UNIVERSITY OF NEBRASKA AT OMAHA

UNIVERSITY OF NEBRASKA AT OMAHA

NCAA INSTITUTIONAL PERFORMANCE PROGRAM SELF?STUDY MAY 2014

UNIVERSITY OF NERASKA AT OMAHA

NCAA IPP SELF STUDY 1 updated 6.30.14

TABLE OF CONTENTS

3

INTRODUCTION

3 Institutional Information 3 Athletics Information 5 Institutional Performance Program Self-Study Information

8

GOVERNANCE AND COMMITMENT TO RULES COMPLIANCE

8 Operating Principle 1.1 Instututional Control, Presidental Authority and Shared Responsiblities

30 Operating Principle 1.2 Rules Compliance

44

ACADEMIC INTEGRITY

45 Operating Principle 2.1

Academic Standards

64 Operating Principle 2.2 Academic Support

87

GENDER/DIVERSITY ISSUES AND STUDENT-ATHLETE WELL-BEING

87 Operating Principle 3.1

Gender Issues

128 Operating Principle 3.2 Diversity Issues

154 Operating Principle 3.3 Student-Athlete Well-Being

APPENDIX A

Exhibit 1 UNO Compliance Review (March 2013) Exhibit 2 Nebraska Omaha APP Review Report (April 2014) Exhibit 3 Response to Transitional Compliance Review (April 2014)

APPENDIX B

Exhibit 1 Maverick Academic Services Report Exhibit 2 Maverick Academic Services Manual

APPENDIX C

Exhibit 1 Athletic Training and Sport Medicine Policies and Procedures Exhibit 2 UNO Athletic Department Policies and Procedures Exhibit 3 Athletics Written Emergency Medical Plan

UNIVERSITY OF NERASKA AT OMAHA

NCAA IPP SELF STUDY 2 updated 6.30.14

INTRODUCTION

INSTITUTIONAL INFORMATION

Type of Institution Public

Year institution was founded 1908

Special Affiliation? No

Coeducational? Yes

Total student enrollment (undergraduate and graduate combined) [using a full-time equivalency (FTE basis] 12,248

Number of Faculty [using a full-time equivalency (FTE) basis] 520

Highest level of academic degree offered PhD

Institution's governing entity Board of Regents

Regional accreditation agency North Central Association of Colleges and Secondary Schools/Higher Learning Commission

Date of most recent regional accreditation self-study UNO has chosen the Academic Quality Improvement Program (AQIP) path for accreditation. This is an on-going system portfolio to maintain UNO's accreditation by demonstrating UNO meets accreditation Standards and expectations through various performance measures and activities. The most recent UNO AQIP Systems Portfolio is 2012 AQIP Portfolio with April 2013 Addendum.

Current accreditation status Accredited

ATHLETICS INFORMATION

Subdivision status of athletics program Division I (without football)

Conference affiliation(s) or independent status Summit League | National Collegiate Hockey Conference (Hockey only)

Athletics program structure ('X' all that apply) X one combined athletics department.

separate men's and women's departments. incorporated unit separate from institution. department within a physical education division.

UNIVERSITY OF NERASKA AT OMAHA

NCAA IPP SELF STUDY 3 updated 6.30.14

INTRODUCTION

Date of NCAA major infractions case(s) (if any) on the areas of the Institutional Performance Program There have been none.

Other significant events (with dates) in the history of intercollegiate athletics program in the last 10 years.

2009-10: Invitation and entrance into the Western Collegiate Hockey Association 2011: Reclassification from NCAA Division II to NCAA Division I 2011: Invitation and entrance into the Summit League 2011: Discontinued Football and Wrestling 2011: Added Men's Golf and Men's Soccer, to maintain 15 varsity athletics programs 2013: Invitation and entrance into the National Collegiate Hockey Conference

Changes in key senior-level positions, institutional or athletics program in last 10 years. John Christensen was hired as Chancellor in 2007. In 2009 he hired Trev Alberts as Director of Athletics for UNO. This decision has resulted in the director leading the progression of UNO toward the move to Division I, budgetary accountability, and the development of new facilities. As the Director of Athletics, Trev is responsible for performance evaluations and recommendations for salary increases for his staff. Further, Trev's recommendations are sent to the Chancellor for approval just as any other department's request. Trev has established a leadership team that has supported his vision, as well as the Chancellor's, to help UNO become the major metropolitan University and Athletics Department that the community can be proud of, while maintaining fiscal responsibility.

