UCONN Economics Faculty Senate Presenatation

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UCONN’S SUBSIDY TO THE ATHLETICS DEPARTMENT
INTRODUCTION
This report highlights key findings from research that the Senate University Budget Committee
(SUBC) undertook during the Academic Year 2016/17 regarding the subsidy to UConn’s
Athletics Department (AD). The committee’s inquiry focused on five questions: (1) How has the
subsidy evolved over time? (2) How does the subsidy compare to other institutions? (3) Which
teams are subsidized and to what extent? (4) How does the subsidy interrelate with other
components of UConn’s Budget? (5) To what extent and over what time horizon does the AD
undertake strategic planning with respect to the budget? The research was motivated by broadbased concern from the University community about the apparent growth of the subsidy to the
AD at the same time that academic programs were being cut and the state as a whole was
experiencing severe budget constraints [1].
To address these questions, the SUBC compiled and analyzed data on the UConn AD between
2005 and 2017, and supplemented these data with qualitative information on important events
such as conference realignment that occurred during the period of analysis. Detailed data for
each team’s finances for 2014 were also examined to understand the budget profiles of individual
teams (See Appendix for data sources and supplementary information). The SUBC also
researched how college athletics programs are financed across the United States to better
understand how the subsidy at UConn compares to other institutions. To inform this aspect of the
research, the SUBC compiled and analyzed publicly-available data for various institutions
around the country as of 2014 (See Appendix for additional information). In addition, the SUBC
evaluated data on other components of the UConn budget such as tuition increases to better
understand how those compare to and also affect the subsidy [2]. The SUBC reviewed the
Athletics’ Director’s presentation to the Senate on 11/3/16 [3] and followed up on specific
budget items during an in person meeting on 3/27/17. Clarifying questions were directed to the
UConn Office of Budget and Planning. Key findings are summarized below.
1. UConn Athletics Budget Temporal Analysis
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Between 2005 and 2017, expenditures for the AD grew 70% from $47 million to $80 million.
During this same period, despite numerous high-profile achievements in women’s and men’s
basketball, earned revenues increased by less than 10%.
Fairly stagnant revenues meant that most (83%) of the $33 million increase in the Athletics
budget has been subsidized by UConn; an additional $8.3 million comes from mandatory
student fees.
The subsidy has increased by a factor of almost nine from $3.5 million in 2005 to an
estimated $31 million in 2017.
The extent to which the AD budget is subsidized grew from 7.3% in 2005 to 38.6% in 2017.
UCONN SENATE UNIVERSITY BUDGET COMMITTEE REPORT, April 25, 2017
Page 1
The points mentioned above are evident in the two figures depicted below.
Fig. 1: Components of Total Athletics Revenues, University of Connecticut
Fig. 2: Components of AD Budget 2005-2017
UCONN SENATE UNIVERSITY BUDGET COMMITTEE REPORT, April 25, 2017
Page 2
2. Comparison of UConn to Other Institutions
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Most ADs across the United States are subsidized. As of 2014, subsidies ranged in value
from $0 (fully funded programs) to $36 million. UConn was at the upper end of that range
with $27.2 million in 2014. As a percentage of the overall budget for ADs, subsidies range
from 0% to 90%. UConn’s was 38.3% in 2014.
Although UConn’s subsidy is around the median level for all public institutions in terms of
the percentage of the budget that is subsidized, as of 2014, UConn ranked 4th highest in
absolute dollar terms out of all public colleges in the country.
The institutions to which UConn was compared include Universities in the Power 5
conferences.
3. Evaluation of Expenditures for Individual Teams at UConn
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Only one of UConn’s sports teams—men’s basketball—receives sufficient direct revenues to
cover its costs.
Despite the outstanding achievements made by the women’s basketball team during the
period of analysis, the low revenues for women’s sports compared to men’s, resulted in the
team being subsidized.
UConn’s football team was the team with the largest deficit in absolute dollar terms,
requiring a subsidy of $7.5 million for 2014.
Fig. 3: Revenue and expenditure for the “big 3” sports at UConn
UCONN SENATE UNIVERSITY BUDGET COMMITTEE REPORT, April 25, 2017
Page 3
4. Comparison of UConn Athletics Budget to Other Budget Components
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The exponential growth in the subsidy to the AD has far outpaced other components of the
budget over the same time period.
Tuition and fees have increased from $310 million in 2005 to $673 million in 2017 due to
increases in in-state and out-of-state tuition, increased enrollment, and a greater proportion of
enrollment comprising out-of-state and international students [2].
Another important source of revenue for the University—external funding obtained by
faculty—has increased 39% from $74 million to $103 million from 2005 to 2016 [4].
State appropriations, while below their peak in 2011, were 10% higher in 2017 than in 2005.
