Draft – Not yet approved

UNIVERSITY OF HARTFORD

MINUTES OF THE EXECUTIVE SESSION BOARD OF REGENTS MEETING

FRIDAY, NOVEMBER 20, 2020

THE NOVEMBER 20, 2020, Executive Session of the Board of Regents meeting was
held by WebEx beginning at 10:41 a.m. Board Chair David Gordon presided.

REGENTS PRESENT: Kathleen Behrens, Michael Daglio, Margaret Douglas, Nicholas

Galluccio, David Gordon, Kevin Grant, Martin John, Jerome Katrichis, Michelle King,
Deborah Koltenuk, Glenn Messemer, Natalie Politikos, Linda Shanley, Paul Sittard,
Brian Smith, Tanya Taupier, Peter Tedone, David Thompson, and Gregory Woodward.

REGENTS WHO DID NOT ATTEND: Donald Allan, Jeffrey Hoffman, Esther Pryor,
Girish Rishi and Jeffrey Shoham.

ALSO PRESENT: Mark Boxer and Molly Polk.

I. CHAIR’S REMARKS

Chair Gordon thanked the Regents for attending the session and provided an
overview of the objectives of the Executive Session and the agenda.

II. REPORT

President Gregory Woodward provided the Regents with a presentation of the

report from the President’s Task Force on Athletics.

There was a period of questions and answers, and open discussion.

There being no other business the meeting was adjourned at 12:20 p.m.

Submitted by: David Gordon, Chair, Board of Regents

Date Approved:
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EXECUTIVE SUMMARY

CONFIDENTIAL - FEBRUARY 12, 2021

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Executive Summary
INTRODUCTION
Maintaining a sustainably successful Division I athletics program has significant funding and infrastructure requirements,
as well as long-term implications for the University of Hartford (UHart) and the University of Hartford Department of
Athletics (Athletics). Accordingly, President Woodward formed and charged the President’s Task Force on Athletics 1 (Task
Force) with conducting an analytically focused examination of the future of Athletics, specifically under UHart’s current
NCAA Division I model (Division I). This examination focused primarily on “ways to reduce costs, evaluating ways to
achieve excellence, and refining the role of Athletics in the University, community and our Conference” 2. The continued
practicality of UHart’s membership in the NCAA Division I America East Conference (AEC) received rigorous review.
CarrSports Consulting, LLC (CarrSports) was retained to provide an objective analysis and recommendations based on
UHart’s parameters for determining the most suitable model for UHart Athletics. The models, in keeping with those of the
Task Force, are identified below:
Model I: Remain in the America East Conference
Model II: Review other NCAA Division I (Division I) conference options
Model III: Examine NCAA Division III (Division III) membership and conference options
The above models presume maintaining UHart’s current sports offerings and a planned reduction of institutional funding
for Athletics over the next four years. Each model analysis was guided by six overarching assumptions:
• UHart’s preferred Athletics model will continue an emphasis on academic excellence, student-athlete well-
being, and holistic development.
• NCAA rules compliance and alignment with the University’s Mission will be foundational to any Athletics model.
• UHart will implement a substantial reduction in institutional funding for Athletics seeking a more financially self-
sustainable Athletics model. The current Division I funding model is not sustainable.
• Athletics’ contribution to UHart’s enrollment management goals will include generating a significant increase in
net tuition revenues from student-athlete enrollment. Present student-athlete net tuition revenues are
negligible.
• Athletics’ expenses, along with UHart’s student-athlete financial aid discount rate (around 94%), are inconsistent
with UHart’s institutional size and operating capacity, and run significantly counter to the University’s general
student population discount rate.
• Athletics’ future organizational design and facility enhancements will be strategically aligned with the broader
enrichment of campus life. Campus wellness, health, recreation, intramurals, and club sports will be formally
integrated with Athletics.
Consistent with intercollegiate athletics nationwide, UHart’s model will also be significantly influenced by enrollment
uncertainty, University budgeting instability, as well as the unpredictability of NCAA governance and legislation.
Additionally, University and Athletics’ operations and planning will continue to be influenced by the COVID-19 pandemic
through FY 2021-2022 and beyond.

1
President’s Task Force on Athletics. President’s Task Force on Athletics Spring 2020—Final Report by Gregory Woodward. November 2020.
2
President’s Task Force on Athletics. President’s Task Force on Athletics Spring 2020—Final Report by Gregory Woodward; p.1. November 2020.

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CONTEXT
Within the AEC, UHart’s student-athletes have excelled in the classroom, as measured by claiming the AEC’s Harrison Cup,
awarded to the top academic institution in the Conference, six out of the last seven years 3. In contrast, its sports teams
and individual student-athletes have had only sporadic competitive success at the Conference, regional and national
levels. The Hawks have never won the AEC Commissioner’s Cup 4; over the last ten years UHart has averaged eighth-place
in the then nine-member AEC. Likewise, Athletics has had marginal success in common Division I areas such as revenue
generation, non-athlete student participation, and institutional brand enhancement.
Financially, one of the primary goals of the Task Force report is to reduce Athletics’ costs and maintain financial stability.
For example, the “annual net loss for Athletics has more than doubled from FY 2000 to FY 2020.” 5 Notably, “most revenue
and expenses have remained fairly flat over the past five years, with only student-athlete financial aid showing a
significant increase over the period.” 6
The rising costs in student-athlete financial aid are mainly attributed to an accelerated increase in student-athlete
financial and combo aid. For example, the student-athlete discount rate was 93% in FY 2018-19 and 96% in FY 2019-20.
Budget planning shows the student-athlete discount rate at 94% in FY 2020-21. Recent data showed that Athletics
consumed over 9.15% of total University resources, 7 while student-athletes represented approximately 6.77% of the
undergraduate enrollment.
By contrast, Division III benchmark data estimates Athletics’ net revenue versus expenses decrease from an approximately
$13M in FY 2021-22 to around $3.8M as a Division III member. Additionally, using FY 2022-23 as a hypothetical year for
Division III membership along with a 57% Discount Rate, student-athlete payments and net University revenue would
both increase to approximately $5.1M.
This financial reality, coupled with parameters outlined in the assumptions on the previous page, conclusively shows that
Athletics’ current Division I funding model is not viable, nor does it achieve the goal of becoming more self-sustaining.
Therefore, Models I and II are not realistic options for UHart, and membership in Division III should be explored.

METHODOLOGY
In addition to following the University’s specified assumptions, CarrSports’ conclusions were reached using the following
methodology:
• Conducted listening sessions with select University leadership and examined applicable University, Athletics, AEC,
NCAA, Division I and Division III materials
• Collaborated with University leadership in developing Feasibility Study Assumptions
• Confirmed Athletics Title IX equity compliance
• Benchmarked UHart Athletics with AEC and other potential Division I and Division III conferences (FY 2018-19 EADA
data (US Department of Education Equity in Athletics Data Analysis):
o Division I
- America East Conference (AEC); UHart is the only private institution

3
The Academic Cup, established by the America East Board of Directors in 1995, is presented to the institution whose student-athletes post the highest
grade-point average during that academic year. The award was named for long time University of Hartford President, Walter Harrison, in 2017.
4
The Commissioner’s Cup annually recognizes the strongest athletic program in the AEC as determined by a scoring system which rewards a school for
success both during the regular season and championship competition in the Conference’s 19 sports.
5
President’s Task Force on Athletics. President’s Task Force on Athletics Spring 2020—Final Report by Gregory Woodward; p.7. November 2020.
6
Ibid.
7
President’s Task Force on Athletics. President’s Task Force on Athletics Spring 2020—Final Report by Gregory Woodward; p.4. November 2020.

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- Metro Atlantic Athletic Conference (MAAC); all private institutions

- Northeast Conference (NEC); nine private and one public institution; six full NEC members who play
Division I FCS football
o Division III
- Commonwealth Coast Conference (CCC); all private institutions
- Little East Conference (LEC); all public institutions
- New England Women’s and Men’s Athletic Conference (NEWMAC); all private institutions and the
United States Coast Guard Academy
• Performed an analysis on each of the Task Force’s three prospective UHart Athletics models, incorporating relevant
data points
• Modeled UHart’s current financial Division I position with a hypothetical Division III model representative of the
Division III conferences noted above. Also see Executive Summary Attachments:
o Executive Summary Attachment: University of Hartford Athletics Budget Models Division I to Division III
Comparison
o Executive Summary Attachment: Operating Budgets History, Projections and Estimates for Transition into
Division III
• Collaborated with UHart leadership in developing a theoretical pro forma illustrating the potential financial
benefits to the University by reducing operating expenses, as well as the student-athlete discount rate. Also see
Executive Summary Attachment:
o Executive Summary Attachment: Financial Aid Discount Rate History and Projections

COMPREHENSIVE CONCLUSIONS AND RECOMMENDATIONS

This Feasibility Study presents CarrSports’ objective analysis and recommendations, based on the University’s prevailing
parameters for determining the best Athletics model for UHart. Additionally, the EADA benchmarking data used by this
Study sometimes differs by respective reporting institutions. Financial projections should be viewed as estimates and
intended as a tool for preliminary decision-making.

CONCLUSIONS
1. Given the financial reality of this Study, coupled with parameters outlined in the assumptions on the previous
page, Athletics’ current Division I-funding model is not viable and cannot achieve the goal of becoming more self-
sustaining.
2. It will take a sizable infusion of additional revenues to effectively support UHart’s continued membership in
Division I (Models I and II).
3. Adding student-athletes by increasing team rosters or through the expansion of sports offerings would increase
net tuition revenues for the University.
4. Therefore, continued Division I membership (Models I and II) are not realistic or sustainable options for UHart.
Membership in Division III should be explored.

RECOMMENDATIONS
1. UHart should explore viable membership options in NCAA Division III that will align with the University’s Mission.
2. UHart should examine the AEC Constitution and Bylaws to determine financial and timing implications for exiting
the AEC.

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3. Considerations should be given to financial impact of AEC Exit Fees (see AEC Principals for Resignation). 8
4. UHart should engage the Board of Regents, campus leadership, and select external constituents in the
communication and decision-making process relative to changes in the Athletics’ model.
5. Secure membership in a Division III conference before departing the AEC.
6. After exploring Division III, develop a detailed transition plan before departing the AEC for Division III. Essential
components include:
• Follow Division III transition guidelines
• Examine impact on Title IX equity compliance
• Develop process and timeline for complying with Division III guidelines
• Create appropriate financial pro forma(s)
• Continue facilities planning to accommodate the integration of campus wellness, health, recreation,
intramurals, and club sports; the possible increase in student-athlete enrollment and sports offerings should
also be considered in campus planning
• Incorporate transition planning into a three-to five-year strategic plan for Athletics and campus wellness,
health, recreation, intramurals, and club sports

8
Excerpt from 2019-20 America East Constitution, (2020): p. 4-5
Article 3.4 Resignation. The principals for resignation from the Conference are:
a) A member institution wishing to resign from the Conference shall notify the Commissioner in writing of its intention at least two years prior
to the date of resignation from the Conference. The two-year period shall commence on the June 30 following the notification, with the
effective date of the resignation being two years subsequent to said June 30;
b) Upon notice of an institution's intention to withdraw from America East; the institution's teams become ineligible, on a date to be
determined by the remaining members of the Board of Presidents, to compete for Conference championships;
c) Exit Payments. {Revised: November 2013}
(5) Resignation. A member institution that resigns from the Conference will required to remain in the AEC for an additional two years and
shall make a payment of $1,000,000 to the Conference. This payment shall be due 30 days after the effective date of the resignation.

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ATTACHMENTS
EXECUTIVE SUMMARY
The following attachments represent a higher level of detail

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EXECUTIVE SUMMARY ATTACHMENT

UNIVERSITY OF HARTFORD ATHLETICS BUDGET MODELS DIVISION I
TO DIVISION III COMPARISON

University of Hartford Athletics Budget Models Division I to Division III Comparison

Projected Estimated DIVISION I / DIVISION III
Division I Division III Difference

Revenue Summary
Student Fees $500,000 $500,000 $-

Department Operating Revenue $1,800,000 $600,000 $(1,200,000)

Total Revenue $2,300,000 $1,100,000 $(1,200,000)

Expense Summary
Athletic Aid $6,189,000 $- $(6,189,000)
Compensation $5,550,000 $3,623,000 $(1,927,000)
Operating Expenses $3,625,000 $1,260,000 $(2,365,000)
Total Expenses $15,364,000 $4,883,000 $(10,481,000)
Net Revenue vs Expense $(13,064,000) $(3,783,000)

Note #1: In the above table, the Division I model uses FY22 projected revenue and expenses as a reference to
show the financial impact of moving to Division III. The Division III Estimated Revenue represents UHart revenue
estimates while expenses estimates are from the 3 conferences included in this study and as noted in Note #4
below.
Note #2: The first year of official membership in a Division III conference is preceded by the transitional years
required to gain acceptance and attain full member status. Budgets during the transition years will vary and
therefor may alter the difference column.
Note #3: It should be noted that all financial data reported in this project are derived from the EADA data base for
FY 2019 which is the most recent reporting year available. Because the EADA reports data in aggregate by
different categories, the data was compiled and reported by either median or averages to illustrate the most
accurate estimates. Lastly, due to the variance in reporting, budgets, and sources of funding at the Division III
level, expense budgets according to the above noted categories are derived from estimated averages across the
conferences included in this study.
Note #4: The Division III model Department Operating Revenue estimate includes modest ticket sales and
corporate sponsorships, Sports Center, Fitness and Leisure, and fundraising used primarily to offset operating
expenses for sports.

