Projects

Selected Descriptions Of Work Performed

While the ICAC team brings broad experience in delivering strategic, operational, and capital planning consulting services to colleges and universities, it also has particular expertise as these functions intersect with intercollegiate athletic programs. In the following pages, brief descriptions of various projects at several institutions are described to provide examples of assignments completed with intercollegiate athletic programs. Should references for work performed at specific clients be desired, they can be provided upon request.

 

Key

PR

Program Review

IC

Institutional Control

MD

Membership Decision-making

LT

Leadership Transition

SA

Student-Athelete Experience

FPP

Facility Planning & Programming

FR

Fund Raising

 

 

PR

IC

MD

LT

SA

FPP

FR

Bowie State University

 

 

 

 

 

X

 

Coppin State University

 

 

 

 

 

X

 

Fairfield University

X

 

X

 

X

 

X

Franciscan University of Steubenville

X

X

X

 

X

 

 

Frostburg State University

 

 

 

 

 

X

 

Georgia Tech Athletic Association

X

X

 

X

 

 

X

Middlebury College

X

 

 

 

 

 

 

Montgomery College

 

 

 

 

 

X

 

Quinnipiac College

 

 

 

X

 

 

 

Rhode Island College

X

 

 

 

X

X

 

Towson University

 

 

 

 

 

X

 

University of Louisville Athletic Association

X

X

 

 

 

 

 

University of Maryland, College Park

 

 

 

 

 

X

 

University of New Hampshire

X

 

 

 

X

 

 

University of Pittsburgh

 

 

 

 

X

 

 

University of Rhode Island

X

 

 

 

 

 

 

University of Scranton

X

 

X

 

X

X

 

Virginia Polytechnic Institute & State University

 

X

 

 

 

 

 

Williams College

X

 

 

 

 

X

 

 

Bowie State University
Bowie, Maryland

As part of a team completing a campus-wide facilities master plan for the University, Mr. Esposito and Mr. Fellingham are assessing existing indoor and outdoor athletic, physical education, and recreation facilities of this Division II University relative to current and planned programs. Recommendations are currently under development....more...

Coppin State College
Baltimore, Maryland

As part of a team completing a campus-wide facilities master plan for the University, Mr. Esposito and Mr. Fellingham assessed existing indoor and outdoor athletic, physical education, and recreation facilities of this Division I College relative to current and planned programs. Recommendations will result in the demolition of the current Coppin Center and construction of a new Center for Physical Education at another campus site. In addition, acquisition of new property will allow the College to build new athletic and recreation fields for the campus. ...more...

Fairfield University
Fairfield, Connecticut

The new President requested that a study be undertaken to assess the athletics program at Fairfield, broadly defined to include intercollegiate athletics, club sports, and intramural sports.

Franciscan University of Steubenville
Steubenville, Ohio

Dr. Linhart and Mr. Fellingham completed a strategic plan for establishing an intercollegiate athletic program at the request of the President and Athletic Director. Under the assumption that football would not be added and the ICA program would start with eleven teams (six female-five male), analysis of three specific options was required:

  • Continue with its club sports program
  • Join the NAIA
  • Join the NCAA as a Division III member

Our review identified decision criteria, i.e. admission effect, academic goals, student life issues and overall costs, and evaluated the membership options relative to specific benchmark indicators. The study was designed to bring a general understanding of the costs and benefits of intercollegiate athletics to a wide array of the University's decision-makers.

Frostburg State University
Frostburg, Maryland

As part of a team completing a campus-wide facilities master plan for the University, Mr. Esposito and Mr. Fellingham assessed existing indoor and outdoor athletic, physical education, and recreation facilities of this Division III University relative to current and planned programs. They reviewed plans of the University for a new Recreation Center in light of projected enrollment, campus-wide changes in facility occupancy and function, and the impact on the existing Physical Education Center. Recommendations for a renovation of the existing Center and a building addition for additional multi-purpose gymnasia and elevated track accommodated 10-year planning needs without the construction of a large new facility. ...more...

