UNLV's NCAA Self-Study ReportGovernance and commitment to rules compliance.September 29, 1998
Self-Study Items 1. DESCRIBE ANY RECENT MAJOR CHANGES IN POLICY AND ORGANIZATION THAT AFFECT THE INSTITUTION'S CURRENT EFFORTS IN MATTERS RELATED TO THE OPERATING PRINCIPLES LISTED PREVIOUSLY REGARDING INSTITUTIONAL ATHLETICS GOVERNANCE AND RULES COMPLIANCE, FOCUSING ON THOSE IMPLEMENTED DURING THE LAST THREE YEARS.
During the three years of this study, 1994-1997, the University of Nevada Las Vegas has undergone significant administrative changes, as well as academic reorganization. These university-wide changes are reflected in organizational changes made in the Department of Athletics and its support areas through improved athletic operations and enhanced compliance functions. The Board of Regents, in 1995, hired President, Dr. Carol C. Harter, who had a reputation for athletic compliance. The new president recruited an Athletic Director, Charles Cavagnaro, with a reputation based on successful collegiate athletic experience, a commitment to academic integrity, commitment to the well-being of student-athletes and a commitment to compliance. One of the first changes made by the new president was to add the Athletic Director to the President's cabinet. The cabinet is composed of senior administrators who meet several times a week to decide policy matters related to the university and athletics. Another significant change that occurred was the realignment of the operation of the Thomas & Mack Center (TMC) under the Vice President for Financial Affairs. TMC's ability to generate funds was redirected toward the university as a whole rather than remaining under the operational control of the athletic department. Subsequent to the realignment of the TMC, the UNLV sport marketing functions were consolidated which had a significant impact on the financial planning and financial budgeting of the athletic department. The Athletic Department is audited on a 3-5 year cycle by the UCCSN internal auditing department. The UCCSN internal auditing department reports to the Board of Regents Internal Audit Committee and is independent of any department or program being audited. UNLV's most visible athletic program, basketball, is audited annually by UNLV's Controller office utilizing the ACUA, Audit Guide to Reviews of NCAA Athletic Compliance. As stipulated in the head men's basketball coach's contract, the findings of the audit are made available to the basketball oversight committee. In 1995, the Nevada Legislature passed a bill regulating the activities of athlete agents, N.R.S. 398.095 (1995). Highlights of the law are as follows:
UNLV is fully committed to continually increase its participation in women's intercollegiate athletics. Programs in basketball, track, cross country and swimming were added in the 1970's, softball in the 80's, volleyball in 1996, and soccer in 1998. In August, 1995, the UNLV Athletic Department appointed a Gender Equity Review Committee. A preliminary Title IX Action Plan was presented to the Intercollegiate Athletics Council and approved in March, 1997. Shortly thereafter, the firm of Lamar Daniel, Inc., of Atlanta was contracted to perform two campus-wide reviews of the interim status report. A preliminary review was submitted in May, 1997, followed by a final review in September, 1997, with the final Title IX Action Plan issued in February, 1998. Facility inequities were addressed with the construction, in 1996, of the Lied Athletic Complex which added locker rooms, a training facility and office-space. Other facility upgrades occurred with the Earl E. Wilson Baseball Complex in 1995, the Fertitta Tennis Complex in 1996 and a track-and-field complex was finished in Fall 1998. Other significant changes within the Athletic Department included admission into the Western Athletic Conference (WAC) in 1996 as well as the recently announced move into a newly formed athletic conference to begin competition in the 1999-2000 academic year.
2. EXPLAIN HOW THE MISSION OF THE ATHLETICS PROGRAM RELATES TO THAT OF THE INSTITUTION AS A WHOLE.
The University of Nevada, Las Vegas, (UNLV) Department of Intercollegiate Athletics has a clearly defined mission statement (Govern 1) consistent with the mission and goals of UNLV (Govern 2) and in accordance with directives of the University and Community College System of Nevada (UCCSN). It states that "intercollegiate athletics is an integral part of UNLV and must be supportive of the university's primary missions of education, research, and public service." (Govern 3) The athletic department's mission statement is available at the Rebel athletics web site: www.unlvrebels.com. The future of UNLV as a premier urban university with a new mission statement and goals for the decade 1996-2005 has been endorsed by the Board of Regents. (Govern 4) The Regent Strategic Development Plan calls for biennial review of plans, goals, and mission statements. The UNLV mission statement (Govern 5) incorporates the direction of the UCCSN System mission statement (Govern 6). The mission and goals statement of the University is available in undergraduate and graduate catalogs, in class schedules, Division of Extended Education publications and at the UNLV web site, www.nscee.edu/unlv/publication_archives/catalogs. The specific goals for UNLV's Department of Intercollegiate Athletics which support its educational objectives include: 1. Become More Student Oriented. The University recognizes that student-athletes who represent the University in Intercollegiate Athletics are subject to pressures and scrutiny unique to their roles as student-athletes and that substantial amounts of their time and energy are devoted to representing the University in athletics. All members of the University community bear a responsibility for holding these points central in their attitudes toward, and relationships with, these student-athletes so that each student-athlete has the opportunity to develop as a responsible student and an athlete. 2. Encourage Academic Achievement. The UNLV Athletic Department encourages student-athletes to excel in their academic pursuits and provides the infrastructure and commitment to maintaining published NCAA, conference and UNLV eligibility requirements. 3. DESCRIBE THE PROCESS FOLLOWED AND THE ROLE OF VARIOUS PARTICIPANTS IN THE DEVELOPMENT, FORMAL APPROVAL AND MOST RECENT REVIEW OF THE MISSION OF THE ATHLETICS PROGRAM. ALSO, DESCRIBE HOW AND TO WHOM THE COMPLETED MISSION STATEMENT IS CIRCULATED.
The Master Plan for UNLV was developed through a PEW Higher Educational Round table discussion held in 1995 by the then new president. The Round table facilitated a two-day discussion of strategic directions of the university in keeping with the re-evaluation policy of the Board of Regents. Writing teams of students, faculty, staff and alumni met and discussed what direction UNLV would be taking. Both the Athletic Director and the Senior Woman's Administrator participated as members of the Round table. The Department of Intercollegiate Athletics participated in the university-wide process from its inception. In addition to the community and campus planning initiative, additional procedures were used by the athletic department. The Department of Intercollegiate Athletics draft included input from and review by senior athletic administrators and the Intercollegiate Athletic Council, University Deans, University Chairs, Alumni staff and officers, Foundation staff and board, past and present members of the UNLV Planning Task Force, the sitting members of the Faculty Senate and members of the Board of Regents. From this process came the mission statement presented in the "Statement of Philosophy for Intercollegiate Athletics". The statement of philosophy is made available to every student-athlete. It was included in the orientation materials for the Fall, 1997 semester and in a mailing to all athletic scholarship donors. It was distributed to all Department of Athletics and Thomas & Mack employees. After the initial mailing of the statement, other constituencies were identified who would benefit from access to these goals. These groups include all faculty and staff, and members of foundations and booster groups.
4. DESCRIBE THE PROCESS BY WHICH THE INSTITUTION MAKES MAJOR DECISIONS REGARDING INTERCOLLEGIATE ATHLETICS. IN SO DOING, DESCRIBE THE ROLE AND AUTHORITY OF THE INSTITUTION'S GOVERNING BOARD, THE CHIEF EXECUTIVE OFFICER, THE ATHLETICS BOARD OR COMMITTEE (IF ONE EXISTS), THE FACULTY ATHLETICS REPRESENTATIVE, THE DIRECTOR OF ATHLETICS, AND ANY OTHER KEY INDIVIDUALS OR GROUPS (E.G., FACULTY, STUDENTS) IN THIS PROCESS. Nevada is the only state in which all of public higher education is governed by an elected board. The Nevada Constitution provides for an elected board, leaving authority to the legislature to determine the exact structure of the board and nature of elections. Nevada has a relatively simple organization for its system of public higher education, now identified as the University and Community College System of Nevada. The entire system has two public universities, four community colleges and a statewide research organization. UCCSN Board of Regent policies, university code and athletic department bylaws endorse NCAA rules and regulations regarding student-athletes. The Regents' policies also place programs of intercollegiate athletics under the control and direction of the administrators and faculties of each institution, subject to board oversight. The Board of Regents has ultimate control of all aspects of the UCCSN, including the administration of all University intercollegiate athletic participation. The Regents approve University membership in all national and regional athletic associations and conferences. The administration, operation and general management of each of the institutions rests with the President. Such authority is delegated through state statute, the UCCSN Code and institutional by laws.
The President The President is the chief executive officer of the University and reports to the Regents through the Chancellor. The President is subject to the applicable policies of the Regents and has ultimate responsibility and final authority for the conduct of the University's intercollegiate athletic program and the actions of the IAC. The President is responsible for the administration of all aspects of the athletic program, including approval of the budget and audit of all expenditures. As each President is responsible for the administration of all departments and divisions of the university including the Department of Intercollegiate Athletics, he/she is ultimately responsible for the employment of faculty and staff. Responsible conduct for students as well as staff and faculty is clearly delineated in appropriate policy manuals reflecting compliance with federal, state and local laws, including the rules and regulations of conferences to which the university belongs--the WAC and the NCAA. The Athletic Director The Athletic Director is the senior officer designated by the President of UNLV to be responsible for the administration of the athletic programs at UNLV. The Athletic Director is a member of the President's Cabinet and has direct access to the President at any time. The Athletic Director is responsible for the maintenance and implementation of policies approved by the Regents and also for those policies which are subject to the rules and regulations of the WAC Conference and the NCAA. Under authority delegated by the Regents and President, the Athletic Director has the day-to-day responsibility for the direct supervision, approval, conduct and control of the athletics program.
The Associate Athletic Director The Associate Athletic Director (AAD) is the number two person in athletics. The AAD serves as the day-to-day administrator for the athletics department and reports to the Athletic Director. The organization chart indicates that the senior woman administrator, and the assistant athletics director, report to the AAD. The AAD has supervisory responsibility over men's and women's basketball, football and sports medicine/operations. The Senior Woman Administrator The Senior Woman Administrator (SWA) assists in the day-to-day management of the department. This assistant athletics director position is responsible for direct supervision over Olympic sports-men and women's swimming, men and women's tennis, men's golf, men's and women's soccer, women's softball, women's cross country, women's indoor/outdoor track, men's baseball, women's volleyball and the Olympic Sport Marketing Group. She also serves as an ex-officio member to the Women's Sports Foundation. The Assistant Athletic Director/ADMINISTRATION The Assistant Athletic Director/Administration is responsible for overseeing, through liaison with the campus and architects, the design, bidding, funding and construction of major athletic facilities.
