FY19 Budget Report. 1. What is the mission of your unit? How does your unit contribute to the recruitment and retention of students?

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1 FY19 Budget Report Unit: Athletics Budget Owner: Dennis Francois Address: 1. What is the mission of your unit? How does your unit contribute to the recruitment and retention of students? The Central Washington University Department of Intercollegiate Athletics supports the University s mission by providing co-curricular opportunities for student-athletes to achieve at the highest levels of NCAA Division II athletics. We empower student-athletes in their development of life skills that assist them in earning a degree and leading productive lives. Committed to a positive student-athlete experience, we exemplify through our winning culture the principles of integrity, excellence, family, service, leadership, diversity, and inclusion. We promote school spirit and pride by creating shared experiences that unite the Wildcat Community. The recruitment and retention of students is critical to the Department of Athletics success. Each of our 15 varsity sport programs are heavily involved in the recruitment of approximately 150 new freshmen student-athletes per year along with roughly 30 transfer student-athletes, with an average of 435 new and continuing student-athletes in any given year. In athletics, recruiting is the lifeblood of every team. Recruiting and retaining student-athletes who have the academic as well as athletic aptitude to succeed at the NCAA Division II level is critical to the success of each of our programs. Moreover, many of our programs are recruiting two to three years out, i.e., making offers to high school sophomores and juniors. Due to the investment of time, energy, and financial resources, once a student-athlete matriculates at Central, it is essential that we do everything possible to retain the student-athlete. Thus, it is the job of our coaches, administrators, and the staff at the Freedman-Remak Student-Athlete Academic Success Center (FRSAASC) to assist in and monitor the academic progress of our student-athletes. Through the FRSAASC we provide study tables (4 hours is mandatory for all incoming freshmen and transfers), grade checks, group study, tutors, as well as advising.

2 As noted in the following data, in comparison to the general student body, studentathletes graduate at a higher rate than non-student-athletes, retain at a higher rate than non-student-athletes, and have a higher cumulative GPA than the general student-body: CWU Federal Graduation Rate (6-year cohort) 53 CWU Federal Student-Athlete Graduation Rate* (6-year cohort) 57 CWU NCAA Academic Success Rate (ASR)** (6-year cohort) 63 *The Federal Graduation Rate for student-athletes, only includes student-athletes who receive athletic-related aid their freshman year. **In comparison, the NCAA Academic Success Rate includes all student-athletes that are on the roster, regardless of athletic-related aid. CWU General Student Body Retention Rate (Fresh to Soph) 69% CWU Student-Athlete Retention Rate (Fresh to Soph) 77% (n = 90) CWU Student-Athlete Retention Rate (Fresh to Soph - 5-year average) 81% (n = 410) CWU General Student Body GPA 2.9 CWU Student-Athlete GPA (Team Cum) 3.2 As required by the NCAA, all student-athletes must declare a major prior to their junior year of athletic eligibility. Moreover, all student-athletes are required to take a minimum of 12 credit hours per quarter, unless they are in their last quarter and require less than 12 credits to graduate. With respect to the distribution of majors among studentathletes, the following data represent the colleges of student-athletes in the fall of 2018: College of Arts & Humanities (24) College of Business (46) College of Educ. & Prof. Studies (123) College of the Sciences (93)

3 2. Please provide position variance information for your unit/division associated with your budgeted FTE. Unit/Department reporting Instructional Exempt Classified Temp/Other FY18 Headcount and FTE: Headcount FY19 Headcount and FTE: Headcount Net Position Variance: Comments: 3. Identify two strategies that will assist your unit in becoming more cost efficient and effective in FY Installation of unmanned camera/video systems (Pixellot) in Nicholson Pavilion and Tomlinson Stadium. These systems will reduce the amount of personnel hours to stream competitions and film practices. Furthermore, they will enhance the experience of our fan base viewing via on-line streaming. 2. The construction of a new track and field facility and renovation of Tomlinson Stadium will continue to reduce personnel hours needed in set-up and tear down of events, reduce game management staffing due to more controlled access points, and enhance the student-athlete and fan experience at our events. 4. Provide a list of any contractual or legal obligations that your budget is committed to paying. Please include department, amount, brief description and end date (if any). Athletics: $5,537 SideArm Athletics website provider ( $9,999 JumpForward On-line NCAA compliance and recruiting program $900 NCAA Membership Annual dues paid to be a Division II member of the National Collegiate Athletics Association (NCAA)

