The Division II Operating Plan outlines the division’s long-term priorities and strategic direction through 2032. Built around Division II’s educational philosophy and “Life in the Balance” approach, the plan focuses on academics, athletics, health and wellness, governance, and operational growth to better support student-athletes, schools and conferences.
The operating plan also identifies key initiatives and investments designed to strengthen the Division II membership experience, enhance championship and campus environments, and position the division for long-term success.
Operating Plan Focus Areas
The Division II Operating Plan is organized around five focus areas designed to support student-athletes, strengthen the membership experience and guide the future of the division.
Division II continues prioritizing academic achievement, graduation success and post-college preparation.
Key Priorities
- Support academic achievement through updated policies and resources
- Maintain graduation rates above the general student body
- Expand community engagement opportunities
- Support life skills and post-graduate success
No. 1 Maintain rules and policies that enable institutions to support student-athletes’ academic achievement.
| Action | Oversight Group(s) | Expected Completion Date | Budget Impact? | Notes |
|---|---|---|---|---|
| a. Review/modernize the Division II Life in the Balance definition to ensure student-athletes are provided with optimal educational experiences that allow them to pursue the academic curricula of their choice. | Appoint a representative working group to conduct the review in collaboration with select governance committees and submit initial recommendations to the Strategic Planning and Finance Committee, with ultimate approval from the Management Council and Executive Board. | July 1, 2027 | Possible (to fund one to two in-person or virtual meetings). Budget Estimate – TBD Budget Source – Current committee expenses | The review should apply to all athletics department personnel in addition to student-athletes and incorporate mental wellness as a significant factor in the balance equation. A review of Bylaw 17 impacts should be considered and also apply to the athletics operating area. |
| b. Based on feedback and results of the Growth, Opportunities, Aspirations and Learning of Students in College Study, reevaluate student-athlete time demands (e.g., include community engagement and countable athletically related activities by sport) to ensure student-athletes are positioned to succeed academically. | Legislation Committee; Championships Committee; Student-Athlete Advisory Committee. | July 1, 2027 | No. | The expected completion date accommodates potential submission of Convention legislation. |
| c. Review the division’s academic eligibility rules and policies to determine whether more permissive and flexible legislation is necessary to accommodate nontraditional degree programs (i.e., partnerships, trade schools, associate degrees). | Academic Requirements Committee; Legislation Committee. | July 1, 2029 | No. | If the rules change regarding seasons of competition and period of eligibility, then those should be allowed to play out before making other substantive legislative changes. |
No. 2 Continue to achieve a student-athlete graduation rate above that of the general student-body.
| Action | Oversight Group(s) | Expected Completion Date | Budget Impact? | Notes |
|---|---|---|---|---|
| a. Assess the current Division II degree-completion program for student-athletes and determine whether changes are necessary, such as funding or initiatives to assist with academic counseling, or funding to assist student-athletes in their first or second year of enrollment. | Academic Requirements Committee; Degree-Completion Committee. | March 1, 2027 | TBD | |
| b. Review graduation rates for student-athletes (Academic Success Rate and federal graduation rate), particularly for transfer student-athletes, and make policy and/or legislative changes, as needed. | Academic Requirements Committee | June 1, 2028 | No. | The Academic Requirements Committee will also explore the Graduation Passport (tracking of transfer student-athletes) and determine how to use the data in Division II. |
No. 3 Provide resources and initiatives that help student-athletes enhance their community engagement experiences.
| Action | Oversight Group(s) | Expected Completion Date | Budget Impact? | Notes |
|---|---|---|---|---|
| a. Recognize and celebrate community engagement at the school level, including promoting partnerships with local entities, including Make-A-Wish and Team IMPACT. | Student-Athlete Advisory Committee. | Ongoing | No. | |
| b. Recognize community engagement at the conference level; encourage conferences to develop initiatives in which visiting teams engage with host communities during conference championships. | Student-Athlete Advisory Committee; Division II | Ongoing | No. |
No. 4 Ensure that student-athletes are afforded opportunities to develop the skills they need to succeed in life after sport.
| Action | Oversight Group(s) | Expected Completion Date | Budget Impact? | Notes |
|---|---|---|---|---|
| a. Consider whether to create educational programming (e.g., modules, training workshops, webinars) that aid individuals in Division II athletics departments with helping student-athletes achieve proficiencies in resume creation, interview skills, management of finances, pursuit of internships, etc. This includes finding ways to partner with entities on campus that assist the general student body with this education. | Student-Athlete Advisory Committee | July 1, 2028 | TBD pending program development. Budget Estimate – TBD Budget Source – Current Division II University budget. |
Division II continues enhancing the athletics experience through championship improvements, student-athlete support initiatives and fan engagement opportunities.