The Assistant Athletic Director/Finance The Assistant Athletic Director/Finance is expected to manage, build, and administer the athletic department's budget, human resource functions and business affairs. The Director of NCAA Compliance The primary responsibilities of ensuring compliance with NCAA and conference rules is divided between the Director of NCAA Compliance and the Director of NCAA Academic Services. The Director of NCAA Compliance reports directly to the Director of Athletics. The Director of NCAA Compliance is responsible for monitoring compliance with NCAA and WAC rules and regulations, rules education, rules interpretations, conducting investigations, self reporting and coordinating student services to include Champs/Life skills, Student-Athlete Advisory Board and the Special Assistance Fund. In this role the Director has direct contact with the AD, AAD, SWA, FAR, Director of NCAA Academic Services and coaching staff members. In addition, the Director of NCAA Compliance is the individual with the primary responsibility for coordinating the institution's rules education efforts. In August 1992 the athletic department adopted a philosophical credo, "Ask Before You Act," which has become the cornerstone of the compliance program. The institution has developed a written comprehensive rules education plan that provides campus constituencies, athletic department staff members, student-athletes, coaches, and representatives of athletic interests with a better awareness of NCAA legislation. The plan is updated annually to reflect the needs of the institution. The Director of NCAA Academic Services The Director of NCAA Academic Services monitors and maintains UNLV's compliance with the NCAA and WAC Conference, and UNLV rules and regulations related to the eligibility and financial aid of student-athletes. The Director, who reports directly to the Faculty Athletic Representative and informally to both the Athletic Director and Vice President for Student Services, serves as the liaison to the offices of admissions, registrar, financial aid, the coaching staff, athletic administration and the NCAA Initial Eligibility Clearinghouse in all matters related to student-athletes. These matters include early evaluation of admissibility, athletic eligibility of all prospective student-athletes and coordinating the admission and academic advising process. The Director coordinates the Faculty Athletic Representative's certification of the eligibility of all incoming and returning student-athletes in the fall and spring of the year. The Intercollegiate Athletic Council The Intercollegiate Athletic Council (IAC) at UNLV is appointed by the president and serves in an advisory and regulatory capacity. It is responsible for the development and recommendation of all policies governing intercollegiate athletics at the University. The structure and responsibilities of the IAC are fully set forth in Article X of the UCCSN Code (Govern 7), and the UNLV Intercollegiate Athletic Code. The IAC Code has undergone annual review and revision since 1992. The twenty members of the Council reflect faculty, staff, faculty administrators, alumni, university administrators, and ex-officio members from the athletic department. This policy group monitors and helps to ensure university compliance with the rules and regulations of the conference and the NCAA. The Faculty Athletic Representative The Faculty Athletic Representative is a member of the University's faculty who is designated by the University President to represent the institution and its faculty in the institution's relationships with the Conference and the NCAA. The FAR certifies initial, transfer and continuing eligibility; verifies eligibility of student athletes; serves as liaison between faculty and athletics, serves as an ex-officio member to the IAC, acts as a resource to the Student-Athlete Advisory Board, assists in institutional certification processes, participates in compliance reviews, attends NCAA compliance seminars, meets regularly with the President, attends WAC Council meetings and NCAA conventions, serves as supervisor for Athletic-Academic Advising services, and other duties as assigned by the President. (Govern 8) The Student Athlete Advisory Board The UNLV Student-Athlete Advisory Board was created during the 1993-1994 academic year. The board was developed to provide a vehicle of communication between the student-athletes and the athletic administration. Advisory board representatives are appointed by their respective sport coach and/or are elected by their team. Concerns from student-athletes can be given to their athletic team representatives, and those concerns are passed along to the administration. Athletic department staff members, in addition to the Faculty Athletics Representative, regularly attend the Student-Athlete Advisory Board meetings.In addition to athletic responsibilities, the Student-Athlete Advisory Board is also recognized by the CSUN Student Government of UNLV as an official student organization and is eligible to receive student government funding for its activities. In the 1996-97 academic year, a by law was added to the CSUN constitution giving reporting capacity to the Student-Athlete Advisory Board. The Student Athlete Advisory Board gives updates on the athletic department and exchanges views and opinions with the student body as a whole. Coaches The coaches are hired by the Athletic Director (AD) and report directly to the Associate Athletic Director (AAD) and to the Senior Woman Administrator (SWA). Coaches have administrative duties in the areas of university/department relations and program organization. Coaches are expected to maintain public relations with students, the community, parents and alumni. Coaches are responsible for recruiting, which includes adherence to NCAA rules and regulations. Additionally, the commitment to rules compliance is a central element in the contract process of the Department of Intercollegiate Athletics. Basketball Oversight Committee The Basketball Oversight Committee, composed of the University President, the Athletic Director, Board of Regents Chair, IAC Chair person and a designee from the Chancellor's office, was formed in October 1994 to provide proper oversight of the men's basketball program. The scope of their responsibilities include:
Compliance Committee To further enhance communication, existing compliance processes and procedures, improve the rules education process between the athletic department and campus constituencies, the institution established a compliance committee made up of the FAR, Chair person of the IAC, the Athletic Director, the Senior Woman Administrator, the Director of NCAA Academic Services, the Director of NCAA Compliance, the senior athletic academic advisor, a student-athlete, and members of the financial aid, registrar and admissions offices. The committee meets on an annual basis to review, evaluate, propose and implement policies and procedures for the systems to monitor compliance. The Financial Aid Office The institution's financial aid office plays a very active role in the administration of financial aid for student-athletes. The financial aid office has an established liaison who assists the Director of NCAA Academic Services in determining whether or not aid is countable, monitoring individual limits and mailing out renewal/non-renewal letters to student-athletes. The financial aid office assists in the administration of financial aid and ensures that student-athletes are awarded financial aid in accordance with NCAA and university policies. It is important to note that there is no involvement by the athletic department in the financial aid office. Registrar & Admissions Office The institution has developed and documented detailed and effective policies and procedures for admission and continuing eligibility certification. The communication between the registrar/admissions office and the athletic department is effective. Each office has established a liaison that serves as a useful mechanism for communicating directly with the Director of NCAA Academic Services. Departments/Colleges Departments/Colleges share responsibility in the certification process by verifying degree progress requirements of student-athletes. 5. BASED UPON THE INSTITUTION'S EXPERIENCE IN THE LAST THREE YEARS, LIST THE DECISIONS RELATED TO INTERCOLLEGIATE ATHLETICS IN WHICH THE INSTITUTION'S GOVERNING BOARD OR INDIVIDUAL BOARD MEMBERS HAVE BEEN SIGNIFICANTLY INVOLVED (IF ANY). The Board of Regents takes an active role in all major capital, financial and academic issues affecting the university. A review of the minutes from UCCSN Board of Regents' meetings document the following activity related to athletics during the three years of this review: (Govern 9)
6. BASED UPON THE INSTITUTION'S EXPERIENCE IN THE LAST THREE YEARS, LIST THE DECISIONS RELATED TO INTERCOLLEGIATE ATHLETICS IN WHICH THE INSTITUTION'S CHIEF EXECUTIVE OFFICER HAS BEEN SIGNIFICANTLY INVOLVED. The President has taken an active role and has been significantly involved in decisions relating to intercollegiate athletics in the following ways: * The President took an active role in the selection process and made the final selection and appointment of a new Athletic Director in 1995; also participated in the hiring process for a new women's basketball coach in 1998.* The President includes the Athletic Director as a member of her cabinet. Consequently, important athletic issues are regularly discussed not only with the President, but also among the vice presidents. In turn, the Athletic Director participates in discussions of university-wide issues. * The President consults regularly with the Athletic Director (at least biweekly, and at times much more often) on the budget and other policy matters. * The President attends the annual breakfast for all coaches and Athletic Department personnel at which both she and the Athletic Director emphasize the importance of rules compliance. * The President participates actively in reviewing the contracts of the head coaches for both football and men's and women's basketball and these contracts, as well as those of all other coaches, contain clear statements regarding the importance of rules compliance and the implications for failure to comply. * The President regularly meets with potential recruits for many athletic programs and strongly emphasizes the importance of academic achievement and of rule compliance. She also attends many games, both home and away and encourages university and community members to join in celebrating athletic integrity and academic achievement. * The President periodically attends meetings of the Intercollegiate Athletic Council. While describing the Presidents' role, it should also be noted that she has served on the NCAA President's Commission as a representative from both Division I and III institutions. In addition, she was the WAC representative on the NCAA Board of Directors and has served as a member of the Executive Committee. This group sets all major policy and budget directions under the new governance structure. Based upon such credentials, the President is both knowledgeable in the area of governance and rules compliance and takes an active role both nationally and locally. 7. DESCRIBE THE ACTIVITIES THAT THE INSTITUTION HAS ESTABLISHED FOR ITS ATHLETICS BOOSTER GROUPS AND OTHER REPRESENTATIVES OF THE INSTITUTION'S ATHLETICS INTERESTS, AS WELL AS THOSE ORGANIZED OR INITIATED BY THE BOOSTER GROUPS. ALSO, DESCRIBE HOW THE ACTIVITIES OF THESE GROUPS AND INDIVIDUALS ARE MAINTAINED UNDER THE CLEAR CONTROL OF THE INSTITUTION, INCLUDING WHETHER INSTITUTIONAL PERSONNEL SERVE ON BOOSTER-CLUB OR FOUNDATION BOARDS. In June 1997, at the request of the UNLV Athletic Department, Dell Robinson, Assistant WAC Commissioner for Compliance Services, and David Brunk, NCAA Compliance Representative, conducted a NCAA compliance review. The review recognized that the athletic booster groups were under the clear supervision of the institution. (Govern 10) Subsequent to the review, in September 1998, the athletic department formalized the following policies and procedures in regards to booster organizations: Athletic foundations, booster groups/clubs and representatives of athletic interests are under the supervision of the university and function in concert with the UNLV athletic department mission and goals, and within the rules and regulations of the applicable conference and of the NCAA. The university consistently has taken steps to ensure institutional control over the activities and the financial support provided by athletic department support groups. The Athletic Director and/or designee has the responsibility to see that the gifts to the Athletic Department are in keeping with the goals, objectives and priorities of the department and the institution. All reports, statements and expenditure summaries are public record and available as such upon reasonable request. Furthermore, prospective donors are informed that the booster organization is a tax exempt, non-profit organization and that all gifts are made payable to the Board of Regents. The athletic department has established a system of internal accounting controls which provide the department with assurance that:
The UNLV Foundation The UNLV Foundation, incorporated November 2, 1981, solicits donations, and holds and manages funds for the exclusive benefit of the entire University of Nevada, Las Vegas community. The Foundation is exempt from federal income tax, and is classified as an organization that is not a private foundation under section 509 (AO of the IRS Code). The UNLV Foundation is directly responsible to the UCCSN Board of Regents (see also Section 9, UCCSN and Member Institution Foundations Administrative and Accounting Guidelines (Govern 11), and N.R.S.396.405 et al). (Govern 12) The Foundation also reports to the President. The President, through the office of the Executive Director (Govern 13) directs the operation of the foundation, through appropriate directors and controllers. The Foundation is audited annually through an independent auditor. No one from athletics is on the UNLV Foundation Board, however there are two development officers who work in Athletics. They are the Director of Development, Intercollegiate Athletics, and a Development Officer. The Director of Development, who's position is funded by intercollegiate athletics, reports jointly to the Executive Director of the Foundation and to the Athletic Director. The Development Officer, who's position is funded by the Foundation, reports to the Director of Development, and attends all campus development officer meetings. In addition to these two individuals, the UNLV Foundation also maintains close relationships with the personnel in the Thomas & Mack Marketing Department and the coaches who interact with contributors directly.
The Athletic Foundations
All UNLV athletic department foundations operate in accordance with:
Each foundation will provide their mission and goals at the outset and records will be kept on revisions. The mission of the organization will incorporate goals that are consistent with the Athletic Department, the institution, the Board of Regents, the athletic conference and the NCAA. Any event or activity conducted on behalf of the foundation will be approved by the respective sport coach. All funds disbursed for events or activities conducted on behalf of the foundations are signed off by the foundation's designee and the Athletic Director (or designee). Additionally, institutional athletic department staff members attend all foundation meetings. Athletic Booster Groups/Clubs UNLV athletic booster groups/clubs, which are largely informal, operate in accordance with UNLV Internal Auditing Controls. The Athletic Director or designee is responsible for maintaining a system of internal accounting controls which provide the department with assurance that:
Each athletic booster group/club will provide information regarding the mission and/or goals of the organization. The mission and/or goals of the booster organization will be consistent with the Athletic Department, the institution, the Board of Regents, the athletic conference and within the spirit of the rules and regulations of the NCAA. Any event or activity conducted on behalf of an athletic booster organization will be approved by the respective sport coach and athletic administrator. All funds accumulated by booster groups/clubs are made out to the Board of Regents and deposited into the University's bank accounts. All expenses are reviewed by the Athletic Business Office, with appropriate sports administrator and coach approval. Additionally, all expenses are processed through the UNLV Athletic Business Office in accordance with NCAA rules and guidelines followed by other university departments. All payments made by the booster group/club are processed through the University's disbursement office. 