INTERIM-REPORT INSTRUMENT
INTRODUCTION
1. Name of institution: Winthrop University
2. Date of first-cycle evaluation visit: October 21-24. 1997
3. Original certification-status decision (and date) rendered by the NCAA Committee on Athletics
Certification and subsequent actions or changes in certification status (if any) made by the committee: Certified April 6. 1998.
4. Changes in key senior-level positions (institution or athletics program) since the first-cycle evaluation visit: None
5. Significant changes impacting the institution and/or athletics program (e.g., conference affiliation, sports sponsorship, changes in admissions standards, significant changes in graduation rates, changes in the mission statement of the athletics program, changes in fiscal stability/condition of the athletics program) since the first-cycle evaluation visit: A Business Manager position was added to athletics in 1997: An Eagle Club/Development Director position was added to athletics in 2000; The addition of a Women’s Soccer program was approved by the Board of Trustees in 2001.
6. Date of NCAA major infractions case (if any) since first-cycle evaluation visit and impact (if any) on the areas in the institution's previous self-study: None
7. Attach a copy of the Committee on Athletics Certification summary of actions document for the institution's previous self-study.
See Appendix C (1).
INTERIM-REPORT INSTRUMENT REVISED MARCH 2001
INTERIM-REPORT INSTRUMENT
PREPARATION NOTE
[Note: Please attach this page, signed and dated by the institution's chief executive officer, to the
institution's interim report when it is submitted to the NCAA national office.]
Person(s) preparing this report:
Name Evelyne Weeks Title Faculty Athletics Representative
Name Thomas N. Hickman Title Director of Athletics
Name Susan C. Anfin Title Director of Compliance
Please attach additional pages as necessary. & Student-Athlete Services
APPROVAL NOTE
The Faculty Athletics Committee has reviewed and recommended approval of the information provided in the interim report attached.
(name of group, committee or other entity)
The membership of this group included:
Name W. Martin Hope Title Professor, Social Work
Name Frank B. Pullano Title Asst. Professor, Math
Name Sharyn Gay Randolph Title Asst. Professor, Business
Please attach additional pages as necessary. & Director, Student Services
COMPLETION NOTE
This is to certify that I have overseen Winthrop University’s (Institution) completion of the attached interim report for the second cycle of the NCAA Division I athletics certification program and approve of its contents. Participants recommending approval of this report, as well as the individual(s) who prepared the report, are identified above.
___________________
Signature of Chief Executive Officer Date Date
INTERIM-REPORT INSTRUMENT REVISED MARCH 2001
Appendix
Attachments
Appendix A: Big South Conference Compliance Reviews
(1) Winthrop University, Campus Compliance Visit, January 21, 2000
(2) Winthrop University, Campus Compliance Visit, January 22, 2002
Appendix B: Official NCAA Division I Graduation-Rates Reports
(1) 1999
(2) 2000
(3) 2001
Appendix C:
(1) Summary of Actions Taken By The NCAA Committee on Athletics Certification
(2) NCAA Certification Follow-Up Report
Appendix D: Letter from James E. Walker, Chair, NCAA Committee on Athletics Certification
Appendix E: Higher Education Act Reporting
(1) 1998-1999
(2) 1999-2000
(3) 2000-2001
Appendix F: NCAA Certification Self-Study Reports
(1) Equity Welfare and Sportsmanship Attachment No. 1, Equity, Welfare and Sportsmanship: Self-Study Item Nos. 2, 3 and 4 for Operating Principle 4.2
(2) Part B: Students Generally and Student-Athletes on Athletics Aid
(3) Part C: Men’s and Women’s Sports Teams
Governance and Commitment to Rules Compliance
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 governance and commitment to rules compliance 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.
None
2. 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 governance and commitment to rules compliance 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.
During the first cycle certification process, the committee recognized the value of two planned changes within the Athletics department but did not make any additional suggestions for improvement.
Plan for Improvement
The committee believes that the following changes in the Athletic Department will only serve to enhance the University’s already strong commitment to rules compliance.
The Athletic Department has hired a business manager to handle the routine financial operations of the Athletic Department. This will provide an additional avenue for shared responsibilities, as well as additional oversight for scholarships and official visit expenses.
