AGENDA Women’s Basketball Coaches Association

Board of Directors Meeting

10:00 a.m. – 3:30 p.m. ET, Monday, July 13, 2020 Join Zoom Meeting: Web: https://wbca.zoom.us/j/86302119043?pwd=U1UrVUdtOUZXSDBETGJOdkRmV0pBQT09 Call in: Phone Number: 669-900-6833 // Meeting ID: 863 0211 9043 // Password: 560333

1. Greetings, welcome, roll call. Tricia Cullop, Danielle Donehew.

2. Appointment of treasurer and members of WBCA Board of Directors. Jack Watford.a. Treasurer [Supplement A].b. NCAA Division II Director At Large [Supplement B].c. NCAA Division III Director At Large [Supplement C].d. Board Composition.

3. Consent agenda. Cullop.a. Approval of minutes from April 2, 2020, meeting [Supplement D].b. Committees and working groups [Supplement E].

4. WBCA projects and hot topics.a. Diversity & Inclusion Committee/Social Justice Task Force. Charmin Smith,

Tess Romine-Black.b. Student-athlete activism. Mary Ellen Gillespie.c. Collegiate Coaching Diversity Pledge [Supplement F]. Donehew.d. Benevolent Fund. Watford.e. Membership renewal and convention registration. Beth O’Boyle, Gillespie.f. Season of service. O’Boyle.g. Education and service to membership. Cullop.h. 2020-21 experimental rules: 3-point line and technology in bench area

[Supplement G]. Donehew.i. NCAA coach credentialing [Supplement H]. Cari Van Senus, Watford.j. Pilot coach education program (Lauren McHenry) [Supplement I]. Donehew.k. Pat Summitt Leadership Group. Romine-Black.l. Strategic plan and code of ethics [Supplement J]. Romine-Black.

5. Report of the treasurer [Supplement K]. Lacey Lewis, Gillespie, Shannon Reynolds.a. Convention cancellation update.b. Federal and other loans.c. Year to date financials.d. Investments.e. Final Four ticket strategy.f. Approval of 2020-21 proposed budget.

6. Learfield IMG College report [Supplement L]. Mike Kohler, Learfield IMG College.

7. NCAA updates. Lynn Holzman, Binh Nguyen.

8. Marriott update. Maureen Selke, Kieran Donahue. (12:45 PM)

*********** LUNCH BREAK ************

9. NIL presentation. Van Senus, Julie Roe Lach.

10. NCAA Legislation. Nguyen, Reynolds, Watford.

11. Adjournment.

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SUPPLEMENT A

______________________________________________________________________________ ITEM: Appointment of treasurer and members of WBCA Board of Directors —— Treasurer ______________________________________________________________________________ BACKGROUND: The term of service of Lacey Lewis as WBCA treasurer expired June 30. Per Bylaw 5.4.1, Lewis continues to serve as treasurer until “a successor has been selected.” Lewis is eligible for reappointment to a third and final two-year term in this position. ______________________________________________________________________________ RECOMMENDED ACTION: The Executive Committee recommends the Board of Directors reappoint Lewis to a third two-year term of service as WBCA treasurer. ______________________________________________________________________________ ALTERNATIVE ACTIONS: Appoint a different qualified person to serve as WBCA treasurer. ______________________________________________________________________________PROPOSED MOTION: It is MOVED that LACEY LEWIS be reappointed to a third two-year term of service as WBCA treasurer.

SUPPLEMENT B

______________________________________________________________________________ ITEM: Appointment of treasurer and members of WBCA Board of Directors —— NCAA Division II Director At Large ______________________________________________________________________________ BACKGROUND: The term of service of Jason Martens as NCAA Division II Director At Large expired June 30. Per Bylaw 4.5.1, Martens continues to serve in this position until “a successor has been selected.” Martens is eligible for reappointment to a second and final three-year term in this position. ______________________________________________________________________________ RECOMMENDED ACTION: Per Bylaw 4.2(h), the Executive Committee recommends the Board of Directors reappoint Martens to a second three-year term of service as NCAA Division II Director At Large on the Board of Directors. ______________________________________________________________________________ ALTERNATIVE ACTIONS: Appoint a different qualified person to serve as NCAA Division II Director At Large on the Board of Directors. ______________________________________________________________________________PROPOSED MOTION: It is MOVED that JASON MARTENS be reappointed to a second three-year term of service as NCAA Division II Director At Large on the Board of Directors.

SUPPLEMENT C

______________________________________________________________________________ ITEM: Appointment of treasurer and members of WBCA Board of Directors —— NCAA Division III Director At Large ______________________________________________________________________________ BACKGROUND: The term of service of Polly Thomason as NCAA Division III Director At Large expired June 30. Per Bylaw 4.5.1, Thomason continues to serve in this position until “a successor has been selected.” Thomason is eligible for reappointment to a second and final three-year term in this position. ______________________________________________________________________________ RECOMMENDED ACTION: Per Bylaw 4.2(h), the Executive Committee recommends the Board of Directors reappoint Thomason to a second three-year term of service as NCAA Division III Director At Large on the Board of Directors. ______________________________________________________________________________ ALTERNATIVE ACTIONS: Appoint a different qualified person to serve as NCAA Division III Director At Large on the Board of Directors. ______________________________________________________________________________PROPOSED MOTION: It is MOVED that POLLY THOMASON be reappointed to a second three-year term of service as NCAA Division III Director At Large on the Board of Directors.

SUPPLEMENT D

WOMEN’S BASKETBALL COACHES ASSOCIATION MINUTES OF BOARD OF DIRECTORS MEETING

April 2, 2020

The Board of Directors of the Women’s Basketball Coaches Association met in regular session via teleconference on April 2, 2020, duly called at 12 p.m. ET. Members of the board and staff were present as noted. Board Members Present Courtney Banghart, head coach, University of North Carolina (nonvoting) Carol Callan, women’s national team dir., USA Basketball (ex officio, nonvoting) Jackie Carson, head coach, Furman University (nonvoting) Cori Close, head coach, UCLA Tricia Cullop, head coach, University of Toledo (president) Julie Eddleman, global client partner, Google Rich Ensor, commissioner, Metro Atlantic Athletic Conference Lisa Fortier, head coach, Gonzaga University Clarisse Garcia, assistant coach, Auburn University Nels Hawkinson, executive director, Basketball Travelers Inc. Lynn Holzman, vice president, women’s basketball, NCAA (nonvoting) Trish Jones, attorney Romeo Lagmay, head coach, Dawson Community College Lacey Lewis, senior vice president, finance, Cox Enterprises Inc. (treasurer) Jason Martens, head coach, Saint Mary’s University Brian Morehouse, head coach, Hope College Chris Nelson, head coach, Bethel University Binh Nguyen, director of Academic and Membership Affairs, NCAA (ex officio, nonvoting) Beth O’Boyle, head coach, Virginia Commonwealth University Raegan Pebley, head coach, Texas Christian University Martha Putallaz, professor of psychology, Duke University (ex officio, nonvoting) Jennifer Rizzotti, head coach, George Washington University (immediate past president) Adrienne Shibles, head coach, Bowdoin College Sam Quigley Smith, head coach, Lewis University Jenn Strawley, senior woman administrator, University of Miami Joni Taylor, head coach, University of Georgia Polly Thomason, head coach, University of Texas at Dallas Teresa Waters, head coach, River Hill High School Stephanie Yelton, head coach, University of West Florida

WBCA Staff in Attendance Danielle Donehew, executive director (secretary; ex officio, nonvoting) Shannon Reynolds, senior advisor Mary Ellen Gillespie, deputy director Jack Watford, director of communications Tess Romine-Black, director of marketing Dana Refling, executive assistant

SUPPLEMENT D

WELCOME Donehew and Cullop welcomed board members to the meeting and presented opening remarks. CONSENT AGENDA APPROVAL OF DECEMBER 3, 2019 MEETING MINUTES:

MOTION: Ensor moved to approve the December 3, 2019 meeting minutes. Fortier seconded the motion. Upon vote, the motion carried unanimously.

APPROVAL OF MEETING SCHEDULE FOR 2020-21: MOTION: Ensor moved to approve the meeting schedule for the 2020-21 year. Thomason seconded the motion. Upon vote, the motion carried unanimously.

APPROVAL OF BOARD REMINDERS:

MOTION: Ensor moved to approve the board reminders provided in the meeting materials. Thomason seconded the motion. Upon vote, the motion carried unanimously.

REPORT OF THE TREASURER Lewis reported that through February, the Association was in a great place with almost all WFF tickets sold and fiscal responsibility demonstrated by the staff. Then March hit, convention and Women’s Final Four was cancelled. She noted that a large part of the revenue will go away due to convention refunds. She also noted that the NCAA contract has not been renegotiated yet and total refunds have not been finalized yet. Lewis turned the conversation over to Reynolds to continue the conversation on the sustainability of the Association given current liquidity, assets, and plans to streamline. Reynolds walked the Committee through what has transpired with allocation of WBCA revenue and expenses in the past few weeks.

o Worked to receive forgiveness for all deposits and commitments for Convention. o Staff working from home and expenses frozen. o Working with Morgan Stanley on liquidity of investments. o Association can operate for 12.5 months if nothing done. o If final NCAA payment is received, operational time increases to 14 months. o Applied for Crisis Insurance ($50k). WBCA does not have operational interference insurance. o Federal grants and loans are being explored. o Actual number of convention refunds (and lost revenue) will not be known until next week. o Because the assistance program status is unknown, decision has been made not to lay off or

furlough for the immediate future. o Staff has been given 30-day notice of employer suspension of 401(k) contribution. Employer

contributions can be made as a one-time payment retroactively before the end of the year. o Building has been shut down. Looking at terminating utilities. o Created virtual convention to keep some of the revenue and potentially generate more with

those to sign up who were not planning on coming originally.

SUPPLEMENT D

o Discussions with AI to renegotiate the contract. Will know by the end of the week what they can do.

o Researching lines of credits with BB&T and Morgan Stanley. Next step would be refinancing building.

o Cancelled summer Coaches Classrooms. o May cancel in-person board meeting in July. o Creating 3-, 6-, 9- and 12-month scenario plans.

Donehew asked for a motion to conduct the July board meeting via Zoom.

APPROVAL OF CONVERSION OF IN-PERSON BOARD MEETING TO VIDEO CONFERENCE: MOTION: Pebley moved to convert the in-person July board meeting to a Zoom video conference. Yelton seconded the motion. Upon vote, the motion carried unanimously.

Eddleman offered to circulate non-profit recommendations from Google, Facebook and Instagram to the board.

