun The A-Sun has a conference footprint of five states in the southeast including Florida, Georgia, South Carolina, North Carolina and Tennessee. With the future departure of Campbell in North Carolina, the conference footprint will decrease to four states.

The closest institution to NKU is Belmont which is located 278 miles away. Florida Gulf Coast was the farthest away at 1,053 miles. On average, schools are 580 miles from NKU. Only two institutions are less than 300 miles away. The average travel time to A-Sun member schools is 9.3 hours.

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Sports Participation

NACDA Consulting researched each conference’s sports participation. This included conference sports, as well as sports offered at each individual institution for the OVC, Summit League, Horizon League, and A-Sun. Data was collected from the conference and member-institution websites. NKU currently has 13 sports with six men’s and seven women’s programs. NKU is below the conference sport average in all four comparisons, finishing last in every conference. More importantly, the minimum number of sports sponsored needed for DI membership is 14, one more than NKU’s current offering.

Horizon The conference average for total number of sports sponsored is 17.4. If NKU were to join the Horizon League, the University would be 25% below the average and rank last in the conference. Valparaiso sponsors the most sports with 21, while Loyola and Milwaukee each sponsor 15, the current conference low.

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Men’s Sports NKU ranks last in men’s sports offered in the Horizon League and is below the conference average by 26%. Men’s basketball is the only men’s sport that every institution in the conference offers. Every school except Cleveland State offers cross country, and every school except Youngstown State offers soccer. Loyola and Milwaukee are the only schools that do not sponsor tennis, while Milwaukee and UIC are the only institutions that do not sponsor golf. Butler, Valparaiso, and Youngstown State each offer football. Wrestling, skiing, volleyball and gymnastics are each sponsored by one different school in the conference. The Horizon League has a championship for every men’s sport that NKU offers.

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Women’s Sports NKU ranks last in women’s sports offered in the Horizon League and is below the conference average by 25%. Every school in the conference offers women’s basketball and cross country. UIC is the lone school that does not offer soccer, Milwaukee is the lone school that does not offer softball, and Detroit is the lone school that does not offer volleyball. Cleveland State and Green Bay are the only schools that do not offer indoor and outdoor track & field. Gymnastics is offered only by UIC, skiing is offered only by Green Bay, lacrosse is offered only by Detroit, and Valparaiso is the only school to sponsor bowling. The Horizon League has a championship for every women’s sport that NKU offers.

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OVC The conference average for total number of sports sponsored is 17.5. If NKU were to join the OVC, the University would be 26% below the average and rank last in the conference. Eastern Illinois sponsors the most sports with 21, while Southeast Missouri State and Tennessee State each sponsor 15, which is the current conference low.

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Men’s Sports NKU ranks 11-of-12 in men’s sports offered in the OVC, tied with Southeast Missouri State for last, and is below the conference average by 22%. Every school in the conference offers men’s basketball and cross country, while every school except Tennessee State offers baseball, and every school except Southeast Missouri State offers tennis. The OVC also sponsors football, which every institution besides SIUE sponsors. Eastern Illinois is the only school to offer swimming, and SIUE is the only institution to sponsor wrestling. The OVC has a championship for every men’s sport that NKU offers, unfortunately with the exception of soccer.

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Women’s Sports NKU ranks last in women’s sports offered in the OVC and is below the conference average by 25%. Every school in the conference offers women’s basketball, cross country, softball, tennis, and volleyball. Tennessee State is the only OVC school that does not offer soccer, while UT-Martin is the only institution that does not offer indoor or outdoor track & field. Southeast Missouri State and UT-Martin do not offer golf. Eastern Illinois is the only school to offer swimming and rugby, Southeast Missouri is the only school to offer gymnastics, and UT-Martin is the only school to offer equestrian. The OVC has a championship for every women’s sport that NKU offers.

Co-ed Sports The OVC offers one co-ed sport, rifle. Five schools in the conference participate in the sport, including Jacksonville State, Morehead State, Murray State, Tennessee Tech, and UT-Martin.

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Summit The conference average for total number of sports sponsored is 16.9. If NKU were to join the Summit League, the University would be 23% below the average and rank last in the conference. South Dakota State sponsors the most sports with 21, while IUPUI sponsors 14; the current conference low and the minimum sports required for Division I classification.

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Men’s Sports NKU ranks 10-of-11 in men’s sports offered in the Summit League, tied for last with IUPUI, and is below the conference average by 23%. Every school in the conference offers men’s basketball, cross country, and golf. Every school except UMKC and IUPUI offers baseball and every school except North Dakota State, Oakland, and Southern Utah offers tennis. North Dakota State, South Dakota State, Southern Utah, and Western Illinois all sponsor football. Fort Wayne is the only institution to sponsor men’s volleyball, while only North Dakota State and South Dakota State offer wrestling. The Summit League has a championship for every men’s sport that NKU offers.

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Women’s Sports NKU ranks last in women’s sports offered in the Summit League and is below the conference average by 23%. Every school in the conference offers women’s basketball, cross country, golf, soccer, and volleyball. North Dakota State is the only school that does not sponsor tennis. Only two institutions in the conference, Oral Roberts and Southern Utah, do not sponsor softball. South Dakota State is the only school that sponsors equestrian, while only Centenary and Southern Utah sponsor gymnastics. The Summit League has a championship for every women’s sport that NKU offers.

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A-Sun The conference average for total number of sports sponsored is 16.7. If NKU were to join the A-Sun, the University would be 22% below the average and rank last in the conference. Campbell and Jacksonville tie in sponsoring the most sports with 20, while Florida Gulf Coast and Mercer each sponsor 14, the current conference low and the minimum sports required for Division I classification.

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Men’s Sports NKU ranks 11-of-12 in men’s sports offered in the A-Sun, tied for last with Florida Gulf Coast, and is below the conference average by 23%. Every school in the conference offers baseball, basketball, cross country, golf, and tennis. Kennesaw State is the only school in the conference that does not sponsor soccer. Indoor and outdoor track & field are not offered by four of the conference schools: Florida Gulf Coast, Jacksonville, Mercer, and Stetson. Campbell and Jacksonville are the only schools in the conference that sponsor football. Campbell is the only school that offers wrestling, while Mercer is the lone institution that offers rifle. Mercer has announced that it will add men’s lacrosse for the 2010-2011 academic year. The A- Sun has a championship for every men’s sport that NKU offers.

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Women’s Sports NKU ranks 11-of-12 in women’s sports offered in the A-Sun, tied for last with Mercer, and is below the conference average by 21%. Every school in the conference offers women’s basketball, cross country, soccer, softball, tennis, and volleyball. North Florida is the lone school that does not sponsor golf. Florida Gulf Coast, Mercer, and Stetson are the only schools that do not offer indoor and outdoor track & field. Jacksonville is the only school that sponsors lacrosse. Mercer has announced that it will add women’s lacrosse for the 2011-2012 academic year. The A-Sun has a championship for every women’s sport that NKU offers.

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Competitiveness

NACDA Consulting researched the 2008-2009 Directors’ Cup standings for institutions in the OVC, Summit League, Horizon League, and A-Sun for comparison. NKU finished 17th in the DII Directors’ Cup for the 2008-2009 academic year.

The Summit League, based on Director’s Cup standings and points, was the strongest of the four benchmarking conferences with seven schools earning points. Following, the Summit League was the Horizon League (185 average rank) and A- Sun (196). The OVC was the lowest ranked of the four with an average institutional rank of 205.

Horizon Cleveland State was the Horizon League’s highest ranking institution in the DI Directors’ Cup, finishing 113th. UIC (138), Butler (184), Green Bay (190), and Milwaukee (200) all finished in the top 200 of the DI schools. Loyola and Wright State tied for 235th in the rankings, while Detroit, Valparaiso, and Youngstown State did not score any points.

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OVC Jacksonville State was the OVC’s highest ranking institution in the DI Directors’ Cup, finishing 101st. Eastern Kentucky, Morehead State, and Tennessee Tech all finished in 200th place. Austin Peay finished at 232nd, while UT Martin finished 235th and Murray State came in at 268th. Southeast Missouri State, Eastern Illinois, Tennessee State, and SIUE earned no points.

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Summit North Dakota State was the Summit League’s highest-ranking institution in the DI Directors’ Cup, finishing 104th. Oral Roberts (130), South Dakota State (147), Oakland (190), and UMKC (200) all finished in the top 200 of the DI schools. IUPUI ranked 220th and Southern Utah finished at 226th, while IUFW, Western Illinois, and Centenary did not score any points.

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A-Sun ETSU was the leading school in the A-Sun, placing 133rd. Jacksonville and Belmont also made the top-200, coming in at 162nd and 187th respectively. Campbell finished at 232nd, while Stetson ranked 267th. Lipscomb, Kennesaw State, North Florida, Mercer, Florida Gulf Coast, and USC Upstate did not score any points.

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DIVISION I ANALYSIS

Why Go Division I

As NKU begins to make the decision of whether or not to make the move to Division I, it is important to understand the possible reasons of why the move up would be best for the University.

Athletics is the ―front porch‖ of the University, through which the public often form their opinion of the University. The move to Division I would immediately make NKU more relevant to the community, and to potential students in both Kentucky and Ohio. In addition, the brand awareness of both the University and the athletics program would significantly increase with the move to Division I.

NKU’s goal of 22,000 student enrollment would be also significantly bolstered by the move to Division I. Today’s high school students typically desire a traditional college experience, including Division I athletics. Located in a major media market, NKU would be able to take advantage of the greater national exposure it would experience through men’s basketball television appearances and better local media coverage. If the commitment to Division I athletics is recognized as part of the University’s overall mission and used as a marketing tool for the institution, NKU can quickly make an impact in raising the image and exposure for the University.

NKU’s current athletic conference has changed a great deal over the past five years, and the new members (coming from the NAIA) do not fit the same academic or athletic profile of NKU. The changing conference landscape is forcing all sports to travel greater distances on a regular basis. In order to advance the University, NKU must align itself with peer institutions that fit the academic and athletic profiles of the University. Aligning with similar institutions athletically enhances the University’s image as a more coveted destination in terms of academics. Overall, NKU is more in alignment with Division I institutions than with its current Division II conference members.

Arguably, the Bank of Kentucky Center (BOK) is in the top 10% of Division I men’s and women’s basketball facilities and is being underutilized at the Division II level. The opportunity to host conference and regional tournaments would be available at the Division I level and would create a greater awareness of the University. As stated by every stakeholder group, the BOK was constructed to serve as a Division I facility and in order for the institution to maximize the venue and revenue opportunities; that need will be met as a Division I institution.

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Although NKU does not currently have all the available resources to be successful at the Division I level, many parts of athletics is already equipped for the transition. NKU’s athletic staffing infrastructure has a good base and could fairly easily be increased to be comparable to most of the institutions within the Horizon League. If funded at the average benchmark within the Horizon League, NKU athletics could be very competitive in a Division I mid-major conference, in as few as three to five years.

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Divisional Philosophies

A critical component to determine the alignment of the institution and intercollegiate athletics program is its congruence with the Division I Philosophy Statement. As stated in the June 2005 Enhancement of the Intercollegiate Athletic Program report one of the key determining factors was the ability for athletics to advance the institution’s philosophy and mission while adhering to the philosophy of Division I athletics.

NKU’s intercollegiate athletics mission statement and enduring goals are very much in alignment with the philosophy of Division II with regard to providing student- athletes as part of their overall collegiate experience the opportunity to continue their athletic participation at the Division II level. The Division II philosophy is focused on ―life in the balance‖ and using athletics as a mechanism to create a more well-rounded student and member of society once that student-athlete graduates and the intercollegiate athletic statements in are in alignment with those objectives.

Division I places a high level of importance within its philosophical statement on a high level of academic achievement; however, there is acknowledgement with regard to the national scope of Division I athletics and serving multiple stakeholders. Basketball and football are delineated at the Division I level with regard to revenue generation and the importance of those sports with regard to both fiscal growth and responsibility.

Several of NKU’s enduring goals fit well with a transition to Division I and would only need minor modifications, such as ―being a premier athletic program,‖ a focus on ―expanding fundraising‖ would need to be expanded to include all external revenue, the reference to regional and state, and would need to be modified to include national exposure as well to fit within Division I. NKU will need to acknowledge that the reach of Division I athletics is more substantial than the student-athletes and institutional community and will serve significantly more stakeholders.

NKU’s philosophy statement will need to be modified to fit within Division I, as the statement focuses on athletics as an extension of ―secondary school activities‖ and ―physical recreation‖ and Division I is the highest level of intercollegiate athletic competition and NKU’s philosophy will need to acknowledge the level of competition and national exposure.

Below you will find the philosophy statements as found in the NCAA Division I and II manuals located in section 20.9 and 20.10 respectively and discern the philosophical differences between the two divisions as well as NKU’s intercollegiate athletics mission, goals and philosophy.

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Division II Philosophy Statement In addition to the purposes and fundamental policy of the NCAA, as set forth in the Constitution, members of Division II believe that a well-conducted intercollegiate athletics program, based on sound educational principles and practices, is a proper part of the educational mission of a university or college and that the educational welfare of the participating student-athlete is of primary concern. Members support the following principles in the belief that these objectives assist in defining the division and possible differences between it and other divisions of the Association. These statements shall serve as a guide for the preparation of legislation by the division and for planning and implementation of programs by institutions and conferences. A member of Division II:

a) Believes in promoting the academic success of its student-athletes, measured in part by an institution’s student-athletes graduating at least at the same rate as the institution’s student body; b) Believes that participation in intercollegiate athletic benefits the educational experience of its student-athletes and the entire campus community; c) Believes in offering opportunities for intercollegiate athletics participation consistent with the institution’s mission and philosophy; d) Believes championships are intended to provide national-level competition among eligible student-athletes and teams of member institutions; e) Believes in preparing student-athletes to be good citizens, leaders and contributors in their communities; f) Believes in striving for equitable participation and competitive excellence, encouraging sportsmanship and ethical conduct, enhancing diversity and developing positive societal attitudes in all of its athletics endeavors; g) Believes in scheduling the majority of its athletics competition with other members of Division II, insofar as regional qualification, geographical location and traditional or conference scheduling patterns permit; h) Recognizes the need to ―balance‖ the role of the athletics program to serve both the campus (participants, student body, faculty-staff) and the general public (community, area, state); i) Believes in offering the opportunity for participation intercollegiate athletics by awarding athletically related financial aid to its student-athletes; j) Believes that institutional control is a fundamental principle that supports the education mission of a Division II institution and assumes presidential involvement and commitment. All funds supporting athletics should be controlled by the institution. The emphasis for an athletics department should be to operate within an institutionally approved budget and compliance with and self enforcement of NCAA regulations is an expectation of membership; and k) Believes that all members of Division II should commit themselves to this philosophy and to the regulations and programs of Division II.

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Division I Philosophy Statement In addition to the purposes and fundamental policy of the NCAA, as set forth in the Constitution, members of Division I support the following principles in the belief that these statements assist in defining the nature and purposes of the division. These statements are not binding on member institutions but serve as a guide for the preparation of legislation by the division and for planning and implementation of programs by institutions and conferences. A member of Division I:

a) Subscribes to high standards of academic quality, as well as breadth of academic opportunity; b) Strives in its athletics program for regional and national excellence and prominence. Accordingly, its recruitment of student-athletes and its emphasis on and support of its athletics programs are, in most cases, regional and national in scope; c) Recognizes the dual objective in its athletics program of serving both the university or college community (participants, student body, faculty-staff, alumni) and the general public (community, area, state, nation); d) Believes in offering extensive opportunities for participation in varsity intercollegiate athletics for both men and women; e) Sponsors at the highest feasible level of intercollegiate competition one or both of the traditional spectator-oriented, income producing sports of football and basketball. In doing so, members of Division I recognize the differences in institutional objectives in support of football; therefore, the division provides competition in that sport in the bowl subdivision and the championship subdivision; f) Believes in scheduling its athletics contests primarily with other members of Division I, especially in the emphasized, spectator-oriented sports, as a reflection of its goal of maintaining an appropriate competitive level in its sports program; g) Strives to finance its athletics program insofar as possible from revenues generated by the program itself. All funds supporting athletics should be controlled by the institution; and h) Understands, respects and supports the programs and philosophies of other divisions. Occasionally, institutions from other divisions or athletics associations will seek membership in Division I. In such cases, applicants should be required to meet, over a period of time, prescribed criteria for Division I membership in order to assure that such institutions agree and comply with the principles and program objectives embodied in this statement.

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Fundamental Similarities in Philosophies

Division I Division II Athletics serving Participants, student Participants, student University (scope) body, faculty-staff, body, faculty-staff alumni Scheduling contests Yes Yes within Division Opportunities for Extensive opportunities Athletically-related Intercollegiate Athletics for Athletically-related student aid participation student aid Funds supporting Controlled by institution Controlled by institution athletics

Fundamental Differences in Philosophies

Division I Division II Financing athletics Strives to finance its The emphasis for an athletics program athletics department insofar as possible from should be to operate revenues generated by within an institutionally the program itself approved budget National level of Regional and national in National only at competition Level scope championships Athletics serving Community, area, state, Community General Public (scope) nation Recruitment of Athletes Regional and National in No statement in scope philosophy

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NKU Intercollegiate Athletics Philosophy Mission Statement The primary mission of Northern Kentucky University's intercollegiate athletics program is to provide a natural extension of secondary school programs, offering skilled student-athletes the opportunity to continue their educational and athletic experiences beyond high school. The program will function at a level and in a manner that project a positive image for the University in the community. Membership in the National Collegiate Athletic Association Division II and Great Lakes Valley Conference, and adherence to the governing philosophies and regulations of these bodies, provide a framework for implementing this mission statement.

Enduring Goals In its activities and programs, the NKU Intercollegiate Athletics program will strive:

1. To insure student-athletes have a positive academic and athletic experience that provides further development of athletic skills, personal, mental and social growth, and in some instances, possible career preparation. The Athletics Department shall be constantly aware of the primacy of the academic over the athletic and shall do all it can to urge student-athletes to attain a meaningful education culminating in the attainment of their degree.

2. To become a premiere NCAA Division II athletics program in all sports sponsored. The Athletics Department shall aim at observing and fulfilling the objectives and regulations of the Great Lakes Valley Conference (GLVC) and the National Collegiate Athletic Association (NCAA). The Athletics Department will aim to be consistently competitive within the GLVC and the NCAA Division II.

