PUBLIC COMMENTDRAFT – Page 1
NCAA Certification Self-Study Report – CSULB
Governance and Commitment to Rules Compliance
Governing Principles 1.1 and 1.2
1.1 and 1.2 Master Version
Operating Principle 1.1
1.List all “conditions for certification” imposed by the committee in its Cycle 2 certification decision (if any) as they relate to NCAA Operating Principle 1.1 (Institutional Control, Presidential Authority and Shared Responsibilities). For each condition, provide:
a. The original “condition” imposed;
b. The action(s) taken by the institution;
c. The date(s) of the action(s); and
d. An explanation for any partial or non-completion of such required actions.
Long Beach State was certified without conditions.
2. List all actions the institution has completed or progress it has made regarding all plans for improvement/recommendations developed by the institution during its Cycle 2 certification process for Operating Principle 1.1 (Institutional Control, Presidential Authority and Shared Responsibilities). For each issue identified, provide:
a. The original goal(s);
b. The step(s) taken by the institution to achieve the goal(s);
c. The date(s) the step(s) was completed; and
d. An explanation for any partial or non-completion of the original goal(s) and/or step(s) to achieve the goal.
Measureable Standard No. 1
If the institution developed a plan for improvement for Operating Principle 1.1 during Cycle 2, the institution must demonstrate that it has implemented its Cycle 2 plan or provide an explanation for partial completion of the plan.
a. The committee will not accept the following explanations for partial completion or non-completion:
(1) The institution did not possess sufficient funds to implement the plan.
(2) The institution has had personnel changes since the original development of the plan.
(3) The institution does not have documentation of actions taken to implement the plan.
b. The committee will accept the following explanation for partial completion or non-completion: The institution has implemented a different plan(s) or taken a different action(s) to achieve or maintain progress toward the same goal outlined in its Cycle 2 plan
During Cycle Two, Long Beach State identified two plans for improvement for section 1.1. The original goals, steps taken, and dates completed are outlined below for each plan for improvement.
First Plan: Monitoring Academic Eligibility of Student-Athletes
A. Goal: One additional staff member in Enrollment Services must be trained in monitoring academic eligibility of student-athletes.
B. Steps to Achieve Goal and Dates Steps Completed:
The Office of Enrollment Services had only one individual, Athletics Evaluator Sharon Clark, with responsibilities performing athletic admissions and certification of eligibility. In fall 2004, an additional staff member from Enrollment Services, Evaluator Nicole Pricer was trained to assist Clark with these duties. Initially, Pricer handled admissions for athletics and had some eligibility responsibilities. In March 2008, both individuals shared the responsibility for eligibility andTransfer Credit Evaluator Fiona David handled admissions including the Prospect Admission Reviews. In February 2010 David began training in the certification of eligibility. Primary responsibility for eligibility certification for student-athletes resides with Pricer, and David assists as necessary.
Representatives from Enrollment Services who are responsible for athletic admission and eligibility attend Big West Conference compliance seminars and occasional NCAA regional rules seminars. They also attend coaches compliance meetings held at LBSU when the topic is relevant to their area. The assistant vice president for enrollment services is responsible for overseeing these representatives.
C. Fall 2004
D. Completed
Second Plan: Student-Athlete Advisory Council (SAAC)
A. Goal: Improve functioning and perceived value of SAAC.
B. Steps to Achieve Goal and Dates Steps Completed:
The previous athletics director met once a year with the SAAC Executive Board members to gain feedback and encourage an open line of communication. The current athletics director, who was hired in May 2006, increased the dialogue between his office and SAAC. He meets with the executive board once a semester to discuss their goals for the semester and any issues they may have pertaining to student-athlete welfare. SAAC Executive Board representatives also attend one coaches meeting, one senior staff meeting and one administrative staff meeting each year.
In addition to increasing the flow of communication between the administration and SAAC, we have also hired a full time CHAMPS/Life Skills coordinator, Candace Chick, who serves as the SAAC liaison. Since her arrival, SAAC has become much more active and is considered a valuable component of our athletics department. Chick reports directly to Sr. associate athletic director/SWA Cindy Masner with whom she can share any student athlete concerns or issues. Finally, SAAC is in charge of planning and executing the beginning-of-the-year barbeque. The athletics director has established this annual event to facilitate camaraderie between student athletes, coaches, staff and administrators.
C. Ongoing
D. Completed
3. Describe any additional plans for improvement/recommendations developed by the institution since the Cycle 2 certification decision was rendered by the committee for Operating Principle 1.1 (Institutional Control, Presidential Authority and Shared Responsibilities). For each additional plan, provide:
a. The additional goal(s);
b. The step(s) taken by the institution to achieve the goal(s); and
c. The date(s) the step(s) was completed.