8. DESCRIBE HOW THE INSTITUTION HAS ORGANIZED ITSELF TO MAINTAIN COMPLIANCE WITH NCAA RULES. INCLUDE A DESCRIPTION OF THE REPORTING LINES FOR AND THE RESPONSIBILITIES ASSIGNED TO THE FACULTY ATHLETICS REPRESENTATIVE, DIRECTOR OF ATHLETICS, COMPLIANCE COORDINATOR (IF ANY), COACHES, AND OTHER KEY INDIVIDUALS INSIDE AND OUTSIDE ATHLETICS (E.G., RECRUITING COORDINATOR, FINANCIAL AID OFFICER, ADMISSIONS DIRECTOR, INTERNAL AUDITOR) WHO ARE RESPONSIBLE IN DOCUMENTING AND MONITORING COMPLIANCE WITH NCAA'S RULES. The 1992-1993 academic year marked the beginning of UNLV's first institution wide comprehensive NCAA Compliance Program. The program was in place and functional in November 1993. Early on, the department adopted a philosophical credo, "Ask Before You Act", which has become the cornerstone of the compliance program. The fundamental principles of the overall program consist of education, monitoring and reporting. There is assurance of shared responsibilities through the President, Athletic Director, Faculty Athletics Representative, Director of NCAA Compliance and the Director of NCAA Academic Services. The President, as well as the Athletic Director, has created an atmosphere with a zero tolerance for non-compliance. Upon her appointment in 1995, the University President addressed the athletic department on her goals for the department. The President stressed expectations regarding the athletic department's commitment to NCAA rules compliance as well as to the Big West Conference and UNLV rules compliance: "The member institution's chief executive officer has ultimate responsibility and final authority for the conduct of the intercollegiate athletic programs and the actions of any board in control of that program. I take that on because I trust the people who do it." The President also emphasized an intolerance for willful rules violations and discussed possible university-imposed penalties for wrong-doers. The President has delegated the authority to conduct the affairs of the athletics department to the Athletic Director. They have an open line of communication and communicate at least weekly. As a member of the President's Cabinet, the Athletic Director meets with the President on a regular basis and has direct access to the President at any time. The Faculty Athletic Representative is a member of the University's faculty who is designated by the University President to represent the institution and its faculty in the institution's relationships with the Conference and the NCAA. The FAR certifies initial, transfer and continuing eligibility; verifies eligibility of student athletes; serves as liaison between faculty and athletics, serves as an ex-officio member to the IAC, acts as a resource to the Student-Athlete Advisory Board, assists in institutional certification processes, participates in compliance reviews, attends NCAA compliance seminars, meets regularly with the President, attends WAC Council meetings and NCAA conventions, serves as supervisor for Athletic-Academic Advising services, and other duties as assigned by the President. The primary responsibilities of ensuring compliance with NCAA and conference rules is divided between the Director of NCAA Compliance and the Director of NCAA Academic Services. The Director of NCAA Compliance reports directly to the Director of Athletics. The Director of NCAA Compliance is responsible for monitoring compliance with NCAA and WAC rules and regulations, rules education, rules interpretations, conducting investigations, self reporting and coordinating student services to include Champs/Life skills, Student-Athlete Advisory Board and the Special Assistance Fund. In this role the Director has direct contact with the AD, AAD, SWA, FAR, Director of NCAA Academic Services and coaching staff members. The Director of NCAA Academic Services monitors and maintains UNLV's compliance with the NCAA and WAC Conference, and UNLV rules and regulations related to the eligibility and financial aid of student-athletes. The Director, who reports directly to the Faculty Athletic Representative and informally to both the Athletic Director and Vice President for Student Services, serves as the liaison to the offices of admissions, registrar, financial aid, the coaching staff, athletic administration and the NCAA Initial Eligibility Clearinghouse in all matters related to student-athletes. These matters include early evaluation of admissibility, athletic eligibility of all prospective student-athletes and coordinating the admission and academic advising process. The Director coordinates the Faculty Athletic Representative's certification of the eligibility of all incoming and returning student-athletes in the fall and spring of the year. This organization emphasizes that compliance is not just an athletic department responsibility but also an institutional responsibility. By establishing these dual reporting lines the institution has helped to ensure that individuals outside the athletic department are involved in compliance-related matters. Additional individuals/groups are identified as having some responsibility as it relates to compliance include, the Intercollegiate Athletic Council (IAC), Financial Aid Office, Admissions Office, Registrar, University Departments and Colleges, Internal Auditors, and the Student-Athlete Advisory Board (See Study Item #4). 9. DESCRIBE THE PROCEDURES BY WHICH THE INSTITUTION PROCESSES ALLEGED OR SELF-DISCOVERED VIOLATIONS OF NCAA RULES. In accordance with NCAA rules and regulations, all suspected or alleged violations of NCAA rules shall be investigated. If it is determined that a violation has occurred, a report of the violation will be submitted to the NCAA and/or appropriate conference officials. Conducting Investigation The Director of NCAA Compliance is responsible for conducting investigations. The Director of Athletics is responsible for overseeing institutional investigations. The Faculty Athletics Representative will be informed of all potential major violations and will receive notice of any secondary violations. The Director of Athletics may request the assistance of the Faculty Athletics Representative to conduct an investigation into any alleged violations. If the Athletic Director or the Director of NCAA Compliance determine that a violation has occurred, a report of the violation will be submitted to the NCAA national office and/or appropriate conference officials. Reporting Any individual ( e.g., athletic department staff member, student-athlete, university employee, representative of the University's athletic interests, members of the community) shall report an alleged, rumored, or suspected violation. That report can be verbal or in writing. I f an alleged or rumored violation is communicated to any athletic department staff member, the staff member has an obligation to notify the Office of NCAA Compliance of the potential violation in a timely manner. Individuals other than athletic department staff members may report any or all of the following: (1) The Director of NCAA Compliance or the Director of NCAA Academic Services; The Director of Athletics, the Associate Director of Athletics or an Assistant Director of Athletics; or the Faculty Athletic Representative. 10. DESCRIBE THE INSTITUTION'S RULES-EDUCATION EFFORTS FOR STUDENT ATHLETES, DEPARTMENT STAFF MEMBERS, OTHER INSTITUTIONAL STAFF MEMBERS AND REPRESENTATIVES OF THE INSTITUTION'S ATHLETICS INTERESTS. The university has demonstrated its commitment to proactive rules-education through the development of a written comprehensive rules education program. Rules education meetings are held at the beginning of each year and throughout the year as necessary. The program is intended to provide athletic department staff members, institutional staff members as well as student-athletes and the university community with an increased awareness and understanding of NCAA legislation. Annually, the University President conducts meetings for all athletic department personnel, at which both she and the Athletic Director emphasize the importance of rules compliance. Additionally, proactive rules education meetings are conducted for all athletic personnel through mandatory rules-education meetings each semester. These meetings are conducted by the Director of NCAA Compliance and the Director of NCAA Academic Services. Attendance is required of all athletic department personnel, all academic advisors working with student-athletes and the Faculty Athletics Representative (FAR). Additional invited persons included athletic department contacts within Student Financial Services, the Student Development Center, Admissions and Registrar's Office and the Intercollegiate Athletic Council. Past rules education meetings outlined rules-education for pertinent NCAA rules including clearinghouse procedures. UNLV Athletic Department members reviewed existing UNLV policies and procedures contained in the UNLV Compliance Packet. Participants reviewed UNLV Compliance Program Forms and UNLV Academic Contracts. Many compliance documents have been incorporated into processing sport-related reimbursement requests to provide an additional review of compliance issues. Additional educational meetings included representatives from conference commissioners who covered policy, procedures, guidelines, and new standards coming on line. Another meeting covered NCAA rules regarding student hosts, prospective student-athletes, telephone calls, and athletically related activities. Periodically a "Back to the Basics" quiz on NCAA Rules provided an opportunity to discuss NCAA rules and regulations. Each academic year the compliance staff emphasizes the student-athlete's role in maintaining NCAA compliance. Amateurism requirements and impermissible extra benefits are stressed to student-athletes at a mandatory information session preceding the playing season. At these meetings, the NCAA Student-Athlete Statement, the Drug Testing Consent form, the automobile registration program, student-athlete gambling policy, UNLV unauthorized use of credit card policy and other eligibility-related issues are addressed. Furthermore, timely topics are covered, such as the NCAA agent rules, the FBI Sports Gambling Presentation and the UNLV policy on gambling. Each student athlete is also informed of the compliance program and encouraged to visit an administrator with rules-related questions. (See Shared Responsibilities #4) The athletic department continues to educate the university's representatives of athletics interests on NCAA rules and regulations and increase the exposure of UNLV's compliance philosophy "Ask Before You Act" by distributing Rebel Right-of-Way brochures to season ticket holders and foundation members; mail out cover letters and Rebel Right-of-Way brochures to hotel managers and community businesses explaining NCAA rules and regulations regarding extra benefits, gambling and student-athlete employment; educate the parents of prospective student-athlete's after they have signed a National Letter of Intent; and continue the appearance of the compliance educational materials in the Rebel Rouser, Alumni news and game programs. Foundation and booster group members are also invited to the President's annual "Welcome" breakfast in which Dr. Harter outlines her expectations regarding the athletic department's commitment to compliance with NCAA rules and regulations. "Compliance Corner," a feature addressing NCAA rules related to boosters involvement with prospective and student-athletes, appears in the Rebel Rouser, a UNLV Athletics Department Publication, as well as in The Alumni News. These publications reach boosters both within and beyond the local community. Additionally the sports information staff included a "Compliance Corner" with the press release announcing football's recruiting class as well as the men's and women's basketball programs.
EVALUATION AND PLAN FOR IMPROVEMENT GOVERNANCE AND COMMITMENT TO RULES COMPLIANCE Operating Principles - Substantial Conformity 1. Institution Mission. The university is in substantial conformity with Principle I. Intercollegiate athletics are integrated into the educational programs at UNLV. The athletic department mission and goals review coincides with that of the University. The process of implementation includes broad based constituencies both inside and out of the institution. Area of Concern. This certification process has revealed the opportunity and need for institutionalized record keeping by the athletic department in preparation for this and future certifications. Plan for Improvement. The athletic department should consider creating an achieve policy and permanent records location for use now and in the future. Area of Concern. Mission statement review. The current mission statement was created following a major university administrative change. The Athletic Department policy should follow university review guidelines. Plan for Improvement. The Athletic Director has scheduled the next mission statement review for 1998 to coincide with the two-year university cycle. Area of Concern. Remailing of mission statement. As some constituencies were overlooked, a timely remailing should reinforce commitment to education and compliance by reaching these groups. Plan for Improvement. The Athletic Director has suggested a remailing of the mission statement to all constituencies in 1998. The Athletic Department should consider including with the mission statement a letter indicating that a certification process is going on and emphasizing the importance of the process. Area of Concern. Mission statement distribution to third parties. Plan for Improvement. When tickets are disbursed to or through a third party the athletic department should send a comparable number of mission statements with a cover letter to the person in charge of disbursement requesting that the mission statement document be attached to the tickets. Area of Concern. Some members of Foundation groups and booster groups may not have received the mission statement in the last mailing. Plan for Improvement. The Director of Athletes should include foundation and booster group individual members in the 1998 mission statement mailing and subsequently review this procedure annually during foundation and booster meetings.
2. Institutional Control. The university is in general conformity with Principle 2. The system, university and athletic department have the necessary policies, procedures, and oversight programs that involve the constituent groups of the university to ensure that the institution remains in compliance with the rules and regulations of the WAC and NCAA. Area of Concern. Incomplete records on background and support material on booster groups. Plan for Improvement. To cover documentation, membership, goals and mission statement, and records of disbursements, the Athletic Director should consider a formal policy along with the present accounting controls. Periodic meetings with each group need to include a segment on education compliance. At least one annual meeting should be scheduled to certify booster rules compliance for the group to remain in good standing and be authorized to continue in operation for another year. A more fully developed and formalized policy would enhance overall supervision and control of booster groups.
3. Presidential Authority, Governing Board. The University is in substantial conformity with Principle 3. Institutional control by the UCCSN Board of Regents in the areas of governance and rules compliance in athletics is delegated to the President of the University and by the President to the Athletic Director. It is also clear that all operations of the Department of Intercollegiate Athletics are subject to either the same, or more rigorous oversight and audit procedures than are applicable to all units of the university. Public higher education in Nevada is governed by an elected board, the University and Community College System of Nevada Board of Regents (UCCSN). The Board delegates ultimate responsibility of the operation of each institution to its President. That responsibility involves the administration of the entire institution, including the Department of Intercollegiate Athletics.
4. Shared Responsibilities. The university is in substantial conformity with Principle 4. The institution has demonstrated that compliance is an institutional responsibility. Assurance of shared responsibilities lies with the following individuals: the Athletic Director, the Associate Athletic Director, the Director of NCAA Academic Services, the Director of Compliance/Student Services, the IAC, the Faculty Athletics Representative (FAR), the Student Athlete Advisory Board and the Offices of Financial Aid, Registrar and Admissions. The Director of NCAA Academic Services reports to the Faculty Athletics Representative and indirectly to the Athletic Director and the Vice President for Student Services, while the Director of NCAA Compliance reports to the Athletic Director. By establishing these dual reporting lines, the institution has helped ensure that individuals outside the athletic department also are involved in compliance-related matters. The various constituencies outside the institution are well represented. The broad based involvement of student services, financial services, academic advising, and department verification of eligibility represents the practical participation in shared governance by faculty, students, staff, and administration. Area of Concern. Various individuals, administrators, coaches, staff and other university personnel might benefit from a group setting to discuss areas of interest or change. Plan for Improvement. The WAC review has suggested and this committee concurs that the institution consider establishing a compliance committee consisting of the Faculty Athletics Representative, the Chair person of the IAC, the Athletics Director, Director of NCAA, Director of NCAA Academic Services and members from the financial aid and registrar/admissions offices. The committee could meet to evaluate, propose and implement policies and procedures for the systems, in place to monitor compliance, and to disseminate rules education materials (Completed Spring 1998). 5. Assignment of Rules-Compliance Responsibilities. The university is in substantial conformity with Principle 5. The athletic department has implemented comprehensive rules-compliance responsibilities consistent with the spirit of NCAA, the WAC conference and University rules and regulations. The University policy is that no violation is so minor that it need not be reported. The Director of Athletics, the Associate Director of Athletics, the Faculty Athletics Representative, the Director of Academic Services and the Director of NCAA compliance are articulated as individuals with responsibilities of information gathering, examination and communication to appropriate individuals. Area of Concern. In the past, the Chair person of the Intercollegiate Athletic Council has not been included in this group because it tended to operate informally. Plan for Improvement. The AD should add the Chair person of the IAC to the "need to know" persons. This change would ensure that knowledge of any violation, infraction, or investigation will be provided in writing to the IAC, the President's athletic governing board. 