3. To be guided by the United States federal government’s Title IX of the Education Amendments of 1972 and the principles of gender equity that insures equal opportunity for all students and to provide equal opportunities in employment within the athletics staff.

4. To continue to strengthen the fundraising capabilities to improve the overall operation and insure the overall growth of the program. The Athletics Department is committed to improve the funding of all sports programs with resources from organized fund-raising activities of the Norse Athletics Club.

5. To provide the main athletic complexes in the northern Kentucky region for hosting Kentucky High School Athletic Association (KHSAA) regional, sectional, and state competitions; United States Olympics events; GLVC conference championships; and, NCAA regional and national competitions.

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6. To be cognizant that the intercollegiate athletics program endeavors are not ends in themselves but are directed to the benefit of each student-athlete as a total person in particular and to the good of the University as a whole.

7. To project a positive image of the University within the northern Kentucky community and the surrounding region.

Philosophy Northern Kentucky University's intercollegiate athletic program is a natural extension of secondary school programs, offering skilled student-athletes the opportunity to continue their development beyond high school, just as the University provides such opportunities in other ancillary and extracurricular activities. Such opportunities are consistent with the University's principal mission of providing academic opportunities, as well as with public expectations.

The further development of athletic skill. In this sense, intercollegiate athletics are an extension of physical education, recreational play, and interscholastic competition.

The personal growth, notably in the areas of confidence, a sense of personal worth, a healthy competitive spirit, social presence, cooperative behavior, discipline and responsibility. In this sense, intercollegiate athletics share the values of all campus extracurricular activities.

The opportunity for close learning and personal relationships with a coach- teacher. In this sense, athletics can be comparable to the best student- teacher relationships and are consistent with the teaching mission of the university.

For a few students possible career preparation, most probably not as professional athletes, but more likely as coaches or teachers, paid or volunteer. In this sense, athletics are consistent with the University's mission of career preparation, an important consideration in a sports-conscious society.

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The University's intercollegiate athletics program will provide an environment where student athletes can benefit from participation. The program will provide competitive opportunities governed by principles of fair play and amateur competition and a concern for the physical well being of the participants. The program will function at a level and in a manner that projects a positive image for the University in the community. Membership in Division II of the NCAA and the Great Lakes Valley Conference, and adherence to the governing philosophies and regulations of these bodies, provide a framework for implementing this philosophy of NKU's intercollegiate athletic program.

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Division I/Division II Statistics

NACDA Consulting researched the enrollment and total athletic expenses for all institutions in Division I, Division I-AAA, Division II, and Division II non-football schools for a comparison to NKU. Additionally, the percentage of public schools in each Division was calculated.

NKU aligns well with Division I in terms of enrollment and percentage of public schools. The University is above the average enrollment of both Division I-AAA institutions and Division I schools overall. More notably, NKU’s enrollment is 11,000 students bigger than the Division II average. NKU’s status as a public institution is important to note, as public schools comprise 50% of Division I-AAA institutions and more than 65% of Division I schools overall. In addition, only 38% of Division II non-football schools are public.

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Proposed NCAA-DI Rules

The Leadership Council completed its work on the development of new membership standards for aspiring members of Division I. The Council will present a formal report of its recommendations to the Board of Directors in April and make the report available for conferences to review during their 2010 spring meetings. Appropriate legislative proposals will be developed for Board sponsorship and consideration in the 2010-11 legislative cycle.

Background On August 9, 2007, the Division I Board of Directors adopted the Legislative Proposal 2007-10, which established a four-year moratorium that prohibited consideration of any new institutional, conference or multi-divisional Division I members until August 2011. The Board concluded that the time was right, following similar moratoriums in Divisions II and III, for the Division I membership to assess and study the impact of membership migration and to develop reasonable philosophical expectations and legislative requirements for membership in the division. The Board requested the Leadership Council to conduct this study and to make appropriate recommendations regarding possible NCAA legislation. A preliminary report was provided to the Board of Directors in April 2009 and the Division I governance structure, member conferences and institutions were asked to provide reactions.

Excerpt from the Division I Manual--Division I Philosophy (Bylaw 20.9) Athletics programs in Division I are guided by a philosophy statement that among other things:  Emphasizes high standards of academic quality and breadth of academic opportunity;  Strives for regional and national excellence and prominence and recognizes the dual objective of serving both the institutional community and the general public;  Provides for extensive opportunities for participation in varsity intercollegiate athletics for both men and women (consistent with the requirements of Title IX) and sponsors at the highest feasible level of intercollegiate competition, men’s and women’s basketball and football, recognizing sub-divisional designations in football;  Advocates scheduling athletics contests primarily among Division I institutions;  Emphasizes maintaining institutional control over all funds supporting athletics; and that  Understands, respects, and supports the programs and philosophies of other divisions.

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Additional Standards and Assumptions Relied Upon by the Leadership Council in its discussions included:  Applicants for membership in Division I should be required to meet, over a period of time, prescribed criteria in order to assure compatibility and compliance with the principles and program objectives of Division I.  Central to the mission of intercollegiate athletics in Division I, is the academic and athletic success of student-athletes, as well as protection of their health and well-being.  Division I members should be expected to demonstrate a meaningful program-wide financial commitment across its entire athletics program, including for financial aid, number of sports sponsored, recruiting, athletics facilities, rules compliance, coaching, team travel and academic support services.  Membership standards should promote conference stability, provide access to Division I for qualifying institutions and treat institutions fairly in determining their status as members of Division I.  The number and nature of multisport conferences in Division I are fundamental considerations in establishing the level, structure and scope of Division I championship competition, the allocation of financial benefits and access to service and governance of the division.  There is a finite level and number of resources, benefits and good will available to current members of the division, which should be maintained or enhanced through any further expansion of membership.  Potential new members of Division I should be expected to demonstrate a sustained commitment to Division I standards, assumptions and the Division I philosophy statement before election to membership in the division.  Current voting ratios/percentages by conference and subdivision within Division I should be maintained through appropriate mathematical adjustments in the event the membership increases.  The Division I brand has a value that can be approximated through the calculation of the value of direct and indirect services and benefits.

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Recommendations

The Council requests that the Board of Directors endorse the following recommendations for further discussion and debate by Division I membership groups and conferences during the spring 2010 and that in August 2010, the Board sponsor appropriate legislative proposals for membership consideration in January and April 2011.

1. Potential new members of Division I shall enter the division through a four-year ―reclassification‖ process following no less than five-years of membership in Division II. Further, the process described in Bylaw 20.5 shall apply, and an application for membership in Division I will be accepted only after presenting a bona fide offer of membership from a Division I multisport, voting conference. The sponsoring conference will be expected to provide appropriate guidance and counsel to the transitioning new member, assist with scheduling, monitor student-athlete well being and enhance accountability during the transition process.

Comment: Requiring conference sponsorship and prior membership in Division II is intended to promote the long-term stability of the Association. There should be a check list to assist conferences and transitioning institutions to ensure that institutions are meeting their appropriate benchmarks. The Administration Cabinet should provide additional thought to the timing of when various benchmarks should apply.

2. The ―provisional‖ process provided for in Bylaw 20.3.1, which now permits an institution outside the NCAA to become a Division I member through a seven-year process, shall be eliminated.

Comment: Multisport conferences within the Division I championships and governance structure are well suited to determine the needs of conferences and thereby the division. Experience in Division II serves as an appropriate platform to demonstrate the traits necessary to become a productive Division I member.

3. An application fee shall be required before entering the ―reclassification‖ process, which should either be commensurate with; (1) the estimated annual average value of direct benefits through distributions and championships made available to Division I members - - currently approximately $1.3 million or (2) the ―median‖ annual value of direct benefits through distributions and championships - - currently approximately $900,000.

Comment: This requirement should be data-driven and will change from time to time. This calculation does not include the costs of services or costs to administer

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the reclassification program. Upon election to Division I membership, the application fee shall be deposited in the NCAA Student Athlete Opportunity Distribution Fund. In the event an institution withdraws during the reclassification process, the application fee would be returned to the institution on a prorated basis—75% after year one, $50% after year two, 30% after year three and 0% thereafter. It should also be emphasized that conferences may require separate fees for joining the conference. Discussion occurred regarding alternatives where the application fee would be analogous to a business model tied to ―brand‖ value or possibly tied to the educational and administrative costs of the process. It was concluded that as a higher-education association, data based on direct benefits received would be a simple and clear method and also would demonstrate a meaningful commitment from the prospective member.

4. Upon beginning the ―reclassification‖ process, the institution must meet Division I sports sponsorship requirements (i.e., 50 to 75 percent of the grants-in-aid maximums in the conference sponsored sports in which the institution will participate). In addition, the alternative means of satisfying this requirement now set forth in Bylaw 20.9.1.2-(b) (c) and (d) would continue to apply.

Comment: This is the current requirement and no change is recommended. Data reviewed regarding a possible increase to these minimums did not appear to support a change.

5. A prospective member institution may not be elected to active membership in Division I if it is subject to a ―historical penalty‖ under the APR program.

Comment: The Leadership Council believes a demonstrated commitment to academics should be required. The Committee on Academic Performance recommends that a numerical standard (e.g., 925) be avoided in deference to a ―category‖ of academic penalties.

6. A preliminary NCAA certification shall be required in year 1 of the four- year ―reclassification‖ period and a full compliance review shall be required before final election to Division I membership.

Comment: There should be an expectation that the sponsoring conference will assist the institution in this process and that special attention should be given to rules compliance, academic support services, recruiting, coaches, team travel and facilities. Meeting standards early in the process and then demonstrating the ability to sustain such standards is important. The review process must make it clear that reclassification is an evolutionary process so that there is no confusion that

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receiving positive marks during the certification process does not guarantee eventual Division I membership.

7. A member institution in Division I will qualify to begin receiving revenue distributions related to sports sponsorship and grants-in-aid upon serving three calendar years as an ―active‖ Division I member. The institution would qualify in year one of active membership to receive Student-athlete Opportunity, Special Assistance and Academic Enhancement Funds, as well as basketball grant funds as determined by its sponsoring conference.

Comment: This change ensures that sustainability in the division is not based solely on receipt of NCAA revenues.

8. The multi-divisional practice that permits a Division II or III institution to designate one men’s and one women’s sport in Division I shall be discontinued upon the completion of the 2010-11 academic year, except in a sport where no championship is conducted in its division. Division II and III institutions that sponsor sports teams in Division I in 2010-11 may continue to do so in the sports so designated but will forfeit this opportunity permanently if it fails to conduct the sport in Division I in any ensuing academic year. No change is recommended to qualify for participation in national collegiate championships.

Comment: It appears there is agreement to discontinue multidivisional competition, but teams that currently conduct such division I programs should be ―grandfathered.‖

9. A multisport conference in Division I may not receive voting privileges, conference grant funds or committee service positions in the Division I governance structure until legislation is enacted that names the conference among those identified in applicable sections of Constitution 4 related to representation and voting ratios on the Division I Board of Directors, Legislative and Leadership Councils and the five cabinets. (Refer to No. 13 below.)

Comment: This is the current requirement in Division I. Refer to Constitution 3.3.3.2.

10. No change in criteria is recommended for designation in the Football Championship Subdivision, although it is recommended that the FBS subdivision consider legislation that would require a bona fide invitation for membership in an FBS conference before and an FCS institution may change subdivisions.

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Comments: The FCS conferences do not appear to support additional membership requirements for its subdivision. However, it was noted that the bowl structure of the FBS should not be expected to support an expanded membership in that subdivision without conference sponsorship and support.

11. The role of the Administration Cabinet and the benchmarks for the four-year reclassification process shall be reviewed by the Administration Cabinet to ensure coordination by the cabinet with sponsoring conferences.

Comments: Through coordination with conferences in providing guidance and assistance to potential new member institutions, some procedural functions performed now by the Administrative Cabinet could be transferred to conference offices.

12. Constitution 3.2.3.1 shall be amended to provide that the vote to elect an institution to Division I active membership upon recommendation by the Administration cabinet shall be taken by the Board of Directors, rather than the Leadership Council.

Comments: This should be noncontroversial legislation and is recommend by the Leadership Council.

13. NCAA Division I – Recommended Multisport Conference Standards and Definition. a. Institutional Members. (1) A multisport conference shall have a minimum of seven (7) active Division I members. (2) A multisport conference shall have a minimum of seven (7) active members participate in both men’s and women’s basketball. b. Conference Sports Sponsorship. (1) A multisport conference shall sponsor a minimum of 12 NCAA Division I sports. (2) A multisport conference shall sponsor a minimum of six men’s sports. In each of these six sports, a minimum of six active members shall compete. (3) A multisport conference shall sponsor a minimum of six women’s sports. In each of these six sports, a minimum of six active members shall compete, or a minimum of five active members for an emerging sport. (4) In addition to men’s basketball, a multisport conference shall, at a minimum, sponsor either football, with a minimum of six active members competing in football, or sponsor two additional men’s team

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sports, with a minimum of six active members participating in each of these two sports. (5) In addition to women’s basketball, a multisport conference shall sponsor at least two additional women’s team sports, with a minimum of six active members participating in each of these two sports. c. Regular Season Conference Competition. (1) Basketball: Basketball teams shall participate in a regular season conference schedule of a double round robin, or a minimum of 14 regular season conference contests. (2) Minimum Required Team Sports, Other Than Basketball [b- (4) and (5) above]: In the team sports sponsored to meet the minimum team sports sponsorship requirement, teams shall compete in a minimum regular season conference schedule of five contests. A minimum of five regular season conference contests must be hosted by one of the two competing teams at its home site venue. d. Officiating. A multisport conference shall provide oversight of the officiating programs for selecting, training and assigning officials for its men’s and women’s basketball programs. e. Compliance. A multisport conference shall have a comprehensive compliance program. f. Continuity. A multisport conference must meet the institutional membership requirement (a. above) before it may be considered for continuity. To establish continuity, a multisport conference must meet the sports sponsorship and regular season competition requirements (b. and c. above) for a period of eight consecutive years. If a conference establishes continuity, it may be considered for multisport membership in Division I. g. Core. A multisport conference that is recognized in the NCAA Governance Structure as a result of legislation [see No. 9 above] shall be considered a core conference. A core conference shall: (1) Have representation and voting standing in the NCAA Division I Governance Structure. (2) Be eligible to submit nominees for and have its delegates serve on NCAA Division I committees. (3) Be eligible to receive AQ into NCAA championships, provided the conference competes with a minimum of six active participants in the sport. (4) Receive conference grant funds. (5) Receive, on behalf of its members, Special Assistance/Student- Athlete Opportunity Funds.

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Empirical Effects of Division I

In June 2005, a study commissioned by the NCAA was completed by Jonathan Orszag and Peter Orszag entitled Empirical Effects of Division II Intercollegiate Athletics. The study included an analysis of institutions moving from Division II to Division I. The key findings of the study included:

 Budgets in Division I are significantly higher than Division II, with expenditures for Division II averaging $2.7 in 2003. Division I-AA averaged $6.5 million in 2003.  Net operating deficits averaged $3 million to $5 million less per school in Division II than in Division I-AA and I-AAA.  In Division II, athletic spending amounted to 2.7% of total institutional spending in 2003. In Division I-AA spending represented 3.6%.  Within Division II, there is no robust relationship between athletic spending and alumni giving, no robust relationship between athletic spending and average incoming SAT scores; and no robust relationship between athletic spending and the university’s acceptance rate.

Review of institutions that have moved included an analysis of up to 20 institutions that moved either completely or in a particular sport between 1994 and 2002. Findings of those schools include:

 Schools switching divisions for all sports experienced an increase in spending of $3.7 million. Institutional support among these schools increased by an average of almost $2 million. Student fees and state support also increased following a move to Division I.  Statistical analysis showed that schools switching divisions did not tend to experience systematic and statistically significant increases in enrollment, although the researchers concede that there were examples of schools experiencing rapid increases in enrollment after switching divisions.  Most of the schools that switched did not experience significant financial returns.

Within the report, the researchers report that increased spending on athletics could generate benefits for institutions other than athletic revenue. Citing potential benefits which include increased applications, increased student quality, and increased annual giving. The report recognizes other non-quantifiable effects on higher education, stating ―that it is possible that athletic programs boost school spirit and the enjoyment of the educational experience in ways that do not manifest themselves in measurable indicators.‖

After additional interviews with campus decision makers, the researchers found that with a move to Division I the additional budget increase was used toward

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personnel, travel expenses, scholarship and an increase on marketing and development.

Schools that have considered switching divisions have not done so, generally, for financial reasons. The primary motivation for schools that have moved, was the desire to increase visibility or the public perception of the school, increase school spirit, or finally that the school was ―out of place‖ in Division II because of either their size or that rival schools were in Division I. One school official stated ―you are who you play‖ and noted that the switch pleased the local media.

Response The study, Empirical Effects of Division II Intercollegiate Athletics, is focused specifically on a financial concern for return on investment within Division II spending and increased spending upon movement to Division I. The research in its nature does not address other concerns for movement and specifics as to how the increased budget is spent. In addition, the student-athlete experience is not addressed at the Division II or Division I level.

With any move from Division II to Division I, institutions will make basic adjustments to meet NCAA requirements as well as to coincide with their new peers. A large portion of spending goes to the increased scholarship allowance for athletes. In addition, increased academic support, staffing, and travel budgets all impact an athletes’ well-being by providing an environment which contributes more to their scholarship and putting into place personnel that will have the time to contribute to their success at the institution. It would not be expected that an increase in these areas would increase outside sources of revenue beyond institutional support and student fees. We maintain however, that an increase in marketing and development can show a return on investment for those expenditures.

In addition, the report recognizes that there are certain variables that are non- quantifiable but would certainly impact a university. In an effort to address these variables, we have provided a few case study samples that further show the impact of a Division I move.

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Case Studies & Impact

There are several high-profile examples of athletic success at an institution having an impact on other areas of the University. One of the most notable examples is George Mason and their historic run to the Final Four in 2006. However, one of the items that put GMU in position to be successful was a nearly 20% increase in its athletic budget over a two-year span. In 2004-05, GMU’s athletic budget was $10.9 million and it currently stands at $13.3 million. The effect of GMU’s success has positively affected the growth of the University:

Admissions • 20% increase in freshmen applications • 15% increase in out-of-state applicants • 20% increase in out-of-state enrollees

Development • Increase from $19.6 to $23.2 million in new gifts and pledge payments • 25% increase in athletics donations • General scholarship support tripled • 45% increase in unrestricted gifts

Georgia State, located in downtown Atlanta, has increased its athletic budget by 28% in the past three-years from $6.6 million to $9.2 million. The athletic program had men’s basketball NCAA and NIT tournament appearances in 2001 and 2002. In July 2005, Georgia State, which had been a member of Atlantic Sun since 1983, joined the more prestigious Colonial Athletic Association. In 2007, the CAA had a RPI ranking of #13, compared to #27 for the A-Sun. In the past three years, total enrollment has grown from 25,967 to 30,861 students.