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Note #5: The Division III model Expense estimates for compensation and operating are derived from the EADA
data from the 3 conferences included in this study. Because the EADA reports data in aggregate by different
categories, the data was compiled according to averages and adjusted to arrive at reasonable estimates. Then
that FY19 data was adjusted at 3% annual inflation.
Note #6: Additional financial considerations do not include: 1) AEC Conference exit fees, 2) Division III conference
entry fees, 3) Division III provisional membership fees and annual dues, 4) Coaches' contract obligations, 5)
Fulfillment of Division I financial aid obligations, 5) Other third-party contract obligations (concessions, multi-
media, apparel, etc.).

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EXECUTIVE SUMMARY ATTACHMENT

OPERATING BUDGETS HISTORY, PROJECTIONS AND ESTIMATES FOR TRANSITION
INTO DIVISION IIII

Operating Budgets History, Projections and Estimates for Transition into Division III

FY 2019 FY 2020 FY 2021 FY 2022 Estimated FY 2022 to

Actual Actual Projected Projected Division III Division III

Revenue Summary
Student Fees $470,000 $475,000 $460,000 $500,000 $500,000 $-
Department Operating
$2,133,000 $1,732,000 $903,000 $1,800,000 $600,000 $(1,200,000)
Revenue
Total Revenue $2,603,000 $2,207,000 $1,363,000 $2,300,000 $1,100,000 $(1,200,000)

Expense Summary
Athletic Aid $6,472,000 $6,842,000 $6,781,000 $6,189,000 $- $(6,189,000)

Compensation $5,401,000 $5,203,000 $4,466,000 $5,550,000 $3,623,000 $(1,927,000)

Operating Expenses $3,178,000 $3,219,000 $2,659,000 $3,625,000 $1,260,000 $(2,365,000)

Total Expenses $15,051,000 $15,264,000 $13,906,000 $15,364,000 $4,883,000 $(10,481,000)

Net Revenue vs
Expenses / (University $(12,448,000) $(13,057,000) $(12,543,000) $(13,064,000) $(3,783,000)
Support)

Note #1: In the above table, the Division I model uses FY22 projected revenue and expenses as a reference to
show the financial impact of moving to Division III. The Division III Estimated Revenue represents UHart revenue
estimates while expense estimates are from the 3 conferences included in this study and as noted in Note #6
below.
Note #2: The first year of official membership in a Division III conference is preceded by the transitional years
required to gain acceptance and attain full member status. Budgets during the transition years will vary and
therefore may alter the difference column.
Note #3: It should be noted that all financial data reported in this project are derived from the EADA data base for
FY19 which is the most recent reporting year available. Because the EADA reports data in aggregate by different
categories, the data was compiled and reported by either median or averages to illustrate the most accurate
estimates. Lastly, due to the variance in reporting, budgets, and sources of funding at the Division III level, expense
budgets according to the above noted categories are derived from estimated averages across the conferences
included in this study.
Note #4: FY19 & FY20 REVENUE and EXPENSES data is from NCAA Financial Statements as reported by the
University. FY21 & FY22 provide best estimates given the uncertainty and restrictions of activities during the
pandemic.

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Note #5: The Division III model Department Operating Revenue estimate includes modest ticket sales and
corporate sponsorships, Sports Center, Fitness and Leisure, and fundraising used primarily to offset operating
expenses for sports.
Note #6: The Division III model Expense estimates for compensation and operating are derived from the EADA data
from the 3 conferences included in this study. Because the EADA reports data in aggregate by different categories,
the data was compiled according to averages and adjusted to arrive at reasonable estimates. Then the FY19 data
was adjusted at 3% annual inflation.
Note #7: Additional financial considerations do not include: 1) AEC Conference exit fees, 2) Division III conference
entry fees, 3) Division III provisional membership fees and annual dues, 4) Coaches' contract obligations, 5)
Fulfillment of Division I financial aid obligation, 5) Other third-party contract obligations (concessions, multi-media,
apparel, etc.)

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EXECUTIVE SUMMARY ATTACHMENT

FINANCIAL AID DISCOUNT RATE HISTORY AND PROJECTIONS
Financial Aid Discount Rate History and Projections

FY 2023
FY 2023 Projected
Projected at
Based on Number of Student-Athletes Billed &
Current
Desired Discount Rate
FY 2019 FY 2020 FY 2021 FY 2022 Discount Rate
Actual Actual Projected Projected

# of Student-Athletes 305 297 360 325 325 325 400 500

Annual Average Tuition
$38,000 $39,000 $40,000 $42,000 $43,000 $43,000 $43,000 $43,000
Rate
Annual Full Cost of
$53,000 $55,000 $57,000 $58,000 $61,000 $61,000 $61,000 $61,000
Attendance
Total Aid Distributed (A) $10,452,000 $11,302,000 $13,014,000 $12,700,000 $13,100,000 $8,000,000 $10,000,000 $12,000,000

Tuition Billed (B) $11,221,000 $11,739,000 $13,795,000 $13,554,000 $13,961,000 $13,961,000 $17,182,000 $21,478,000

(A) / (B) = Discount Rate 93% 96% 94% 94% 94% 57% 58% 56%
Student-Athlete
$4,632,000 $4,309,000 $4,813,000 $6,222,000 $6,606,000 $11,706,000 $14,254,000 $16,798,000
Payments
Less Educational Cost
$(3,020,000) $(2,950,000) $(3,564,000) $(3,298,000) $(3,380,000) $(3,380,000) $(3,380,000) $(3,380,000)
Estimate
Net Revenue to
$1,612,000 $1,359,000 $1,249,000 $2,924,000 $3,226,000 $8,326,000 $10,874,000 $13,418,000
University

Note #1: The above data for FY19-FY22 Tuition Billed and Total Aid Distributed was provided by the UHart Budget Office. For
FY22 and FY23, the same data was calculated based on Full Cost of Attendance and # of Student-Athletes. The additional
FY2023 Projected columns show the increases relative to # of Student-Athletes and Total Aid Distributed.
Note #2: The Discount Rate is calculated by the Total Aid Distributed then divided by the Tuition Billed to the student-athletes.
Note #3: The balance paid by student-athletes, after their financial aid is applied, is then reduced by the Educational Cost
Estimate to arrive at the Net Revenue to the University.
Note #4: FY23 shows the Discount Rate at the current 94% and the amount of Total Aid Distributed must be reduced to $8M
or $5.1M less to arrive at the desired 57%.
Note #5: At the 57% Discount Rate, FY23 shows that Student-Athlete Payments and Net Revenue to University would both
increase approximately $5.1M. The increase in the number of student-athletes and in Total Aid Distributed will increase the
Net University Revenue proportionally.

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CONFIDENTIAL - FEBRUARY 12, 2021

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CONTENTS
Executive Summary..................................................................................................................................................... 3
Introduction ........................................................................................................................................................................ 3
Context................................................................................................................................................................................ 4
Methodology ...................................................................................................................................................................... 4
Comprehensive Conclusions and Recommendations .......................................................................................................... 5
Attachments ....................................................................................................................................................................... 7

Introduction ..................................................................................................................................................... 13
The Charge ........................................................................................................................................................................13
Study Context ....................................................................................................................................................................13
Methodology ....................................................................................................................................................................14
Feasibility Study Format ...................................................................................................................................................15
Key Planning Resources ....................................................................................................................................................15

Feasibility Study Assumptions ........................................................................................................................... 17

Analysis of Hartford Athletics NCAA Membership Models ................................................................................. 19

MODEL I REMAIN IN THE AMERICA EAST CONFERENCE .............................................................................................. 20

Attachments .....................................................................................................................................................................24

MODEL II REVIEW OTHER DIVISION I CONFERENCE OPTIONS .................................................................................... 30

Attachments .....................................................................................................................................................................39

MODEL III EXAMINE NCAA DIVISION III MEMBERSHIP AND CONFERENCE OPTIONS ................................................... 50
Attachments .....................................................................................................................................................................60

Comprehensive Conclusions and Recommendations ......................................................................................... 76

Exhibits ..................................................................................................................................................................... 78

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Executive Summary
INTRODUCTION
Maintaining a sustainably successful Division I athletics program has significant funding and infrastructure requirements,
as well as long-term implications for the University of Hartford (UHart) and the University of Hartford Department of
Athletics (Athletics). Accordingly, President Woodward formed and charged the President’s Task Force on Athletics 1 (Task
Force) with conducting an analytically focused examination of the future of Athletics, specifically under UHart’s current
NCAA Division I model (Division I). This examination focused primarily on “ways to reduce costs, evaluating ways to
achieve excellence, and refining the role of Athletics in the University, community and our Conference” 2. The continued
practicality of UHart’s membership in the NCAA Division I America East Conference (AEC) received rigorous review.
CarrSports Consulting, LLC (CarrSports) was retained to provide an objective analysis and recommendations based on
UHart’s parameters for determining the most suitable model for UHart Athletics. The models, in keeping with those of the
Task Force, are identified below:
Model I: Remain in the America East Conference
Model II: Review other NCAA Division I (Division I) conference options
Model III: Examine NCAA Division III (Division III) membership and conference options
The above models presume maintaining UHart’s current sports offerings and a planned reduction of institutional funding
for Athletics over the next four years. Each model analysis was guided by six overarching assumptions:
• UHart’s preferred Athletics model will continue an emphasis on academic excellence, student-athlete well-
being, and holistic development.
• NCAA rules compliance and alignment with the University’s Mission will be foundational to any Athletics model.
• UHart will implement a substantial reduction in institutional funding for Athletics seeking a more financially self-
sustainable Athletics model. The current Division I funding model is not sustainable.
• Athletics’ contribution to UHart’s enrollment management goals will include generating a significant increase in
net tuition revenues from student-athlete enrollment. Present student-athlete net tuition revenues are
negligible.
• Athletics’ expenses, along with UHart’s student-athlete financial aid discount rate (around 94%), are inconsistent
with UHart’s institutional size and operating capacity, and run significantly counter to the University’s general
student population discount rate.
• Athletics’ future organizational design and facility enhancements will be strategically aligned with the broader
enrichment of campus life. Campus wellness, health, recreation, intramurals, and club sports will be formally
integrated with Athletics.
Consistent with intercollegiate athletics nationwide, UHart’s model will also be significantly influenced by enrollment
uncertainty, University budgeting instability, as well as the unpredictability of NCAA governance and legislation.
Additionally, University and Athletics’ operations and planning will continue to be influenced by the COVID-19 pandemic
through FY 2021-2022 and beyond.

1
President’s Task Force on Athletics. President’s Task Force on Athletics Spring 2020—Final Report by Gregory Woodward. November 2020.
2
President’s Task Force on Athletics. President’s Task Force on Athletics Spring 2020—Final Report by Gregory Woodward; p.1. November 2020.

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CONTEXT
Within the AEC, UHart’s student-athletes have excelled in the classroom, as measured by claiming the AEC’s Harrison Cup,
awarded to the top academic institution in the Conference, six out of the last seven years 3. In contrast, its sports teams
and individual student-athletes have had only sporadic competitive success at the Conference, regional and national
levels. The Hawks have never won the AEC Commissioner’s Cup 4; over the last ten years UHart has averaged eighth-place
in the then nine-member AEC. Likewise, Athletics has had marginal success in common Division I areas such as revenue
generation, non-athlete student participation, and institutional brand enhancement.
Financially, one of the primary goals of the Task Force report is to reduce Athletics’ costs and maintain financial stability.
For example, the “annual net loss for Athletics has more than doubled from FY 2000 to FY 2020.” 5 Notably, “most revenue
and expenses have remained fairly flat over the past five years, with only student-athlete financial aid showing a
significant increase over the period.” 6
The rising costs in student-athlete financial aid are mainly attributed to an accelerated increase in student-athlete
financial and combo aid. For example, the student-athlete discount rate was 93% in FY 2018-19 and 96% in FY 2019-20.
Budget planning shows the student-athlete discount rate at 94% in FY 2020-21. Recent data showed that Athletics
consumed over 9.15% of total University resources, 7 while student-athletes represented approximately 6.77% of the
undergraduate enrollment.
By contrast, Division III benchmark data estimates Athletics’ net revenue versus expenses decrease from an approximately
$13M in FY 2021-22 to around $3.8M as a Division III member. Additionally, using FY 2022-23 as a hypothetical year for
Division III membership along with a 57% Discount Rate, student-athlete payments and net University revenue would
both increase to approximately $5.1M.
This financial reality, coupled with parameters outlined in the assumptions on the previous page, conclusively shows that
Athletics’ current Division I funding model is not viable, nor does it achieve the goal of becoming more self-sustaining.
Therefore, Models I and II are not realistic options for UHart, and membership in Division III should be explored.

