Friday's Board of Trustees Athletics Committee meeting featured so much conversation on Compliance and the Student Athlete Academic Center, places that define "turnover" and "fumbling" better than a bad wishbone offense could, that Senior Associate AD Bobby Staub didn't get to make his presentation on the $2 million initiative to build up facilities for women's sports -- finishing the softball stadium, locker rooms for softball and golf and the like. Allegedly, the department already has $1 million of the $2 million.
Let's be blunt about Compliance and the SAAC. Nobody notices when Compliance slips up on a shot putter. A softball starter lost to academics? The interest barely makes it out of the locker room. Not that shot putters and softball outfielders don't work just as hard in class or at their craft. I'm talking just interest here.
But when ineligible basketball players take the court (Ray Taylor), key players can't take the court (Marita Davydova, whose loss FIU coach Cindy Russo again Saturday called "catastrophic"), the basketball team can't go play after school with the other boys and the football team loses three of its most talented players to GPAs that look like breathalyzer tests, many notice.
So, Compliance is considered a problem. The SAAC is considered a problem, though men's basketball and football are the only teams with more GPAs under 3.0 than above and three sports (women's basketball, women's tennis and men's cross country) have none under 3.0.
Committee chairman Jorge L. Arrizurieta opened the meat of the meeting by asking about Compliance and the SAAC, "What’s the game plan to fix the issues that have taken place in the past? We’ve come too long a way in athletics at this great institution to risk falling behind in some of these issues. It’s not an option. My concern from a mangement standpoint is from Compliance, we’ve had three program directors and two interims in the last six years. In the case of the SAAC, as I understand it, three program directors, three interim in the same time period. That’s got to stop. Something has to change.”
While Arrizurieta said he wanted to look forward and not belabor FIU's failures in those departments, that's hard to avoid. So Christopher Schoemann, a long-used compliance consultant in the Collegiate Sports Practice Group of the Kansas law firm Bond, Shoeneck & King, was called up to explain Davydova and Taylor's ineligibility.
Taylor's problem, as reported often, was that he didn't withdraw his declaration for the 2012 NBA Draft soon enough (Digression: shouldn't somebody have told him, "Ray, you're a nice mid-major player. But you're a 5-6 point guard who isn't exactly dominating the Sun Belt. What business do you have declaring for the NBA Draft?).
Davydova's problem is that she, apparently, played some games for Russian State Agrarian University and should've had to sat out a season upon transferring to FIU. Some members of the committee seemed surprised Compliance whiffed on situations that turned on basic, factual information that Compliance had. It is sort of like watching someone strike out in batting practice.
New Compliance head Hank Harrawood introduced himself to the committee, which discussed Compliance being moved under the Athletic Department's roof.
"I believe the Compliance officer should report to the General Counsel," opined Trustee C. Delano Gray, whose bio speaks of his great experience with internal auditing (speaking of internal auditing, that audited 2013 football attendance report should've been ready in late January...). "I prefer that the head coaches or the folks in athletics doesn't have the influence that is likely to happen. I used to be an internal auditor. I have experienced that every now and then, the people you are working with have some kind of influence in what you do."
Schoemann, a former Compliance director himself, said, "Nationally, it is a mixed bag. Has the trend been to have these offices report outside of athletics? The trend has been. I've seen these programs work well solely from an athletics perspective where there is no outside tether to the office of the general counsel, president or provost; and I've seen them work poorly when they're placed entirely of the athletics purview. Hank Harrawood becomes a de facto assistant athletic diretor because of the nature of his job. He becomes a member of Pete's staff. That's true whether or he would report to the general counsel or the office of the president or directly to Pete.
"What's imperative, is that in any type of analysis that the NCAA does with respect to institutional control -- despite the fact they operate with the old Supreme Court adage with respect to pornography that they "know it when they see it" but have never defined it -- that's the litmus test that gets applied to you once that bell gets rung and the NCAA shows up on your doorstep. When we're doing our analysis of institutions, we want to make sure those outside tethers are engaged. That (new Compliance director) Hank (Harrawood) and his counterparts have the necessary access to those offices (of general counsel and president)."