A study by Robert G. Murphy and Gregory A. Trandel, published in the Economics of Education Review (Sept. 1994) attempted to quantify the impact of a winning football or men’s basketball program on applications and their findings estimated that ―an increase in winning percentage by 25% tends to produce a 1.3% increase in applicants in the following year.‖ A school that makes the NCAA men’s basketball tournament will witness a 1% increase the following year in applications.

A study published in January 2009 in the Southern Economics Journal researched the impact of athletics on admissions at 330 schools. Admission data was gathered from 1983–2002 and the study concluded that a national title in football or men’s basketball will result in a 7% to 8% increase in applications. A top-20 finish in football results in a 2.5% increase, while a Sweet 16 appearance in men’s basketball results in a 2% increase. The empirical evidence of both studies supports the commonly held ―front porch‖ theory, in which ―athletics serves as the front

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porch for the University,‖ and can effectively be used to drive applications and enrollment as well as branding and awareness.

In the late 1990’s, the College of Charleston attributed its increase in applications, enrollment and identity to the success of its men’s basketball program and the more than $3.3 million in publicity it generated from its tournament appearance (USA Today, 7/11/97).

At Gonzaga, enrollment has increased from 4,500 to 7,000 and inquiries per year have increased from 20,000 to 50,000 due to its athletic success. Freshman applications now average 4,000 per year compared with 2,000 in 1999.

Some other examples include:

Florida Gulf Coast University History In two years, FGCU has won nine A-Sun championships in five sports. 2007-2008 marked the first year of FGCU’s step up to Division I, which included the addition of men’s and women’s soccer, and women’s swimming & diving. FGCU moved into the Atlantic Sun Conference and is currently a provisional member.

Since debuting in 2000, with the launch of men’s and women’s golf and men’s and women’s tennis, FGCU athletics is enjoying remarkable success as a young program now in its eighth year. The University’s first Athletic Director Carl McAloose was also hired in 2000. During 2002-2003, men’s and women’s basketball, men’s and women’s cross country, men’s baseball and women’s softball were added, and volleyball became FGCU’s 11th sport in 2004.

In 2002, FGCU began the move to full-membership status in the NCAA Division II. In 2004, FGCU gained admittance into the NCAA Division II as an independent member of the South Region. In its first two seasons of NCAA post-season eligibility, FGCU athletics had all 11 of its teams represented at NCAA Division II championship events, and during the past five years the program has posted an overall winning percentage over .750.

Athletic Success 2006-2007 - Division II  Women’s basketball National Champion runner up in 2006-2007 with a school record 34 wins, and the only loss of the season in the National Championship game.  Men’s basketball posted a 27-6 record for the 2006-2007 season.  Volleyball completed the season winning the first two rounds of the NCAA tournament and finally losing in the South Region Final to Tampa. The team finished the season with a 29-3 record.

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 Softball led the nation in wins with 62 and made it to the South Region final before falling to Florida Southern. Finished ranked 10th in the NFCA Top 25 Poll.

2007-2008 First Year Division I  Women’s Basketball - Earned a bid to the WNIT tournament and defeated South Florida in the first round. By earning a spot in the WNIT, the Eagles became the first team in history to play in the WNIT in their first year as a Division I program. With the win, the Eagles became the only current A-Sun school to win a post season game. FGCU finished the season with a 22-9 record.  Volleyball - Regular season Atlantic Sun Conference Champions with a 23-3 record.  Baseball - Regular season Atlantic Sun Conference Champions posting a 24-6 conference record and a 37-13 overall record.  Softball - Shared regular season Atlantic Sun title and had an overall record of 48-16 and 16-6 in the A-Sun.

Attendance  Women’s Basketball - Hosted the first round WNIT game and had the second highest attendance of all first round games with 2,742. In its home opener against Florida State, the Eagles attracted a crowd of 2,719 fans.  Men’s Basketball - Set an Alico Arena record of 4,216 fans at conference home opener. The men’s basketball attendance increased 64% from the previous year.  Women’s Soccer - In its inaugural home event as a Division I school, FGCU drew a sold-out crowd of 1,026 for its women’s soccer match against Alabama State.  Men’s Soccer - A week later in their home opener, the men’s soccer team attracted 1,061 fans as the Eagles upset UNLV 2-1.

Media Exposure  Comcast Sports Southeast - "This Week in the A-Sun" offers a full slate of men's and women's highlights from around the league. "This Week" airs each Friday at 7:00 PM on CSS prior to the CSS/A-Sun Game of the Week.  Comcast Sports Southeast - Men’s Basketball- FGCU’s first game televised live from Alico Arena. The FGCU men’s basketball team plays Atlantic Sun Conference home vs. Stetson with the game televised by Comcast Sports Southeast and is the Atlantic Sun game of the week.  Big Ten Network - Men’s basketball game at Iowa was broadcasted live by the Big Ten Network.  Time Warner Sports Channel- March 4 game vs Marquette was broadcasted live on Time Warner Sports channel which is on channel 32 throughout the Wisconsin division.

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Video Streaming  Men’s Basketball - South Padre Island Invitational video was streamed through JumpTV. Select Games (Nov. 23-24) Iowa, Bradley, Vanderbilt, Utah State, Valparaiso, Austin Peay, Florida Gulf Coast and Maryland Eastern Shore Fans can view games at www.southpadreinvitationaltv.com.  PlayON! Sports - PlayON! Sports provides production and delivery technology to the A-Sun Conference.

National News  Sports Illustrated - Softball senior outfielder Carmen Paez has been featured in the March 31, 2008 issue of Sports Illustrated. Paez was featured in the "Faces in the Crowd" section of Sports Illustrated.  Soccer America Magazine – Women’s soccer featured in the September 6 edition titled Fast Start for First-Year Florida Gulf Coast Programs  USA Today - Incoming freshman soccer player Gina Petracco was featured in the Prep Spotlight.

North Dakota State History North Dakota State University was one of the standouts in Division II for many years. The Bison have won 20 team national championships in six different sports. In the fall of 2004, the Bison started their move to Division I. The Bison presently offer 16 sports and are within the Summit League for the majority of those sports. Football recently joined the Gateway Football Conference, having moved from the Great West Football Conference.

In May of 2008, the institution received notification of the acceptance of the Institutional Self Study Guide by the NCAA. The NCAA reviewed NDSU’s annual report and strategic plan. Following the review, the NCAA subcommittee forwarded its recommendation to the NCAA Management Council to elect NDSU to active Division I status, effective for the 2008-09 academic year.

Athletic Success Division II  National Championships Team and Individual o Football o Wrestling o Women’s Basketball o Softball o Women’s Indoor Track and Field o Men’s Cross Country o Men’s Indoor Track and Field o Men’s Outdoor Track and Field

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2007-2008 Division I  Summit League Regular Season Champions - Softball  Football - NDSU posted road wins over two FBS opponents -- Central Michigan and Minnesota. Football finished the year ranked sixth in the Gridiron Power Index and ninth in the FCS Coaches Poll. The team ranked number one during the regular season in the coaches’ poll.

Attendance  Volleyball: Ranked 45th among all Division I schools for attendance. Largest crowd was 1,108 vs. North Dakota.  Football averaged almost 10,000 more fans per game than the FCS average reported by the NCAA for 2007, of 8,346. While still in the provisional classification, NDSU is not ranked within FCS attendance, if they were this mark would put them in sixth place for average attendance, only trailing Appalachian State, Montana, Delaware, Yale and Georgia Southern.

Media Exposure  FSN North - Football: Home opener broadcast vs. Austin Peay - Men’s Basketball: At home vs. Colorado State  FSN Florida- Men’s Basketball at the University of Florida  FSN Arizona- Women’s Basketball at Northern Arizona  CBS Affiliate (Fargo, ND) – One men’s game, one women’s game  NBC North Dakota Network - Three home broadcasts.  Big Ten Network - Football at Minnesota, NDSU won with a final score of 27-21. - Basketball at Minnesota

National News  USA Today o North Dakota State playing for No. 1, not for title, featured October 10, 2007 o North Dakota State, South Dakota State join Gateway Football Conference, featured March 7, 2007  Sign on San Diego.com – NDSU featured October 8, 2007 in an article titled North Dakota State gets first No. 1 Division I football ranking  SI.com - Anything's possible-N. Dakota State's win in Wisconsin one to remember, January 22, 2006  NFL Draft - Linebacker Joe Mays Selected in Sixth Round of NFL Draft by the Philadelphia Eagles

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 ESPN The Magazine- North Dakota State University running back Tyler Roehl was named to the 2007 ESPN The Magazine Academic All-America® University Division first team.

Butler In an article discussing publicity that Butler men’s basketball has received after its miraculous run to the 2010 national championship game, the Bulldogs head coach Brad Stevens marveled over the tremendous amount of fan mail he has received. Interestingly, Stevens estimated that 90% of the mail has come from people with no previous ties to Butler, indicating a new widespread awareness of the University. In addition to all the fan mail, Stevens also appeared on the David Letterman Show and also received a call from President Obama. Butler University is enjoying incredible free publicity solely based on the success of the men’s basketball team.

More importantly, the publicity is producing a tangible growth in interest in the University. Butler’s Vice President of Enrollment, Tom Weede, has reported a 67% jump in high school student inquiries since the NCAA tournament began, and a 61% increase in requests for transfer applications. Additionally, two or three people with absolutely no previous ties to the University have offered to donate a scholarship to Butler, simply because they enjoyed watching the men’s basketball team’s run through the tournament. Success in men’s basketball has had a huge impact on Butler University as an institution.

Siena Siena College, a mid-major school in the Metro Atlantic Athletic Conference (MAAC) made the men’s basketball NCAA tournament for the third year in a row in 2010. Despite Siena’s small size (3,000 enrolled students), the institution’s participation in the tournament has created unprecedented exposure. Fundraising, ticket sales, and corporate sales have hit all-time highs at Siena, in spite of the current economic climate. Siena is also receiving a record number of applications. Yearly inquiries to the College’s admissions office total 40,000, even though the College typically has a freshmen class of 750 students.

As Siena enjoyed more and more success on the basketball court, the College recognized publicity in even more areas. The College’s athletic website received 810,400 hits during the 2009 basketball tournament, which was 40% more than the number of hits the school received during its first tournament appearance in 2008.

Siena has also used its athletic success to recruit better students. The school took 300 of its ―presidential scholars‖ (the strongest of Siena applicants) to the MAAC tournament men’s basketball semifinal, which Siena won. The students were also recognized on the scoreboard during the game. Nearly half of the participants ended up enrolling at Siena.

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Case Study Conclusion Several consistent themes developed with regard to a successful transition to Division I.

o Vision – there must be a vision and strategy as to what type of program you want to have

o Commitment – there must be a commitment from the administration to support the program based on the goals and objectives set in the vision, a common-term heard was a ―top-down commitment‖

o Leadership – a key group of individuals who can help raise or find money; and a key group of individuals to help define the program and operationally assist with its start-up

o Financial Planning – realistic budgeting, fundraising objectives and clear definitions as to ―where the money will come from‖

o Facilities – detailed plan, cost and build estimates with regard to facilities and infrastructure needs

o Success – ability to capitalize from the on-the-field success to fund facility improvements and upgrades

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Academic Progress Rate

APR is calculated each academic year, based on the eligibility, retention and graduation of each scholarship student-athlete by every Division I sports program. Programs that score below 925 on their four-year rate and have a student leave school academically ineligible face immediate penalties and can lose up to 10% of their scholarships.

NACDA Consulting researched the average APR for all Division I institutions and Division I-AAA institutions for every sport that NKU offers. As a Division II program, NKU does not submit APR information, whereas Division II requires Academic Success Rate (ASR) data.

The overall Division I APR for all sports programs is 964. The APR average for DI- AAA is higher than the overall DI average in 6-of-13 sports that NKU offers. The DI and DI-AAA averages are identical in men’s cross country.

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DIVISION I TRANSITION

Total Athletic Budget

NACDA Consulting compared the total athletic budget of NKU to the average total athletic budgets of the institutions in the Horizon League, OVC, Summit League, and A-Sun Conference.

NKU reports an athletic budget of approximately $4.23 million. This figure puts NKU 40% below the four-conference average of approximately $7.1 million. The Summit League has the closest average to NKU at $5.8 million, while the Horizon League leads all four conferences with an $8.6 million average budget.

Please note that the conference data is directly from the 2008-09 conference reporting and NKU’s data is from their 2009-10 athletic budget.

Source: Budget averages compiled from individual conference budget & salary surveys

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Operating Budget – Current

NACDA Consulting conducted research for the Horizon League, OVC and Summit League to provide a sport-by-sport assessment of operating budgets for comparison to NKU.

Men’s Sports All of NKU’s men’s sports were below the conference average in total operating budget.

Baseball NKU’s total operating expenses falls 55% below the three-conference average of $106,027. The Summit has the highest total at $127,517, while the Horizon had the second lowest at $84,500.

Basketball The three-conference average of $218,824 is approximately $170,000 more than NKU’s total operating expenses, as the University falls 78% below the average. NKU has the lowest total at $47,704, while the OVC has the highest operating budget average of $246,194.

Golf NKU’s total operating expenses is 41% below the three-conference average of $26,170. The OVC has the highest total at $32,475, while NKU has the low.

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Soccer The three-conference average is $55,623, with NKU 47% below the average at $29,250. The Summit has the highest total expenses at $59,189. Men’s soccer is not a conference sport for the OVC.

Women’s Sports NKU’s women’s sports total operating budgets fall below the conference averages of the Horizon, OVC and Summit in every sport.

Basketball NKU’s total operating expenses falls 72% below the three-conference average of $167,962. The OVC has the highest total at $185,976, while NKU has the low at $47,704.

Golf The three-conference average is $25,273, with NKU 39% below at $15,529. The Horizon has the second lowest total at $18,454, while the Summit has the highest total expenses at $30,420.

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Soccer NKU’s total operating expenses falls 61% below the three-conference average of $74,273. The OVC has the highest total by far at $107,152, while NKU has the lowest at $29,250. The OVC’s total is nearly $40,000 more than the next closest conference.

Softball The three-conference average is $69,525, with NKU falling 51% below at $34,196. The Horizon has the second lowest total, but is still ahead of NKU by approximately $20,000. The OVC has the highest total expenses at $83,986.

Volleyball NKU’s total operating expenses falls 57% below the three-conference average of $64,157. The OVC has the highest total at $74,578, while NKU has the low at $27,689.

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Combined Sports The data available for the comparison conferences combined the operating costs of men’s and women’s cross country and track & field, as well as men’s and women’s tennis. NKU’s men’s and women’s operating expenses were combined for the purpose of comparison.

Cross Country NKU’s total operating expenses falls 79% below the three-conference average of $94,220. The OVC has the highest total at $115,285, while NKU has the low at $19,816. However, it is important to note that NKU only sponsors cross country, while the other three conferences sponsor indoor and outdoor track and field as well.

Tennis NKU’s total operating expenses falls 55% below the three-conference average of $43,793. The OVC has the highest total at $58,152, while NKU has the low at $19,564.

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Operating Budget – Division I

NKU would witness a significant increase in its sports operating budgets for its 13 programs as well as the addition of a new women’s sport. The current sports operating budget is $375,000, and the operating budget for 14 sports at the Division I level is initially projected at approximately $911,600 (including women’s track & field). The move to Division I results in an annual increase of more than $535,000 in NKU’s sports operating budgets.

Men’s Sports NACDA Consulting projected initial sport operating budget as NKU transitions from Division II to Division I. The current operating budget is approximately $178,000 for the six men’s sports. Utilizing the benchmarking average to calculate costs, the projected operating budget for those sports would increase to $438,500 an increase of nearly $260,500 annually. A significant increase would be recognized in the team sports of basketball, baseball and soccer with golf, tennis and cross country realizing incremental increases.

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Women’s Sports NACDA Consulting projected initial sport operating budget as NKU transitions from Division II to Division I. The current operating budget is approximately $198,000 for the seven women’s sports. Utilizing the benchmarking average to calculate costs, the projected operating budget for those sports would increase to $473,000 an increase of more than $275,000 annually, including the additional $40,000 to add track & field. A significant increase would be recognized in the team sports of basketball, softball, volleyball and soccer with golf, tennis and cross country realizing incremental increases.

New Sport As referenced above, NKU would need to add an additional women’s sport to meet the 14 sport Division I requirement. If cross country were transitioned into indoor/outdoor track & field, the incremental cost increase from the cross country budget is estimated to be $40,000.

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Scholarships & Equivalencies – Current

NACDA Consulting researched the Division I maximum equivalencies per sport, as well as the average equivalencies of the sports in the Horizon League, OVC, Summit League, and A-Sun Conference for comparison to NKU.

Overall, the men’s program was 7.22 equivalencies below the average of the four conferences for its sports programs, whereas the women’s programs were 15.32 equivalencies below the four-conference average.

Division I Maximums The following chart details the current maximum scholarships allowed at Division I and in comparison with NKU’s current scholarships at the Division II level. Currently, NKU offers 34.67 equivalencies for its six men’s programs, and the NCAA maximum for those same programs is 48.60, a differential of 13.93 scholarships.

On the women’s side, NKU provides 38.47 equivalencies for the seven female sports that it sponsors. The NCAA maximum for those same sports is 73.00, which is a differential of 34.53 scholarships. The significant differential in the men’s and women’s sports at Division I is due to the increase in the maximum allowable women’s equivalencies in the team sports (basketball, soccer, softball, and volleyball).

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Men’s Sports A sport-by-sport comparison of NKU’s men’s sports equivalencies to the average equivalencies of the Horizon League, OVC, Summit League, and A-Sun Conference shows that NKU, as expected for a Division II institution, has below average scholarships in every sport, except for cross country. Overall, NKU was 7.22 scholarships behind the total average of the four conferences in the sports the University offers.