METHODOLOGY
In addition to following the University’s specified assumptions, CarrSports’ conclusions were reached using the following
methodology:
• Conducted listening sessions with select University leadership and examined applicable University, Athletics, AEC,
NCAA, Division I and Division III materials
• Collaborated with University leadership in developing Feasibility Study Assumptions
• Confirmed Athletics Title IX equity compliance
• Benchmarked UHart Athletics with AEC and other potential Division I and Division III conferences (FY 2018-19 EADA
data (US Department of Education Equity in Athletics Data Analysis):
o Division I
- America East Conference (AEC); UHart is the only private institution

3
The Academic Cup, established by the America East Board of Directors in 1995, is presented to the institution whose student-athletes post the highest
grade-point average during that academic year. The award was named for long time University of Hartford President, Walter Harrison, in 2017.
4
The Commissioner’s Cup annually recognizes the strongest athletic program in the AEC as determined by a scoring system which rewards a school for
success both during the regular season and championship competition in the Conference’s 19 sports.
5
President’s Task Force on Athletics. President’s Task Force on Athletics Spring 2020—Final Report by Gregory Woodward; p.7. November 2020.
6
Ibid.
7
President’s Task Force on Athletics. President’s Task Force on Athletics Spring 2020—Final Report by Gregory Woodward; p.4. November 2020.

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- Metro Atlantic Athletic Conference (MAAC); all private institutions

- Northeast Conference (NEC); nine private and one public institution; six full NEC members who play
Division I FCS football
o Division III
- Commonwealth Coast Conference (CCC); all private institutions
- Little East Conference (LEC); all public institutions
- New England Women’s and Men’s Athletic Conference (NEWMAC); all private institutions and the
United States Coast Guard Academy
• Performed an analysis on each of the Task Force’s three prospective UHart Athletics models, incorporating relevant
data points
• Modeled UHart’s current financial Division I position with a hypothetical Division III model representative of the
Division III conferences noted above. Also see Executive Summary Attachments:
o Executive Summary Attachment: University of Hartford Athletics Budget Models Division I to Division III
Comparison
o Executive Summary Attachment: Operating Budgets History, Projections and Estimates for Transition into
Division III
• Collaborated with UHart leadership in developing a theoretical pro forma illustrating the potential financial
benefits to the University by reducing operating expenses, as well as the student-athlete discount rate. Also see
Executive Summary Attachment:
o Executive Summary Attachment: Financial Aid Discount Rate History and Projections

COMPREHENSIVE CONCLUSIONS AND RECOMMENDATIONS

This Feasibility Study presents CarrSports’ objective analysis and recommendations, based on the University’s prevailing
parameters for determining the best Athletics model for UHart. Additionally, the EADA benchmarking data used by this
Study sometimes differs by respective reporting institutions. Financial projections should be viewed as estimates and
intended as a tool for preliminary decision-making.

CONCLUSIONS
1. Given the financial reality of this Study, coupled with parameters outlined in the assumptions on the previous
page, Athletics’ current Division I-funding model is not viable and cannot achieve the goal of becoming more self-
sustaining.
2. It will take a sizable infusion of additional revenues to effectively support UHart’s continued membership in
Division I (Models I and II).
3. Adding student-athletes by increasing team rosters or through the expansion of sports offerings would increase
net tuition revenues for the University.
4. Therefore, continued Division I membership (Models I and II) are not realistic or sustainable options for UHart.
Membership in Division III should be explored.

RECOMMENDATIONS
1. UHart should explore viable membership options in NCAA Division III that will align with the University’s Mission.
2. UHart should examine the AEC Constitution and Bylaws to determine financial and timing implications for exiting
the AEC.

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3. Considerations should be given to financial impact of AEC Exit Fees (see AEC Principals for Resignation). 8
4. UHart should engage the Board of Regents, campus leadership, and select external constituents in the
communication and decision-making process relative to changes in the Athletics’ model.
5. Secure membership in a Division III conference before departing the AEC.
6. After exploring Division III, develop a detailed transition plan before departing the AEC for Division III. Essential
components include:
• Follow Division III transition guidelines
• Examine impact on Title IX equity compliance
• Develop process and timeline for complying with Division III guidelines
• Create appropriate financial pro forma(s)
• Continue facilities planning to accommodate the integration of campus wellness, health, recreation,
intramurals, and club sports; the possible increase in student-athlete enrollment and sports offerings should
also be considered in campus planning
• Incorporate transition planning into a three-to five-year strategic plan for Athletics and campus wellness,
health, recreation, intramurals, and club sports

8
Excerpt from 2019-20 America East Constitution, (2020): p. 4-5
Article 3.4 Resignation. The principals for resignation from the Conference are:
a) A member institution wishing to resign from the Conference shall notify the Commissioner in writing of its intention at least two years prior
to the date of resignation from the Conference. The two-year period shall commence on the June 30 following the notification, with the
effective date of the resignation being two years subsequent to said June 30;
b) Upon notice of an institution's intention to withdraw from America East; the institution's teams become ineligible, on a date to be
determined by the remaining members of the Board of Presidents, to compete for Conference championships;
c) Exit Payments. {Revised: November 2013}
(5) Resignation. A member institution that resigns from the Conference will required to remain in the AEC for an additional two years and
shall make a payment of $1,000,000 to the Conference. This payment shall be due 30 days after the effective date of the resignation.

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ATTACHMENTS
EXECUTIVE SUMMARY
The following attachments represent a higher level of detail

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EXECUTIVE SUMMARY ATTACHMENT

UNIVERSITY OF HARTFORD ATHLETICS BUDGET MODELS DIVISION I
TO DIVISION III COMPARISON

University of Hartford Athletics Budget Models Division I to Division III Comparison

Projected Estimated DIVISION I / DIVISION III
Division I Division III Difference

Revenue Summary
Student Fees $500,000 $500,000 -

Department Operating Revenue $1,800,000 $600,000 $(1,200,000)

Total Revenue $2,300,000 $1,100,000 $(1,200,000)

Expense Summary
Athletic Aid $6,189,000 - $(6,189,000)
Compensation $5,550,000 $3,623,000 $(1,927,000)
Operating Expenses $3,625,000 $1,260,000 $(2,365,000)
Total Expenses $15,364,000 $4,883,000 $(10,481,000)
Net Revenue vs Expense $(13,064,000) $(3,783,000)

Note #1: In the above table, the Division I model uses FY22 projected revenue and expenses as a reference to
show the financial impact of moving to Division III. The Division III Estimated Revenue represents UHart revenue
estimates while expenses estimates are from the 3 conferences included in this study and as noted in Note #4
below.
Note #2: The first year of official membership in a Division III conference is preceded by the transitional years
required to gain acceptance and attain full member status. Budgets during the transition years will vary and
therefor may alter the difference column.
Note #3: It should be noted that all financial data reported in this project are derived from the EADA data base for
FY 2019 which is the most recent reporting year available. Because the EADA reports data in aggregate by
different categories, the data was compiled and reported by either median or averages to illustrate the most
accurate estimates. Lastly, due to the variance in reporting budgets and sources of funding at the Division III level,
expense budgets according to the above noted categories are derived from estimated averages across the
conferences included in this study.
Note #4: The Division III model Department Operating Revenue estimate includes modest ticket sales and
corporate sponsorships, Sports Center, Fitness and Leisure, and fundraising used primarily to offset operating
expenses for sports.

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Note #5: The Division III model Expense estimates for compensation and operating are derived from the EADA
data from the 3 conferences included in this study. Because the EADA reports data in aggregate by different
categories, the data was compiled according to averages and adjusted to arrive at reasonable estimates. Then
that FY19 data was adjusted at 3% annual inflation.
Note #6: Additional financial considerations do not include: 1) AEC Conference exit fees, 2) Division III conference
entry fees, 3) Division III provisional membership fees and annual dues, 4) Coaches' contract obligations, 5)
Fulfillment of Division I financial aid obligations, 5) Other third-party contract obligations (concessions, multi-
media, apparel, etc.).

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EXECUTIVE SUMMARY ATTACHMENT

OPERATING BUDGETS HISTORY, PROJECTIONS AND ESTIMATES FOR TRANSITION
INTO DIVISION IIII

Operating Budgets History, Projections and Estimates for Transition into Division III

FY 2019 FY 2020 FY 2021 FY 2022 Estimated FY 2022 to

Actual Actual Projected Projected Division III Division III

Revenue Summary
Student Fees $470,000 $475,000 $460,000 $500,000 $500,000 -
Department Operating
$2,133,000 $1,732,000 $903,000 $1,800,000 $600,000 $(1,200,000)
Revenue
Total Revenue $2,603,000 $2,207,000 $1,363,000 $2,300,000 $1,100,000 $(1,200,000)

Expense Summary
Athletic Aid $6,472,000 $6,842,000 $6,781,000 $6,189,000 - $(6,189,000)

Compensation $5,401,000 $5,203,000 $4,466,000 $5,550,000 $3,623,000 $(1,927,000)

Operating Expenses $3,178,000 $3,219,000 $2,659,000 $3,625,000 $1,260,000 $(2,365,000)

Total Expenses $15,051,000 $15,264,000 $13,906,000 $15,364,000 $4,883,000 $(10,481,000)

Net Revenue vs
Expenses / (University $(12,448,000) $(13,057,000) $(12,543,000) $(13,064,000) $(3,783,000)
Support)

Note #1: In the above table, the Division I model uses FY22 projected revenue and expenses as a reference to
show the financial impact of moving to Division III. The Division III Estimated Revenue represents UHart revenue
estimates while expense estimates are from the 3 conferences included in this study and as noted in Note #6
below.
Note #2: The first year of official membership in a Division III conference is preceded by the transitional years
required to gain acceptance and attain full member status. Budgets during the transition years will vary and
therefore may alter the difference column.
Note #3: It should be noted that all financial data reported in this project are derived from the EADA data base for
FY19 which is the most recent reporting year available. Because the EADA reports data in aggregate by different
categories, the data was compiled and reported by either median or averages to illustrate the most accurate
estimates. Lastly, due to the variance in reporting budgets and sources of funding at the Division III level, expense
budgets according to the above noted categories are derived from estimated averages across the conferences
included in this study.
Note #4: FY19 & FY20 REVENUE and EXPENSES data is from NCAA Financial Statements as reported by the
University. FY21 & FY22 provide best estimates given the uncertainty and restrictions of activities during the
pandemic.

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Note #5: The Division III model Department Operating Revenue estimate includes modest ticket sales and
corporate sponsorships, Sports Center, Fitness and Leisure, and fundraising used primarily to offset operating
expenses for sports.
Note #6: The Division III model Expense estimates for compensation and operating are derived from the EADA data
from the 3 conferences included in this study. Because the EADA reports data in aggregate by different categories,
the data was compiled according to averages and adjusted to arrive at reasonable estimates. Then the FY19 data
was adjusted at 3% annual inflation.
Note #7: Additional financial considerations do not include: 1) AEC Conference exit fees, 2) Division III conference
entry fees, 3) Division III provisional membership fees and annual dues, 4) Coaches' contract obligations, 5)
Fulfillment of Division I financial aid obligation, 5) Other third-party contract obligations (concessions, multi-media,
apparel, etc.)