There were no additional plans for improvement/recommendations developed by the institution since the Cycle 2 certification decision for Operating Principle 1.1.
No further plans for improvement were developed.
4.Describe how the institution’s chancellor or president maintains clear and direct oversight of the athletics program, including a description of reporting lines from the athletics director to the chancellor or president.
Measurable Standard No. 2
The chancellor or president must have and demonstrate clear and direct oversight of the athletics program.
The president of California State University, Long Beach (referred to as Long Beach State or LBSU throughout the document) exercises the ultimate authority over all operations and personnel of the athletics program. The president appoints the athletics director, approves the budget for the program, and approves all policies governing the program. The athletics director reports directly to the president, and the president has delegated the authority for operational management of the program to the athletics director, subject to regular review by and consultation with the president.
The president maintains clear and direct oversight of athletics programs, as indicated by the attached organizational charts for the Athletics Department, the Office of the President, and the university. All three organizational charts show that the athletics directors reports directly to the president. In addition, the athletics director is a member of the president's cabinet, a group that meets weekly and also consists of the following members:
President
Provost & senior vice president, Academic Affairs
Vice president, Student Services
Vice president, Administration & Finance
Vice president, University Relations & Development
President, Associated Students Incorporated
Chair, Academic Senate
Athletics director (AD)
Director, Equity & Diversity
Vice provost and director, Strategic Planning
Special assistant to the president, Government & Community Relations
University ombuds
Executive assistant to the president
Special assistant to the president
Chair, Staff Council
Associate vice president, Public Affairs
The cabinet discusses emerging issues regarding students, faculty, and staff. The focus is on higher education policies and the implementation of new program initiatives originated by the California State University (CSU) chancellor's office. The athletics directoralso has individual meetings with the president weekly to discuss various issues relating to athletics.
Culture of Compliance
Long Beach State University is fortunate to have a campus culture of collaboration and cooperation amongst faculty, staff, and administration, which contributes to active participation in campus units including Athletics. University decision-making processes are characterized by broad participation through the faculty governance system as well as the procedures used by administrative units. The Academic Senate is the primary body charged with advising the president on matters relating to the university. The Senate exercises most of this responsibility in the area of intercollegiate athletics through its executive committee and the Committee on Athletics.
The President and the Athletics director consult with the Academic Senate's Executive Committee (composed of Academic Senate officers and four senators elected at-large, along with the immediate past chair of the Academic Senate, the chair of the Staff Council, and campus representatives to the statewide Academic Senate, who are non-voting ex-officio members).
The Committee on Athletics (COA), a standing committee of the Academic Senate, serves as the primary advisory body to the Academic Senate and university administration on matters related to academic policy and philosophy for intercollegiate athletics. Its membership consists of:
Provost & senior vice president for Academic Affairs
Vice president, Student Services
Vice president, Administration and Finance
Athletics director
Director of Club Sports
President, CSULB Alumni Association
President, 49er Athletic Club
Director, Bickerstaff Center for Student-Athlete Academic Services
NCAA faculty athletic representative (FAR)
Chair, Department of Kinesiology
Eight (8) full-time tenured or probationary faculty members (no more than two from any college) that are representative of the gender diversity of the University
One (1) lecturer (full or part-time) who shall serve for a period of one year
Four (4) student members, selected by the Associated Students, Inc.
The Committee’s charges include the review of policies for student-athlete admission, financial aid, retention, and educational equity. The committee reviews student-athletes' academic progress; academic policies; the effectiveness of support programs for athletes; compliance with federal, state, university, conference, and association regulations; and the program's annual budget before presentation to the president for final approval.
Issues regarding intercollegiate athletics policies or the operation of our athletics programs may originate in any area of the institution and are referred to the athletics director and the COA. If the committee chair or the athletics director feel that the issue requires broader discussion or action at a higher level, the matter is taken to the executive committee of the senate and then, if necessary, to the senate itself for a recommendation for action by the president. The president monitors this entire process and may participate in the discussions that lead to a solution. The president may also ask that consultation on the issue be broadened to include constituencies not previously involved.
5. Since the institution’s previous self-study, list the major decisions made related to intercollegiate athletics. For each decision, explain the role and involvement (if any) of the:
a. Chancellor or president;
b. Athletics board or committee;
c. Faculty senate (or other faculty governing body);
d. Student-athlete advisory committee;
e. Athletics directors;
f. Faculty athletics representative;
g. Senior woman administrator; and/or
h. Other individual(s) or campus constituencies.