Women’s Sports A sport-by-sport comparison of NKU’s women’s sports equivalencies to the average equivalencies of the Horizon League, OVC, Summit League, and A-Sun Conference shows that NKU has below average scholarships in every sport it offers. The greatest discrepancy in equivalencies occurred in softball, where NKU fell below the conference average by nearly five scholarships. Overall, NKU was 15.32 scholarships behind the total average of the four conferences in the sports the University offers.

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DI Sport-by-Sport Equivalency & Costs

NACDA Consulting provided an assessment and analysis of the change in equivalency if NKU were to make a transition to Division I once the moratorium is lifted in August 2011. Projections were made using the Horizon League average and/or the proposed new Division I requirement of 75% equivalency maximum to estimate the increase in equivalency.

If NKU were to make a transition to Division I based on increases in both men’s and women’s scholarships of current sports programs and the addition of a women’s sport, NKU’s total athletic equivalencies would increase to 45.73 men’s equivalencies and 75.00 women’s equivalencies. Therefore creating a total of 120.73 athletic equivalencies for its 14 sports programs with a financial aid cost increase of approximately $1.2 million, including the 5th year scholarship and summer school program.

Men’s Sports A sport-by-sport comparison illustrates that NKU would need to add 10.53 scholarships in its men’s sports to meet the Horizon League average or NCAA 75% requirement. More than half of the scholarships are in men’s basketball where NKU would need to add 3.5 scholarships, followed by baseball (2.71), soccer (2.06), tennis (1.44) and golf (.82).

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Women’s Sports As noted in the Division I maximum comparison with NKU’s current female scholarships, there is a larger differential than in the men’s comparisons. When comparing the Horizon League and/or the 75% Division I scholarship requirement, NKU would need to add 27.53 scholarships. Softball (6.57), women’s basketball (6.35) and volleyball (4.46) account for the majority of the equivalency increase. The comparison against the Horizon League, OVC, Summit League, and A-Sun Conference averages illustrates that NKU is 17.46 equivalencies behind the current conference average.

In order to meet Division I sport requirements, NKU would be required to add one female sport, which has been identified as track & field. Thus, the equivalencies and costs for those sports were calculated as well. If NKU added track & field, it would need to add a minimum of 10.50 equivalencies.

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Division I – New Sport

As NKU considers the move to Division I, one important requirement will be the addition of another sport to bring the University’s total sports sponsorship to 14. In order to stay in compliance with Title IX, it would make the most sense to add a women’s sport. If NKU decides to make the jump to DI, the best candidate for the women’s sport addition would be track & field. Also it should be noted that adding men’s track & field within four to five years should be considered, once the women’s program is established.

The new women’s sport would add approximately $290,000 (track & field) to NKU’s current budget including scholarships, operating expenses and salaries. Track & field would need to elevate the current part time head coach to full time and hire an additional full time assistant coach.

Track & Field Track & field was researched for both outdoor and indoor for each of the respective conferences, as well as a comparison of operating budgets to determine the funding level needed and competition. Estimated annual costs for a Division I track & field/cross country program were $47,000 in operating expenditures, $65,000 in salaries and $276,000 in scholarships/financial aid for a total expenditure of $388,000, with a net increase of approximately $290,000, after deducting current expenses for cross country.

Operating Budget Budget comparisons of the Division I conferences combined track & field and cross country, NACDA Consulting determined the total average budget deducted by NKU’s current cross country budget to determine the funding NKU would need at the Division I level to have both cross country and track & field.

Track & field programs have a head coach and assistant coach, so NKU would need to elevate the current part time head coach to full time and add a full time assistant coach.

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The average operating budget is $46,333 compared to NKU’s current cross country operating budget of $19,816.

Scholarships While, the average number of equivalencies for the Horizon League, OVC, Summit League, A-Sun Conference and Southland Conference is 9.57, NKU would need to increase their number of scholarships by 10.5 in order to reach the DI 75% minimum equivalency level.

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Total Scholarships NACDA Consulting projected scholarship costs if NKU were to offer 100% out-of- state scholarships as a Division I institution. The annual cost for NKU athletics would increase to $2.6 million per annum, an increase of $1.2 million.

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Maximum Allowable Coaches

The Division II manual does not have a statement on the limitations of the number of coaches employed by an institution. However, the Division I Manual (section 11.7.4) provides the limit on the number of head and assistant coaches by sport.

Section 11.7.4.1 addresses combined sports programs that would be applicable for tennis and cross country. This section states, ―A member institution that conducts a combined program in a sport may employ the total number of coaches specified separately for men and for women in that sport.‖ Coaching limitations do not apply to student-assistant coaches. In addition, certain sports are allowed volunteer coaches the number of which depends upon the sport.

The chart provided shows the present coaches at NKU and a comparison to the NCAA Division I maximum.

Including head coaches, assistant coaches and graduate assistants, NKU has 16.5 coaches for its 13 programs and based on the NCAA Division I criteria is 20 coaches below the allowable maximum. Based on benchmarking analysis of targeted peer institutions and conferences, it is recommended that NKU add 8.5 coaches to its current staffing to be competitive as a Division I program and at a minimum would cost approximately $334,400. In order to be compliant with Division I sport requirements, NKU would add a 14th sport, which would add $45,500 in salaries and benefits. The total projected coaching expenditures would be $379,900.

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Coaching additions would be made in the following programs:

 Baseball – add a full-time assistant and a full-time graduate assistant  Softball - add a full-time assistant and a full-time graduate assistant  Men’s Basketball – add a full-time assistant  Women’s Basketball – add a full-time assistant  Men’s Soccer – add a full-time assistant  Women’s Soccer – add a full-time assistant  Volleyball – add a full-time assistant and full-time graduate assistant  Cross Country – add a full-time head coach, as well as a full-time assistant, when track & field is added as the 14th sport

The chart below illustrates the four new full-time assistant coaches that would need to be hired as part of the transition to Division I. Additionally, three current part- time assistant coaches would be transitioned to full-time status and three full-time graduate assistants would be added. The salary indicates the increase to their current salary to be within the benchmarking average of the aspirant peer institutions. Total annual expenditures for salary and benefits is approximately $334,400.

NOTE: $18,000 in GA benefits is for tuition.

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As part of the transition to Division I, NKU would need to add a women’s sport to meet the 14 sport Division I requirement. The option would be women’s track & field. When track & field is added, NKU would add head coaching duties to the cross country head coach and hire a full-time assistant. The cost for adding track & field would be $45,500 for transitioning the current part time head coach to full time and adding the full-time assistant coach.

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Division I – Administrative Staffing

NACDA Consulting provided an assessment and analysis of NKU’s current administrative staff salaries in comparison with mid-major Division I conferences. Research was gathered from the A-Sun, OVC, Horizon and Summit Conferences. NACDA Consulting also provided an assessment of positions that would need to be added as part of a move to Division I. Current salaries and benefits for NKU’s athletic administration is approximately $780,000; the additional positions added as part of the transition to Division I would increase the administrative salary and benefits budget to nearly $1.5 million.

Salary Comparison NKU was below the Division I average for three staffed positions that matched Division I – Athletic Director, Compliance Director and Facilities Manager. Overall, 12 positions were compared, with 9-of-12 being above the conference comparison. The greatest variance was found with the Facilities Manager, with NKU’s staff member falling 53% below the average. NKU is currently searching for a full-time Senior Women’s Administrator (SWA) as part of an administrative reorganization in conjunction with the Feasibility Study.

The total differential for the three positions compared was $47,422, with the highest numerical difference being the Facilities Manager at $27,359, followed by the Athletic Director at $18,933 and Compliance Director at $5,103.

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Staffing Comparison If NKU were to make a move to Division I, it would need to add approximately six full-time positions within its administrative staff. Currently, Athletics has 16 full- time, part-time and graduate assistant positions and a move to Division I would increase that number to 30. Departments that would witness an increase or change in its current staffing are:

 Academics – add a full-time academic position and a graduate assistant focusing on CHAMPS/Life Skills position  Athletic Training – add full-time graduate assistant  Development – add full-time position and graduate assistant, which would develop into full-time position within 24 months  Marketing/Promotion – add two full-time graduate assistants  Strength & Conditioning – transition from a graduate assistant to a full-time position and add graduate assistant  Administrative Assistant – transition from part-time to full-time position  Business Office – add full-time graduate assistant  Compliance – add graduate assistant  Tickets – full-time ticket sales position (season and groups) and a graduate assistant that would focus on operations  Facilities/Operations – transition from a part-time to a full-time position and add graduate assistant, who would have equipment management responsibilities  Sports Information – add graduate assistant

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For the key full-time positions to be added or transitioned from part-time to full- time, NACDA Consulting developed a matrix based on current salary levels and a projected hire date, based on NKU initiating a transition to Division I for the 2012- 13 athletic season.

Of the 17 positions, six full-time and 11 graduate assistants, it is recommended that the revenue development positions for development and corporate sales as well as academic coordinator would have a 2011 hire date with the remaining positions filled prior to the 2012-13 athletic season. The total annual investment for the new positions, including salaries and benefits is approximately $635,500.

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Pro Forma Budget & Timeline

Salaries/Benefits - Administration

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Salaries/Benefits – Coaching Staff

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Administration Operations

Sports Operations

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Scholarships

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Recap

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Timeline

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GENDER EQUITY/TITLE IX

A move to Division I would require that NKU add a 14th sport to be in compliance with Division I membership requirements. It is recommended that NKU add women’s indoor/outdoor track & field. The addition of a new women’s sport at NKU would satisfy the second prong of Title IX compliance, which is a ―history and continuing practice of program expansion‖ for the under-represented sex.

The move to Division I would significantly increase the number of scholarships offered to the women’s program. Currently, NKU offers 35.20 men’s scholarships and 38.47 women’s scholarships. The move to Division I would increase the men’s total by 7.24 to 42.44 equivalencies, but the women’s total would nearly double to a minimum of 73.66 equivalencies with the addition of the new women’s sport. Current overall student-athlete participation skews 54%-males/46%-female, however the transition to Division I and the addition of a new women’s sport would inverse the ratio to 55% female student-athlete participation and 45% male participation.

Overall, a move to Division I would improve and ensure NKU’s compliance with Title IX and gender equity.

Gender Equity-Three Prong Test An institution's title IX compliance is demonstrated by the satisfaction of one of three prongs in the three-part test. A brief description of each prong is provided for reference.

Prong One: Intercollegiate level participation opportunities for male and female students are "substantially proportionate" to their respective full-time undergraduate enrollments.

Prong Two: Institution has a "history and continuing practice of program expansion" for the under-represented sex.

Prong Three: "Fully and effectively" accommodating interest and abilities of the under-represented sex.

NKU Title IX Gender Equity Report Summary In June 2008, Northern Kentucky University completed the NCAA Division II Institutional Self-Study Guide to Enhance Integrity in Intercollegiate Athletics. During the self-study process, NKU's gender equity status was reviewed and the self-study committee recommended that a subcommittee of the Athletic Council be formed to develop a strategic plan to ―address compliance with Title IX and the

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gender equity issues.‖ After a thorough analysis of gender equity within athletics at the University, the following recommendations were made:

o NKU should add Outdoor Track and Field for both men and women, and Indoor Track and Field for women as new sponsored intercollegiate sports. Roster management should be implemented.

o NKU should increase financial aid to men while not decreasing financial aid to women.

o NKU should increase operating funds for teams to cover appropriate athletic equipment eliminating any disparities between the different teams. NKU should provide for all participants shoes, practice and competition gear, and sport specific equipment, i.e., shin guards, golf clubs, racquets, gloves, and jackets for cold weather.

o NKU should work to bring athletics to the level of the University/State per diem travel allowance that the University supports elsewhere.

o NKU should renovate the existing on-campus baseball field to improve spectator seating, the press box, fencing and irrigation in the outfield. In the future, lighting both the baseball field and softball field should be considered.

o NKU should provide appropriate budget enhancements in support of new sports: Men’s and Women’s Outdoor Track and Women’s Indoor Track. Budget enhancements must meet the increased demands within the eleven program components and guarantee that for each sex equal opportunity, treatment, and financial resources are available.

o NKU should, on a regular schedule, perform a comprehensive review that monitors gender equity and Title IX compliance in athletics.

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Student-Athlete Participation The University researched the current student-athlete participation in association with a comparison of male and female student-athletes and male and female non- athletes.

Overall, the 2007-08 University gender ratio is 57.7% female and 42.3% male, with the student-athlete participation rate at 54.1% male compared to 45.9% female. There is a negative 11.8% difference between the enrollment rate of women at the University and athletic participation rate.

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Participation numbers for basketball, soccer, and tennis were equitable. The analysis of student-athlete financial aid favors female student-athletes with 53% of the scholarship money, while males received 47% of athletic financial aid. The equivalency ratio is 53% female and 47% male.

A transition to Division I would move student-athlete participation numbers in favor of the female student-athletes – 55% to 45% male participation. The differential in equivalencies and financial aid money would be more dramatic with 62% of the financial aid and equivalencies for the eight women’s programs and 38% for the men’s program. Based on current scholarship values, financial aid expenditures for the six men’s programs would increase to $998,076 and the women’s expenditures with the inclusion of the new sport would increase to $1.5 million.

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SOURCES OF REVENUE

Overview

A critical component to NKU’s success will be the development and execution of an external revenue plan. As with most Division II programs, the generation of external revenue has not been a focus of the NKU athletic department. The development of external revenue is not a tenet of the Division II philosophy. However, over the past few years, especially amongst the most successful DII programs and those that have made the transition to Division I, the development of external revenue from corporate sponsorships, fundraising and ticketing has been paramount to their success.

Sources of Revenue An analysis of five mid-major Division I conferences, Horizon, Summit, OVC, Southland and Big West broke down the primary sources for their athletic budget. Institutional support in the form of waivers, shared positions and cash accounted for 43% with student revenue accounting for 31%. The remaining 26% of the budget came from external revenue sources such as development, corporate sponsorship, ticket sales, etc. Miscellaneous support includes game guarantees and NCAA revenue.

Source: Conference Survey data

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In comparison, the DII model’s philosophy is that the University shall support athletics through its institutional budget process. NACDA Consulting collected conference data from the RMAC, Gulf South, MIAA, Northern Sun and Sunshine Conferences and found that 65% of the DII athletic budget comes from institutional support with student fees at 12% and government support at 7%. The remaining 16% came from external revenue sources.

Source: Conference Survey data

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Student Fees

A comparison of the Horizon League, Summit League, OVC, Southland Conference and Big West Conference illustrates that the average student fee revenue is $2.5 million. The Horizon, Southland and Big West exceed $3 million, and the Summit and OVC average is approximately $1.2 million. NKU is 64% below the average with $929,196 in student fee revenue allocated for intercollegiate athletics.

At NKU, students do not pay a fee specifically designated for athletics. In the late 1990’s, a $20 per semester fee was implemented for the enhancement of the intercollegiate athletic program. In return for the fee, NKU students are able to attend all non-post-season home athletics contests for free by showing their id. That fee was increased to $30 per semester in 2000. However, in 2003 the decision was made to bundle tuition and all fees together. A designated amount of money (in 2009-10 the amount is $929,196) continues to be allocated to athletics from the bundled tuition and fees revenue, but ultimately NKU students no longer pay a student fee specifically designated for athletics.

The amount that tuition and fees can be raised is determined by the CPE. For 2010-11, the increase is projected to be between 4-5%. The average athletic fee at a public school in the Horizon league is approximately $125 per semester per student.

The 2007 NKU Business Plan It’s All About Talent, projects increasing undergraduate tuition by 6% annually and graduate/law school tuition by 8% annually. Current enrollment is 15,082 students and the stated goal is to reach 22,520 students by 2020, but the average rate of growth for the past few years has hovered around 1-2%, which would project to attendance of 18,000 by 2020. It is important to note that the student’s share of NKU’s public funding is currently 62% as stated in the 2007 NKU Business Plan.

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NACDA Consulting projected revenue if the students were to pass a referendum to institute athletic fees to support a move to Division I. Projections were made based on student fees of $50, $75 $100, $125 and $150 per semester. If NKU wanted to reach the Horizon League benchmark of $3.5 million in student fees, it would need to increase its student fees to approximately $125-150 per semester.

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Another item to be considered with regard to student fees is a one-time Division I and student recreation fee/assessment that would be applied to incoming freshman beginning in 2011. The proposal would need to be approved through a student referendum, and there is some concern that the students would not be in favor of the assessment due to their funding of the Student Union. This is why the proposal would be combined with student recreation, as there is a significant need to increase and enhance student recreation opportunities at NKU.

A proposed funding model would include a staggered one-time assessment that would incrementally increase each year to support the growth of the department. Freshmen enrollment was calculated at 2% annual growth based on the current freshman population of 2,183 students in Fall 2009. Projections were calculated for one-time assessment of $50, $100, $200, $300 and $500 per semester. Projected revenue in 2014-15 would be $238,666 at the $50 level and more than $2.3 million at the $500 level. NACDA Consulting’s recommended one-time assessment fee based on historical data was $300 per semester, which would equate to $1.4 million in revenue by 2014-15. It is recommended to cap the assessment’s increase after four years.

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Institutional Support

Research of five mid-major conferences illustrates that those member-institutions receive considerable budget support from the institution. The average institutional support amongst the conferences was $3.5 million; with the Horizon coming in the highest with $4.6 million. As displayed in the earlier chart, institutional support accounts for nearly half of the entire athletic budget.

NKU is 7% below the aggregate average and $1.3 million below the Horizon League with current institutional support of $3.3 million.

At the Division II level and as noted in the philosophy of Division II, budget support for athletics comes primarily from the institution and data from the benchmarking programs indicated that 76% of their athletic budget came from institutional support.

There are two best practice examples that are common at Division I that NACDA Consulting wanted to present – out-of-state waivers and shared athletic positions. If both programs were implemented by NKU, the cost savings to athletics would equate to more than $1.25 million.

Institutional Support - Waivers Intercollegiate athletics provides a number of benefits to an institution of higher education, including the opportunity to significantly contribute to greater student diversity on-campus, and the opportunity to bring regional, national and international recognition to NKU. Gifted student-athletes from throughout the United States and around the world bring an important dimension to not only the intercollegiate athletics program, but also to the entire University.

