scholarly journals Collegiate Athletic Opportunities For Women Under Title IX Raises The Proportionality Concern For Mens Sports

2007 ◽  
Vol 2 (2) ◽  
pp. 25-34
Author(s):  
Nina Compton ◽  
J. Douglas Compton
Keyword(s):  
Gender Equality ◽  
Intercollegiate Athletics ◽  
Title Ix ◽  
Equal Protection ◽  
Athletic Programs ◽  
Athletic Departments ◽  
College Administrators ◽  
Intercollegiate Sports ◽  
Enrollment Rates ◽  
Males And Females

Title IX of the Education Reformation Act was passed in 1972 for the purpose of providing equality between males and females in intercollegiate sports. Since its inception the disparity between mens and womens varsity athletics programs has persisted throughout American colleges and universities. Discrimination and equal protection concerns define the continuing debate of gender equality under the Act. Campuses across the Nation have seen athletic departments add womens varsity sport programs and cut mens programs in order to remain compliant under the Act. This paper explores the equal protection concerns of proportionality amongst enrollment rates and participation rates in intercollegiate athletics. The state of Title IX today remains clouded with questions by college administrators who, after over three decades of enforcement, are employing proportionality concepts as a measure to obtain gender equality in sports. The proportionality practice of cutting mens programs instead of adding womens programs may undermine the purpose of Title IX. This paper is an analysis of the Court decisions and lawsuits that characterize the controversy of Title IX and its legal application to claims of gender bias associated with female athletic programs. The study of this concern is imperative and will shape how college athletic programs are administered in the future.

Travelers on the Title IX Compliance Highway: How Are Ohio’s Colleges and Universities Faring?

2007 ◽  
Vol 16 (2) ◽  
pp. 46-82 ◽  
Author(s):  
Ellen J. Staurowsky ◽  
Heather Lawrence ◽  
Amanda Paule ◽  
James Reese ◽  
Kristy Falcon ◽  
...  
Keyword(s):  
Gender Equity ◽  
Intercollegiate Athletics ◽  
Title Ix ◽  
Junior Colleges ◽  
Colleges And Universities ◽  
The State ◽  
Higher Learning ◽  
Athletic Programs ◽  
Institutions Of Higher Learning ◽  
Intercollegiate Athletic Programs

As a measure of progress, the experiences today of women athletes in the state of Ohio are far different from those attending institutions of higher learning just after the passage of Title IX of the Education Amendments Act of 1972. But how different, and how much progress has been made? The purpose of this study was to assess the level of progress made by compiling and analyzing data available through the Equity in Athletics Disclosure reports filed by 61 junior colleges, four year colleges, and universities in the State of Ohio over a four year span of time for the academic years 2002-2006.2 The template for this study was the report completed by the Women’s Law Project examining gender equity in intercollegiate athletics in colleges and universities in Pennsylvania (Cohen, 2005), the first study of its kind. Similar to that effort, this study assesses the success with which intercollegiate athletic programs in Ohio have collectively responded to the mandates of Title IX in areas of participation opportunities and financial allocations in the form of operating budgets, scholarship assistance, recruiting and coaching.3

scholarly journals The Elephant in the Room: How COVID-19’s Financial Impact Further Threatens Title IX Compliance

2020 ◽  
Vol 13 (3) ◽  
pp. 399-407
Author(s):  
Karen L. Hartman
Keyword(s):  
Title Ix ◽  
National Collegiate Athletic Association ◽  
Collegiate Athletics ◽  
Financial Impact ◽  
Athletic Programs ◽  
Athletic Departments ◽  
The Law ◽  
American Society

This scholarly commentary addresses COVID-19’s financial impact by examining how current and proposed National Collegiate Athletic Association bylaw waivers could negatively affect women’s collegiate athletics and Title IX compliance. These potential bylaw changes come after years of misinformation, a lack of education, and minimal understanding of the law. In the chaos of COVID-19’s impact on American society and athletic programs, Title IX has become the elephant in the room. The essay concludes with three recommendations that could help athletic departments alleviate Title IX compliance issues when enacting the bylaw waivers.

scholarly journals Applying Activity-Based Costing to Intercollegiate Athletics

2020 ◽  
Vol 1 ◽  
pp. 81-105
Author(s):  
Heather J. Lawrence ◽  
Liz Wanless ◽  
E. Ann Gabriel
Keyword(s):  
Intercollegiate Athletics ◽  
Title Ix ◽  
Activity Based Costing ◽  
Athletic Department ◽  
Athletic Departments ◽  
Football Bowl Subdivision ◽  
Sport Sponsorship ◽  
Current Accounting ◽  
Sport Team ◽  
The Cost