6. Rules Compliance Accountability. The University is in substantial conformity with Principle 6. The athletics department has implemented a comprehensive rules-compliance education program under the leadership of a full-time Director of Compliance and a full-time Director of NCAA Academic Services. The Director of NCAA Compliance reports to the Athletic Director, and the Director of NCAA Academic Services reports to the Faculty Athletic Representative and informally to the Athletic Director and the Vice President for Student Services. An area of strength is the program dealing with gambling education. The concerns with problems associated with legal and illegal gambling are faced in all states. Even though legalized gambling is Nevada's leading economic activity, since the inception of the 1992 education compliance program, there was been a concerted effort to educate student athletes about the hazards and problems associated with gambling. Each student-athlete signs a gambling policy acknowledgment. Staff members also sign gambling policy acknowledgments. Continuing efforts include team meetings, Less than 3 Natural Science units - high school graduates must complete 3 semester credits (including a laboratory) in a natural or physical science course with a grade of C or higher. Less than 1/2 Computer Literacy units - high school graduates must complete 1 semester credit in computer science or computer information systems with a grade of C or higher. If GPA is Below the Required Minimum Applicants will be admitted if one of the following requirements is met: Successful appeal to the UNLV Admissions Committee by applying through Admission by Alternate Criteria (see Section I Part D; also note--students admitted by the Admissions Committee must achieve a 2.00 GPA and complete 6 credits or more by the end of the first semester or their admission will be canceled); Complete 12 or more transferable general education credits at a regionally accredited college or university and earn a cumulative GPA of 2.0 or higher; Attend UNLV as a non-admitted Special Student and enroll in a maximum of 6 credits per semester, until 12 credits have been completed with a GPA of 2.0 or higher (student must be a high school graduate and be 18 years of age or older) 3. Compare the admissions profiles of student-athletes who received grants-in- aid with the profiles of students in general by submitting the following information for the three most recent academic years for which this information is available: average standardized test scores and average overall high-school grade-point averages for freshman student-athletes who received athletics aid (by gender, racial or ethnic group, and according to the eight sport groups listed in the NCAA Division I graduation-rates disclosure form -- football, men's basketball, baseball, men's track/cross country, men's other sports and mixed sports, women's basketball, women's track/cross country, and women's other sports) and for all entering freshman students (by gender and by racial or ethnic group). [Note: Use ATTACHMENT No. 1 and the graduation rates disclosure form methodology to compile these data.] The statistics for all freshman students who entered in the fall of 1995, 1996, or 1997 are surprisingly consistent. The corresponding numbers for all student-athletes receiving financial aid are slightly but not significantly lower and are placed in brackets for easy comparison with the averages for all freshmen in the next sentence. The average high-school grade-point average varied from 3.11 to 3.13 (2.96 to 3.04), the average Combined SAT Score ranged from 995 to 1015 (951 to 977), and the average ACT Composite Score was 21 for each of those three years (19.0 to 19.7). When the above data are broken down by gender, the comparison between students in general and student-athletes on financial aid again appear to reinforce the basic pattern seen above, namely that the academic preparation of student-athletes mirrors those of the general freshman student population. For all freshman students, women had slightly higher grades and slightly lower SAT scores coming in from high school. The ACT Composite Scores of men and women were essentially the same. The same basic trends are seen when looking at men and women student-athletes but there the differences are less meaningful because of the much smaller sample. The small number of student-athletes makes comparison by racial or ethnic group difficult except for the two largest groups of student-athletes, labeled by the NCAA as Blacks and Whites. The data for test scores, both SAT and ACT, are not significantly different although this may be misleading. The University does not require either score for admission but only for placement in freshman mathematics and English classes while the NCAA requires entering student-athletes to meet minimum scores to be eligible as freshmen. Consequently it is likely that student-athletes with low test scores are liable to have invested more effort in improving their ACT or SAT scores than comparable students admitted to UNLV. The one difference that appears to be statistically significant is the lower average high-school grade-point averages for Black student-athletes (2.60) as compared to the general population of Black freshmen (2.95). The listed grade-point averages are averages over the three years tabulated for this report. This difference does not manifest itself in the NCAA 1997 Graduations-Rates Report. The four-year average graduation rate for Black students in general is 25% compared to 37% for Black student-athletes. The statistical data on freshman student-athletes broken down by sports is less easy to interpret because of the small numbers involved. Student-athletes coming to UNLV to play baseball had surprisingly strong high school academic credentials. This is particularly surprising since the four-year average graduation rate for baseball players in 1997 was only 8%. The other group that stood out was the four men's basketball players entering over that three-year period. They stood out because their high school GPAs were substantially lower than the typical non-student-athlete entering UNLV. The graduation rates of student-athletes is slightly higher, 37% versus 35% for the class that entered during the 1990-1991 academic year and 35% versus 34% for the four-year average on the Official NCAA 1997 Graduation-Rates Report. The most recent Graduation-Rates Report is consistent with the previous two. In the 1995 Graduation- Rates Report the yearly graduation rate for student-athletes was lower than for all students, 23% versus 33% but in 1996 yearly graduation rate for student-athletes was higher, 43% versus 35%. The four-year average rate of graduation for student-athletes was a few percentage points higher than for all students on each of the three Graduation-Rates Reports reviewed. When broken down by gender, it is evident that female student-athletes graduate at a considerably higher rate, 52% versus 38%, than female students in general. On the other hand, male student-athletes graduate at a slightly lower rate, 27% versus 30%, than male students in general. There is also less difference between black and white graduation rates for student-athletes than there is for students in general. In fact, the graduation rate for black and white student-athletes is the same, 37%, while there is a 10% difference between the graduation rate for black and white students in general with whites graduating with the higher rate of 35%. All of the statistics in this paragraph refer to the four-year average graduation rates found on the Official NCAA 1997 Graduation-Rates Report. Based on the statistics available, the academic profiles of student-athletes on aid at UNLV are not materially different than the profiles for students in general. The only major disparity was the substantially lower high school GPAs of the four men's basketball players who were admitted during the three-year period covered by the study. Since the graduation rate for male basketball players was consistent with other sports, it appears that the difference in high school preparation does not impact the graduation rate of male basketball players. The good news is that student-athletes, as a group, are slightly more successful than the students in general with respect to graduation from UNLV. The bad news is that both rates are too low and need to be improved. The low graduation rates for students in general and student-athletes is an institutional problem that will be addressed in response to the Self-Study question 10. 4. Compare the number of freshmen student-athletes receiving athletics aid who were admitted by special exception to the institution's standard or normal entrance requirements with the number of freshman students generally who were so admitted by providing these data for the three most recent academic years and, for the student-athlete data, for each of the eight sport groups organized by year listed in the Division I graduation-rates disclosure form. [Note: Use ATTACHMENT No. 2 to compile these data.] The University and Community College System of Nevada allows up to 6% of the number of freshmen admitted the previous fall to be admitted by Alternate Criteria. Students requesting admission by alternate criteria file an appeal to the Faculty Senate Admissions Committee. For the three years of the study, the number of freshmen admitted ranged from 2341 to 2870. Consequently the number of students that can be admitted in a given year under Alternate Criteria ranged from 140 to 172. The actual number of students admitted by Alternate Criteria has been substantially fewer than the mandated upper limit and has ranged from 51 to 70 during the three years reviewed. The number of student-athletes admitted by Alternate Criteria is small, approximately 7 a year for the three years considered for this self-study. Although small absolutely, they represent 13% of freshmen student-athletes admitted during the study period. In contrast, special admits make up only about 21/2% of the general student body. The Faculty Senate Admissions Committee makes all of their decisions based on the merits of the individual case. The only advantage a potential student-athlete would have in successfully appealing to the Admissions Committee is the strong academic support system available for student-athletes which increases the likelihood that they will be able to have academic success at UNLV. For example, the seven student-athletes admitted by Alternate Criteria in the fall of 1997 completed their first semester at UNLV with a grade point average of 2.67 to 3.11. The average GPA for these seven student-athletes after one semester was 2.91. Only one of the student-athletes admitted during the previous two years, 1995 and 1996, had a GPA of less than 2.00 after the fall 1997 semester. One student-athlete transferred while in Good Academic Standing and two with GPAs at the end of the fall 1997 semester of 2.85 and 2.96 are no longer participating in athletics at UNLV. Consequently, there is a clear record of academic success for student-athletes admitted by Alternate Criteria at UNLV. The large majority of student-athletes meet UNLV's regular entrance requirements and the Faculty Senate Admissions Committee does not give student-athletes preference in the admissions process. As noted above, for the three-years of the study, the Admissions Committee has not filled all of the available spaces allowed for admission by Alternate Criteria. Therefore no regular student who has applied for admission by Alternate Criteria has ever been denied admission to keep a space available for a student-athlete. The admission of student-athletes who do not meet the regular UNLV entrance requirements has never been a problem at UNLV. The Faculty Senate Admissions Committee over the years has prided itself on making its decisions based solely on the ability of each individual student to be successful academically at UNLV. The overall admissions standards for students in general and the higher NCAA eligibility standards for Division I competition have allowed the vast majority of student-athletes at UNLV to meet the regular entrance requirements. Although UNLV has recently raised the high school GPA required for admission from 2.3 to 2.5, it is still expected that the large majority of student-athletes will continue to meet the regular admission standards at UNLV. 5. List the step-by-step sequence of actions taken by particular individuals on your institution's campus to certify initial eligibility of transfer student-athletes. Identify the individual(s) with final authority for certifying initial eligibility, and their title(s).
After reviewing these records, the Faculty Athletic Representative completes the WAC Historical Report Form and makes a certification decision on each transfer student-athlete. This information is passed to the Director of Academic Services who uses this information to prepare a letter of certification for each sport for the Faculty Athletics Representative to sign. These certification letters are sent to the appropriate head coaches and include the names of each student-athlete who is eligible to practice and/or compete (Academic 6). Each letter is copied to the athletic administrators responsible for and involved with that sport. The Director of Academic Services fills out the NCAA Squad List (Academic 7) and the NCAA Student-Athlete Affirmation of Eligibility form (Academic 8). These forms are completed and signed, the Squad List by the Director of Academic Services as the designee of Charles Cavagnaro, Athletic Director, and the Affirmation of Eligibility Form by the Coach and Athletic Director, prior to the first date of competition for that particular sport. 6. List the step-by-step sequence of actions taken by particular individuals on your campus to certify student-athletes' continuing eligibility. Identify the individuals with final authority for certifying continuing eligibility, and their title(s).
The completed files are reviewed by Myrlene LaMancusa, FAR, who makes a determination of each student-athlete's eligibility and records it on the Student-Athlete Affirmation of Eligibility (Academic 8). This information is passed to the Director of Academic Services who uses it to prepare a letter of certification for each sport for the Faculty Athletics Representative to sign. These certification letters are sent to the appropriate head coaches and include the names of each student-athlete who is eligible to practice and/or compete (Academic 6). Each letter is copied to the athletic administrator responsible for that sport. The Director of Academic Services fills out the NCAA Squad List (Academic 7) and the NCAA Affirmation of Eligibility Form (Academic 8). These forms are completed and signed, the Squad List by the Director of Academic Services as the designee of Charles Cavagnaro, Athletic Director, and the Affirmation and Eligibility Form by the Coach and Athletic Director, prior to the first date of competition for that particular sport. Department Chair or Designees Approving Athletic Eligibility & Degree Progress Form College of Business
College of Education
College of Engineering
College of Health Sciences
College of Hotel Administration
College of Urban Affairs
College of Liberal Arts
College of Sciences
7. Describe the academic support system available to student-athletes. Include: (a) the specific academic support services (e.g. tutoring, post-eligibility programs, study skills) offered; (b) any policies that govern which students can use these services; (c) the mechanisms by which student-athletes are made aware of these services; (d) the mechanism for institutional academic oversight of these services; and (e) any means of analyzing, explaining and addressing special academic needs of student-athletes (if any are identified).
Academic Support System
NCAA Academic Services is a division of Student Services, and is supervised by Dr. Myrlene LaMancusa, UNLV Faculty Athletics Representative, who provides institutional academic oversight to the advising unit. The Academic Services staff includes the director and six academic advisors, one who shares responsibilities as assistant to director, and one who is the assistant golf coach. Support staff includes two part-time student-workers one part-time work-study. The attached organizational chart clearly defines the reporting relationships within the Advising Unit.
Academic Support Services
* Assist the athletic department coaching staff in the preliminary evaluation of the eligibility status and admission status of all prospective student-athletes. * Assist student-athletes in the selection, planning and course scheduling for their degree program. * Monitor the academic progress of student-athletes toward degree program requirements. * Inform student-athletes of the NCAA, UNLV and Conference rules they must fulfill in order to be eligible. * Monitor the eligibility status of student-athletes and provide direction for meeting eligibility requirements. * Assist in the yearly and mid-year certification of student-athletes. * Provide assistance and direction to student-athletes regarding the UNLV student support services that will assist them in adjusting to and coping with the challenges of university life. Each student-athlete is individually evaluated by his or her academic advisor in order to determine the most effective level of academic support. Support services available to all student-athletes include the following: Tutoring for most subjects and labs in mathematics and English are available to all UNLV students at the Student Development Center. Tutors for subjects not offered through the Center are located for student-athletes by the Academic Services staff. Study hall is available every morning during the week and every evening Sunday through Thursday. Study hall is conducted in either a classroom or the Lied Athletic Complex Auditorium. Study hall requirements are determined by the head coach in consultation with the athletic academic advisors and the Director of Academic Services. Study hall is monitored and study groups are available during evening study hall in a variety of basic courses such as English, math, science, and philosophy (logic). Computers Beginning with the Fall 1998 semester a state-of-the-art computer laboratory is now available for student-athletes in the Lied Athletic Complex Auditorium during study hall. Support staff is available to assist student-athletes in their use of the computers to complete homework assignments. Incoming freshmen attend the CHAMPS (Challenging Athletes for Personal Success) workshops one evening a week during their first semester at UNLV. These workshops are designed to assist student-athletes in their adjustment to college life by providing information and study skills essential to success their first year at UNLV. Student-athletes who excel academically are recognized for their achievements at the Annual Student-Athlete Honors Luncheon which is held each Spring on the UNLV campus. The luncheon is attended by the student-athletes, their parents, coaches, and UNLV faculty and administrators. Student-athletes are recognized for their achievements as members of the UNLV Academic Top Thirty, recipients of the WAC Academic All-Conference, and the WAC Scholar-Athlete awards. The teams with the highest GPA's and the individual student-athletes with the highest GPA from each team are also recognized at the annual luncheon. Academic support is available to all student-athletes who have completed their eligibility and continue to take classes at UNLV. Policies that Govern Which Students Can Use These Services The academic support services referenced above are available to all student- athletes. Mechanisms by Which Students Are Made Aware of Services
Oversight for NCAA Academic Services is provided by Dr. Myrlene LaMancusa, the Faculty Athletics Representative, Dr. Robert Ackerman, Vice-President for Student Affairs, and Charles Cavagnaro, the Director of Athletics. Dr. LaMancusa, Dr. Ackerman, and Jaina Preston, Director of Academic Services meet monthly to discuss issues related to academic services for student-athletes. The Intercollegiate Athletic Council (IAC) has established additional standards for academic progress and standards in the IAC Code. Jaina Preston, the Director of Academic Services, also reports on a regular basis to the Intercollegiate Athletic Council on the academic progress of student-athletes. Jaina is an ex officio member of the IAC. Student-athletes' academic records are evaluated each semester by the Director of Athletics, who communicates with the coaches regarding the academic progress of their student-athletes. Recommendation: it is recommended that the chair of the IAC be invited to attend the monthly meetings with Drs. Ackerman and LaMancusa and Jaina Preston.
