National Collegiate Athletic Association
NCAA News Archive - 2007
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Guest editorial - Presidents set to break huddle
It’s first-and-10 for college presidents. The goal of more presidential control within Division I athletics is within our grasp, but there is much work ahead if we embrace, as we should, the recommendations of the NCAA Presidential Task Force on the Future of Division I Intercollegiate Athletics. The Task Force concluded, and I concur, that the focus on athletics reform must take place at the campus level — athlete by athlete, coach by coach, policy by policy, and president by president.
Members of the Task Force agreed that the rate of growth in athletics spending is alarming, and concern about the “professionalizing” of college sports is warranted. The news is not new, but the problem is getting worse. It is time to exert real leadership. The Task Force discussed a number of concerns in the broad areas of fiscal responsibility, academic values and standards, student-athlete well-being, and presidential leadership. I want to focus on the last point — leadership.
A few faculty groups have criticized the report for being too weak. I disagree. The report and its recommendations are realistic. What we suggest be done can be done. That outcome was important to us. We are living in a real world, not an idealistic one.
Some presidents are visible on the sidelines, providing encouragement and guidance, but the time has come for us to be more hands-on away from the game. We must create and communicate more specific expectations, directions and desired outcomes that reflect what’s at the heart of college sports — the integration of academics and athletics. Without that integration, the term “college athletics” is an oxymoron.
At Towson, a Division I university, we struggle with many of the same issues
that plague institutions with more high-profile sports programs. And we have taken steps to increase oversight and to foster this important integration – this academics-athletics partnership. Granted, few of these steps are unique, but they are necessary and worthy of mention.
Tying athletics to the university mission.
The athletics director must be a part of and not an adjunct to the university’s mission. At Towson, the athletics director is a member of the president’s council and serves along with the vice presidents and other administrative leaders. The athletics director is exposed to and provides opinions on campus-wide policy decisions unrelated to athletics.
In turn, members of the president’s council receive a real-world education on how specific policy decisions affect student-athletes. This ongoing exchange of information is often quite illuminating. The athletics director also works closely with the university senate through its Intercollegiate Athletics Committee. We have avoided the “we-they” syndrome. Athletics is an important part of our campus and is embraced by the campus community — not just by the boosters.
Since only a small percentage of student-athletes will graduate to careers in professional sports, our mission to provide a quality education must remain at the forefront. Our students deserve the best possible preparation for success in the workforce, so it is crucial to integrate athletics and academics at every conceivable junction.
Here at Towson, for example, NCAA compliance staff and academic advisors dedicated to athletes maintain close ties with academic affairs. Athletes who find themselves in tenuous academic and non-academic situations meet with a panel of senior administrators from academic affairs, student affairs and university counsel. The faculty athletics representative reports directly to the president and serves on a number of academic and athletics committees.
The Intercollegiate Athletics Committee is chaired by a member of the faculty and includes the FAR and AD. Those safeguards affirm the university’s commitment to the academic success of student-athletes. In addition, they enhance oversight of athletics by those of us who are entrusted to advance the university’s educational mission.
The athletics budget and the university mission.
The athletics budget receives the same scrutiny and undergoes the same review process as the budgets of other university divisions. As the Task Force stated, the athletics budget should have “transparency.” At Towson, all personnel and compensation requests, including the hiring of coaches, assistants and other support personnel, are reviewed and approved by the president’s office. The budget for the FAR, though funded through athletics, also is approved by the president’s office. All budget information, with the exception of specific salary data, is shared with the senate through its Resource and Planning Committee.
Presidential leadership and athletics.
As a Task Force member, I served on its subcommittee on presidential leadership and external constituencies (boosters, legislators, governors). It is in this arena that the true test of leadership can often manifest itself. It is here that the president must stand strong and ensure that rules and values are being adhered to.
The subcommittee tried to come up with ways to make that easier for the president, and I believe we put forward several good ideas, particularly in strengthening the NCAA certification process and educating those external constituents with whom we work. But leadership is a personal responsibility, and it is important for each of us to reflect on our own personal reality and do what is right and needed, not just what is needed. The NCAA and our colleagues are there to help. Ask for it if you need it.
Without doubt, true leadership will require more time and attention by the office of the president and, indeed, more personal effort from presidents. I am convinced that the effort is essential if we are to provide effective oversight of college sports.
At the same time, there’s no question that we want our sports programs to be competitive. Successful sports teams attract attention to a university’s academic programs and can increase enrollment and funding. There’s nothing inherently wrong with that as long as key goals are kept in mind. Those goals are balance and integrity — for the student-athlete, for university programs and for the university budget.
The integration of academics and athletics is a national issue that is being discussed at all levels, publicly and privately. As presidents, we need to take charge. We have some distance to go. We can’t afford to fumble the ball now.
Robert L. Caret is president of Towson University and served on the NCAA Presidential Task Force on the Future of Division I Intercollegiate Athletics.
