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THE UNTVERSITY OF IO14'A

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September 8, 2000
Dear Members of the University of lowa mmmunity:

Today I am pleased to announce a reorganization of our men's and
women's intetcollegiate athletics programs that will, I am confident,
strengthen both programs and continue our progress in achieving gender
equity in intercollegiate athletics in lhe 21st century.
As you know, Dr. Christine Grant, who has provided visionary leadership for
our women's intercollegiate athletics program throughout the 27 years of its
existence, has retired from her post as director of women's athletics. After a
developmental leave, she will return to teaching at the University. ln the
past quarter ceniury, guided by Christine's vision, The University of lowa
has made great strides toward increasing opportunities for women studenl
athletes and established a position of national leadership in promoting
gender equity in intercollegiate competition.
It is the University's policy, upon resignation of any major administrator, to
review the office's administrative structure in relation to the University's

changing circumstances, overall organization, and aspirations for the future.
To advise me in this review, and to ensure continuing progress toward
gender equity in the future, I formed a g-member ad hoc task force made up
of distinguished University or community citizens committed to gender
equity, with Dr. Bonnie Slatton and Ms. Ann Rhodes as co-chairs.
At the end of August, after a summer of diligent study, tho task force
submitted its report to me.

The task force's recommendations are based on eighi sound principles:

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Financial stability must be maintained.
Commitment to high quality opportunities is essential.
The University should maintain a leadership position
nationally in achieving gender equily.
Quality and dedication of coaching and support staff in
athletics is io be unparalleled.
Organization of athletics must reflect commitment to
academic integrity, rules compliance, competitive

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excellence, gender equity, and financial stability.
Administrative structure must provide representation and
advocacy for women student athletes and flexibility to meet
needs ofwomen and men in Olympic (non-revenue)
sports.
No reduction will occur in number of spotts teams available
for men and women student aihletes.
Savings realized from organizational changes and
increased revenues from NCAA and Big 10 media
contracts will be used to make progre'ss toward gender
equitY.

After broad consultation with groups both on and off campus, the task force
hes made four recommendations for the future of women's and men's
intercollegiate athletics at the University of lowa:
The task force unanimously recommends a
centralized review and consolidation of financial
management in intercollegiate athletics. Under this
scenario, all sources of athletics income not
otherwise restricted (for example, by specific
designation of donors) would be combined for
allocation to University athletics programs.
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2. The majority ofthe task force recommends
integration of the women's and men's pKlgrams, with
centralized budget management, under the overall
. supervision of a single athletic director, reporting to
the President or her designee. The current men's
alhletics director, Bob Bowlsby, should assume
responsibility for the integrated program. A search
should begin immediately for a senior women's
athletics administrator, who would function as "chief
of staff."
3. The task force unanimously recommends that two
faculty representatives should represent the
University at the Biq Ten conference and that gender
balance should always be maintained in these
positions.
4. The task force unanimously recommends that
athletics leadership will present a comprehensive
annual report to the President and lhe Board in
Control of Athletics ('BlCOA"), with measurement of
progress toward aspirations and goals, particularly in
the area of achieving gender equity, graduation
rates, and facilities projects.

After review of the task force report and further consultation with Dr.

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Christine Grant, I am pleased to announce that I have accepted allfour
recommendations from the task force. Accordingly, I am making the
following changes in the athletics programs at the University of lowa:
1. The cunent men's athletics director, Bob Bowlsby,

will assume responsibility for all intercollegiate
athletics programs at the University. During a defined
transition period, he will work closely with l\4s. Paula
Jantz, interim director of women's athletics, to begin
integration of ell units in the two departments. The
transition should be completed within several
months. A search committee wlll be formed to identiry
candidates for a senior women's administrator
position, with the expectation that this individual will
serve as chief operating officer within athletics.
Reporting relationships for coaches will be
determined during the transition period.

