Inter-Collegiate Sailing Association Background on
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Inter-Collegiate Sailing Association Background on CSA CSA is a national executive search and consulting firm based in North Carolina CSA leaders have 90 years of combined on-campus experience, and each have served as Athletics Directors at
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Inter-Collegiate Sailing Association<br>
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Background on CSA CSA is a national executive search and consulting firm based in North Carolina
CSA leaders have 90 years of combined on-campus experience, and each have served as Athletics Directors at various Division I FBS institutions.
Founder and President Todd Turner
Vice President Dr. Brad Bates
Senior Associate Jim Miller
Director of Operations Clay Pfeifler
Have completed over 130 consulting and executive search projects more than 90 clients in 32 different states
Founded with the mission of assisting NCAA Division I Presidents, Athletics Directors, and other leaders in the industry in preserving the alignment between athletics and the mission of the university or organization 2<br>
CSA leaders have 90 years of combined on-campus experience, and each have served as Athletics Directors at various Division I FBS institutions.
Founder and President Todd Turner
Vice President Dr. Brad Bates
Senior Associate Jim Miller
Director of Operations Clay Pfeifler
Have completed over 130 consulting and executive search projects more than 90 clients in 32 different states
Founded with the mission of assisting NCAA Division I Presidents, Athletics Directors, and other leaders in the industry in preserving the alignment between athletics and the mission of the university or organization 2<br>
03
CSA Process 3 Attend Executive Committee Meeting – Spring 2018
Survey (297 Responses) – September 2018
Preliminary Findings presented to Executive Committee – November 2018
Draft of Observations and Recommendations presented to Executive Committee – December 2018
Presentation to Coaches – January 2019
Presentation to Board – January 2019
Submission of Final Report to ICSA – January 2019<br>
Survey (297 Responses) – September 2018
Preliminary Findings presented to Executive Committee – November 2018
Draft of Observations and Recommendations presented to Executive Committee – December 2018
Presentation to Coaches – January 2019
Presentation to Board – January 2019
Submission of Final Report to ICSA – January 2019<br>
04
Context 4 ICSA trying to be everything to everyone
Championships and competitions are administered very well
Revenues
Dues will increase in 2020 (Full-Member; Provisional-Member; Associate-Member)
Regatta costs for competitions
Sponsorships Conference membership varies significantly (from 8 to 54 teams)
Duration of Championships is a challenge
The membership is divided on NCAA status but also needs clarification on implications
No sailing scholarships but schools with large endowments have competitive advantage with financial aid resources<br>
Championships and competitions are administered very well
Revenues
Dues will increase in 2020 (Full-Member; Provisional-Member; Associate-Member)
Regatta costs for competitions
Sponsorships Conference membership varies significantly (from 8 to 54 teams)
Duration of Championships is a challenge
The membership is divided on NCAA status but also needs clarification on implications
No sailing scholarships but schools with large endowments have competitive advantage with financial aid resources<br>
05
Moving Forward Observations and Recommendations 5<br>
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Leadership 6<br>
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PROFESSIONAL MANAGEMENT STATUS QUO MODEL 7 Membership 2018 (Dues/Total) 2020 (Dues/Total)
Associate (24) $70/$1,680 (7%) $100/2,400 (7%)
Provisional (13) $130/$1,690 (7%) $200/$2,600 (7%)
Regular (158) $130/20,540 (86%) $200/$31,600 (86%)
TOTAL (195) $23,910 $36,600<br>
Associate (24) $70/$1,680 (7%) $100/2,400 (7%)
Provisional (13) $130/$1,690 (7%) $200/$2,600 (7%)
Regular (158) $130/20,540 (86%) $200/$31,600 (86%)
TOTAL (195) $23,910 $36,600<br>
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PROFESSIONAL MANAGEMENT MODEL I 8 Assumption I: All assumptions are made to cover the expressed costs associated with professional management and do not consider current ICSA budget allocations
Assumption II: Executive Director ($130,000 compensation and benefits)
Assumption III: Executive Assistant ($50,000 compensation and benefits)
Assumption IV: Annual Budget ($50,000 for travel, operations, communications, etc.)
Membership 2020
Associate $671/member ($230,000 x .07 = $16,100/24 members)
Provisional $1,238/member ($230,000 x .07 =$16,100/13 members)
Regular $1,252/member ($230,000 x .86 =$197,800/158)
TOTAL (195) $230,000 ($193,000 net increase)<br>
Assumption II: Executive Director ($130,000 compensation and benefits)
Assumption III: Executive Assistant ($50,000 compensation and benefits)
Assumption IV: Annual Budget ($50,000 for travel, operations, communications, etc.)
Membership 2020
Associate $671/member ($230,000 x .07 = $16,100/24 members)
Provisional $1,238/member ($230,000 x .07 =$16,100/13 members)
Regular $1,252/member ($230,000 x .86 =$197,800/158)
TOTAL (195) $230,000 ($193,000 net increase)<br>
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PROFESSIONAL MANAGEMENT MODEL II 9 Assumption I: Part-time Executive Director ($50,000 compensation)
Assumption II: Annual Budget ($20,000 for travel, operations, communications, etc.)
