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Morris: Leadership Council weighs in on review, future

 

As a critical part of the Division I decision-making process, the Leadership Council is focused on strategic issues, including a more concentrated review of the Division I governance structure and a review of important topics  likely to face the division and the Board of Directors over the next several years.

Following its recent summer meeting, Council Chair Noreen Morris, commissioner of the Northeast Conference, discussed the Council’s work and its role going forward, both as an advisory group to the Board of Directors and a conduit to those who work with student-athletes and coaches every day.

1. The Leadership Council discussed with governance consultant Jean Frankel how the governance review should proceed. What do members believe is important to consider during this project?

First and foremost, the Council believes that the governance review process should be designed to help build a sense of community and create a better sense of trust – both in the system as well as between the groups that operate within the system.  To achieve that goal, the review process should  include opportunities for open and interactive dialogue and encourage the honest sharing of ideas and positions.  With that said, the Council believes that the people working with student-athletes every day should have multiple avenues by which to provide meaningful input.   We truly believe that clear and concise communication about the format and timeline of the review process as well as opportunities to engage in face-to-face communication will be the key to success. 

2. You also examined issues that extend beyond the governance review. What are some of the things that will be most relevant in Division I in the coming years?

Obviously, the governance review process is crucial to the future of the Division I.  However, the Council recognized that there are a number of issues facing intercollegiate athletics that transcend our governance structure.  The Council highlighted three areas or questions we felt would spur discussion and were most relevant for the Division I Board to address in the coming years: 

• Collegiate Model and Financial Considerations:  How does the Association balance the increasing emphasis on revenue production with the fundamental core values of the NCAA?  How will the Board address the financial diversity within the Division I membership?
• External Influences and Issues – Health/Safety & Legal:  How will the NCAA position itself now and in the future to address the health and safety issues facing Division I student-athletes?  How will the NCAA continue to collaborate with youth and professional organizations on those issues?  How will the NCAA and its member institutions prepare for and respond to legal challenges from a philosophical, legal and financial standpoint?
• Demographics and the Educational Model:  How will we address the changing campus student model and its impact on the collegiate model, the student population and our fan base?

3. Can you describe the importance of the Leadership Council in the governance structure?

The Leadership Council serves the critical role of maintaining a national focus on the issues facing Division I, both strategic and legislative. But also it delves into the details necessary to ensure that major policy or rule changes will best serve the membership.  The beauty of the Council is that it is comprised of one representative from each of the 32 conferences, so everyone’s voice is heard.  In addition, there is a healthy balance of conference and campus representatives and as such, the voices are coming from many different perspectives and positions.  The ability for the Leadership Council to work as a whole for the good of the association and to have a direct reporting line to the Board of Directors has enabled it to move the needle on a number of important issues, including the adoption of the men’s and women’s basketball recruiting reform package.  With the most recent focus on strategic discussions, the Council is prepared to assist the Board through the governance review process and other issues facing Division I.

4. How can the Leadership Council be better positioned to more actively identify the strategic and policy issues for the Division?

Through more meaningful conversations and closer collaboration, the Council has begun to build a tighter connection with the Board of Directors. That connection will help us better understand the Board’s vision for the future of Division I, and as such, will allow us to be in a more strategic position to assist it and the membership in realizing that vision.  In addition, being more in sync with the presidents on the Board provides an enhanced sense of collaboration, community and shared goals.  We also believe it is vital for the Council members to work more closely with other NCAA governing bodies that address issues related to the student-athlete experience, for example academics, championships, health and safety, as well as our conference offices, coaching associations and other constituent groups.  This enhanced communication will help facilitate a better understanding of the issues facing each of those constituencies and will ultimately lead to a better flow of ideas and feedback.

5. When the governance review is over, what do you think success looks like?

The governance review process would be a success if we have been able to achieve the following:

• The Division I membership is confident in and energized by the governance structure.
• There’s a clear understanding of the values that lead the association, and how those values will be cultivated and protected within the structure.
• The structure is flexible enough to address the varied needs of the Division I membership, both legislatively and strategically.
• There’s a strong sense of trust and respect for the structure and process, as well as for those individuals who are participating in the process.
• The lines of communication are clear and the roles and responsibilities of those within the structure are defined.
• The structure is simple but efficient, and the membership understands when and how to engage in the governance or legislative process.
• There’s a direct and collaborative connection between the entities that lead the Division I membership and the practitioners that work with our student-athletes and coaches on a daily basis.