2. General Counsel Mark Schantz, who serves at the
vice presidential level as a member of my immediate
staff, will have administrative responsibility for
oversight of athletics. That oversight and my periodic
direct involvement will maintain the principle of
presidential control over intercollegiate athletics. As
director of intercollegiate athletics, Bob Bowlsby will
be responsible for constructing the departmental
budget and maintaining liscal discipline, like any
other unit head, while General Counsel SchanE will
provide administrative consultation and oversight
from an overall University perspective.
3. As part of an annual report lo me and to the Board
in Control of Athletics, the director of intercollegiate

athletics will report on progress towards gender
equity, clearly measured against specific
benchmarks, and he will set forth aspi.ations in this
area for ihe upcoming year. The director's report will
also give attention to participation of minorities in
staffing for intercollegiate athletics.
4. To provide advocacy for both men's and women's
sports, an additional faculty member will be recruited
to serve as our representative to the Big 10
conference. We are ably represented cunently by Dr.
Bonnie Slatton, who will remain in this position for the
foreseeable fulurc.

This has not been an easy decision. I have consulted widely and carefully
considered the alternatives. We are proud of our history of offering
competitive athletic opportunities to women students, and particularly ofthe

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progress we have made in achieving gender equity since the establishment
ofour separate women's intercollegiate athleiic program in 1973. ln the last
quarter of the 2oth century, our dual administrative system for men's and
women's athletics served us well.

Today, however, the aspirations of our men's and women's programs are
converging around two primary common goals: (1) assisting all
student-athletes in achieving a sound academic experience leading to a
baccalaureats degree; and (2) reaching the top 20 in the nation in allsports,
a goal that requires energetic promotion of intercollegiate alhletics to
ensure a stable source of revenue to sustain and improve our compeiitive
level in all sports. On balance, I have concluded that our existing dual
administrative structure no longer fits the circumstances in which we lind
ourselves. ln the new integrated structure I am now establishing under Bob
Bowlsby, with General Counsel Mark Schantz as my liaison, lam confidont
that we will preserve and enhance the best of our traditions: our
commilment to gender equity, academic integrity, and national
competitiveness in intercollegiate athletics.
Finally, let me express my confidence in the vice-presidential oversight that
Mark Schantz will provide in this new era for lowa athletics. Mark himself
was a Kinnick Scholar in his undergraduate years at lowa, participated in
varsity basketball and was a Rhodes scholar following graduation. He
served on the Board in Control of Athletics from 19761o 1978 and chaired
the Board in 1978, working closely with Dr. Grant during those early years
of Title lX to ensure the Unive6ity's success in taking its tirst steps toward
implementation of gender equity. ln 1997-98, Mark co-chaired the campus
self-study for NCAA certification and serv€d in 1999 on the search
committee for men's basketball coach. From that time on, Mark has been
an avid fan of both men's and women's Hawkeye teams in all sports.
Let me thank the entire task force, led by Bonnie Slatton and Ann Rhodes,
for the service they have €ndered the University in making these
recommendalions. And most of all, I want to thank Christine Grant for all
she has done ior women's athletics here at lowa and across the country. ln
the era ahead, lam committed to building on christine's achievements and
accelerating our momentum towad the achievement of full gender equity in
lowa intercollegiate athletics.
Sincerely,
Mary Sue Coleman

President

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THEUNruERSITYOF IOWA

PRESIDENT'SPAGE
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Task Force Report
August 30, 2000

Charoe to the Task Force: Backoround
Christine Grant has provided visionary leadechip to the University of lowa Women's Athletics
Depadment throughout the 27 years of its existence. With the announcement of her retirement, it
is appropriate to look to the future and evaluate what administrative struclure will best meet ihe
needs of student athletes at the University. President Coleman asked a group of individuals to
serve on an Ad Hoc Task Force and review these issues. President Coleman's charge to the
Task Force reads as follows:
Christine Grant has announced her retirement from athletics and will, afrer
a welldeserved sabbalical, retum to teaching as paft of a phased
retiremenl plan. Christine has been a tireless advocate for gender equity
in women's sports and she has served the University of lowa with great
distinction. As an institution, we owe it to her to assure that we continue to
move forward to assure lhe same opporlunities for young women in sports
that have long been available to young men.

After several discussions with Ann Rhodes and with Christine, I have
decided to appoint an ad hoc task force to advise me about the besl way
lo continue our progress toward gender equity in the future. ln short, I
want this group to examine how ourwomen's athletic programs should be
administered in the post-Grant era. We have two basic choices. Keep ihe
programs separate, or integrate the programs under a single athletics
director. Of course, there are variations under either scenario. However, I
anticipate that the task force will be able to weigh all the imporlant
considerations and make a recommendation to me.

