December, 1995


Operating Principles
Part I: Gender Equity
Part II: Minority Equity
Part III: Annual Review


The purpose of this Plan is to guide Montana State University-Bozeman in its continuing efforts to achieve gender and minority equity in its intercollegiate athletic programs. It has been developed to ensure the institution continues to comply with NCAA operating principles regarding the participation of women and minorities in intercollegiate athletics and with Title IX regulations, as interpreted, to date, by the Office of Civil Rights. The Plan is based on the NCAA Self-Study conducted during AY95. At the directive of the President, the Plan includes women's and men's rodeo, an intercollegiate sport which is conducted under the auspices of the College National Rodeo Association (CNRA) rather than the NCAA.

Operating Principles

The Operating Principles of the NCAA in regards to equity state:

Gender Issues. An institution shall demonstrate that, in the area of intercollegiate athletics, it is committed to fair and equitable treatment of both men and women. It shall have available adequate information for assessing its current progress in this area and an institutional plan for assessing it in the future. The plan shall provide for accommodating the evolving standards of the Association in the area of gender equity.

Minority Issues. An institution shall demonstrate that, in the area of intercollegiate athletics, it is committed to providing equitable opportunities for minority students and institutional personnel. It shall have available adequate information for assessing its current progress in this area and an institutional plan for addressing it in the future. The plan shall provide for accommodating the evolving standards of the Association in the area of minority issues.


As used in this Plan, the terms below are defined as follows:

"Aid Recipients" means the student athletes receiving financial aid (scholarships) on the basis of athletic ability in intercollegiate sports.

"Gender Equity" means, for student athletes, (1) access to the same quantity of athletic participation opportunities as are substantially proportional to the percentage of females to males in the undergraduate student population, and (2) access to athletic resources of comparable quality, regardless of gender.

"Intercollegiate Sports" includes men's and women's basketball, tennis, rodeo, indoor and outdoor track and cross country, men's football, and women's volleyball, golf, and alpine and nordic skiing.

"Minority Equity" means, for student athletes, access to comparable athletic resources and support regardless of status as a member of a minority group as defined by Executive Order 11246.

"Participants" means the student athletes on a team on the first day of competition. As the Department of Education clarifies its reporting requirements under the Equity in Athletics Disclosure Act, this definition will be adjusted as necessary to conform to the federal definition.

"Substantial proportionality" means having the percentage of women and men participating in intercollegiate athletics, as determined by a running average of participants over time, with no consistent deviations, within 5 percent of the enrollment of women and men in the undergraduate student body, based on the average percent enrollment of male and female undergraduate students.

"Title IX Compliance" means accommodating the athletic interests and abilities of both men and women to the extent necessary to provide equal athletic opportunity as determined by one of the following: (Part 1) whether opportunities to participate in intercollegiate athletics are provided in numbers substantially proportionate to respective enrollments of male and female students in the undergraduate population, or (Part 2) whether the institution can show a history and continuing practice of program expansion which is demonstrably responsive to the developing interests and abilities of the sex under-represented among intercollegiate athletes, or (Part 3) whether the institution can demonstrate that the interests and abilities of the members of the sex under-represented in intercollegiate athletics have been fully and effectively accommodated by the present athletics program.

"Undergraduate Student Body/Undergraduate Enrollment" means the number of full time students pursuing a baccalaureate degree from Montana State University-Bozeman including students working on a second bachelor's degree but excluding individuals enrolled as non-degree graduate students.

Part I: Gender Equity

The University's commitment to gender equity in intercollegiate athletics is based on recommendations of the Gender Equity Subcommittee of the Athletics Committee, and on previous informal documents developed by Cathy Schick and Doug Fullerton. These documents are available in the NCAA Self-Study.