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EXECUTIVE SUMMARY ATTACHMENT

FINANCIAL AID DISCOUNT RATE HISTORY AND PROJECTIONS
Financial Aid Discount Rate History and Projections

FY 2023
FY 2023 Projected
Projected at
Based on Number of Student-Athletes Billed &
Current
Desired Discount Rate
FY 2019 FY 2020 FY 2021 FY 2022 Discount Rate
Actual Actual Projected Projected

# of Student-Athletes 305 297 360 325 325 325 400 500

Annual Average Tuition
$38,000 $39,000 $40,000 $42,000 $43,000 $43,000 $43,000 $43,000
Rate
Annual Full Cost of
$53,000 $55,000 $57,000 $58,000 $61,000 $61,000 $61,000 $61,000
Attendance
Total Aid Distributed (A) $10,452,000 $11,302,000 $13,014,000 $12,700,000 $13,100,000 $8,000,000 $10,000,000 $12,000,000

Tuition Billed (B) $11,221,000 $11,739,000 $13,795,000 $13,554,000 $13,961,000 $13,961,000 $17,182,000 $21,478,000

(A) / (B) = Discount Rate 93% 96% 94% 94% 94% 57% 58% 56%
Student-Athlete
$4,632,000 $4,309,000 $4,813,000 $6,222,000 $6,606,000 $11,706,000 $14,254,000 $16,798,000
Payments
Less Educational Cost
$(3,020,000) $(2,950,000) $(3,564,000) $(3,298,000) $(3,380,000) $(3,380,000) $(3,380,000) $(3,380,000)
Estimate
Net Revenue to
$1,612,000 $1,359,000 $1,249,000 $2,924,000 $3,226,000 $8,326,000 $10,874,000 $13,418,000
University

Note #1: The above data for FY19-FY22 Tuition Billed and Total Aid Distributed was provided by the UHart Budget Office. For
FY22 and FY23, the same data was calculated based on Full Cost of Attendance and # of Student-Athletes. The additional FY23
Projected columns show the increases relative to # of Student-Athletes and Total Aid Distributed.
Note #2: The Discount Rate is calculated by the Total Aid Distributed then divided by the Tuition Billed to the student-athletes.
Note #3: The balance paid by student-athletes, after their financial aid is applied, is then reduced by the Educational Cost
Estimate to arrive at the Net Revenue to the University.
Note #4: FY23 shows the Discount Rate at the current 94% and the amount of Total Aid Distributed must be reduced to $8M
or $5.1M less to arrive at the desired 57%.
Note #5: At the 57% Discount Rate, FY23 shows that Student-Athlete Payments and Net Revenue to University would both
increase approximately $5.1M. The increase in the number of student-athletes and in Total Aid Distributed will increase the
Net University Revenue proportionally.

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Introduction
THE CHARGE
Maintaining a sustainably successful Division I athletics program has significant funding and infrastructure requirements,
as well as long-term implications for the University of Hartford (UHart) and the University of Hartford Department of
Athletics (Athletics). Accordingly, President Woodward formed and charged the President’s Task Force on Athletics 9 (Task
Force) with conducting a purposeful and analytical examination of the future of Athletics, especially UHart’s current NCAA
Division I model (Division I). This examination focused primarily on “ways to reduce costs, evaluating ways to achieve
excellence and refining the role of Athletics in the University, community and our Conference” 10. The appropriateness of
the University’s membership in the NCAA Division I America East Conference (AEC) was also considered.
CarrSports Consulting, LLC (CarrSports) was retained to provide an objective analysis and recommendations based on
UHart’s parameters for determining the most practical model for UHart’s intercollegiate athletics program. The models,
consistent with those of the Task Force, are identified below:
Model I: Remain in the America East Conference
NCAA Divisional
Model II: Review other NCAA Division I (Division I) conference options. Membership
Model III: Examine NCAA Division III (Division III) membership and conference • Division I: 350
options. • Division III: 445
Note: Each model assumes maintaining UHart’s current sports offerings and a planned
reduction in of institutional funding to Athletics over the next four years.
Consistent with intercollegiate athletics nationwide, UHart’s model will also be significantly influenced by enrollment
uncertainty, University budgeting instability, as well as the unpredictability of NCAA governance and legislation.
Additionally, University and Athletics’ operations and planning will continue to be influenced by the COVID-19 pandemic
through FY 2021-2022 and beyond.

STUDY CONTEXT
University of Hartford
The University of Hartford was offically established
in 1957 as a private institution. Attracting a diverse Mission Statement
student population of 6,700, UHart is recognized
Dedicated to learning,
regionally and nationally for challenging academics, personal growth, knowledge
outstanding students, exceptional faculty, student life, and supportive culture. creation and the betterment
Hartford’s student-athletes consistently number around 300 and are spread across of society, the University
17 Division I sports. engages students in acquiring
the knowledge, skills, and
Athletics has excelled in the classroom as measured by its claim to the AEC’s values necessary to thrive in
Harrison Cup as the AEC’s top academic school six out of the last seven years 11. and contribute to a pluralistic,
UHart’s student-athletes regularly have a higher GPA and graduation rate than the complex world.
University’s general student population. While the University’s sports teams and
individual student-athletes have had sporadic competitive success at the

9
President’s Task Force on Athletics President’s Task Force on Athletics Spring 2020—Final Report by Gregory Woodward. November 2020.
10
President’s Task Force on Athletics. President’s Task Force on Athletics Spring 2020—Final Report by Gregory Woodward; p.1. November 2020.
11
The Academic Cup, established by the America East Board of Directors in 1995, is presented to the institution whose student-athletes post the highest
grade-point average during that academic year. The award was named for long time University of Hartford President, Walter Harrison, in 2017.

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Conference, regional and national levels, the Hawks have never won the AEC Commissioner’s Cup 12. Over the last 10
years, UHart has averaged a Commissioner Cup eighth-place finish in the then nine-member AEC.
Additionally, other measures of Athletics excellence have been marginally successful compared to many Division I athletic
departments. Those include revenue generation, non-athlete student participation, and institution brand enhancement.
Further, UHart’s current Division I model is not prepared to effectively support the University’s vision of more formal
integration of Athletics with campus wellness, health, recreation, intramurals, and club sports. This combined
programming will require strategic allocation of limited resources.
One of the overarching goals of the Task Force report is to reduce Athletics’ costs and maintain financial stability. This
challenge is documented within the Task Force report: the “annual net loss for Athletics has more than doubled from FY
2000 to FY 2020.” 13 Notably, “most revenue and expenses have remained fairly flat over the past five years, with only
student-athlete financial aid showing a significant increase over the period.” 14 However, the net total loss has increased
from $10.23M in FY 2015 to $11.56M in FY 2018-19. The rising costs in student-athlete financial aid are primarily
attributed to an accelerated increase in student-athlete financial and combo aid. For example, the student-athlete
discount rate was 93% in FY 2018-19 and 96% in FY 2019-20.
Further, recent data showed that Athletics consumed over 9.15% of total University resources, 15 while student-athletes
represented approximately 6.77% of the undergraduate enrollment.

METHODOLOGY
CarrSports’ approach to assessing and recommending the most viable model for UHart’s intercollegiate athletics program
is outlined below.

• Conducted listening sessions with select University leadership and examined applicable University, Athletics, AEC,
NCAA, Division I and Division III materials
• Collaborated with University leadership in developing Feasibility Study Assumptions
• Confirmed Athletics Title IX equity compliance
• Benchmarked UHart Athletics with AEC and other potential Division I and Division III conferences (FY 2018-19 EADA
data (US Department of Education Equity in Athletics Data Analysis):
o Division I
- America East Conference (AEC); UHart is the only private institution
- Metro Atlantic Athletic Conference (MAAC); all private institutions
- Northeast Conference (NEC); nine private and one public institution; six full NEC members who play
Division I FCS football
o Division III
- Commonwealth Coast Conference (CCC); all private institutions
- Little East Conference (LEC); all public institutions
- New England Women’s and Men’s Athletic Conference (NEWMAC); all private institutions and the
United States Coast Guard Academy

12
The Commissioner’s Cup annually recognizes the strongest athletic program in the AEC as determined by a scoring system which rewards a school
for success both during the regular season and championship competition in the Conference’s 19 sports.
13
President’s Task Force on Athletics. President’s Task Force on Athletics Spring 2020—Final Report by Gregory Woodward; p.7. November 2020.
14
Ibid.
15
President’s Task Force on Athletics. President’s Task Force on Athletics Spring 2020—Final Report by Gregory Woodward; p.4. November 2020.

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• Performed an analysis on each of the Task Force’s three prospective UHart Athletics models, incorporating relevant
data points
• Modeled UHart’s current financial Division I position with a hypothetical Division III model representative of the
Division III conferences noted above. Also see Executive Summary Attachments:
o Executive Summary Attachment: University of Hartford Athletics Budget Models Division I to Division III
Comparison
o Executive Summary Attachment: Operating Budgets History, Projections and Estimates for Transition into
Division III
• Collaborated with UHart leadership in developing a theoretical pro forma illustrating the potential financial
benefits to the University by reducing operating expenses, as well as the student-athlete discount rate. Also see
Executive Summary Attachment:
o Executive Summary Attachment: Financial Aid Discount Rate History and Projections

FEASIBILITY STUDY FORMAT

The Feasibility Study is arranged as follows:

Executive Summary
I. Introduction
II. Feasibility Study Assumptions
III. Analysis of Hartford Athletics NCAA Membership Models
• Model I: Remain in the America East Conference
• Model II: Review other NCAA Division I Conference Options
• Model III: Examine NCAA Division III Membership and Conference Options
IV. Comprehensive Conclusions and Recommendations
Exhibits

KEY PLANNING RESOURCES

• President’s Task Force on Athletics Final Report, November 2020
• President’s Task Force on Athletics, November 2020 (PowerPoint)
• 2020-2021 NCAA Division I Manual
• 2020-2021 NCAA Division III Manual
• U. S. Department of Education Equity in Athletics Data Analysis (EADA) FY 2018-19
• Division III 2020-21 Facts and Figures
https://ncaaorg.s3.amazonaws.com/about/d3/D3_FactandFigures.pdf
• NCAA Division III New Member Calendar of Activities
https://ncaaorg.s3.amazonaws.com/membership/d3/D3Mem_NewMemCalendarOfActivities.pdf
• Model for Success for a Division III Athletics Program
https://www.ncaa.org/sites/default/files/Model%2BDIII%2BAthletics%2BProgram-December%2B2013.pdf
• Application for NCAA Division III Provisional and Reclassifying Membership
https://ncaaorg.s3.amazonaws.com/membership/d3/D3Mem_ApplicationProvReclassMbshp.pdf

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• Division III Best Practices Guide for Presidents and Chancellors

https://ncaaorg.s3.amazonaws.com/about/d3/best/D3_BestPracticesPresidentsChancellors.pdf

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Feasibility Study Assumptions

Determining the optimal model for the University of Hartford’s Intercollegiate Athletics Department (Athletics) has
significant funding and infrastructure requirements, as well as long-term implications for the University. Additionally,
University of Hartford (UHart) and Athletics planning, and operations will continue to be influenced by the COVID-19
pandemic, as well as other economic and environmental factors through FY 2021-2022 and beyond.
Accordingly, these Feasibility Study Assumptions (Assumptions) establish a shared understanding of the environment in
which Athletics currently operates, as well as expectations for the University's preferred NCAA membership model.

1. Athletics will comply with all University, Board of Regents, state, federal, NCAA, and conference requirements.

2. Athletics’ future organizational design and facility enhancements will be strategically aligned with the broader
enrichment of campus life. Campus wellness, health, recreation, intramurals, and club sports will be formally
integrated with Athletics.

3. UHart is dedicated to the principles of equal opportunity and non-discrimination; this pledge includes
compliance with all federal Title IX regulations, including those measuring gender equity. Athletics’ core value of
Diversity, Equity and Inclusion will align with the UHart Office of Student Engagement and Inclusion’s Mission
and Vision.

4. UHart’s student-athletes achieve or exceed the same high level of academic performance as their non-athlete
peers. Further, UHart anticipates continued high achievement from Athletics in primary NCAA academic metrics
such as Academic Progress Rate (APR), Academic Success Rate (ASR), Graduation Success Rate (GSR), and Federal
Graduation Rates (FGR).

5. Athletics is not viewed as a major contributor to UHart’s branding and enrollment goals. Net tuition revenues
from student-athlete enrollment are negligible.

6. University resources presently allocated to Athletics may be better utilized in advancing UHart’s enrollment
management strategy. FY 2018-19 data shows that Athletics consumed over 9.15% of total University
resources 16, while its student-athletes represent only approximately 6.77% of undergraduate enrollment.

7. In addition to the recent Athletics budget reductions, the University’s planned FY 2022 - FY 2025 10% annual
subsidy reductions to Athletics will severely restrict UHart’s viability as a Division I member.

8. Athletics’ expenses, particularly the current 94% discount rate, are inconsistent with UHart’s institutional size
and operating capacity. The current funding model is not sustainable.

9. UHart’s Division I funding model and documented limitations will not provide UHart’s student-athletes with
opportunities to compete at the highest level, nor varsity teams that consistently compete for conference
championships and postseason opportunities.

16
President’s Task Force on Athletics. President’s Task Force on Athletics Spring 2020—Final Report by Gregory Woodward. November 2020.