WBCA CONVENTION CANCELLATION UPDATE Donehew detailed the conversion from a cancelled in-person convention to a virtual, online, “Power Hour” that the WBCA staff has put together. Reynolds noted that the Power Hour program was not an opt-in program for convention registrants; rather it was an opt-out situation, so the numbers for those who will be participating is not fully known. Gillespie noted that this opportunity was only made possible by the tireless efforts of the staff and board. She continued with a brief overview of how it happened and what the attendees have to look forward to. She also mentioned the staff development of WBCA Q&A Instagram Lives, another source of programming to keep the membership engaged. 1439 people have requested refunds as of this point. Eddleman noted that permission should be received from the presenters and recordings made so that going forward they can be re-used (education, member recruitment). Gillespie confirmed that the presenters have already signed release forms. Cullop encouraged board members to continue pushing out Power Hour on their social media. Pebley suggested having a lower-cost option whereby participants can pay per session. NCAA UPDATES Holzman provided updates from the NCAA. NCAA office is working remotely through the beginning of May. All business meetings going forward are virtual. With the cancellation of the remaining winter and spring championships, NCAA lost about 70% of its revenue. The Association is expecting some level of payment from Interruption Insurance. Due to timing, they did have some savings from expenses that did not need to happen (contractual agreements, etc). Distributions to membership were directly impacted. The national office is working through cuts in programs for this and next fiscal year. The focus is on maintaining mission-critical activities, while suspending or terminating others, including new programs. Specifically, for women’s basketball, much of the enhancements budgeted for have already been conducted. Business will be different going forward,

SUPPLEMENT D

though how different remains to be seen. The Dream Court was completed in New Orleans. Already looking at how to recognize loss of 2020 championship in the 2021 championship. Donehew expressed thanks to the NCAA for their help in recouping WBCA losses in New Orleans.

Nguyen provided information to the board on how they are keeping the membership updated on the effects of COVID-19 on student athletes. NCAA is providing weekly Q&A updates per division to answer questions as they are received. For recruitment, death period is extended from April 15 to May 31. Conversations will begin around summer recruitment next week. Reynolds mentioned that the Recruiting subcommittee has been resurrected to help formulate a coaches’ opinion. Ensor asked for timing on when summer activities will be postponed. Nguyen responded that at the latest, the announcement would come May 1. Questions were raised about the recruiting shutdown period and if the timing shutdown is being impacted; signing dates especially in light of compliance with admission deadlines; August dead period being removed to make up for lost recruiting time and camps this year. No answers are available now, but Nguyen will bring these topics up with the committee and will circle back when more information is known.

Name, Image, Likeness: 37 states have taken action. NCAA will provide more information when it is known.

Transfer Waiver Working Group: Goal is to have a one-time transfer waiver for academically eligible athletes to transfer to be activated this fall, but it has not been approved yet (approval will be made at the middle of June meeting). Reynolds asked how this information is being communicated. Nguyen will look into this.

Nguyen asked if the board had any feedback regarding the APR for her to take back to the committee. No feedback was given.

Nguyen presented the Former Basketball Student-Athlete Fellow program and asked if there were any questions. Much work has been put into this concept. Donehew expressed support from the WBCA. Nguyen indicated that the men’s side thinks the concept is good too, and is developing a similar program. Ensor suggested presenting this concept as a ‘no additional cost’ option given the current environment.

Reynolds suggested division-specific meetings be held to help disseminate information during this time. Nguyen agreed and meetings will be scheduled.

WBCA POSITIONS MOVING FORWARD Donehew asked the board if there were positions the WBCA should hold during these uncertain times in order to reflect partnership with other stakeholders.

WBCA emailed a position statement from the board and will look for their approval.

SUPPLEMENT D

WBCA SERIVCE TO MEMBERSHIP DISCUSSION Cullop requested the board think about how the WBCA will be utilizing the Benevolent Fund during this time. Donehew noted that there is roughly $95k in the fund and asked if any limits be applied. Hawkinson offered to continue marketing for the Benevolent Fund and asked for permission to move ahead with seeking additional money for Fund. Board agreed that a limit should be placed on the amount given, but not on how much should be removed from the fund as a whole. APPROVAL OF EMPOWERING EXECUTIVE COMMITTEE TO DEVELOP POSITIONS AS CRISIS UNFOLDS:

MOTION: Ensor moved to support the Executive Committee’s empowerment in decision making as the crisis unfolds. Jones seconded the motion. Upon vote, the motion carried unanimously.

Yelton proposed using Power Hour for PSAs to advertise the fund and ask for additional contributions. Ensor proposed creating WBCA PSAs utilizing seniors who have lost their eligibility. Carson proposed WBCA creating resources for members to navigate circumstances during this time. Open to all (not just Power Hour). Cullop asked about having a WBCA-sponsored social hour for members who may need a mental health break to help combat the isolation that they are experiencing. Ensor suggested WBCA put out programming around stress management. O’Boyle suggested workout sessions Marines-style. Pebley suggested providing information on how to best communicate with your student-athletes. She also mentioned the Student – Athlete Committee and how there is only one women’s basketball player. She asked how we can get more representation. Holzman and Nguyen explained the guidelines. ADJOURNMENT Cullop adjourned the meeting at 2:24 p.m. ET.

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BOARD OF DIRECTORSManages the business and affairs of the association, adopts policies it determines necessary to govern the association, provides strategic vision, interprets the bylaws, and exercises all the powers and duties expressed or implied in WBCA bylaws.

EXECUTIVE COMMITTEE(Donehew, Gillespie)

Exercises the authority of the board during intervals between board meetings, annually evaluates the executive director’s performance, and reviews and presents to the board for approval the budget proposed by the executive director.

2020-21 ROSTERCourtney BanghartCori CloseTricia Cullop (chair)Rich Ensor

Lacey LewisJason MartensJen RizzottiDanielle Donehew (x)

NOMINATING COMMITTEE(Watford, Gillespie)

Solicits the membership for candidates for all board vacancies and determines nominees.

2020-21 ROSTERRomeo LagmayJason MartensChris NelsonJen Rizzotti (chair)

Jenn StrawleyPolly ThomasonTeresa Waters

AUDIT COMMITTEE(Donehew, Refling, Gillespie )

Hires and evaluates the independent auditor, and reviews the annual audit.

2020-21 ROSTERRich Ensor (chair)Lacey Lewis

Martha PutallazJenn Strawley

FINANCE COMMITTEE(Gillespie, Donehew, Refling)

Advises and guides the board and executive director on matters pertaining to the association’s finances.

2020-21 ROSTERRich EnsorTrish JonesLacey Lewis (chair)

Chris Plonsky [y]Jean Lenti Ponsetto [y]Martha Putallaz

GOVERNANCE WORKING GROUP(Watford, Gillespie)

Recommends to the board actions it deems appropriate and necessary to ensure effective and efficient compliance with WBCA bylaws.

2020-21 ROSTERJackie CarsonCori Close (chair)Rich EnsorAmy Huchthausen [y]Muffet McGraw [y]

Binh NguyenJen RizzottiDave Slifer [y]Karen Tessmer [y]

ASSISTANT COACHES COMMITTEE(Keys)

Advises staff on educational programming for and other matters of importance to assistant coaches.

2020-21 ROSTERClarisse Garcia (chair)

18 associate or assistant coaches (3 from each membership division) elected by their peers.

BENEVOLENT FUND COMMITTEE(Watford)

Administers the fund and reviews and renders decisions on applications for financial assistance.

2020-21 ROSTER5 anonymous persons appointed by the Executive Committee.

EDUCATION WORKING GROUP(Keys, Davis)

Provides educational and professional development opportunities — both online and in person — for members in every division of membership at every stage of their coaching journeys.

2020-21 ROSTERClarisse GarciaMonique LeBlanc [y]Jason Martens (co-chair)Brian MorehouseSue Phillips [y]

Martha PutallazSam Quigley SmithSherri Retif [y]Jenn StrawleyJoni Taylor (co-chair)

MEMBERSHIP WORKING GROUP(Lewis, Black, Romine-Black, White)

Develops initiatives to grow and retain membership and increase attendance at the annual convention.

2020-21 ROSTERNCAA 1Courtney BanghartBeth O’Boyle (co-chair)Raegan PebleyKami Ethridge [y]Chris Kielsmeier [y]Teri Moren [y]

NCAA 2Stephanie YeltonTBD [y]

NCAA 3Adrienne ShiblesPolly Thomason (co-chair)

NAIAChris NelsonTBD [y]

2-YearRomeo LagmayTBD [y]

ScholasticNancy Walsh [y]Teresa WatersRenee Turpa [y]Andy Zihlman [y]Minnesota coach TBD [y]

UnaffiliatedCarol CallanJulie EddlemanNels Hawkinson

DIVERSITY & INCLUSION COMMITTEE(Romine-Black, Wilson)

Advises and guides the board regarding issues of diversity and inclusion important to the WBCA membership.

2020-21 ROSTERMelanie Balcomb (chair)[y]Dana Drew Shaw [y]Kai Duncan [y]Tracy Ellis-Ward [y]AnnMarie Gilbert [y]Stephanie Menio [y]Shimmy Gray Miller [y]

Diane Richardson [y]Norman Rodriguez [y]Charmin SmithStephanie Stevens (vice chair) [y]Mike Terry [y]Steve Yang [y]

AWARDS COMMITTEES(Trujillo, Wilson)

POLL COMMITTEESNCAA 1, NCAA 2 — Watford, Intern

NCAA 3 — White, Intern

CONFERENCE CAPTAINSNCAA 1 — Watford, Gillespie

NCAA 2 — Trujillo, WilsonNCAA 3 — Lewis, Romine-Black

NAIA — Watford, Black

“SO” SELECTION COMMITTEE(Trujillo, Intern)

Selects members to each year’s class for the “So You Want To Be A Coach” program.

2020-21 ROSTERDiane RichardsonNorman RodriguezStephanie StevensMike TerrySteve Yang

SOCIAL JUSTICE TASK FORCE(Romine-Black)

Focuses on race relations, racism and social injustice and develops initiatives in training and advocacy, continuing education, and hiring practices.

2020-21 ROSTERTBD

SUPPLEMENT E

The Collegiate Coaching Diversity Pledge

Diversity among coaches and administrators is important for achieving leadership excellence in college athletics and addressing the needs of our diverse population of student-athletes.

AthleticDirectorU seeks to help the continued diversification of head coaches in men’s basketball, women’s basketball, and football by creating the Collegiate Coaching Diversity Pledge.

What is the Collegiate Coaching Diversity Pledge?