Two coaches have been assigned compliance related duties. Their responsibilities will include spot checking of recruitment records as well as development of record keeping and assessment procedures for the department. By adding these responsibilities, the Athletic Department intends to broaden the compliance efforts within the department and provide a peer-assisted compliance program.
(NCAA Division I Winthrop University Certification Self-Study Report, 1997)
The position of Business Manager was created and filled in 1997, and in 2000, a full time position of Eagle Club director was added and filled. These two staff members have relieved the Compliance director and Athletic director of duties that otherwise limited their oversight of compliance. Since these changes have been made rules education has been enhanced in several key areas. A compliance page was added to Winthrop’s Athletic Department web site in 2000; a compliance newsletter was created by the compliance director and is distributed via e-mail to all athletic department staff; The Winthrop Athletic Department Policy Manual was updated in 2000; The Winthrop University Student-Athlete Handbook was updated in 2000; the Faculty Advisory Committee adopted an official review of the department’s yearly gender-equity report in 2001.
3. Provide evidence of the institution’s evaluation of its rules-compliance program by an authority outside of the athletics department at least every three years, and a summary of that evaluation.
The Big South Conference office evaluates the athletic program every two years. This Institutional Compliance Review is outlined in Section 9 of the Big South Conference Compliance Manual 2000-01. The specifics of the compliance review are outlined in the NCAA publication “Conference Guide to Institutional Compliance Reviews.” The Big South Conference provides, in the Conference Compliance Manual, a Compliance Review Checklist that asks the institution to demonstrate good institutional control and effective program management in the following areas:
Presidential Authority and Lines of Communication
Campus-Wide commitment to Compliance
Rules Education
Violations Management
Documentation
Student-Athlete Welfare and Equity
Certification Issues
(Big South Conference 2000-01 Compliance Manual)
The Big South Office provides a written evaluation of its findings to the Commissioner, to the institution’s CEO, and to the Athletic Department. The Athletic Department has passed these annual evaluations and was found to be complying with these requirements in each of these evaluations. (Appendix A)
Faculty oversight of the athletics program is provided formally in two ways: through the Faculty Athletic Representative, and through a Faculty Advisory Committee. The Faculty Athletic Representative is appointed by and reports to the President. This representative is responsible for participating in NCAA legislative decision-making and serves as advisor to both the Athletic Department and the President. The Faculty Athletic Representative reviews GPA reports of student athletes each semester; conducts yearly exit interviews with student athletes; and provides oversight of advising, registration and continuing eligibility of student athletes. (Faculty Athletics Representative Handbook, NCAA)
The Faculty Advisory Committee consists of ten faculty members and two student members appointed by the President. It is their purpose to advise the University President and the Athletic Director of all aspects of the intercollegiate program and other personnel matters. (Purpose Statement, Faculty Advisory Committee on Intercollegiate Athletics)
The University was also recently evaluated by the Southern Association of Colleges and Schools during its regular accreditation process. As a part of that accreditation process, the self-study and the visiting team examined the institution’s rules compliance program. The review committee’s findings showed that Winthrop met all the applicable standards. (Winthrop University, Institutional Self-Study, January 2001)
Academic Integrity
4. List all the “corrective actions,” “conditions for certification” or “strategies for improvement” imposed by the NCAA Committee on Athletics Certification in its first-cycle certification decision (if any) as they relate to academic integrity issues. In each case, provide: (a) the original “corrective actions,” “conditions,” or “strategy” imposed; (b) the action(s) taken by the institution and the date(s) of those action(s); and (c) and explanation for any partial or noncompletion of such required actions.
None
5. 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 academic integrity 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.
Evaluation and Plan for improvement
1. Given the responses previously, evaluate whether the activities of the athletics program are in substantial conformity with each of the operating principles set forth in this section. The institution's evaluation should address each of the five specific operating principles separately.
Student-Athletes Integrated in Student Body
Winthrop University student-athletes are fully integrated in the student body and the life of the University.
Admissions and Graduation
Student-athletes and non-athletes are governed by the same admission policies. While the graduation rates of the student-athletes is slightly higher than that of the general student population, it is expected that student athletes will perform as well as all other students and graduate in a consistent fashion.
