UNIVERSITY O f NORTH DAKOTA

Division

Co-Chairs:Dr. Robert Boyd -Vice President for Student & Outreach Services

Tom Buning -Director of Athletics

Dyana Beaton -President, Sioux BoostersRich Becker -Alum / Community Leader

Matt Bonzer -Student Government Representative

Alice Brekke -Budget Director

Steve Brekke -Director of Development, Athletics

Jerry Bugliosi -Alum, Sioux Booster BoardJordan Buhr -Student Body Vice President 2007-2008

Deanna Carlson Zink -Chief Development Officer, UND Alumni Association & FoundationNikki Dahlstrom -Student-Athlete

Ray Diez -Faculty -Associate Professor, Department of Technology

Jay Fisher -Student Body President 2007 -2008Bob Gallager -Vice President for Finance & Operations

Hal Gershman -Alum / Community Leader

Chris Gulsvig -Student-AthletePhil Harmeson -Faculty Athletic Representative

Nate Hilliard -Student Body Vice President 2006-2007

Jody Hodgson -General Manager, Ralph Engelstad ArenaSue Jeno -Faculty -Assistant Professor, Physical Therapy, School of Medicine & Health

SciencesBrandon Koeser- Student Government RepresentativeDon Kojich -Executive Associate Vice President, University Relations

Dale Lennon -Head Football CoachErwin Martens -Alum / UND Alumni Association & Foundation Board Member / Hockey

LetterwinnerNate Martindale -Student Body President 2006-2007

Dan Martinsen -Alum / Football Letterwinner

Tim O'Keefe -Executive Vice President, UND Alumni Association & Foundation

Betty Ralston -Associate Athletic Director / Senior Woman Administrator

Sandy Rios -Administrative Support

George Schubert -Retired Faculty, Former Faculty Athletic RepresentativeLowell Schweigert -Alum / Football and Baseball Letterwinner

Bruce Smith -Dean, John D. Odegard School of Aerospace Sciences

Jeff Stamp -Faculty -Assistant Professor, Marketing / Chair, Entrepreneurship Programs

Ken Vein -Letterwinners Association

Greg Weisenstein -Vice President for Academic Affairs & Provost

UNIVERSITY O F NORTH DAKOTA

Report byDIVISION I COMMISSION

May 2007

Table of Contents

Introduction 4

6II President's Charge.

III 7Vision Statement. ,

IV. Sources 9

10v. Recommendations. ..

13VI Financial Resources,

Timeline 14

Attachments

1A.18.1C.10.1E.

Summary of Costs -Based on Carr Action Plan

Pro Forma -Financial Projections through FY 2012-2013

Pro Forma -Sports Operations through FY 2012-2013

Pro Forma -Coaching Staff Salaries Benefits through FY 2012-2013

Pro Forma -Administrative Staff Salary Benefits Projections FY 2012-2013

IX. Appendices -The materials listed below are available at the Office of the President,Room 300, Twamley Hall.

A.B.C.

UNO NCAA Classification Task Force ReportCarr Sports Associates, Inc. ReportCarr Sports Associates, Inc. Supplementary Report

3

INTRODUCTION

In August of 2006 President Kupchella appointed a commission charged with assisting him intransitioning all sports at UND into Division I. The Commission was charged with carrying outfour major assignments -preparation of a business plan for the first five years of thetransition; preparation of materials that would be used to inform the various constituenciesabout the transition and in turn, conduct forums to educate persons about the move toDivision I; development of a fund-raising plan; and review the organization of the currentathletic program, including potential conference affiliation, and make recommendations where

necessary.

Each of these assignments has been taken seriously. With the exception of the developmentof a specific and comprehensive fund-raising plan, the assignments are completed or in thecase of the "educational" component, ongoing. The fund-raising plan is in the process ofbeing developed and will be finalized after the President has considered therecommendations made in this report.

Although the Commission did function as a whole and met several times since beingappointed, it chose to divide itself into four work groups -each assigned to one part of thecharge to the Commission. The chairs of these work groups, the co-chairs of theCommission, and two community representatives -Hal Gershman and Ken Vein -

constituted a working group that met every two weeks and was authorized by theCommission to act in its stead until significant decisions were necessary.