Ann Rhodes and Bonnie Slatton have agreed to co-chair the task force.
have indicsted that it r,vill be important to review the gender equity plan
presented earlier this year by Christine. The following groups or
individuals should also be consulted: coaches and personnel in the
women's and men's programs, the lowa Plus Board, msmbers ofthe

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BICOA, the director of the national l-Club (and any board members
deemed necessary), Michael New, Bob Bowlsby and Christine Grant,
among others determined by the commiftee.
As an initial matter, the task force recognized that the University of lowa has a long history of
offering competitive athletic opportunities to women students. The 1916 University yearbook
features women's basketball and women's field hockey, both of which have continued io bring
distinction to the University. Although opportunities for sport involvement have continued during
this century, such opportunities were primarily offered through the academic departmsnt of
Physical Education and Dance and didnot include the opponunity to participate in athlstic sport
at the varsity level. The environment forwomen in sport changed significantly, however, in 1972,
with the passage of Title lX. Title lX prohibits sex discrimination in intercollegiate athletics.
At the University of lowa, a separate varsity intercollegiate athletic program was established in
1973 under the leadership of Dr. Christine Grant. Dr. Grant had been a leader in the Association
of lntercollegiate Athletics for Women and was a recognized expert on Titl6 lX. Dr. Grant's
philosophy and practice has influenced the women's program in significant ways. First, achieving
gender equity has been of pdmary importance. Second, lies to the academic departments were
maintained (in the early years ofthe program, almost all the coaches held academic
appointments and Dr. Grant reported jointly to the Department of Physical Education and Dance
and to the University Vice President for Finance.) Eady reviews recommending that two athletic
departments be maintained stressed that the women's program was "primarily an educational
activity" while the men's program had an outreach function. The appeal ofthis outreach function
and the public interest it generates has been critical in generating the revenue which supports
the athletics enterprise. Finally, an effort was made to treat all women's spods equally,
employing an organizational management structure and philosophy with all women's coaches
reporting to the AD.

These philosophical and practical aspects ofthe women's program have distinguished it from the
men's program to a certain degree. Nevertheless, today, both programs are identical in the need
to assist all student-athletes in achieving a sound academic experisnce leading to a
baccalaureate degree. The programs also share the goal of reaching the top 20 in the nation in
all sports. This goal gives rise to a conesponding need to promote intercollegiate alhle$cs to
ensure a constant and stable source of revenue to sustain and imptove the competitive level of
the programs.
Both programs must rely largely on ticket income generated by the football and basketball
teams, earnings from the Big Ten conference and the NCAA, and individual and corporate
fund-raising. As the costs of sustaining nationally competitive programs have soared, it has been
a challenge to find adequate tinancial resources io reach the University's goals, including the
goal of genderequity among women's and men's sports.
Mindful of these realities, the following principles and recommendations were agreed to by the
task force and provide a conten for its consideration ofthe future organizalional structur€ ofthe
program.
The Task Force:

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Recognizes that the financlal stability of ths athletics programs must
be maintained.

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Reaffirms the University's commitment to offering the highest quality
of opportunity forwomen and men student-athletes'
Recognizes the history and commitment to women's athletics at the
University of lowa and recommends that the University maintain a
position of national leadership in achieving gender equity'
Recognizes the quality ofand dedication of the coaching and
support staff members in both the men's and women's athletic
pfograms.
Recommends that any organization of the athletics departments
reJlect the Universib/'s commitment to academic integrity, rules
compliance, {inancial stability, competitive excellence, and gender
equity.
Recommends that any administrative structure must provide for
representation by and advocacy for women student-athletes and
promote flexibility to meet the particular needs of women
student-athletes and male student-athletes in Olympic sports.
Recommends there be no reduction in the number of sports teams
available for participation by male and female student-athletes.
Recommends that significant increased revenues derived from
future NCAA and Big 10 media contracts and any savings realized
from organizational change must be directed toward taking the next
steps toward gender equity.