Arrizurieta, referring back to the instability at the top of the department, said part of the reason he supported the move was "Whatever we've done hasn't worked."
General counsel Kristina Raattama said in dealing with Compliance outside Athletics, “Pete feels like he has accountability and no control and I feel like I have responsibllity and no control. When you combine that function into the athletic department, you have a situation where everybody knows what they're responsible for.”
Pete Garcia said, "Hank has been given a directive by all of us that if there's a major issue...his first phone call is to the president’s office, his second phone call is to the legal department."
The SAAC remains outside athletics. It also remains without a director. Dr. Stephen Fain, the most recent past faculty athletic representative, has been serving as the interim director. Dean of Undergraduate Education Douglas L. Robertson presented the State of the SAAC Report. A committee with the task of finding a new director has a start date of July 1.
"We anticipate filling the director's position with a director who will die in the position," Robertson said. After that brought unintended laughter from the room, "I meant of old age. I meant retire in the position. I anticipate his start date will be July 1, but hope it will be sooner."
(How is it FIU can replace a head basketball coach in a week but takes 10 months to start to find a new SAAC Director?)
The next director comes into a SAAC that gets a budget bump of around $80,000 next year to just over $840,000. Here's how some of that money will be spent:
$60,000 for a business analyst working out of the SAAC who's involved in the building and care of an automated NCAA player certification system and provides tech support.
$26,000 for a bump in the SAAC Director's salary. Dr. Phil Moses salary was $105,000 when he was hired in 2011.
$5,000 as an "equity salary adjustment" for the SAAC Tutor Coordinator, who now makes $35,000.
$16,000 for an "equity adjustment" for the SAAC tutors.
$84,000 for a "significant increase in tutoring hours and staffing."
$10,000 for "additional staffing for book distribution."
$9,000 for "productivity tools for SAAC staff (cell phones and service...)"
$7,000 for GradesFirst, an academic tracker designed for student-athletes.
Those are yearly recurring costs. Under one-shot costs, ther are...
$252,000 for "automation of the NCAA player certification process."
$21,000 for replacing all 35 desktop computers in the SAAC Computer Lab ($600 per computer)
$6,000 for replacing all eight SAAC staff desktop computers.
$176,000 to "improve the SAAC environment" and add five offices.
Dean Robertson seemed quite excited about bringing Graduation Success Initiative-like metrics, which helped boost on-time grauation rates from 41 percent to 50 percent at FIU in two years, to the SAAC.
"We have invested significantly in predictive analytics to target students who are at-risk or who are on track to graduate, but may not know it an need some additional support," Robertson said.
All this means not much if you don't have athletes who give a good darn enough to crack a book. After all, you can lead a horse's butt to water, but you can't make him think.
Arrizurieta asked why some of these GSI-like ideas and technologies, including real-time updating, "weren't initiated before? Or, was it and it wasn't executed?"
Robertson answered with something that I think of almost as the FIU mantra: the school grew faster than the infrastructure.
"The institution has invested heavily in creating the infrastructure for the GSI that involves a big investment in predictive analytics and various kinds of academic tracking tools that are expensive to build have now been built," he said. "Those tools and expertises -- for example, we now have an office with five behavioral scientists doing these kinds of analytics -- is now in place. That allows the proper support of a SAAC diredctor in providing these kinds of analytics that was not there before."
As for information reporting, Garcia said when Robertson spoke to the faculty senate some time back, Robertson asked for progress reports on the student-athletes.
"There has been a very small percentage return on progress reports (13 percent)," Garcia said. "The reason I’m saying this is they need to know what kids need what tutoring now. They don’t need it at the end of the semester when they’ve failed. As good as I think our SAAC people right now, they can’t help these kids if they don’t know what classes they need help with."
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