By providing waivers, NKU Athletics or the student-athlete would still pay for housing, food and books. The out-of-state waiver is $12,180 and covers the in- state and out-of-state tuition, plus $6,536 covers room, board, fees and books. By providing waivers, NKU coaches are able to recruit the best student-athletes worldwide, who would contribute to NKU’s student diversity and raise the University’s profile locally, regionally, nationally and internationally.

Best practices that have been used when considering the amount of waivers for the institution to provide to athletics, is over 50% of the NCAA maximum in waivers. The chart below provides projections and institutional support based on NKU sports programs. Under the current scholarship amount, institutional support would equate to $450,660 and under the move to Division I institutional support would be

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$706,440 for 58 out-of-state waivers. In addition, NACDA Consulting recommends budgeting $220,000 in waivers for 5th year graduate students and $198,000 in graduate assistantships.

A sample policy for application of student-athlete waivers is provided as well for use as a template for NKU.

Policy on Student-Athlete Waivers

Purpose NKU uses Board of Trustees authority for the purpose of waiving the out-of-state portion of tuition for certain types of students to enhance campus diversity and student quality in an ever increasing competitive student market.

Policy Waivers are awarded based on the University’s established selection criteria of recruitment, retention, diversity and service to students who meet certain initial requirements.

Application The Office of Enrollment Management is the central receiving and processing location for student waiver applications. With the assistance of a newly created Student-Athlete Waiver Committee, consisting of NKU’s Assistant Athletic Director for Compliance and Faculty Athletic Representative, the Director of Athletics may authorize tuition waivers to target recruitment opportunities to attract a diverse and strong student population. These waivers may be awarded or renewed each year to undergraduate students meeting the criteria. Waivers are awarded in conjunction with the admission process.

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Procedure Parameters for award and renewal eligibility for student-athlete tuition waiver authority shall be as follows:

Student Waivers – Initial Eligibility Requirements  Approval for admission to NKU as a full-time degree seeking first-time in college or transfer student, and;  A minimum of 3.0 grade point average, or a XXX on the SAT, or XXX on the ACT; or  An outstanding record of athletic and leadership achievements determined by the Student-Athlete Waiver Committee.

Renewal Requirements  Waiver awards are only guaranteed for one year and are contingent upon continued budget authorization. To renew, student-athletes must continue to meet the established NCAA eligibility requirements.

Institutional Support – Shared Positions A common practice at both the Division I and II levels is to have athletic positions fall under the budgets of the University budget and create ―shared positions.‖ This assists with the athletic departments finances and improves communication between the impacted University and athletic departments. The four most common positions/areas are:  Athletic Director – it is recommended that NKU make the Athletic Director a budget line item within the Vice President of Student Affairs’ budget.  Assistant Coach – common practice for admissions to provide $10,000 - $20,000 stipend to athletics to be used for assistant coach position(s), due to the impact that athletics has on recruitment and enrollment of students.  Sports Information – line item and reporting line within the University Communications/Public Relations Department  Development – line item and reporting line to University Development

The impact if the four positions were transferred to the University budget line items to athletics budget would be approximately $310,470 including salary and benefits (30% of salary).

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Athletics currently pays auxiliary services $140,000 per year in rent, plus $35,000 maintenance fee and approximately $3,000 to $5,000 per event charge for its usage of the BOK. Additionally, athletics absorbed $150,000 in additional expenses to the BOK this past year, bringing its total BOK expenditures to more than $400,000. It is recommended that the University waive the rental and maintenance fee, which would provide additional savings of $175,000-275,000 annually from the athletics budget.

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NCAA/Conference Revenue

NKU would receive monies from the NCAA in the form of distributions directly to the school and conference allocations once it was a full NCAA Division I and conference member. A description of each distribution is provided and estimates that NKU could expect once it is a member of Division I.

“New members of Division I should qualify after three years for revenue distributions related to academic enhancement and the Special Assistance/Student Athlete Opportunity Fund.”

NKU would qualify for approximately $188,443 from the NCAA and conference revenue after its third year.

Academic Enhancement Fund - Institutions can utilize the funds for new or existing student-athlete academic programs and services. A payment of approximately $62,438 is sent to each Division I institution annually in late June. Reported uses of the fund are for Personnel (59%), Tutoring (25%), Computer Services (5%), Equipment (4%), Academic Programs (3%), and Other (4%).

Conference Grants – A total of $7.4 million is allocated for grants to Division I men’s and women’s basketball playing conferences. Grants of approximately $240,871 will be made to each Division I conference that employs a full-time administrator and that are eligible for automatic qualification into the Division I men’s and women’s basketball tournament. Based on conference affiliation, NKU would receive approximately $21,000.

NCAA Basketball Revenue – The NCAA distributes revenue to all Division I conferences based on their performance in the Division I men’s basketball championship over a six-year rolling period. Fund payments are distributed in the spring. Conferences are urged to distribute money from the basketball fund equally among the member-institutions. For 2008-2009 distribution, the NCAA distributed $154.7 million in basketball revenue. Schools receive their NCAA basketball distributions after the fourth year of full membership.

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Grants-In-Aid - Distribution to all Division I institutions based on the number of athletic grants-in-aid awarded. A point is awarded for each grant-in-aid (based on full-time equivalencies). Each point is valued at $227.13. The value per grant escalates in increments of 50. The chart below shows the grant value for each point. Given the increase in scholarships with a move to Division I, NKU would move into the 101-150 range or $2,271.30 per grant. If NKU had 120.73 grants-in-aid, the total funding would come to $78,882.

Source: NCAA 2008-2009 Revenue Distribution Plan

Sport Sponsorship - An annual distribution is sent to each Division I institution based on the number of sports sponsored. An institution receives a unit for each sport sponsored beginning with the 14th sport. The distribution is $26,123 per sport above 13. NKU would need to add a sport to be eligible for Division I and thus would receive an allocation of $26,123 per year.

The chart below details projected NCAA and conference revenue as a Division I institution after three years. As referenced earlier, NKU would not be eligible for NCAA men’s basketball revenue until it was a full member of Division I.

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Corporate Sponsorship

The development and execution of a corporate sponsorship plan has not been a top priority for the athletics program. This practice is normal within Division II athletics, as the development of external revenue resources is not as important compared to the Division I revenue model.

However, there has been a growing number of top Division II schools as they prepare themselves for a transition to Division I or simply enhance their budget at the Division II level, that have focused on developing and implementing a corporate sponsorship program.

As part of the development of its direction and strategic plan, regardless of divisional direction, it will be important for NKU to devote resources and personnel to selling corporate sponsorships. A sampling of five mid-major Division I conference budget reports, Horizon, Summit League, OVC, Southland and Big West, illustrates that average corporate sponsorship revenue is $251,126. NKU is currently at $108,792 in annual corporate sponsorships and is 57% below the conference average.

Currently the Associate AD – Development and Assistant AD – Marketing are responsible for selling athletic corporate sponsorships. Conversely, SMG has a General Manager and Director of Marketing that are responsible for selling inventory in the BOK. SMG, receives an annual fee from NKU’s auxiliary services of $120,000 annually to manage and sell the BOK, additionally SMG has the ability to earn $25,000 in performance incentives for achieving certain benchmarks. SMG retains all rights from suite sales, concessions as well as signage in the arena. SMG has the ability to sell exclusive sponsorships within the BOK, which has adversely influenced sales efforts by the athletics department. Revenue generated from those areas by SMG is recognized by auxiliary services.

Athletics inventory is limited within the BOK to game programs, game-day sponsorships, and video board messages. Additionally, athletics has advertising inventory on its athletic website, radio broadcasts, print collateral (schedule cards/posters) and naming rights for the soccer facility. Due to two separate sales staff each selling NKU athletics, there is competition in the marketplace. A greater emphasis of collaborative sales efforts would be beneficial.

There are several opportunities that NKU athletics should explore as well. The University receives $100,000 annually from its Pepsi agreement, of which, athletics receives $35,000. The new soccer facility offers naming rights opportunities, and

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benchmarking data at Division I for similar facilities is $500,000 - $1 million for 10 years.

Best practices within Division I would be to consolidate the SMG’s sales efforts with NKU’s and have one person who manages the entire corporate sales operations, with this individual reporting to the Director of Athletics. Based on current staffing, NACDA Consulting would recommend moving SMG’s Director of Marketing into the overarching sales role and the Associate AD – Development would focus exclusively on fundraising. Another option, if a move to Division I is made, is to hire a Director of Broadcasting. This individual would serve as play-by-play announcer for radio broadcasts, negotiate radio affiliate agreements and be responsible for corporate sponsorship sales.

Consideration should be made to partner with a media rights company (ISP, Learfield, NSM, Host) if the move is made to Division I. Under the current arrangement with the limited inventory that is controlled by athletics and the rights and inventory owned by SMG, that none of the media rights holders would have an interest in NKU, nor would respond to a media rights RFP under the current scenario.

The consolidation of sales efforts and developing revenue streams from concessions and naming rights, it is projected internally and from NACDA Consulting that NKU athletics should generate $250,000 to $300,000 annually in corporate sponsorship revenue.

Recommendations include:  Consolidate SMG and NKU sales efforts with reporting line to the Athletic Director  Consolidate sponsorship inventory with athletics retaining 100% of all corporate sales revenue and receiving concession revenue  Explore exclusive pouring rights agreement  Increase athletics revenue from Pepsi agreement  Consider hiring a Director of Broadcasting, if move to DI is made

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Development

It will be critical for athletics and development to fund and support a full-time athletics fundraiser with a focus on an annual fund, major athletic gifts and coordination and integration of athletics into University campaigns. This would rank as our top priority for athletics as it plans for the future. Currently, athletics has an Associate AD – Development, but this individual has additional responsibilities that include corporate sponsorship and ticket sales. It will be imperative that their role be solely focused on development of the Norse Athletics Club and expansion of the current fundraising efforts.

Despite being a relatively young institution, NKU boasts more than 45,000 alumni with the vast majority living in a three county radius. The NAC is the fundraising arm for the athletic department and has current revenue of $250,000 annually from 580 donors. NAC retention has an average annual retention rate of 68%, which is more than likely a stewardship issue due to the multiple functions of the Associate AD – Development.

The institution’s development office has a major gifts officer for each department, but this has not been extended to athletics. Athletics utilizes Razor’s Edge as its database and fundraising CRM.

Athletics did not need to conduct a capital campaign to support the construction of the BOK Center or new soccer facility as the majority of the funding for the BOK came from the State of Kentucky and the City of Highland Heights provided the financial support for the soccer facility. Furthermore, athletics does not have debt service payment on either facility, as both facilities have been completely paid for. Premium season tickets for courtside seats and the Banker’s Club tickets have a fundraising fee within the ticket price. The primary benefit provided to premium season ticket holders, is access to the Vault, for pre-, in- and post-game hospitality.

One possible campaign initiative would be to develop a ―Division I Campaign‖ or ―Excellence Campaign‖ and utilize this program as a kick-off for the move to Division I. Another common practice for institution’s transition to Division I or adding a sport is to create a sub-group within the booster club, and target 30 to 50 individuals to each donate $5,000 to $10,000 to initiate community support for the Division I transition. As referenced in the corporate sponsorship section, SMG controls the entire inventory in the BOK including sales of the suites. As referenced from multiple stakeholders there is no incentive for athletics to be involved with the suite sales since they recognize no revenue, other than the face value of the men’s basketball tickets. It is strongly recommended that a development of a commission or shared revenue program for athletics to become vested in the sale of luxury suites.

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Once the development position is exclusively focused on fundraising and development, one of the initial tasks will be to increase stewardship with current NAC members and increase membership benefits to the NAC. Comments within the community focus group, with regard to fundraising and development, were directed toward those two items and increasing communication. Comments from the alumni association mirrored the community focus group, in which there is a belief that athletics needs to be more proactive in alumni targeting and relations.

An analysis of five mid-major Division I conferences showed that the average revenue from all athletic fundraising efforts was $525,259. NKU is 53% below the benchmarking average with annual contributions of $248,929.

By providing dedicated personnel support, increasing stewardship and membership benefits with an eye toward increasing retention and increased marketing to local alumni and community and developing a Division I or Excellence campaign, NKU should increase annual NAC revenue from $250,000 to $400,000 - $500,000 annually with continued incremental growth.

Development recommendations include:  Dedicated fundraising position – remove other responsibilities  Expand NAC member benefits and programming  Develop Division I or Excellence campaign AND/OR target top 30 – 50 donors to each donate $5,000 to $10,000 to initiate Division I community support  Implement commission or revenue split for luxury suite sales with SMG/auxiliary services.  Dual focus on increasing membership retention and local alumni targeting

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Ticket Sales

Ticket sales for athletic events have been low for the past few years, even with the recent opening of the BOK Center. Whether NKU makes a move to Division I or remains in Division II, it will need to increase its annual ticket revenue and re- examine the contract with SMG, who manages the BOK. NKU offers tickets for men’s basketball, women’s basketball, men’s soccer, women’s soccer and volleyball. However, it will need to focus on significantly increasing ticket revenue for men’s basketball to justify a move to Division I and construction of a 9,400 seat arena, which is currently averaging 1,329 in men’s basketball attendance.

Under the current agreement, SMG receives $1 per every single-game ticket sold; prices are $12, $10 and $7 for single game tickets, and $150 for the Courtside Banker’s Club ($650) and Banker’s Club ($400) season tickets that are sold. Currently, NKU has 531 season ticket holders, which is down 126 season tickets holders from 2008-09. Overall there are 401 Banker’s Club season ticket holders, 79 Coaches Club and 51 Courtside Banker’s Club season ticket holders. SMG recognizes all suite sales revenue (excluding price of ticket), parking revenue and BOK concession revenue.

The Associate AD – Development is responsible for season ticket sales in addition to fundraising and corporate sponsorship and the Assistant AD of Marketing & Events is responsible for single-game ticket sales as well as marketing, promotions, event management, corporate sponsorship and season ticket sales support. NKU does not have any ticket sales staff and due to the lack of staffing has been limited in its outreach for season, single and group ticket sales. During the season, NKU utilizes three or four student workers to assist with game and event management.

During the 2008-09 academic year, NKU had $249,291 in ticket revenue for men’s basketball, which included revenue from an exhibition game it hosted against Louisville. When the Louisville revenue is excluded, NKU had $122,478 in men’s basketball ticket revenue. NKU will need to develop and implement a ticket strategy for all of its ticketed sports, with a recommended focus on two sports per season. This strategy will need to include both season ticket and single game sales plans.

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NACDA Consulting used the average Horizon League attendance of 3,500 as a template to model projected Division I men’s basketball attendance.

NACDA Consulting calculated season ticket sales based on current projections and utilizing the same ticket pricing, which is in alignment with Division I. NACDA Consulting projected, based on premium seating opportunities and general season tickets, that NKU could generate $279,000 annually in season ticket sales with annual season ticket sales exceeding 800 season tickets sold. Under the current agreement, SMG would recognize a portion of this ticket revenue, which is a concern with regard to NKU being able to support the move to Division I if it is unable to recognize 100% of its ticket revenue for both season and single-game ticket sales.

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Single-game sales were estimated based on season ticket sales, projected student attendance and determining revenue from group sales and walk-up single-game sales. NACDA Consulting took a conservative approach with per game attendance of 2,470, which is below the Horizon League’s 3,500 average and conservatively projected a $5 group ticket price and used the lowest single-game ticket ($7) to project single-game revenue. Based on 12 men’s home games annually, NACDA Consulting projected single-game revenue sales of $72,000.

A comparison of Division I ticket revenue, excluding football ticket sales, was fairly consistent amongst 4-of-5 conferences used as comparison. The average ticket revenue of the Horizon, Summit, OVC, Southland and Big West as $217,364, with revenue comprised from men’s basketball, women’s basketball, baseball and volleyball. Similar to development and corporate sponsorship, NKU is below the benchmarking average with ticket sales of $122,478 for the 2008-09 season.

Based on season and single-game projections, NKU could realistically generate $350,000 annually in men’s basketball ticket revenue. Based on the size and operating costs of the BOK Center, NKU needs to begin its ticket projections at $350,000 in order for the BOK to be a profit center for the institution. NKU’s current ticket prices are in line with mid-major Division I programs.

Ticket revenue numbers exclude football ticket sales

As NKU focuses on developing a ticketing strategy and increasing its ticket revenue, best practices utilized at the Division I level includes the following with a focus on increased personnel:

 Full-time position focused on ticket sales – season, group and single-game  Full-time graduate assistant focused on ticket operations and sales support  Renegotiate SMG agreement and allow NKU to retain 100% of ticket revenue

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SUPPORT SYSTEM ANALYSIS

Compliance & Academic Services Although NKU has outstanding compliance and academic records, the rigors of Division I athletics will demand constant supervision from a full time Academic Advisor and Assistant Athletic Director for Student-Athlete Services. One academic advisor will not be sufficient for more than 300 student-athletes.

The Academic Advisor should help out with scheduling, keeping coaches informed of progress, setting up tutors, assisting with NCAA reporting (APR), and making sure the student-athletes stay on track to graduate. The Academic Advisor could also assist with advising, as well as monitoring the many eligibility issues relative to progress toward a degree, including verifying student-athletes full-time status, satisfactory progress, and class performance. This person can also oversee student or graduate assistants who would provide study hall monitoring.

The Registrar has a very good relationship with the athletics department and the move to Division I or adding an additional sport should not create a problem. The office should assist in handling all clearinghouse and amateurism NCAA forms and in providing student-athlete grade monitoring support.

Currently there is only one person who provides student-athlete assistance in the Financial Aid office. Athletics accounts for 20% of this individuals work load, NKU will need to dedicate at least a part-time position to support athletics as a Division I institution.

A person within the Business Office should designate half their responsibility toward athletics. Admissions also has an outstanding relationship with athletics. Financial Aid works very closely with athletics, but it would be beneficial to find more non- athletic money to be awarded to student-athletes.

The current academic center in the BOK provides numerous computers and free printing for student-athletes, as well as tables for independent and group study. The center is in alignment with Division I. Each support system employee should have their athletics duties and responsibilities clearly outlined in their job descriptions.

Broadcasting NKU should consider adding a Director of Broadcasting, who would develop the radio network, serve as a play-by-play announcer and would assist with corporate sales in support of the network. This individual can also sell arena signage for soccer, baseball, softball, and basketball. As a Division I program, it would be essential to offer men’s basketball broadcasts on a significant radio signal as part of

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the overall marketing plan. This would also be true of advertising for internet and over the air television opportunities that would need to be developed. Also, within 24 months of moving to Division I, NACDA Consulting recommends that NKU explore its media rights opportunities with Nelligan, Learfield and ISP and based on their feedback issue an RFP for a media rights partner. If NKU were able to secure membership in the Horizon League and with the Cincinnati marketplace it would be an attractive partner for a media rights partner.