As directed by President Coleman, the following groups or individuals were consulted:
student-athleies, coaches and personnel in the women's and men's programs, representatives
of the U of I Alumni and U of I Foundation, faculty, stafi and student leadership, the Board in
Conlrol ofAthletics, Christine Grant and Bob Bowlsby. ln all meetings, individuals and groups
were assured that neither the President nor the Task Force had preconceived notions about the
final recommendation. and that we were interested in their viewpoints on the matter. ln general,
the internal conslituencies recommended that we retain separate prog.ams while integrating
many of the services provided (sports medicine, student services, etc'). The extemal groups
generally supported one department, but believed that a highly visible woman should be hired in
ihe athletics department, Both groups strongly endorsed a central budgeting system for the
athletics programs.
As a result of these initial interviews, the Task Force felt that the report would be greatly
enhanced by consulting with other Big Ten institutions, as well as peer institutions throughout the
naiion. lnstitutions were very forthcoming in providing otganizational structures and budgetary
processes for our review. Common to erch ofthese reports was a belief in the strength and
value of a centralized athletic budget system. ln addition, the Task Force reviewed data provided
by a national longitudinal research reportl which links the decline of women in administrative
p;sitions in athletics to organizational struclure. The Task Force also reviewed the NCAA
bertification Report (19971and the Gender Equity Reports (1998'1999). ln addition to the
meetings with the groups noted, the Task Force met seven times for lengthy discussion.

ofthe ultimate oroanizational structure for athletics
Recommendation #1

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Centralized Review and consolidation offinancial management of
athletics. The task force unanimously recommends a chande in the
cunent athletic budgeting, expenditure review, and financial planning
system to encompass a process similarto that employed by other major
universities. Preparation of the budget, periodic review of expenditures
and evaluation of major commitments would be conducted by a 'budget
group' consisting of athletic and University leadership designated by the
Presldent. Under such a scenario, all sources of alhletic income would be
combined and viewed as-a single fund for allocation to UniveBity athletic
programs. An evaluation of all major linancial commitments would be
undertaken, including an analysis offacilities and program enhancements
for impact on women's and men's Olympic sports.2
Exolanation:
Over the past twenly years, the women's department has enjoyed an excellent
reputation in quality and competitiveness. The women's athletics budget has
increased substantially overall, but the year-to-year budgeting process has been
difncult due to variation in sources and amounts of funding from one year to the nexl
Women's athletics has be€n supported primarily through the general University fund
and the athletics facilities fund. At some limes in its history signifcant support has
come from the general fund, at other times, general fund support has declined
dramatically, only to increase in recent years with a renewed commitment to gender
equity, manifested primarily in the additions of rowing and soccer teams.3 Tha levet of
suppod from the athletics facilities budget has also varied, remaining constant slx
years during the mid 1990's at $3,310,000 and increasing lo $3,628,000 in 2O0O-01.4
ln many years, either the general fund or the men's athletic department has needed
to contribute several hundred thousand dollars as the tiscal year ended to maintain
support for the women's program.
This financial variability has made it difiicult to plan effectively and has adversely
affecled the university's goal to bring about gender equity. The fact that lhere is no
common budgeting with a single format has also presented difficulties. Financial
planning and management must occur within a common set of priorities and
encompass the flexibility to meet the needs of both programs. The Task Force
believes that the institutional goals of equity and accountability can best be met by
having a single framework and system for budgeting and expenditures for all sports.

Rscommendation #2
Under the foregoing budgetary framework, a majority of the task force
recommends the integration oflhe women's department under the overall
supervision of the current men's athletics director, who, in furn, will be
charged to form a search committee and hire a senior women's athletic
administrator with responsibilities as "Chief of Staff." She will serve in the
Athletics OirectoCs absence and will guide the transition of the women's
program within the combined departmsnt lo ensure the University's goals
are met. The need for such an appointment is self evident. lt is imperative
that women maintain a leadership role in lowa athletics.

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Exelanation: A key goal in management, either within the University or without, is to
create an organizational system that makes people accountable for both positive and
negative results. With two athletics programs and two different budgets, it has been
difficult to assign responsibility forthe success of the overall athletics enterprise in
meeting the University's goals of competitive excellence, academic strength, and
gender equity. With one director, that peBon would be accountable to the President
or her designee for meeting these significant University goals.