In addition to the sources listed later in this report, the work of the Commission was guided bythe Vision Statement (page 6) and the conviction that it was important to have a wide varietyof constituencies involved in the writing of this report in order to have broad ownership fromamong those who are significantly impacted by the move to Division I. Furthermore, theCommission understood that part of "owning" this report included a financial commitment,equally shared by the major revenue sources. As a consequence, the recommendationsrelated to finances are based on a funding commitment from three general groups -

institution, corporate/alumni/friends, and students.

It should be noted that the plan this report provides is an integrated one -significantlychanging any portion will have potential ramifications to other parts and may result inunintended consequences. This is particularly true with regard to the financial section. Theintegrated nature of it prevents the opportunity to go line by line looking for cost-cuttingopportunities. The unintended consequences associated with a reduction in one area mayimpact another.

One of our major sources of information in the preparation of this report was provided by CarrSports Associates, Inc. (CSA). The Commission requested the consultants to respond to aspecific set of expectations, all related to the transition to Division I. The decision to employ aconsultant was based on the need to have the assumptions and observations made in theUND NCAA Classification Task Force Report validated by an outside source; and aconviction that some levels of needed expertise did not exist in the local setting. CSA fulfilled

those expectations. The Carr report is provided along with this document. Although thereport was carefully considered and used as a reference, its findings were not formallyadopted by the Commission.

This report in draft form was presented to the Commission on May 2, 2007.Recommendations for changes were discussed and included when supported by at least amajority of the group. Those changes are reflected in this final report. Should you havequestions about the report, they may be directed to the chairs of the Commission -TomBuning and Robert Boyd -or appropriate members of the Commission.

5

O F NORTH DAKOTAUNIVERSITY

The Charge of the Commission should be to accomplish the following tasks:

Develop a business plan that covers an initial five-year period.Timeline: To be completed by October 31, 2006

1

2. Prepare a position paper on the rationale for moving to the Division I level in all sports.Also plan and execute a series of open forums on campus and in the greater community,e.g., to Rotary and other service clubs and external organizations.Timeline: The position paper should be ready October 15, 2006, with the forumscompleted by December 15, 2006

3. Develop a fundraising plan designed to achieve a consistent, additional, and ultimaterevenue stream of approximately $2 million annually and address the issue of student

fees.Timeline: Plan completed by March 1, 2007.

4. Review and consider the evolution of athletic program organization and staffing. Potentialconference affiliations should also be addressed.Timeline: September 30, 2006

8/29/06

6

UND Division Commission

UNIVERSITY O F NORTH DAKOTA

Athletics Mission

To contribute to the achievement of the University of North Dakota mission by providingstudent-athletes the opportunity to compete at their highest level of ability on an arrayofcompetitive intercollegiate athletic teams that emphasize "winning championships", academicsuccess and graduation, personal development and growth in character, ethical conduct and

sportsmanship.

"Vision One"

UND Athletics move to Division I

Move UND Athletics securely to NCAA Division I, Football Championship Subdivision as a 20sport, Title IX compliant program that equally celebrates the student-athlete for academicexcellence as well as winning programs with competitive funding, and first-class practice andcompetition facilities.

SuDDortinq Backqround: The University's move to Division I includes keeping all 20 sportsand adheres in both letter and spirit to its existing Athletics and University missions. Amandate from the President's Division I Commission to "do it right" is a primary guidingprinciple during this transition period.

UNO Athletics is a co-curricular activity on campus and an integral part of the highereducation experience. It has a very significant positive economic impact on the communityand takes great pride in entertaining fans of all ages. This storied athletic program whichdates back to the 1890's, includes charter membership in the North Central Conference anda great tradition of success both in academics and athletics.

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Division II Director's Cup: UND ranks third in all-time total point scoring.

Men's hockey: Seven national titles and four appearances in the NCAAChampionship's "Frozen Four" in the last seven years.2005-2006 NCC Commissioners Cup winner; 14 of 20 teams participating inNCAA post season play.