Analyzing, Explaining and Addressing Special Academic Needs of
Student-Athletes with Disabilities
Student-athletes are one of the groups on campus that the Registrar's Office has determined has scheduling needs, and are permitted to register for classes during the period of priority registration. Other groups that participate in priority registration are Student Ambassadors, Honors College, Teachers Certification Program, and the Disability Resource Center. Excused Absence Policy In April of 1996, the UNLV Faculty Senate established a policy designed to assist students who must miss class(es) due to participation in University related extra curricular activities. The policy statement is presented below: Students who represent the University of Nevada, Las Vegas at any official extra curricular activity shall have the opportunity to make up any assignments or examinations missed as a result of this event. It is the responsibility of the student to provide official written notification to the instructor of the course(s) at the earliest time possible of his or her intention to participate in a university sponsored event, but no less than one week prior to the date of the missed class(es). This policy shall not apply in the event that completing the assignment or administering the examination at an alternate time would impose an undue hardship on the instructor or the University that could reasonably have been avoided. There should be good faith effort by both faculty and student to come to a reasonable resolution. When disagreements regarding this policy do arise, they can be appealed to the department chair, dean of the college, and the Academic Standards Committee. For purposes of definition, extracurricular activities may include, but not be limited to, intercollegiate athletics, band, drama, forensics, recruitment, or any other activity sanctioned by the college dean and/or the Provost. This policy provides students who miss classes due to team travel with the opportunity to make up any missed assignments or tests. Letters are sent to the instructors of all student-athletes who must miss class(es) because of team travel. Student-Athlete Progress Reports
Academic advisors may travel with the sport teams they advise to provide study hall and tutoring assistance away from campus when student-athletes will miss class and tutoring during term time. Post-Eligibility Degree Completion Program The athletic department encourages student-athletes who have exhausted their eligibility and not graduated to participate in the UNLV Degree Completion Program. Funding for the program is available from foundation grants, endowments, and donor accounts and is administered by NCAA Academic Services in conjunction with the athletic department. Students who wish to participate in the program must comply with UNLV Athletic Department satisfactory progress requirements as well as NCAA financial aid regulations. Enrollment and Class Drop Policy Athletic Academic Services implemented two policies in the Fall of 1997 which were designed to enhance and encourage the academic success of our student-athletes. These policies were a response to an unacceptable number of dropped and/or failed classes by our student-athletes during the 1996-1997 academic year. The first policy requires that freshmen will limit their enrollment to a maximum of 12 credits (or four courses) during each semester of their freshman year. This will enable them to focus their efforts on completion of the minimum number of credits required for satisfactory progress, while adjusting tothe pressures of intercollegiate athletics, as well as the challenges of college life and the "freshmen experience." An addendum to this policy is that student-athletes who are identified as at-risk, regardless of their class standing, will enroll in a maximum of 12 credits. Exceptions to both of these rules are made on a case-by-case basis. The second policy requires student-athletes who receive athletic aid for course fees to request permission from their academic advisor and the Director of Academic Services before being allowed to withdraw from a course. Student-athletes who do not follow this procedure and drop courses before receiving approval are held responsible for the fees for those courses. 8. Describe the institution's policies related to the scheduling of intercollegiate athletics competitions and practices that minimize interference with class time and examination periods.
Section 5.08 of the Intercollegiate Athletic Code establishes the rules by defining practice times and competition schedules at UNLV. The relevant sections of the code are quoted below.
9. Review the graduation rates for student-athletes and for students generally during the last three years, and comment on any trends or significant changes.
There is no substantial difference in the overall rates of graduation for student-athletes and students generally. Student-athletes in the 1988-89 cohort group graduated at a lower rate, 23% versus 33%, than all students while the 1989-1990 cohort of student-athletes graduated at a higher rate, 43% versus 35%. The 1990-1991 graduations rates, 35% and 37%, for students generally and student-athletes in particular respectively suggest that there is no statistically reliable difference in overall graduation rates for student-athletes and students generally. The data for these three years do not display any obvious trends with respect to overall graduation rates. Before the data are reviewed by subgroups, gender, race, ethnicity, or sport, it is worth noting that 63% of the 178 student-athletes who entered UNLV between the fall of 1983 and the fall of 1990 and completed their athletic eligibility at UNLV graduated. Consequently, much of the low graduation rate for student-athletes can be attributed to student-athletes who do not remain at UNLV. An obvious question to explore is why the approximately 140 student-athletes who did not complete their athletic eligibility at UNLV left school. The answer to that question may suggest straightforward ways to improve the graduation rate for student-athletes at UNLV. For students generally, using the four-year averages, women graduate at an average rate 6 percentage points higher than men, 35% versus 29%. For student-athletes, women have a graduation rate slightly more than 20 percentage points more than their male counterparts, 49% versus 28%. This disparity is reasonably consistent over the three-years of data used for this report. Two men's sports, baseball and football, contribute 40% or more of the total number of male student-athletes. The low four-year average graduation rate for baseball players, 14%, 17%, and 8% has a large impact on the overall graduation rate. The graduation rate for football is slightly less than the overall rate but not enough to skew the numbers. If we assume that 20% of the graduates are baseball players and remove them from the statistics, the graduation rate for men student-athletes increases four percentage points to 32%, still substantially less than the corresponding rate for women student-athletes but 3 percentage points higher than the rate for male students generally. Black female student-athletes graduate at approximately twice the rate of black women students generally. White female student-athletes graduate at about a fifty percent higher rate, 53% versus 36%, than white women students generally. Black and white men student-athletes graduate at essentially the same rate respectively as black and white male students generally. It is not possible to explain the higher success rate for women student-athletes compared to their male counterparts by reviewing this data but it does suggest that male student-athletes can be more successful academically at UNLV than they have been in the past. As mentioned previously in response to self-study item 3, the most obvious conclusion to be gleaned from the NCAA Graduation-Rates Report is that there is much room for improvement of graduation rates for all students attending UNLV whether or not they happen to be student-athletes. 10. Describe the specific goal(s) that your institution has set for graduation of students generally and for graduation of student-athletes.
In October of 1997, the Division of Student Services initiated a comprehensive assessment of the quality of the undergraduate experience at UNLV. This project was funded by a Planning Initiative Award. George Kuh, Professor of Higher Education and Associate Dean of the Faculties at Indiana University, assembled a team that visited UNLV two times during the 1997-1998 academic year. Their Phase I visit occurred on October 8 to 10 and the Phase II visit took place January 28 to 30 of 1998. Their final report had many suggestions to improve the overall educational climate for students at UNLV. The Student Retention Steering Committee is using this report in their deliberations. Evaluation and Plan for Improvement Given the responses previously, evaluate whether the activities of the athletics program are in substantial conformity with each of the operating principles set forth in this section. The institution's evaluation should address each of the five specific principles separately.
Operating Principles
The Department of Intercollegiate Athletic's latest Mission Statement adopted in 1997 epitomizes the objectives of this operating principle and is presented below. Intercollegiate Athletics is an integral part of UNLV and must be supportive of the University's primary mission of education, research and public service. The University acknowledges that a successful athletic program is one that strives for excellence on the field of competition but recognizes that success is not measured solely by won-lost records. UNLV's Department of Intercollegiate Athletics measures success also by how the program contributes to the overall development of the athlete as a student and a good citizen and supports the primary missions of the University. Based on the information gathered by the self-study and the Mission Statement of the Department of Intercollegiate Athletics the subcommittee on Academic Integrity concludes that athletics at UNLV is operated in a manner substantially in conformity with this Operating Principle. That is, student-athletes, given the constraints of competition and practice schedules, are integrated into the student body at UNLV.
Although the Academic Integrity subcommittee will make a recommendation vis- a-vis graduation rates for student-athletes in part three of this section, it is clear that the athletic program at UNLV is in substantial conformity with this Operating Principle. Student-athletes admitted to UNLV have academic backgrounds equivalent to students in general and graduate at similar rates. The answers to self-study items 2, 3, 4, and 9 amply demonstrate the institution's conformity to this Operating Principle.
Based on answers to self-study items 5 and 6, UNLV is in substantial conformity with this Operating Principle.
The reorganization of the Athletic Academic Services unit that took place two years ago increased the administrative separation between the department of intercollegiate athletics and the academic advising unit. The new mission statement of the reorganized unit, quoted below, and the information contained in the response to self-study item 7, demonstrate that UNLV is in conformity with this Operating Principle. Athletic Academic Services is committed to assisting student-athletes in earning a degree of their choice, while making progress toward athletic eligibility requirements. The Office of NCAA Athletic Academic Services will counsel, monitor, assist and support the academic endeavors of all student-athletes at UNLV. Every effort will be made to instill each individual with those skills necessary to become an independent, responsible member of the university student-body, as well as to enhance the students learning process and knowledge base. It is ultimately the goal of all activities of Academic Services to produce a student-athlete who is full accountable for his/her progress toward a degree at UNLV.
As described in the response to self-study item 8, the Intercollegiate Athletic Council (IAC), establishes and monitors the scheduling of athletic competition and practices. Any deviations from the scheduling guidelines established by the IAC have to be reported to the IAC. Any non-conference on non-NCAA competition during finals week must be approved by the IAC. Consequently, UNLV is in substantial conformity with this Operating Principle. Given the responses previously, evaluate whether the activities of the athletics program are consistent with the mission and purpose of the institution. Personnel from the Department of Intercollegiate Athletics, including the Athletic Director, Charles Cavagnaro, participated in the recent strategic planning process. UNLV's current mission statement was crafted during that process and formed the rationale for the new mission statement adopted in 1997 by Intercollegiate Athletics which is reproduced below. Intercollegiate Athletics is an integral part of UNLV and must be supportive of the University's primary mission of education, research, and public service. The University acknowledges that a successful athletic program is one that strives for excellence on the field of competition but recognizes that success is not measured solely by won-lost records. UNLV's Department of Intercollegiate Athletics measures success also by how the program contributes to the overall development of the athlete as a student and a good citizen and supports the primary missions of the University. The first goal listed in the pamphlet Statement of Philosophy for Intercollegiate Athletics which includes the above mission statement is "Become more Student Focused." A primary goal for the UNLV in general is to become more Student Focused. Consequently, there is strong overlap and much consistency between the mission statements of the University and of the Department of Intercollegiate Athletics. This consistency carries over to the goals and objectives developed to support the missions articulated by the University and of the Department of Intercollegiate Athletics and is a product of the open inclusive forum used to formulate UNLV's current mission statement. Where the institution concludes in its evaluation that it does not conform to one or more operating principles or that problems or deficiencies exist, describe the institution's specific plan for improvement, including: (a) the intended end result, (b) the individual or offices that will be responsible for taking specific actions and (c) the specific timetable for completing the work. Where the institution concludes that these improvements may affect existing programs or activities in other areas, describe how the institution intends to maintain the current level of quality of those programs. The one area of concern shared by the Academic Integrity Committee is the graduation rate of student-athletes. Although student-athletes graduate from UNLV at rates higher or equal to students in general, there was a strong feeling that the robust academic support system available for student-athletes ought to produce an even higher graduation rate. In particular, the disparity between the graduation rates for male (28%) and female (49%) student-athletes suggest that male student-athletes need to be specifically challenged to close that gap over the five-year period beginning with spring of 1999. In general, the Academic Integrity Committee believes that changes made in the past five years by the NCAA to raise the academic requirements for freshmen eligibility and by UNLV to increase the academic standards to maintain athletic eligibility will combine to increase the graduation rates for student-athletes. Since the full impact of those changes will not be assessable until the year 2002, seven years after the student-athletes entering in fall 1995 began their academic careers, the Committee was uncomfortable making recommendations for graduation rates before the spring of 2001. One sign that optimism about the future graduation rate at UNLV is not misplaced is the sequence of memos (Academics 10-14) written by the Athletic Director, Charles Cavagnaro, summarizing the academic progress of Student-Athletes after the fall 1995 through the fall 1997 semesters. The obvious trend is towards higher grade point averages for both men and women student-athletes. The jury will remain out for a few more on years on whether or not this translates into a more acceptable graduation rate for student-athletes. Unfortunately, there is countervailing evidence presented in the five tables collected under (Academic 15). These tables which were produced by the Office of Academic Services and list the progress of student-athletes by sport who entered UNLV as freshmen with athletic aid in the fall of 1992 through 1996. The distressing thing to notice is that almost 30% of the student-athletes who started at UNLV withdrew or transferred while in good standing at UNLV. Also more men (34%) than women (20%) leave while in good standing. Since 63% of student-athletes who complete their athletic eligibility at UNLV graduate, keeping more of those students at UNLV can have a dramatic impact on the annual graduation rates as reported by the institution to the NCAA. For example, the graduation rate will increase 10 percentage points if the number of student-athletes who voluntarily choose to leave UNLV can be reduced from 30% to 15% and we assume that 63% of them will graduate in the mandated six years. Consequently, the first two recommendations address this serious problem of student-athletes in good standing voluntarily leaving UNLV. The primary reason that the Academic Integrity Committee is recommending numerical targets is to establish a series of benchmarks against which progress can be measured. If the benchmarks are not met, then the information gathered by Athletic Academic Services as per Recommendations 1 & 2 ought to suggest specific strategies for reaching the future benchmarks. Consequently, the first three recommendations of the Committee are designed to work in concert, if the changes already implemented bring graduation rates up to the recommended percent, then the information gathered can be used to fine tune policies affecting the academic success of student-athletes. On the other hand, if the benchmarks are not met, then the data collected can be used to make more substantial changes. The fourth recommendation is designed to improve communication between different people responsible for the academic success of student-athletes at UNLV. The recommendations at the end of this section are made to facilitate changes that may need to be made to bring UNLV's graduation rate for student-athletes closer to the national averages for Division I student-athletes of approximately 53% for men and 68% for women. Although the Committee's recommendations call for substantial improvements in graduation rates at UNLV, from 28% to 43% for men and 49% to 54% for women, these rates are still modest when compared to the current graduation rates for Division I student-athletes.