Fringe benefits, an important expense for the University, have more than doubled between
2005 and 2017.
The Athletic Department budget has been excluded from the rescissions that impacted the
Academic Units during the 2008-2017 period [5].
Fig. 4: Relative Change in AD Subsidy and key Budget Components normalized to 2005 level
5. The Athletic Department uses accounting practices that lack clarity and transparency
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The AD has stated that tax and tuition dollars do not go toward the subsidy. This is true, but
only because subsidy money comes from other revenue sources and accounts in the
University termed Auxiliary Revenues (e.g. Bookstore).
The AD has stated that some high profile transactions, like the $3.4 million buyout of former
football coach in December 2016, were funded by revenues generated by Athletics [6]. While
this is factually correct from an accounting perspective, because the enterprise of Athletics as
a whole does not cover its expenses, it would seem logical that any shortfall in any of the
sub-accounts would ultimately be passed onto the University.
The contracts for the two highest paid coaches were revised and extended with an estimated
cost of $31 million through 2021 without any notification to the public [7].
UCONN SENATE UNIVERSITY BUDGET COMMITTEE REPORT, April 25, 2017
Page 4
CONCLUSIONS
The SUBC recognizes that college athletics brings many intangible benefits to the institution by
fostering a sense of identity within the university community, raising the profile of the institution
nationally, which may potentially attract out-of-state and international students, and providing
strong bonds between the university and the broader community. The latter benefit appears to be
especially prominent in Connecticut, in the absence of any major league team in the state.
That said, the budget/subsidy of the AD grew nine-fold between 2005 and 2017. Only part of this
increase can be attributed to exogenous factors such as higher fringe rates and student tuition.
The AD expenditures rank 48th out of all public institutions, exceeding that of several Power
Five conference members, absent the revenue streams associated with conference membership.
In a meeting between the SUBC and the Director of Athletics on March 27th 2017, the SUBC
asked direct questions about strategic planning in general and institutional plans to address the
subsidy. It remained unclear whether there were any comprehensive plans to address the subsidy
beyond a handful of revenue increasing and cost reducing measures that—if effective—may
reduce the subsidy by around $5 million. Further, the impact of some of those measures may be
diluted by the costs associated with the football coach in December 2016 and the renewal of
contracts to UConn’s two highest paid coaches that were signed in October and November 2016.
In collecting the information needed to undertake our review of the AD subsidy, the SUBC was
struck by the lack of transparency surrounding the AD budget. One example is the contract
renewal for basketball coaches only came to light in February 2017, and only then as a result of a
Freedom of Information Act request from USA Today [8].
In sum, after evaluating the fiscal situation at UConn and the State of Connecticut, and
comparing expenditures by the AD in relation to its peers and those in Power Five conferences,
the SUBC deems that the current subsidy to UConn’s AD is unsustainable.
RECOMMENDATIONS
The SUBC recommends that the Athletics Department in conjunction with the UConn Office of
Budget and Planning develop a comprehensive multi-year strategy designed to reduce the AD
subsidy to 2010 levels by 2022.
Given that the strategic plan will need to be adapted on an ongoing basis to incorporate the
budgetary impact of critical decisions such as multi-year contractual obligations and the tapering
off of revenues associated with the Big East conference realignment, the SUBC recommends that
updated strategic plans as well as a full financial report should be shared with the University
Senate in October and April of each year going forward.
The SUBC also recommends that the Financial Report that UConn AD is required to submit to
the NCAA each year be posted on the UConn website.
UCONN SENATE UNIVERSITY BUDGET COMMITTEE REPORT, April 25, 2017
Page 5
REFERENCES
1.
2.
3.
4.
5.
6.
7.
8.
Van Wagner, M., et al., Connecticut (State of): Weak Economy, High Fixed Costs Test
Connecticut’s Fiscal Management, in Issuer In-Depth, M.s.I. Services, Editor. 2017, Moody’s
Investor Services.
Connecticut , U.o., UConn Fact Sheets. 2005-2017.
Senate, U.o.C., Minutes of Meeting 11/3/16, in Meeting Minutes, U. Senate, Editor. 2016.
Seeman, J., Research Expenditures for University of Connecticut, Storrs. 2017: University
Senate.
Spencer, K., Vice President for Budget & Planning, UConn, SUBC, Editor. 2017.
Kauffman, M., $3.4 Million for Fired UConn Coach. So Who Pays?, in Hartford Courant. 2016:
Hartford, CT.
Board, E., Revelation of Auriemman and Ollie contract extensions handled poorly, in Daily
Campus. 2017, University of Connecticut: Storrs, CT.
Doyle, P., Auriemma, Ollie Under Contract at UConn Through 2021 For Close To $31M, in
Hartford Courant. 2017: Hartford, Connecticut.