The Collegiate Coaching Diversity Pledge (CCDP) is an opt-in pledge by Division I athletics directors to include a diverse group of candidates in the finalist pool for head coach vacancies in men’s basketball, women’s basketball, and football . 1

A “diverse pool” is defined as a group of finalists that includes at least one candidate from a diverse or traditionally underrepresented background and at least one candidate from a non-diverse background . 2

The CCDP reflects a commitment to ensure equal opportunity in the hiring of coaches, and to address the barriers that have prevented full participation of underrepresented minority groups.

How to Comply with the Collegiate Coaching Diversity Pledge

To maintain compliance with the Collegiate Coaching Diversity Pledge, athletic directors must have a finalist pool that includes at least one candidate from a traditionally underrepresented background and one non-diverse candidate. 3

The interview process for all finalist candidates must be substantially equivalent. For example, if the eventually-hired coach received both a phone, neutral site, and campus interview, all unsuccessful finalist candidates must also have participated in the same process.

Caveats and exceptions:

● If an athletics director chooses to promote an internal candidate to head coach, they will remain compliant with the CCDP only if no external candidates were interviewed.

1 We acknowledge that increasing leadership diversity in college athletics requires efforts that go beyond the sports of football, women’s basketball, and men’s basketball. We also acknowledge that the CCPD is not a complete solution to increasing coaching diversity in these three sports. However, we believe that the CCDP is a practical and meaningful step towards increasing opportunities for underrepresented coaches, and will prompt further action to diversify leadership in college athletics.

2The CCDP seeks to ensure that finalist pools for head coaching positions are diverse, and that candidates are not receiving differential treatment based on race. In some states, laws explicitly prohibit any kind of policy in hiring that could be construed as affirmative action.

3A candidate from a traditionally underrepresented background is defined as an individual of Black and African American descent; Asian Americans; Hispanic or Latino; Native Hawaiian and other Pacific Islanders; and American Indian and Alaskan Native Americans as defined by the U.S. Census.

SUPPLEMENT F

● If any external candidates are formally interviewed during the search process, the inclusion of internal candidates will not be considered sufficient for compliance with the CCDP.

● In certain situations, finalist candidates can remove themselves from candidacy before they complete the full interview process, thus preventing all finalists from experiencing an identical process. In these instances, the school could still be considered in compliance if they demonstrate that the finalist pool would have met CCDP requirements before a finalist candidate withdrew.

Oversight of the Collegiate Coaching Diversity Pledge

The Collegiate Coaching Diversity Pledge will be overseen by an independent Board of Advocates that consists of highly respected individuals from higher education and sports. Confirmed members of the Board of Advocates include: Len Elmore, Mike Lombardi, Merritt Norvell, Arne Duncan, Debbie Antonelli, Richard Lapchick

The Board of Advocates will work with a third-party clearinghouse (James Moore & Co.) to randomly select a meaningful percentage of hires each year to review in order to confirm CCDP compliance.

The review process will proceed as follows:

● After the majority of the hiring cycle for each sport is concluded (for example, in February for football and June for basketball), the third-party clearinghouse will randomly select a meaningful percentage of the hires made in the previous hiring cycle for the review.

● The third-party clearinghouse will contact each athletics director to inform them of the review. The athletics director will describe the hiring process, and provide names and contact information of finalist candidates as necessary to demonstrate compliance with CCDP. This information will be submitted confidentially via phone or through a secure web portal which will not be open to FOIA requests.

● The third-party clearinghouse will confidentiality contact the finalist candidates to verify their participation and the details of the hiring process.

● All information about each hiring process will be kept confidential by the third-party clearinghouse, who will be operating under a strict non-disclosure agreement.

● The clearinghouse will issue a report to the CCDP Board of Advocates that summarizes the outcome of all reviews in a year.

● If a school is believed to be out of compliance with CCDP, a member of the Board of Advocates will contact the athletics director to discuss the situation further.

SUPPLEMENT F

● If any disagreements or discrepancies arise, the Board of Advocates will review and decide whether CCDP compliance requirements were met.

A publicly available database of all athletics directors who have agreed to the Collegiate Coaching Diversity Pledge will exist on AthleticDirectorU. The database will also include information about which schools are in compliance with the stipulations of CCDP. On an occasional basis, AthleticDirectorU - via D1Ticker and social media - will publish a list of all athletics directors who are in compliance with the CCDP.

Frequently Asked Questions

Why does the CCDP require the inclusion of at least one candidate from a non-diverse background in addition to at least one candidate from a diverse background?

In some states, laws explicitly prohibit any kind of policy in hiring that could be construed as affirmative action. The CCDP seeks to ensure that finalist pools for head coaching positions are diverse, and that candidates are not receiving differential treatment based on race.

Why does the CCDP apply for only football, men’s basketball, and women’s basketball?

We acknowledge that increasing leadership diversity in college athletics requires efforts that go beyond the sports of football, women’s basketball, and men’s basketball. We also acknowledge that the CCPD is not a complete solution to increasing coaching diversity in these three sports. However, we believe that the CCDP is a practical and meaningful step towards increasing opportunities for underrepresented coaches, and will prompt further action to diversify leadership in college athletics.

I’ve read reports that the Rooney Rule isn’t working that well. How will the CCDP be different?

The CCPD’s review mechanism assures that all finalist candidates receive equal treatment in the hiring process. Additionally, since the CCDP is an opt-in agreement, we expect that participating schools and athletics directors will be inclined to support its objectives.

Who will oversee the CCDP?

The CCDP is overseen by an independent Board of Advocates. AthleticDirectorU has partnered with a third-party accounting firm - James Moore & Co - to monitor compliance with the CCDP and make sure that candidate information is kept secure and confidential.

How can I be assured that candidate information will be kept confidential during the review process?

James Moore & Co and the Board of Advocates will be working under a non-disclosure agreement that specifically prohibits the release of candidate names.

SUPPLEMENT F

Will the names of finalist candidates be publicized?

No. Candidate information will be treated as strictly confidential by James Moore & Co, who are operating under a non-disclosure agreement.

Additionally, athletics directors will be asked to provide finalist candidate names only if their search is part of the randomly selected sample percentage of hires for review after each hiring cycle.

What is the process for reconciling a potential disagreement between an unsuccessful candidate and the school about the interview process?

Schools will be responsible for providing details that demonstrate the hiring process for all finalists was equitable. James Moore & Co and the Board of Advocates will review any potential disagreements.

Where will the list of schools and athletics directors who are part of the CCDP be kept?

There will be a separate webpage within AthleticDirectorU that will host information pertaining to the pledge as well as a list of athletic directors who have committed.

How will athletics directors opt-in to the CCDP?

AthleticDirectorU and the Board of Advocates will be responsible for reaching out to ADs to solicit pledges. Additionally, an email address will exist for athletics directors to indicate their pledge.

What happens if candidates withdraw during the final stages of the interview process?

If candidates withdraw from the finalist stage of the interview process, a school will remain in compliance if they can demonstrate that CCDP requirements would otherwise have been met.

What happens if a school hires a search firm to assist with the process?

Search firms play an important role in the identification, recruitment and hiring of coaching talent in college athletics. Whether or not a search firm is used, schools who sign the CCDP are expected to follow its protocols. Search firms will be allowed to submit candidate data on behalf of a school to the clearinghouse.

Some research about organizational diversity says that changes in diversity hiring really start to occur when at least two candidates from underrepresented backgrounds are in the finalist pool. Why stop at just one in this case?

We recognize that some studies suggest that the probability of hiring a diverse candidate increases significantly when two or more diverse candidates are included in the finalist pool. We support increasing opportunities for candidates from underrepresented backgrounds. At the

SUPPLEMENT F

moment, we feel like the CCDP has the best chance for broad national adoption as it is currently outlined.

Can you outline an example of how the hiring and review process would proceed for schools who have signed the pledge?

A hiring process and reporting process that is compliant with the CCDP would proceed as follows:

1. The athletics director would execute a search process that included in the finalist stage at least one candidate from a diverse background and at least one candidate from a non-diverse background. The hiring process would conclude with the announcement of the successful candidate.

2. Some time later, following completion of the usual hiring cycle period, the third-party clearinghouse (James Moore & Co) will randomly select for review a meaningful sample percentage of recent hires by athletic directors who have signed the CCDP.

3. The clearinghouse will contact the athletics director and ask for details about their hiring process. The athletics director will provide details, along with providing the name and contact information of the newly hired head coach and at least one unsuccessful finalist candidate so the clearinghouse can verify that the hiring process met CCDP requirements for finalist pool diversity.

4. In order to maintain confidentiality of candidates, names and information about the hiring process can be submitted through a secure online portal or via telephone. James Moore & Co is operating under a strict non-disclosure agreement.

5. Schools who are not part of the randomly selected percentage of searches for review each cycle will not be required to submit finalist candidate names.

6. The clearinghouse will contact the unsuccessful finalist candidate(s) in order to verify that their involvement in the process matched the information provided by the athletics director and head coach that was hired.

7. If the clearinghouse identifies a potential discrepancy, they will notify the athletics director before gathering further information about the circumstances. They will present findings to the Board of Advocates, anonymizing the data to fullest extent possible, who will adjudicate whether the process met the requirements of CCDP.

8. AthleticDirectorU will ensure that the CCDP website remains an accurate reflection of the athletics director’s compliance with the pledge.

SUPPLEMENT F

SUPPLEMENT G

July 1, 2020 NCAA Men’s and Women’s Basketball Playing Rules Update Related to Use of Technology in the Bench Area for Coaching Purposes During Competition In advance of the 2020-21 basketball season, this correspondence is to make you aware that during the current two-year rules cycle, the NCAA Men’s and Women’s Basketball Rules Committees plan to consider and study potential rules changes involving the use of technology in the bench area for coaching purposes during competition. In its efforts to continue to obtain data and feedback, the men’s and women’s basketball rules committees are again requesting that any Division I, II or III conference interested in experimenting during the 2020-21 season with using technology in the bench area during competition should submit a request to either Art Hyland (men’s basketball secretary-rules editor) or Jon Levinson (women’s basketball secretary rules editor). Their contact information is at the bottom of this correspondence. Experimenting with rules related to technology on the bench will enhance the committees’ efforts to make thoughtful and informed decisions for the next rules change cycle in 2021. For a request to be considered by the men’s and women’s basketball rules committees for the 2020-21 season, the request must be submitted by a conference no later than September 4, 2020. Additionally, the request must meet the criteria listed below. Please note that the committees will only consider approving experimental rules requests involving the use of technology in the bench area for coaching purposes during competition for the 2020-21 season. Any experimental rules or formal rules changes related to technology on the bench for future seasons will be considered after the rules committees have reviewed results from the 2019-20 and 2020-21 seasons during the men’s and women’s rules committees annual meeting in May 2021. NCAA Men’s and Women’s Basketball Rules Committees NOTE: Below are the criteria that must be included from an NCAA conference to request permission to use technology in the bench area for coaching purposes during competition. These criteria are the same as those that were used during the 2019-20 season. For a request to be considered by the men’s and women’s basketball rules committees for the 2020-21 season, the request must be submitted by a conference no later than September 4, 2020. Additionally, the request must meet the following criteria/information:

• An outline of the conference’s plan to use hand-held devices such as a laptop computer or tablet (or comparable devices, but not cell phones) to receive live data/statistics in the bench area during competition.