Other key personnel decisions which have occurred during the past seven years included the hiring of new coaches. With the move to Division I there has been a change in how coaches are paid. In the past, most coaches also taught courses in the Health Physical Education and Recreation program and part of their salary was paid by the College of Education. UNO is reducing the number of coaches who teach in the College of Education as part of their employment. This change is being phased in as part of the transition to Division I. UNO also hired a physician to become the Assistant Athletics Director for Athletic Performance, overseeing both the Strength and Conditioning Department and the Athletic Training Department. As a part of this decision, the Athletic Training Department was separated from the Athletic Training Major in HPER and Athletics Department athletic trainers were relieved of their responsibilities to teach in the HPER program; however, student trainers and graduate assistants in Athletic Training will still be maintain their presence within the Athletics Department.

Finally, UNO Athletics continues to hire additional staff to help support the growth and demand for UNO Athletics as it continues the transition into Division I athletics. Support staff already hired include: Assistant Athletic Director Academics, Director of Compliance, Director of Student-Athlete Development, Director of Ticketing Operations, and Director of Community Relations. Finally, UNO has made a significant step in hiring a full-time Athletics Certification Specialist in Records and Registration to assist with certifying student-athlete eligibility.

Significant changes impacting the institution and/or athletics program, if any (e.g., conference affiliation, sports sponsored, changes in admissions standards, significant changes in graduation rates, changes in mission statement of the athletics program, changes in fiscal stability/condition of the athletics program) in the last 10 years. Over the past 10 years there have been many significant changes in the athletics program. Conference affiliation has changed three times from the North Central Conference to the Mid America Intercollegiate Athletics Association in 2008 to the Summit League in 2011. Similarly, the Hockey team has changed from the Central Collegiate Hockey Association to the Western Collegiate Hockey Association in 2009 to the newly formed National Collegiate Hockey Association in 2013.

UNIVERSITY OF NERASKA AT OMAHA

NCAA IPP SELF STUDY 4 updated 6.30.14

INTRODUCTION

UNO has 16 sports (six men and ten women). Significant changes occurred in 2011 when UNO made the move to Division I status. Football and wrestling were discontinued and men's golf and men's soccer were added.

Admissions standards have stayed very much the same and graduation rates have improved. As noted in the academic integrity section, student-athletes graduate at a higher rate than students generally on UNO's campus and compare very well against their peers.

The fiscal stability of the athletics program has also changed greatly. Revenue opportunities at the Division I level have significantly increased while expenses have gone down due to the changing of the sports sponsorship. For example, men's basketball in the most recent year had $175,000 of ticket revenue and $340,000 of guarantee game revenue for a total of $515,000. The expenses of men's basketball is close to $700,000. At the Division II level total revenue for men's basketball was $15,000 while expenses were around $500,000. This is a net gain. Overall, the department receives institutional subsidies that comprised about 50% of the total athletic budget. Compared with other public, non-football Division I institutions that ranks second lowest. This is important based on the nature of today's fiscal accountability and making sure there is less reliance on state tax payer support.

INSTITUTIONAL PERFORMANCE PROGRAM SELF-STUDY INFORMATION

Steering committee chair BJ Reed, Senior Vice Chancellor, Academic and Student Affairs

Report coordinator John Fey, freelance writer

Campus contact Angie Sargus, administrative assistant to BJ Reed

Institutional Performance Program liaison Josh White, Senior Associate Athletic Director

Describe the extent of broad-based participation of campus constituencies in the self-study. Specifically, report on the opportunities that were provided to various individuals or groups in the broad-campus community to: (a) offer input into the self-study report before findings and plans for improvement were formulated; and (b) review the self-study report after it was drafted. Throughout the process, the steering committee and subcommittees were comprised of student-athletes, faculty, staff and administrators from across UNO's university community. The subcommittees drafted the self-study as well as any plans for improvement. All responses were analyzed by the steering committee in meetings held throughout 2013 and spring, 2014. A weblink was set up with the self-study drafts so that the broader university community could comment on the report and all of the work that was completed was reported on by a University of Nebraska Regent. Finally, the University of Nebraska Board of Regents approved the self-study report and plans for improvement.

UNIVERSITY OF NERASKA AT OMAHA

NCAA IPP SELF STUDY 5 updated 6.30.14

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