Business Operations NKU has an Assistant Athletic Director that serves as a Business Manager and runs an efficient operation. If NKU makes the move to Division I and adds a women’s sport, it is recommended to hire a full time graduate assistant to provide support to the business office.

CHAMPS/Life Skills The CHAMPS/Life Skills programming can be coordinated from the Academic Services area. Utilizing units on campus for presentations to student-athletes is an effective way to save funding and engage the University for the benefit of the students. Also, the NCAA offers grants to bring in outside presenters in this area. Two or three life skills seminars per year will satisfy the NCAA and Conference mandates. These programs can focus on a variety of topics, including Alcohol 101, gambling, career seminars, Finance 101, sex education, leadership, and media training.

Development Fundraising must be emphasized to make the move to Division I and it is critical that athletics works to develop new revenue and donor opportunities. The Athletics Director has a very solid relationship with the University Development Office. The VP for University Advancement felt that a move to Division I would be beneficial for fundraising. Although athletics does not want to take away from other colleges or priorities at the University, athletics should be one of the top priorities in terms of fundraising.

NKU should add a full-time position and graduate assistant position in Development that would develop into full-time position. Between developing special fundraising events, direct mail and telemarketing campaigns, as well as expanding donor base, this position could potentially pay for itself. This position would also work with the business community and foundations to expand relationships central to athletics fiscal health. This position would be working in close tandem with the NKU central development office to utilize the data base for the foundation.

NKU needs to have discussions with SMG with regard to commission or revenue structure for corporate suites to increase NAC revenue opportunities. Further analysis is provided for development in the External Revenue section of the report.

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Equipment Operations The centralization of Equipment Operations is common practice in Division I. NKU should consider hiring a full time graduate assistant equipment manager who would be in charge of quality control of inventory and purchasing, equipment maintenance and repair, laundry, and storage.

Event Management NKU pays approximately $3,000 to $5,000 per event fee to SMG for athletic events hosted in the BOK.

Facilities Maintenance NKU needs to transition a part time position to a full-time Facilities & Operations position. Currently, many of the coaches are involved in the upkeep for their program’s facility, which is not in alignment with Division I. The Facilities & Operations office can upgrade rental opportunities/revenue sources for the many facilities athletics controls. Soccer, baseball, softball and the BOK should be marketed to the community for rental revenue.

Housing & Dining Currently, NKU has 2,000 beds on campus and has plans to expand housing in the near future. The new student union provides on-campus dining options. If the move is made to Division I, it would be beneficial to add more on-campus residence halls for both student athletes and non-athletes alike. More students living on campus will continue to create and develop a traditional campus setting, which is one of the goals of the institution.

Information Technology While NKU’s new athletic website has brought state of the art technology partnering with ICS, other areas of information technology need to be enhanced. The coaches and staff need to have high speed mobile internet connections, laptops and the latest software. NACDA Consulting recommends investing in a CRM tool (Customer Relationship Management), such as Scoutware, for recruiting coordination and utilization by development for fundraising.

Marketing & Promotion NKU needs to increase its athletic marketing and promotion budget. It is critical to move athletics to a fully expanded branding opportunity for the University by year five of the move to Division I. Ticket sales, fundraising and media exposure are tied to this initiative and could, at the outset, be overseen by the Public Affairs/External Relations office of the University. Media buys including radio, billboards, etc. are all part of the big picture move to Division I. After the first few years, athletics would need to continue this initiative with funding from the University that is directed to assist with men’s basketball branding and sales. Athletics should develop

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cooperative programming with University marketing to expand and aggregate efforts. Athletics should transition a second marketing position into a full time graduate assistant position.

Sports Information Currently, NKU’s staffing in sports information is in alignment with Division I. NKU should consider eliminating the practice of printing media guides, which is in alignment with current Division I trends.

Sports Medicine The current training room in the BOK is in alignment with other Division I facilities. The personnel and operating budget appear to be satisfactory as many of the student-athletes commented on how happy they were with the Sports Medicine Department. Athletics also has a satellite training room in Regents Hall.

Strength & Conditioning Athletics will need to hire a full time strength & conditioning coach. Currently, a graduate assistant supervises student-athletes in the weight room. The weight room in the BOK is in alignment with other Division I facilities.

Ticket Operations Athletics needs to add a full-time ticket manager, as well as a full-time graduate assistant for ticket operations. Ticketmaster is the current ticket provider for the BOK. In the initial years grass roots planning to add customers will be important. As the product improves and significant opponents come to the BOK, season, group and individual tickets will be much easier to market. In the initial years grass roots work must be accomplished through group sales and corporate ticket sales support to get customers to sample the product and atmosphere.

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QUALITATIVE INTERVIEWS/FOCUS GROUPS

As part of its research, NACDA Consulting interviewed various stakeholders during its visits to NKU’s campus. In order to ensure honesty and candor, the identity of each interviewee was protected and no specific statements are attached to an individual.

Coaching Staff For the most part, the coaching staff felt that NKU should remain as a Division II institution and use any additional funds that could be raised to become one of the top tier institutions in Division II. The two most common financial issues raised were the lack of funding that currently exists and the perceived increased need for fundraising. Three other areas that the coaches felt the move to Division I would affect the most were student-athlete welfare, competitiveness, and recruiting.

Coaches cited the lack of current funding as a major cause of uneasiness. Many expressed concern that they are already underfunded and overachieving and that a move to Division I could make things worse. Several coaches said that they were already conducting fundraising on their own to supplement operating expenses and were worried that the move to Division I would force them into spending even more time on fundraising rather than on other aspects of their programs.

Overwhelmingly, the coaches cited student-athlete welfare as their biggest concern over moving to Division I. Coaches expressed apprehension about whether student- athletes would still be able to participate in certain academic fields (nursing, education) and work part-time jobs. In terms of competitiveness, the coaches were realistic and realized that they would no longer be competing for national championships at the Division I level, but instead competing for conference championships. All of the coaches did reiterate that a decision about the move must be made soon so that other institutions’ coaches don’t use NKU’s uncertainty to their advantage in recruiting.

Many of the coaches would prefer to have their current budgets increased by 20% and become a top tier Division II institution rather than raise the money to go Division I. Comments regarding a move to Division I focused on budget concerns and being one of the lowest-funded athletic programs at Division I. The coaches unanimously agreed that if NKU decides to move to Division I, they need to do it the right way and be set up in a way that gives all the teams the best chance possible to be successful.

Community Feedback was gathered from a community focus group dinner. Members of the focus group included alumni, as well as local community leaders and NKU

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supporters. The members of the panel seemed most concerned about the declining quality of the GLVC, the profile of the University, and where the funding would come from.

Every person in attendance agreed that the GLVC was no longer a good fit for NKU. The expansion of the conference has lengthened travel distances for all the programs, as well as resulted in the scheduling of many athletic contests against schools that members of the NKU community have no knowledge of. Some members of the group expressed concern over whether the culture of school would support Division I athletics, as many of the students still identify NKU as a ―commuter college.‖ However, the majority of the community members believe that the community would embrace NKU as a Division I institution and that attendance and revenue would increase quickly. Other members of the community were concerned with where the financial support to fund the move to Division I would come from and there was some concerns expressed over the burden that student fees may place on the student population.

Similar to the coaches, the community members want to ensure that if NKU makes the move, they do it the right way. Finding a quality Division I conference and the necessary financial support were cited as major factors to consider when making the ultimate decision. Overall, the community members were cautiously enthusiastic about making the move to Division I. A key element moving forward will be to identify and steward those individuals that have the greatest interest in NKU athletics and utilize them to develop and build external support.

Students The student focus group consisted of both undergraduate and graduate students who are involved in a variety of organizations, including the Student Government Association, Residence Hall leaders, and the Norse Force.

When discussing the current environment at NKU, students felt that there was clearly a lack of communication of information on game times, dates and opponents. Students identified Bellarmine as their biggest rival, as well as Quincy for women’s basketball and Wisconsin-Parkside for soccer. There were specific mentions of the perceived lack of school spirit. However, students did recognize that an effort is taking place on campus to teach incoming freshmen about NKU athletics and that the rejuvenated Norse Force was making a slight improvement of campus awareness. Some students mentioned that more people attend athletic events when they are tied to other programming, such as Homecoming or a student/faculty basketball game.

The majority of the students are excited about the possibility of going Division I, but were concerned that NKU would not be very competitive at that level. They

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were also uneasy about taking funds away from other programs because they came for the ―whole experience of NKU,‖ not just for athletics.

The students did not seem fazed by an extra $50 added into the tuition costs, some of them saying they may not even notice it at all. However, the students also recognized that it may be difficult to justify putting funds toward athletics as opposed to other areas.

Student-Athletes The student-athlete focus group consisted of all female student-athletes representing a variety of sports. Overall, student-athletes emphasized the feeling of being welcomed on recruiting trips by the coaches and athletes, as well as the University as a whole. This was a big part of their choice to come to NKU. Currently, students mentioned the lack of independent locker rooms and travel arrangements as their primary concerns.

When discussing Division I, student-athletes were nervous about losing their scholarships and not being competitive. The student-athletes were realistic and realized that they would no longer be competing for national championships. Concern was also expressed about the membership period where teams cannot compete in the conference tournament or national championships.

Overall, the student-athletes were very satisfied with their athletic experiences at NKU so far and wanted to make sure that they would continue to have a great experience, regardless of the decision of whether to move Division I or not.

Business Community The members of the business community were comprised of local businessmen, as well as retired individuals with strong ties to the University. Overall, the majority of the panel felt that Division I was the better fit for NKU, but that they did not want to make the decision hurriedly.

Most of the business community members recalled the earlier study conducted about five years ago and agreed that NKU was at a much different place than it was before. Most specifically, the panel noted that the Bank of Kentucky Center was a Division I facility without a Division I program. Some members expressed concern over the low attendance numbers at basketball games, but felt that going Division I would increase those numbers incrementally and quickly.

One of the panel’s bigger concerns was the competing interests of the other universities in the surrounding region, such as the University of Cincinnati, Xavier University and the University of Kentucky. Most of the members believed that NKU would be able to find a small niche as a Division I program, but would still not attract the same student-athletes as those other schools.

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In general, the panel was in favor of making the move to Division I, but they wanted to make sure NKU does it in the right way and that all of the important stakeholders inside the University would be there to see it through.

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APPENDIX: 2009-2010 DI MANUAL REFERENCE SECTIONS

The text contained below is taken directly from the Division I manual regarding the present rules for Provisional Membership.

20.3 Provisional Membership

20.3.1 Provisional Membership Process. A provisional member shall be eligible to apply for active membership only after the successful completion of specified requirements set forth in this bylaw. The Administration Cabinet may deny referral of a provisional member to the Leadership Council for election to active membership if any of the institution’s sport programs are subject to penalties pursuant to the Division I Academic Performance Program. (Revised: 5/8/06, 8/9/07, 1/17/09 effective 8/1/09; applicable to institutions in the provisional or reclassifying processes as of 8/1/09 and those beginning either process on or after 8/1/09)

20.3.1.1 Exploratory Period. An exploratory period will begin from the time the prospective institution’s provisional membership application has been approved until the following September 1. During the exploratory period, a provisional member shall receive all publications and mailings received by active member of the Association. In addition, during the exploratory period, the institution is required to satisfy the following: (Revised:1/8/07 effective 8/1/07 for those institutions entering the exploratory year on or after 8/1/07) (a) Attendance at an orientation session conducted at the NCAA Convention and a regional compliance seminar conducted by the NCAA. Institutional representatives required to attend the orientation session and regional compliance seminar are the president or chancellor (or an individual appointed by the president or chancellor with executive status at the institution), the director of athletics, the senior woman administrator, the faculty athletics representative and the senior compliance administrator; (Revised: 5/8/06, 1/8/07 effective 8/1/07 for those institutions entering the exploratory year on or after 8/1/07) (b) Compliance with all minimum sport sponsorship and financial aid membership requirements; and (Adopted:1/8/07 effective 8/1/07 for those institutions entering the exploratory year on or after 8/1/07, Revised:4/15/09) (c) Submit a formal confirmation of its intent to become an active Division I member and present a basic strategic plan that addresses the Division I philosophy statement (see Bylaw 20.9) and certification operating principles (see Bylaw 22.2) not later than June 1. (Revised: 5/8/06, 1/8/07 effective 8/1/07 for those institutions entering the exploratory year on or after 8/1/07) 20.3.1.1.1 Application of Infractions and Reinstatement Processes. During the exploratory period, a provisional member shall not be subject to the NCAA enforcement and student-athlete reinstatement processes. (Adopted: 1/8/07)

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20.3.1.2 First Year. During the first year of provisional membership, an institution is required to satisfy the following requirements: (Revised: 5/8/06) (a) Attendance at an orientation session conducted by the NCAA national office staff related to basic Division I operating rules and membership requirements. Institutional representatives required to attend the orientation session are the chancellor or president (or an individual appointed by the chancellor or president with executive status at the institution), the director of athletics, the senior woman administrator, the faculty athletics representative and the senior compliance administrator; (b) Attendance at the NCAA Convention and at least one regional compliance seminar conducted by the NCAA or a member conference. Institutional representatives required to attend the NCAA Convention and regional compliance seminar are the chancellor or president (or an individual appointed by the president or chancellor with executive status at the institution), the director of athletics, the senior woman administrator, the faculty athletics representative and the senior compliance administrator; (c) Fulfillment of other selected NCAA requirements set forth in Constitution 3 and 6 (e.g., faculty athletics representative, student-athlete advisory committee) at the beginning of the first year of provisional membership; and (Revised: 1/8/07 effective 8/1/07 for those institutions entering the exploratory year on or after 8/1/07) (d) Submit an annual report by June 1 with an updated strategic plan that addresses the Division I philosophy statement and certification operating principles. 20.3.1.2.1 Application of Infractions and Reinstatement Processes. During the first year of provisional membership, an institution shall not be subject to the NCAA enforcement and student-athlete reinstatement processes. (Adopted: 1/8/07) 20.3.1.3 Second Year. During the second year of provisional membership, an institution shall satisfy the following requirements: (Revised: 5/8/06) (a) Full compliance with all Division I legislation and membership requirements (see Bylaw 20.9) at the beginning of the second year of provisional membership; (Revised: 1/8/07 effective 8/1/07) (b) Attendance at an orientation session conducted by the NCAA staff related to the application of Division I legislation to various issues impacting Division I. Institutional representatives required to attend the orientation session are the president or chancellor (or an individual appointed by the president or chancellor with executive status at the institution), the director of athletics, the senior woman administrator, the faculty athletics representative and the senior compliance administrator; (c) Attendance at the NCAA Convention and at least one regional compliance seminar conducted by the NCAA or a member conference. Institutional representatives required to attend the NCAA Convention and regional compliance seminar are the president or chancellor (or an individual appointed by the president

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or chancellor with executive status at the institution), the director of athletics, the senior woman administrator, the faculty athletics representative and the senior compliance administrator; (d) Process institutional and individual student-athlete violations of NCAA legislation through the NCAA enforcement and student-athlete reinstatement processes. The institution shall be subject to any and all sanctions for violations of NCAA legislation; and (Adopted: 1/8/07) (e) Submit an annual report and updated strategic plan by June 1 based on feedback received from the previous year’s plan. The institution shall report all violations to the Administration Cabinet as part of the annual report. (Revised: 1/8/07, 11/1/07 effective 8/1/08) 20.3.1.4 Third Year. During the third year of provisional membership, an institution shall satisfy the following requirements: (Revised: 5/8/06) (a) Attendance at a meeting conducted at the NCAA Convention to discuss issues impacting Division I members. Institutional representatives required to attend the meeting are the president or chancellor (or an individual appointed by the president or chancellor with executive status at the institution), the director of athletics, the senior woman administrator, the faculty athletics representative and the senior compliance administrator; (b) Attendance at the NCAA Convention and at least one regional compliance seminar conducted by the NCAA or a member conference. Institutional representatives required to attend the NCAA Convention and regional compliance seminar are the president or chancellor (or an individual appointed by the president or chancellor with executive status at the institution), the director of athletics, the senior woman administrator, the faculty athletics representative and the senior compliance administrator; (c) Engage in a compliance review conducted by the national office staff; (d) Process institutional and individual student-athlete violations of NCAA legislation through the NCAA enforcement and student-athlete reinstatement processes. The institution shall be subject to any and all sanctions for violations of NCAA legislation; and (Adopted: 1/8/07) (e) Submit an annual report and updated strategic plan by June 1 based on feedback from the previous year’s plan. The institution shall report all violations to the Administration Cabinet as part of the annual report. (Revised: 1/8/07, 11/1/07 effective 8/1/08) 20.3.1.5 Fourth Year. During the fourth year of provisional membership, an institution shall satisfy the following requirements: (Revised: 5/8/06, 1/8/07 effective 8/1/07) (a) Attendance at a meeting conducted at the NCAA Convention to discuss issues impacting Division I members. Institutional representatives required to attend the meeting are the president or chancellor (or an individual appointed by the president or chancellor with executive status at the institution), the director of athletics, the senior woman administrator, the faculty athletics representative and the senior compliance administrator;