Academic Authority
The authority for admissions, certification of academic standing and evaluation of academic performance of student-athletes is vested in those same agencies that exercise authority in those matters for all other students.
Academic Support
A broad array of student academic support services and facilities are available at the University. These include, but are not limited to, academic advisors, the Academic Computing Center, Counseling Services, the Instructional Technology Center (ITC), Mathematics Lab, the Athletics Computer Lab and the Writing Center. In addition, student-athletes have access to the assistant athletic director to assist with advising, and are provided study halls and individualized tutoring, as needed. (NCAA Division I Winthrop University Certification Self-Study Report, 1997)
In 1998, Winthrop University formalized its commitment to the NCAA CHAMPS/Life Skills Program by appointing a full-time staff member as coordinator of the program and through participation in the CHAMPS/Life skills Program Orientation. The CHAMPS Program provides a means through which the Winthrop Athletics program targets the needs of student-athletes and utilizes the available academic, career development, and wellness resources on campus.
Scheduling
The athletic department has developed an effective procedure to minimize conflicts between athletic competitions and practices, and academic schedules. (NCAA Division I Winthrop University Certification Self-Study Report, 1997)
Priority registration for student-athletes was implemented during the fall semester of the 1998-1999 academic year.
2. Given the responses previously, evaluate whether the activities of the athletics program are consistent with the mission and purpose of the institution.
The activities of the athletics program are clearly consistent with the mission and purpose of the University. The primary focus of the University is to engage all students, including student-athletes, in high quality academic programs of national caliber, first and foremost. The University's policies and procedures are consonant with this academic priority. In addition, the retention and graduation rates of our student-athletes offer supporting evidence.
3. Where the institution concludes in its evaluation that it does not conform to one or more operating principles or that problems or deficiencies exist, describe the institution's specific plan for improvement, including: (a) the intended end result, (b) the individuals or offices that will be responsible for taking specific actions and (c) the specific timetable for completing the work. Where the institution concludes that these improvements may affect existing programs or activities in other areas, describe how the institution intends to maintain the current level of quality of those programs.
We strongly believe Winthrop University fully conforms to all of the NCAA Operating Principles. (NCAA Division I Winthrop University Certification Self-Study Report, 1997)
6. Attach the official NCAA Graduation Rates report for the three most recent academic years for which the information is available. Identify any trends or areas of concern, which may have surfaced since the preparation of the first-cycle self-study report, and comment on those trends, as appropriate. Further, identify any institutional actions that are anticipated on the basis of the trends or areas of concern identified.
Graduation reports for 1999, 2000 and 2001 are provided in Appendix B.
Winthrop student-athletes continue to graduate at a higher percentage than all students at Winthrop. The 2001 graduation rate of 73% is to be commended and reflects a sincere effort to put academics first within the athletic program at Winthrop.
Fiscal Integrity
7. List all of the “corrective actions,” “conditions for certification” or “strategies for improvement” imposed by the NCAA Committee on Athletics Certification in its first-cycle certification decision (if any) as they relate to fiscal integrity 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.
1. Immediately take steps to ensure that the university’s foundation operates under the clear accounting and financial control of the institution.
The Winthrop University Foundation was established via Federal and State regulations that provide for the Foundation's public charity designation under the 501(C)(3) code of the Internal Revenue Code. As such the Foundation exists for the sole benefit of Winthrop University to raise and/or manage private dollars for the University and its programs and organizations. In that capacity, via the legislation, it must maintain arms length transactions apart from the University. To ensure that the University and the Foundation maintain a cohesive and supportive relationship, the University's Vice President for University Advancement also serves the Foundation as its Executive Director and the University President serves on the Foundation Board as an ex-officio member. In that manner the policies that relate to each organization are complimentary of each other.
The Winthrop Eagle Club is the fund raising arm of the Winthrop athletics program and maintains its funds within the Winthrop Foundation. Since the last certification self study, several changes have been enacted with regard to the Eagle Club. The athletics department has hired Sharen DuBard as the first full time Eagle Club Director. As such she monitors the activities of the Eagle Club to assure that it operates within the guidelines and structure of the university. The athletics director also oversees the specific revenues and expenditures of the Eagle Club to verify compliance with NCAA and university policies. The athletics director approves all Eagle Club expenditures and reviews all fund raising plans and proposals. The athletics department compliance director annually sends out information to the Eagle Club membership reminding them of the regulations regarding fund raising activities.