A majority of the members of the Task Force believes that integration of the two
programs will best serve their future development through squarely assigning
responsibility to the director of athletics. lf such an approach is adopted, the Task
Force envisions that the director of athletics will wo* toward integration in
cooperation with a "transition team" which will develop a structure that best meets the
needs of all student-athletes and the dedicated professionals who serve them. The
task force strongly recommends that when the director is a male, he should be
assisted in this effort by a senior level women's athletics administrator, who would
have a cenAal involvement in lransition issues,lhe budgetary process, and general
management ofthe athletics department. She should lead efforts to ensure
consistency in policy and application, while recognizing that there may be certain
differences in the nseds of various groups of student-athletes. When the director is a
female, she should be assisted by a senior men's athletics administrator. The cunent
men's athletics director has indicated lhat if he was direclor ofthe combined
department, he would pro-actively seek the views of all involved on integration
issues, while undertaking a comprehensive planning process with an appropriate
timetable. He concurs in the need to hire a senior women's administrator, with a vital
role in both day to day management and long-range planning, as well as participation
in Big '10, NCAA, NACWM and NACDA leadership.
We believe that the organization we have proposed for intercollegiate athletics at
lowa will give us the best opportunity to achieve equity for student athletes at the
University of lowa and to achieve most of the olher goals specitied in this report.
However, we fear that, unless special actions are taken, it is not likely to result in the
maintenance at lowa of a strong national voice for women or the conlinuation of
Iowa's tradition ofdeveloping strong female leaderc in the tield of athletics.
Therefore, we suogest that the director of athletics. with the helo and ouidance ofthe
Board in Control of Athletics and such members ofthe administration staff as miohl
bo heloful- be charged with develooino and imolementino a plan that will achieve
these ooals. Because there are analogous problems for would-be minority voices and
minority leaders in the field, the plan should encompass them as well. With an
imaginative plan well carried out, the University of lowa could become a modelfor
institutions throughout this country in the development and promotion of women and
minority leaders in intercollegiate athletics.

A minority of other members ofthe task force believe strongly that the University
should not integrats the programs, but should maintain a separate women's
department and conduct a nationwide search for a new director of women's athletics.
Exolanation: Three members believe that maintaining a separate women's alhletic
departmenl is important for practical and symbolic reasons. They note that in 1972
more than 9070 of women's programs in Division I were directed by female

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administrators: by 2000 the percentage has declined dramatically to 8.5%. ln fact,
there are more female college presidents than there are female athletic directors in
Division lA institutions. Similarly, the number of women head coaches in Division I
programs has declined markedly. Eighty percent of the new coaching jobs in
women's athletics since 1998 have been filled by males. Where, however, the head
administrator is female, the percentage of women coaches averages 51.4% (June
2O0O) conlrasted to 44.4% where the women's program is led by males.l
Given lowa's tradition of providing strong female leadership in athletics both locelly
and nationally, we should not lake a step which only Lontributes to the further erosion
of the leadership opportunities for women in American sport, but we should use this
as an opportunity to reaffirm lowa's position as a national leader in rebuilding
w-omen's leadership in athletics.
All members ofthe Task Force are confident that the cooperative relationships
between those currently working in the athletics programs will continue, regardless of
the administrative structure adopted. Ultimately, the responsibility for meeting gendet
equity goals, as well as other University goals, rests with the Prssident. The athletic
director must be charged to demonstrate, through regular reporting, that these goals
in athletics are being met.

Recommendation #3
The Task Force unanimously recommends that one of the two faculty
representatives authorized to represent the University at the Big '10
Conference continue to be a woman, as has been the tradition at lowa for
many years. ln addition, the Task Force encourages the Faculty Senate to
appoint to the Board in Control of Athletics faculty members who are
directly involved with undergraduate education and who will exarcise
leadership in promoting all the University's goals for its athletics program.
Additionally, the Board's consultative role in the oversight of athletics
should be strengthened.

Recommendation #4
Finally, the Task Force unanimously recommends that, on an annual
basis, the Board in Control and the President measure the progress ofthe
athlstics leadership in meeting its aspirations, especially in the area of
gender equity. The Task Force identifies the following as possible
benchmarks for analyzing progress.

The 1997 Gender Equity Report, and the follow-up reports of 1998 and
2000. To the extent these reports are not yet implemented, they should be
implemenled.
Exolanalion: Much work went into the University's response to the NCAA mandated
Gender Equity report and subsequent follow-up reports. Progress has been made,
but equity has not been achieved. The Plan prepared for the NCAA Cgrtification
prccess provides a blueprint for achieving gender equity and can guide the
University's actions.