• That the technology partner must guarantee that the device being used remains in single app mode during competition. (e.g. all other apps and communication would be deactivated while the game is in progress).

• Used only for regular-season conference games and/or conference tournament games (but not non-conference games even if the non-conference opponent is a member of a conference that has been granted permission to experiment with the rule).

• All conference members will be required to use the technology during the entire regular season and/or conference tournament.

• All conference members will be required to have the same hardware (e.g., type, number of devices). • If one team’s equipment fails to function, the opponent may not use the equipment during the outage. • The conference will be required to submit data as deemed appropriate by the men’s and women’s rules

committees following the 2020-21 season. • The experimental rules requests WOULD NOT permit:

o Institutions to record live competition or use live video from the bench.

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o Institutions to preload video or other footage to hand-held devices for use during competition (men’s basketball).

Please do not hesitate to contact the men’s and women’s basketball secretary-rules editors Art Hyland (art.hyland@comcast.net) or Jon Levinson (jonlevinson@icloud.com), respectively, should you have any questions or need any additional information. Tad Boyle, Chair NCAA Men’s Basketball Rules Committee Linda Cimino, Chair NCAA Women’s Basketball Rules Committee.

NCAA Coaches Credential Model

The goal of this document is to outline a potential model for NCAA Coaches Credentialing. This document is the result of 18 months of discussion and study involving a two-phase coaches’ pilot, several meetings with NCAA Committees, the Women’s Basketball Coaches Association, the National Association of Basketball Coaches, athletics administrators and other stakeholders, and a series of meetings with a working group comprising women’s basketball coaches on model development.

Coaches Credentialing

What is it?

NCAA coaches credentialing is an outcomes-based education program focused on providing a set of core requirements and electives to establish foundational knowledge and educate coaches in meaningful ways to support them in their role developing student-athletes as people and in their sport.

Why is this important?

The NCAA is focused on human development. College coaches are uniquely positioned to influence student-athletes’ health and well-being and overall development. Credentialing provides coaches the opportunity to define what knowledge and skills are important for their profession and to provide leadership on required professional knowledge so they can best serve student-athletes.

Background

Meetings with Stakeholders. The Knight Commission held the first formal discussion on coaches’ education in winter 2018. Following that time there were calls with the Knight Commission and a second formal presentation at their fall 2019 meeting. In addition, the NCAA Board of Governors discussed at two meetings in 2018 and 2019, which resulted in directing NCAA staff to work on model development. Staff has worked with the coaches Associations and talked with the Division I WBOC, Division I MBOC, divisional councils and other groups to gather input on the topic.

Two-Part Coaches Pilot. Part One included a representative group of coaches from the WBCA and NABC to complete two educational modules and complete an evaluation of the experience. A report was generated and used as a basis to develop the second phase of the pilot. Part Two comprised a series of meetings with a working group of 12 WBCA coaches from all three divisions to provide input and feedback on continued model development. The partnership with the WBCA has been invaluable to develop a model of professional coaches credentialing in the sport of women’s basketball that may be used as a foundation for coaches credentialing in other sports. The WBCA previously piloted educational coaching modules and has significant research in this area about what education their coaches and stakeholders would like to see in the sport of women’s basketball.

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Model

Goals

1. Provide comprehensive, outcomes-based education to maximize coaches as unique influencers in student-athletes’ lives and inform how they shape coaches’ development.

2. Establish education that is accessible and meaningful for NCAA coaches comprising a mix of core requirements and electives to establish foundational knowledge while reducing redundancy and duplicative courses. 3. Design coaches’ education in three key areas of student-athlete health and well-being, coaches’ development and personal growth, and NCAA rules compliance as foundational for NCAA coaches.

Structure.

The credentialing infrastructure is supported through the online NCAA Learning Portal in a Learning Management System (LMS). The portal offers content in the form of interactive learning modules. In addition, it provides a robust reporting structure to track educational experiences in and out of the portal to maximize flexibility and choice in content. This will help to accomplish the following:

- Create adaptive and systematic education at a national level through the NCAA Learning Portal. - Provide meaningful and accessible content to meet coaches where they are in their careers. - Maximize flexibility and minimize redundancy in education offerings including a mix of face-to-

face and online learning experiences. - Capture educational opportunities coaches take outside of the NCAA Learning Portal to include

courses taken at the campus level, conference level, professional organization, the NCAA or other registered education providers*.

- Document education at all stages and places of a coach’s career so they can maintain a complete record of their continuing education history.

Curricular Framework

The curricular framework comprises the outline of the primary content areas. Full content details and courses are still to be developed and will include a mix of required and elective courses:

1. Student-Athlete Well-Being • Physical health • Mental health • Emerging student-athlete issues

2. Coach Development • Coach-player dynamics • Professional expectations • Personal development • Program management

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3. NCAA Policies, Processes, Rules and Compliance • New legislation • Rules compliance

Engagement and Oversight.

- Engagement. Coaches, administrators, WBCA, student-athletes, conference offices and NCAA staff; what does engagement look like for their involvement long-term?

- Oversight. Who needs to be involved, in what capacity, over content approval, (eventual) requirements** and frequency, or other aspects?

- Administration. As an Association-wide initiative, NCAA staff will oversee and evaluate the credentialing program at the direction of the aforementioned groups.

Next Steps to Implement Credentialing

- Build out curricular framework with sports-specific coaches, administrators and others. - Share model widely and strategically engage key stakeholders including divisional committees. - Launch full pilot for basketball coaches for academic year. - Launch full pilot for other sport coaches for academic year. - Begin defining registered education providers and the process for becoming one. - Explore division-specific expectations.

*Registered education providers are TBD.

**Division II already has an annual education requirement for all Division II NCAA coaches.

SUPPLEMENT H

SUPPLEMENT I

Lauren K. McHenry, MS, CMPC®, NCC

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Lauren K. McHenry, MS, CMPC, NCC

Doctoral Student, Sport Psychology & Motor Behavior University of Tennessee

Knoxville, TN 37996 Lmchenr1@vols.utk.edu

919-302-2106 May 29, 2020 Lynn Holzman NCAA Vice President for Women’s Basketball Danielle Donehew Executive Director, Women’s Basketball Coaches Association Re: NCAA WBB & WBCA Engagement - Pilot Professional Development Program for Coaches Dear Lynn and Danielle, I am honored to share the following proposal for NCAA Women’s Basketball and WBCA support of the pilot professional development program: “Thriving through Being.” Coaches who participate in the program will be invited to give consent for their participation materials to be utilized for my dissertation research evaluation of the program. However, we will not deny coaches’ access to the program should they not agree to have their information included in research. To fully implement and fund the project, I humbly request your assistance through partial and minimal funding, as well as recruiting coaches to participate. Please do not hesitate to contact me with questions or requests for additional information. I look forward to visiting with you further about this exciting collaboration. Sincerely,

Lauren K. McHenry, MS, CMPC, NCC

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Lauren K. McHenry, MS, CMPC®, NCC

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Proposal for NCAA WBB & WBCA Engagement: “Thriving through Being:” A Pilot Professional Development Program for NCAA Women’s Basketball Coaches

Title of Study “Thriving through Being:” A Process and Outcome Evaluation of a Professional Development Program for NCAA Women’s Basketball Coaches Background The 2014 NCAA GOALS study revealed that only 55% of Division I women’s basketball players believed their coach cared about their mental well-being. Additionally, women’s basketball players were among the most likely to report experiences of verbal abuse from coaches (National Collegiate Athletic Association, 2016). A previous report on the 2010 GOALS study by Yukhymenko-Lescroart et al. (2014) revealed that student-athlete reports of abuse from coaches were negatively related to reports of an inclusive team climate. This indicated that when athletes experienced verbal abuse from coaches, they perceived both coaches and teammates to be less accepting of and respectful toward people from different racial or ethnic groups. Student-athlete reports of abuse from coaches were positively related to students’ reported willingness to cheat to win a game. And, reports of abuse were negatively related to satisfaction with their college choice. In turn, reports of ethical behavior from coaches were positively related to an inclusive team climate and satisfaction with their college choice. Authors of this study recommended, “Teaching coaches both what to do (ethical leadership) and what not to do (abusive behaviors), may pay off…not only in terms of sportsmanship, but also in terms of student-athlete satisfaction and well-being…higher retention and graduation rates” (Yukhymenko-Lescroart et al., 2014, p. 46). Based on the results of a qualitative research study on retired elite figure skaters’ experiences of regard in coach-athlete relationships (McHenry et al., 2019, in revision), McHenry and colleagues recommended use of language from person-centered theory (a foundational theory in humanistic psychology; Rogers, 1959; Wilkins, 2000) “to better name and understand the varied experiences of emotional abuse” (McHenry et al., 2019, p. 19)4. Specifically, McHenry and colleagues (2019) used the following language to describe and understand emotionally abusive experiences: conditional regard (e.g., Feelings of acceptance, respect, and valuing from coaches IF athlete met certain conditions), negative regard (e.g., verbal abuse, shaming), and disregard (e.g., ignoring, denying attention). Participants in McHenry and colleagues’ study (2019, in revision) who did not experience abuse from coaches described experiences reflective of Unconditional Positive Regard (UPR; feelings of acceptance, respect, engagement, belief, and challenge from coaches through failure & success). McHenry and colleagues (2019, in revision) found that athletes who perceived UPR from coaches believed this lent to their development of positive self-regard, enhanced trust in the coach-athlete relationship, enhanced sport motivation, enhanced sport confidence, and enhanced performance—altogether, these athletes’ experiences were reflective of thriving (i.e., the joint experience of optimal well-being and sport success; see Brown et al., 2017) in the coach-athlete relationship. In contrast, athletes who experienced at least one opposite of UPR believed this lent to loss of trust in the coach-athlete relationship, loss of sport motivation, diminished sport performance, and negative self-regard or self-disregard—altogether experiencing declines in both well-being and performance. Implications from these

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findings include a need for (a) professional development of coaches around UPR and its opposites, and (b) additional research on these constructs in the coaching context. In response to McHenry and colleagues’ findings (2019, in revision), two additional research studies have followed. First, McHenry and colleagues’ are completing a survey study with a sample of 330+ NCAA student-athletes from seven universities across the country. The purpose of this study is to validate a survey measurement that is intended to measure student-athletes’ perceptions of their head coach’s UPR, authenticity, and empathy. It is also to determine the ways in which student-athlete perceptions of coach authenticity, empathy, and UPR are related to student-athlete reports of self-regard, competitive anxiety, and sport resilience. This research study is fully funded by the Knight Commission on Intercollegiate Athletics. Second, McHenry and Zakrajsek (2020) created a professional development program (“UPR in Practice”) for coaches. They have recently piloted this program with a group of 23 NCAA Division I coaches and are conducting a process evaluation of the program (e.g., assessing the effectiveness of program implementation processes in the NCAA setting). The pilot program was delivered virtually and aimed to help coaches develop skills to communicate UPR while becoming aware of and minimizing use of conditional regard, negative regard, and disregard. Given Yukhymenko-Lescroart and colleague’s (2014) recommendation to teach coaches what to do (e.g., ethical behaviors) and what not to do (e.g., abusive behaviors) in response to the 2010 GOALS study findings, the “UPR in Practice” program may be an appropriate response to specifically target coaches’ professional development of interpersonal skills and understanding of how student-athletes’ might interpret their behaviors as being verbally or emotionally abusive. An outline of the program is provided below.

