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Recommendations

By Lloyd Robinson,2014-12-11 12:45
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Recommendations

    SELF-STUDY INSTRUMENT

    EQUITY, WELFARE AND SPORTSMANSHIP

Previous Certification Self-Study

    1. List all the “corrective actions,” “conditions for certification” or “strategies for

    improvement” imposed by the NCAA Division I Committee on Athletics

    Certification in its first-cycle certification decision (if any) as they relate to equity

    and welfare issues. In each case, provide: (a) the original “corrective action,”

    “condition,” or “strategy” imposed; (b) the action(s) taken by the institution and the

    date(s) of those action(s); and (c) an explanation for any partial or noncompletion of

    such required actions. [Note: The institution is not required to respond to

    recommendations for required actions developed by the peer-review team unless

    those same recommendations were adopted by the Committee on Athletics

    Certification.]

    There were no “corrective actions”, “conditions for certification”, or “strategies for improvement” imposed by the NCAA Division I Committee On Athletics Certification identified in the first-cycle certification decision related to equity and welfare issues. 2. Report on the implementation of the plan to address gender-equity issues developed

    by the institution during its first-cycle certification process. Specifically, include: (a)

    the original plan, (b) the action(s) taken by the institution, (c) the date(s) of the

    action(s), (d) action(s) not taken or not completed, and (e) explanation(s) for partial

    completion. Include plans for improvement or other recommendations developed

    during the interim report process, if any.

    Gender Equity and Minority Opportunities Plan

    The original plan is attached (Equity Attachment 1).

Recruitment:

    The strategies for recruitment of women and minorities for staff openings have all been implemented and are general practice for the department with the exception of advertising through the Black Coaches Association (BCA). The University discontinued that practice as the BCA stopped sending a regular newsletter or forwarding postings to their membership.

Pool Development:

    Implemented as outlined in the plan. We continue to try to identify and bring in women and minority candidates for these intern and graduate associate positions.

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Retention:

    All initiatives in this area are implemented, with the exception of the “internal intern”

    program. That program was explored and found not to be workable in practical terms for the Department of Athletics. For example, the rotation of Tournament Director slots within the staff was tried and found to be less desirable than having a permanent event management team working on those events to ensure continuity and quality in the management.

Female Participation:

    Women’s Lacrosse and Women’s Crew were added in 1996, and Women’s Ice Hockey was added in 1999. The most recent EADA report shows female student athletic participation to be within 3.8% of the female undergraduate population. We believe a 3.8% differential is “substantially proportionate” as that term is construed under current law. The institution annually monitors percentage participation figures and believes that no further addition of women’s sports is required at this time. We encourage the women’s teams to carry larger rosters but do not yet require any specific roster size, and we have not limited roster size for the men’s

    teams.

Ohio State University’s First Cycle Certification Recommendations:

    Recommendation 1. The department should respond to the report and recommendations of the Title IX Review Committee.

    Action - The department has implemented all recommendations of the Title IX Review Committee (see Equity Appendix 1), except F: The department should put into writing its policy

    concerning the addition of varsity teams, and this policy should be made available to students. The department has not created a written policy on this matter as no further addition of women’s sports is required. The Department of Athletics monitors emerging sports and has an effective informal mechanism for adding varsity teams, if applicable.

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    Recommendation 2. The department should create a continuing committee to monitor and evaluate Title IX compliance and monitor issues related to minority opportunity.

    Action - The Gender and Minority Monitoring Committee was established after the first cycle certification and met during the years from 1996 through 2001. In 2001, the committee (renamed to Equity, Student Welfare and Sportsmanship) was changed to be a standing committee of the Athletic Council with regular reporting to that body (see p. 5 for a description of the charge of the committee).

    Recommendation 3. To facilitate the work of the monitoring committee, the

    Department should improve its data collection and record keeping systems.

    Action - The Athletic Department has developed and implemented an Information Technology department with four full-time staff members overseeing a 300-plus person network with custom data base and web site programs which has significantly improved the Department’s data collection and record keeping systems. New database initiatives are continually being developed to manage and accumulate information on the department’s activities. Recommendation 3 was implemented in accordance with the timeline proposed by the University.

    Recommendation 4. See “Female Participation” from the Gender Equity and Minority

    Opportunities Plan above.

    3. Report on the implementation of the plan to address minority issues developed by

    the institution during its first-cycle certification process. Specifically, include: (a) the

    original plan, (b) the action(s) taken by the institution, (c) the date(s) of the action(s),

    (d) action(s) not taken or not completed, and (e) explanation(s) for partial

    completion. Include plans for improvement or other recommendations developed

    during the interim report process, if any.

Gender Equity and Minority Opportunities Plan.

    The original plan is attached (Equity Attachment 1).

Minority Student Athlete Representation.

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    The Department of Athletics has implemented most strategies in this area, and while they have not shown immediate results, they are largely long-range programming efforts. Current student-athlete population is 19% ethnic minority. Minority representation in the male sports has seen more of a spread throughout a range of sport programs, while female minorities remain largely clustered in specific sports, and overall diversity in the female program is well behind that of the male program. We did not implement written plans for increasing diversity from the coaches, but the Associate Athletic Directors for Sports continue to stress this issue and discuss progress with coaches during the annual review process. Student Athlete Support Services Office (SASSO) and Student Athlete Advisory Board (SAAB) implemented a series of “mini clinics” in inner city Recreation & Parks facilities to bring coaches and teams from less traditional sports to that population. National Youth Sports Program (NYSP) continues to bring in over 650 youth to the campus each summer to participate in sport and life skill sessions.