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10. UHart’s emphasis on student-athlete academic excellence, well-being, and holistic development along with
NCAA rules compliance will remain consistent with the University’s Mission.

11. Within the Division I model, new NCAA legislation, including more liberal student-athlete transfer policies,
allowing student-athletes to benefit financially from the use of their name, image, and likeness (NIL), and Cost of
Attendance (COA), will significantly alter the current Division I model.

12. Athletics is committed to engaging the Hartford community and region to position the University as a valued
partner with business, industry, government, and non-profit organizations.

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Analysis of Hartford Athletics NCAA

Membership Models
MODEL I:
Remain in the America East Conference

MODEL II:
Review other NCAA Division I Conference Options

Model III:
Examine NCAA Division III Membership and
Conference Options

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MODEL I
REMAIN IN THE AMERICA EAST CONFERENCE

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AMERICA EAST CONFERENCE HISTORY

The AEC was founded as the Eastern College Athletic
US News & World Report
2021 Best National University Rankings
Conference-North, a men’s basketball-only conference in 1979. (National Universities)
The conference was known as the ECAC-North from 1979 to
University of Hartford 217
1988 and the North Atlantic Conference (all sports) from 1988
to 1996. The University of Hartford joined in 1985. Stony Brook University 8
Binghamton University 88
CONFERENCE OFFICE: Boston, MA New Jersey Institute
of Technology 118
MEMBERSHIP DEMOGRAPHICS University of Vermont 118
University of
• The AEC has traditionally been a nine-member conference until the addition New Hampshire 143
of NJIT in the Fall of 2020.
University at Albany 160
• Nine of the ten AEC members are public institutions; UHart is the only private
University of Maryland
school member.
Baltimore County 160
• Per the 2018-19 EADA data, UHart has the lowest undergraduate enrollment
University of
(4,426), and Stony Brook University the highest (16,243) of AEC members.
Massachusetts Lowell 176
• The average AEC undergraduate enrollment is 7,161.
University of Maine 206
VARIANCE IN ATHLETICS BUDGETS
Fiscal Year 2018-19 AEC athletics department budgets range from a low of approximately $14.6M (UMBC) to a high
of approximately $32.2M (New Hampshire). UHart’s FY 2018-19 athletics budget of $15.4M ranked 8th. The AEC
median is approximately $20.5M.
Note: See Table 1- AMERICA EAST CONFERENCE - FY 2019 BUDGETS – ALL EXPENSES on the following page.

SPORTS SPONSORSHIP
The AEC sponsors 18 sports (8 men and 10 women). UHart competes in eight of the AEC’s ten sponsored women’s
sports; and, of UHart’s 8 men’s sports, seven compete in the AEC. UHart’s men’s and women’s golf teams compete
in the Big Sky Conference and Metro Atlantic Athletic Conference (MAAC) Championships, respectively.
Note: See Table 2 - AMERICA EAST CONFERENCE - FY 2019 SPORTS SPONSORED on the following page

STUDENT-ATHLETE PARTICIPATION
AEC total student-athlete participation ranges from a low of 360 (UHart) to a high of 717 (New Hampshire) with a
median of 576. UHart’s student-athletes numbered 360 or 9th out of nine AEC members.
Note: See Table 3 - AMERICA EAST CONFERENCE - FY 2019 STUDENT-ATHLETE PARTICIPATION #'s on the following
page.

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AMERICA EAST CONFERENCE - FY 2019 BUDGETS – ALL EXPENSES TABLE 1

Low Median High UHart UH-Rank

MEN'S AEC SPONSORED SPORTS 2,839,046 4,836,145 5,782,686 5,574,305 3rd
MEN'S ALL SPORTS TOTALS 4,797,861 8,652,692 11,858,693 5,943,035 7th
WOMEN'S AEC SPONSORED SPORTS 4,438,829 5,819,013 6,858,999 5,479,263 6th
WOMEN'S ALL SPORTS TOTALS 4,438,829 6,507,785 10,479,459 5,774,628 6th
M & W AEC SPONSORED SPORTS 7,494,458 10,698,117 12,166,039 11,053,568 4th
M & W ALL SPORTS TOTALS 9,236,690 15,160,477 22,053,987 11,717,663 7th
ATHLETIC DEPT TOTAL BUDGET 14,604,969 20,509,064 32,206,155 15,413,249 8th
Source of Data - FY 2019 EADA (includes Payroll, Operating and Athletic Financial Aid)

AMERICA EAST CONFERENCE - FY 2019 SPORTS SPONSORED TABLE 2

Low Median High UHart

MEN'S AEC SPONSORED SPORTS 5 7 8 7
MEN'S ALL SPORTS 8 8 11 8
WOMEN'S AEC SPONSORED SPORTS 8 9 9 8
WOMEN'S ALL SPORTS 9 10 12 9
M & W AEC SPONSORED SPORTS 14 16 17 15
M & W ALL SPORTS 17 18 21 17
Source of Data - FY 2019 EADA

AMERICA EAST CONFERENCE - FY 2019 STUDENT-ATHLETE PARTICIPATION #'s TABLE 3

Low Median High UHart UH-Rank

MEN'S AEC SPONSORED SPORTS 187 219 301 187 9th
MEN'S ALL SPORTS 195 314 357 195 9th
WOMEN'S AEC SPONSORED SPORTS 158 237 298 158 9th
WOMEN'S ALL SPORTS 165 242 360 165 9th
M & W AEC SPONSORED SPORTS 345 483 538 345 9th
M & W ALL SPORTS 360 576 717 360 9th
MEN'S AEC SPONSORED SPORTS 187 219 301 187 9th
Source of Data - FY 2019 EADA

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MODEL I: REMAIN IN THE AMERICA EAST CONFERENCE

ADVANTAGES, DISADVANTAGES, CONCLUSIONS AND RECOMMENDATIONS

ADVANTAGES
• Hartford’s long tenure in the AEC provides security and familiarity
• No conference exit or entry fee
• ESPN+ platform provides exposure for the University and Athletics
• UHart has claimed the AEC Harrison Cup as the Conference’s top academic school six out of the last seven
years

DISADVANTAGES
• Only private institution in the conference
• Smallest enrollment of AEC member schools
• Athletics budget ranks eighth out of nine AEC members (FY 2018-19)
• Athletics facilities are not comparable to most AEC members
• Lack of competitiveness; Commissioner’s Cup average of eighth in the then nine-team conference over
the past ten years
• Proposed Athletics budget reductions will further reduce UHart’s competitive position and diminish the
quality of the student-athlete experience

CONCLUSIONS
• As the only private school, lowest enrollment and next to last Athletics budget in the AEC does not
position UHart for long-term success in its current conference.
• UHart’s current Athletics’ funding model coupled with the proposed 10% per annum reductions to
Athletics’ budget from FY’s 2022–2025 will compound an already challenging financial situation.
• Membership in the Division I AEC is not a viable or sustainable option for UHart.

RECOMMENDATIONS
• UHart should explore Division III membership.
• UHart should examine the AEC Constitution and Bylaws to determine financial and timing implications for
exiting the AEC.
• UHart should review prospective Division III conferences’ governance and bylaws to determine financial
and timing implications before exiting the AEC.
• Explore and secure membership in a Division III conference before departing the AEC.
• Develop a thorough transition plan before departing the AEC and moving to a new conference.

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ATTACHMENTS
MODEL I: REMAIN IN THE AMERICA EAST CONFERENCE
The following attachments represent a higher level of detail

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ATTACHMENT 1
MODEL I – REMAIN IN THE AMERICA EAST CONFERENCE

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ATTACHMENT 1
MODEL I – REMAIN IN THE AMERICA EAST CONFERENCE

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ATTACHMENT 1
MODEL I – REMAIN IN THE AMERICA EAST CONFERENCE

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ATTACHMENT 1
MODEL I – REMAIN IN THE AMERICA EAST CONFERENCE

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ATTACHMENT 1
MODEL I – REMAIN IN THE AMERICA EAST CONFERENCE

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MODEL II
REVIEW OTHER DIVISION I
CONFERENCE OPTIONS

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METRO ATLANTIC ATHLETIC CONFERENCE HISTORY

US News & World Report
The MAAC was founded in 1980 by six charter 2021 Best National University Rankings
members and is currently comprised of eleven
institutions (all-sports) and 17 Associate members, University of Hartford 217 N
including two AEC members (Hartford and Albany). Fairfield University 3 R
Marist College 11 R
CONFERENCE OFFICE: Edison, NJ Manhattan College 13 R
Siena College 15 R
MEMBERSHIP DEMOGRAPHICS Canisius College 19 R
Monmouth College 23 R
• The MAAC is comprised of 11 private institutions. Niagara University 23 R
• Per the 2018-19 EADA Reports, Quinnipiac University’s Iona College 50 R
undergraduate enrollment is the highest (7,051), and Canisius Rider University 38 R
College the lowest (2,153) of MAAC members. St. Peter’s University 75 R
Quinnipiac University 153 N
• The average MAAC undergraduate enrollment is 3,703. UHart’s
______________
undergraduate enrollment (4,426) would be in the upper tier of
R - Regional Universities North
the MAAC. N -National Universities
• All MAAC members are located in Connecticut, New Jersey, and
New York.

VARIANCE IN ATHLETICS BUDGETS

MAAC FY 2018-19 athletic department budgets range from a low of approximately $7.6M (Saint Peter’s), to a high of
approximately $28.7M (Quinnipiac). The median MAAC athletic budget for FY 2018-19 is approximately $18.8M.
UHart’s FY 2018-19 budget of $15.4M would rank seventh in the MAAC.
Note: See Table 1 – METRO ATLANTIC ATHLETIC CONFERENCE - FY 2019 EXPENSE BUDGETS on the following page.

SPORTS SPONSORSHIP
The MAAC sponsors 25 sports (11 men’s and 14 women’s) with the recent addition of esports. The MAAC would
accommodate all UHart sports, including men’s and women’s golf and esports.
Note: See Table 2 – METRO ATLANTIC ATHLETIC CONFERENCE - FY 2019 SPORTS SPONSORED on the following page.

STUDENT-ATHLETE PARTICIPATION
MAAC total student-athlete participation ranges from a low of 298 (Saint Peter’s) to a high of 723 (Marist) with a
median of 485. UHart’s student-athletes numbered 360 or 10th out of eleven MAAC members.
Note: See Table 3 - METRO ATLANTIC ATHLETIC CONFERENCE – FY 2019 STUDENT-ATHLETE PARTICIPATION #’s on
the following page.

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METRO ATLANTIC ATHLETIC CONFERENCE - FY 2019 EXPENSE BUDGETS TABLE 1

Low Median High UHart UH-Rank

MEN'S MAAC SPONSORED SPORTS 2,902,729 6,023,367 7,740,110 5,943,035 7th
MEN'S ALL SPORTS 2,902,729 6,725,207 2,955,329 5,943,035 8th
WOMEN'S MAAC SPONSORED SPORTS 2,525,286 6,132,057 9,062,859 5,774,628 7th
WOMEN'S ALL SPORTS 2,525,286 6,132,057 7,981,606 5,774,628 7th
M & W MAAC SPONSORED SPORTS 5,428,015 12,441,716 6,076,578 11,717,663 7th
M & W ALL SPORTS 5,428,015 2,857,264 24,267,718 1,717,663 7th
ATHLETIC DEPT TOTAL BUDGET 7,588,471 8,793,576 8,680,434 5,413,249 7th
Source of Data - FY 2019 EADA (includes Payroll, Operating and Athletic Financial Aid)

METRO ATLANTIC ATHLETIC CONFERENCE - FY 2019 SPORTS SPONSORED TABLE 2

Low Median High UHart UH-Rank

MEN'S MAAC SPONSORED SPORTS 120 195 300 195 6
MEN'S ALL SPORTS 151 219 431 195 8
WOMEN'S MAAC SPONSORED SPORTS 137 235 292 165 11
WOMEN'S ALL SPORTS 137 254 340 165 11
M & W MAAC SPONSORED SPORTS 298 422 566 360 10
M & W ALL SPORTS 298 485 723 360 10
Source of Data - FY 2019 EADA

METRO ATLANTIC ATHLETIC CONFERENCE - FY 2019 STUDENT-ATHLETE PARTICIPATION #'s TABLE 3

Low Median High UHart

MEN'S MAAC SPONSORED SPORTS 6 9 10 8
MEN'S ALL SPORTS 7 9 11 8
WOMEN'S MAAC SPONSORED SPORTS 8 10 12 9
WOMEN'S ALL SPORTS 8 11 13 9
M & W MAAC SPONSORED SPORTS 16 19 21 17
M & W ALL SPORTS 16 19 23 17
Source of Data - FY 2019 EADA

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MODEL II: REVIEW OTHER DIVISION I CONFERENCE OPTIONS

METRO ATLANTIC ATHLETIC CONFERENCE ADVANTAGES, DISADVANTAGES, CONCLUSIONS AND
RECOMMENDATIONS

ADVANTAGES
• Members are all private institutions • Potential for more competitive success
• Comprised of institutions with similar • UHart’s facilities are more comparable to MAAC
academic profiles to Hartford
• The MAAC is a stable conference with strong
• UHart would be the second highest nationally- leadership and eleven full members
ranked institution in the Conference per the
• Residual media coverage from competing against
US News & World Report rankings (2021)
NEC schools in metro NYC
• UHart’s enrollment is better aligned with
• The MAAC is considered one of the premier
MAAC member institutions
conferences in the country for esports.
• The footprint of the MAAC (Connecticut, New
• Travel distances are more attractive; less missed
Jersey, and New York) directly coincides with
class time and travel expenses, as well as possible
the Hartford Enrollment Management and
increases in home game attendance
Marketing Office’s student recruitment
footprint • Possibilities for enhanced rivalries with Quinnipiac
and Fairfield
• UHart sports sponsorship is fully aligned with
the MAAC • The MAAC sport sponsorship profile of 25 sports
would provide sport expansion opportunities for
UHart

DISADVANTAGES
• UHart - AEC exit fees
• UHart – MAAC entry fees
• UHart’s athletic budget would be near the bottom of MAAC member institutions
• The MAAC mandates Cost of Attendance (COA) for both men’s and women’s basketball
• The MAAC’s membership academic profile is not as strong as the AEC

CONCLUSIONS
• UHart’s current Athletics’ funding model coupled with the proposed 10% per annum reductions to
Athletics’ budget from FY’s 2022–2025 will compound an already challenging financial situation.
• Membership in the Division I MAAC is not a viable or sustainable option for UHart.