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The standing of lowa's women's programs in relation to other Big Ten schools, as
measured bt data compiled under the Equity in Athlgtics Disclosure Act (the 'Act").

Exolanation: Since Congress passed the Act in 1994, Division I universities have
reported their expenditures and revenues. Data are provided on participation rates'
athletic scholarships, coaching salaries, recruiting budget and operating expenses.
Since annual reporting began in 1995, the University of lowa women's programs
have declined steadily toward the bottom of the Big Ten in the category of operating
resources. This is unacceptable; lowa should rank higher when measured against its
Big 10 peers.s

Maintaining/increasing the six-year graduation rates of all student-alhletes, both
females and males.
Exolanation: Studenlathletes at the University of lowa have consistently graduated
at a higher rate than undergraduate students as a whole' This is not the case at
many anstitutions. The latest NCM report, for example, showed that 650lo of all
undergraduate women who entered the University in 1993-94 had graduated by the
end oi'1999-zooo, but 79% ofwoman athletes did so. For the men 58% of all males
who entered as freshmen graduated by the end of 1999-2000' 64% of male athletes
did so.
These graduation rates must be maintained; preferably' they should be increased'
Thus, the academic advising program must be maintained or increased to
acknowledge the addition oi two large new sports (rowing and soccer)' Whatever the
organizatio-n, special emphasis muJt be placed on adapting the academic and social
services program(s) to the needs of each student-athlete

completion of certain facilities projects, including the remodeled women's basketball
locker room, field hockey locker room, interim women's basketball offices, and
construction of a boathouse.
Exolanation: ln order to remain competitive and to meet the goals of gender equity'
certain tacitity projects are already undeMay or in the planning process' These, the
Task Force beiieves, should be completed in a timely manner. Other facility projects'
for any and all sports, should be reviewed under the budgetary process suggested
above, and approved as apPropriate.

Conclusion
The lask force concurs with President Emeritus Sandy Boyd's maxim that "people' not
structures, make great institutions." tf the goals of gendel equity, academic integrity and
competitive excellence in all sports are to be achieved at lowa' it will be as a result of the
personal leadership by those charged with meeting the goats. lt is that personal leadership'
measured, as far as p;ssible, against the proposed benchmarks, which will ensure the success
for all student-athletes, in the classroom and on the field, in the future.

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1

Acosla and Carpenter, June 2000, "Women's lntercollegiale Sport," Th€ Project on Women and Social Change,
Brooklyn College of the City University of New York and the Project on Women and Social change of Smiih College.
2

For purposes ofits discussion and report,lhe task force deflnes "Olympic Sports'as the following: baseball,
swimming, diving, gymnastics, track & field, tennis, goll Ueld hockey, rowjng, volleyball, soccer, and softball.

3ln 1980-81, budgeted general fund support for women! alhletic lotaled

S75O,OOO; in 1990-91 it was $475,000. Th€
next year. 1991-92 general fund support fell to $257,000, increased to $546,000 in 92-93, and fell agaan to $270,000
jn 93-94. Since then, such support has increased markedly, reaching $1,925,000 in ihe current 2000-01 budget. The
addilion ofrowing and soccer increased the number of women student-alhletos by 34olo.
4 The source

ofthis funding has been athl€tics Yaciiities income'; lhat is, lickot revenues eamed at Kinnick Stadium
and Carver Hawkeye Arena. This income source is earmarked, firct, for the payment of bonded indebtedngss; only
afler that annual obligation is dischaqed are funds available forallocation to lhe women's and men's "op€raling'
budgets. The men's 'operating" budget has grown almost exclusively through increased revenue from NCAA or Big
10 shared revenue, from television and olher media revenue, corporate donations and fund-Ersino. For purposes of
comparison the men's operaling budgel was $4,036,133 in 1980-81, $12,165,996 in 1930-91 and $19,578,190 in
2000-01. The women's operating budget was $911,625 in '1960-81, $4,448,298 in 1990-91, and $7,159,020 in
2000-01.
5The ljniversity of lowa conlinues lo rank favorably in severalolher key areas (participation opportunities, for
example). The erosion in the operating budgels for indivrdual women's sports has been a result of largeting
resources toward new sports (Rowing and Soccer), while keeping other spor{s' budgets relatively fat. Other Big T€n
schools mainlained support for exjsling sporls in additon to finding resources for new sports.

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