Governance and Commitment to Rules Compliance
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- List of Sources for Narrative
- Athletics Board or Committee
- Faculty Athletics Representative
- Plan of Action Required
- 8. Please provide the composition of the athletics board or committee (including titles and positions).
- Information to be available to the peer-review team, if requested: 1. Minutes of athletics board or committee meetings.
- 4. Published policies of the institution’s governing board. (Please flag those that relate to the athletics program or athletics interests.)
Governance and Commitment to Rules ComplianceOperating Principle: 1.2 Institutional Control, Presidential Authority and Shared Responsibilities. The Association’s principle of institutional control vests in the institution the responsibility for the conduct of its athletics program, including the actions of its staff members and representatives of its athletics interests. In fulfilling this principle, the institution shall demonstrate that: a. The institution’s governing board provides oversight and broad policy formulation for intercollegiate athletics in a manner consistent with other units of the institution. b. The chief executive officer is assigned ultimate responsibility and authority for the operation and personnel of the athletics program. c. Appropriate campus constituencies have the opportunity, under the purview of the chief executive officer, to provide input into the formulation of policies relating to the conduct of the athletics program and to review periodically the implementation of such policies. Self-Study Items 1. List all “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 Operating Principle 1.2 (Institutional Control, Presidential Authority and Shared Responsibilities). In each case, provide: (a) the original “corrective action,” “condition” or “strategy” imposed; (b) the action(s) taken by the institution; (c) the dates(s) of the action(s); and (d) an explanation for any partial or noncompletion of such required actions. Please 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. No corrective actions required. 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 for Operating Principle 1.2 (Institutional Control, Presidential Authority and Shared Responsibilities). 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 (3) explanations for partial completion. Please note, the institution will not be required to fulfill an element of a first-cycle plan if the element does not affect conformity with an operating principle. No corrective actions required. 3. Describe any additional plans for improvement/recommendations relating to Operating Principle 1.2 (Institutional Control, Presidential Authority and Shared Responsibilities) developed by the institution since the first-cycle certification decision was rendered by the Committee on Athletics Certification. No corrective actions required. 4. 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 Operating Principle 1.2 (Institutional Control, Presidential Authority and Shared Responsibilities). 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 (3) explanation(s) for partial completion of such required actions. No corrective actions required. 5. Based upon the institution’s experience in the last three years, list the decisions related to intercollegiate athletics in which the institution’s governing board or individual board members have been significantly involved (if any). In the last three years, the Board of Trust has formally approved the university’s annual operating budget, including funding for the Athletic Department. The executive committee of the Board of Trust gave permission and authority to the university administration to accept an invitation to become affiliated with the Atlantic Sun Conference. List of Sources for Narrative: 1. Minutes of Board of Trust, May 3, 2003 2. Minutes of Board of Trust, February 8, 2003 3. Minutes of Board of Trust, November 2, 2002 4. Minutes of Board of Trust, November 2, 2001 5. Minutes of Board of Trust, February 2, 2002 6. Minutes of Board of Trust, May 4, 2002 7. Minutes of Board of Trust, August 3, 2001 8. Minutes of Board of Trust, May 5, 2001 9. Minutes of Board of Trust, February 3, 2001 10. Interview Steve Potts, Director of Athletics February 26, 