In July 1993, the University merged the Department of Women's Athletics and the Department of Men's Athletics into a combined Department of Athletics. Since then, the University has made significant strides toward gender equity in its intercollegiate athletic programs, including:

  • adding women's golf and women's skiing to the University's intercollegiate sports programs. Women's golf and skiing, with alpine competitors only, were added in FY94; skiing, with nordic competitors, was added in FY96,

  • appointing a Gender Equity Subcommittee to the Athletics Committee,

  • increasing women student athletes' access to coaching by adding a full time assistant coach in women's basketball, a restricted earnings coach in volleyball, and part time coaches in women's tennis, skiing, and track,

  • improving facilities for women student athletes by renovating and assigning a designated locker room to the women's volleyball and women's basketball teams,

  • improving media guides and game programs for women's volleyball and women's basketball,

  • equalizing radio, TV, and print advertising budgets for men's and women's basketball,

  • assigning donated vehicles to the women's volleyball and basketball coaches, and

  • easing the FTE of existing Sports Information personnel and charging them to publicize men's and women's sports equally.

The Task Force studied current rates of women's participation in intercollegiate athletics to establish a baseline against which the effectiveness of actions proposed in this Plan can be evaluated in the future. In FY95, women were 37.3% of sports competitors, received 35.83% of the number of scholarships awarded, comprised 34.42% of those student athletes receiving aid, and received 35.54% of the total aid awarded. Figure 1. shows the enrollment of full time undergraduate students for Fall 1991 through Fall 1995. The enrollment of women averages 44%.

Figure 1: Full Time Undergraduate Enrollment by Sex, Fall 1992 - Fall 1995

TOTAL       ----MEN----       ---WOMEN---
#      %          #      %
Fall 1991        8152       4552   55.8       3600   44.2
Spring 1992      7965       4486   56.3       3479   43.7
Fall 1992        8529       4852   56.9       3677   43.1
Spring 1993      8058       4563   56.6       3495   43.4
Fall 1993        8678       4856   56.0       3822   44.0
Spring 1994      8082       4547   56.3       3535   43.7
Fall 1994        8672       4834   55.7       3838   44.3
Spring 1995      8046       4506   56.0       3540   44.0
Fall 1995        8936       5025   56.2       3911   43.8
Figure 2 shows participation in intercollegiate sports, including rodeo, over the past four years and compares numbers of student athletes on the squad to those who actually competed.

Figure 2: Participation of Women and Men in Intercollegiate Sports
Academic Years 1992-1995

                        AY92          AY93          AY94          AY95
Squad* Comp*  Squad  Comp   Squad  Comp   Squad  Comp
Women's Sports
Basketball        15    12      16    12      14    12      14    13
Golf              --    --      --    --       8     8       7     8
Rodeo              6     6      10    10       7     7       9     9
Skiing            --    --      --    --      13     7      12    12
Track/XC          46    44      65    52      71    55      69    58
Tennis             9     7       9     7      12    12      12    10
Volleyball        13    12      15    11      18    16      15    12
       Subtotal       89    81     115    92     143   117     138   122
Men's Sports
Basketball        11    11      11    11      12    12      13    10
Football          93    60     100    62     104    58      91    64
Rodeo             11     9      14    14      24    24      21    21
Track/XC         167   102     177   114     187   113     118    99
Tennis             9     8      10    10      17    10      12    11
       Subtotal      291   190     312   211     344   217     255   205
Total            380   271     427   303     487   334     393   237
Percent Women   23.4% 29.9%   26.9% 30.4%   29.4% 35.0%   35.1% 37.3%
Difference*     20.6% 14.1%   16.5% 12.9%   14.5%  8.9%    9.1%  6.9%
*Squad means the number of participants on the first day of competition.
*Comps means the number of competitors who competed in an event or contest.
*Difference means the percent of women's participation subtracted from their
actual percentage enrollment.
Figure 3 shows the number of student athletes per sport in FY96 compared to the number of scholarship equivalencies awarded in the same year.

