fy20 budget report...$3,333 superfanu mobile app utilized for fan engagement $5,620 usa rugby dues...

Office of the Associate Provosts

400 E University Way • Ellensburg WA 98926-7421 • Office: 509-963-1404 • Fax: 509-963-1678

Barge Hall, Office 202 • Email: [email protected] • Web: cwu.edu/associate-provost/ EEO/AA/TITLE IX INSTITUTION • FOR ACCOMMODATION EMAIL: [email protected].

FY20 Budget Report

Unit: Athletics

Budget Owner: Dennis Francois

E-mail Address: [email protected]

1. What is the mission of your unit? How does your unit contribute to the recruitment and retention of students?

The Central Washington University Department of Intercollegiate Athletics supports the University’s mission by

providing co-curricular opportunities for student-athletes to achieve success at the highest levels of NCAA Division

II athletics. We mentor student-athletes in their development of life skills that assist them in earning a meaningful

degree and leading productive lives. CWU Athletics is dedicated to creating a positive student-athlete experience

guided by its values-based and championship culture. We promote school spirit and pride by creating shared

experiences that unite the Wildcat Community.

The recruitment and retention of students is critical to the Department of Athletics’ success. Each of our 15 varsity sport programs are heavily involved in the recruitment of approximately 150 new freshmen student-athletes per year along with roughly 30 transfer student-athletes, with an average of 435 new and continuing student-athletes in any given year. In athletics, recruiting is the lifeblood of every team. Recruiting and retaining student-athletes who have the academic as well as athletic aptitude to succeed at the NCAA Division II level is critical to the success of each of our programs. Moreover, many of our programs are recruiting two to three years out, i.e., making offers to high school sophomores and juniors.

Due to the investment of time, energy, and financial resources, once a student-athlete matriculates at Central, it is essential that we do everything possible to retain the student-athlete. Thus, it is the job of our coaches, administrators, and the staff at the Freedman-Remak Student-Athlete Academic Success Center (FRSAASC) to assist in and monitor the academic progress of our student-athletes. Through the FRSAASC we provide study tables (4 hours is mandatory for all incoming freshmen and transfers), grade checks, group study, tutors, as well as advising. As noted in the following data, in comparison to the general student body, student-athletes graduate at a higher rate than non-student-athletes, retain at a higher rate than non-student-athletes, and have a higher cumulative GPA than the general student-body:

CWU Federal Graduation Rate (6-year cohort) 50 CWU Federal Student-Athlete Graduation Rate* (6-year cohort) 74 CWU NCAA Academic Success Rate (ASR)** (6-year cohort) 72




*The Federal Graduation Rate for student-athletes, only includes student-athletes who receive athletic-related aid their freshman year. **In comparison to the Federal Graduation Rate, the NCAA Academic Success Rate includes all student-athletes that are on the roster, regardless of athletic-related aid. The following data are the most current we could access – FY18: CWU General Student Body Retention Rate (Fresh to Soph) 69% CWU Student-Athlete Retention Rate (Fresh to Soph) 77% (n = 90) CWU Student-Athlete Retention Rate (Fresh to Soph - 5-year average) 81% (n = 410)

CWU General Student Body GPA 2.9 CWU Student-Athlete GPA (Team Cum) 3.2

As required by the NCAA, all student-athletes must declare a major prior to their junior year of athletic eligibility. Moreover, all student-athletes are required to take a minimum of 12 credit hours per quarter, unless they are in their last quarter and require less than 12 credits to graduate. With respect to the distribution of majors among student-athletes, the following data represent the colleges of student-athletes that have declared in the fall of 2019: College of Arts & Humanities (24) College of Business (43) College of Educ. & Prof. Studies (128) College of the Sciences (58) Douglas Honors College (18)

2. Please provide position variance information for your unit/division associated with your budgeted FTE.

Unit/Department reporting Instructional Exempt Classified Temp/Other

FY19 Headcount and FTE: 20.53 / 32 12 / 11.59 2 / 2 0

FY20 Headcount and FTE: 20.51 / 33 12 / 11.59 2 / 2 0

FY20 Full Year Budget Variance: $94,257

Comments:

*FTE is based on budgeted positions

3. Identify two strategies that will assist your unit in becoming more cost efficient and effective in FY21.

1. We are in the process of creating more policies and procedures that will provide more fiscal

accountability among our individual sport teams with respect to team travel.

2. We are exploring our ability to charge gates, i.e., ticketing, for the sports of softball and baseball. Due

to the layout of the fields and open access, this is not something that we have been able to control.




With the number of home contests, we believe we will be able to generate enough revenue to justify

personnel and set-up expenses.

4. Provide a list of any contractual or legal obligations that your budget is committed to paying. Please include department, amount, brief description and end date (if any).