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(b) Attendance at one regional compliance seminar conducted by the NCAA or a member conference. Institutional representatives required to attend the regional compliance seminar are the president or chancellor (or an individual appointed by the president or chancellor with executive status at the institution), the director of athletics, the senior woman administrator, the faculty athletics representative and the senior compliance administrator; (c) Attendance by appropriate institutional representatives at the NCAA Gender Equity Issues Forum and an NCAA Diversity Workshop; (d) Completion of an NCAA certification orientation; (e) Process institutional and individual student-athlete violations of NCAA legislation through the NCAA enforcement and student-athlete reinstatement processes. The institution shall be subject to any and all sanctions for violations of NCAA legislation; and (Adopted: 1/8/07) (f ) Submit an annual report and updated strategic plan by June 1 based on the previous year’s plan. The institution shall report all violations to the Administration Cabinet as part of the annual report. (Revised:1/8/07, 11/1/07 effective 8/1/08) 20.3.1.6 Fifth Year. During the fifth year of provisional membership, an institution shall satisfy the following requirements: (Revised: 5/8/06) (a) Attendance at a meeting conducted at the NCAA Convention to discuss impacting Division I members. Institutional representatives required to attend the meeting are the president or chancellor (or an individual appointed by the president or chancellor with executive status at the institution), the director of athletics, the senior woman administrator, the faculty athletics representative and the senior compliance administrator; (b) Attendance at one regional compliance seminar conducted by the NCAA or a member conference. Institutional representatives required to attend the regional compliance seminar are the president or chancellor (or an individual appointed by the president or chancellor with executive status at the institution), the director of athletics, the senior woman administrator, the faculty athletics representative and the senior compliance administrator; (c) Successfully complete an NCAA athletics certification self-study and evaluation visit; (d) Process institutional and individual student-athlete violations of NCAA legislation through the NCAA enforcement and student-athlete reinstatement processes. The institution shall be subject to any and all sanctions for violations of NCAA legislation; and (Adopted: 1/8/07) (e) Submit an annual report and updated strategic plan by June 1 based on the previous year’s plan. The institution shall report all violations to the Administration Cabinet as part of the annual report. (Revised: 1/8/07, 11/1/07 effective 8/1/08) 20.3.1.7 Sixth Year. During the sixth year of provisional membership, an institution shall satisfy the following requirements: (Revised: 5/8/06) (a) Attend a meeting conducted at the NCAA Convention to discuss issues impacting Division I members. Institutional representatives required to attend the meeting are the president or chancellor (or an individual appointed by the president

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17.24 Track & Field, Indoor/Outdoor

Regulations for computing the indoor/outdoor track and field playing season are set forth in Bylaw 17.1. (See Figure 17-1 and Figure 17-2.) 17.24.1 Length of Playing Season. The length of an institution’s playing season in indoor and outdoor track and field shall be limited to the following: (a) Indoor Track and Field. An institution that sponsors only indoor or outdoor track and field (but not both) or does not participate in the minimum number of contests with at least the minimum number of participants required to count both indoor and outdoor track and field in meeting division membership requirements is limited to a 144-day season for indoor and outdoor track and field combined, which may consist of two segments (each consisting of consecutive days) and which may exclude only required off days per Bylaw 17.1.6.4 and official vacation, holiday and final-examination periods during which no practice or competition shall occur. (Revised: 1/10/91 effective 8/1/91, 1/14/97 effective 8/1/97) (b) Indoor and Outdoor Track and Field. An institution that sponsors both indoor and outdoor track and field and participates in at least the minimum number of contests with at least the minimum number of participants required to count both sports in meeting division membership requirements is limited to a 156-day season for indoor and outdoor track and field combined, which may consist of two segments (each consisting of consecutive days) and which may exclude only required off days per Bylaw 17.1.6.4 and official vacation, holiday and final- examination periods during which no practice or competition shall occur. (Revised: 1/14/97 effective 8/1/97) 17.24.1.1 Cross Country/Track and Field Participants. Track and field student-athletes listed as participants for cross country must participate fully in cross country practices. If student-athletes are practicing in track and field events unrelated to cross country, such practice must be counted in the institution’s established segment in track and field. (Adopted: 1/10/92) 17.24.2 Preseason Practice. A member institution shall not commence practice sessions in indoor and outdoor track and field prior to September 7 or the institution’s first day of classes for the fall term, whichever is earlier. (Revised: 1/14/97 effective 8/1/97) 17.24.3 First Date of Competition. A member institution shall not engage in its first date of competition (meet or practice meet) with outside competition in indoor and outdoor track and field prior to September 7 or the institution’s first day of classes for the fall term, whichever is earlier. (Revised: 1/14/97 effective 8/1/97) 17.24.4 End of Regular Season. A member institution shall conclude all practice and competition (meets and practice meets) in each segment in indoor and outdoor track and field by the conclusion of the NCAA Division I Track and Field Championships. (Revised: 1/14/97 effective 8/1/97) 17.24.5 Number of Dates of Competition. 17.24.5.1 Maximum Limitations—Institutional. A member institution shall limit its total playing schedule with outside competition in indoor or outdoor track and field during the permissible indoor or outdoor track and field playing season to 18

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dates of competition. A member institution that sponsors indoor and outdoor track and field and participates in at least the minimum number of contests with at least the minimum number of participants required to count both sports in meeting divisional membership requirements shall limit its total playing schedule with outside competition in indoor/outdoor track and field during the permissible indoor/ outdoor track and field playing season to 18 dates of competition, which may include not more than six two-day meets that shall each count as a single date. These limitations do not include those dates of competition excluded under Bylaws 17.24.5.3 and 17.24.5.4 (see Bylaw 20.9.4.3 for minimum contests and participants requirements). (Revised: 1/10/91 effective 8/1/91, 1/16/93 effective 8/1/93, 12/10/97, 3/10/04) 17.24.5.1.1 Competition That Exceeds Two Days. An institution that participates in a meet that exceeds two days in duration may count the first two days of the competition as a single date of competition but must count any additional days as separate dates of competition. An institution that participates in multiple competitions on the same date that it participates in a competition that exceeds two days may select either day (but not both days) as one institutional date of competition. Further, if the institution participates in a separate event on the selected date, such participation will not result in an additional date of competition. However, participation in a separate event at a separate site on the date not selected will result in a second date of competition if the institution has the minimum number of student-athletes participating on that day. (Adopted: 3/10/04) 17.24.5.1.2 In-Season Foreign Competition. A member institution may engage in one or more of its countable dates of competition in indoor and outdoor track and field in one or more foreign countries on one trip during the prescribed playing season. However, except for competition in Canada and Mexico or on a certified foreign tour (see Bylaw 17.29), the institution may not engage in such in-season foreign competition more than once every four years. 17.24.5.2 Maximum Limitations—Student-Athlete. An individual student- athlete may participate in each academic year in not more than 18 dates of competition in indoor or outdoor track and field. An individual student-athlete competing in indoor and outdoor track and field at a member institution that uses both indoor and outdoor track and field to meet divisional sports sponsorship requirements may participate in each academic year in not more than 18 dates of competition, which may include not more than six two-day meets that shall each count as a single date. These limitations include those contests in which the student represents the institution in accordance with Bylaw 17.02.8, including competition as a member of the varsity, junior varsity or freshman team of the institution. (Revised: 1/10/91 effective 8/1/91, 1/16/93 effective 8/1/93) 17.24.5.3 Annual Exemptions. The maximum number of dates of competition in indoor and outdoor track and field shall exclude the following: (Revised: 2/24/03) (a) Conference Championship. Competition in one conference championship meet in indoor track and field and one such meet in outdoor track and field; (b) Season-Ending Tournaments

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(1) NCAA Championships. Competition in the NCAA Division I Indoor and Outdoor Track and Field Championships; (2) NAIA Championships. Competition in the National Association of Intercollegiate Athletics (NAIA) indoor and outdoor track and field championships; (c) Alumni Meet. One date of competition in indoor and outdoor track and field each year against an alumni team of the institution; (d) Foreign Team in the United States. One date of competition in indoor and outdoor track and field each year with a foreign opponent in the United States; (e) Hawaii or Alaska. Any dates of competition in Hawaii or Alaska, respectively, against an active Division I member located in Hawaii or Alaska, by a member located outside the area in question; (Adopted: 1/9/96 effective 8/1/96) (f ) Fundraising Activity. Any indoor or outdoor track and field activities in which student-athletes from more than one of the institution’s athletics teams participate with and against alumni and friends of the institution, the purpose of which is to raise funds for the benefit of the institution’s athletics or other programs, provided the student-athletes do not miss classes as a result of their participation (see Bylaw 12.5.1.1); (g) Celebrity Sports Activity. Competition involving a limit of two student- athletes from a member institution’s indoor/outdoor track and field team who participate in local celebrity track and field activities conducted for the purpose of raising funds for charitable organizations, provided: (1) The student-athletes do not miss classes as a result of the participation; (2) The involvement of the student-athletes has the approval of the institution’s athletics director; and (3) The activity takes place within a 30-mile radius of the institution’s main campus. (h) U.S. National Team. Any date of competition against any team as selected and designated by the appropriate national governing body for indoor/outdoor track and field as a U.S. national team (e.g., ―Under- 21‖ U.S. national team). (Adopted: 1/9/96 effective 8/1/96, Revised: 9/6/00) 17.24.5.4 Once-in-Four-Years Exemption—Foreign Tour. An institution may exempt the contests played on a foreign tour, provided the tour is conducted by the member institution in accordance with the procedures set forth in Bylaw 30.7 (see Bylaw 17.29). (Adopted: 1/9/96 effective 8/1/96) 17.24.6 O ut-of-Season Athletically Related Activities. Student-athletes and members of the coaching staff shall not engage in countable athletically related activities outside the institution’s declared playing season per Bylaw 17.24.1 except as permitted in Bylaw 17.1.6.2. (Revised: 1/10/91 effective 8/1/91) 17.24.6.1 Summer Practice. Practice that is organized or financially supported by a member institution shall be prohibited during the summer unless specifically authorized in the bylaws (e.g., foreign tour) or through official interpretations. An institution may pay fees associated with the use of institutional practice and competition facilities by student-athletes engaged in voluntary athletically related

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activities in their sport. (Revised: 1/10/91 effective 8/1/91, 1/10/92, 4/28/05, 11/1/07 effective 8/1/08) 17.24.6.1.1 Summer-Workout Sessions. A coach may participate in individual- workout sessions with student-athletes from the coach’s team during the summer, provided the request for such assistance is initiated by the student-athlete. (Adopted: 1/10/92, Revised: 1/11/94, 4/28/05) 17.24.7 Safety Exception. A coach may be present during voluntary individual workouts in the institution’s regular practice facility (without the workouts being considered as countable athletically related activities) when the student-athlete is engaged in field events, jumping hurdles or the jumping element of the steeplechase. The coach may provide safety or skill instruction but may not conduct the individual’s workouts. (Adopted: 1/10/91 effective 8/1/91, Revised: 4/30/09) 17.24.8 Camps and Clinics. There are no limits on the number of student-athletes in indoor or outdoor track and field who may be employed (e.g., as counselors) in camps or clinics (see Bylaw 13.12). Currently enrolled student-athletes may not participate as campers in their institution’s camps or clinics. (Revised: 1/10/92) 17.24.9 Other Restrictions. 17.24.9.1 Noncollegiate, Amateur Competition. 17.24.9.1.1 During Academic Year. A student-athlete in indoor/outdoor track and field who participates during the academic year as a member of any outside indoor/outdoor track and field team in any noncollegiate, amateur competition (e.g., team invitational meet, exhibition meets or other activity) except while representing the institution in intercollegiate indoor/outdoor track and field competition shall be ineligible for intercollegiate indoor/outdoor track and field competition unless eligibility is restored by the Committee on Student-Athlete Reinstatement (see Bylaw 14.7.3 for exceptions). (Revised: 1/10/91 effective 8/1/91, 1/16/93, 10/3/05) 17.24.9.1.1.1 Vacation-Period Exception. A student-athlete may compete outside of the institution’s declared playing and practice season as a member of an outside team in any noncollegiate, amateur competition during any official vacation period published in the institution’s catalog. The number of student-athletes from any one institution shall not exceed seven. (Adopted: 1/11/94 effective 8/1/94) 17.24.9.1.2 Out of Season. There are no limits on the number of student-athletes with eligibility remaining in intercollegiate indoor/outdoor track and field who may practice or compete out of season on an outside, amateur indoor/outdoor track and field team (competition on an outside team permitted only during the summer, except as provided in Bylaw 17.24.9.1.1.1). (Revised: 1/10/91 effective 8/1/91, 1/16/93) 17.24.9.1.2.1 Involvement of Coaching Staff. No member of the coaching staff of a member institution may be involved in any capacity (e.g., coach, official, player or league/team administrator) during the academic year (including vacation periods during the academic year) with an outside team that involves any student- athlete with eligibility remaining from the institution’s indoor/outdoor track and field

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team except as provided under Bylaws 14.7.3, 17.1.1.1 and 17.29. (Revised: 4/28/05 effective 8/1/05) 17.24.9.1.2.2 Olympic and National Team Development Program. There are no limits on the number of student-athletes from the same institution who may participate in Olympic and national team development programs. Such programs may also include a coach and student-athlete from the same institution, provided: (a) The national governing body (NGB) conducts and administers the developmental program; (b) The NGB selects coaches involved in the developmental program; and (c) The NGB or the selected coaches select the involved participants. (Revised: 2/21/02)

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15.5 Maximum Institutional Grant-In-Aid Limitations By Sport

15.5.1 Counters. A student-athlete shall be a counter and included in the maximum awards limitations set forth in this bylaw under the following conditions: (Revised: 6/10/04)

(a) Athletics Aid. A student-athlete who receives financial aid based in any degree on athletics ability shall become a counter for the year during which the student- athlete receives the financial aid; or (b) Athletics Participation as a Major Criterion. A recruited student-athlete who receives outside financial aid for which athletics participation is a major criterion (see Bylaw 15.2.6.4) shall become a counter for the year during which the student- athlete receives the aid; or (c) Educational Expenses—Olympic Committee/National Governing Body. A student-athlete who receives educational expenses awarded by the U.S. Olympic Committee or a U.S. national governing body (or, for international student-athletes, expenses awarded by the equivalent organization of a foreign country) per Bylaw 15.2.6.5 shall become a counter for the year during which the student-athlete receives the aid. 15.5.1.1 No Athletics Aid—Certification Required. A student-athlete (except for a recruited football or basketball student-athlete) who does not receive athletically related financial aid per Bylaw 15.5.1-(a) through Bylaw 15.5.1-(c) but receives institutional financial aid (as set forth in Bylaw 15.02.4.1) shall not be a counter if the faculty athletics representative and the director of financial aid that the student-athlete’s financial aid have certified was granted without regard in any degree to athletics ability. The certification shall be kept on file in the office of the athletics director. 15.5.1.2 Football or Basketball, Varsity Competition. In football or basketball, a student-athlete who was recruited by the awarding institution and who receives institutional financial aid (as set forth in Bylaw 15.02.4.1) granted without regard in any degree to athletics ability does not have to be counted until the student-athlete engages in varsity intercollegiate competition (as opposed to freshman, B-team, subvarsity, intramural or club competition) in those sports. For this provision to be applicable, there shall be on file in the office of the athletics director certification by the faculty athletics representative, the admissions officer and the chair of the financial aid committee that the student’s admission and financial aid were granted without regard in any degree to athletics ability. (Revised: 1/16/93 effective 8/1/93, 1/11/94, 6/20/04) 15.5.1.2.1 Football or Basketball—Partial Qualifier. [Note: The following bylaw applies to student athletes who first enrolled in a collegiate institution full time prior to August 1, 2005.] In football or basketball, a student-athlete who is a partial qualifier and who was recruited by the awarding institution and who receives institutional financial aid that is not from athletics sources and that is based on financial need only shall be a counter and included in the maximum awards

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limitations set forth in this bylaw when the student-athlete participates in an institutional practice session or represents the institution against outside competition. (Revised: 1/16/93 effective 8/1/93, 1/11/94) 15.5.1.2.2 Exception—Receipt of Institutional Academic Aid Only. In football or basketball, a student-athlete who was recruited by the awarding institution and whose only source of institutional financial aid is academic aid based solely on the recipient’s academic record at the certifying institution, awarded independently of athletics interests and in amounts consistent with the pattern of all such awards made by the institution, may compete without counting in the institution’s financial aid team limits, provided he or she has completed at least one academic year of full-time enrollment at the certifying institution and has achieved a cumulative grade-point average of at least 3.300 (on a 4.000 scale) at the certifying institution. (Adopted: 10/27/05 effective 8/1/06) 15.5.1.3 Counter Who Becomes Injured or Ill. A counter who becomes injured or ill to the point that he or she apparently never again will be able to participate in intercollegiate athletics shall not be considered a counter beginning with the academic year following the incapacitating injury or illness. 15.5.1.3.1 Incapacitating Injury or Illness. If an incapacitating injury or illness occurs prior to a prospective student-athlete’s or a student-athlete’s participation in athletically related activities and results in the student-athlete’s inability to compete ever again, the student-athlete shall not be counted within the institution’s maximum financial aid award limitations for the current, as well as later academic years. However, if the incapacitating injury or illness occurs on or after the student- athlete’s participation in countable athletically related activities in the sport, the student-athlete shall be counted in the institution’s maximum financial aid limitations for the current academic year but need not be counted in later academic years. (Adopted: 1/10/91, Revised: 3/26/04, 9/18/07) 15.5.1.3.2 Change in Circumstances. If circumstances change and the student- athlete subsequently practices or competes at the institution at which the incapacitating injury or illness occurred, the student athlete again shall become a counter, and the institution shall be required to count that financial aid under the limitations of this bylaw in the sport in question during each academic year in which the financial aid was received. (Revised: 4/26/01 effective 8/1/01) 15.5.1.3.3 Waiver. The Legislative Council Subcommittee for Legislative Relief may waive the requirements of Bylaw 15.5.1.3.2 upon determination that sufficient documentation is available from competent medical authorities to indicate that the original injury or illness clearly appeared to be incapacitating and that there was no reasonable expectation that the student-athlete ever again would be able to participate in intercollegiate athletics. (Revised: 11/1/07 effective 8/1/08) 15.5.1.4 Aid Not Renewed, Successful Appeal. If an institution does not renew financial aid for a counter in a following year, and a hearing before the institution’s regular financial aid authority results in a successful appeal for restoration of aid, the student-athlete shall continue to be a counter if the individual continues to