Figure 3: NCAA Scholarship Limits vs. Actual Scholarship Equivalencies Awarded

                      ----MEN----       ---WOMEN---
Max*  94-95       Max   94-95
Football          63.0   57.0       ---     ---
Basketball        13.0   13.0      15.0    14.0
Volleyball         ---    ---      12.0    12.0
Tennis             4.4    4.4       8.0     4.0
XC/Track          12.6   12.5      18.0*   13.8
Golf               ---    ---       6.0     3.8
Skiing             ---    ---       7.0     3.5
TOTAL NCAA        93.0   86.9      66.0    50.8
Rodeo              5.4**  5.4       3.0**   2.0
    GRAND TOTAL       98.4   92.3      69.0    53.1
Difference                6.1              15.9
* Includes proposed 2.0 equivalencies to be added to
women's cross country/track.
** Maximum established by athletic administration.
NCAA/MSU maximum equivalencies        167.4
Current total equivalencies awarded   145.4
Difference    22.0
Current equiv for men/max for women   161.5
Current total equivalences awarded    145.4
Difference    15.9
Of the current equivalencies awarded, 63.5% are given to men and 36.5% to women. Under the plan, increasing equivalencies to maximum for women, 57.2% would be given to men and 42.8% to women.

As the foregoing statistics illustrate, the University has a continuing practice of expanding athletic participation opportunities for women by increasing the number of sports offered and the number of participation opportunities. The Task Force believes that the University has met Part 2 of the three part test of Title IX compliance in athletics. The next challenge is to achieve substantial proportionality of athletic opportunities by (1) ensuring that the quality of participation opportunities is equal for men and women and (2) assessing the feasibility of modifying existing sports offerings and making appropriate changes.

Therefore, this Plan establishes specific goals and objectives, to be implemented from FY96 through FY99, that will ensure that similar sports programs are treated equally and student athletes receive equal access to resources, regardless of gender. It recognizes that the University may need to modify its sports offerings in order to achieve substantial proportionality and recommends procedures for reviewing intercollegiate sports offerings. It also makes provisions for the ongoing assessment of gender equity and for accommodating the evolving standards of the NCAA in this area.

Gender Equity Goals

To promote gender equity, MSU-Bozeman will:

Support current sports to ensure that teams have the opportunity to be competitive in their conferences.
Establishing specific annual and long range goals for each sport.

Each coach has the ultimate goal of winning the conference championship and/or qualifying the team for the NCAA or other national competitions. Coaches will be required to develop, for their sport, a set of clearly defined annual and long range goals which specify optimal squad size, recruiting expectations, and competitive goals and take into account existing resource constraints.

  • Measure of Success: Each coach will have a set of clearly defined and understood goals for his or her sport identifying optimal squad size, participant and scholarship goals, competitive goals, recuiting expectations and budget, equipment and facilities constraints.
  • Target Date: Annually.
  • Responsibility: Athletic administration and coaches.

Determining optimal squad size and athlete-to-coach ratios for each sport and adjusting the numbers of participants or increasing coaches to those levels.

Optimal squad size will be based on the following factors: (a) the number of competitors and diversity of talent necessary to win the conference championship and/or qualify the team for the NCAA national competitions(b) the capability of the coaching staff to provide quality instruction and properly manage safety, average conference and national squad sizes and coach-athlete ratios, recruitment area, and special recruitment challenges.

  • Measure of Success: Optimal squad sizes will be determined and reported to the Athletics Committee. Participants will be decreased or increased to predetermined optimal levels. Coaches will be hired to predetermined optimal levels.
  • Target Date: Optimal squad sizes will be determined during Summer 1996. Numbers of participants and coaches will be phased in from FY97-FY99.
  • Responsibility: Athletic administration and coaches.

Increasing scholarship equivalencies in women's sports to the maximums allowed by the NCAA.