Major decisions made since the previous self-study center on: (a) changes in personnel, (b) facility planning and renovations, (c) creating and implementing a new vision for the department, and (d) additional miscellaneous appointments and budgetary cuts in administrative support.
Explaining the role and involvement of all the key participants in making those decisions must be framed within the climate and context of the consultative process that occurs between the president of LBSU and the Department of Athletics. Organizationally, the athletics director reports directly to the president. The president has an "open door" policy with the athletics director, encouraging and providing access and discussion on all topics regarding intercollegiate athletics (both large and small). The athletics director meets formally with the president every Tuesday in cabinet meetings, and as needed when issues arise. In addition, the two meet informally for various functions, events, and student-athlete activities. The president also makes a point of meeting informally with coaches and staff and, as a former student-athlete, he enjoys the interaction. For every major decision involving intercollegiate athletics, the president takes on an active, participative role and, in close consultation with the athletics director, makes all final decisions on major issues for intercollegiate athletics.
Changes in personnel
Since the previous self-study, LBSU has appointed a new athletics director. The hiring process for this position followed university protocol. The university employed an outside search firm to identify eligible final candidates then an on-campus committee composed of the president, the faculty athletics representative (FAR), interim athletics director/SWA, Staff Council representatives, the Committee on Athletics (COA), and the vice president of student services interviewed the final candidates. The individuals selected for on-campus interviews met with the Bickerstaff Center staff, coaches, student-athletes, boosters, COA, and the chair of Kinesiology.
Several key senior administrative positions were also created or filled, including a new associate director for compliance, associate athletic director/business manager, and senior associate athletics director for external relations. The Athletics Department followed the university policy and procedures for hiring Management Personnel Plan (MPP) administrators. In brief, the hiring process began with a search committee, followed by phone interviews (when necessary), and on-campus interviews that included discussions with the president, the athletics director, a member from the senate's committee on athletics, the FAR, the SWA, and coaches. In addition, for the position of director of external relations, both relevant donors and the vice president of university relations and development were involved.
Since the previous self-study, new coaches hired include Men's and Women's Basketball, Men's and Women's Golf, Baseball, Softball, Men's and Women's Water Polo, and Soccer. Again, the hiring process followed university protocol. For the more high-profile coaching positions of Men's and Women's Basketball, the president, athletics director, vice president of Student Affairs, and Sr. associate athletics director/SWA were directly involved in interviewing and hiring. Other coaching hires involved the active participation of a committee comprised of a representative from the COA, the FAR, the administrator of that relevant sport who served as chair of the committee, and other staff members from that sport. In consultation with this committee, the athletics director made the final hiring decision. Both the vice president of Student Affairs and the president provided additional consultation, as needed.
Facility Planning and Renovations
LBSU has constructed a number of new facilities, including a Strength Complex and the Bickerstaff Academic Center, and has refurbished our tennis courts since the previous self-study. Under the director of our current athletics director, LBSU now has an approved “Athletic Facility Master Plan” focusing on construction and renovation of softball and soccer fields and the track stadium, along with enhancements to locker rooms and the sports medicine and weight training centers. These decisions involved the president, associate vice president of Facilities and Planning, director of Facilities Management, AD, SWA, FAR, COA, the associate athletic director/business manager, relevant coaches and staff, the Bickerstaff director, users of the facilities, relevant donors, and the university Campus Planning Committee. All individuals were provided opportunities for deliberation and input.
In addition, LBSU recently assumed a long-term, 55-year lease with the City of Long Beach to operate Blair Field, the home of the Dirtbags (LBSU Baseball team). This will allow the Department of Athletics in future years to renovate and improve the facility. Once again, the president made the final decision with consultation from the AD, associate AD for Facilities and general manager of the Walter Pyramid, Sr. associate athleticsdirector/SWA, vice president of administration and finance, and associate vice president of facilities and planning.
A New Vision
Under the leadership of the current athletics director, the Department of Athletics was reorganized to focus on improving internal operations and with a new commitment on fundraising and resource acquisition. Senior associate athletics directors oversee their respective areas such as training room, ticket office, and specific sports. Two development positions were also created along with a new community volunteer board, called the 49er Athletic Club, to help generate resources to support our 18 intercollegiate teams. In addition, the athletics director, in consultation with alumni, boosters, coaches, and staff centralized the annual fund program allowing for sport-specific fundraising while eliminating duplication of benefits and solicitations. The new 49er Athletic Club strengthens prospect identification, donor cultivation, and potential for major gifts. Finally, the university and Department of Athletics are in the planning stage of a major capital campaign to raise funds to support endowed scholarships and the renovation and construction of needed athletic facilities.