Academics: Student-athletes record higher GPAs and graduate at a rate higherthan the student body average. Fal12006 marked the 1Th time in 18consecutive semesters that the student-athletes combined for a GPA higherthan a 3.0.

7

These traditions must be upheld and reflected in all goals set to drive a successful transitionto Division I. As a Division I program, UND athletics will build on its rich sports history.

Success will be measured by our ability to field athletic teams that:

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Make-up the premiere intercollegiate athletic program in North Dakota.

Expect to win every time they enter a competition.

Enjoy winning seasons.

Vie to be conference champions every year.Win the Conference Commissioner's All Sport Trophy.

Regularly participate or have participants in NCAA post season play.Play & practice in facilities that are considered one of the best in the conference.

And where our athletic program:

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Is known as a regional power that vies for a National Championship each year in bothmen's and women's sports.Scores in the top half of all Division I schools in the national all-sport Director's Cup

standings.Employs and retains coaches who are winners and positive role models.

Enjoys student-athlete graduation rates higher than the student body.

Enjoys student-athlete GPA's that are higher than the student body.

Expects to have AII-Americans in several Men's & Women's sports.Expects to have Academic AII-Americans in several Men's & Women's sports.

And where the Athletics Department budget:

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Supports a continued broad based program.Allows .91! sports to operate at a high standard as benchmarked against theirconference and aspirational peers.Strives to offer the maximum number of total allowable Division I scholarships.

Supports continued advances in Title IX (gender equity) progress.Is not dependent for its financial survival on its record of wins and losses.

Enjoys core funding from the University and student fees that is in equitable balancewith external sources.

Revised 218107

8

SOURCES USED

In the preparation of this report, the Commission relied on information gathered from a varietyof sources. The most significant were the following: the UND NCM Classification TaskForce Report; the report of Carr Sports Associates, Inc; the forums conducted during thework of the Commission; the expertise available on campus; the Equity in AthleticsDisclosure Act Reports (EADA); the NCM Division I Manual; discussion with, and data from,other Division I institutions; and preliminary discussions with Conventions, Sports & Leisure,International (CSL), a "market" consulting firm.

The reports of the Task Force and Carr Sports Associates are provided along with this report.

9

RECOMMENDATIONS

1 Proceed with transition -The Commission strongly endorses the decision to have theUniversity of North Dakota proceed with its plans to enter into the NCM Exploratory yearand move all its sports to Division I. This decision is consistent with statements made inthe UND Strategic Plan that affirms UND's strong competitive history, and continues itscommitment to a co-curricular approach to academic achievement. The Commissionhighly recommends that the transition process begin no later than June l' 2007.

2. Academic Integrity -Through the transition process and as UND moves forward inDivision I athletics, the university's academic mission and the integrity of its academicprograms must not be compromised. Faculty must continue to be informed about thetransition process and encouraged to participate in discussions on issues that directlyaffect academics.

3. Students -As a key shareholder in the move to Division I, students must continue to beinformed during the transition process. This must be a coordinated effort among theleadership in student government, the athletic department, and university administration.

4. Athletic Director as leader- The Athletic Director should lead the transition process andbe held accountable for overall implementation of the transition plan. This assignmentinvolves the development, implementation and monitoring of appropriate policies andprocedures for the Athletic Department. This includes the selection, education/training,and assignment of department staff, and the recruitment of student athletes. The AthleticDirector also must be expected to playa major role in the generation of external support(development) for the transition to Division I.

5. Transition team -A transition leadership team should be appointed by the President andchaired by the Athletic Director. The team would be charged with benchmarking theprogress being made on the five-year transition process and identifying needed correctiveaction and/or adjustments to the plan resulting in recommendations to the Athletic Directorfor his action. The Commission strongly recommends that the team consist of competent,active, and committed individuals who are well acquainted with the relevant data andinformation, and representative of university constituencies. Consideration should begiven to taking advantage of the expertise and experience found on the IntercollegiateAthletic Committee (IAC). The committee has a University Senate responsibility related toUND's athletic programs that necessitates it playing an active or consulting role in thetransition process.