Equity in athletic aid will be based on fully funding scholarship equivalencies for all sports to the NCAA maximums. Bringing existing women's programs to maximum equivalencies will require the addition of approximately 16 scholarship equivalencies. This objective will be phased in over five years, beginning in FY97, and will require an estimated cumulative total of $500,000, based estimated average of FY97 costs for tuition, fees, books, room and board.

  • Measure of Success: Women student athletes in current sports will have full equivalencies measured to a deviation of +/- 5% by adding approximately 16 scholarship equivalencies.
  • Target Date: Phase in from FY97-FY99.
  • Responsibility: Athletic administration and University administration.

Expanding the recruitment of women student athletes by increasing budgets and expanding recruitment out-of-state.

Recruitment budgets will reflect the resources needed to attract the quality and quantity of students needed to position women's teams to be able to compete successfully in their conferences.

  • Measure of Success: Women's teams will have increased numbers of out-of-state participants, particularly in tennis and track.
  • Target Date: Phased in over four years.
  • Responsibility: Athletic administration and coaches.

Establish consistent, non-discriminatory practices for the administration of intercollegiate athletics.
Developing and implementing consistent policies for travel, per diem, and recruiting.

  • Measure of Success: Policies are developed and remain consistent for similar sports. Discrepancies are equalized.
  • Target Date: FY97.
  • Responsibility: Athletic administration.

Fully integrating equipment management functions.

  • Measure of Success: Purchasing and equipment policies will be written and defined. Equipment management will be integrated and conform to policies.
  • Target Date: FY97.
  • Responsibility: Athletic administration, equipment managers, coaches and staff.

Developing a salary administration plan for coaches.

  • Measure of Success: A written plan will be developed and used in setting salaries for new hires and in adjusting salaries for current coaches.
  • Target Date: FY97.
  • Responsibility: Athletic administration.

Continuing efforts to recruit and hire qualified women coaches.

  • Measure of Success: Contacts with sucessful women coaches in other conferences will be made. Search committees will be encouraged to identify and recruit women coaches.
  • Target Date: As necessary.
  • Responsibility: Athletic administration and Affirmative Action.

Work to increase awareness of and interest in women's sports.
Increasing media coverage of women's sports.

The athletic administration will explore strategies such as including an "MSU Women's Sports Minute" on Cat Chat, reinstating weekly press conferences, providing additional coverage for women's Fall sports, and exploring media interest in broadcasting women's basketball away games.

  • Measure of Success: A written plan for implementing strategies for increasing media coverage of women's sports will be developed and approved. An annual report on activities to implement the plan will be made to the Director of Athletics and the Athletics Committee.
  • Target Date: FY96.
  • Responsibility: Assistant Athletic Director for Marketing and Promotions, Sports Information Directors, Director of Athletics.

Developing and implementing plans to increase attendance at women's games.

The athletic administration will develop strategies to increase attendance at women's games and contests such as adding a "family all-sports" pass to booster packages and developing targeted marketing strategies.

  • Measure of Success: Implementation of strategies during FY96.
  • Target Date: FY96.
  • Responsibility: Athletic administration.

Adopt clear procedures for modifying the University's sports offerings in the future.
Assessing student interest in athletics and basing future modifications to the University's sports offerings, in part, on that assessment.

  • Measure of Success: Students will be surveyed and results analyzed.
  • Target Date: September 1997.
  • Responsibility: Athletic administration.

Developing criteria for evaluating sports offerings and review current sports for continuance and new sports for addition according to those criteria.

Criteria might include: spectator interest, availability of qualified coaches, availability and proximity of intercollegiate competition, costs, availability and condition of practice and competition facilities, impact on other programs, capacity to generate external support, and ability to compete successfully given existing resource constraints.

  • Measure of Success: Establishing non-discriminatory criteria for the review of intercollegiate sports offerings.
  • Target Date: FY97.
  • Responsibility: Athletic Committee, athletics administration.

Establishing participation baseline information at AY96 levels and annually reporting changes in participation and scholarship equivalencies measured against this baseline.