2004 11. Interview Butch Stinson, Board Member and Chair of Student Affairs Committee, March 2, 2004 6. Based upon the institution’s experience in the last three years, list the decisions related to intercollegiate athletics in which the institution’s chief executive officer has been significantly involved. The President is involved in the decision process for the annual operating budgets for all University programs including intercollegiate athletics and presents the budget to the Board of Trustees. He is involved in any major decision that relates to intercollegiate athletics, as he is with major decisions concerning any part of Lipscomb University. Decisions and actions in which the President has been significantly involved during the past three years include: a. Relocating the softball field. (1; 26; 27; 32, p. 5) b. Investigating Lipscomb’s starting a non-scholarship football team. (3; 9; 10; 11; 16; 17; 18; 19; 20; 21; 22; 30; 31; 33, p. 13) c. Encouraging staff and others to attend athletic contests. (12; 15) d. The possibility of placing artificial turf on the soccer field. (13; 14; 36, p. 4) e. Notifying the NCAA after determining that Lipscomb was not in compliance with the rules for athletic scholarship versus non-athletic scholarship students being compensated for living off campus. (23; 24) f. Determining whether to continue compensation of scholarship students living off campus. (28) g. Forming the NCAA Compliance Self-Study Committee. (27) h. Adding Women’s Indoor Track and Field as a sport here at Lipscomb. (29) i. Joining the Atlantic Sun Conference. (7; 32, p. 10; 35, p. 8) j. Looking at compliance with Title IX. (2; 3; 4; 5; 6; 7; 8) k. Approving the annual athletic budget. (32, pp. 5-7; 34, p. 3; 36, pp. 4-6; 37, p. 6; 38, p. 5, 39, pp. 10-11) l. Meeting with the Athletic Director each week and discussing intercollegiate athletics at Lipscomb. (36, p. 7; 37, p. 7) m. Overseeing the reporting of the state of Lipscomb athletics to the Board of Trustees. (32, pp. 1-12; 33, p. 10; 36, p. 7; 38, p. 10; 39, p. 7; 40, p. 10) n. Naming Allen Arena. (34, p. 5)
1. Minutes of the President’s Cabinet Meeting, February 1, 2001 2. Minutes of the President’s Cabinet Meeting, July 19, 2001 3. Minutes of the President’s Cabinet Meeting, July 26, 2001 4. Minutes of the President’s Cabinet Meeting, August 9, 2001 5. Minutes of the President’s Cabinet Meeting, August 23, 2001 6. Minutes of the President’s Cabinet Meeting, August 30, 2001 7. Minutes of the President’s Cabinet Meeting, September 6, 2001 8. Minutes of the President’s Cabinet Meeting, September 13, 2001 9. Minutes of the President’s Cabinet Meeting, October 4, 2001 10. Minutes of the President’s Cabinet Meeting, November 29, 2001 11. Minutes of the President’s Cabinet Meeting, December 9, 2001 12. Minutes of the President’s Cabinet Meeting, April 11, 2002 13. Minutes of the President’s Cabinet Meeting, August 15, 2002 14. Minutes of the President’s Cabinet Meeting, September 19, 2002 15. Minutes of the President’s Cabinet Meeting, December 5, 2002 16. Minutes of the President’s Cabinet Meeting, January 16, 2003 17. Minutes of the President’s Cabinet Meeting, January 30, 2003 18. Minutes of the President’s Cabinet Meeting, February 6, 2003 19. Minutes of the President’s Cabinet Meeting, February 13, 2003 20. Minutes of the President’s Cabinet Meeting, March 27, 2003 21. Minutes of the President’s Cabinet Meeting, April 3, 2003 22. Minutes of the President’s Cabinet Meeting, April 10, 2003 23. Minutes of the President’s Cabinet Meeting, August 7, 2003 24. Minutes of the President’s Cabinet Meeting, August 14, 2003 25. Minutes of the President’s Cabinet Meeting, August 28, 2003 26. Minutes of the President’s Cabinet Meeting, September 4, 2003 27. Minutes of the President’s Cabinet Meeting, October 16, 2003 28. Minutes of the President’s Cabinet Meeting, October 23, 2003 29. Minutes of the President’s Cabinet Meeting, November 20, 2003 30. Minutes of the President’s Cabinet Meeting, December 11, 2003 31. Minutes of the President’s Cabinet Meeting, December 18, 2003 32. Minutes of the Board of Trustees, February 3, 2001, pp. 5, 7, 10, 12 33. Minutes of the Board of Trustees, May 5, 2001, pp. 10, 13 34. Minutes of the Board of Trustees, August 3, 2001, pp. 3, 5 35. Minutes of the Board of Trustees, November 