Georgia Tech Athletic Association
Atlanta, Georgia

The consultant team of Drs. Linhart and Yeager and Ms. Eddy conducted an examination of the organization, governance, operations, and management of the Georgia Tech Athletic Association (“GTAA”) to support succession planning following the announced retirement of Dr. Homer Rice as Athletic Director. Overall recommendations were sought that would:

  • guide and support GTAA’s mission, vision, and operational planning and be consistent with Georgia Tech’s strategic plan;
  • lay a foundation for solid organizational health and momentum that will sustain GTAA recognizing anticipated leadership changes;
  • strengthen the image of GTAA within Georgia Tech;
  • maintain the positive image of GTAA and Georgia Tech externally, emphasizing integrity and propriety;
  • improve overall coordination and communication among the various Georgia Tech functional units;
  • increase program quality;
  • enhance GTAA’s revenue generation capacity;
  • improve cost savings for GTAA through more efficient and effective operations and business decisions that capitalize on the available resources;
  • be implementable.

A Steering Committee of Georgia Tech and GTAA representatives was formed to guide the steps of this organizational review, where the consultant team:

  1. Requested, assembled, and reviewed a variety of documents pertaining to the organization, governance, and operation of GTAA, A-TF, and Georgia Tech.
  2. Conducted planning meetings and individual and/or focus group interviews.
  3. Distributed, collected, and analyzed Activity Questionnaires for GTAA.
  4. Developed and distributed External Institutional Surveys.
  5. Analyzed various linear responsibility charts, governance relationships, management processes, and development functions.
  6. Assisted in the design and development of a financial model.
  7. Prepared preliminary findings, conclusions and recommendations regarding the organization, governance, management, and operation of GTAA and its strategic direction.
  8. Finalized recommendations and the report.

Middlebury College
Middlebury, Vermont

Dr. Linhart and Mr. Fellingham, with the assistance of Dr. Neil Timm, a multivariate statistician, conducted a salary analysis of full-time athletic faculty of the College to support on-going equitable compensation. Multiple regression is the accepted methodology in the assessment of salary structure and equity and the approach supported by the judicial system in salary equity case law. This study involved three key steps:

  1. selection of the salary factors,
  2. evaluation of the integrity of the salary models, and
  3. analysis of salary equity information and the development of recommendations.

The results of the analysis did not identify gender as a statistically significant factor in explaining salary variance.

Montgomery College
Rockville, Maryland

As part of a team completing a campus-wide facilities master plan for this three campus community college, Mr. Fellingham assessed existing indoor and outdoor athletic, physical education, and recreation facilities. Recommendations are currently under development. In the interim, Mr. Fellingham has assisted in the consideration of possible relocation of the football program from one campus to another as part of an overall College strategy to gain land on one campus for needed academic program spaces. Given Mr. Fellingham’s analysis, the College has decided not to implement this strategy and is seeking alternative strategies.

Quinnipiac College
Hamden, Connecticut

Drs. Marmion and Linhart conducted a national search for an Athletic Director for Quinnipiac College. Working with the Search Committee, they developed the desired candidate characteristics and then proceeded to develop a pool of potential candidates. The Consulting Team, as well as the Search Committee evaluated potential candidates, and a group was invited to the campus for interviews. The Consulting Team assisted in the finalist selection deliberations and served as intermediaries with the finalist candidate as he evaluated the position.

Rhode Island College
Providence, Rhode Island

Dr. Laskowski and Mr. Fellingham completed two separate studies for Rhode Island College at the request of its Vice President for Student Affairs and Athletic Director. 

In the first study, they requested the assistance of ICAC in analyzing the condition of RIC's athletic facilities, the programs that provide academic support to the student-athletes and the delivery of these services to the various constituents. The assessment was divided into two parts: new capital projects and renovations to existing facilities 

In the second study, they requested the assistance of ICAC in analyzing the condition and programming of the College's Recreation Center and the delivery of these services to its various constituencies. This study was specifically configured to address the needs of the general student population, faculty/staff, and the community who use the building for recreation and physical fitness.