1996 baseline data are included in this Plan as Figure 7. Coaches will provide the athletic administration with accurate lists of participants on the first day of competition. These figures will be reported annually to the Athletics Committee.

  • Measure of Success: Annual reports of changes in participation levels and scholarship equivalencies measured against this baseline and the previous year will be submitted to the Athletics Committee.
  • Target Date: FY96.
  • Responsibility: Athletic administration

Ensuring that decisions to modify the University's sports offerings are the product of broad-based discussions with the University's sports constituencies.

Intercollegiate athletics has many constituencies including the Athletics Committee, Booster organizations, student government, alumni, and the University administration which must provide input to any decision to modify the University's current sports offerings.

  • Measure of Success: Campus and community constituencies, including ASMSU, Boosters organizations, Faculty Council, and Alumni, will be contacted and involved in decisions to modify sports offerings.
  • Target Date: FY98 and as appropriate.
  • Responsibility: Athletics administration, University administration.

Part II: Minority Equity

Documents which establish the University's commitments to multicultural diversity and minority achievement are the Board of Regents Minority Achievement Policy, Policies and Procedures Manual, Section 1902; the Role and Scope Statement of Montana State University-Bozeman, and the Campus Action Plan to Promote Diversity and Increase Minority Participation at Montana State University. The Task Force agrees with the system and institutional goals identified in these documents and urges the University to devote greater efforts to their accomplishment.

The purpose of this Plan is to ensure that the University is in substantial conformity with the operating principle of the NCAA regarding equitable opportunities for minority student athletes and athletics staff. To understand where the institution faces challenges in the area of minority equity, the Task Force reviewed the NCAA self-study, interviewed current and past student athletes and coaches, and also studied population, enrollment and graduation statistics.

Figures 5 and 6 show some of the results of this study and reveal important facts regarding minority students on campus and in the athletic department:

  • The undergraduate student body is predominately white and slightly less diverse than the population of the state and the population of student athletes.

  • Student athletes comprise approximately 5% of the undergraduate student population.

  • Minority students comprise approximately 5% of the undergraduate student population and approximately 10% of the population of student athletes.

  • The mix of ethnic background is dramatically different for the population of student athletes and the undergraduate student body. African American students comprise 0.4% of the overall minority population but 5.8% of student athletes. American Indian students comprise 2.3% of the overall undergraduate population but only 1.5% of the student athletes.

  • Eighty percent (80%) of Black undergraduate students are student athletes.

  • Most minority student athletes are men. Minority student athletes comprise 13% of the population of male student athletes but only 3.6% of the female student athletes.

  • Four (4) of the 30 Black undergraduate students are women; no black student athletes are women.

An examination of graduation rates found that student athletes in general and minority student athletes graduate at slightly higher rates than the general student population. The graduation rate of Black student athletes is also positive when compared to other schools in the Conference.

The Task Force recognizes that Black students in the Department of Athletics are the most publicized minority on campus and often carry a disproportionate responsibility for how minorities, in general are perceived. The Task Force also recognizes that adjustment to the campus and community is often difficult for minority students. These facts mean that the Department of Athletics must take the lead in helping minority student athletes adjust to the University environment and Montana culture.

The Department of Athletics takes its responsibilities in this regard seriously. Among the activities undertaken to ensure that opportunities for minority students and staff are equitable are:

  • increasing efforts to recruit qualified minority coaches, resulting, at various times, in the hiring of African-American assistant coaches in football and men's basketball,

  • orienting student athletes to the financial aid application process,

  • ending the requirement that student athletes live in the residence halls after their freshman year, and

  • hiring a half time academic counselor for student athletes.