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MODEL II: REVIEW OTHER DIVISION I CONFERENCE OPTIONS

METRO ATLANTIC ATHLETIC CONFERENCE ADVANTAGES, DISADVANTAGES, CONCLUSIONS AND
RECOMMENDATIONS
RECOMMENDATIONS
• UHart should explore Division III membership.
• UHart should examine the AEC Constitution and Bylaws to determine financial and timing implications for
exiting the AEC.
• UHart should review prospective Division III conferences’ governance and bylaws to determine financial
and timing implications before exiting the AEC.
• Explore and secure membership in a Division III conference before departing the AEC.
• Develop a thorough transition plan before departing the AEC and moving to a new conference.

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NORTHEAST CONFERENCE HISTORY

US News & World Report
When established with eleven members in 1981, the NEC 2021 Best National University Rankings
was initially known as the ECAC Metro Conference. The
Conference’s name changed to the Northeast Conference University of Hartford 217 N
in 1988. Current membership is comprised of ten full Bryant University 7 R
members (all-sports) and seven affiliate members. St. Francis College (Brooklyn) 13 R
CONFERENCE OFFICE: Somerset, NJ Saint Francis University 26 R
Wagner College 26 R
MEMBERSHIP DEMOGRAPHICS Mount St. Mary’s University 38 R
Merrimack College 45 R
• NEC is comprised of 10 member institutions, all private except for
Central Connecticut State University. Fairleigh Dickinson
University 50 R
• Per the 2018-19 EADA data, Central Connecticut State Central Connecticut State 105 R
University’s undergraduate enrollment would be the highest
Sacred Heart University 217 N
(7,571), and St. Francis University the lowest (1,469) within the
Long Island University 272 N
NEC.
______________
• The average NEC undergraduate enrollment is 3,284. UHart’s R - Regional Universities North
undergraduate enrollment (4,426) would rank in the upper half N -National Universities
of the NEC.

VARIANCE IN ATHLETICS BUDGETS

Fiscal Year 2018-19 NEC athletic budgets range from a low of approximately $8.3M (St. Francis College), to a high of
nearly $26.3M (Sacred Heart). The NEC median budget is approximately $16.5M. UHart’s FY 2018-19 budget of
$15.4M would rank seventh in the NEC.
Note: See Table 1 – NORTHEAST CONFERENCE - FY 2019 EXPENSE BUDGETS on the following page.

SPORTS SPONSORSHIP
The NEC sponsors 24 sports (11 men’s and 13 women’s) which would accommodate all UHart’s sports, except
esports.
Note: See Table 2 – NORTHEAST CONFERENCE - FY 2019 SPORTS SPONSORED on the following page.

STUDENT-ATHLETE PARTICIPATION
NEC total student-athlete participation ranges from a low of 314 (Fairleigh Dickinson) to a high of 940 (Sacred Heart)
with a median of 564. UHart’s student-athletes numbered 360 or 8th out of nine NEC members.
Note: See Table 3 – NORTHEAST CONFERENCE - FY 2019 STUDENT-ATHLETE PARTICIPATION #’s on the following page.

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NORTHEAST CONFERENCE - FY 2019 EXPENSE BUDGETS TABLE 1

Low Median High UHart UH-Rank

MEN'S NEC SPONSORED SPORTS 2,711,227 6,459,234 10,658,505 5,943,035 7th
MEN'S ALL SPORTS 3,009,528 6,815,597 10,658,505 5,943,035 7th
WOMEN'S NEC SPONSORED SPORTS 2,527,292 4,813,650 7,090,405 5,774,628 4th
WOMEN'S ALL SPORTS 2,701,767 5,875,157 9,187,568 5,774,628 6th
M & W NEC SPONSORED SPORTS 5,238,519 11,803,833 16,784,387 11,717,663 6th
M & W ALL SPORTS 5,711,295 13,089,085 19,756,621 11,717,663 7th
ATHLETIC DEPT TOTAL BUDGET 8,289,239 16,524,184 26,326,420 15,413,249 7th
Source of Data - FY 2019 EADA (includes Payroll, Operating and Athletic Financial Aid)

NORTHEAST CONFERENCE - FY 2019 SPORTS SPONSORED TABLE 2

Low Median High UHart

MEN'S NEC SPONSORED SPORTS 5 9 11 8
MEN'S ALL SPORTS 6 9 14 8
WOMEN'S NEC SPONSORED SPORTS 8 10 13 9
WOMEN'S ALL SPORTS 9 11 18 9
M & W NEC SPONSORED SPORTS 16 20 23 17
M & W ALL SPORTS 16 22 32 17
Source of Data - FY 2019 EADA

NORTHEAST CONFERENCE - FY 2019 STUDENT-ATHLETE PARTICIPATION #'s TABLE 3

Low Median High UHart UH-Rank

MEN'S NEC SPONSORED SPORTS 157 272 416 195 7th
MEN'S ALL SPORTS 157 294 446 195 8th
WOMEN'S NEC SPONSORED SPORTS 130 201 363 165 7th
WOMEN'S ALL SPORTS 144 238 494 165 8th
M & W NEC SPONSORED SPORTS 295 500 703 360 7th
M & W ALL SPORTS 314 564 940 360 8th
MEN'S NEC SPONSORED SPORTS 157 272 416 195 7th
Source of Data - FY 2019 EADA

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FEBRUARY 12, 2021

MODEL II: REVIEW OTHER DIVISION I CONFERENCE OPTIONS

NORTHEAST CONFERENCE ADVANTAGES, DISADVANTAGES, CONCLUSIONS AND RECOMMENDATIONS

ADVANTAGES
• All are private institutions, except for Central • UHart’s athletic facilities are more comparable to
Connecticut State University NEC member institutions
• UHart’s enrollment is more aligned with NEC • Residual media coverage from competing against
member institutions NEC schools in metro NYC
• UHart may experience more competitive success • There is opportunity to strengthen rivalry with
in the NEC Central Connecticut State University
• NEC would accommodate all UHart sports except
esports

DISADVANTAGES
• Six of the NEC’s full-time members play Division I FCS Football; football-playing schools typically have
more extensive infrastructure than those without football
• UHart - AEC exit fees
• UHart - NEC entry fees
• UHart’s athletic budget would be near the bottom of NEC member institutions
• Less attractive travel distance compared to the MAAC

CONCLUSIONS
• UHart’s current Athletics’ funding model coupled with the proposed 10% per annum reductions to
Athletics’ budget from FY’s 2022–2025 will compound an already challenging financial situation.
• Membership in the NEC is not a viable or sustainable option for UHart.

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FEBRUARY 12, 2021

MODEL II: REVIEW OTHER DIVISION I CONFERENCE OPTIONS

NORTHEAST CONFERENCE ADVANTAGES, DISADVANTAGES, CONCLUSIONS AND RECOMMENDATIONS
RECOMMENDATIONS
• UHart should explore Division III membership.
• UHart should examine the AEC Constitution and Bylaws to determine financial and timing implications for
exiting the AEC.
• UHart should review prospective Division III conferences’ governance and bylaws to determine financial
and timing implications before exiting the AEC.
• Explore and secure membership in a Division III conference before departing the AEC.
• Develop a thorough transition plan before departing the AEC and moving to a new conference.

Respected for Integrity, Expertise and Creativity in Intercollegiate Athletics

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FEBRUARY 12, 2021

ATTACHMENTS
MODEL II: REVIEW OTHER DIVISION I CONFERENCE OPTIONS
The following attachments represent a higher level of detail

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FEASIBILITY STUDY UNIVERSITY OF HARTFORD ATHLETICS - CONFIDENTIAL

FEBRUARY 8, 2021

ATTACHMENT 2
MODEL II – REVIEW OTHER DIVISION I CONFERENCE OPTIONS
METRO ATLANTIC ATHLETIC CONFERENCE

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ATTACHMENT 2
MODEL II – REVIEW OTHER DIVISION I CONFERENCE OPTIONS
METRO ATLANTIC ATHLETIC CONFERENCE

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FEBRUARY 8, 2021

ATTACHMENT 2
MODEL II – REVIEW OTHER DIVISION I CONFERENCE OPTIONS
METRO ATLANTIC ATHLETIC CONFERENCE

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FEBRUARY 8, 2021

ATTACHMENT 2
MODEL II – REVIEW OTHER DIVISION I CONFERENCE OPTIONS
METRO ATLANTIC ATHLETIC CONFERENCE

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FEBRUARY 8, 2021

ATTACHMENT 2
MODEL II – REVIEW OTHER DIVISION I CONFERENCE OPTIONS
METRO ATLANTIC ATHLETIC CONFERENCE

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FEBRUARY 8, 2021

ATTACHMENT 2
MODEL II – REVIEW OTHER DIVISION I CONFERENCE OPTIONS
NORTHEAST CONFERENCE

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ATTACHMENT 2
OPTION II – REVIEW OTHER DIVISION I CONFERENCE OPTIONS
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FEBRUARY 8, 2021

ATTACHMENT 2
MODEL II – REVIEW OTHER DIVISION I CONFERENCE OPTIONS
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FEBRUARY 8, 2021

ATTACHMENT 2
MODEL II – REVIEW OTHER DIVISION I CONFERENCE OPTIONS
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FEBRUARY 8, 2021

ATTACHMENT 2
MODEL II – REVIEW OTHER DIVISION I CONFERENCE OPTIONS
NORTHEAST CONFERENCE

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FEBRUARY 12, 2021

MODEL III
EXAMINE NCAA DIVISION III MEMBERSHIP
AND CONFERENCE OPTIONS

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COMMONWEALTH COAST CONFERENCE HISTORY

US News & World Report
The first meetings to discuss the formation of the CCC took 2021 Best National University Rankings
place in 1984 at Hellenic College. In May of that year, the
Conference was formed with six schools as the league's Curry College 137-176 R
charter members. Competition began in 1984-85 as a men's Endicott College 23 R
basketball league with seven teams competing, as the United Gordon College 155 NLA
States Coast Guard Academy was also granted membership.
Nichols College NR B
Roger Williams
CONFERENCE OFFICE: Biddeford, ME
University 31 R
Salve Regina University 31 R
MEMBERSHIP DEMOGRAPHICS
Suffolk University (2021) 31 R
• The CCC is comprised of ten private institutions with Suffolk University of
University having the largest undergraduate enrollment (4,836) and New England 249 N
Nichols College the lowest (1,222). Wentworth Institute
• The average CCC undergraduate enrollment is 2,718. UHart’s of Technology 38 R
undergraduate enrollment (4,426) would rank 2nd among CCC Western New England
institutions. University 227 N
______________
VARIANCE IN ATHLETICS BUDGETS R - Regional Universities North
N - National Universities
FY 2018-19 LEC athletic department budgets range from a low of NLA – National Liberal Arts College
approximately $1.9M (Salve Regina) to a high of approximately $4.3M B – Business Schools
(Western New England); the FY 2018-19 median is approximately $2.8M.
Note: See Table 1 – COMMONWEALTH COAST CONFERENCE - FY 2019
EXPENSE BUDGETS