“Thriving through Being1:” An Interpersonal Professional Development Program for Coaches Program Description Grounded in Rogers’ (1959) person-centered theory, and based on the findings of McHenry et al. (2019, in revision), the pilot program “Thriving through Being” is intended to enhance coaches’ attitudes, beliefs, and skills around the implementation of UPR in their coaching. More specifically, the program emphasizes how coaches can utilize UPR, empathy, and authenticity as a way of being to facilitate thriving for themselves and their athletes in elite sport contexts with a particular focus on UPR. The program will include an initial workshop to introduce coaches to the current research on UPR and its opposite constructs in the context of coaching followed by six modules (adapted from McHenry & Zakrajsek, 2020), all to be completed virtually. The six modules are: (1) “Be You: Cultivate Positive Self-Regard (2) “Be Open:” Identify Value in Every Athlete (3) “Be Aware: Identify Triggers for Use of Negative Regard or Disregard” (4) “Be Bold: Create Alternative Responses to Triggers” (5) “Build it vs. Fix it: Daily Habits to Build Athletes’ Positive Self-Regard” (6) “Bend, Don’t Break: Plan for Maintaining Positive Regard through Adversity.”

1 Formerly titled “UPR in Practice” (McHenry & Zakrajsek, 2019)

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Ideally, all members of participating coaching staffs will engage in the program (max 5 people per team staff: 4 coaches + 1 additional staff member). Coaches will be strategically placed into groups, and each group will engage in program activities and discussions together. This will include participation in the initial workshop followed by participation in one module per week during the women’s basketball pre-season. Content for each module will be delivered through a workbook (digital PDF or print) with an accompanying mobile App and/or website. Each module contains one podcast-style “episode” with accompanying reflection prompts and activities for coaches to engage in on their own, with their athletes, and in their groups of fellow coaches. During the 7-week program (including the initial workshop and six week-long modules), virtual meetings with the strategically placed groups of coaches may be scheduled periodically with the program facilitator to engage coaches in group discussion and problem-focused learning. The program facilitator will also be available to each coaching staff and/or group of coaches at request through the duration of the program. Finally, coaches will be invited to complete pre- and post-program measures, along with mid- and post-season measures following program participation. In addition to establishing baseline measures, pre-program assessments will be utilized to gauge possible coach resistance, adapt program materials to address resistance upfront, and integrate coaches’ own experiences into learning activities throughout the program. Post-program, mid-season, and post-season measures will be utilized to assess coaches’ self-reported changes as a result of program participation. Purpose/Objectives of Dissertation Study The purpose of this dissertation study will be to evaluate the “Thriving through Being” program implementation processes, program mechanisms, and associated outcomes that occur during and after coaches participate. The evaluation conducted will contain elements of both process and outcome evaluation. The elements of process evaluation will aim to evaluate the inputs and outputs of the program logic model, while the elements of outcome evaluation will aim to evaluate the outcomes and impact of the program logic model (outlined below). Pre- and post-program measures, along with mid- and post-season measures will be designed to inform this evaluation. Program Logic Model

Inputs Outputs Outcomes and Impact Activities Participation Short-Term Intermediate Long-Term

Funding (grants/NCAA/WBCA)

Incentive for coaching staffs to participate (e.g., support from NCAA/WBCA) App, Zoom & Podcast mediums Program facilitators’ time: Creation,

Initial Workshop 6 Podcasts (1 per module) Reflection prompts, case studies, team activities (1-2 personal

Participants: Head coaches + 4 staff from each participating school Participation will include: Listening to 6 podcasts Submission of responses

We hope coaches will initially: Develop Positive perceptions of program Define UPR & its opposites Apply UPR & its opposites to

By the end of the program, we hope coaches will: Understand importance of an increased support for their own self-regard Identify value in every athlete they work with Improve self-awareness of triggers for their use of Opposites of UPR

Long-term result of this program are intended to include: Stronger, healthier coach-athlete relationships Student-athletes’ increased trust in and satisfaction with their coach & sport experience

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personalization, & delivery of program content, facilitation of group discussions, Provision of feedback to coaches

and/or team activities per module) Periodic virtual calls for group discussion and problem-focused learning

to module activities Participation in periodic virtual calls

the context of WBB Understand implications of UPR or Opposites in sport

Determine alternative responses to triggers of Opposites of UPR Create/reinforce daily actions, and work as a staff unit, to build athletes’ positive regard Plan for maintaining positive regard through adversity

Increase in student-athlete retention Student-athletes’ development of positive self-regard through sport, and in turn, experience of wellbeing and potential performance enhancement

Procedures Procedures regarding the recruitment of head coaches and their staff (4 additional coaching or support staff members per team) are to be discussed in collaboration with NCAA Women’s Basketball and the WBCA. The ideal total number of coaching staffs would be six from each division for a total of 18 staffs (90 coaches and support staff total). Intellectual Property Rights The program facilitator and researcher, Lauren McHenry (“Facilitator”) is and will be, the sole and exclusive owner of all right, title, and interest throughout the world in and to all the results and proceeds of the “Thriving through Being” program (“Thriving Through Being”) and research evaluation of the program, including all writings, technology, discoveries, techniques, methods, concepts, research, proposals, materials, and all other work product of any nature whatsoever, that are created, prepared, produced, modified, conceived, or reduced to practice in the course of implementing and evaluating the program, or other work performed in connection with the program and evaluation (collectively, “Work Product”). The Work Product will include all patents, copyrights, trademarks, trade secrets, know-how, and other confidential or proprietary information, and other intellectual property rights (collectively “Intellectual Property Rights”) therein. The Facilitator will retain the entire right, title, and interest throughout the world in and to such Work Product, including all Intellectual Property Rights therein, including the right to sue for past, present, and future infringement, misappropriation, or dilution thereof.

As between the Facilitator, the NCAA, and the WBCA, the Facilitator is, and will remain, the sole and exclusive owner of all right, title, and interest in and to any documents, specifications, data, know-how, methodologies, and other materials provided to the NCAA, WBCA, and/or participating coaches by the Facilitator (“Facilitator Materials”), including all Intellectual Property Rights therein. The NCAA and WBCA will have no right or license to use, publish, reproduce, prepare derivative works based upon, distribute, perform, or display any Facilitator Materials except solely during the terms agreed upon by the Facilitator, NCAA, and WBCA. All other rights in and to the Facilitator Materials are expressly reserved by the Facilitator.

Additional stipulations regarding intellectual property rights and confidentiality of Work Product and Facilitator Materials may be proposed for the term in which “Thriving Through Being” will be offered to women’s basketball coaches through the NCAA and WBCA for the purpose of piloting the program with this population and completing a dissertation research evaluation.

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Timeline TBD Timeline for recruiting coach participants Aug 24-28 Initial Workshops / Pre-program measures Aug 31-Sept 4 Initial Workshops / Pre-program measures Sept 7-11 Implement Module 1 Sept 14-18 Implement Module 2 Sept 21-25 Implement Module 3 Sept 28-Oct 2 Implement Module 4 Oct 5-9 Implement Module 5 Oct 12-16 Implement Module 6 Oct 19-23 Collect Post-Program Measures Oct 26-30 Collect Post-Program Measures Nov 2-6 Collect Post-Program Measures January 2019 Collect mid-season measures* April 2020 Collect post-season measures August 2020 Collect longitudinal follow-up measures

*Denotes completion of data collection which will be used for dissertation Program Budget Per Unit Total Cost Development of 100 e-workbooks ($1500) $15 $1500 Podcast hosting site subscription (5 mo.) $35 $175 Website analytics (one-time cost) $325 $325 Pre-Program Workshops with 2 facilitators via Zoom (min. 20 hrs/total between Lauren & Becky)

N/A $1000

Module Prep & Implementation (min. 20 hrs per module between Lauren & Becky; weekly feedback and/or discussions with participating coaches, 24/7 availability for participating coaches)

N/A $3,000

Total $6,000 *The stated budget is for the services and materials required to offer the program. It does not include expenses for conducting the research evaluation of the program. Should expenses for the research evaluation be required, external research grants will be pursued for these costs.

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References

Brown, D. J., Arnold, R., Fletcher, D., & Standage, M. (2017a). Human thriving: A conceptual debate and literature review. European Psychologist, 22, 167-179. doi:10.1027/1016-9040/a000294

National Collegiate Athletic Association. (2016). NCAA GOALS Study of the Student-Athlete

Experience Initial Summary of Findings. Retrieved from: http://www.ncaa.org/sites/default/files/GOALS_2015_summary_jan2016_final_20160627.pdf

McHenry, L. K. & Zakrajsek, B. A. (2019). “UPR in Practice” Pilot Coach Development

Program. Program delivered December 2019—May 2020. McHenry, L. K., Cochran, J. L., Zakrajsek, R. A., & Fisher, L. A. (2019). Retired elite figure

skaters’ experiences of harm in the coach-athlete relationship: a person-centered theory perspective. Journal of Applied Sport Psychology, ahead of print.

McHenry, L. K., Cochran, J. L., Zakrajsek, R. A., & Fisher, L. A. (in revision). Retired elite

figure skaters’ experiences of thriving in the coach-athlete relationship: a person-centered theory perspective. Journal of Applied Sport Psychology.

