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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:
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Continue with its club sports program
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Join the NAIA
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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:
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guide and support GTAA’s mission, vision, and
operational planning and be consistent with Georgia
Tech’s strategic plan;
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lay a foundation for solid organizational health and
momentum that will sustain GTAA recognizing
anticipated leadership changes;
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strengthen the image of GTAA within Georgia Tech;
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maintain the positive image of GTAA and Georgia Tech
externally, emphasizing integrity and propriety;
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improve overall coordination and communication among
the various Georgia Tech functional units;
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increase program quality;
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enhance GTAA’s revenue generation capacity;
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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:
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Requested, assembled, and reviewed a variety of
documents pertaining to the organization,
governance, and operation of GTAA, A-TF, and Georgia
Tech.
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Conducted planning meetings and individual and/or
focus group interviews.
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Distributed, collected, and analyzed Activity
Questionnaires for GTAA.
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Developed and distributed External Institutional
Surveys.
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Analyzed various linear responsibility charts,
governance relationships, management processes, and
development functions.
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Assisted in the design and development of a
financial model.
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Prepared preliminary findings, conclusions and
recommendations regarding the organization,
governance, management, and operation of GTAA and
its strategic direction.
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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:
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selection of the salary factors,
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evaluation of the integrity of the salary models,
and
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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:
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review and recommend improvements to the
organization and governance structures of the
Athletic Association,
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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,
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evaluate the personnel utilization, evaluation, and
promotion methodologies used by the Athletic
Association,
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determine the adequacy of the fiscal management
practices in place, and
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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:
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conduct building condition and site analysis,
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prepare space requirements,
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develop a design criteria manual,
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develop schematic design options
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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:
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National Success-Qualify for College World Series in
Omaha
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Regional Success-Winning in the Northeast
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Conference Success-Winning or Contending in the
America East
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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.
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Should VTAA remain an independent, not-for-profit
corporation, or should it be restructured under the
University?
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What are the advantages and disadvantages of the
alternatives?
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What are the organization and governance
requirements under NCAA regulations, and how can
they be addressed in the proposed alternative
structures?
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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:
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Review of relevant University and VTAA documents and
other related documents,
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Survey of intercollegiate athletic programs at ten
selected institutions,
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Review of senior management notes regarding the
intercollegiate athletic program, and
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Review of NCAA regulations.
The criteria for
our recommendations were designed to:
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Provide an organizational model, which strengthens
the principle of institutional control of athletics
and conforms to NCAA standards.
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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.
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Provide an organizational model, which facilitates
flexibility, given state policies.
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Strengthen the University’s role in the oversight of
intercollegiate athletic finance and management.
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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:
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institutional context;
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position identification;
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hiring salary and contract conditions for new
coaches;
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competitive and equitable salary maintenance of
continuing coaches;
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performance review and reward; and
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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.
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