SPORT SPONSORSHIP
The CCC sponsors 20 sports (9 men’s and 11 women’s). The CCC would accommodate all UHart sports, except
women’s golf, men’s track and field, and esports.
Note: See Table 2 – COMMONWEALTH COAST CONFERENCE - FY 2019 SPORTS SPONSORED

STUDENT-ATHLETE PARTCIPATION
CCC total student-athlete participation ranges from a low of 308 (Gordon) to a high of 581 (Endicott), with a median
of 499. UHart’s student-athletes numbered 360, or 8th out of nine members.
Note: See Table 3 – COMMONWEALTH COAST CONFERENCE - FY 2019 STUDENT-ATHLETE PARTICIPATION #’s

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COMMONWEALTH COAST CONFERENCE - FY 2019 EXPENSE BUDGETS TABLE 1

(UHart Total does not include Athletic Aid)
Low Median High UHart
MEN'S CCC SPONSORED SPORTS 579,134 1,099,756 1,610,945 3,066,623
MEN'S ALL SPORTS 679,890 1,247,006 1,812,408 3,160,959
WOMEN'S CCC SPONSORED SPORTS 339,433 833,963 1,093,614 2,104,984
WOMEN'S ALL SPORTS 339,433 942,964 1,250,825 2,211,655
M & W CCC SPONSORED SPORTS 1,229,084 1,611,593 2,562,021 5,171,607
M & W ALL SPORTS 1,229,084 1,992,400 2,814,418 5,372,615
ATHLETIC DEPT TOTAL BUDGET 1,983,056 2,807,421 4,297,919 9,068,201
Source of Data - FY 2019 EADA (includes Payroll and Operating)

COMMONWEALTH COAST CONFERENCE - FY 2019 SPORTS SPONSORED TABLE 2

Low Median High UHart

MEN'S CCC SPONSORED SPORTS 6 8 9 6
MEN'S ALL SPORTS 7 10 12 9
WOMEN'S CCC SPONSORED SPORTS 6 9 10 8
WOMEN'S ALL SPORTS 6 10 13 9
M & W CCC SPONSORED SPORTS 14 15 19 14
M & W ALL SPORTS 14 19 25 18
Source of Data - FY 2019 EADA

COMMONWEALTH COAST CONFERENCE - FY 2019 STUDENT-ATHLETE PARTICIPATION #'s TABLE 3

Low Median High UHart UH-Rank

MEN'S CCC SPONSORED SPORTS 118 227 327 145 10th
MEN'S ALL SPORTS 137 278 366 195 9th
WOMEN'S CCC SPONSORED SPORTS 98 178 249 158 7th
WOMEN'S ALL SPORTS 98 178 263 165 9th
M & W CCC SPONSORED SPORTS 269 412 549 303 9th
M & W ALL SPORTS 308 499 581 360 9th
MEN'S CCC SPONSORED SPORTS 118 227 327 145 10th
Source of Data - FY 2019 EADA

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FEBRUARY 12, 2021

MODEL III: EXAMINE NCAA DIVISION III MEMBERSHIP AND CONFERENCE OPTIONS
COMMONWEALTH COAST CONFERENCE ADVANTAGES, DISADVANTAGES, CONCLUSIONS AND
RECOMMENDATIONS

ADVANTAGES
• All private institutions
• Accommodates all UHart sports, except women's golf, men's track and field, and esports
• Average undergraduate enrollment (2,718) comparable to UHart’s (4,426)
• Median athletic department budget ($2.8M)
• Shorter travel distance to CCC members (average 104 miles)
• CCC median number of student-athlete participants (499)

DISADVANTAGES
• UHart - AEC exit fees
• UHart – CCC entry fees
• Potential loss of current coaches and student-athletes
• Potential public relations issues with moving to Division III

CONCLUSIONS
The CCC is a very viable Division III option based on similar undergraduate enrollment numbers, median
budget ($2.8M), reasonable travel distance, median student-athlete participation (499), and accommodation
of all UHart sports, except women's golf, men's track and field, and esports.

RECOMMENDATIONS
• UHart should consider membership in the CCC if a decision is made to move to Division III.
• UHart should examine the CCC governance and AEC Constitution and Bylaws to determine financial and
timing implications for exiting the AEC.
• Explore and secure membership in the CCC before departing the AEC.
• Develop a thorough transition plan before departing the AEC for the CCC; follow NCAA Division III
transition guidelines.

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FEASIBILITY STUDY UNIVERSITY OF HARTFORD ATHLETICS - CONFIDENTIAL

FEBRUARY 12, 2021

LITTLE EAST CONFERENCE HISTORY

The LEC was established in 1986 as a single sport league by six US News & World Report
public institutions located throughout New England.  The LEC- 2021 Best National University Rankings
member men’s and women’s basketball teams commenced
play in 1986-87. Since then, the LEC has become a multi-sport University of Hartford 217 N
league with nine primary members and eight affiliate Castleton University 23 RC
members sponsoring 19 championships. The primary Eastern Connecticut State 90 R
Keene State College 9 RC
members are in the six New England states.
Plymouth State University 121 R
Rhode Island College 113 R
UMass, Boston 227 R
CONFERENCE OFFICE: Pawtucket, RI
UMass, Dartmouth 217 N
University of
MEMBERSHIP DEMOGRAPHICS
Southern Maine 136-176 R
• The LEC is comprised of nine public institutions. Western State University 130 R
• UMass-Boston has the largest undergraduate enrollment (9,897) ______________
and Keene State the lowest (3,362). R - Regional Universities North
N - National Universities
• The average LEC undergraduate enrollment is 5,067. UHart’s RC - Regional Colleges North
undergraduate enrollment (4,426) would rank in the upper half
of the LEC.

VARIANCE IN ATHLETICS BUDGETS

FY 2018-19 LEC athletic department budgets range from a low of approximately $2.7M (Rhode Island College) to a
high of approximately $4.4M (Western Connecticut State); the FY 2018-19 median is approximately $3.3M.
Note: See Table 1 – LITTLE EAST CONFERENCE - FY 2019 EXPENSE BUDGETS

SPORT SPONSORSHIP
LEC sponsors 21 sports (10 men’s and 11 women’s) and would accommodate all UHart sports, except women’s golf
and esports.
Note: See Table 2 – LITTLE EAST CONFERENCE - FY 2019 SPORTS SPONSORED

STUDENT-ATHLETE PARTCIPATION
LEC total student-athlete participation ranges from a low of 309 (Rhode Island College) to a high of 627 (Castleton),
with a median of 443. UHart’s student-athletes numbered 360 or 9th out of what would be a ten-member conference.
Note: See Table 3 – LITTLE EAST CONFERENCE - FY 2019 STUDENT-ATHLETE PARTICIPATION #’s

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FEBRUARY 12, 2021

LITTLE EAST CONFERENCE - FY 2019 EXPENSE BUDGETS TABLE 1

(UHart Total does not include Athletic Aid)
Low Median High UHart
MEN'S LEC SPONSORED SPORTS 551,939 813,129 1,142,509 3,160,959
MEN'S ALL SPORTS 860,896 1,049,097 1,633,580 3,160,959
WOMEN'S LEC SPONSORED SPORTS 677,920 877,419 1,501,391 2,104,984
WOMEN'S ALL SPORTS 745,504 1,005,602 1,501,391 2,211,655
M & W LEC SPONSORED SPORTS 1,304,785 1,729,794 2,643,900 5,265,943
M & W ALL SPORTS 1,789,583 2,096,939 3,045,505 5,372,615
TOTAL ATHLETIC DEPT BUDGET 2,718,004 3,272,032 4,419,771 9,068,201
Source of Data - FY 2019 EADA (includes Payroll and Operating)

LITTLE EAST CONFERENCE - FY 2019 SPORTS SPONSORED TABLE 2

Low Median High UHart

MEN'S LEC SPONSORED SPORTS 7 8 10 8
MEN'S ALL SPORTS 7 9 14 8
WOMEN'S LEC SPONSORED SPORTS 8 10 11 8
WOMEN'S ALL SPORTS 9 11 13 9
M & W LEC SPONSORED SPORTS 16 18 21 16
M & W ALL SPORTS 17 21 27 17
Source of Data - FY 2019 EADA

LITTLE EAST CONFERENCE - FY 2019 STUDENT-ATHLETE PARTICIPATION #'s TABLE 3

Low Median High UHart UH-Rank

MEN'S LEC SPONSORED SPORTS 126 206 221 195 7th
MEN'S ALL SPORTS 142 274 417 195 8th
WOMEN'S LEC SPONSORED SPORTS 147 190 265 158 8th
WOMEN'S ALL SPORTS 149 200 288 165 9th
M & W LEC SPONSORED SPORTS 273 374 486 353 8th
M & W ALL SPORTS 309 443 627 360 9th
MEN'S LEC SPONSORED SPORTS 126 206 221 195 7th
Source of Data - FY 2019 EADA

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FEBRUARY 12, 2021

MODEL III: EXAMINE NCAA DIVISION III MEMBERSHIP AND CONFERENCE OPTIONS
LITTLE EAST CONFERENCE ADVANTAGES, DISADVANTAGES, CONCLUSIONS AND RECOMMENDATIONS

ADVANTAGES
• Accommodate all UHart sports, except women’s golf and esports
• Average undergraduate enrollment (5,067) comparable to UHart’s (4,426)
• Median athletic department budget ($3.3M)
• Travel distances are more attractive to LEC members (average 113 mile)
• LEC median number of student-athlete participants (443)

DISADVANTAGES
• UHart - AEC exit fees
• UHart - LEC entry fees
• All public institutions
• Four LEC members sponsor men’s ice hockey
• Potential public relations issues with moving to Division III
• Potential loss of current coaches and student-athletes

CONCLUSIONS
The LEC is a viable Division III option if UHart wishes to join a conference of all public institutions. This
assessment is based on similar undergraduate enrollment numbers, median budget ($3.3M), reasonable
travel distance, median student-athlete participation (443), and accommodation of UHart sports, except
women’s golf and esports.

RECOMMENDATIONS
• UHart should consider membership in the LEC if a decision is made to move to Division III.
• UHart should determine the appropriateness of joining a conference comprised of all public institutions.
• UHart should examine the LEC governance and AEC Constitution and Bylaws to determine financial and
timing implications for exiting the AEC.
• Explore and secure membership in the LEC before departing the AEC.
• Develop a thorough transition plan before departing the AEC for the LEC; follow NCAA Division III
transition guidelines.

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FEASIBILITY STUDY UNIVERSITY OF HARTFORD ATHLETICS - CONFIDENTIAL

FEBRUARY 12, 2021

NEW ENGLAND WOMEN’S AND MEN’S ATHLETIC CONFERENCE

HISTORY US News & World Report
2021 Best National University Rankings
The NEWMAC was established in 1998, when the former New
England Women's 8 Conference (NEW 8) voted to begin Babson College NR B
sponsoring conference play and championships for men. The Clark College 103 N
Conference then expanded its membership to include Coast Guard Academy 1 R
Emerson College 9 R
Springfield College and the United States Coast Guard
MIT 9 N
Academy. Emerson College became the 11th full-time member Mount Holyoke 34 N
of the Conference in 2013. Smith College 15 NLA
Springfield College 26 R
CONFERENCE OFFICE: Wellesley, MA Wellesley College 4 NLA
Wheaton College 84 NLA
MEMBERSHIP DEMOGRAPHICS Worcester Poly Institute 66 N
______________
• The NEWMAC is comprised of 10 private institutions and the Coast R - Regional Universities North
Guard Academy, with MIT having the largest undergraduate enrollment N - National Universities
NLA – National Liberal Arts College
(4,506) and the Coast Guard Academy the lowest (1,069). B – Business Schools
• The average NEWMAC undergraduate enrollment is 3,414. UHart’s
undergraduate enrollment (4,426) would rank 3rd among the NEWMAC
institutions.