Towson University
Towson, Maryland

Originally Division III, Towson University desired to move its athletic program to Division I-A, following a move to Division I-AA. The facilities were inadequate: poor field conditions for football, soccer, lacrosse, and field hockey; no permanent concessions, restrooms, locker rooms, or dressing areas; minimal ticket booths and press box; and inadequate dressing rooms, equipment rooms, storage areas, and training rooms for intercollegiate athletics. ...more...

University of Louisville Athletic Association
Louisville, Kentucky

Drs. Marmion and Linhart conducted a management audit of the University of Louisville Athletic Association to assist the University as it considered the recent organizational incorporation as a separate entity and significant growth in its athletics program. The objectives were to:

  • review and recommend improvements to the organization and governance structures of the Athletic Association,
  • analyze and recommend improvements to the planning processes of the Athletic Association relative to their effectiveness and within the context of the University’s planning environment,
  • evaluate the personnel utilization, evaluation, and promotion methodologies used by the Athletic Association,
  • determine the adequacy of the fiscal management practices in place, and
  • assess the administrative management environment and develop recommendations for improving the efficiency, effectiveness, and flexibility of the Athletic Association management.

University of Maryland, College Park
College Park, Maryland

The University of Maryland identified the need to renovate Richie Coliseum, a multipurpose recreational facility. Mr. Esposito was engaged to:

  • conduct building condition and site analysis,
  • prepare space requirements,
  • develop a design criteria manual,
  • develop schematic design options
  • estimate construction costs for the renovation, including additions and internal new construction alternatives for this historically sensitive structure.

Managing University engineers, architects, landscape architects, as well as structural, acoustical, and audio/visual consultants, Mr. Esposito developed a program plan that was used as the basis for both the design and construction of this $10,000,000 project. Facilities included a multipurpose court, weight rooms, training rooms, exercise rooms, dressing rooms for student performances, and locker/shower facilities.

University of New Hampshire
Durham, New Hampshire

Dr. Laskowski and Mr. Fellingham completed a feasibility study on the costs, both operating and capital, for the reintroduction of a men's baseball team at the request of the President and Athletic Director. 

For the UNH baseball team, ICAC created four program options to be analyzed relative to the direct annual expenditures and the relevant capital costs needed to support success at that competitive level. The options were based on four levels of competitive success:

  1. National Success-Qualify for College World Series in Omaha
  2. Regional Success-Winning in the Northeast
  3. Conference Success-Winning or Contending in the America East
  4. Local Success-Fielding a Baseball Team

It was assumed that the University of New Hampshire was in compliance with Title IX and all other Federal laws and regulations. It was further assumed that UNH wanted to remain in this position of compliance and not risk either a substantial monetary fine or the reputational damage noncompliance can cause.

University of Pittsburgh
Pittsburgh, Pennsylvania

Dr. Linhart, as Senior Planning Associate, specialized on issues related to intercollegiate athletics at the University. Over her tenure, she conducted a review of academic support services for student athletes resulting in its organizational relocation from the College of Arts and Sciences to the Vice President of Student Affairs. This study was undertaken at the request of the Football Head Coach who was concerned about the uneven level of academic support services for his student athletes and who petitioned strongly to have these services report directly to him. She also conducted various program and facility studies to support senior management decision-making, including processes for eligibility certification, potential infraction penalties, and nighttime lighting for the football stadium.

University of Rhode Island
Kingston, Rhode Island

As part of a team conducting an organizational review of the entire University, Dr. Linhart was responsible for analyzing the organizational interfaces between the intercollegiate athletics program, academic support services for student athletes, booster clubs, and fundraising efforts.