Athletics: $5,537 SideArm Athletics website provider (www.wildcatsports.com)

$9,999 JumpForward On-line NCAA compliance and recruiting program

$900 NCAA Membership Annual dues paid to be a Division II member of the National Collegiate Athletics

Association (NCAA) $29,000 GNAC Membership Annual dues paid to be a member of the Great Northwest Athletic

Conference (GNAC)

$100,240 Officiating Fees Fees paid to various officials associations that provide referees/officials/umpires for our athletic contests

$3,333 SuperFanU Mobile app utilized for fan engagement

$5,620 USA Rugby Dues paid to USA Rugby (nat’l governing body for rugby) $20,000 Athlete Intelligence Year one of a three-year contract – head impact detection system that is in the mouthpiece of all football student-athletes

5. Use this space to provide information regarding three metrics your unit uses for comparison against standards, peers or to measure performance over time.

1. Success in competition. Measured in win-loss records; conference, regional, and National

championships; All-Conference, All-Regional, and All-Americans; etc.

2. Equity in Athletics Disclosure Act (EADA) – This is a report that is required of all co-educational institutions of postsecondary education that participate in a Title IV, federal student financial assistance program, and have an intercollegiate athletics program. The annual report to the Department of Education provides data on athletic participation, staffing, and revenues and expenses, by men's and women's teams. The Department of Education uses this information in preparing its required report to the Congress on gender equity in intercollegiate athletics. Moreover, the Department of Athletics prepares an annual Title IX Compliance Report as it relates to the three areas of compliance within intercollegiate athletics.

http://www.wildcatsports.com/




3. Academic performance of our student-athletes (quarter-based and annually) – GPA, 4.0 students, Dean’s List (3.5 or higher), and 3.0 or higher student-athletes. Academic Success Rate (ASR) - a metric developed by the NCAA in 2006 for Division II institutions to measure graduation rates among student-athletes.

6. Complete the FY20 CWU Core Theme Budget Distribution spreadsheet and submit with this report.

Briefly discuss how your unit uses funds to support one or more of CWU’s five core themes:

As a co-curricular activity, participation in intercollegiate athletics, whether it be in practice, competition, or other team-related activities, are learning experiences that complement and enhance what our students are learning in the classroom, i.e., leadership, teamwork, problem solving, etc. Therefore, a significant percentage of our resources are dedicated to Core Theme of Teaching and Learning.

When looking at personnel costs, all of our coaches are NTT faculty and teaching is the main component of their job, with recruiting (and retaining) student-athletes being a high priority and a close second component of their job duties. Thus, approximately 66% of our personnel costs are allocated to the Teaching and Learning core theme and approximately 13% into Inclusiveness and Diversity (recruitment) since we have a high percentage of student-athletes of color. Other elements of our operational budgets are dedicated to the Public Service and Community Engagement (engaging our fan base, donors, university constituents, and the community) and Resource Development and Stewardship (fundraising and stewardship) at roughly 13% and 7%, respectively. We also spent approximately $150,000 of our reserves to support facility enhancements at softball, baseball, and Tomlinson this past summer. With respect to Foundation Funds - these are funds dedicated to athletic scholarships for our student-athletes - and were categorized under the Teaching and Learning core theme as well as Inclusiveness and Diversity for reasons previously noted above.

7. CWU’s regional accreditor, the Northwest Commission on Colleges and Universities, requires that institutions demonstrate their adaptability and sustainability in the face of financial and other challenges. To that end, how would your unit absorb a permanent 5% cut to your 149 funds? We would limit the number of competitions that which our programs would be able to participate. This would impact our ability to maximize our competitiveness and very likely impact the likelihood of our programs advancing to NCAA regional play since the competitions we would not participate in, would be out-of-conference opponents/ tournaments. These reductions would also have to be done in an equitable manner as to not affect one gender more than the other.

8. Optional: Is there anything in particular concerning recent trends that needs clarification? The increased cost of grounds/field and facility maintenance incurred by Athletics from our Facilities Plant. The continued escalation of providing meals and housing to our fall sport student-athletes during fall camp, i.e., football, soccer, volleyball, and cross country who report as much as six weeks prior to the beginning of the fall quarter.




The increases in cost of travel, i.e., ground and air transportation, meals, and lodging, continue to stress our operational budgets. The continued deregulation within NCAA rules and additional regulation regarding student-athlete welfare impacts our costs of operation. Examples include, earlier reporting dates, increased number of competitions allowed, expanded benefits allowed to student-athletes. Please note that we do understand that just because these are permissible by the NCAA, we (CWU) do not need to necessarily grant them. However, it becomes a recruitment/retention disadvantage if our competitors are allowing the additional benefits and we do not.

9. Optional: If you are seeking additional budget allocation for FY21, please indicate the amount you are requesting here and submit a completed Allocation Increase Request Form and Cover Sheet with this report.

a. $160,000 - Three full-time faculty (with rank of assistant coach) for three of our five sport teams that

do not have full-time assistants - soccer, softball, and baseball. b. $55,000 - Local ground bus transportation allocation increase. c. $50,000- Increased allocation for on-campus, pre-season meal costs for fall sport student-athletes who

report in early August to prepare for competition.

fy20 budget report...$3,333 superfanu mobile app utilized for fan engagement $5,620 usa rugby dues...

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