VARIANCE IN ATHLETICS BUDGETS

FY 2018-19 NEWMAC athletic department budgets range from a low of approximately $2.2M (Clark) to a high of
approximately $6.9M (MIT); the FY 2018-19 median is approximately $4.5M.
Note: See Table 1 – NEW ENGLAND WOMEN’S AND MEN’S ATHLETIC CONFERENCE - FY 2019 EXPENSE BUDGETS

SPORT SPONSORSHIP
The NEWMAC sponsors 22 sports (10 men’s and 12 women’s). The NEWMAC would accommodate all UHart sports,
except men’s and women’s golf and esports
Note: See Table 2 – NEW ENGLAND WOMEN’S AND MEN’S ATHLETIC CONFERENCE - FY 2019 SPORTS SPONSORED

STUDENT-ATHLETE PARTICIPATION
NEWMAC total student-athlete participation ranges from a low of 224 (Emerson) to a high of 794 (MIT), with a
median of 451. UHart’s student-athletes numbered 6th out of nine members. Note: The NEWMAC information
presented does not include four members and accompanying data from the FY 2018-19 EADA: US. Coast Guard
Academy, Mount Holyoke, Smith College, and Wellesley College.
Note: See Table 3 – NEW ENGLAND WOMEN’S AND MEN’S ATHLETIC CONFERENCE - FY 2019 STUDENT-ATHLETE
PARTICIPATION #’s

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NEW ENGLAND WOMEN’S AND MEN’S ATHLETIC CONFERENCE - FY 2019 EXPENSE BUDGETS TABLE 1
(UHart Total does not include Athletic Aid)
Low Median High UHart
MEN'S NEWMAC SPONSORED SPORTS 734,963 1,074,148 2,156,687 3,160,959
MEN'S ALL SPORTS 734,963 1,701,133 2,784,911 3,160,959
WOMEN'S NEWMAC SPONSORED SPORTS 760,406 1,491,375 1,777,737 2,104,984
WOMEN'S ALL SPORTS 760,406 1,491,375 2,037,357 2,211,655
M & W NEWMAC SPONSORED SPORTS 1,495,369 2,825,919 3,749,184 5,265,943
M & W ALL SPORTS 1,495,369 3,250,387 4,540,882 5,372,615
TOTAL ATHLETIC DEPT BUDGET 2,206,657 4,546,335 6,859,610 9,068,201
Source of Data - FY 2019 EADA (includes Payroll and Operating)

NEW ENGLAND WOMEN’S AND MEN’S ATHLETIC CONFERENCE - FY 2019 SPORTS SPONSORED TABLE 2

Low Median High UHart

MEN'S NEWMAC SPONSORED SPORTS 6 9 10 7
MEN'S ALL SPORTS 7 10 15 8
WOMEN'S NEWMAC SPONSORED SPORTS 7 11 12 8
WOMEN'S ALL SPORTS 7 12 15 9
M & W NEWMAC SPONSORED SPORTS 13 20 22 15
M & W ALL SPORTS 14 21 30 17
Source of Data - FY 2019 EADA

NEW ENGLAND WOMEN’S AND MEN’S CONFERENCE - FY 2019 STUDENT-ATHLETE

TABLE 3
PARTICIPATION #'s
Low Median High UHart UH-Rank
MEN'S NEWMAC SPONSORED SPORTS 116 211 372 187 5th
MEN'S ALL SPORTS 126 231 460 195 6th
WOMEN'S NEWMAC SPONSORED SPORTS 98 232 313 158 7th
WOMEN'S ALL SPORTS 98 240 358 165 7th
M & W NEWMAC SPONSORED SPORTS 214 443 637 345 6th
M & W ALL SPORTS 224 451 794 360 6th
MEN'S NEWMAC SPONSORED SPORTS 116 211 372 187 5th
Source of Data - FY 2019 EADA

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FEBRUARY 12, 2021

MODEL III: EXAMINE NCAA DIVISION III MEMBERSHIP AND CONFERENCE OPTIONS
NEW ENGLAND WOMEN’S AND MEN’S ATHLETIC CONFERENCE ADVANTAGES, DISADVANTAGES,
CONCLUSIONS AND RECOMMENDATIONS

ADVANTAGES
• Accommodates all UHart sports, except men's and women's golf, and esports
• Average undergraduate enrollment (3,414) comparable to UHart’s (4,426)
• Median athletic department budget ($4.5M)
• Reasonable travel distance to NEWMAC members (average 67 miles)
• NEWMAC median number of student-athlete participants (451)
• All private schools and the United States Coast Guard Academy

DISADVANTAGES
• UHart - AEC exit fees
• UHart - NEWMAC entry fees
• Potential loss of current coaches and student-athletes
• Potential public relations issues with moving to Division III

CONCLUSIONS
The NEWMAC is a very viable Division III option based on similar undergraduate enrollment numbers, median
budget ($4.5M), reasonable travel distance, median student-athlete participation (451), and accommodation
of all UHart sports, except men’s and women's golf, and esports.

RECOMMENDATIONS
• UHart should consider membership in the NEWMAC if a decision is made to move to Division III.
• UHart should examine the NEWMAC and AEC manuals and bylaws to determine financial and timing
implications for exiting the AEC.
• Explore and secure membership in the NEWMAC before departing the AEC.
• Develop a thorough transition plan before departing the AEC for the NEWMAC; follow NCAA Division III
transition guidelines.

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FEBRUARY 12, 2021

ATTACHMENTS
MODEL III: EXAMINE NCAA DIVISION III MEMBERSHIP
AND CONFERENCE OPTIONS
The following attachments represent a higher level of detail

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FEASIBILITY STUDY UNIVERSITY OF HARTFORD ATHLETICS - DRAFT

FEBRUARY 8, 2021

ATTACHMENT 1
MODEL III – REVIEW OTHER DIVISION I CONFERENCE OPTIONS
COMMONWEALTH COAST CONFERENCE

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FEBRUARY 12, 2021

ATTACHMENT 3
MODEL III – EXAMINE NCAA DIVISION III MEMBERSHIP AND CONFERENCE OPTIONS
COMMONWEALTH COAST CONFERENCE

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FEASIBILITY STUDY UNIVERSITY OF HARTFORD ATHLETICS - CONFIDENTIAL

FEBRUARY 12, 2021

ATTACHMENT 3
MODEL III – EXAMINE NCAA DIVISION III MEMBERSHIP AND CONFERENCE OPTIONS
COMMONWEALTH COAST CONFERENCE

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FEASIBILITY STUDY UNIVERSITY OF HARTFORD ATHLETICS - CONFIDENTIAL

FEBRUARY 12, 2021

ATTACHMENT 3
MODEL III – EXAMINE NCAA DIVISION III MEMBERSHIP AND CONFERENCE OPTIONS
COMMONWEALTH COAST CONFERENCE

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FEASIBILITY STUDY UNIVERSITY OF HARTFORD ATHLETICS - CONFIDENTIAL

FEBRUARY 12, 2021

ATTACHMENT 3
MODEL III – EXAMINE NCAA DIVISION III MEMBERSHIP AND CONFERENCE OPTIONS
COMMONWEALTH COAST CONFERENCE

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FEASIBILITY STUDY UNIVERSITY OF HARTFORD ATHLETICS - CONFIDENTIAL

FEBRUARY 12, 2021

ATTACHMENT 3
MODEL III – EXAMINE NCAA DIVISION III MEMBERSHIP AND CONFERENCE OPTIONS
LITTLE EAST CONFERENCE

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FEASIBILITY STUDY UNIVERSITY OF HARTFORD ATHLETICS - CONFIDENTIAL

FEBRUARY 12, 2021

ATTACHMENT 3
MODEL III – EXAMINE NCAA DIVISION III MEMBERSHIP AND CONFERENCE OPTIONS
LITTLE EAST CONFERENCE

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FEASIBILITY STUDY UNIVERSITY OF HARTFORD ATHLETICS - CONFIDENTIAL

FEBRUARY 12, 2021

ATTACHMENT 3
MODEL III – EXAMINE NCAA DIVISION III MEMBERSHIP AND CONFERENCE OPTIONS
LITTLE EAST CONFERENCE

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ATTACHMENT 3
MODEL III – EXAMINE NCAA DIVISION III MEMBERSHIP AND CONFERENCE OPTIONS
LITTLE EAST CONFERENCE

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ATTACHMENT 3
MODEL III – EXAMINE NCAA DIVISION III MEMBERSHIP AND
CONFERENCE OPTIONS
LITTLE EAST CONFERENCE

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ATTACHMENT 3
MODEL III – EXAMINE NCAA DIVISION III MEMBERSHIP AND CONFERENCE OPTIONS
NEW ENGLAND WOMEN’S AND MEN’S ATHLETIC CONFERENCE

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ATTACHMENT 3
MODEL III – EXAMINE NCAA DIVISION III MEMBERSHIP AND CONFERENCE OPTIONS
NEW ENGLAND WOMEN’S AND MEN’S ATHLETIC CONFERENCE

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860-977-3441 | 3010 Sunny Ridge Drive | Odenton, MD 21113 | www.CarrSportsConsulting.com 72
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ATTACHMENT 3
MODEL III – EXAMINE NCAA DIVISION III MEMBERSHIP AND CONFERENCE OPTIONS
NEW ENGLAND WOMEN’S AND MEN’S ATHLETIC CONFERENCE

Respected for Integrity, Expertise and Creativity in Intercollegiate Athletics

860-977-3441 | 3010 Sunny Ridge Drive | Odenton, MD 21113 | www.CarrSportsConsulting.com 73
FEASIBILITY STUDY UNIVERSITY OF HARTFORD ATHLETICS - CONFIDENTIAL

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ATTACHMENT 3
MODEL III – EXAMINE NCAA DIVISION III MEMBERSHIP AND CONFERENCE OPTIONS
NEW ENGLAND WOMEN’S AND MEN’S ATHLETIC CONFERENCE

Respected for Integrity, Expertise and Creativity in Intercollegiate Athletics

860-977-3441 | 3010 Sunny Ridge Drive | Odenton, MD 21113 | www.CarrSportsConsulting.com 74
FEASIBILITY STUDY UNIVERSITY OF HARTFORD ATHLETICS - CONFIDENTIAL

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ATTACHMENT 3
MODEL III – EXAMINE NCAA DIVISION III MEMBERSHIP AND CONFERENCE OPTIONS
NEW ENGLAND WOMEN’S AND MEN’S ATHLETIC CONFERENCE

Respected for Integrity, Expertise and Creativity in Intercollegiate Athletics

860-977-3441 | 3010 Sunny Ridge Drive | Odenton, MD 21113 | www.CarrSportsConsulting.com 75
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Comprehensive Conclusions and Recommendations

This Feasibility Study presents CarrSports’ objective analysis and recommendations, based on the University’s prevailing
parameters for determining the best Athletics model for UHart. Additionally, the EADA benchmarking data used by this
Study sometimes differs by respective reporting institutions. Financial projections should be viewed as estimates and
intended as a tool for preliminary decision-making.

CONCLUSIONS
1. Given the financial reality of this Study, coupled with parameters outlined in the assumptions on the previous
page, Athletics’ current Division I-funding model is not viable and cannot achieve the goal of becoming more self-
sustaining.
2. It will take a sizable infusion of additional revenues to effectively support UHart’s continued membership in
Division I (Models I and II).
3. Adding student-athletes by increasing team rosters or through the expansion of sports offerings would increase
net tuition revenues for the University.
4. Therefore, continued Division I membership (Models I and II) are not realistic or sustainable options for UHart.
Membership in Division III should be explored.

RECOMMENDATIONS
1. UHart should explore viable membership options in NCAA Division III that will align with the University’s Mission.
2. UHart should examine the AEC Constitution and Bylaws to determine financial and timing implications for exiting
the AEC.
3. Considerations should be given to financial impact of AEC Exit Fees (see AEC Principals for Resignation). 17
4. UHart should engage the Board of Regents, campus leadership, and select external constituents in the
communication and decision-making process relative to changes in the Athletics’ model.
5. Secure membership in a Division III conference before departing the AEC.
6. After exploring Division III, develop a detailed transition plan before departing the AEC for Division III. Essential
components include:
• Follow Division III transition guidelines
• Examine impact on Title IX equity compliance
• Develop process and timeline for complying with Division III guidelines
• Create appropriate financial pro forma(s)

17
Excerpt from 2019-20 America East Constitution, (2020): p. 4-5
Article 3.4 Resignation. The principals for resignation from the Conference are:
d) A member institution wishing to resign from the Conference shall notify the Commissioner in writing of its intention at least two years prior
to the date of resignation from the Conference. The two-year period shall commence on the June 30 following the notification, with the
effective date of the resignation being two years subsequent to said June 30;
e) Upon notice of an institution's intention to withdraw from America East; the institution's teams become ineligible, on a date to be
determined by the remaining members of the Board of Presidents, to compete for Conference championships;
f) Exit Payments. {Revised: November 2013}
(5) Resignation. A member institution that resigns from the Conference will required to remain in the AEC for an additional two years and
shall make a payment of $1,000,000 to the Conference. This payment shall be due 30 days after the effective date of the resignation.

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• Continue facilities planning to accommodate the integration of campus wellness, health, recreation,
intramurals, and club sports; the possible increase in student-athlete enrollment and sports offerings should
also be considered in campus planning
• Incorporate transition planning into a three-to five-year strategic plan for Athletics and campus wellness,
health, recreation, intramurals, and club sports

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Exhibits

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