Current accounting methods in intercollegiate athletics make it difficult for leaders to assess and understand the true cost of each sport team operations. Institutional and athletics leaders often make decisions concerning sport sponsorship/offerings, budget allocations, overall program operations, and review Title IX compliance based on information that may not truly capture the cost of each sport. Additionally, intercollegiate athletics reform groups and the federal government are calling for athletic departments to report more consistent, accurate, and transparent financial data. The purpose of this paper is to respond to the call for accounting reform in intercollegiate athletics via an innovative application of activity-based costing (ABC) to one NCAA Football Bowl Subdivision (FBS) athletics department. ABC was applied to the athletic department budget report with results showing how previously established ABC cost drivers for intercollegiate athletics (Lawrence, Gabriel, & Tuttle, 2010) and reallocation of expenses back to specific sports allow for a greater understanding of the cost of each sport.

Athletic Programs and Title IX

2011 ◽  
pp. 205-206
Author(s):  
Roger J. R. Levesque
Keyword(s):  
Title Ix ◽  
Athletic Programs

scholarly journals ‘A Nut We Have Officially yet to Crack’: Forcing the Attention of Athletic Departments Toward Sustainability Through Shared Governance

2019 ◽  
Vol 11 (19) ◽  
pp. 5198
Author(s):  
Martin Barrett ◽  
Kyle S. Bunds ◽  
Jonathan M. Casper ◽  
Michael B. Edwards ◽  
D. Scott Showalter ◽  
...  
Keyword(s):  
Sustainable Development ◽  
Intercollegiate Athletics ◽  
The United States ◽  
Coupled Systems ◽  
Structured Interviews ◽  
Athletic Departments ◽  
The Sustainable Development ◽  
Sustainability Governance ◽  
The Impact ◽  
Office Personnel

In many ways, intercollegiate athletics represents the ‘sustainable’ front porch of higher education. The high-visibility, high-impact nature of elite-level college athletics make athletic departments a central player in the sustainable development journey. However, not all athletic departments respond to this responsibility, nor are all responses uniformly successful. According to national reporting frameworks, an increasing number of universities in the United States are choosing to involve their athletic departments in university-level sustainability governance structures, but the benefits and limitations of this remain unclear. Using the theory of loosely coupled systems, and more specifically, the voice of compensations (which views loose coupling as an unsatisfactory state), the purpose of this paper is to explore perceptions of athletic department engagement in shared sustainability governance, and, thus, a whole-of-institution approach. Semi-structured interviews with sustainability office personnel were conducted and analyzed, and the findings imply that shared sustainability governance has the potential to focus the attention of athletic departments toward sustainability, as well as to reaffirm shared values. Yet, to maximize the impact of athletic departments toward the sustainable development goals of a university, sustainability office personnel suggest the deployment of additional change levers, in a multi-dimensional fashion, as supplementary coupling mechanisms. These would include more rigorous sustainability goals (top-down), continued collaboration on ‘low-hanging fruit’ initiatives (lateral), student-athlete engagement (bottom-up), and the development of an internal sustainability framework (inside-out).

NCAA Expenditure and Efficiency: Analyzing Generated and Allocated Revenue in the Football Bowl Subdivision

2020 ◽  
Vol 21 (4) ◽  
pp. 363-390
Author(s):  
R. Todd Jewell
Keyword(s):  
Ncaa Division I ◽  
Dynamic Panel Data ◽  
Division I ◽  
Athletic Programs ◽  
Athletic Departments ◽  
Football Bowl Subdivision ◽  
Production Function Approach ◽  
Student Fees ◽  
Division I Football ◽  
The University

Using a stochastic production function approach and a dynamic panel data estimator, this study creates estimates of time-varying efficiency in the production of generated revenues for NCAA Division I football bowl subdivision athletic programs. These efficiency estimates are then compared to the use of allocated revenues—fees from students and direct payments from the university budget—by college athletic departments. While all schools that are less efficient in the production of generated revenue are shown to use allocated revenue more intensively, a major finding is power-conference schools that are less efficient in their use of expenditure inputs tend to rely more heavily on allocated revenue in the form of student fees to support the activities of the program.

scholarly journals A Dying Trend or a Viable Option: Dual-Role Athletic Department Employees

2017 ◽  
Vol 3 (2) ◽  
pp. 109-116
Author(s):  
Lawrence Brady ◽  
Tracy Trachsler
Keyword(s):  
Employee Satisfaction ◽  
Dual Role ◽  
Athletic Programs ◽  
Athletic Department ◽  
Athletic Departments ◽  
Viable Option ◽  
Single Person ◽  
University Level

As athletic departments at the college/university level are trying to creatively balance the financial demands of supporting athletic programs with employee satisfaction and departmental needs, the topic of the dual-role employee tends to appear in conversation. The question remains, with all of the demands, in both administration and coaching, is it possible for a single person to successfully accomplish the job obligations in both areas?

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