Figure 5: Population and Enrollment of Ethnic Minorities

                   Montana Census       MSU-Bozeman    MSU Athletic
Estimates,     Undergraduates,   Participants,
July 1992          Fall 1995       Fall 1995
#      %          #     %         #     %
Asian               4,529    0.55       70    0.85       3    0.73
Black               2,217    0.27       30    0.36      24    5.84
Hispanic           13,372    1.63       98    1.18       7    1.70
Native American    47,947    5.83      189    2.28       6    1.46
White             754,282   91.72    7,876   95.31     371   90.27
Total             822,347            8,263             411
Figure 6: FY96 Ethnic Breakdown of MSU Athletic Teams

                 -------------MEN-------------   ------------WOMEN------------
Black Asian Hispc NatAm White   Black Asian Hispc NatAm White
Football        20     1     0     0    65      --    --    --    --    --
Basketball       4     0     0     0     8       0     0     0     0    11
Volleyball      --    --    --    --    --       0     0     0     0    16
Tennis           0     1     0     0    11       0     1     0     0    10
XC/Track         0     0     3     3   120       0     0     4     0    71
Golf            --    --    --    --    --       0     0     0     0     9
Skiing          --    --    --    --    --       0     0     0     0    22
Rodeo            0     0     0     2    16       0     0     0     1    12
   Total           24     2     3     5   220       0     1     4     1   151
% of Total     9.5%  0.8%  1.2%  2.0% 86.5%    0.0%  0.6%  3.0%  0.6% 96.4%
Total Male Athletes = 253                Total Female Athletes = 157
Male Minority Population = 33 (13.1%)    Female Minority Population = 6 (4.0%)

Minority Equity Goals

To promote minority equity, MSU-Bozeman will:

Study problems experienced by minority student athletes and Department of Athletics staff and report findings to the Athletics Committee and the Executive Council.
Conducting regular surveys of student athlete satisfaction to identify problems minority student athletes experience during their matriculation.

  • Measure of Success: Surveys will be conducted and reported to the Athletics Committee.
  • Target Date: Ongoing.
  • Responsibility: Athletic administration.

Conducting exit interviews with all student athletes to identify problems related to intercollegiate athletics.

  • Measure of Success: All student athletes will have met with the Director or Associate Director of Athletics in an exit interview. The interview instrument will be designed to elicit responses about problem areas.
  • Target Date: Ongoing.
  • Responsibility: Athletics administration.

Studying graduation and retention rates for minority student athletes and comparing these to white student athletes and the student population in general.

  • Measure of Success: Annual studies of graduation and retention rates will be reported to the Athletics Committee.
  • Target Date: Annual.
  • Responsibility: Academic Coordinator, Faculty Athletic Representative, Institutional Research.

Improve communication between minority athletes, student athletes, the athletic administration, the University, and the community.
Appointing a Student Athlete Issues Task Force and charging them to analyze the types of problems faced by student athletes in adjusting to the University and community, propose solutions to those problems, and report their findings directly to the Director of Athletics.

A similar task force met during AY94 and advised the Director of Athletics on problems encountered by student athletes in adjusting to the campus and community. Problem identified included racism and intolerance, alcohol abuse, and violence in domestic relationships. The Task Force recommended policy changes and sponsored "administrator-free" conversations between task force members and student athletes. This objective calls for the establishment of a similar task force to meet on a regular basis.

  • Measure of Success: The Task Force will identify problems and propose solutions to the Director of Athletics.
  • Target Date: The Task Force will meet at least 3 times a year.
  • Responsibility: Athletic administration.

Clearly delineating, for all parties, the expectations that the University has of its student athletes and that student athletes have of the University.

There is a great deal of misunderstanding about what intercollegiate athletics means to the institution and to those who participate in it. The University recruits, and in most cases, provides financial assistance for student athletes in order to be competitive in the Big Sky Conference and to garner public and booster support for the institution as a whole. Student athletes compete in intercollegiate athletics for the institution in order to continue to play their chosen sports and to gain college educations. This objective calls upon coaches, athletic administrators, student athletes, University administrators, and the campus community to discuss more openly their mutual expectations.

