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Chapter 6
The Athletic Department and the University
Simply put, success in … football is essential for the success of Louisiana State University. – LSU Chancellor Mark Emmert
There is an arms race in college sports … the only thing worse than being in an arms race is not being in the arms race.
– Bob Bowlsby, University of Iowa Athletic Director
Any time you can name the head of a university before you can name the head coach, you’ve got a problem at that football program.
– Danny Sheridan, sports analyst
Positive name recognition [from athletics success] has been very helpful. But I wouldn’t say it has been the main factor [in increased enrollment}.
– Steven Sample, President of the University of Southern California
6.1 Introduction
In his presidential address to the 2005 NCAA convention (see Box 6.1), Myles Brand referred to the athletics “spending spiral” occurring at DI institutions. He voiced concern about the growing trend of athletic departments becoming financially independent from the university and he stressed that athletics “must be fully integrated into the educational mission” of the university. President Brand’s comments reflect the main concerns of this chapter: the apparent unrestrained growth in athletic department budgets, the consequences of that growth, and the proper relationship between the athletic department and the university.
6.2 Growth of the Athletic Department
While operating expenditures of athletic departments at DI universities are a small percentage of total university spending (usually in the range of 1-4%), they are growing about twice as fast as university expenditures as a whole (Brady and Upton, 2005).[1] Athletics budgets are increasing because athletics directors and coaches are convinced that greater spending results in greater sports success which then causes an increased flow of revenues to the university. The problem is that if the other schools are doing the same thing, then
The Athletic Department and the University
Simply put, success in … football is essential for the success of Louisiana State University. – LSU Chancellor Mark Emmert
There is an arms race in college sports … the only thing worse than being in an arms race is not being in the arms race.
– Bob Bowlsby, University of Iowa Athletic Director
Any time you can name the head of a university before you can name the head coach, you’ve got a problem at that football program.
– Danny Sheridan, sports analyst
Positive name recognition [from athletics success] has been very helpful. But I wouldn’t say it has been the main factor [in increased enrollment}.
– Steven Sample, President of the University of Southern California
6.1 Introduction
In his presidential address to the 2005 NCAA convention (see Box 6.1), Myles Brand referred to the athletics “spending spiral” occurring at DI institutions. He voiced concern about the growing trend of athletic departments becoming financially independent from the university and he stressed that athletics “must be fully integrated into the educational mission” of the university. President Brand’s comments reflect the main concerns of this chapter: the apparent unrestrained growth in athletic department budgets, the consequences of that growth, and the proper relationship between the athletic department and the university.
6.2 Growth of the Athletic Department
While operating expenditures of athletic departments at DI universities are a small percentage of total university spending (usually in the range of 1-4%), they are growing about twice as fast as university expenditures as a whole (Brady and Upton, 2005).[1] Athletics budgets are increasing because athletics directors and coaches are convinced that greater spending results in greater sports success which then causes an increased flow of revenues to the university. The problem is that if the other schools are doing the same thing, then
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