3, 2001, p. 8 36. Minutes of the Board of Trustees, February 2, 2002, pp. 4, 6, 7 37. Minutes of the Board of Trustees, May 4, 2002, pp. 6, 7 38. Minutes of the Board of Trustees, November 2, 2002, pp. 5, 10 39. Minutes of the Board of Trustees, February 8, 2003, pp. 7, 10, 11 40. Minutes of the Board of Trustees, May 3, 2003, p. 10 7. Describe the process by which the institution makes major decisions regarding intercollegiate athletics. In so doing, describe the role and authority of the institution’s governing board, the chief executive officer, the athletics board or committee (if one exists), the faculty athletics representative(s), the director of athletics, and any other appropriate campus constituencies (e.g., faculty, students, institutional personnel involved in rules-compliance activities) in this process. Issues that require major decisions are typically initiated by the Athletic Director in consultation with the President. This would include issues that deal with significant budget implications (i.e., facilities enhancements), conference affiliation or major governance matters. After an initial consultation with the President, the Athletic Director would gather input and information from appropriate members of the athletic department staff, including the Senior Women’s Administrator, Faculty Athletic Representative, Compliance Officer and Coaches. Some decisions would also require input and information from other campus officials, such as the Provost, Vice-President for Financial Affairs, Vice-President for Enrollment and Marketing, the University General Counsel, or the Student Affairs Committee of the Board of Trustees. The Athletic Director would then take a recommendation to the President and the President’s Cabinet for review. Depending on the nature of the decision, the President may make the final decision with input from the Cabinet, or the President may seek Board of Trustee approval. Lipscomb University is a private, church-related school and is one of the two educational institutions operated by David Lipscomb University, which is governed by a self-perpetuating Board of Trustees. These two institutions—the university and the campus school—operate under the general supervision of the President of Lipscomb University, with each having an appropriate administrator. The following chart illustrates the organizational structure for university athletics. 
The Director of Athletics, Associate Director of Athletics, Assistant Director of Athletics for Academics and Senior Women’s Administrator, Assistant Director of Athletics for Compliance, Director of Marketing, and the Director of Media Relations form the Athletic Department Management Group. The Management Group holds weekly meetings to discuss administrative and management issues affecting the department. (Athletics Policies & Procedures Manual 03-04) Board of Trustees The Board of Trustees provides oversight and broad policy formulation for intercollegiate athletics in the same manner it does for other units of the university. The Board of Trustees has a Student Affairs Committee which reviews activity affecting students at the university, including athletics (intercollegiate and intramural) programs. The bylaws and policy manual of the Board of Trustees establishing the Student Affairs Committee read as follows: Bylaws Section 9 – Student Affairs Committee: The Student Affairs Committee shall review activity affecting students at the university, other than those matters relating to the academic program. Such activity would include recruitment and admissions, athletics (intercollegiate and intramural), campus life and other non-academic matters affecting student retention and satisfaction. The Student Affairs Committee will consider proposals on such matters; and report and make recommendations thereon to the Board of Trustees as may be required. The Provost, the Vice President of Financial Affairs, the Vice President of University Advancement, and the Director of Athletics shall be ex officio members of this committee. Board Policy Manual Article VII, Section 9, iii – Student Affairs Committee: The Student Affairs Committee shall review activity affecting students of the university, other than those matters relating to the academic program. Such activity would include recruitment and