The development of the NCAA strategic plan moved into an evaluation phase in September when key segments of the membership had the opportunity to react to drafts of the plan.

Division I commissioners considered drafts of core purpose, core values, an audacious goal and three- to five-year goals (see accompanying list) at a September 24 meeting in Chicago. Six days later, about 100 individuals representing leadership positions in college athletics gathered in Dallas for a similar exercise.

During that same period, a Web survey of more than 5,000 individuals was conducted to gauge overall membership reaction to drafts of major parts of the plan.

None of the sessions sought to develop a consensus. Rather, the goal was to determine if the proposed purpose, values and goals were generally on the right track.

The proposed three- to five-year goals appeared to have the most support, although the membership appears to have concerns about how achievable they might be.

The concerns with the proposed core purpose and core values were principally semantic, with many participants and respondents focusing on whether particular word choices were appropriate.

The segment of the draft plan with the least support clearly was the audacious goal. "It is neither big nor audacious," said one Division I commissioner.

During their September 24 meeting, several commissioners expressed particular interest in establishing NCAA priorities.

"There are times when the NCAA should lead, but to take advantage, it must better define its functions," one commissioner said. "Those functions are enforcement, the promotion of championships and the making of rules. The NCAA should be wise and occasionally pick something do-able and do it successfully. Do less better. Pick out something, forcefully lead and succeed."

Viewpoints at the Dallas session were varied because of the make-up of the participants. The meeting involved presidents, conference commissioners, athletics directors, senior woman administrators and faculty athletics representatives from all three divisions, along with coaches association executives. Participants were assigned to tables of eight with individuals from different backgrounds.

Given that diversity, agreement on particular points was difficult to achieve. However, there seemed to be an overtone that a change of direction is desirable for the NCAA.

"We must change the way we do business," said one Division I athletics director. "I've been an athletics director for 23 years, and the trust factor has never been lower than it is now.

"(To accomplish this change), we must incorporate the major elements of philosophy into all we do. That is what we should incorporate into the Manual and what the staff should enforce. The legislative cycle, the structure of the Convention -- that doesn't matter. We must do things differently, and we have a good opportunity to accomplish that. That's the basis on which we need to move forward."

NCAA President Myles Brand participated in the Dallas session and cited two themes: the desire for change and a lack of consensus on what that change should be. However, he recommitted to refinement of a plan that will guide NCAA decision-making for decades to come.

"If we don't row in the same direction at the same time," he said, "we'll go in circles."

Draft strategic-plan components

Draft versions of an NCAA core purpose, core values, an audacious goal and three- to five-year goals:

Draft core purpose

"To ensure that the intercollegiate model of athletics serves as an integral part of higher education and that college athletics are conducted in a manner that ensures fair, safe competition for student-athletes."

Draft core values

"Our Association is dedicated to integrity in academics and athletics.

"Our Association is committed to the ideal that intercollegiate athletics prepares student-athletes for life by serving as an integral part of the undergraduate experience.

"Our Association affirms and supports the contribution that intercollegiate athletics makes to the ideals, sense of community and public recognition of our member institutions.

"Our Association is committed to pursue the common good through an inclusive and cooperative leadership culture."

Draft audacious goal

"Our Association will be the catalyst for successfully integrating the intercollegiate model of athletics with the higher education experience, for reinforcing the mission of the university, and for advancing the values and ideals of college athletics --mind, body and spirit -- as a positive force in our national culture."

Draft three- to five-year goals

"The Association will employ excellent competition, academic standards and fair yet flexible regulations to help student-athletes be fully exposed to and realize the value of the collegiate experience.

"The Association will be instrumental in enhancing the educational success of student-athletes by ensuring that student-athletes are prepared and motivated to earn a degree.

"The Association and its member institutions will create an environment in which there is less financial pressure to be competitive.

"The Association will strengthen the intercollegiate model of athletics, with a particular emphasis on the development of benefits that lead to positive educational outcomes.

"The Association will promote the operation of athletics programs and the development of policies and practices that align with those of other departments in the university.

"The Association will work with its members so that their actions will improve public confidence in the integrity of intercollegiate athletics.

"The Association will advocate for the value of intercollegiate athletics so that the public will understand and play an increasing role in preserving and nurturing its continued success.

"The Association will be a catalyst and resource that will allow member institutions to identify solutions to intercollegiate athletics issues."