Membership 2020
Associate $204/member ($70,000 x .07 = $4,900/24 members)
Provisional $377/member ($70,000 x .07 =$4,900/13 members)
Regular $381/member ($70,000 x .86 =$60,200/158)
TOTAL (195) $70,000 ($33,400 net increase)<br>
Assumption II: Annual Budget ($20,000 for travel, operations, communications, etc.)
Membership 2020
Associate $204/member ($70,000 x .07 = $4,900/24 members)
Provisional $377/member ($70,000 x .07 =$4,900/13 members)
Regular $381/member ($70,000 x .86 =$60,200/158)
TOTAL (195) $70,000 ($33,400 net increase)<br>
10
PROFESSIONAL MANAGEMENT Comparative Funding Models 10 Model 2018 2020/Future
Assoc Member Dues (Status Quo Model) $70 $100
Assoc Member Dues (Pro Model I) $671
Assoc Member Dues (Pro Model II) $204
Provisional Member Dues (Status Quo) $130 $200
Provisional Member Dues (Pro Model I) $1,238
Provisional Member Dues (Pro Model II) $377
Regular Member Dues (Status Quo) $130 $200
Regular Member Dues (Pro Model II) $1,252
Regular Member Dues (Pro Model I) $381<br>
Assoc Member Dues (Status Quo Model) $70 $100
Assoc Member Dues (Pro Model I) $671
Assoc Member Dues (Pro Model II) $204
Provisional Member Dues (Status Quo) $130 $200
Provisional Member Dues (Pro Model I) $1,238
Provisional Member Dues (Pro Model II) $377
Regular Member Dues (Status Quo) $130 $200
Regular Member Dues (Pro Model II) $1,252
Regular Member Dues (Pro Model I) $381<br>
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Professional Management 11 Recommendation: CSA recommends that ICSA consider evolving into funding a Professional Management Model with a part-time Executive Director by building the reserve to cover the increased expenses for a pre-determined number of years (i.e. 2-5). Once professional management is hired and fully integrated, the Association can annually evaluate performance and new revenues thereby determining future decisions about expanding to full-time management and staff based on data.
Minimizes risk and the new model can be evaluated through an existing framework<br>
Minimizes risk and the new model can be evaluated through an existing framework<br>
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Governance 12<br>
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Committee Profiles 13 Recommendation: CSA recommends consideration of a profile for the Board, Executive Committee and Standing Committees. To further involve institutional leadership and broaden representation with an extended group of stakeholders, university athletics or club administrators should be included in management. Critical roles within the profile should include the following personnel: Varsity Head Coaches
Club Head Coaches
Varsity Athletics Administrators
IM/Club/Recreation Administrators
Undergraduate student-athletes Conference and Geographic Representation currently built-in
Outside Directors who are key stakeholders with specific expertise (internal or external)<br>
Club Head Coaches
Varsity Athletics Administrators
IM/Club/Recreation Administrators
Undergraduate student-athletes Conference and Geographic Representation currently built-in
Outside Directors who are key stakeholders with specific expertise (internal or external)<br>
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Term Limits 14 Recommendation: CSA recommends the Association consider a rotation so a few volunteers are not overwhelmed with the ongoing responsibilities of long-term management as well as ensuring that leadership is perpetually providing a diversity of views and hybrid dialogue that can elevate the Association as a resource for the distinctive profiles of membership. The rotation should be allocated in multi-year variance so there are not multiple roles to fill in any given year.
Individuals can rotate back after a clearly defined period off the Board, Executive Committee or Standing Committee<br>
Individuals can rotate back after a clearly defined period off the Board, Executive Committee or Standing Committee<br>
15
Eligibility and Rules Compliance 15 Recommendation: CSA recommends the ICSA consider formally adopting eligibility rules that align with the NCAA academic requirements and formally adopting legislation that requires each institution to submit a “Declaration of Adherence” from the university President’s office.
Any differences in rules explicitly defined<br>
Any differences in rules explicitly defined<br>
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NCAA Membership 16<br>
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Application Process 17 There are two primary processes to apply for NCAA membership: Through a program known as the Emerging Sport for Women
At least 40 institutions must properly sponsor women’s sailing as a varsity sport for one academic year for an NCAA Championship to be established.
Legislation to establish either a National Collegiate Championship or a divisional championship may be proposed during the year (maintaining 40+ institutions) Second process would be for co-ed or men’s sailing
At least 50 institutions must sponsor for two academic years
Legislation to establish a divisional or national championship may be proposed during the second year (maintaining 50+ institutions)<br>
At least 40 institutions must properly sponsor women’s sailing as a varsity sport for one academic year for an NCAA Championship to be established.