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receive athletically related financial aid. However, the student-athlete shall not be a counter if he or she receives institutionally arranged or awarded, non-athletically related financial aid available to all students, provided such financial aid was granted or arranged without regard in any degree to athletics ability. If the student- athlete ever participates again in intercollegiate athletics at that institution, he or she will be considered to have been a counter during each year the financial aid was received. 15.5.1.5 Cancellation of Aid. Once an individual becomes a counter in a head- count sport (see Bylaws 15.5.2, 15.5.4, 15.5.5, 15.5.7), the individual normally continues as a counter for the remainder of the academic year. However, if he or she voluntarily withdraws from the team prior to the first day of classes or before the first contest of the season (whichever is earlier) and releases the institution from its obligation to provide financial aid, the individual no longer would be considered a counter (see Bylaws 15.5.2.2 and 15.5.6.4.1). 15.5.1.6 Eligibility Exhausted. A student-athlete receiving institutional financial aid after having exhausted his or her eligibility in a sport is not a counter in that sport in later academic years following completion of eligibility in the sport. For this provision to be applicable, the student-athlete is otherwise eligible for the aid and is not permitted to take part in organized, institutional practice sessions in that sport unless the individual has eligibility remaining under the five-year rule. (See Bylaw 15.3.1 for eligibility for financial aid.) (Revised: 1/10/91) 15.5.1.6.1 Cross Country/Track and Field. A student-athlete who is awarded athletically related financial aid and who has exhausted eligibility in either cross country, indoor track and field, or outdoor track and field, but has eligibility remaining in any of the other sports is not a counter in the cross country/track and field financial aid limitations, provided the student-athlete subsequently does not practice or compete in any of the sports that he or she has eligibility remaining in during the academic year in which the aid was awarded. (Adopted: 6/26/01 effective 8/1/01) 15.5.1.7 Aid after Student-Athlete Becomes Permanently Ineligible. A student-athlete receiving institutional financial aid after becoming permanently ineligible due to a violation of NCAA regulations (e.g., amateurism legislation) may receive athletics aid during later academic years without counting in the institution’s financial aid limitations, provided the student-athlete is otherwise eligible for the aid and does not practice or compete in intercollegiate athletics again. If circumstances change and the student-athlete practices or competes, the institution is required to count the financial aid received by the student-athlete during each academic year in which the aid was received (see Bylaw 15.3.1.4). (Adopted: 1/11/94) 15.5.1.8 Summer-Term Aid. Institutional financial aid received during a summer term is not countable in these limitations and does not make a student-athlete a counter. 15.5.1.9 Offers Exceeding Maximum Allowable Awards. An institution may offer more than the maximum number of permissible awards in a sport (per Bylaw

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15.5) in anticipation that not all of the offers will be accepted, but the institution shall not exceed the awards limitation in the sport in question. 15.5.2 Head-Count Sports Other Than Football and Basketball. 15.5.2.1 Maximum Limits. An institution shall be limited in any academic year to the total number of counters (head count) in each of the following sports: (Revised: 1/10/91 effective 8/1/92, 1/9/96 effective 8/1/96) anAid Women’s Gymnastics ...... 12 Women’s Tennis ...... 8 Women’s Volleyball...... 12 15.5.2.2 Voluntary Withdrawal. An institution may replace a counter who voluntarily withdraws from the team in a head-count sport by providing the financial aid to another student who already has enrolled in the institution and is a member of the team. For this replacement to occur, the counter must withdraw prior to the first day of classes or before the first game of the season, whichever is earlier, and release the institution from its obligation to provide financial aid. The institution may not award the financial aid to another student-athlete in the academic term in which the aid was reduced or canceled. Further, if the financial aid is canceled before a regular academic term (e.g., preseason practice period), the aid may not be provided to another student-athlete during the ensuing academic term. 15.5.2.3 Midyear Graduate Replacement—Women’s Volleyball. In women’s volleyball, the financial aid of a counter who graduates at midyear may be provided to another student-athlete without making the second student-athlete a counter for the remainder of that academic year. (Adopted: 1/11/89) 15.5.2.4 Midyear Graduate Replacement—Women’s Gymnastics and Women’s Tennis. In women’s gymnastics and women’s tennis, the financial aid of a counter who graduates at midyear with eligibility remaining and who does not return to the institution for the following academic term may be provided to another student-athlete without making the second student-athlete a counter for the remainder of the academic year. (Adopted: 4/26/07 effective 8/1/07) 15.5.3 Equivalency Sports. 15.5.3.1 Maximum Equivalency Limits. 15.5.3.1.1 Men’s Sports. There shall be a limit on the value (equivalency) of financial aid awards (per Bylaw 15.02.4.1) that an institution may provide in any academic year to counters in the following men’s sports: (Revised: 1/10/91, 1/10/92, 1/16/93 effective 8/1/93, 4/26/07 effective 8/1/08) Cross Country/Track and Field ...... 12.6 Fencing ...... 4.5 Golf ...... 4.5 Gymnastics ...... 6.3 Lacrosse ...... 12.6 Rifle ...... 3.6 Skiing ...... 6.3

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Soccer ...... 9.9 Swimming and Diving ...... 9.9 Tennis ...... 4.5 Volleyball ...... 4.5 Water Polo ...... 4.5 Wrestling ...... 9.9 15.5.3.1.2 Women’s Sports. There shall be a limit on the value (equivalency) of financial aid awards (per Bylaw 15.02.4.1) that an institution may provide in any academic year to counters in the following women’s sports: (Revised: 1/10/91, 1/10/92 effective 8/1/94, 1/16/93, 1/11/94 effective 9/1/94, 1/9/96 effective 8/1/96, 11/1/01 effective 8/1/02, 4/28/05 effective 8/1/05, 4/28/05 effective 8/1/06, 1/17/09 effective 8/1/09) Bowling ...... 5 Cross Country/Track and Field ...... 18 Equestrian ...... 15 Fencing ...... 5 Field Hockey ...... 12 Golf ...... 6 Lacrosse ...... 12 Rowing ...... 20 Rugby ...... 12 Skiing ...... 7 Soccer ...... 14 Softball ...... 12 Squash ...... 12 Swimming and Diving ...... 14 Water Polo ...... 8 15.5.3.1.3 Maximum Equivalency Limits—Institutions That Sponsor Cross Country but Do Not Sponsor Track and Field. There shall be a limit of five on the value (equivalency) of financial aid awards (per Bylaw 15.02.4.1) that an institution may provide in any academic year to counters in men’s cross country, if the institution does not sponsor indoor or outdoor track and field for men. There shall be a limit of six on the value (equivalency) of financial aid awards (per Bylaw 15.02.4.1) that an institution may provide in any academic year to counters in women’s cross country, if the institution does not sponsor indoor or outdoor track and field for women. (Adopted: 1/10/91 effective 9/1/94, Revised: 1/9/96 effective 8/1/96) 15.5.3.2 Equivalency Computations. In equivalency sports, each institutional financial aid award (per Bylaw 15.02.4.1) to a counter shall be computed as follows: (a) Once a student becomes a counter, the institution shall count all institutional aid (per Bylaw 15.02.4.1) received for room, board, tuition and fees, and books up to the value of a full grant-in-aid. Exempted government grants per Bylaw 15.2.5 and exempted institutional aid per Bylaw 15.02.4.3 specifically are excluded from this

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computation. (Revised: 1/9/96 effective 8/1/96, 4/29/04 effective 8/1/04, 10/20/08) (b) A fraction shall be created, with the amount received by the student-athlete (up to the value of a full grant-in-aid) as the numerator and the full grant-in-aid value for that student-athlete as the denominator based on the actual cost or average cost of a full grant for all students at that institution. Financial aid unrelated to athletics ability (see Bylaw 15.1) received by the student-athlete in excess of a full grant-in-aid shall not be included in this computation. (Revised: 1/10/90, 4/29/04 effective 8/1/04) (c) The sum of all fractional and maximum awards received by counters shall not exceed the total limit for the sport in question for the academic year as a whole. 15.5.3.2.1 Additional Requirements. The following additional requirements shall apply to equivalency computations: (Revised: 10/20/08) (a) An institution may use either the actual cost or average cost of any or all of the elements (other than books) of the equivalency calculation (room, board, tuition and fees), provided the same method is used in both the numerator and denominator for each element. Either method (or different combinations of methods among elements) may be used for each student-athlete on the same team or for separate teams generally. (b) In computing equivalencies for tuition and fees, it is not permissible to average the value of in-state and out-of-state tuition and fees to determine an average cost for tuition and fees. (c) Books shall count for calculation purposes as $400 in the denominator. If a student-athlete receives a full book allowance for the academic year, the institution must use $400 in the denominator and numerator for books, regardless of the actual cost of the books. If a student-athlete receives less than the full book allowance, the institution must determine the fraction of book aid and must use the appropriate numerator based on the $400 denominator to reflect the fraction of the book allowance actually received. 15.5.3.2.2 Exceptions. 15.5.3.2.2.1 Academic Honor Awards. Academic honor awards that are part of an institution’s normal arrangements for academic scholarships, based solely on the recipient’s high school record and awarded independently of athletics interests and in amounts consistent with the pattern of all such awards made by the institution, are exempt from an institution’s equivalency computation, provided the recipient was ranked in the upper 10 percent of the high school graduating class or achieved a cumulative grade-point average of at least 3.500 (based on a maximum of 4.000) or a minimum ACT sum score of 105 or a minimum SAT score of 1200 (critical reading and math). (Adopted: 1/12/99 effective 8/1/99, Revised: 1/14/08 effective 8/1/08) 15.5.3.2.2.1.1 Additional Requirements. The following additional requirements shall be met: (Adopted: 1/12/99 effective 8/1/99)

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(a) The awards may include additional, nonacademic criteria (e.g., interviews, essays, need analysis), provided the additional criteria are not based on athletics ability, participation or interests, and the awards are consistent with the pattern of all such awards provided to all students; (b) No quota of awards shall be designated for student-athletes; (c) Athletics participation shall not be required before or after collegiate enrollment; (d) No athletics department staff member shall be involved in designating the recipients of such awards; (e) Any additional criteria shall not include athletics ability, participation or interests; and (f ) There must be on file in the office of the director of athletics certification by the financial aid director or the chair of the financial aid committee that such awards are part of the institution’s normal arrangements for academic scholarships, awarded independently of athletics ability, participation and interests and in amounts consistent with the pattern of all such awards made by the institution. 15.5.3.2.2.1.2 Renewals. The renewal of an academic honor award (per Bylaw 15.5.3.2.2.1) is exempt from an institution’s equivalency computation, provided: (Adopted: 1/12/99 effective 8/1/99) (a) The recipient achieves a cumulative grade-point average of at least 3.000 (based on a maximum of 4.000) at the certifying institution; and (b) The recipient meets all NCAA, conference and institutional progress toward degree requirements. 15.5.3.2.2.2 Institutional Academic Scholarships. Institutional academic scholarships that are part of an institution’s normal arrangements for academic scholarships, based solely on the recipient’s academic record at the certifying institution, awarded independently of athletics interests and in amounts consistent with the pattern of all such awards made by the institution, are exempt from an institution’s equivalency computation, provided the recipient has completed at least one academic year of full-time enrollment at the certifying institution and has achieved a cumulative grade-point average of at least 3.300 (on a 4.000 scale) at the certifying institution. (Adopted: 10/27/05 effective 8/1/06) Financial Aid 15.5.3.2.3 Cancellation of Athletically Related Aid. If a student-athlete is dismissed from or voluntarily withdraws from a team and his or her athletically related financial aid is cancelled (see Bylaw 15.3.2.4 and 15.3.4.2) during an academic term, all other countable financial aid the student-athlete receives during the remainder of the term is countable toward the student-athlete’s equivalency for the academic year; however, the institution is not required to count other countable financial aid toward the student-athlete’s equivalency during any remaining terms of the academic year. If a student-athlete is dismissed from or voluntarily withdraws from a team and his or her athletically related financial aid is cancelled at the end of an academic term, the institution is not required to count other countable financial aid toward the student athlete’s equivalency during any remaining terms of the academic year. (Adopted: 12/13/05)

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15.5.4 Baseball Limitations. There shall be an annual limit of 11.7 on the value of financial aid awards (equivalencies) to counters and an annual limit of 27 on the total number of counters in baseball at each institution. (Adopted: 4/26/07 effective 8/1/08)

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Facilities

NACDA Consulting researched facilities amongst various Division I institutions at the benchmarking conferences to provide a highlight of facility projects. Within the matrix that follows, projects are divided by sport and include budget, ownership, capacity and facility summary. In addition, a brief overview is provided of recently completed projects focusing on basketball, baseball/softball and multi-purpose fields (soccer and lacrosse).

Photos and reference material for institutions were collected from their respective athletic, institution, and facility websites, as well as newspaper articles. For the sports of soccer, basketball and football, NACDA Consulting researched the top-10 institutions based off of the 2009 rankings for both the men's and women's teams. In addition, further information is provided about field house projects for reference.

NKU’s new basketball arena, The Bank of Kentucky Center, is tops in DII and is already equipped to host a DI basketball program. Similarly, the new NKU soccer complex is up to DI standards.

Capital Campaigns Institution: Western Illinois Conference: Summit League Campaign: Target: Western Forward

Western Illinois’ campaign ―Target: Western Forward‖ is a facilities initiative that was launched in 2001 and has been successful in providing upgrades and renovations to sports facilities throughout campus, with more projects still in the planning and fundraising stages. Projects that have been completed include major renovations to the Alfred D. Boyer Baseball Stadium, Hanson Football Field, and Western Hall home for basketball and volleyball. Additionally many sports have seen locker room renovations including softball, men’s basketball, women’s basketball and volleyball. Projects that are presently in the planning/fundraising stages include the following improvements:

 John MacKenzie Alumni Soccer Field: Press box, team benches, permanent seating, lights  Mary Ellen McKee Softball Stadium: Install lights, develop practice field  Hanson Field: Renovation to the west side of the Stadium including press box, seating, offices, and meeting space  Athletic Training Facilities: renovation and expansion  Student-Athlete Academic Support Facility: renovation and expansion  Olympic sport locker rooms: renovation and expansion

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Basketball Institution: Campbell University Conference: Atlantic Sun Venue: Pope Convocation Center

The $34 million facility opened in 2008 features a basketball arena, 5,400 square feet student fitness center, as well as the university's exercise science department. The on campus facility has an arena capacity is 3,095.

Institution: Wisconsin - Green Bay Conference: Horizon League Venue: Kress Event Center

In 2007, Wisconsin - Green Bay opened the Kress Event Center. This $33 million facility was funded by UW-Green Bay students ($15 million in student fees), community donors ($10 million campaign) and the state of Wisconsin ($7.5 million). The multipurpose facility is home to basketball and volleyball, as well as the University's physical education department.

The facility features a capacity of 4,000 and includes a new men's basketball practice gym, locker rooms, training facilities and weight rooms. Amenities include suites, club seating and a party deck.

Institution: Southern Illinois University Edwardsville Conference: Ohio Valley Conference Venue: Vadalabene Center

Originally completed in 1984, the Vadalabene Center at SIUE completed $6 million in renovations beginning in 2008. Officially rededicated in February of 2009, the center tripled its number of chair back seats as well as adding new locker rooms, classrooms and office space. A new playing floor was also installed.

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Soccer Institution: University of Missouri Kansas City Conference: Summit League Venue: Durwood Stadium

UMKC will open its new stadium in the fall of 2009. The facility home to both men's and women's soccer and features a seating capacity of 850. The $9 million stadium includes new soccer field, chair back seating, luxury suite, and media rooms. In addition, a stand-alone building including locker rooms and coaches offices for both soccer teams, softball and men's and women's track is in progress. Stadium funding included a $5 million naming gift by the Stanley Durwood Family foundation, marking the largest single contribution to athletics in its history. The facility will also be utilized by recreational sports and outside rental.

Institution: Loyola Conference: Horizon Venue: Loyola Soccer Park

Loyola Soccer Park, with bleacher seating for approximately 500 fans, has had various upgrades in the past four years. Prior to the 2005 season, the soccer field underwent a major renovation as FieldTurf was installed, replacing a natural grass surface. Then in 2007, new lights were put in place. These upgrades complement the construction of the Stevens Field House in 2000, which included a locker room facility and a concession stand.

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Baseball/Softball

Institution: Oral Roberts Conference: Summit League Venue: Indoor practice facility, Baseball Stadium Renovations

Oral Roberts presently is completing a $1.2 million indoor practice facility for baseball and track and field. The facility will feature an artificial surface infield with a pitcher’s mound and bases and two batting cages for baseball. In addition, Johnson Stadium is also undergoing renovations, including seating for 15 working press members, three radio/television booths, and a new locker room. In addition, the outfield wall was replaced in 2009.

Hitting/Pitching Facility Institution: Kennesaw State Conference: Atlantic Sun Venue: Hitting/Pitching Facility

In May of 2009, Kennesaw State began construction of its 4,000 square foot hitting and pitching facility designated for baseball and softball. The facility is scheduled for completion in August and will feature four indoor hitting cages and three pitching areas.

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Acknowledgements

NACDA Consulting would like to thank the following individuals and groups for their assistance with this report:

Todd Asalon, Baseball Head Coach John Basalyga, Men’s Soccer Head Coach Dave Bezold, Men’s Basketball Head Coach Carlos Chia, Volleyball Head Coach Geoff Crawford, Tennis Head Coach Dr. Zebulun Davenport, Vice President for Student Affairs Dr. Scott Eaton, Director of Athletics Dr. Willie Elliot, Special Advisor for Campus Diversity Deidra Fajack, Director of Alumni Programs Melissa Gorbandt, Associate Director for Admissions Chris Hafling, Assistant Athletic Director for Marketing & Event Management Michele Hall, Associate Director for Admissions Katie Herschede, Director of Community & Government Relations Dr. Sue Hodges Moore, Vice President for Planning, Policy & Budget Molly Hutson, Associate AD for Athletic Training & Risk Management Dr. Mary Kirk, Faculty Athletic Representative Ken Kline, Director of Budget Office Steve Kruse, Cross Country Head Coach Daryl Landrum, Golf Head Coach Andy Meeks, Director of Business Operations & Auxiliary Services Rick Meyers, Assistant Vice President for Marketing & Communications Kurt Moeller, Associate Athletic Director for External Operations Don Owen, Sports Information Director Molly Pascucci, Manager of the Bank of Kentucky Center Ken Ramey, Vice President of Administration & Finance Joel Robinson, Associate Vice President for Enrollment Management Jerome Rodgers, Associate Athletic Director for Internal Operations Bob Sheehan, Women’s Soccer Head Coach Chrissy Soards, Assistant AD for Compliance & Student-Athlete Services Dr. Gerry St. Amand, Vice President for University Advancement Kathy Steffen, Assistant Athletic Director for Administration Kathy Stewart, Softball Head Coach Kim Taylor, Registrar Dr. James Votruba, President Dr. Jeff Waple, Dean of Students Dr. Gail Wells, Provost Joe Wind, Vice President for Community & Government Relations Nancy Winstel, Women’s Basketball Head Coach The Norse Athletics Club

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NKU Athletic Council NKU Student-Athletes NKU Students Highland Heights Community and Business Leaders

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