At YSU, academics & athletics is not an either/or proposition

A consequence of being around for a long time is that one gets to witness history repeating itself. As a recently retired faculty member and administrator at Youngstown State University, I have experienced several “budget crises” and the cycles of labor negotiations first hand dating back to the mid-1980s. Recently however, an unfortunate feature of public discourse is the reduction of complex issues to either/or questions. So it is with current discussions of athletics and academics at YSU.

The reality is much more nuanced.

It has been pointed out that the athletic budget increased by 13.5 percent or $1.4 million while spending for the academics, as defined by the academic division of the university, decreased by 2.3 percent or slightly more than $2 million. Hence, the slogan “academics over athletics.” What is missed is the extent that athletics supports and reinforces the academic mission and that the academic division provides the value to the region in the same way that athletics does.

BUDGET BREAKDOWNS

Consider the following. General fund support of athletics at YSU totals $10.4 million or 6.7 percent of the operating budget. The remainder of the athletic budget comes from revenues generated through ticket sales and other sources. However, over 40 percent of the athletic budget, or $4.5 million, is used to provide student scholarships.

There are 425 student athletes competing in the various men’s and women’s sports. Less than one-fourth are on full athletic scholarships. Of the rest, 200 receive partial support and 100 receive no athletic scholarship support. In other words, over 75 percent of the student athletes provide either part or all of their tuition to the tune of $6 million that directly support YSU and its academic programs.

Student athletes support the academic mission of YSU in other ways. As has been pointed out, graduation rates are an important component of the funding formula for state support for higher education. The graduation rate for YSU student athletes is 67 percent, about twice the rate of the general student population, which is 34 percent.

International students are seen as a partial solution to YSU enrollment issues. Twenty-eight student athletes are from outside the U.S. This represents about one-fourth of the total international enrollment at YSU. In other words international student recruitment is being performed by the coaches of YSU sports.

SPORTS AS ENTERTAINMENT

Also consider this. Part of the mission of American universities is to provide entertainment and cultural experiences for the public. In this way, athletics at YSU is no different from the many fine performances offered by the music and theater programs, the excellent public speaker series and the diverse programming of WYSU. All are either funded by the academic budget or closely aligned with the academic division.

Just as with athletics, they are subsidized by the general fund beyond their revenue; provide experiences that are part of students’ education, such as striving for excellence, working collaboratively, leadership development, and learning how to understand and work with individuals of different backgrounds; and they enrich the community and bring people to campus and the central city.

YSU is facing long-term challenges that are the result the changing demographics of the Youngstown area: technological transformation, competition from other institutions of higher education — public and private, economic restructuring and declining state support for higher education.

Legitimate questions should be asked about athletics removed from the immediacy of budgetary shortfalls and contract negotiations. Twenty-three percent of the budget of intercollegiate athletics is generated by its own revenue. While it is unlikely that athletics will ever be totally self-sufficient, what is the ideal percentage and how can YSU attain it? Should YSU continue to compete at its current level or is another level more consistent with its mission and resources?

A similar question could be asked about student scholarships in general. Fifty-seven percent of all student scholarships are provided by the YSU general fund. How does YSU increase the amount provided by external sources, relieving scholarship pressure on the general fund?

Finally, given the presence of Eastern Gateway Community College, why is YSU spending almost $ 1 million on remedial courses and additional money on student support for underprepared students who could obtain those courses and services at lower costs at Eastern Gateway?

I am not raising these questions to single out student scholarships or remedial education, but simply to illustrate that the questions raised about athletics could be asked about any number of programs and functions at YSU. The future of YSU should be framed by discussions that are both broader and smarter than athletics versus academics.

A colleague once advised that when faced with challenges, we need to think of the university as one, not as collection of competing units. Treating athletics as distinct from the rest of the university not only violates this wise advice but is contrary to the reality of university life.

Dr. Maraffa retired from YSU after nearly 30 years as a faculty member in the Department of Geography. Between 2002 and 2010 he served as a member of President David Sweet’s Cabinet where his responsibilities included budget and strategic planning.