Legislation to establish either a National Collegiate Championship or a divisional championship may be proposed during the year (maintaining 40+ institutions) Second process would be for co-ed or men’s sailing
At least 50 institutions must sponsor for two academic years
Legislation to establish a divisional or national championship may be proposed during the second year (maintaining 50+ institutions)<br>
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Scholarships 18 There are no minimum athletic scholarship requirements for NCAA sports and currently there are conferences (i.e. the Ivy League) and Divisions (III) that do not permit athletic aid.<br>
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Varsity Sport (Clubs) 19 In order to qualify for NCAA competition, a team must be considered a varsity intercollegiate sport “that has been accorded that status by the institution’s President or Chancellor or committee responsible for intercollegiate athletics policy.”<br>
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Divisional Competition/Championship 20 The NCAA currently hosts 11 non-divisional national championships.
Teams from each NCAA division compete for championships regardless of their athletics department’s divisional classification.
For co-ed or men’s sailing, at least 50 institutions must properly sponsor the sport as a varsity sport for two academic years.
Legislation to establish either a National Collegiate Championship or a divisional championship may be proposed during the second year in which the minimum sponsorship number exists.<br>
Teams from each NCAA division compete for championships regardless of their athletics department’s divisional classification.
For co-ed or men’s sailing, at least 50 institutions must properly sponsor the sport as a varsity sport for two academic years.
Legislation to establish either a National Collegiate Championship or a divisional championship may be proposed during the second year in which the minimum sponsorship number exists.<br>
21
Playing and Practice Season 21 Organized playing and practice limitations for each sport are clearly defined for NCAA sports and include a variety of activities explicitly outlined to “minimize interference with the academic programs of its student-athletes.”
Through the legislative process, member representatives would determine precise details for playing and practice time demands and each member would be responsible for monitoring compliance with their programs.<br>
Through the legislative process, member representatives would determine precise details for playing and practice time demands and each member would be responsible for monitoring compliance with their programs.<br>
22
Compliance Requirements 22 “It is the responsibility of each member institution to control its intercollegiate athletics program in compliance with the rules and regulations of the Association. The institution’s president or chancellor is responsible for the administration of all aspects of the athletics program, including approval of the budget and audit of all expenditures.”
Including:
Academic
Financial Aid
Recruiting
Playing and Practice Seasons
Drug Testing<br>
Including:
Academic
Financial Aid
Recruiting
Playing and Practice Seasons
Drug Testing<br>
23
Other Potential Actions 23<br>
24
New Revenue Opportunities 24 Sponsorship activation throughout the year (in addition to championships)
Subscription Live-streaming
Conference networks where applicable (ACCN, BIG, SEC, PAC-12) – increased product
Annual Coaches Conference sponsorships/vendors
US Sailing
Grants
Fund-Raising: ICSA Advisory Board
Membership dues
Regatta Fees<br>
Subscription Live-streaming
Conference networks where applicable (ACCN, BIG, SEC, PAC-12) – increased product
Annual Coaches Conference sponsorships/vendors
US Sailing
Grants
Fund-Raising: ICSA Advisory Board
Membership dues
Regatta Fees<br>
25
Realignment 25 Models and Implications:
Divisional Competition:
Elite
Competitive
Developmental If not for the history of access for all as a core value in collegiate sailing and implications on the member teams, CSA’s recommendation would be for the ICSA to develop a strategic plan to support divisional competition. However, ICSA’s history and core values are obviously relevant and validate that a professional management model is necessary so an Executive Director can manage a thoughtful process for members to engage leading to educated, data-based decisions that best serve the sport of collegiate sailing.<br>
Divisional Competition:
Elite
Competitive
Developmental If not for the history of access for all as a core value in collegiate sailing and implications on the member teams, CSA’s recommendation would be for the ICSA to develop a strategic plan to support divisional competition. However, ICSA’s history and core values are obviously relevant and validate that a professional management model is necessary so an Executive Director can manage a thoughtful process for members to engage leading to educated, data-based decisions that best serve the sport of collegiate sailing.<br>
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26 THANK YOU tturner
bbates @collegiatesportsassociates.com<br>
bbates @collegiatesportsassociates.com<br>
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Survey Details 27<br>
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28<br>
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29 Support for Various Actions by Affiliation Reminder: Respondents may be included within multiple affiliations<br>
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30 Breakdown of Answer Selections Respondents split on NCAA membership
View Women Only and Co-ed similarly
Although many support NCAA membership, most of those same respondents at least moderately support remaining independent as well<br>
View Women Only and Co-ed similarly
Although many support NCAA membership, most of those same respondents at least moderately support remaining independent as well<br>
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31 Slightly against ICSA divisions, but many aren’t sure<br>
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32 Strong support for a full-time administration, but again, many aren’t sure
Only 12% against<br>
Only 12% against<br>
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33 Meaningful differences by Conference and Institutional NCAA division. Minimal Differences in Gender and Program Status. Support for Various Actions by Subgroup Minimal<br>