Rogers, C. R. (1959). A theory of therapy, personality, and interpersonal relationships, as

developed in the client-centered framework. In S. Koch (Ed.) Psychology: A Study of a Science. Formulations of the Person and the Social Context (Vols. 3; pp. 184-256). New York: McGraw-Hill.

Wilkins, P. (2000). Unconditional positive regard reconsidered. In G. Wyatt., J. Bozarth & P.

Wilkins (Eds.), Rogers’ therapeutic conditions: evolution, theory and practice, unconditional positive regard (Vol. 3, pp. 35-48). Ross-on-Wye, England: PCCS Books.

Yukhymenko-Lescroart, M. A., Brown, M. E., & Paskus, T. S. (2014). The relationship between

ethical and abusive coaching behaviors and student-athlete well-being. Sport Exercise and Performance Psychology, 4(1), 36-49. Retrieved from: https://www.apa.org/pubs/journals/releases/spy-0000023.pdf

©Lauren K. McHenry, MS, CMPC, NCC Lmchenr1@vols.utk.edu

Thriving Through Being

A Pilot Professional Development Program offered exclusively for NCAA Women’s Basketball Coaches

Program Overview

What is the purpose of this program? Thriving through Being is a professional development program intended to support coaches’ intrapersonal and interpersonal skills through the concepts of unconditional positive regard (UPR), authenticity, and empathy as a way

to be in their coaching to cultivate thriving—the joint experience of optimal well-being and sport success (Brown et al., 2017)—for themselves and their athletes in the NCAA Women’s Basketball context.

What will program participation look like? This program will be implemented during the NCAA Women’s Basketball pre-season, approximately August 24-November 6, 2020. The program is designed for head coaches and four additional staff members from each participating university. Coaches will be strategically placed into small groups of similar position/experience across universities to engage in virtual discussion, collaborative reflection, and problem-focused application of concepts. Coaches will be asked to commit to the minimum time requirements and are welcome to spend additional time on program activities if they choose. The minimum time commitments and associated activities include:

• Completion of pre-program measures (30-minutes)*• One introductory workshop via Zoom (2-hours)• Six modules (One module per week, 60-minutes per week)• Completion of post-program measures (30-minutes)*

Each module includes a podcast-style “episode” (30-minutes) with accompanying self-paced reflection, application, and small group discussion (30-minutes) delivered through a secure mobile App and website. The program facilitator will also be available to each coaching staff and/or group of coaches at request through the program duration.

Program Evaluation Coaches will be invited to complete pre- and post-program measures, along with mid- and post-season measures following program participation for a research evaluation of the program. All measures will be de-identified and kept confidential. Pre-season measures will be used to tailor the program’s learning activities to coaches’ specific experiences and expressed needs. Post-program, mid-season, and post-season measures will be used to assess coaches’ self-reported changes as a result of program participation.

Pre-Program Assessment

Introductory Workshop

6 Modules

Be You: Cultivate positive self-regard

Be Open: Identify value in each athlete you coach

Be Aware: Identify triggers for use of negative regard or disregard

Be Bold: Choose alternative responses to triggers

Build it vs. Fix it: Daily actions of positive regard

Bend, Don't Break: Plan for positive regard in adversity

Post-Program Assessment

Longitudinal Follow-up Assessment

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©Lauren K. McHenry, MS, CMPC, NCC Lmchenr1@vols.utk.edu

Program Timeline

July and August 2020 Coaching staff recruitment and commitment

Aug 24-Sept 4 Introductory 2-Hour Workshop / Complete pre-program measures* Sept 7-11 Implement Module 1 Sept 14-18 Implement Module 2 Sept 21-25 Implement Module 3 Sept 28-Oct 2 Implement Module 4 Oct 5-9 Implement Module 5 Oct 12-16 Implement Module 6 Oct 19-Nov 6 Complete post-program measures*

January 2019 Complete mid-season measures*

April 2020 Complete post-season measures*

August 2020 Complete follow-up measures* *Completion of pre- and post-program measures will be encouraged to support the evaluation of the program but not required.

Coaches who want to participate in all other aspects of the program without completing these measures will be allowed to do so.

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2020-21 Year Objectives Focus

Grow the membership with ethical leaders of our sport.

OBJECTIVES

• Define WBCA’s mission, vision andvalues.

• Uphold WBCA code of ethics.

• Lead in diversity and inclusionwithin WBCA and the sport.

• Recruit members in theinternational and professionalspace.

• Recruit graduating seniorstudent-athletes as members.

• Continue pursuit of youth and highschool coaches as members.

• Conduct study on retention ratesof member youth and high schoolcoaches.

Membership

Increase the popularity of and participation in women’s basketball.

OBJECTIVES

• Partner with others to developmarketing toolkits adaptable to alllevels of the sport.

• Create new online marketingtutorials.

• Negotiate preferred list ofmarketing firms with discountedservices for members.

• Develop content managementstrategy.

• Promote the value of WBCA tocoaches of the sport and the gameas a whole.

• Exploration of new revenuestreams*

• Identify and target new fan basessuch as e-sports.

Stewardship

Prepare coaches and players to become leaders on the court and in society.

OBJECTIVES

• Connect coaches and athleticdepartment leaders.

• Evaluate career-building portalsand determine the best avenue tocreate a connection.

• Promote players as future leaders.

• Introduce coaches to careeropportunities in administration,broadcasting and officiating.

• Explore creation of a speaker’sbureau spanning corporate toyouth programs.

• Develop suggested programmingtracks at convention to betterequip members for their coachingjourney.

• Promote community engagementand connection throughprogramming.**

Education

KeyObjective metObjective focus on hold due to COVID-19 pandemicObjective focus for year 3 (2020-21)

Updated as of June 28, 2020

* Reworded “develop additional resources throughsponsorships or business-to-business revenuemodels,” to reflect current world events.

** Added due to current world events.

SUPPLEMENT J

Integrity• We follow both the letter and

spirit of the rules and regulationsthat govern our sport.

• We watch for actions that couldinfluence other coaches, staffmembers, athletes and fans tobehave in a way that is contraryto these standards.

• We report conduct or suspectedconduct that is not in keepingwith these standards as well asthe rules and regulations thatgovern our sport.

• We acknowledge that winningis important, but never at theexpense of sportsmanship, safetyand integrity.

Athlete Experience• We place the physical and

mental well-being of the womenand girls who play basketballabove all else; their health andsafety is paramount.

• We maintain strictly professionalrelationships with the athleteswith whom we interact.

• We respect the dignity andindividuality of each person withwhom we interact and promotea diverse and inclusive culture inwhich every individual is valued.

Education & Empowerment• We teach by example and instill

in our athletes the fundamentalvalues of honesty, integrity,respect, civility, self-discipline,personal responsibility andfairness.

• We educate women and girls ina manner that prepares themto succeed in life and becomeleaders in their communities.

• We strive in all we do to expandathlete experiences and supporttheir academic and educationalinterests.

Professionalism• We perform with excellence and

good sportsmanship and requirethe same of each other and ourathletes.

• We commit to growingand enhancing the sport ofwomen’s basketball and seekopportunities to grow personallyand professionally.

• We respect the game, fellowcoaches, administrators, gameofficials and the women and girlswe coach and teach.

• We conduct ourselves accordingto the WBCA values andstandards and are accountablefor our decisions and actions.

WBCA ValuesWBCA member coaches are stewards of the game, conducting ourselves with professionalism and integrity, and putting foremost the safety, welfare and educational interests of the women and girls’ we coach. The WBCA membership, board of directors and staff conduct ourselves in such a manner that the women and girls who play basketball gain self-respect, self-esteem and self-confidence, as well as educational development. These qualities empower women and girls to succeed in life and to become leaders in their professions, communities and society. The association expects all members to honor and abide by these values and standards as a condition of membership.

WBCA Standards

CODE OF ETHICSAdopted March 30, 2018, by WBCA Board of Directors.

The association expects all members to honor and abide by the WBCA Code of Ethics as a condition of membership.  The WBCA Board of Directors’ Executive Committee has the authority and discretion to determine if a member has violated the WBCA Code of Ethics and to terminate membership, not renew a membership, or not accept a new membership application.

SUPPLEMENT J

WBCA2019-20 Budget vs. Actual at 05/31/2020

Summary

Monthly ActualMay 2019-20

Budget

Monthly Budget vs.

Actual Variance YTD Actual

YTD 2019-2020

Budget

YTD Budget vs

Actual Variance

Approved Annual Budget

RevenueMembership Dues 2,477 2,000 477 490,206 534,300 (44,094) 541,300 Convention Registration - 1,800 (1,800) 228,042 876,000 (647,958) 877,500 Sponsorship - 0 - 813,532 768,750 44,782 1,060,000 Other Income 9,437 4,500 4,937 88,094 265,565 (177,471) 354,115 Total Revenue 11,914 8,300 3,614 1,619,875 2,444,615 (824,740) 2,832,915

ExpenseOperating 14,897 19,125 4,228 223,081 243,623 20,542 303,773 Salaries / Support / Benefits 122,122 135,769 13,647 1,118,158 1,165,883 47,725 1,577,300 Programming 85 139,257 139,172 92,934 522,737 429,803 593,255 Development 2,241 1,810 (431) 38,582 54,378 15,796 77,852 Other Expenses 5,510 15,295 9,785 23,607 271,465 247,858 280,735

Total Expense 144,855 311,256 166,402 1,496,362 2,258,087 761,725 2,832,915

Net Ordinary Income: Surplus (Deficit) (132,941) (302,956) 170,016 123,513 186,528 (63,015) 0

Interest & Dividends - Not Available 4,174 59,863

Available 3 678

Items Funded by Temporarily Restricted FundsOpportunity Fund - - Benevolent Fund 5,510 21,510

Items Allocated to Temporarily Restricted Net AssetsBetty F. Jaynes Donations - (200)

Scholarships - - Benevolent Fund (3,525) (16,794)

Total Added to Net Assets (141,973) (302,956) 160,983 85,687 186,528 (100,841)

Month YTD

SUPPLEMENT K

WBCAStatement of Net Assets

Modified Cash Basis05/31/2020

AssetsCurrent Assets

UnrestrictedBB&T: Operating 3802 441,309$ BB&T: Money Market 4339 302,649 Morgan Stanley: Opportunity Fund 7748 991,262 Morgan Stanley: Reserve Equity 7749 520,063 Morgan Stanley: Reserve Master 8012 970,123

Temporarily RestrictedBB&T: Scholarship 3810 41,480 BB&T: Operating 3802 (BFJ Donations) 200 BB&T: Operating 3802 (Benevolent Donations) 18,545 Morgan Stanley: BFJ Fund 1382 304,922 Morgan Stanley: Benevolent Fund 2996 93,528