Key Priorities
- Enhance championship selection and bracketing processes
- Support student-athlete opportunities related to NIL
- Strengthen officiating education, training and recruitment Improve game day and fan experiences
- Explore opportunities to support emerging sports
- Review championship funding and operational models
No. 1 – Implement a championships selection and bracketing methodology that enhances the postseason for participants and fans without compromising the regional model as a core tenet of the Division II regular-season experience.
| Action | Oversight Group(s) | Expected Completion Date | Budget Impact | Notes |
|---|---|---|---|---|
| a. Adopt a results-based metric as the sole selection criterion for team sports. | Championships Committee. | Aug. 1, 2026. | No. | |
| b. Develop a new bracketing model that enhances the championship experience. | Championships Committee. | Aug. 1, 2027. | Potentially, if the new bracketing model creates more flights. Budget Estimate – TBD. Budget Source – New $4 million-$5 million allocation to championships. | |
| c. Evaluate the merits of a 16-site/three-weekend format for men’s and women’s basketball. | Championships Committee and relevant sport committees. | Sept. 1, 2026. | Potentially, if the length of select championships is expanded. Budget Estimate – TBD. Budget Source – $1.05 million enhancement (championships triennial). | |
| d. Evaluate the merits of a 16-site/three-weekend format for women’s volleyball. | Championships Committee and relevant sport committees. | Sept. 1, 2026. | Potentially, if the length of the championship is expanded. Budget Estimate – TBD Budget Source – $1.05 million enhancement (championships triennial). | |
| e. Consider strategies to increase attendance at championships (e.g., use the NCAA fan database; seek corporate partner support). | Championships Committee. | Sept. 1, 2026. | No. | |
| f. Review the Division II National Championships Festival. | Championships Committee; Student-Athlete Advisory Committee. | TBD, pending the structure and timing of future bid cycles. | Not for the review itself but potentially, pending what is recommended. | Depending on outcome, the division will need to discuss how to reallocate the dollars (e.g., joint championships, student-athlete experience) |
| g. Explore ways to improve the Division II Football Championship. | Football Committee; Championships Committee. | July 1, 2026. | TBD. | Bracket expansion will be in place for the 2026 championship, but this review should also consider long-term membership classification implications. |
No. 2 – Review all aspects of financing the championships program and make recommendations as necessary.
| Action | Oversight Group(s) | Expected Completion Date | Budget Impact? | Notes |
|---|---|---|---|---|
| a. Review the current budget line items (championships versus initiatives) to determine whether allocations are appropriate (i.e., whether the current 60% allocation to championships should be adjusted). | Strategic Planning and Finance Committee; Championships Committee. | Aug. 1, 2026. | No. | This review should take into consideration the funding for championships enhancements and the costs paid by schools that participate in championships. |
No. 3 – Seek innovative approaches to support up-and-coming sports that offer new, exciting and equitable opportunities.
| Action | Oversight Group(s) | Expected Completion Date | Budget Impact? | Notes |
|---|---|---|---|---|
| a. Explore grants for schools adding sports as an incentive to build sponsorship to assist with creating National Collegiate Championships and/or Division II-specific championships. | Strategic Planning and Finance Committee. | Aug. 1, 2026. | Yes, if grant program is adopted. Budget Estimate – TBD Budget Source – New $4 million-$5 million allocation to championships. |
No. 4 – Support student-athletes with their opportunities related to name, image and likeness.
| Action | Oversight Group(s) | Expected Completion Date | Budget Impact? | Notes |
|---|---|---|---|---|
| a. Explore what schools are doing currently to collect best practices and determine what should or should not be required of Division II schools related to NIL. | Legislation Committee; Student-Athlete Advisory Committee; Division II Athletics Directors Association; Division II Conference Commissioners Association; NIL third-party providers (e.g., Opendorse). | Ongoing. | No. | |
| b. Monitor NIL legislative requirements to determine educational opportunities and flexibility regarding institutional involvement. | Legislation Committee. | Ongoing. | No. |
No. 5 – Develop initiatives and practices that strengthen the officiating pool; provide education, training and resources to support current officials and attract new officials.