4 $29,000 GNAC Membership Annual dues paid to be a member of the Great Northwest Athletic Conference (GNAC) $96,126 Officiating Fees Fees paid to various officials associations that provide referees/officials/umpires for our athletic contests $3,333 SuperFanU Mobile app utilized for fan engagement $9,198 USA Rugby Dues paid to USA Rugby (nat l governing body for rugby) 5. Use this space to provide information regarding three metrics your unit uses for comparison against standards, peers or to measure performance over time. 1. Success in competition. Measured in win-loss records; conference, regional, and National championships; All-Conference, All-Regional, and All-Americans; etc. 2. Equity in Athletics Disclosure Act (EADA) This is a report that is required of all coeducational institutions of postsecondary education that participate in a Title IV, federal student financial assistance program, and have an intercollegiate athletics program. The annual report to the Department of Education provides data on athletic participation, staffing, and revenues and expenses, by men's and women's teams. The Department of Education uses this information in preparing its required report to the Congress on gender equity in intercollegiate athletics. Moreover, the Department of Athletics prepares an annual Title IX Compliance Report as it relates to the three areas of compliance within intercollegiate athletics. 3. Academic performance of our student-athletes (quarter-based and annually) GPA, 4.0 students, Dean s List (3.5 or higher), and 3.0 or higher student-athletes. Academic Success Rate (ASR) - a metric developed by the NCAA in 2006 for Division II institutions to measure graduation rates among student-athletes. 6. Complete the FY19 CWU Core Theme Budget Distribution spreadsheet and submit with this report. Briefly discuss how your unit uses funds to support one or more of CWU s five core themes: As a co-curricular activity, participation in intercollegiate athletics, whether it be in practice, competition, or other team-related activities, are learning experiences that complement and enhance what our students are learning in the classroom, i.e., leadership, teamwork, problem solving, etc. Therefore, a significant percentage of our resources are dedicated to Core Theme of Teaching and Learning.

5 7. CWU s regional accreditor, the Northwest Commission on Colleges and Universities, requires that institutions demonstrate their adaptability and sustainability in the face of financial and other challenges. To that end, how would your unit absorb a permanent 5% cut to your unit s 149 funds? We would limit the number of competitions that which our programs would be able to participate. This would impact our ability to maximize our competitiveness and very likely impact the likelihood of our programs advancing to NCAA regional play since the competitions we would not participate in, would be out-of-conference opponents/ tournaments. These reductions would also have to be done in an equitable manner as to not affect one gender more than the other. 8. Optional: Is there anything in particular concerning recent trends that needs clarification? The continued deregulation within NCAA rules and additional regulation regarding student-athlete welfare impacts our costs of operation. Examples include, earlier reporting dates, increased number of competitions allowed, expanded benefits allowed to student-athletes. Please note that we do understand that just because these are permissible by the NCAA, we (CWU) do not need to necessarily grant them. However, it becomes a recruitment/retention disadvantage if our competitors are allowing the additional benefits and we do not. The increases in cost of travel, i.e., ground and air transportation, hotel, and meals, continue to stress our operational budgets. 9. Optional: If you are seeking additional budget allocation for FY20, please indicate the amount you are requesting here and submit a completed Allocation Increase Request form with this report. a. Meal per diem increase to comply with CWU Policy - $51 per day b. Five full-time faculty (with rank of assistant coach) for the sport teams that do not have full-time assistants - soccer, softball, baseball, women s rugby, and men s rugby Please insert the following budget charts from the SharePoint folder: 1. FY16-19 Expenses by Account 2. FY16-19 Expenses by Program 3. FY18 Budget to Projection by Department for unit s division

6 3. FY18 Budget to Projection by Department for unit s division

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