6. Athletic Department Strategic Plan -The Athletic Department must develop/revise astrategic plan that reflects the transition to Division I. As part of this process, a sport-by-sport plan must be developed that clarifies expectations and priorities and reflects thereality that not all sports will offer the maximum scholarships/grants-in-aid and contests,nor receive the maximum funding.

10

7. Exploratory year -Because UND has publicly declared its intentions to advance toDivision I and begin the "Exploratory Year" of the NCAA transition process, therecommended transition team should give specific attention to addressing the itemsoutlined in the Carr report on pages 21-22.

8 Funding- Funding for the operation of the Athletic Department and programs has beenrecommended in this report (Attachments 1A-1 E). These amounts have beenbenchmarked to each specific sport's operating budgets, using Equity in AthleticsDisclosure Act (EADA) data across a comprehensive list of higher education institutions.Any adjustments in these amounts should be strategically addressed while preserving

equity.

As the transition plan is implemented, close monitoring of the revenue generated must bedone. Potential deficits or excess funding should be addressed by the President,appropriate members of his cabinet, and the Athletic Director. It is understood thatongoing refinement in the plan will need to occur throughout the transition process. As aconsequence, the prioritization of needs will be critical in using the available funding.

9. Staffing Considerations -Although the Organization Committee of the Division ICommission recommended that the basic organization of UND's Athletic Department bemaintained and that several new or revised positions be added, it is the recommendationof the Commission that with the assistance of the Office of Human Resources, the AthleticDirector should be asked to lead a position audit within the Athletic Department. Theaudit should be performed for each existing administrative position in order to validatecurrent responsibilities, authorities, and capacity in the context of Division I best practices.This process should result in position descriptions that include revised responsibilitieswhere needed for each position. Once the audit is complete, any new administrativepositions and the financial resources to support those positions should be reflective of thecompleted position descriptions, a final recommended organizational structure, and adocumented need for the position. In addition, the roles and responsibilities of thecoaches will need clarification and/or redefining where necessary. All Athletic Departmentpersonnel and others who provide support services to the department will need to beprovided with the necessary education/training to prepare them to transition to Division Iand function in the Division I environment.

10. External funding -Although the external fund raising efforts have been delayed whilewaiting for this report, it is very important that such efforts be implemented as soon aspossible (July 1,2007) and a team charged with ensuring its success. The marketassessment currently underway by CSL must be completed and its results considered bythose responsible for revenue generation.

11. Conference membership -An active pursuit should be continued to obtain membershipin an appropriate conference(s), seeking an invitation at the earliest possible date.

12. Compliance -The Campus Compliance Committee (CCC) should be charged withensuring all compliance expectations are met. This committee, with help from the IAC,should also focus on preparation for the NCAA Certification process. A gender equity

11

review needs to be conducted by an outside group in the fall of 2007 with a report to theathletic department by February 2008. The CCC, IAC, and the Title IX Officer wouldmonitor equity concerns from this report.

13. Goals and strategies -The list of goals and strategies outlined in the Carr Report (pages38-52 and the attachment on page A3-6) must be reviewed, assessed, and carefullymonitored by the Transition Team.

14. Contracts/Agreements -The University of North Dakota has enjoyed an array of terrificfacilities for its athletic programs. Three of the most outstanding are the Ralph EngelstadArena (REA), the Betty Engelstad Sioux Center, and the Alerus Center. Mutuallybeneficial contracts/agreements need to be completed with the REA and the AlerusCenter. (Please note page 43 of the Carr Report.) Any future agreement with the REAshould address the existing debt on the Betty Engelstad Sioux Center and its impact onthe revenue return to the Athletic Department.

15. Community Advisory Group -A community group of approximately nine personsshould be appointed by the President to serve in an advisory capacity to the AthleticDirector and act as a liaison with the City of Grand Forks, the Alerus Commission, andother public entities. The majority of the group should be members from the community ofGrand Forks but at least two members should be appointed from the University, one ofwhom should be the Vice President for Finance and Operations. The advisory group willhelp UND and the Athletic Department with issues regarding the use of facilities forathletic purposes as well as other dimensions of the transition process.