Another athletics department change since the previous certification is the addition of an athletics business manager, Debbie Newsome. Ms. Newsome also works to ensure the proper handling and recording of funds by the Eagle Club. The Athletics Business Manager works with the state and NCAA auditors to provide the information needed on an annual basis.
Working together, the athletics director, the Eagle Club Director, and the Athletics Business Manager all work to ensure that the Eagle Club (Foundation) operates under the control and authority of the university.
8. 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 fiscal integrity 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.
At the time of the 1997 certification self study and peer review team visit, the committee suggested no “plans for improvement” beyond careful adherence to existing university policies regarding fiscal integrity. The addition of a full time staff member as Athletics Business Manager is a step the university has taken to demonstrate its commitment to complying with NCAA and university policy.
Equity, Welfare and Sportsmanship
9. List all the “corrective actions,” “conditions for certification” or “strategies for improvement” imposed by the NCAA 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.]
The committee on Athletics Certification required that Winthrop “Revise the institution’s gender-equity plan to include greater specificity in the intended end results (e.g., capping men’s teams; increasing women’s squad sizes; addressing results of study of weight room use, training facilities and sports information; increasing the number of softball coaches)”and “Revise the institution’s minority-opportunities plan to include greater specificity in the intended end results (e.g., the journals in which open positions will be advertised, efforts currently being made in this area, the method for identifying and selecting alternates)” no later than March 1, 1999. [Appendix C (1)]
In a NCAA Certification Follow-Up Report dated Feb. 24, 1999, Winthrop presented the following changes. [Appendix C (2)]
Gender. Participation Opportunities. (first paragraph—[delete words in brackets] and add words in bold)
“Consequently, over the next three year period, we will phase in a cap which reduces the size of [some men’s teams] men’s baseball squad to 30, men’s golf squad to 9 and men’s tennis squad to 9; and increase the size of [some women’s teams] women’s softball squad to 20 and women’s basketball squad to 15.”
Minority. Personnel. Add to current paragraph:
Available position announcements will be sent to all predominantly minority colleges in the three state region of North Carolina, South Carolina and Georgia. Vacancy announcements will also be listed with the Black Coaches Association as well as the NCAA News. All candidates are asked to voluntarily complete information regarding gender and race. Current efforts have resulted in the addition of one minority assistant coach since Spring 1998.
Student-Athlete Welfare. Strength and Conditioning. Add to the second paragraph:
The weight room and its equipment will be reviewed with an eye to expanding the current weight room and obtaining additional equipment which may be more suitable for female athletes.
Student-Athlete Welfare. Programs. Add an additional paragraph:
Media guides for female sports teams will be upgraded over the next two years to ensure that they are comparable with those of the men’s teams. Game programs (where applicable) will also be reviewed and adjustments made where necessary to assure greater equity.
In a May 10, 1999, letter James E. Walker, Chair of the NCAA Committee on Athletics Certification, stated “the committee agreed that the action taken by the institution satisfies the requirement established by the committee related to revising the gender-equity and minority-opportunities plans to include greater specificity in the intended end results.” (Appendix D)
10. Provide a status report on the institution’s implementation of its first-cycle plan to address gender equity issues. Specifically include: (a) the original plan; (b) the actions taken by the institution; (c) the date of those actions and (d) explanations for noncompletion or partial completion of any actions included in the original plan.
Plan for Improvement:
This plan addresses issues related to gender opportunities in participation and personnel, minority participation and personnel, and student-athlete welfare with regard to facilities.
In addition to the specific issues addressed below, we recommend that the Faculty Athletics Committee review annually both the gender equity plan and the practices related to gender equity and make recommendations to the Director of Athletics and to the President. (NCAA Division I Winthrop University Certification Self-Study Report, 1997)
In 2001, the Faculty Advisory Committee on Intercollegiate Athletics voted to formally review the gender equity report each year and to make recommendations to the Director of Athletics and to the President. This will occur in addition to the yearly report, from the athletic director to the committee, on gender equity that has been the practice for the last six years.