| Action | Oversight Group(s) | Expected Completion Date | Budget Impact? | Notes |
|---|---|---|---|---|
| a. Provide opportunities for campuses to develop an officiating certificate within sport management or similar majors to help grow officiating as a viable career path. Opportunities include providing grant funding to assist with the costs of developing a program/ curriculum and/or partner with organizations that have existing programs or curriculum that could be used. | Championships Committee; Strategic Planning and Finance Committee; D2CCA; D2ADA. | Ongoing. | Yes. Budget Estimate – TBD. | |
| b. Determine ways to educate student-athletes on the officiating profession – target officials who are former student-athletes to speak with current student-athletes. | Student-Athlete Advisory Committee; D2CCA; D2ADA. | Ongoing. | No. |
No. 6 – Review initiatives to help member institutions enhance their game day environments.
| Action | Oversight Group(s) | Expected Completion Date | Budget Impact? | Notes |
|---|---|---|---|---|
| a. Determine potential incentives and/or requirements for using the Make Game Day Yours platform. | Management Council Identity Subcommittee; Championships Committee; D2ADA. | Ongoing. | No. | |
| b. Consider expanding the current neutrality policy (pregame only at preliminary rounds) to permit hosts to conduct contests (from start to finish) as done in the regular season. | Championships Committee. | July 1, 2026. | No. |
No. 7 – Develop initiatives to enhance the fan experience and exposure related to Division II championships.
| Action | Oversight Group(s) | Expected Completion Date | Budget Impact? | Notes |
|---|---|---|---|---|
| a. Review livestreaming requirements and platforms and make recommendations to ensure consistency among host sites (preliminary-round and finals sites), enhancements (e.g., additional cameras), sports included for web streaming and fan experience on ncaa.com. | Championships Committee. | Aug. 1, 2027. | No. |
Division II remains committed to supporting the physical, mental and personal well-being of student-athletes and athletics staff.
Key Priorities
- Strengthen health and wellness initiatives across
- Division II Support mental health and overall student-athlete well-being
- Collaborate with NCAA health and safety leaders
- Enhance support for athletic trainers and healthcare professionals
- Provide resources for schools and conference offices
No. 1 – Collaborate with the Sport Science Institute and the NCAA Committee on Competitive Safeguards and Medical Aspects of Sports to create an environment/culture that supports and enhances total wellness for all individuals (physical, mental, social and personal well-being).
| Action | Oversight Group(s) | Expected Completion Date | Budget Impact? | Notes |
|---|---|---|---|---|
| a. Consider whether to add mental wellness as a core component of the Division II Life in the Balance Philosophy. | Management Council. | Immediate. | No. | Also incorporate into the revised Division II Philosophy Statement, which will require Convention legislation. |
No. 2 – Develop initiatives to help athletics departments and conference offices provide optimal health and wellness support for student-athletes.
| Action | Oversight Group(s) | Expected Completion Date | Budget Impact? | Notes |
|---|---|---|---|---|
| a. Determine whether to increase mental health resources and programming, including education and training (e.g., seed money to assist schools in starting services, programs and/or meeting requirements with mental health first aid, in-person training, evaluating mental health action plans) that help athletics department personnel manage mental wellness issues in ways that destigmatize mental health and allow student-athletes to access the help they need. | Strategic Planning and Finance Committee; Management Council; Student-Athlete Advisory Committee. | Ongoing. | Yes, if resources are produced (i.e., training). Budget Estimate: Mental Health First Aid – $5,000 to $7,000 per school. $5,000 to $7,000 grant per school if already did mental health first aid. Budget Source: $2 million (one-time allocation for new initiatives). | Collaborate with the Sport Science Institute, Committee on Competitive Safeguards and Medical Aspects of Sports, and the National Athletic Trainers’ Association. |
| b. Determine how to connect coaching, athletic performance, and student-athlete well-being directly to the educational mission; emphasize the competitive advantage of mental wellness as an asset to athletic performance. | Management Council. | Ongoing. | Yes, if resources are produced (i.e., training). Budget Estimate: TBD (may be part of 2-a). | Work with SSI, CSMAS, NATA, D2ADA and D2CCA to develop strategic initiatives and education/training for coaches. |
| c. Collaborate within the Student-Athlete Advisory Committee network to activate the Division II SAAC’s commitments and goals in the areas of student-athlete wellness. | Management Council; Student-Athlete Advisory Committee. | Ongoing. | No. |
No. 3 – Increase support for the athletic training profession in college sports to help with hiring and retention.