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By Robert L. Caret
Towson University
Towson University
It’s first-and-10 for college presidents. The goal of more presidential control within Division I athletics is within our grasp, but there is much work ahead if we embrace, as we should, the recommendations of the NCAA Presidential Task Force on the Future of Division I Intercollegiate Athletics. The Task Force concluded, and I concur, that the focus on athletics reform must take place at the campus level — athlete by athlete, coach by coach, policy by policy, and president by president.Members of the Task Force agreed that the rate of growth in athletics spending is alarming, and concern about the “professionalizing” of college sports is warranted. The news is not new, but the problem is getting worse. It is time to exert real leadership. The Task Force discussed a number of concerns in the broad areas of fiscal responsibility, academic values and standards, student-athlete well-being, and presidential leadership. I want to focus on the last point — leadership.
A few faculty groups have criticized the report for being too weak. I disagree. The report and its recommendations are realistic. What we suggest be done can be done. That outcome was important to us. We are living in a real world, not an idealistic one.
Some presidents are visible on the sidelines, providing encouragement and guidance, but the time has come for us to be more hands-on away from the game. We must create and communicate more specific expectations, directions and desired outcomes that reflect what’s at the heart of college sports — the integration of academics and athletics. Without that integration, the term “college athletics” is an oxymoron.
At Towson, a Division I university, we struggle with many of the same issues
that plague institutions with more high-profile sports programs. And we have taken steps to increase oversight and to foster this important integration – this academics-athletics partnership. Granted, few of these steps are unique, but they are necessary and worthy of mention.
Tying athletics to the university mission.
The athletics director must be a part of and not an adjunct to the university’s mission. At Towson, the athletics director is a member of the president’s council and serves along with the vice presidents and other administrative leaders. The athletics director is exposed to and provides opinions on campus-wide policy decisions unrelated to athletics.
In turn, members of the president’s council receive a real-world education on how specific policy decisions affect student-athletes. This ongoing exchange of information is often quite illuminating. The athletics director also works closely with the university senate through its Intercollegiate Athletics Committee. We have avoided the “we-they” syndrome. Athletics is an important part of our campus and is embraced by the campus community — not just by the boosters.
Since only a small percentage of student-athletes will graduate to careers in professional sports, our mission to provide a quality education must remain at the forefront. Our students deserve the best possible preparation for success in the workforce, so it is crucial to integrate athletics and academics at every conceivable junction.
Here at Towson, for example, NCAA compliance staff and academic advisors dedicated to athletes maintain close ties with academic affairs. Athletes who find themselves in tenuous academic and non-academic situations meet with a panel of senior administrators from academic affairs, student affairs and university counsel. The faculty athletics representative reports directly to the president and serves on a number of academic and athletics committees.
The Intercollegiate Athletics Committee is chaired by a member of the faculty and includes the FAR and AD. Those safeguards affirm the university’s commitment to the academic success of student-athletes. In addition, they enhance oversight of athletics by those of us who are entrusted to advance the university’s educational mission.
The athletics budget and the university mission.
The athletics budget receives the same scrutiny and undergoes the same review process as the budgets of other university divisions. As the Task Force stated, the athletics budget should have “transparency.” At Towson, all personnel and compensation requests, including the hiring of coaches, assistants and other support personnel, are reviewed and approved by the president’s office. The budget for the FAR, though funded through athletics, also is approved by the president’s office. All budget information, with the exception of specific salary data, is shared with the senate through its Resource and Planning Committee.
Presidential leadership and athletics.
As a Task Force member, I served on its subcommittee on presidential leadership and external constituencies (boosters, legislators, governors). It is in this arena that the true test of leadership can often manifest itself. It is here that the president must stand strong and ensure that rules and values are being adhered to.
The subcommittee tried to come up with ways to make that easier for the president, and I believe we put forward several good ideas, particularly in strengthening the NCAA certification process and educating those external constituents with whom we work. But leadership is a personal responsibility, and it is important for each of us to reflect on our own personal reality and do what is right and needed, not just what is needed. The NCAA and our colleagues are there to help. Ask for it if you need it.
Without doubt, true leadership will require more time and attention by the office of the president and, indeed, more personal effort from presidents. I am convinced that the effort is essential if we are to provide effective oversight of college sports.
At the same time, there’s no question that we want our sports programs to be competitive. Successful sports teams attract attention to a university’s academic programs and can increase enrollment and funding. There’s nothing inherently wrong with that as long as key goals are kept in mind. Those goals are balance and integrity — for the student-athlete, for university programs and for the university budget.
The integration of academics and athletics is a national issue that is being discussed at all levels, publicly and privately. As presidents, we need to take charge. We have some distance to go. We can’t afford to fumble the ball now.
Robert L. Caret is president of Towson University and served on the NCAA Presidential Task Force on the Future of Division I Intercollegiate Athletics.
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