Gender
Participation Opportunities
As Winthrop Athletics continues its commitment to operate within the spirit of Title IX, we recognize the need to increase the participation of women in athletics. Consequently, over the next three year period, we will phase in a cap which reduces the size of the men’s baseball squad to 30, men’s golf squad to 9 and men’s tennis squad to 9; and increase the size of the women’s softball squad to 20 and women’s basket ball squad to 15. During this same three year period, we will review the possibility of adding an additional women’s sport. (NCAA Division I Winthrop University Certification Self-Study Report, 1997)
Squad limits have been set for men’s golf and men’s tennis at nine (9) each. The squad limit for baseball has been set for 30. These limits continue to be a reflection of Winthrop’s efforts to operate within the spirit of Title IX. The Athletic Director does recognize, in his own goals statement, that “it is often difficult to predict and hold a team to an exact number.” Winthrop Athletics has most clearly demonstrated an effort to maintain women’s softball at 20 and women’s basketball at 15. Currently these teams are on target, but since the 1997 self-study, these numbers have, in some years, been difficult to predict and maintain. There is no evidence that every effort was not made to meet these target limits.
Enrollment Management at Winthrop plans to increase its efforts to recruit male students. A larger male enrollment will assist in equalizing the ratio of male/female athletes to the male/female make-up of the student body. (NCAA Division I Winthrop University Certification Self-Study Report, 1997)
Enrollment Management at Winthrop continues its efforts to recruit male students but struggles in an environment where the applicant pool mirrors the gender ratios of the current student body population. A commitment to recruit male applicants will continue at Winthrop.
Personnel
Within the next two years, we plan to separate the current joint Volleyball and Softball position into two separate head coaching positions. This will increase the number of full-time head coaches for women’s sports. (NCAA Division I Winthrop University Certification Self-Study Report, 1997)
The joint Volleyball and Softball position was replaced with two separate head coaching positions in 1997. In 2002 a head coach was hired for Winthrop’s new Women’s Soccer Program. In total, since 1997, Winthrop has added five full time coaching positions within its women’s sports programs. One full time position for a female athletic trainer was added.
We will explore the possibility of a male and female coach (female head and male assistant or vise versa) for sports with both genders on a team, such as golf and tennis. (NCAA Division I Winthrop University Certification Self-Study Report, 1997)
In 1997 a female assistant coach was added in Tennis; in 2000 a female assistant coach was added in Track; in 2001 a female assistant coach was added in golf.
As other vacancies occur, we will continue to actively seek female applicants. (NCAA Division I Winthrop University Certification Self-Study Report, 1997)
Since 1997 sixteen female applicants have been hired to fill vacancies in the athletic department.
Programs
Media guides for female sports teams will be upgraded over the next two years to ensure that they are comparable with those of the men’s teams. Game programs (where applicable) will also be reviewed and adjustments made where necessary to assure greater equity. (NCAA Division I Winthrop University Certification Self-Study Report, 1997)
All nine athletic media guides were upgraded to 4-color covers in 1997-98. The format for the women’s volleyball guide was upgraded from a foldout style brochure to a 16-page booklet. The men’s and women’s track and cross country brochures were combined into one 16-page booklet, and the men’s and women’s golf guide was upgraded from a foldout brochure to a 12 page booklet. In 1998-99, the men’s and women’s tennis media guide was upgraded from a foldout brochure to a booklet. Currently all Winthrop teams are represented in a booklet style media guide. Improvements have been made to media guides for women’s teams, and they are currently comparable to those of the men’s teams.
Other Facilities
Plans are currently underway to upgrade existing softball and baseball fields. (NCAA Division I Winthrop University Certification Self-Study Report, 1997)
New softball and baseball facilities have been built at Winthrop University. Plans for further enhancement of the softball complex, to include an on-site locker room, are currently being pursued.