The last recommendation is designed to improve the channels of communication between the Intercollegiate Athletic Council (IAC), the faculty oversight committee, and the people primarily responsible for monitoring the efficacy of the academic support services for student-athletes at UNLV.
Self-Study Items 1. Describe any major changes in athletics policy and organization that affect the institution's current efforts in matters related to the operating principles listed above regarding fiscal integrity, focusing on those implemented during the last three years. Several major changes in organization both within the Athletic Department and on campus have taken place during the past three years. The management of the Thomas & Mack Center and the Athletic Department was separated. Previously, the Director of the Thomas & Mack Center (TMC) reported to the Director of Athletics. The Director of the TMC now reports to the Vice President for Finance and Administration, and the Director of Athletics continues to report to the President. Separate reporting structures are maintained for the TMC and the Athletic Department to ensure that proper checks and balances are maintained between the two operations. Athletics is the only auxiliary on campus to report directly to the President. The Athletic Director was made a full member of the President's Cabinet. This has brought Athletics and campus closer together. Cabinet officers from all areas on campus are exposed to the university mission and goals on a regular basis, and issues are discussed openly. Issues specific to athletics are now included in the discussions. The benefit to athletics and the campus community in general has proven two-fold: 1) Matters of public interest, both positive and negative, are discussed, and all cabinet members are made fully aware of pertinent circumstances. This minimizes the possibility of dissemination of inaccurate information. 2) University wide financial matters are prioritized with due consideration given to all departments, including athletics, as a matter of routine. The President formed a special executive level team consisting of the President, Athletic Director, Vice-President for Finance and Administration, and the Assistant Vice President for Budgets, to review the athletics department budget. This group met extensively during the first year of the current Athletic Director's tenure. The group now meets as needed for purposes of evaluating new budget requests and oversight of expenditures and revenue. Academic advising staff for athletes was moved from the Athletic Department to the university's student services department. This move relieved the Athletic Department of a non-revenue generating expense, and moved the athletic academic advising unit under the same umbrella as all other university advising units. This also helps to ensure academic integrity as well as provides for more stable opportunities for student athletes by reducing Athletic Department expenses. The sports marketing function of the Athletic Department was consolidated with the marketing department of the Thomas & Mack Center, in an effort to increase department generated revenue. In August of 1995, the Athletic Director created the eight member Gender Equity Task Force to systematically review gender equity issues. As a result, a five year gender equity compliance action plan was completed by the department. For the 1997-98, 1998-99 biennium, the Department was awarded $600,000 specifically for gender equity issues. Additional funds totaling $1,146,378 have been requested for the 1999-00, 2000-01 biennium. The allocation of tuition and fee waivers for student athletes was increased from $325,000 in the 94-95 fiscal year to $525,000 in the 95-96 fiscal year. In addition, in the 96-97 fiscal year, the university established additional fee and tuition waivers for all female student athletes beyond the first 50 and for all 5th year students. These actions assist in stabilizing grant in aid funding within the department. The construction of the Lied Athletic Complex allowed substantial increase in support services to all sports and provided support on a more equitable basis. The Western Athletic Conference, as currently constituted, is not likely to provide adequate revenues for UNLV to maintain the current level of funding for each sport, to increase budgets for inflation and to continue implementation of the department's gender equity plan. However, the proposed new conference provides affiliated universities that have the possibility of generating substantial revenues for UNLV. The proposed new conference, which is scheduled to begin Fall 1999, includes the following schools: BYU, Colorado State, San Diego State, Air Force Academy, New Mexico, University of Utah, Wyoming and UNLV. The new conference will also likely reduce team travel expenses by participation within a more confined geographic area. The major expenditures associated with a legal settlement with a prior Athletic Department employee were moved from the athletic budget to that of the institution because the responsibility for the decision rested with the campus not the department. This series of changes has provided more direct and better management of the Athletic Department and its finances and has assisted in providing more stable opportunities for student athletes. Some key policy changes have also occurred during the past three years, which have served to enhance the financial position and control over the Athletic Department. Within the Athletic Department the frequency of senior staff departmental budget review meetings was changed from quarterly to weekly. Senior staff responsibilities were changed to provide better accountability and oversight. (Fiscal 1) All changes in sport or activity budget now require sport administrator approval. Changes in sport or activity budgets are processed by the Assistant Athletic Director for Finance. Head coaches and those employees who are in charge of specific programs now consistently receive monthly financial reports for their respective area and are more involved in the budget preparation process than in prior periods. Senior staff now solicits assistance from each head coach and each program head in determining ways to increase revenues and/or reduce expenses. The Olympic sports administrator(s) meet regularly with the coaches to discuss budget issues. The Olympic sports group also meets monthly to discuss issues including those of a financial nature. The Athletic Department team travel policy (Fiscal 2) was re-written due to the department's review of compliance with Title IX and to assist in budget control. To enhance awareness of the institution's fiscal responsibilities, specific language has been incorporated into of each Head coach's employment contract in regard to their responsibilities over fiscal matters related to their respective sports. (Fiscal 3) 2. Explain the institution's philosophy with respect to the funding of the athletics program. The institutional policy with respect to the funding of the athletic program is outlined in the "Statement of Philosophy for Intercollegiate Athletics" under Goal No. 6, which is entitled "Develop an Accountable Administration." Action Item E states that "...the University, in concert with the Department of Athletics, will pursue financial support from outside interests and will commit to the principle that all fund-raising and the use of such funds will be under the control and supervision of the University". 3. Prepare a list of all revenue sources for intercollegiate athletics that are under the clear accounting and financial control of the institution.
Revenue sources
Prepare a list of all other sources (i.e., those that are not under the accounting and financial control of the institution) generating revenue on behalf of the institution's intercollegiate athletics program, including foundations.
Other revenue sources
For the most part, the budget process for the development of the Athletic Department budget is the same as that followed by the institution as a whole. However, a more in depth review of the athletic budget is made by the campus budget office prior to submission to the cabinet. This includes a close review of the revenue projections and review of the prior fiscal year projections to actual by category. As with all other operations on campus, the Athletic Department's budget is reviewed and discussed by the cabinet and approved by the President. The budget is then submitted, with all other department budgets, to the Board of Regents for final approval. This process provides better oversight procedures for all budgets. The University and Community College System of Nevada (UCCSN) sets the budget calendar for all budgets in the system including that of the UNLV Athletic Department. (Fiscal 4)
Budget Process Within the Athletic Department
University Budget Process The institution utilizes slightly different procedures for the different fund groups as follows: State Supported The Intercollegiate Athletic Budget is submitted to the Chancellor's Office along with other state-supported budgets. This budget utilizes the prior year budget as the base and is adjusted to reflect both cost of living and merit as appropriate. In addition, the budget submission will reflect those enhancement requests that are associated with the role of athletics within the university environment. This past budget cycle reflected a request for an additional $377,000 for 97-98 and $389,000 for 98-99 to meet gender equity requirements. Unfortunately this request was only funded at $300,000 per year, of which $50,000 is from state funds. The other $250,000 is allocated from the institutional portion of the estate tax. While the $50,000 state appropriation was added to the base budget, the $250,000 was a one-time allocation only. Budgeted self-supporting The budgeted self-supporting portion of the athletics budget comprises the majority of the athletic budget initiative. This includes revenues from various sources as listed in self-study item #3, items 1-11. This budget is submitted along with the other budgeted self-supporting budgets on campus and reviewed (based on historical data) by the budget office. The budget office and athletic business office complete a joint review of all revenues and expenses in this budget. This review is followed by a review by the Intercollegiate Athletic Council (IAC). All modifications are agreed upon before the final budget is submitted to the Chancellor's Office for subsequent Board of Regents approval. Unbudgeted self-supporting If there is a unique activity that is self-supporting and qualifies as an unbudgeted account, then an unbudgeted self-supporting (or cash) account is established. These accounts are reviewed to ensure that they meet the criteria to qualify (less than 0.5 FTE and less than $25,000 in projected or historical expenses). These accounts are controlled by the cash balance in the account and are required to conform to all the expense requirements as noted in the UNLV Policy and Procedure Manual. Foundations The Athletic Department does not include Football Foundation and Women's Sports Foundation funds in the athletic budgeting process. Funds received by sports from these two foundations are most often used for items which are not included in the Athletic Department budget because of lack of funding. The department minimally budgets for UNLV Foundation funds and only budgets for some of the available scholarship funds. The goal is to reserve Foundation scholarship funds to assist with post-eligibility financial aid. The Men's Golf program at UNLV is funded for the most part by the Rebel Golf Foundation. The Athletic Department budgets only for coaches' salaries and a minimal operating budget. (Fiscal 5) 6. Using the institution's established budgetary format, prepare a list of both projected and actual athletics revenues (by source) and expenditures (by budget category) for the three most recently completed fiscal years. In doing so, make sure that all athletics administrative costs are included. Provide any revenues and expenditures on a sport-by-sport basis. Prepare a separate list for revenues described in Item No. 3 and another for revenues described in item No. 4. (Fiscal 6) 7. Describe the process used in selecting the independent auditor for the institution's external financial audit for intercollegiate athletics, including any methods used to ensure the independent nature of the auditor. Also describe relevant corrective actions planned or implemented from the three most recent external audits. The Board of Regents of the UCCSN selects the external auditors for the entire system, including UNLV, through a competitive process. The current auditors, Coopers & Lybrand were selected in fiscal year 1995, for the three fiscal years beginning with the FY 1996 audits. A three year extension to the current contract was recently granted to Coopers and Lybrand. All recommendations for corrective actions presented by the external auditors have been adopted and implementation has been completed. None of the recommendations have been specifically directed toward the intercollegiate athletic activities or programs. 8. Describe the ways in which your institution approves expenditures for intercollegiate athletics, including a description of different procedures based on various sources of funding (e.g., state funds vs. restricted/foundation funds ). Also describe the controls, policies or guidelines (if any) the institution has in place in regard to staff expansion and approval of new positions. The appropriate athletic sport administrator generally approves all Athletic Department expenditures for their respective sport/department. Following a review by the Assistant Athletic Director for Finance, approved items are then presented to the campus for additional evaluation and processing. Either Associate or Assistant Athletic Director or Athletic Director approval is acceptable in the event that both positions listed above are not available to sign for approval. Only Assistant Athletic Director positions and above are authorized to approve expenses. This is monitored by signature approval cards on file with the university's office of the controller. Following department approval, the procedures for the review and approval of all UNLV expenditures are the same for all departments. (Fiscal 7) Some additional restrictions apply to state appropriated funds and funds obtained through sponsored projects. However, these fiscal restrictions are uniformly applied to all departments including the Athletic Department. Following individual department approval process, staff expansion for all campus departments requires approval by the Human Resources Department, Budget Office, and the President. 9. Describe the institutional procedures that are in place to address any deficit in the intercollegiate athletics budget incurred during any fiscal year(s). In fiscal year 1997 the UCCSN administration adopted a policy whereby quarterly exception reports are required by the Chancellor's Office for all budgeted self-supporting accounts that reflect an operating cash deficit. In addition to the standard submission of the quarterly exception report, UNLV submits a separate schedule to reflect the budgeted self-supporting portion of the Athletic Department budget (approx. $8.2 million in FY 1998). This report was required due to the magnitude, public visibility, and unique activity of the Athletic Department. At any time, if this report notes a possible deficit, a positive action plan for handling the deficit must also be submitted. If in fact a deficit balance does not have a realistic resolution within the fiscal year, the spending authority must be amended to adjust the accounts to reflect solvency for the fiscal year. This is closely monitored by the Assistant Vice President for Budgets and can be achieved by a decrease in existing expenditure authority or a freeze of expenditures. If possible deficits in the athletic operation were projected to carry beyond the current fiscal year, a loan (requiring repayment in the succeeding budget years) would be provided from the campus. There would be no direct subsidy from the campus. 