Total Cash and Cash Equivalents 3,684,081

Total Current Assets 3,684,081

Property and EquipmentOffice Furniture and Equipment 63,896 Website Asset 193,750 Leasehold Improvements 27,139 Accumulated Depreciation (202,140)

Net Property and Equipment 82,645

Total Assets 3,766,726$

Liabilities and Net AssetsCurrent Liabilities

American Express 312$ Capital One 10,766 Payroll Liabilities 7,499 PPP Loan 218,877

Total Current Liabilities 237,454

Total Liabilities 237,454

Net AssetsBB&T / Morgan Stanley: Unrestricted - Available for Operations 2,987,953 BB&T: Temporarily Restricted - Scholarship 41,480 BB&T: Temporarily Restricted - Benevolent Fund Donations 18,545 BB&T: Temporarily Restricted - BFJ Fund Donations 200 Morgan Stanley: Temporarily Restricted - BFJ Fund 254,922 Morgan Stanley: Temporarily Restricted - Benevolent Fund (6,472) Morgan Stanley: Unrestricted - Management Designated BFJ 50,000 Morgan Stanley: Unrestricted - Management Designated Benevolent 100,000 Unrestricted - Expended for Property and Equipment, net 82,645

Total Net Assets 3,529,272

Total Liabilities and Net Assets 3,766,726$

SUPPLEMENT K

INVESTMENT SUMMARY

INVESTMENT SUMMARY TIME WEIGHTED RETURNS

Womens Basketball Coaches Assn As of June 19, 2020 | Reporting Currency: USD

TIME-WEIGHTED RETURN % (NET OF FEES)

Quarter to Date ($)03/31/20-06/19/20

Year to Date ($)12/31/19-06/19/20

Performance Inception ($)01/01/11-06/19/20

Beginning To ta l Va lueBeginning To ta l Va lue 2 ,795,7212,795,721 2,947,5432,947,543 52,39152,391

Net Contributions/Withdrawals 0 -11,000 2,690,310

Investment Earnings 96,015 -44,806 149,035

Ending To ta l Va lueEnding To ta l Va lue 2 ,891,7362,891,736 2,891,7362,891,736 2,891,7362,891,736TIME WEIGHTED RATE OF RETURN (%)(Annualized for periods over 12 months)

Return % (Net of Fees) 3.43 -1.53 1.36

Barclays Aggregate 2.69 5.92 3.90

Citi CORP 1-3 Yr 4.09 2.46 2.40

GROWTH OF $100 (PERFORMANCE INCEPTION MONTH END)

Por tfolio Bar clays Aggregate

2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

$96

$99

$102$105

$108

$111

$114$117

$120

$123

$126$129

$132

$135

$138$141

$144

$147

$113.53$113.53

$143.45$143.45

Does not include Performance Ineligible Assets.

ASSET ALLOCATION

Cash 62.8%

Equities 17.7%

Fixed Income & Preferreds 18.0%

Alternatives 1.5%

INCOME AND DISTRIBUTION SUMMARY

Rolling 12 Months ($)06/01/19-06/19/20

Year To Date ($)01/01/20-06/19/20

ASSET CLASS

Cash 13,453.49 3,692.25

Equities 15,783.84 4,306.26

Fixed Income & Preferreds 49,066.20 20,128.68

Alternatives 4,090.51 1,093.17

To ta l Asset C la ssTo ta l Asset C la ss 82 ,394.0482,394.04 29,220.3629,220.36TAX CATEGORY

Taxable Account(s)

Taxable 82,394.04 29,220.36

Tax-Exempt - -

Total 82,394.04 29,220.36

Tax Qualified Account(s) - -

To ta l Ta x Ca tego r yTo ta l Ta x Ca tego r y 82 ,394.0482,394.04 29,220.3629,220.36

Taxable and tax-exempt income classifications are based on characteristics of the underlying securities and not thetaxable status of the account.

SUPPLEMENT K

The investment returns shown on this page are dollar-weighted measurements which are affected by the timing and amount of your contributions and withdrawals.Year to Date(YTD), Quarter to Date(QTD) and Month to Date(MTD): Returns are for the period in which position or account was open.

PERFORMANCE

DOLLAR WEIGHTED PERFORMANCE DETAIL

Womens Basketball Coaches Assn As of June 19, 2020 | Reporting Currency: USD

RETURN % (NET OF FEES) VS. BENCHMARKS

Account Name/Benchmark

PerformanceInception

DateTotal Value ($)

06/19/20

% OfPortfolio06/19/20

Year to Date (%)12/31/19 - 06/19/20

Last 3 Years (%)06/30/17 - 06/19/20

Last 5 Years (%)06/30/15 - 06/19/20

Performance Inception (%)to 06/19/20

ADVISORY 11/15/16 530,242.93 18.34 -9.06 1.24 - 2.75

WBCA Reser ve Equity (Portfolio

Management) - Equity Account11/15/16 530,242.93 18.34 -9.06 1.24 - 2.75

BROKERAGE 01/01/11 2,361,493.49 81.66 0.42 1.76 1.55 1.54

WBCA Opportunity Fund (AAA) 11/29/16 992,480.87 34.32 0.30 1.84 - 1.79

WBCA Reser ve Equity (AAA) -

Reser ve Master11/29/16 970,280.34 33.55 0.55 1.78 - 1.57

Womens Basketball Coaches Assn

(AAA) - WBCA BFJ FD01/01/11 305,204.61 10.55 0.41 1.62 1.24 1.25

WBCA Reser ve Equity (AAA) -

Benevolent Fund12/20/18 93,527.67 3.23 0.31 - - 1.45

SUPPLEMENT K

2020-21 PROPOSED BUDGETWBCA

Acct# Account Name Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug 20-21 ($)Approved 19-

20 ($) DIFFERENCE

4100 Member Dues 10,000 195,000 110,000 30,000 25,000 17,000 11,000 12,000 1,200 1,000 1,000 1,000 414,200 541,300$ (127,100)$ 4200 Convention - 160,000 70,000 20,000 62,000 46,000 29,000 39,000 - - - - 426,000 839,500 (413,500)$ 4290 Exhibits - - - 1,000 2,000 4,000 5,000 - - - - - 12,000 38,000 (26,000)$ 4400 Commissions / Royalties 250 400 75 - 275 - 425 650 400 60,500 350 200 63,525 77,150 (13,625)$ 4500 Women's Final Four Tickets - 152,191 22,411 3,541 10,585 14,965 6,292 - - - - - 209,985 226,365 (16,381)$ 4600 Advertising - - - - - - - - - - - - - - -$ 4700 Grants - - - - - - - - - - - - - - -$ 4800 Education Fees - - - - 19,500 825 825 - - - - - 21,150 24,000 (2,850)$ 4810 Partner Program Income - - - - - - - - - - - - - 13,950 (13,950)$ 4900 Scholarship Income - - - - - 1,000 - - - - - - 1,000 1,000 -$ 5000 Sponsor Income 256,250 256,250 - 256,250 - - 256,250 - - 256,250 - - 1,281,250 1,060,000 221,250$ 6200 Benevolent Fund 300 300 300 2,000 2,500 2,000 - 3,000 2,500 - 1,200 300 14,400 11,650 2,750$

2,443,510$ 2,832,915$ (389,406)$

7010 Salaries 94,900 94,900 94,900 94,900 77,263 77,263 77,263 77,263 77,263 77,263 77,263 77,263 997,704 1,071,664$ (73,960)$ 7020 Benefits 7,617 7,617 9,017 9,717 8,809 7,509 7,509 7,509 9,009 7,509 12,909 7,509 102,238 125,561 (23,323)$ 7030 Retirement 7,351 7,351 7,351 7,351 5,940 5,940 5,940 5,940 5,940 5,940 5,940 5,940 76,924 87,700 (10,776)$ 7050 Payroll Taxes 5,434 5,434 5,434 5,434 6,255 6,255 6,255 6,255 5,911 5,911 5,911 5,911 70,398 73,781 (3,382)$ 7061 Audit / Tax 0 10,000 0 0 10,750 0 0 0 0 0 0 0 20,750 20,450 300$ 7062 Accounting 1,150 1,150 1,150 1,150 1,150 1,150 1,150 1,150 1,150 1,150 1,150 1,150 13,800 9,000 4,800$ 7063 Legal 833 833 833 833 833 833 833 833 833 833 833 833 10,000 4,800 5,200$ 7064 Consultants 500 500 500 500 500 500 500 500 500 500 500 500 6,000 20,000 (14,000)$ 7066 IT 0 0 0 0 0 0 0 0 0 0 0 0 0 6,480 (6,480)$ 7067 Other Prof. Services 13,729 13,729 13,729 13,729 13,729 13,729 13,729 13,729 13,729 13,729 13,729 13,729 164,750 157,864 6,886$ 7110 Taxes & Business Fees 0 860 0 0 30 0 0 0 0 0 0 0 890 680 210$ 7120 Insurance - General 8,610 6,700 0 0 0 860 2,000 0 0 0 0 0 18,170 17,200 970$ 7130 Shipping / Delivery Fees 125 175 125 125 125 125 1,435 1,775 235 125 125 175 4,670 5,770 (1,100)$ 7140 Postage (U.S. Mail) 248 658 473 708 508 268 256 1,536 776 256 258 663 6,608 4,470 2,138$ 7150 Office Supplies 250 620 200 250 200 250 370 200 200 200 200 200 3,140 6,325 (3,185)$ 7160 Equipment Leased 1,682 1,400 1,000 1,000 1,400 1,000 1,000 1,400 1,000 1,000 1,400 1,000 14,282 21,928 (7,646)$ 7170 Furniture & Fixtures 200 200 200 200 200 200 200 200 200 200 200 200 2,400 2,400 -$ 7180 Computers / SW / Equipment 4,135 343 487 343 3,463 343 343 343 373 343 3,843 343 14,702 15,272 (570)$ 7190 Storage 320 320 320 320 320 320 320 320 320 320 320 320 3,840 3,624 216$

REVENUE

TOTAL REVENUE

EXPENSES

SUPPLEMENT K

2020-21 PROPOSED BUDGETWBCA

Acct# Account Name Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug 20-21 ($)Approved 19-