  • Measure of Success: Student athletes, athletic administrators, and University administrators will meet and share mutual expectations.
  • Target Date: At least one meeting will be held per year.
  • Responsibility: University administration, athletic administration.

Continue efforts to recruit and retain minority athletes and coaches.
Continuing efforts to recruit and hire qualified minority coaches.

  • Measure of Success: Contacts with successful minority coaches in other states will be made.
  • Target Date: As necessary.
  • Responsibility: Athletic administration and Affirmative Action.

Ensuring that salaries for minority coaches are competitive.

  • Measure of Success: Salary administration plan will be reviewed to ensure that it is not being applied in a discriminatory fashion and that special market factors are appropriately considered.
  • Target Date: Salary plan completed in FY96, implemented in FY97.
  • Responsibility: Athletic administration and Affirmative Action.

Increasing efforts to recruit African-American student athletes in track, volleyball, and women's basketball, and Native American student athletes in track and rodeo.

Coaches must recruit out-of-state minority athletes in order to be competitive in the Big Sky Conference; the difficulty of this task should be more widely recognized. All coaches should develop plans for recruiting student athletes from minority populations.

  • Measure of Success: Coaches will annually report their minority recruitment contacts.
  • Target Date: Ongoing.
  • Responsibility: Athletic administration and coaches.

Maintaining current residence living policies which allow student athletes to live off-campus after their freshman year.

  • Measure of Success: Current policy will not change.
  • Target Date: FY96.
  • Responsibility: Athletic administration and sports information staff.

Improving academic support programs for student athletes.

The academic coordinator effort should be increased to 1.0 FTE; the possibility of establishing two part-time positions should be explored as should developing a mentoring program within the various colleges.

  • Measure of Success: Academic coordinator position will be increased to 1.0 FTE. Feasibility of mentoring program explored.
  • Target Date: FY97.
  • Responsibility: Athletic administration.

Ensuring that coaches, athletic administrators, and student athletes are aware of University resources, available to them, especially in financial aid, student services, and disabled student services.

  • Measure of Success: Student services official will attend student athlete orientation sessions. Student services staff will keep track of numbers of student athletes seen and report this back to athletic administration.
  • Target Date: September 1996.
  • Responsibility: Athletic administration and University Student Services personnel.

Part III: Annual Review

The Athletics Committee will assess information regarding gender equity on an ongoing basis and accommodate evolving NCAA standards in the area of gender issues. This Plan will be reviewed and updated annually by the Gender Equity Subcommittee of the Athletics Committee and the Athletics Committee and shall be reported to the Director of Athletics, the Vice Provost for Student Affairs, the Human Resources/Affirmative Action Director, and the President.

Figure 7 establishes the baseline participation based on estimates of and scholarship equivalency statistics for AY95.

Figure 7: Participation in Intercollegiate Athletics

                        Participants    Equivalencies
Women's Sports
Basketball              14.0             14.0
Golf                     7.0              3.8
Rodeo                    9.0              2.0
Skiing                  12.0              3.2
Track/XC                69.0             13.8
Tennis                  12.0              4.0
Volleyball              15.0             12.0
       Subtotal            138.0             52.8
Men's Sports
Basketball              13.0             13.0
Football                91.0             57.0
Rodeo                   21.0              5.4
Track/XC               118.0             12.5
Tennis                  12.0              4.0
       Subtotal            393.0             92.3
Percent women's participation - 35.1%
Percent women's equivalencies - 36.5%
Percent men's participation - 64.9%
Percent men's equivalencies - 63.5%
The Director of Athletics shall annually report statistics for participation and equivalencies so that changes in intercollegiate athletic participation can be assessed over time. The Director shall also make the Athletics Committee aware of any evolving standards of the NCAA. The Athletics Committee shall recommendations to this Plan necessary to accommodate those standards. Modifications shall be approved by the President.