admissions, athletics (intercollegiate and intramural), campus life, and other non-academic matters affecting student retention and satisfaction. The Student Affairs Committee will consider proposals on such matters; and report and make recommendations thereon to the Board of Trustees as may be required. The Provost, the Vice President of Financial Affairs, the Vice President of University Advancement, and the Director of Athletics shall be ex officio members of this committee The Faculty Handbook states: Any organization or group, formal or informal, proposing to use the name of Lipscomb, or to associate itself with the university in any manner, and/or to solicit or invite members from the Lipscomb roster, or from the alumni, or to approach the public in any way in behalf of Lipscomb, must be an approved organization working with the university under a regular and accepted set of principles. Approval would require a petition to the president, approval of such other persons as might be consulted, approval of the Executive Council, and final approval of the Board of Trustees. This requirement applies alike to students, faculty, patrons, friends, or anyone else proposing to use the name, roster, alumni, friends or influence of Lipscomb University. (Faculty Handbook, 2003-04). President The President is involved in the decision process for the annual operating budgets for all University programs including intercollegiate athletics and presents the budget to the Board of Trustees. He is involved in any major decision that relates to intercollegiate athletics, as he is with major decisions concerning any part of Lipscomb University. The president shall: A. be the chief executive officer, the operating and coordinating head of the institution. B. devote entire time to the interest of the university and shall not serve full time with any local congregation during the term of office. C. teach or cause to be taught the Bible every school day to every full time student enrolled. The Bible shall be taught by teachers who are sound in the faith and faithful in their lives to its sacred truths. D. preside over the deliberations of the Executive Council and shall make reports of the council's work to the Board.
the making of useful contacts for the university and the raising of funds for the maintenance and extension of the university.
budget for the maintenance and extension of the university. The budget is to show the major items for which expenditures for the past year were made, the proposed expenditures for the new year, and shall be in line with the income of the past year and probable income of the new year. The budget shall be presented by the president to the Board for its study and approval. G. work with the Vice President of Financial Affairs whose duties include: 1. managing the business and financial affairs of the institution. 2. working closely with the following committees: Finance and Real Estate, Buildings and Grounds, Planning and Budgeting, Facilities and other committees involved in long-range planning. 3. assisting the president in analysis, coordination, and preparation of the annual budget. 4. providing investment information and analysis to the Finance and Real Estate Committee to assist their investing of the university's endowment and trust account portfolio. 5. supervising the following areas: a. human resources, which includes personnel, payroll, compensation, and employee benefits. b. accounting services, which includes student accounts, accounts payable, general accounting, and budget reporting. c. campus services which includes auxiliary services, facilities, purchasing, construction, and the campus calendar. Auxiliary services includes the bookstore, campus card system, copiers, foodservice, long distance, laundry, post office, and vending. d. finance and endowment accounting which includes investment accounting, trust administration, construction accounting, life insurance accounting, real estate management and investment consulting services. H. in conjunction with the vice president and director of campus school, coordinate the total program of education and activities of the campus school.
1. organizing and directing a program of public relations aimed at obtaining the goodwill and support of churches of Christ, alumni, and the general community.