20 ($) DIFFERENCE

7200 Subscriptions 0 0 0 0 0 0 0 0 0 300 0 0 300 300 -$ 7210 Bank Fees 50 2 2 2 2 2 2 2 2 2 2 2 72 - 72$ 7215 Investment Expenses 450 450 450 450 450 450 450 450 450 450 450 450 5,400 5,600 (200)$ 7220 Credit Card Merchant Fees 245 13,100 5,750 1,900 4,000 3,055 1,630 1,400 140 140 140 140 31,640 45,200 (13,560)$ 7230 Payroll Service Fees 300 300 300 300 300 300 300 300 300 300 300 300 3,600 3,600 -$ 7240 Dues / Memberships 560 400 0 0 500 0 0 1,500 0 400 0 800 4,160 4,160 -$ 7250 Website & Mobile App Fees 760 660 760 760 3,060 1,660 760 660 760 660 760 760 12,020 16,100 (4,080)$ 7260 Database Fees 7,500 2,050 1,100 6,800 1,200 270 6,800 300 400 7,500 200 700 34,820 37,867 (3,047)$ 7270 Cell Phones 400 400 400 400 400 400 400 400 400 400 400 400 4,800 6,300 (1,500)$ 7280 Donations / Sponsorships 0 0 0 0 0 3,500 0 0 2,000 2,500 0 5,000 13,000 17,800 (4,800)$ 7300 Marketing 200 150 0 0 100 0 100 0 2,650 150 100 100 3,550 24,550 (21,000)$ 7310 Corporate Gifts 50 50 600 50 850 150 50 50 50 150 50 50 2,150 11,250 (9,100)$ 7320 Job / Interview Expenses 0 0 0 0 0 0 0 0 0 333 333 334 1,000 3,500 (2,500)$ 7330 Professional Dev / Conf Fees 160 160 160 160 460 1,660 160 993 160 160 993 3,034 8,260 23,885 (15,625)$ 7340 Email/Data Service Fees 0 0 0 0 0 0 0 0 0 0 0 0 0 - -$ 7510 Utilities 2,225 2,150 1,990 1,925 1,990 2,025 2,125 2,075 2,025 2,125 2,175 2,225 25,055 22,360 2,695$ 7525 Rent 6,000 6,000 6,000 6,000 6,000 6,000 6,000 6,000 6,000 6,000 6,000 6,000 72,000 72,000 -$ 7530 Office Expense - General 882 822 882 822 902 822 2,822 822 882 822 882 822 12,184 8,484 3,700$ 7900 Scholarships 0 0 0 0 0 0 0 0 1,000 0 0 0 1,000 1,000 -$ 7910 Benevolent Fund Grants 0 0 0 0 0 0 0 2,880 2,880 2,880 2,880 2,880 14,400 11,650 2,750$ 7990 Misc Expense 2,973 2,973 2,973 2,973 2,973 2,973 2,973 2,973 2,973 2,973 2,973 2,973 35,671 - 35,671$ 8000 Staff / BOD Travel 1,840 3,110 2,680 1,810 1,060 350 10,360 7,005 7,730 1,260 2,940 3,080 43,225 82,380 (39,155)$ 8100 Meals / Entertainment - local 500 575 450 450 500 500 450 550 500 450 550 450 5,925 17,795 (11,870)$ 8200 Travel (non-staff) 0 0 0 1,000 500 0 14,850 1,050 3,190 2,000 0 0 22,590 31,455 (8,865)$ 8300 Executive Director Travel 2,026 2,026 2,026 2,026 3,027 2,027 2,577 3,460 2,027 2,027 2,861 2,860 28,970 28,970 -$ 8399 WBHOF Administration 0 0 0 0 0 0 0 0 0 0 0 0 0 2,430 (2,430)$ 8400 Ext Director - Meal/Ent - local 700 700 700 700 450 700 1,000 700 700 700 700 700 8,450 12,950 (4,500)$ 8410 Ticket Expense (WFF) 0 0 0 0 0 0 0 209,985 0 0 0 0 209,985 253,705 (43,720)$ 9010 Equipment Rental / Lease 0 0 0 0 0 0 500 1,500 3,000 5,000 0 0 10,000 9,800 200$ 9020 Supplies (non-office) 25 800 0 0 200 425 4,050 (400) 0 100 0 300 5,500 11,100 (5,600)$ 9040 Decoration 0 0 0 0 0 0 0 2,500 9,000 0 0 0 11,500 14,000 (2,500)$ 9050 Facility Expenses (non-office) 0 0 0 0 0 0 0 2,250 1,300 0 0 0 3,550 4,550 (1,000)$ 9060 Photography / Video 100 0 0 0 0 100 23,500 16,500 0 0 0 0 40,200 35,100 5,100$ 9070 Security / EMT / Other Svcs 0 0 0 0 0 0 0 0 7,500 0 0 0 7,500 8,500 (1,000)$ 9080 General Labor 0 0 0 0 0 0 0 3,000 6,500 0 0 0 9,500 6,500 3,000$ 9090 Trophies 0 0 0 0 300 0 2,750 0 0 8,000 0 0 11,050 28,050 (17,000)$ 9100 Internet/Data Service (non-office) 0 0 0 0 0 0 3,495 2,000 0 0 20 0 5,515 2,260 3,255$

SUPPLEMENT K

2020-21 PROPOSED BUDGETWBCA

Acct# Account Name Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug 20-21 ($)Approved 19-

20 ($) DIFFERENCE

9110 Food & Beverage (Events) 100 100 100 100 100 100 100 59,100 19,650 1,350 100 100 81,000 171,550 (90,550)$ 9120 Speakers / Hosts (Honorarium) 0 0 0 0 0 0 4,500 0 0 0 0 0 4,500 10,000 (5,500)$ 9130 Printing 975 225 400 225 350 975 7,800 3,500 475 525 425 225 16,100 18,275 (2,175)$ 9140 Audio Visual 0 0 0 0 0 0 0 59,400 4,880 0 0 0 64,280 67,800 (3,520)$ 9150 Signage 0 0 0 0 0 0 0 16,000 0 0 0 0 16,000 16,000 -$ 9160 Gratuities - Events 0 0 0 0 0 0 30 1,280 10 0 0 0 1,320 1,620 (300)$ 9170 Transportation 0 0 0 0 0 0 0 3,000 10,000 0 0 0 13,000 14,600 (1,600)$ 9180 Entertainers/Performers 0 0 0 0 0 0 0 0 0 0 0 0 0 - -$ 9200 Programming / Education Fees 0 0 0 0 0 0 0 0 0 0 0 0 0 - -$ 9210 Partner Program Expense 0 0 0 0 0 0 0 0 7,500 0 0 0 7,500 12,950 (5,450)$

2,443,509$ 2,832,915$ (389,405)$

ZERO BASED BUDGET 0$

EXPENSES PAID FOR WITH PREVIOUSLY RECORDED INCOME (BFJ ACCOUNT AND OPPORTUNITY FUND):7070 Temporary Labor 4,500 4,500 4,500 4,500 4,500 4,500 4,500 4,500 0 0 0 0 36,000 38,000 7990 Misc Expense 0 0 0 0 0 0 15,000 0 0 0 0 0 15,000 -

NOTES20-21 BUDGET HAS BEEN REDUCED BY STAFF (AS COMPARED TO 19-20) BY:

FINANCE COMMITTEE ADJUSTMENTS / COMMENTS:

Convention revenue - reduced by 50%WFF Tickets revenue - projected to sell lessStaff travel - all but conventionProfessional Development - what remains is in Donehew's budget, to be used for staff at her discretion

TOTAL EXPENSES

Membership revenue - reduced by 20%

Marketing materials - to be delivered electronically

1. Supported maintaining current monthly rent rate of $6,000 (adjusted from $2,000 to $6,000)2. Supported increase to annual legal fees (from $4,800 to $10,000)3. Supported in-person summer 2021 board meeting (adjustment NOT made to budget): $16.5k

Convention - removed a day, cuts to Welcome PartyStaff salaries - no increaseComp WFF tickets - cut down on those given to staff and past presidents

SUPPLEMENT K

2020-21 PROPOSED BUDGETWBCA

Acct# Account Name Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug 20-21 ($)Approved 19-

20 ($) DIFFERENCE

5. Supported allocation of projected surplus as Miscellaneous (7990) Discretionary expense due to COVID-19: $35.6k4. Supported continuing Past President 2 comp WFF tickets (adjustment NOT made): $13.7k

SUPPLEMENT K

Sponsorship Sales Update

WBCA + LEARFIELD IMG COLLEGE

JULY 2020

SUPPLEMENT L

Agenda

1. Review of Historical Sponsorships since LFIMGC took over 5 yearsago

2. 19-20 Review and Covid-19 Impact3. Challenges

a) Women’s Platform Evolutionb) Economic Realities – Furloughs and RIF’sc) Broadening WBCA Presence beyond the Final 4

week/Convention – 80% of the activation is tied into thatweek and 80% of overall revenue was lost in 19-20

d) Erosion of NCAA Partners (Infiniti- NABC)e) Coaches as Social Influencers

SUPPLEMENT L

WBCA + Learfield IMG College Historic Sponsorship Revenue14-15 REVENUE• $678,500 (Pre-IMG)

15-16 REVENUE• $624,780 (Lost AT&T at $40K and UPS

decreased $35K)

16-17 REVENUE• $788,600 (MillerCoors, Marriott,

ShootAWay)

17-18 REVENUE• $658,773

18-19 REVENUE• $694,637

19-20 CURRENT REVENUE• $632,141 (Lost MillerCoors at $65K,

Paramount at $11K)

$678,500

$624,780

$788,600

$654,363 $694,637

$632,141

$-

$100,000

$200,000

$300,000

$400,000

$500,000

$600,000

$700,000

$800,000

$900,000

1

WBCA/IMG History

14-15 15-16 16-17 17-18 18-19 19-20

Total Loss of Revenue by NCAA CCP’s (NABC/WBCA) = $2.4M

SUPPLEMENT L

19-20 WBCA Book of Business (Pre-Cancellation due to Covid-19)

CONTRACTED

TOTAL CONTRACTED

3/15/20

Total Verbal

2019-2020 GOAL

$632,141 $0 $797,000

$51,500

$31,827

$34,000

$16,300

$26,650

$14,850

$15,600

$75,000

$20,000

$81,955

$7,500

$80,000

$12,000

$24,205

$3,500

$9,000

$7,500

$33,000

$1,000

$65,363

$5,000

$- $10,000 $20,000 $30,000 $40,000 $50,000 $60,000 $70,000 $80,000 $90,000

Wilson

Werner Ladder

USA Today

Under Armour

Spalding

ShootAway

PrimeSport

Nike

Morgan Stanley

Marriott

Marriott*

Marines

Josten's

FastModel

Event1

Dr. Dish

Beyond Sports Tours

Basketball Travelers

Ballogy

Adidas

AAU

Marriott*= $7,500 (One-Year Deal Upsell for WBCA Viewing Party)

SUPPLEMENT L