University of Scranton
Scranton, Pennsylvania

The team of Drs. Linhart and Marmion and Mr. Fellingham assisted The University of Scranton in assessing divisional and conference membership options for its Division III intercollegiate athletic program. Under the assumption that a football program would not be added, analysis of four specific options was required: ...more...

Virginia Polytechnic Institute and State University
Blacksburg, Virginia

Drs. Marmion and Linhart were asked to think through how a NCAA Division IA athletic program (the Virginia Tech Athletic Association, “VTAA”) should be structured at a major university.

  • Should VTAA remain an independent, not-for-profit corporation, or should it be restructured under the University?
  • What are the advantages and disadvantages of the alternatives?
  • What are the organization and governance requirements under NCAA regulations, and how can they be addressed in the proposed alternative structures?
  • What factors should the University consider in implementing the recommendations, including organization and support of the athletics program?

Our approach, because of existing sensitivities surrounding VTAA, did not involve contact with members of the VPI&SI community or its constituencies, but it did include:

  1. Review of relevant University and VTAA documents and other related documents,
  2. Survey of intercollegiate athletic programs at ten selected institutions,
  3. Review of senior management notes regarding the intercollegiate athletic program, and
  4. Review of NCAA regulations.

The criteria for our recommendations were designed to:

  • Provide an organizational model, which strengthens the principle of institutional control of athletics and conforms to NCAA standards.
  • Provide organization and governance structures which promotes the athletic integrity of the University, reflects the University’s philosophy regarding the role of athletics within the institution, and promotes institutional participation in and control of athletic policy development and implementation.
  • Provide an organizational model, which facilitates flexibility, given state policies.
  • Strengthen the University’s role in the oversight of intercollegiate athletic finance and management.
  • Redefine the internal organization of the athletic program to reflect a more responsive functional structure to the University’s management structure.

Williams College
Williamstown, Massachusetts

The team of Mr. Fellingham, Mr. Esposito, and Dr. Linhart assisted Williams College in (1) analyzing its current salary management process for physical education/athletic faculty and (2) assessing the strengths and weaknesses of the College’s indoor and outdoor athletic facilities supporting the physical education, intramural, and intercollegiate athletic programs.

The salary management study was not directly concerned with the actual salaries of the Department’s faculty, but rather with the processes used to manage those salaries. The study took a comprehensive view that included:

  • institutional context;
  • position identification;
  • hiring salary and contract conditions for new coaches;
  • competitive and equitable salary maintenance of continuing coaches;
  • performance review and reward; and
  • impact of environmental trends in higher education and athletics.

The major criterion for an improved salary management environment was to bring the salary process for athletic faculty more into line with that of the professorial faculty. We developed 16 recommendations to accomplish this goal, including retaining College athletic faculty as faculty, rather than redefining them as administrative staff; continued participation as an academic unit of the College through enhanced management practices, expanded and detailed course offerings, and further involvement in College governance; developing a linkage between faculty rank and contract conditions; and evaluation of the salary regression model for underlying statistical assumptions and model refinement to incorporate ranges rather than point estimates.

While a substantial amount of campus space is dedicated to physical education, athletics, and recreation and given the important role the College’s athletic facilities play in the life of the College community and beyond, ICAC recommended a combination of new construction and facility rehabilitation be implemented to eliminate current deficiencies, provide safe, efficient, state-of-the-art facilities, and provide sufficient space to accommodate the multitude of constituent groups that Williams is committed to serve.
 

Construct a multi-purpose complex to replace Lansing Chapman and Towne 168,000 – 181,000 new GSF
Construct an “all-weather” field at Poker Flats 2 acres or 100,000 new GSF
Renovate Lasell, Simon, Chandler Complex 178,055 existing GSF
Construct addition to Cole Field House 15,000 – 18,000 new GSF
Assess feasibility of relocating Combs Field to Cole Field  
Renovate Weston Field 19,000 – 27,000 new GSF
Purchase additional land and replace Shaw Boat House 9,000 – 10,000 new GSF

 

 

 




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