APPENDIX
Graphical Comparison of Growth of Per-Team Expenditures and the Institutional Subsidy at
UConn among other D1-Athletics Programs, along with metadata detailing sources.
UCONN SENATE UNIVERSITY BUDGET COMMITTEE REPORT, April 25, 2017
Page 6
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Ac
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Dat
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Over
al
l
subsi
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D1Apr
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ams
Subsi
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Revenuei
nPower5
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ences
I
nst
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Subsi
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i
nPower5School
s
UConnover
al
l
r
evenues&expendi
t
.
.
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UConnFY14
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. Expendi
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ns
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ut
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s
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nPower5i
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ons,2015
dat
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por
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s
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ecti
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i
t
ut
i
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s
uppor
tands
t
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$4,
190,
747
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$7,
073,
039
Fl
or
i
daSt
at
e
$7,
271,
782
Geor
gi
aTech
$7,
139,
281
Loui
s
vi
l
l
e
$9,
040,
407
Nor
t
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$6,
696,
315
Nor
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.
$13,
555,
431
Vi
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$8,
127,
300
Vi
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Bi
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$1,
960,
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$862,
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$0
Ok
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$7,
795,
211
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$0
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$4,
261,
291
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403,
165
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Bi
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$2,
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$14,
546,
411
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$263,
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as
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$4,
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893
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122
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212,
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St
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$0
$0
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000,
000
$4,
000,
000
$6,
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$8,
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$10,
000,
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$12,
000,
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$14,
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Tot
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Subsi
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$16,
000,
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$18,
000,
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$20,
000,
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$22,
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Ac
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Dat
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Component
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cut
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i
gur
esar
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oj
ect
ed.
2017
$8,
300,
000
2016
$8,
300,
000
2015
$10,
200,
000
2014
$9,
929,
474
2013
$9,
751,
911
2012
$9,
181,
874
2011
$8,
744,
642
2010
$8,
626,
506
$30,
900,
000
$40,
900,
000
$27,
000,
000
$43,
900,
000
$17,
900,
000
$44,
000,
000
$17,
273,
557
$44,
316,
402
$9,
108,
912
$44,
475,
199
$8,
098,
039
$46,
286,
996
$6,
285,
081
$48,
059,
617
$5,
951,
523
$43,
927,
690
163,
198 $5,
618,
083
2009 $8,
$44,
665,
160
496,
532
2008 $7,
$44,
032,
785
792,
437
2007 $6,
$42,
420,
378
348,
072
2006 $6,
2005I
nst
i
t
ut
i
onal
Subsi
dy:
$3,
467,
924
$40,
025,
102
058,
908
2005 $6,
$37,
668,
560
St
udentFees
I
ns
t
i
t
ut
i
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Subsi
dy
Ear
nedRevenue
(
Ear
nedr
evenuei
nc
l
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ets
al
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ont
r
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but
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,r
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)
Changei
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t
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t
i
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ut
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ubsi
dy
,andear
nedr
evenue,andt
ot
alat
hl
et
i
csr
ev
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20052015
$80,
100,
000
Tot
al
Revenues(
al
l
s
our
c
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Ear
nedRevenue
I
nst
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ut
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Subsi
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St
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$80,
000,
000
$75,
000,
000
$70,
000,
000
$65,
000,
000
$60,
000,
000
$55,
000,
000
$50,
000,
000
195,
392
$45,
000,
000$47,
$40,
000,
000
$40,
900,
000
$37,
668,
560
$35,
000,
000
$30,
900,
000
$30,
000,
000
$25,
000,
000
$20,
000,
000
$15,
000,
000
$10,
000,
000
$6,
058,
908
$8,
300,
000
$5,
000,
000
467,
924
$0$3,
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
2015
2016
2017
Over
al
l
subsi
dyi
n
D1Apr
ogr
ams
Subsi
t
yas% oft
ot
al
expendi
t
ur
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nPower5
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I
nst
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ut
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Subsi
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i
nPower5School
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l
r
evenues&expendi
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.
.
Revenuesand
UConnFY14
expendi
t
ur
esbyobj
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. Expendi
t
ur
esbyt
eam
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oobal
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&bb
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evenues&ex.
.
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hert
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evenu.
.
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cas
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t
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hl
et
es,FY14
UConnAt
hl
et
i
c
sr
ev
enuesandexpendi
t
ur
esbyobj
ect
Dat
a:2014Uni
v
er
s
i
t
yofConnec
t
i
c
utNCAAf
i
nanc
i
al
s
t
at
ement
UConn2014at
hl
et
i
csr
evenues
Dat
a:2014Uni
ver
si
t
yofConnect
i
c
utNCAAf
i
nanci
al
st
at
ement