Spiritual Renewal. J. work with the Vice President for Enrollment Management and Marketing (recruitment, admissions, financial aid, and retention). K. work with the athletic director who supervises the intercollegiate athletics program L. direct work of the General Counsel. (From Faculty Handbook 2003-04) Athletics Board or Committee Although Lipscomb University does not have an Athletics Board that oversees all of the facets of athletics, the university does utilize a system of committees that govern activities of athletics and athletes. These committees are listed in Appendix A. Faculty Athletics Representative The FAR is a member of an institution’s faculty or administrative staff who is designated by the institution’s chief executive officer or other appropriate entity to represent the institution and its faculty in the institution’s relationship with the NCAA and its conference (2003-2004 NCAA I Manual, 4.02.2). The FAR should be a member of the institution’s faculty or an administrator who holds faculty rank and shall not hold an administrative or coaching position in the athletics department. The duties of the FAR shall be determined by the member institution (2003-2004 NCAA I Manual, 6.1.3). The FAR at Lipscomb University reports to the Chief Executive Officer and works closely with the Director of Athletics, the Assistant Director of Athletics for Academics and the Assistant Director of Athletics for Compliance. Plan of Action Required: Issues in the Self Study: Lipscomb University has not developed a written job description for the Faculty Athletics Representative detailing the duties and responsibilities of the position. Measurable Goals: The job description is written and included in the Athletics Policies and Procedures Manual. Steps to Achieve Goals: President and Faculty Athletics Representative meet to construct job description Individuals/Officers Responsible for Implementation: President of the University, Provost Specific Timetable for Completing the Work: September 1, 2004 Director of Athletics The role of the Director of Athletics is identified in the Lipscomb University Athletics Policies & Procedures Manual, 2003-04, pp. 4-5. Lipscomb interprets those responsibilities as follows: The Director of Intercollegiate Athletics is responsible to the President of the university for the managerial functions of planning, organizing, directing, staffing and controlling the activities of the Lipscomb University Athletics Department. He provides managerial direction and coordination of activities of the department, including budget preparation and receipt and disbursement of funds, and of other required business activities related to athletics, in direct cooperation with and subject to the policies and procedures of the university. In carrying out these responsibilities the Director shall: 1. Plan, direct and coordinate scheduling of intercollegiate athletic programs, in compliance with university, National Collegiate Athletic Association (NCAA), and Atlantic Sun Conference policies and regulations. 2. Provide managerial direction and leadership for department promotional activities for all intercollegiate sports in cooperation with university-wide public relations and publicity programs. 3. Represent the university, and especially the Athletics Department, in professional, civic, charitable and alumni events. Provide supervision, leadership, and assistance in athletic fundraising. He and his staff may solicit funds and other resources only with the full cooperation of the University Advancement Office. 4. Provide leadership for and supervision of compliance with rules and regulations by coaches, friends, and supporters of the university. 5. Exercise general responsibility for maintaining and upgrading, as needed, intercollegiate athletic facilities. 6. Establish administrative policies and procedures that aid in achieving athletic goals while maintaining sound academic standards. 7. Be responsible for effective communications and involvement with students, faculty, alumni and other interested constituencies of the university in matters relating to intercollegiate athletics. 8. Make recommendations to the President in the selection, performance, evaluation and dismissal of athletics personnel. 9. Serve in an advisory capacity to the President and performs other duties incidental to the work of the Director of Athletics and as assigned by the President. The Director of Athletics reports to the President. (Lipscomb University Athletics Policies & Procedures Manual, 2003-04, pp. 4-5) 8. Please provide the composition of the athletics board or committee (including titles and positions). Lipscomb University does not have an Athletics Board that oversees all of the facets of athletics. The various committees listed in section 1.2.7 function in support of the athletics programs. Information to be available to the peer-review team, if requested: 1. Minutes of athletics board or committee meetings. 2. Composition of the institution’s governing board (including titles and positions). 3. Minutes of the institution’s governing board meetings. (Please flag those that relate to the athletics program or athletics interests). 4. Published policies of the institution’s governing board. (Please flag those that relate to the athletics program or athletics interests.) 5. An institutional organizational chart and an athletics department organizational chart. Directory: uploads uploads -> 587 Return function, r i(X) r i(0) r i(1) r i(2) r i(3) 1 0 2 4 6 Thermal Station, I 2 0 1 5 6 3 0 3 5 6 10 uploads -> Department of science and humanities department of mathematics part-a questions and answers uploads -> The Case Against the nypd’s Quota-Driven ‘Broken Windows’ Policing What Is It? uploads -> For want of a nail uploads -> Ownership Models There are two different types of ownership models uploads -> Police Militarization uploads -> City of rising star regular meting thursday, july 14, 2016 uploads -> Township of winfield uploads -> Stop Militarizing Law Enforcement Act of 2014 uploads -> The Black Panther Party’s Ten-Point Program What We Want Now! Download 0.73 Mb. Share with your friends:
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