16. Marketing -There is a critical need to initiate an ongoing branding and education effort tohelp all constituencies support the transition and be enthusiastic about it. Theresponsibility of marketing the move to Division I should primarily fall within the scope ofthe Athletic Department. These responsibilities should be part of an individual's full-timejob and an annual budget must be allocated for this purpose. This initiative should bedone in consultation with the Office of University Relations.

12

FINANCIAL RESOURCES

A set of documents providing specific financial information and serving as recommendationsfrom the Commission are attached (Attachments 1A & 1 E). Although these documents alsoappear in the Carr report, they have been developed in cooperation with UNO personnel andhave the support of the Commission.

The Commission's Vision One statement addresses the intense desire to adequately fund anathletic program that can field teams who are competitive at the Division I level. In reviewingthe Carr report's business plan, by all appearances it seems that proper bench marking wasconducted against peer institutions and fully considers the distinct cultural and geographicaluniqueness of UND. With the assurance of the business and organizational subcommitteesthe report of the Commission includes no gold plating of operational expenses, additionalpersonnel, and salaries. As mentioned before, it also suggests that there will need to be tierfunding among the 20 teams, at least initially, during the first 6 years. Not all teams will be atthe maximum scholarship levels. This, however, is consistent with the University's goal to becompetitive as soon as possible with our programs that have better opportunities to bringadditional attention to the University on a broader regional and national level. For the non-revenue generating sports, there is positive growth in both scholarship and operationalfunding to ensure that the transition represents a positive experience for their teams and theirstudent-athletes.

The funding model presents a reasonable and predictable increase in expenses and istargeted to enable the achievement of the Vision Statement, page 6. The role of theUniversity and the students, each contributing approximately one-third of the additionalfunding, addresses three very critical concerns -risk, equity, and institutional control. Thebaseline funding increase from the University and student fees reduces the risk associatedwith funding scholarships and the cost to schedule competitions. These costs representapproximately two thirds of the increase in expenses. Both scheduling and scholarshipawards are covered by contractual commitments that must be made well in advance of afiscal year. This funding increase from institutional sources also moves the overallpercentage of the entire athletics budget closer to alignment with our peer institutions andnational averages. This minimizing of the risk in transitioning to Division I is a matter onwhich the Commission concurs with the Carr report. Increased institutional funding alsomakes a statement to the University and its support community that its athletic program is co-curricular and therefore the University will remain in the lead of guiding its operation. Thisstands in contrast to other athletic programs that answer more increasingly to a demandingdonor base -corporate, alumni, and friends -that provides a majority of its funding.

The funding model also identifies an estimated one-third of the revenue to come fromexternal sources. These funds represent a variable component of revenue with potential toexceed the targets reflected in the pro forma. Success in generating external funding willdrive the expected level of competitive success for each sport. Increased resources willenable bringing all of the teams to a higher competitive level. This represents a significantmarketing opportunity to the alumni community, UNO friends, corporations, and businessesto be part of funding competitive excellence.

3

TIMELINE

To officially initiate the transition process, the Athletic Department must complete the NCAAformal application and submit it to the President for his signature no later than May 18, 2007.The signed application and the appropriate fee must be sent to the NCAA postmarked byMay 25, 2007.

The implementation stage of the recommendations must begin immediately in order to stayfaithful to the timelines indicated. It is highly recommended that approval of the Commission'splan or one that is revised by the President be initiated no later than June 1,2007.

A list of specific goals and strategies is found on pages 38-52 of the Carr Report. It includes atimeline for completion and the personnel responsible. On page A3-6 of the same report, is atimeline for the reclassification process. It will be important for the Transition Team to carefullyreview both of the aforementioned as one of its initial tasks.

14

Attachment 1 A

University of North Dakota

Athletics Transition to Division I

Summary of Costs -Based on Carr Action Plan

2006-07 Cost Inflation Over Division I

Expenditure Increases (in Six Year Projected 2012-

Budget 2007 dollars) Period 13

$ 1,732,789 $ 1,305,693 $ 1,435,484 $ 4,473,966

$ 3,128,026 $ 937,663 $ 1,288,833 $ 5,354,522

$ 1,452,000 $ 1,303,000 $ 797,660 $ 3,552,660

$ 79,700 $ 280,300 $ $ 360,000

ScholarshipsSalaries and Fringes

Sports OperationsGuaranteesAdmi ni stration!T rai ni ng/Strength/Game

Management $ 3,080,971 $ 171,201 $ 1,058,414 $ 4,310,586

$ 9,473,486 $ 3,997,857 $ 4,580,391 $ 18,051,734Total

. Cost increases for scholarships reflects the change from 132.2 actual full-time equivalents(FTE) for FYO7 to 213.5 FTE target for FY2013 as well as the addition of aid for summerschool and 5th year aid.