We are investigating the possibility of a permanent facility for study-hall. (NCAA Division I Winthrop University Certification Self-Study Report, 1997)
Study hall has been located within the Withers building for the past two academic years. This location provides ample study space as well as access to a computer lab during the evening hours. During the 1999-2000 academic year, the athletic department formalized a study hall plan that required a centralized study hall to meet Sunday through Wednesday of each week for two hours in the evening. Those student-athletes required to attend study hall include all first semester freshmen and any student athlete whose GPA falls below a 2.20 either cumulatively or in any single semester. These students are required by the athletic department to attend a minimum of six hours of study hall each week.
11. List all plans for improvement or recommendations developed by the institution since the first-cycle certification decision was rendered by the committee on Athletics Certification, as they relate to gender equity issues. In each case, provide: (a) the plan for improvement; (b) the action(s) and the date(s) of such actions; and (c) an explanation for any partial or noncompletion of such action. Provide any additional information, which demonstrates that the institution is committed to, and has progressed towards, fair and equitable treatment of male and female student-athletes and athletics department personnel.
Goal: Increase participation opportunities for females with the addition of Women’s Soccer as Winthrop’s 17th sport.
Action: Hire coaching staff, establish scholarship and recruiting budget.
Timeline: 2002
Result: A head coach was hired in Jan. 2002. Women’s Soccer will be budgeted in the 02-03 fiscal year.
Goal: Continue improvements at Winthrop’s new softball complex with the addition of an on-site locker room.
Action: Develop construction plans and identify funding sources.
Timeline: 2002 through 2004.
Result: Initial meetings with architects are scheduled for Spring 2002.
Goal: Monitor the experiences and needs of female student-athletes.
Action: Continue to use exit interviews to identify areas of concern.
Timeline: Ongoing
Result: Exit interviews have allowed the department to remain informed about areas of concern.
Goal: Increase benefits, services and resources for female athletes.
Action: Develop marketing plan for female sports.
Timeline: Ongoing
Result: Marketing and promotions for female sports have been increased. Game administration staffing for softball and women’s volleyball have been significantly increased. Overall marketing, promotions and game staffing for spectator sports are on par with the men’s sports.
Goal: Further upgrade media guides for selected women’s sports.
Action: Identify women’s sports for expanded media guides.
Timeline: 2003 – 2005
Result: The women’s volleyball media guide will be expanded to 8-1/2” x 11” size for the 2003 season.
Goal: Increase salaries for the coaches of female sports.
Action: Identify female sports coaches who may need salary adjustments when compared to comparable coaches in men’s sports.
Timeline: Ongoing
Result: The women’s volleyball head coach salary has been increased, and a courtesy car is now provided to this head coach.
12. Provide a status report on the institution’s implementation of its first-cycle plan to address minority issues. Specifically include: (a) the original plan; (b) the actions taken by the institution; (c) the date of those actions and (d) explanations for noncompletion or partial completion of any actions included in the original plan.
Minority
Participation
We will continue our active recruitment of qualified minority athletes. (NCAA Division I Winthrop University Certification Self-Study Report, 1997)
Winthrop coaches are committed to recruiting the most qualified student-athletes and have worked to actively seek minority athletes. Minority student-athletes describe a positive athletic experience in their exit interviews. Coaches will continue to actively recruit minority athletes.
Personnel
As vacancies occur, we will actively recruit qualified minority applicants. Available position announcements will be sent to all predominantly minority colleges in the three state region of North Carolina, south Carolina and Georgia. Vacancy announcements will also be listed with the Black Coaches Association as well as the NCAA News. All candidates are asked to voluntarily complete information regarding gender and race. Current efforts have resulted in the addition of one minority assistant coach since Spring 1998. (NCAA Division I Winthrop University Certification Self-Study Report, 1997)
Since the 1997 certification visit, Winthrop Athletics has hired 15 female applicants. Five new black applicants and one Hispanic applicant have joined the athletic department staff. This effort shows a strong commitment to recruiting qualified minority applicants.
The addition of a black Assistant Men’s Basketball coach, a black Assistant Track coach and a black Athletic Trainer have provided the minority student-athlete with additional support in those areas.