Community Outreach and Workplace Climate Programs

    These initiatives were all implemented, but the Capital City Classic is no longer in existence. In addition, the Department of Athletics now hosts the annual Inner City Games summer event and provides partnership dollars to the College Bound program for minority youth. Specific Actions related to the Overall Equity and Minority Opportunity Effort of the Department

    All strategies have been implemented.

First Cycle Certification Recommendations:

    Recommendation 5. The Department should continue the development of the Majority of One program and provide the program with sufficient resources to allow for its success.

    Action - The Majority of One student organization has been developed and funded in accordance with Recommendation 5. Majority of One still receives funding and staff support

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    and continues to define its mission and goals, programs, and events while trying to get more of the student-athletes involved.

    Recommendation 6. The department should improve efforts to recruit minority student athletes especially in sports in which they are underrepresented.

    Action - See “Minority Student-Athlete Representation” discussion above.

    4. List all actions the institution has completed or progress it has made regarding all

    plans for improvement/recommendations developed by the institution during its

    first-cycle certification process in the student-athlete welfare area. Also, describe

    any additional plans for improvement/recommendations developed by the

    institution since the first-cycle certification decision was rendered by the Committee

    on Athletics Certification. Specifically include: (a) the original plan; (b) the action(s)

    taken by the institution; (c) the date(s) of the action(s); (d) actions not taken or not

    completed; and (e) explanations for partial completion.

    There were no plans for improvement or recommendations developed in this area for the first-cycle certification.

    5. List all actions the institution has completed or progress it has made regarding

    required actions identified by the NCAA Committee on Athletics Certification

    during the institution’s interim-report process (if applicable) as they relate to equity

    and welfare issues. Specifically, include for each: (a) the required action, (b) the

    action(s) taken by the institution, (c) the date(s) of these action(s), (d) action(s) not

    taken or completed, and (e) explanation(s) for partial completion.

    No action items, related to equity and welfare issues, were identified by the NCAA Committee on Athletics Certification during the institution’s interim-report.

Operating Principle

    4.1: Gender Issues

    Self-Study Items

    1. Explain how the institution is organized to further its efforts related to the

    gender issues operating principle above for both staff and students and

    provide evidence that matters concerning gender equity are monitored,

    evaluated and addressed on a continuing basis.

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    The Ohio State University and the Department of Athletics have both established organizational structures that further our efforts to achieve the goals of gender equity and equal opportunity. In the fall of 1998, then President Kirwan and Provost Ed Ray launched an extensive review and coordination of diversity issues at the University. This endeavor began with the hiring of external consultants to conduct a systematic analysis of diversity issues at the University, in particular, the hiring and retention of women and minority faculty and staff members. A copy of the University’s Diversity Action Plan as well as the yearly evaluations filed by leaders of units

    (departments, colleges) can be found in Equity Appendix 2.

     The Department of Athletics follows and participates in the University programs regarding equity for staff and students. Affirmative search processes are in place for filling all staff openings, and hiring is reviewed for gender and minority diversity. All staff receive copies of the Sexual Harassment Policy and are expected to participate in University training on the sexual harassment policy. Approximately 65% of the current staff have received that training. Additionally, salary and compensation is reviewed annually with comparisons to department and University peer groups and to market surveys to ensure that compensation is determined equitably. The department has also provided training in areas of mutual respect and diversity, and sexual orientation difference, for staff and students. Gender equity issues for staff and administration are typically brought to the attention of the Associate AD for Finance and Administration for review. She consults with the Director of Athletics and the Senior Women’s Administrator (SWA) as well as other senior administration staff and the Associate Legal Counsel for Athletics when responding to issues and developing strategies to ensure equity in the program.

     The institution is further organized to monitor and address gender issues through its sport-based management system. Under this system, both the men’s and women’s teams in a sport are assigned to the same associate athletic director (for example, one associate athletic director oversees both men’s and women’s tennis). Therefore, one person reviews such items as

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    team budgets, practice times, marketing and promotion efforts, etc. This system creates the natural result of associate athletic directors detecting potential disparities that may arise and correcting them to be equitable for both genders. This system inherently creates effective monitoring and addressing of gender issues.

     In addition, Susan Henderson, the Associate Athletic Director for Finance and Administration, oversees the entire Department of Athletics’ budget. She regularly monitors and addresses gender issues that arise in the budgeting process, to ensure equitable treatment of both male and female student-athletes.

     Furthermore, Susan Henderson annually prepares the institution’s Equity in Athletics Disclosure Act report. Ms. Henderson and Julie Vannatta, Associate Legal Counsel for Athletics, review that document and add appropriate margin notes to further explain the institution’s unique circumstances, where appropriate. This process is another example of the University’s organizational structure for monitoring and evaluating gender issues.

    A final way in which the institution is organized to further its efforts related to gender issues is via the Athletic Council. The Athletic Council is a standing committee of the University Senate. See Governance, pp. 5-6, for Athletic Council membership. In 1992-1993,

    the Athletic Council established an ad-hoc committee on Gender Equity. The subcommittee's duties w