10. Describe institutional policies and any state laws applicable to individuals, including athletics department staff members, who may enjoy economic gain as a result of university affiliation or use of institutional facilities (e.g., faculty involved in product research and development, coaches involved in sports camps or shoe-contract endorsements). Indicate whether, and if so, how, the institution has addressed issues related to conflict of interest, property rights, procurement regulations, and consistency of athletics department staff compensation with the various guidelines and regulations that govern compensation of other university personnel. The Department of Athletics, at the direction of the NCAA, has established a process for disclosure of all outside income that is derived as a result of employment. Athletically related income forms are administered on an annual basis, and as needed throughout the year, by the Director of NCAA Compliance. Following approvals by the Director of Athletics and the President, the forms are forwarded to the Assistant Athletic Director for Finance and filed in the employees' personnel files. (Fiscal 8) This process is included in the department's comprehensive NCAA compliance manual. Beginning with the fiscal year 1997, all sports camps, with the exception of men's soccer, are not sponsored or supported by the State of Nevada, the Board of Regents of the University and Community College System of Nevada, the University of Nevada, Las Vegas or any other political subdivision, its officers, officials, agents or employees of the State of Nevada. Title 4, Chapter 3, Section 6 of the UCCSN Board of Regents Handbook specifies the policy regarding use of institutional property for personal gain. Such usage is prohibited unless proper compensation is provided to the institution. These instances also require the standard rental agreement and insurance in accordance with university policy. In addition, the institution has addressed issues related to private professional work and compensation in excess of base salary paid from university administered funds. Copies of these policies are attached. (Fiscal 9) 11. Describe the policies and standard operating procedures that help to ensure that all expenditures for athletics are handled in accordance with NCAA rules. In 1993, the Committee on Infractions report required UNLV to address specific areas in the progress report. The first requirement included rules-education of coaches, Athletic Department personnel and all university staff members with the responsibility for the certification of student athletes. As a result , proactive rules-education meetings are conducted each semester. Attendance at these meetings is required by all Athletic Department personnel, all athletic academic advisors and the Faculty Athletics Representative. A comprehensive overview of all rules-education meetings is included in the Governance and Commitment to Rules Compliance section of this report. In addition to rules education meetings, and in accordance with the department policy of "Ask Before You Act", the Assistant Athletic Director for Finance works closely with the Director of NCAA Compliance throughout the year. Any questions related to expenditure items that may arise throughout the year are reviewed by the Director of NCAA Compliance prior to the Athletic Business Office processing the document(s). General procedures for approval of expenditures are: 1) sport/program administrator , 2) Assistant Athletic Director for Finance, 3) campus department (Purchasing, Disbursements). This process requires two levels of authorization by Athletic Department senior staff. The entire process is subject to the compliance officer's review at any time. Specific language has been incorporated into all employment contracts in regard to the consequences of not adhering to the NCAA rules. (Fiscal 10) For student financial assistance, the Director of Academic Compliance works closely with the Department of Student Financial Services to determine the value of a full athletic scholarship annually. Sources considered in this determination include the cost of on-campus residential housing; the Consumer Price Index; a quality assurance initiative (a Department of Education voluntary project in which UNLV participates); and campus institutional analysis. Student Financial Services distributes financial assistance for room and board. The Athletic Department processes tuition and fees through the Student Information System. Books are distributed to athletes by the bookstore, only with the appropriate form, approved by both the academic advisor and an athletic business office representative. All athletic financial awards are distributed according to the financial aid contracts, which are approved by the Director of Athletics, the sport administrator and a representative from Student Financial Services. In addition, the Director of Academic Compliance reviews all athletic awards. Evaluation and Plan for Improvement 1. Given the responses above, evaluate whether the activities of the athletics programs are in substantial conformity with each of the operating principles set forth in this section. The institution's evaluation should address both of the specific operating principles separately. Financial Controls Based upon the data provided, the Fiscal Integrity Self-Study Committee has found that the institutional financing of the University's athletics programs follows prudent management and fiscal practices, including generally accepted accounting principles and well-controlled budget, documentation and audit procedures. The Self-Study Committee concludes that the UNLV athletics programs are in substantial conformity with the Principle of Financial Controls. Established Policies and Procedures Based upon the data provided and the fiscal integrity attachments, the university has in place effective policies and standard operating procedures to ensure that all expenditures, both within and outside the department are handled in accordance with NCAA rules. The Self-Study Committee concludes that the UNLV athletic programs are in substantial conformity with the Principle of Established Policies and Procedures. The Committee does, however, have additional recommendations that would be of benefit to the University and the Athletic Department:
2. Given the responses above, evaluate whether the activities of the athletics program are consistent with the mission and purpose of the institution. It is evident to the Committee that the activities of the University's athletics program are fully consistent with the general educational mission of the University. The mission of the athletic program is clearly stated in its "Statement of Philosophy" and directly addresses the goals outlined in the UNLV Mission Statement. The committee's review disclosed that the Athletic Department has made a concerted effort to be more involved in campus goals and objectives. Coaches have been especially visible in general campus activities. Faculty continue to make a concerted effort to be involved in the athletic programs. The Self-Study Committee concludes that the activities of the athletics program are consistent with the mission and purpose of the University. 3. Where the institution concludes in its evaluation that it does not conform to one or more operating principles or that problems or deficiencies exist, describe the institution's specific plan for improvement, including: (a) the intended end result, (b) the individuals or offices that will be responsible for taking specific actions and the specific timetable for completing the work. Where the institution concludes that these improvements may affect existing programs or activities in other areas, describe how the institution intends to maintain the current level of quality of those programs. The Self-Study Committee concludes that the University Athletic Department is in conformity with all the operating principles. The few recommendations for improvement that it has are contained under, Principle 2. Commitment to Equity Self-Study Items 1. Describe any recent major changes in policy and organization that affect the institutions's current efforts in matters related to the operating principles listed above regarding gender equity, minority opportunity and student-athlete welfare, focusing on those implemented during the last three years. Explain how the institution is organized to further these efforts of both staff and students and provide evidence that matters concerning gender, minority issues and student-athlete welfare are monitored, evaluated and addressed on a continuing basis. In 1995, Dr. Carol C. Harter was named the seventh president of the University of Nevada, Las Vegas. Dr. Harter became president following a year during which the institution had an interim president, an interim provost, an interim vice president for finance and administration, and an outgoing athletic director. The search for an athletic director began immediately after Dr. Harter was named president, and she was directly involved in the search. Her appointment of Charles Cavagnaro as Director of Intercollegiate Athletics was her first hiring decision as president of UNLV. Institutional Planning In the years of Harter's presidency, she has led the campus in an inclusive, comprehensive, strategic planning process. During August of 1995, 105 faculty, staff, students, alumni, and community leaders participated in a two-day planning retreat. UNLV's new athletic director, senior woman administrator, and chair of the Intercollegiate Athletics Council were among the retreat participants. Following the retreat, President Harter named a 45-member Task Force for Planning that had as its charge responsibility for drafting a new university mission statement and goals for the next decade. Task Force members identified from the retreat and subsequent discussions fourteen theme areas they deemed critical; athletics was one of the areas. President Harter appointed writing teams of faculty, staff and students to compose white papers on each theme area. Each white paper proposed goals and action items. Following Task Force discussions, a second planning round table, and an open campus planning forum, a draft of the strategic planning document was prepared, and it, along with all of the white papers, was widely distributed on campus. The president sent a letter to all university employees and to student and alumni leaders to invite their response to the documents and their participation in campus discussions of the plan. In June, 1996, the University and Community College System of Nevada's Board of Regents approved UNLV's strategic plan (Equity 1). Copies of the document were provided to all university employees, student leaders, alumni and community leaders. This planning document has guided institutional decision-making and resource allocation as well as unit-level planning activities. All units on campus were asked to prepare unit mission statements and goals that were supportive of the institution's mission statement and goals. The Department of Athletics participated in a unit-level planning process during the fall of 1996. The Department of Athletics then created and published a "Statement of Philosophy for Intercollegiate Athletics" (Equity 2) that they distributed in September of 1997 to all Department of Athletics and Thomas & Mack Facility employees, all student athletes, season ticket holders, and scholarship donors as well as campus administrators and faculty leaders. Institutional Mission and Goals Both the UNLV strategic plan and the Intercollegiate Athletics' statement of philosophy set goals to create a just and inclusive campus climate and to become more student focused. These two planning documents relate directly to the NCAA operating principles about gender issues, minority issues, and student-athlete welfare. Institutional Organization The University of Nevada, Las Vegas is organized to demonstrate an institutional commitment to fair and equitable treatment of both men and women and of minority students and personnel as set forth in the first two operating principles in "Commitment to Equity." In 1997, UNLV created an Office of Diversity Initiatives, and President Harter appointed Ann Casados-Mueller as Director. Casados-Mueller is responsible for ensuring compliance with federal and state regulations, implementing campus diversity training programs, designing and monitoring the institution's affirmative action plan, directing outreach recruitment of under represented groups, investigating complaints of discrimination, and ensuring compliance with ADA regulations.The University of Nevada, Las Vegas recently developed new policies about Equal Employment Opportunity; Sexual Harassment and Discrimination; Equal Employment Opportunity for Individuals with Disabilities, Vietnam Era Veterans, and Special Disabled Veteran; and Consensual Relations. All were approved by the president and circulated to the campus community during 1997. In January 1998, President Harter appointed Marc Cardinalli as Administrative Code Officer; in that role, he will investigate complaints of misconduct against professional employees. Carla Henson, Associate Director of Human Resources, investigates complaints against classified employees, and Maggie Tolan, Assistant Director of Career Services, serves as the administrative hearing officer when complaints are filed against students. Institutional History for Monitoring, Evaluating and Addressing Gender Issues, Minority Issues and Student-Athlete Welfare Issues Gender Issues UNLV's athletic program has a long history of continuous progress and improvement with relationship to gender equity. UNLV first sponsored an intercollegiate women's athletic program in 1973 when the institution established a tennis team; the addition of women's basketball, cross-country, track, swimming, diving, and volleyball rapidly followed. As the result of an Office of Civil Rights on-site investigation in 1979, the institution added a softball team. UNLV developed a Gender Equity Corrective Action Plan in 1983, and UNLV was found to be in full compliance with Title IX in August of 1987. Since that time, two groups of faculty, students, and staff have completed reviews and reports about gender equity, and a women's soccer coach was hired to start a new women's team in the fall of 1998. UNLV now has nine women's teams, and an established, comprehensive institutional plan for gender equity. Since 1995, the Department of Athletics has undertaken a careful examination of gender equity issues. President Harter and Athletic Director Cavagnaro appointed an eight-member Gender Equity Task Force chaired by the Faculty Athletic Representative. The committee was asked to review the department's current activities and to propose goals and strategies for working toward gender equity. The committee presented its report and recommendations to the department in the summer of 1996. Following this internal review, Lamar Daniel, Incorporated was contracted to study the department's progress in addressing gender equity issues; his report and recommendations were presented to the department in September, 1997 Over the next five years, in concert with an established Gender Equity Committee, Mr. Daniel will conduct annual studies to review UNLV's progress. All studies will involve athletic department staff, coaches, student athletes, and various campus groups. In addition, each year the department will complete the federally required Equity Disclosure Act, and both the Assistant Athletic Director/Finance and Senior Woman Administrator are responsible for monitoring gender equity issues and actions throughout the year. There are several other examples that demonstrate that the department is addressing issues of gender equity. For example, both the Faculty Athletics Representative and the Senior Woman Administrator have attended the NCAA Gender Equity Workshop. Both the university president and the athletic director have spoken to various groups including the system governing board, the state legislature, the university's Planning Council, and the Faculty Senate about the importance of and strategies for institutional compliance with Title IX. In July of 1997, the Nevada Legislature earmarked $1.2 million for the current biennium to be used to address gender equity issues at the state's two universities; $600,000 of that was allocated to UNLV. Minority Issues UNLV, for a number of years, had an Affirmative Action Office that reported first to the President and then to the Director of Human Resources. The institution's Affirmative Action Officer monitored compliance with federal and state regulations and processes for faculty searches and hiring. As described in an earlier section of this report, the recently created Office of Diversity Initiatives now has responsibility for these and other functions. The University and Community College System of Nevada's Board of Regents, in their strategic planning process, has set system-wide goals for the recruitment of both minority students and staff. In response to system-wide and institutional goals for enhancing diversity, UNLV has carefully monitored information about minority opportunities. In 1991, minority representation among UNLV students was 16.6%; in 1996, that proportion was 21%. In 1996, minority representation among UNLV student-athletes on aid was 41%. Overall minority representation in faculty ranks increased from 12.6% in 1991 to 15.1% in 1996. In real numbers this represented an increase from 75 minority faculty members to 92. Minority representation in athletic department full/time employees increased from 12% in 1994 to 18% in 1996. Minority head coaches increased from 9% in 1994 to 17% in 1996. Minority hires among assistant coaches increased from 23% in 1994 to 30% in 1996. Most recently a minority was hired as head women's basketball coach in the spring of 1998. However, no minorities hold senior level staff positions in Intercollegiate Athletics. Athletics In 1992, UNLV's athletic administration emphasized equal employment opportunity practices in hiring processes in order to increase both gender and ethnic diversity among the Athletic Department staff. This action was in support of the strategic directions outlined by the University and Community College System of Nevada's Board of Regents that called for increasing the participation of minorities in higher education through student and staff recruitment. Several hires made over the next few years addressed this goal, especially among the coaching staff. Specifically, UNLV's head coaches of track, volleyball, and women's basketball all are African American women; in addition, a woman was hired as the head coach of the new women's soccer team. Several assistant coaches hired in football and men's and women's basketball also increased diversity among the coaching staff. The Athletic Business Office Human Resource Specialist monitors issues regarding diversity in hiring practices each year. In the spring of 1997, the Senior Woman Administrator attended the NCAA Diversity Workshop, and in February of 1998, the UNLV NCAA Commitment to Equity Committee planned and implemented for the department a strategic planning session focused on minority opportunities. Participants included athletic administrators, coaches, student athletes, Intercollegiate Athletic Council members, an administrator in Human Resources, and the Director of Diversity Initiatives. From the planning session, a working group was formed to draft UNLV's new Athletic Department Minority Opportunities Plan. In conclusion, the Athletic Department continuously and consistently monitors minority issues. Annually, the Director of Academic Services, in tracking all students on athletic aid, reviews data about minority participation in athletics. Currently, the department exceeds the UCCSN goals for minority student enrollment.