Cost increases for salaries include recommended coaching and administrative positions tobe added as well as salary pools intended for use in paying performance compensationand market salary adjustments.

Sports operations cost increases include increased team travel costs as well asrecruitment costs. Uniforms, supplies and equipment are also included.

.

Comparison of NCAA Classification Task Force Report to Carr Action Plan:1. Much of the financial analysis in the Task Force Report was based on Division I averages. The

pro forma in the Carr Action Plan takes into consideration more refined assumptions with theassociated costs as well as the impact of inflation.

2. The Vision Statement adopted by the Commission articulates the desire to build on and continue". ..a great tradition of success both in academics and athletics." Thus, the Carr Action Plan is nota minimum cost scenario but rather a scenario developed based on an objective look at what it willtake to move towards the stated vision given the realities of Division I.

3. The number of full-time equivalent scholarships in the Carr Action Plan moves to 189 for FYO9and 213.5 for FY13. Both target numbers are higher than the 171 minimum that was listed in theTask Force Report.

4. The possible need for additional staffing was identified in the Task Force report. The costassociated with these staffing changes was not quantified by the Task Force pending morecomplete information. The Carr Plan contains specific recommendations regarding staffing levelsand the pro forma reflects the associated costs.

5. Increased sports operating costs were discussed in the Task Force Report. Again, furtherinformation was needed to estimate the amounts. The pro forma in the Carr Plan now includesthese estimates.

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Attachment1C

UND Athletics

Pro Forma

Sports Operations through FY 2012-2013

5/7/07

$61,800 $130,000 $137.917 :, ...,--

$90.000 $92,700 $235,000 $249,312 $261,778 $274.866 $288,610 $303.040

$90.000 $92.700 $225,000 $238,703 $250,638 $263.170 $276,329 $290.145

$248.000 $255.440 $490.000 $519,841 $545,833 $573.125 $601.781 $631.870

$25.000 $25.750 $50.000 $53,045 $55,697 $58,482 $61.406 $64,477

$15.000 $15.450 $50.000 $53,045 $55.697 $58,482 $61.406 $64,477

$310,000 $319.300 $440.000 $466,796 $490.136 $514,643 $540.375 $567,393

$225,000 $231.750 $315.000 $334,184 $350.893 $368,438 $386.860 $406,203

$50,000 $51.500 $100.000 $106.090 $111.395 $116,964 $122.812 $128.953

$58,000 $59.740 $100.000 $106.090 $111.395 $116,964 $122,812 $128.953

$89,000 $91.670 $170.000 $180.353 $189.371 $198,839 $208,781 $219.220

$11,000 $11.330 $50,000 $53.045 $55,697 $58,482 $61,406 $64.477

$63,000 $64,890 $145,000 $153.831 $161,523 $169,599 $178,079 $186.983

$63,000 $64,890 $145,000 $153.831 $161,523 $169.599 $178.079 $186.983

$55,000 $56,650 $110,000 $116.699 $122,534 $128.661 $135.094 $141.848

$1,452,000 $1,495,560 $2,755,000 $2.922.782 $3,068,921 $3.222.367 $3,383.486 $3.552,660

Basketball Operations -Men

Basketball Operations -Women

Football

Golf Operations -Men

Golf Operations -Women

Hockey Operations -Men

Hockey Operations -Women

Soccer Operations -Women

Softball Operations

Swimming Operations -(M&W)Tennis Operations -Women

Track & Field Operations -Men

Track & Field Operations -Women

Volleyball OperationsTotal Sports Operations

.FY 2008-09 assumes a "Bare Base Target" for Division I; subsequent years are adjusted for 5% inflation

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