| Action | Oversight Group(s) | Expected Completion Date | Budget Impact? | Notes |
|---|---|---|---|---|
| a. Create a representative working group composed of athletic trainers, athletics directors, senior woman administrators and health professionals to recommend strategies that have originated with other groups, including working groups gathered by the Sport Science Institute to determine Division II-specific strategies. | Strategic Planning and Finance Committee; Management Council; Executive Board. | Ongoing. | Yes, to fund meeting logistics and potential recommendations. Budget Estimate: $20,000-$30,000. Budget Sources: $2 million (one-time allocation for new initiatives) and/or fiscal year 2025 surplus. | Collaborate with the D2ADA, SSI, CSMAS and NATA. |
b. Consider grants/scholarships and other incentives (e.g., culture changes) to address the shortage of athletic trainers in college sports. See Operations and Positioning Item 2-b. | Strategic Planning and Finance Committee; Management Council; Executive Board. | Ongoing. | Yes. Budget Estimate: TBD. | Collaborate with the D2ADA, SSI, CSMAS, and NATA. |
Division II governance continues prioritizing broad membership representation, student-athlete involvement and collaborative decision-making.
Key Priorities
- Maintain a representative governance structure
- Support the one school, one vote legislative process
- Increase student-athlete involvement in decision-making
- Create leadership and service opportunities across the division
- Support collaboration among Division II stakeholders
No. 1 – Maintain a governance and committee structure that provides opportunities for service and leadership, is representative of the membership and represents all Division II constituents through the one school/one vote legislative process at the NCAA Convention.
| Action | Oversight Group(s) | Expected Completion Date | Budget Impact? | Notes |
|---|---|---|---|---|
| a. Ensure participation in the governance and committee structure from all levels (presidents/chancellors, athletics directors, commissioners, compliance administrators, senior woman administrators, faculty athletics representatives, coaches, student-athletes, staff). | Nominating Committee; Management Council; Executive Board. | Ongoing. | No. | Collaborate with the Division II Conference Commissioners Association to enhance the nomination process. |
| b. Review/evaluate the Division II legislative process to ensure efficiency and membership participation, including how legislation/policy changes align with Division II values. | Legislation Committee; Management Council. | Ongoing. | No. | |
| c. Review/evaluate Convention programming and timing to ensure optimal participation and engagement. | Convention Planning Project Team; Management Council. | Ongoing. | No. | This review should also attempt to determine the length of the Convention. |
| d. Determine new effective communication strategies that ensure transparency in decision-making and strengthen trust. | Management Council; Executive Board. | Ongoing. | No. |
No. 2 – Ensure a strong student-athlete presence in decision-making at the campus, conference and national levels.
| Action | Oversight Group(s) | Expected Completion Date | Budget Impact? | Notes |
|---|---|---|---|---|
| a. Review current resources and determine whether changes or enhancements are needed (including exploring potential legislative or policy changes) that would enhance Student-Athlete Advisory Committee structures and procedures at the campus and conference levels. | Student-Athlete Advisory Committee; Management Council. | Ongoing. | No. | Division I has adopted several legislative requirements regarding student-athlete engagement in the governance process, and recent survey feedback within Division II indicates some support for a similar approach. |
| b. Study whether to implement a system similar to the Connection Program that would include campus and conference SAAC advisors. | Student-Athlete Advisory Committee; Management Council. | Ongoing. | No. | |
| c. Review/evaluate the SAAC super region conventions to consider whether enhancements and/or changes are necessary. | Student-Athlete Advisory Committee. | Ongoing. | No. |
Division II continues evaluating opportunities to strengthen its brand, support member schools and position the division for long-term success.
Key Priorities
- Strengthen and promote the Division II brand
- Support conference and campus operational needs
- Maintain membership sustainability and shared values
- Expand revenue and partnership opportunities
- Enhance resources for Division II administrators and communicators
No. 1 – Evaluate the strength of the Division II brand.
| Action | Oversight Group(s) | Expected Completion Date | Budget Impact? | Notes |
|---|---|---|---|---|
| a. Authorize the Management Council Identity Subcommittee to create a membership working group or retain third-party advisors to conduct an evaluation to include (but not limited to) assessing the strength, relevance and long-term impact of the Division II Make It Yours campaign and the Division II brand overall. | Management Council Identity Subcommittee; Student-Athlete Advisory Committee; Strategic Planning and Finance Committee; Management Council; Executive Board. Collaborate with the Division II Conference Commissioners Association and Division II Athletics Directors Association to enhance the review process. | Aug. 1, 2028. | Yes. Budget Estimate: $100,000 to $150,000. Budget Source: New $1.5 million allocation to initiatives and/or evaluation of current grants: | This proposed action results from discussions during the Think Tank regarding the desire to explore changing divisional titles (or at least Division II’s title) to better represent the division’s values and attributes. However, that notion did not receive much support from the subsequent membership survey. |
No. 2 – Maintain/enhance or create programming/initiatives that help designated individuals in athletics (e.g., faculty athletics representatives, senior woman administrators and sports information directors) promote the Division II brand on their campuses and beyond.