Student Athlete Welfare At UNLV, the Division of Students Services assists students in adjusting to university life and achieving the greatest benefit from being a member of the campus community. The division is comprised of such service-oriented offices as Student Financial Services, Student Development, Student Psychological Services, Student Health Services, Campus Housing, Multicultural Student Affairs, Disability Resource Center, Career Services, Campus Recreation, International Student Services, and Public Safety. In addition, UNLV's academic colleges provide advising, departmental organizations, and informal opportunities for faculty-student and student-student interactions. UNLV's athletic department monitors and evaluates student athlete welfare by providing meaningful and targeted programming for students. In fact, UNLV participated in an NCAA pilot program using the CHAMPS/Life skills Program; the department has continued its involvement with CHAMPS. The Director of NCAA Compliance oversees CHAMPS as well as the Student Athlete Advisory Board (SAAB), which was created in the 1993-94 academic year. In addition, the Office of NCAA Academic Services counsels, monitors, assists, and supports the academic endeavors of all student athletes. Academic Services staff members assist students in their selection and scheduling of courses and help student athletes access support services available to them. Since 1996, UNLV has had a Student-Athlete Services Committee (SASC); the committee will address and evaluate student athlete welfare through a student athlete survey. The SASC was formed by combining the former Drug Education and Student Services Committees. Members include athletic department and campus personnel and student athletes; the committee is chaired by the Associate Athletic Director for sports medicine. Student athlete welfare is evaluated through exit interviews, advisor-athlete meetings, academic record analyses and NCAA graduation rates studies. In addition, meetings of the Student Athlete Advisory Board provide opportunities for students to express concerns, provide suggestions, and/or receive information. Athletic academic advisors see and talk with the athletes assigned to them several times each week; through these interactions, both formal and informal, problems are addressed, resources are provided or suggested, and situations are monitored. The advisors are key individuals in UNLV's commitment to student athlete welfare. 2. Describe the institution's educational enhancement programs (e.g., education regarding substance abuse, AIDS and nutrition education; career guidance and counseling; personal counseling; academic skills enhancement) available to student-athletes. Describe practices/procedures in place to assure student-athletes' access to these programs. UNLV's goal to become an increasingly more student-centered university establishes an institutional commitment to student learning and development. Students' educational objectives are expected to be at the forefront of institutional decision-making and service-providing. The university's commitment to quality educational experiences is evident in the services and programs provided through the Division of Student Services, the academic colleges, and by the Department of Athletics for student athletes. These services and programs reflect the department's mission to contribute to the "overall development of the athlete as a student and a good citizen." As a function of Athletic Academic Services, student athletes are assigned to an academic advisor (see the report on Academic Integrity for detailed explanation) who helps provide academic support to the student athletes. The UNLV Student Development Center in the Division of Student Services provides all university students with tutoring for a number of subjects. The Center offers both mathematics and writing labs. During monitored study hall sessions, athletic academic advisors assist students with their homework, and computers are available for student use. Student athletes with special academic needs are referred to the UNLV Disability Resource Center for evaluation and additional academic assistance. The University of Nevada, Las Vegas Department of Athletics provides a number of educational enhancement programs for student athletes. These include the CHAMPS/Life Skills Program that provides student athletes with workshops, seminars, guest speakers, and training designed to help student athletes adjust to the culture of university life. The primary goal of the program is helping student athletes achieve success as students and as maturing adults. All in-coming student athletes participate in the program; after the first year, program participation is voluntary. In addition, all student athletes are advised to complete CEP 101, Educational Career and Personal Development, a course that provides experiences designed to improve students' academic performance and to develop students' academic and career goals. Major areas of focus include time management, study and learning skills, and career development, and decision-making. An additional section of this course is being considered for the spring of 1999 which will modify the current course syllabus to include issues specific to intercollegiate athletics. For the past two years, four UNLV student-athletes were selected and participated in the NCAA Foundation Leadership Conference held in Orlando, Florida. This conference was held to provide a forum for some of America's finest student-athletes to discuss and explore viable solutions to critical issues facing student athletes around the country. During February, 1998, members of the Student Athlete Advisory Board participated in the APPLE conference which focused on drug and alcohol prevention. The student athlete participants will formulate action plans for implementation of the program with UNLV athletes. The Department provides in-house education programs for all student athletes that supplement the myriad of programs available to all UNLV students. In-house programs target topics such as eating disorders, stress management, and sexual assault. The Student Athletic Services Handbook (see exhibits) outlines thoroughly the services and programs available to and the policies that affect student athletes. Specifically, a lengthy section explains the department's drug prevention, education, testing, and treatment program. All student athletes are required to attend a drug education program within the first two weeks of the fall semester or within the first two weeks that a sport begins official practice. During spring semester, all incoming or first year student athletes attend a mandatory drug education program. During the program, presenters explain the drug testing program, the consequences of a positive test result, and policies regarding HIV and AIDS. Students view the NCAA Drug Testing Program video. In addition to the drug prevention and education program sponsored by the athletic department, programs and information are available through the Student Development Center and the Student Health Center. Students receive information about available programs in a variety of ways. The Student Athlete Handbook, Student Athlete Advisory Board newsletters, and an annual student athlete orientation meeting are typical sources of information for students. The department will continue to seek ways to inform students about the myriad of resources and services available to them and to promote participation among student athletes in university programs. 3. Describe the institution's process for conducting the student-athlete exit interviews required by NCAA Constitution 6.3.2. and the means by which this information is used to better the student-athlete experience. Describe other avenues available to student-athletes to provide input. UNLV student athletes who complete their athletic eligibility in the spring may be asked to participate in an exit interview. The Director of Athletics, Associate Athletic Director, Assistant Athletic Director of Academic Compliance, and Director of NCAA Compliance select the sample and invite students to participate in an exit interview. Students are asked to complete a ten-page questionnaire (Equity 3) that includes both multiple choice and open-ended questions. Surveys may be signed or anonymous. The Director of Athletics, Associate and Assistant Athletic Directors review the exit interview data and use it in a variety of ways. These individuals sometimes talk with coaches about the interview results making suggestions about how the coaches could contribute to student athletes' education and welfare. In addition, student athletes who leave during the year may participate in an exit interview. When students elect to do so, the information is forwarded to the associate and assistant athletic directors. Their review of the interview responses is shared with the Director of Intercollegiate Athletics and used to strengthen the advising process. Students who seek other avenues for providing input might talk with representatives to the Student Athlete Advisory Board, their coaching staff, and/or other athletic department personnel. The Student Athlete Advisory Board produces a newsletter for student athletes and encourages participation in their meetings. 4. Describe current policy, organization and resource allocation related to student-athlete or athletic support services (e.g., sports information, marketing and promotions, sports medicine, strength and conditioning, training-room services, sports equipment, travel and per diem, facilities) both for male and female student-athletes. Statements of Policy and Organizational charts for Sports Information, Sports Marketing, Sports Medicine, Strength and Conditioning, Training Room Services, Equipment and Supplies, Travel and Per Diem, and Facilities are provided as supplementary resource materials. This section deals specifically with the services provided and the resources allocated to each area by considering whether resources and services are, indeed, equivalent for all sports. Sports Information The Sports Information Department is responsible for public relations, seasonal statistics, game-day duties, and products. Sports Information produces eleven media guides for fifteen sports annually, prepares press releases weekly, updates website information and produces schedule cards and posters. There are four individuals in sports information, and each is responsible for more than one sport. Marketing and Promotion The UNLV Sports Marketing Department and the UNLV Olympic Sports Group develop marketing plans for their respective sports programs. Marketing of women's sports has been given a greater emphasis as a result of the implementation of a number of activities focusing particularly on women's sports (media guides, volleyball poster, schedule cards, game programs). Publicity is considerably more equivalent than it was two years ago.
Sports Medicine The Sports Medicine Department is responsible for providing sound medical care for all UNLV student athletes. The Sports Medicine Complex in the Lied is open from 8:00-5:00 Monday through Friday all year. The Sports Medicine staff complies with all policies and procedures contained in the NCAA Sport Medicine Handbook and in UNLV's Policies and Procedures Manual. Athletes who are injured or who are ill are expected to contact the department. Medical staff visit the athletic facility for regular appointments two or three days per week. Medical appointments, scheduled through the training staff are equally available to both male and female athletes. On days for which medical personnel are unavailable, student athletes are referred to UNLV's Student Health Center. For more serious injuries or specialized ailments, medical personnel are on call, or the student athlete is referred to a specialist. Insurance coverage and premiums are equal for all student athletes. Differences in policies only occur with regard to deductibles as dictated by the insurance company. Strength and Conditioning The Strength and Conditioning facility is co-educational and provides all sports with year-round weight training and conditioning, adjusted according to the team's competition period . Each sport has set goals to accomplish and designed a sport-specific, year-round weight training and conditioning program. For assessment, the department keeps a daily log book of attendance, workout, etc. In 1996, Jerry Koloskie was promoted to Assistant Athletic Director. He issued a memo revising the athletic training staff's responsibilities and job descriptions. In the memo he called for a "written report addressing equal access [to training facilities], male/female workouts, etc." That report resulted in changes in scheduling recommended by the Task Force on Gender Equity. Training-Room Services Facilities for training are exemplary. Trainer qualifications and assignment of both certified and uncertified trainers have remained within compliance for gender equity. Each sport is assigned a staff member or graduate intern trainer. The number of student trainers assigned to each sport is determined by the size of the team and the nature of the sport. Equipment and Supplies The Equipment Room is responsible for servicing the equipment and supply needs for all UNLV sports teams. The university provides top quality equipment and supplies suitable for the various sports. A number of actions have been taken in recent years to ensure that the quality and availability of equipment and supplies is equitable for all sports. There is no evidence that indicates a disparate amount of equipment or number of supplies based on gender. Maintenance, repair, and storage of equipment and supplies are handled for all sports by the equipment department. Travel and Per Diem With the implementation of a travel policy (Equity 4), effective October 9, 1997, travel and per diem are equivalent for comparable sports. The policy includes guidelines regarding modes of transportation, housing, length of stay, and per diem expenses. The quality of housing accommodations for men's and women's team travel seem equitable, and the average price of hotel rooms is similar. The majority of both female and male sports teams depart for competition one day prior to the event and return the day of the event. Facilities The Lied Athletic Complex is a co-educational facility dedicated to providing equal access and benefit to all UNLV student athletes. Since its opening in 1996, locker rooms are equivalent in quality. The department has done a great deal of work in practice and competition scheduling to ensure access to better facilities especially for women's basketball and volleyball. A new track, will be completed in spring, 1998, provides a great enhancement to the athletic facilities. The new women's soccer team will have locker room facilities equivalent to the men's and will compete in the same facility. The department has set goals to improve competitive facilities over the next five years for softball and swimming. The UNLV Department of Athletics is committed to providing student athletes with a fair and equitable distribution of opportunities, benefits, and resources to ensure that an environment exists in which student athletes, coaches, and personnel are not subject to gender-based nor ethnicity-based discrimination (see Goal 5, Athletic Department Mission Statement). Evaluation and Plan for Improvement 1. Given the responses above, evaluate whether the activities of the athletics program are in substantial conformity with each of the operating principles set forth in this section. The institution's evaluation should address each of the three specific operating principles separately.
After a review of the functions of the Office of Diversity and of the institutional affirmative action plan, and the Department of Athletics' gender equity plan, it appears that both the university and the department have effective methods for monitoring, evaluating, and addressing matters of gender equity. In order to ensure effective communication between the units, we recommend that, at the end of each academic year, staff from the Office of Diversity Initiatives and from the Department of Intercollegiate Athletics hold an evaluation meeting to consider achievements and challenges and to determine whether goals should be revised and/or future actions might be required to promote gender equity in athletics.
2. Given the responses above, evaluate whether the activities of the athletics program are consistent with the mission and purpose of the institution. The activities of the athletics program are consistent with the mission and the purpose of the University of Nevada, Las Vegas as outlined in the institutional strategic plan approved by the University and Community College System of Nevada's Board of Regents in June, 1996. In crafting the strategic plan, intended to guide university decision-making for the next decade, participants chose to describe UNLV as a premier urban university. As such, it is a part of UNLV's mission to assist students to meet the challenges of "a full and productive life." Student participation in athletics as athletes, trainers, and/or fans directly addresses UNLV's mission to engender "substantive involvements in campus and community life." The introduction to the strategic plan says that UNLV will become a premier urban university by promoting quality as a central value and offering "first-rate academic, continuing professional education, and co-curricular programs." It is clear throughout the plan that athletics is an integral part of life at UNLV. The section explaining the unique relationship between the university and the metropolitan area in which it is located says specifically that "in addition to important educational offerings, the university provides stimulating intellectual activity, diverse cultural and arts experiences, and exciting athletic competition, all of which invite community participation." In addition to a new mission statement, the university planning process resulted in seven goals. The mission and goals of the athletic department directly address the university goals to become more student focused, to serve the region with distinction, to create an inclusive and just campus environment, and to communicate and collaborate more effectively. UNLV's diversity goal is specifically related to the NCAA Operating Principles for Commitment to Equity. The goal statement reads, "UNLV will be characterized by a civil, inclusive campus climate that demonstrates a respect for individual differences and a commitment to equity and free expression." Action items for the achievement of this goal that are most directly linked to athletics programs include the following: foster a campus environment that respects diversity; recruit and retain a more diverse student body, faculty, and staff; provide access and support for under represented groups; and promote understanding through opportunities for conversation among members of the university community. As the department considers issues of gender equity, minority opportunities and student athlete welfare, they are directly and substantively addressing these action items. UNLV's president and governing board as well as Las Vegas citizens recognize that athletics is an important part of UNLV's future as a comprehensive, public university. Athletic department personnel are involved in campus governance, executive-level discussions, and institutional planning. The Director of Athletics is a member of the president's cabinet and of the UNLV Planning Council; his presence in those meetings allows the director to interact regularly with other university executives and with an important group of faculty and staff leaders. Members of the athletics department serve on the Faculty Senate as well as on other Faculty Senate and professional staff committees. Substantive involvements such as these demonstrate that athletics, in fact, is an integral part of campus life and broaden the perspectives of both athletic department and other university personnel.
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