13. List all plans for improvement or recommendations developed by the institution since the first-cycle certification decision was rendered by the Committee on Athletics Certification, as they relate to minority issues. In each case, provide: (a) the plan for improvement; (b) the action(s) and the date(s) of such actions; and (c) an explanation for any partial or noncompletion of such action. Provide any additional information, which demonstrates that the institution is committed to, and has progressed towards, fair and equitable treatment of minority student-athletes and athletics department personnel.
Winthrop University
Minority Equity Plan of Action
Goal: To increase minority staff and coaches.
Action: the AD will continue to advertise position openings in journals more widely read by minority applicants.
Timetable: Ongoing
Result: This continues to be one method that has been successful in increasing the number of minority staff and coaches. Those minority applicants hired between 1997 and 2002 provide additional support for the minority student-athlete at Winthrop.
Goal : To increase minority representation on the Student-Athlete Board.
Action: Student athletes are chosen to ensure representation of minority student-athletes on the Student Athlete Board.
Timetable: 1998 – Ongoing
Result: Student representation on the board more clearly reflects all student-athletes. In the most recent years, minority student-athletes have represented the university as well as the Big South Conference at the NCAA National student Leadership Conference.
Goal: To promote a supportive and positive environment for minority athletes.
Action: To develop programs that address minority issues.
Timetable: Ongoing
Result: The CHAMPS life/skills program works to make available support services and to develop programs that address minority issues. This will continue as a mandate to the CHAMPS life/skills program director.
14. 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.
Student-Athlete Welfare
Strength and Conditioning
During the next three years, we will investigate the feasibility of hiring a Female Trainer to assist with our female athletes. There are a number of issues specific to the female athlete that a female trainer would be more qualified to address, both as a trainer and as a counselor. This situation would be the ideal since the gender of our graduate students who assist in training is neither static nor predictable. (NCAA Division I Winthrop University Certification Self-Study Report, 1997)
In 1999, Winthrop hired Tonya Holley, a black female, as Assistant Athletic Trainer. The addition of Tonya to the training staff ensures that the female student-athlete at Winthrop has a certified trainer available to help with gender specific issues.
We intend to study the first-request status for weight room use. The scheduling program in the weight room should accommodate all sports, in-season and off-season. The weight room and its equipment will be reviewed with an eye to expanding the current weight room and obtaining additional equipment that may be more suitable for female athletes. (NCAA Division I Winthrop University Certification Self-Study Report, 1997)
In 1999-2000 new weight room equipment was purchased and installed based on the results of a needs survey of coaches of women’s sports and female student athletes. The weight room was actually expanded to two rooms from one room. The original weight room was repainted and a large window was installed between the weight room and the training room. One weight room is primarily “free weights” and one is equipped mainly with machine weights. This improved the scheduling program for the weight room to better accommodate all sports.
15. Attach the following for the three most recent years for which the information is available. Identify any trends or areas of concern, which may have surfaced since the preparation of the self-study report, and comment on those trends, as appropriate. Further, identity any institutional actions that have already been taken, or are anticipated, on the basis of any trends or areas of concern identified:
a. Equity in Athletics Disclosure Act survey form and worksheets. (Appendix E)
b. Racial or ethnic composition of student-athletes and selected institutional personnel. (Note: This item should include completion of Parts A, B and C of Equity, Welfare and Sportsmanship Attachment #1 of the current year’s Self-Study Instrument.) (Appendix F)
The Committee used the occasion of this self-study to evaluate the athletic program at Winthrop. While campus wide committees compiled much of the information necessary for the review process for the institution’s 1997 NCAA Certification Self Study, this Interim Report evaluation provided the opportunity for a revisiting of the material contained in that report. The committee found it necessary to review updated materials, including the most recent Winthrop Athletic Departmental Policy Manual, Winthrop’s revised policies for Initial Eligibility Certification Process, Continuing Eligibility Certification Procedures, Departmental Recruiting Procedures, Athletic Grant-in-Aid Compliance Procedures, Department of Athletics Financial Aid Policy Statement, Department of Athletics Policy on Student-Athlete Financial Aid Appeals, and NCAA Academic Eligibility Rules. Changes to these materials reflected changes in personnel, in most cases, and NCAA legislative changes in some. In no area did the committee find that the athletics program is operating outside of the University’s mission or the NCAA’s Operating Principle