| Action | Oversight Group(s) | Expected Completion Date | Budget Impact? | Notes |
|---|---|---|---|---|
| a. Determine whether to add education regarding the Division II brand to existing programming such as the FAR Institutes, Women Leaders program, Compliance Administrators Institutes, New Athletics Directors Orientation, and Professional Development for Athletics Communicators. | Management Council Identity Subcommittee. | Aug. 1, 2027. | Yes, if programs/initiatives are added. Budget Estimate: Minimal. Budget Source: Division II University and/or staff expense. | |
| b. Explore the Division II grants/scholarships offerings to ensure they are achieving their desired outcomes and consider expansion as necessary to include groups/titles that could benefit from such access (e.g., athletic trainers, sports communicators). | Management Council Identity Subcommittee; Strategic Planning and Finance Committee. | Ongoing. | Yes, if grants are added. Budget Estimate: TBD. Budget Sources: $2 million (one-time allocation for new initiatives) and/or fiscal year 2026, fiscal 2027, fiscal 2028 surplus and/or Division II identity initiatives, communications and marketing budget. | This attempts to maintain and perhaps expand the success of the current matching grants and to retain the division’s goal of providing varied input/voices within athletics departments and within the division’s governance structure. |
No. 3 – Ensure that Division II maintains a membership that has both strength in numbers and is composed of schools that share the division’s principles and values.
| Action | Oversight Group(s) | Expected Completion Date | Budget Impact? | Notes |
|---|---|---|---|---|
| a. Review existing membership standards (school and conference) to determine how or whether to attract new members. | Membership Committee; Management Council; Strategic Planning and Finance Committee. | Ongoing. | No. | |
| b. Create a working group/task force composed primarily of presidents and athletics direct reports to evaluate/forecast trends in higher education that impact existing and potential Division II members. | Strategic Planning and Finance Committee; Management Council; Executive Board. | Ongoing. | Yes, to fund meeting logistics. Budget Estimate: $20,000-$30,000. Budget Sources: $2 million (one-time allocation for new initiatives) and/orfiscal year 2025 or fiscal 2026 surplus and/or committee budget. | This attempts to take advantage of presidential expertise and other leaders within higher education to discern current trends and project others to position the Division II governance structure to protect the division’s best interests in an ever-changing landscape. |
No. 4 – Help schools and conferences enhance their operations.
| Action | Oversight Group(s) | Expected Completion Date | Budget Impact? | Notes |
|---|---|---|---|---|
| a. Consider whether programs and initiatives that have been successful in Division II championships can be incorporated at the campus and conference levels. | Management Council Identity Subcommittee; Student-Athlete Advisory Committee. | Ongoing. | No. | |
| b. Determine how technology, including artificial intelligence, can assist campuses and conferences with their athletics operations. | Management Council; Membership Committee. Collaborate with D2CCA and D2ADA to enhance the review process. | Ongoing. | No. |
No. 5 – Seek new revenue streams and opportunities to increase ticket sales, corporate sponsorships and media partnerships.
| Action | Oversight Group(s) | Expected Completion Date | Budget Impact? | Notes |
|---|---|---|---|---|
| a. Use the NCAA Fan Database to promote Division II championships and the Division II brand. | National office staff. | Ongoing. | No. | |
| b. Work with the NCAA national office staff to develop sponsorship opportunities (based on what contractual obligations permit) at the local level for Division II championships. | National office staff. | Ongoing. | No. |
2025 Division II Survey Results
Division II has conducted several versions of a membership-wide survey as a way of obtaining input on the programs and services being provided, and on what initiatives should steer the division’s future direction. The 2013 and 2018 surveys not only helped inform the division’s strategic plans, but they also reiterated core values within the membership and, accordingly, helped shape policy and legislation to support those values in key operational areas.
To ensure the operating plan reflects current needs, Division II conducted a comprehensive membership survey in 2025. The survey was sent to all current member institutions and those in the membership process (excluding schools reclassifying to other divisions). It garnered 2,234 responses — including a 76% response rate from athletics directors — and included targeted questions for athletic director and athletic trainers. The feedback played a key role in shaping the priorities for the 2026–2032 operating plan.
The survey was the final phase of information gathering to receive membership input as the division finalized the 2026-32 operating plan.