5/9 - 100% + If the pandemic was not resolved by the end of the calendar year, it was possible that NSU would also have to go without ticket revenue for basketball. And if the NCAA men's basketball tournament was impacted again, NSU's NCAA revenue distribution would be reduced for a second consecutive year, further compounding its financial difficulties. The bottom line for Janine is that she knew there would be significant revenue shortfalls again in FY21. NSU Athletics would be in a challenging financial position. She would need to find ways to substantially reduce costs while maximizing the efficiency and operations of staff to still provide a comparable student-athlete experience. All options would be on the table, and she would need to identify some creative solutions that had the smallest possible impact on NSU's student-athletes, coaches, and staff. Looking Ahead At Operational Challenges It was clear that NSU would also need to adjust its operational procedures to take into account COVID-19. On May 28, the NCAA had published a document entitled "Resocialization of Colegiale Sport Action Plan Considerations that contained a lengthy set of recommendations and standards to guide the resumption of athletics activity on campus. The NCAA recommendations introduced a number of new procedures related to symptom screening testing, contact tracing facility sanitization, and other safety measures. If athletics activity was to resume at NSU, staff and student-athletes would need to quickly learn new procedures and execute them with minimal errors in order to maintain a safe environment. There would also be a new emphasis on precise communication between administrators, coaches, student-athletes, sports medicine staff, and other campus personnel. And, the documentation of policies and procedures and in particular, documenting that student-athletes and coaches acknowledged these new policies would become very important in the eyes of Janine's colleagues from campus legal and risk management Athletic Director, LLC. Management Tea....pptx DELL 5/9 - 100% + If the pandemic was not resolved by the end of the calendar year, it was possible that NSU would also have to go without ticket revenue for basketball. And if the NCAA men's basketball tournament was impacted again, NSU's NCAA revenue distribution would be reduced for a second consecutive year, further compounding its financial difficulties. The bottom line for Janine is that she knew there would be significant revenue shortfalls again in FY21. NSU Athletics would be in a challenging financial position. She would need to find ways to substantially reduce costs while maximizing the efficiency and operations of staff to still provide a comparable student-athlete experience. All options would be on the table, and she would need to identify some creative solutions that had the smallest possible impact on NSU's student-athletes, coaches, and staff. Looking Ahead At Operational Challenges It was clear that NSU would also need to adjust its operational procedures to take into account COVID-19. On May 28, the NCAA had published a document entitled "Resocialization of Colegiale Sport Action Plan Considerations that contained a lengthy set of recommendations and standards to guide the resumption of athletics activity on campus. The NCAA recommendations introduced a number of new procedures related to symptom screening testing, contact tracing facility sanitization, and other safety measures. If athletics activity was to resume at NSU, staff and student-athletes would need to quickly learn new procedures and execute them with minimal errors in order to maintain a safe environment. There would also be a new emphasis on precise communication between administrators, coaches, student-athletes, sports medicine staff, and other campus personnel. And, the documentation of policies and procedures and in particular, documenting that student-athletes and coaches acknowledged these new policies would become very important in the eyes of Janine's colleagues from campus legal and risk management Athletic Director, LLC. Management Tea....pptx DELL