NFHS/NIAAA Conference Preview
October/November 2010
Vol. XXII, No. 6
$7.00
In the Backfield Fighting for funding
› Student-Athlete Discipline
› Mentoring Coach-Leaders › Legal Issues in Hiring
› Facility Solutions
Circle No. 100
Contents Oct/Nov 2010
Vol. XXII, No. 6
WARMUP
5 High School News
Mo. implements dead period
8 Recruiting
Delaying verbal offers
10 Fundraising Work to play
12 Progressive Programs
47
19
Investing in athletics
16 Reaching Out
When a school closes
30
39
COVER STORY
In the Backfield
As school districts cut their budgets to the bone, can scholastic sports survive? In this article, we talk to school leaders who are coming up with new solutions to funding high school sports.
STUDENT-ATHLETE WELFARE
Drawing a Clear Line
When a student-athlete breaks a code of conduct, your discipline policy must very clearly state what next steps to follow. It must also take into account the public response.
47
LEADERSHIP
Along with knowing their X’s and O’s, coaches today have to be effective leaders. While some easily rise to the challenge, others will need mentoring.
53
PROGRAM GROWTH
Being in a recession doesn’t mean you can’t grow your athletic program. The key is to find low-cost opportunities and make the most of them.
61
FACILITIES OF INNOVATION
In deciding to build a new facility for its women’s soccer team, Kennesaw State University didn’t just break ground. It broke new ground.
69
PRODUCT NEWS
Center of Attention
Q&A
19 Paul Plinske University of WisconsinWhitewater
GAMEPLANS
23 Coaching Women By Dawn Redd 27 Legal Issues in Hiring
By Donald Mark, Jr.
Expansion Plan
One of A Kind
Facility Solutions
Read about new installations at a variety of athletic venues, and also check out products for baseball and softball facilities.
61 84 Advertisers Directory
On the cover Football players from two rival New York high schools, Corning East and Corning West, became united as one team this fall, allowing the school district to survive drastic budget cuts. Story begins on page 30.
COVER PHOTO: DAVE BURBANK PHOTOGRAPHY
85 NFHS/NIAAA Conference Preview 88 Next Stop: Web Site AthleticManagement.com | OCT/NOV 2010 1
Editorial Board VOL. XXII, NO. 6
Elizabeth “Betsy” A. Alden, PhD, President, Alden & Associates, Inc.
OCTOBER/NOVEMBER 2010
PUBLISHER Mark Goldberg
Dixie Bennett, MEd, CRSS, Director of Recreational Sports, Loyola University Steve Blake, Regional Manager of Capital Giving, Bucknell University
EDITOR IN CHIEF Eleanor Frankel
Craig Bogar, EdD, Dean of Student Services/Instructor, United States Sports Academy
ASSOCIATE EDITORS Dennis Read, Abigail Funk
Dan Cardone, Athletic Director, North Hills High School, Pa. James Conn, PhD, Professor, Dept. of Health & Human Performance, Central Missouri State University Robert Corran, PhD, Director of Athletics, University of Vermont James Cox, President, Athletic Event Services
ASSISTANT EDITORS RJ Anderson, Kenny Berkowitz, Patrick Bohn, Mike Phelps ART DIRECTOR Pamela Crawford
Joan Cronan, Women’s Athletic Director, University of Tennessee Roger Crosley, Coordinator of Athletic Operations, Emerson College
CIRCULATION DIRECTOR David Dubin
Bernie DePalma, Head Athletic Trainer/Physical Therapist, Cornell University
CIRCULATION MANAGER Sandra Earle
Tom Douple, Commissioner, Mid-Continent Conference
PRODUCTION DIRECTOR Maria Bise
Douglas Duval, CAA, Athletic Director, Mundelein High School, Ill.
GRAPHIC ARTIST Trish Landsparger
Jay Gardiner, Director of Athletics, Oglethorpe University
PREPRESS MANAGER Neal Betts
Dale Gibson, EdD, Chair, Dept. of Education and Sport Management, Tusculum College
PRODUCTION ASSISTANT Natalie Couch
Mike Glazier, Partner, Bond, Schoeneck & King Steve Green, Senior Associate Director of Athletics, Northwestern University Kevin Hatcher, Athletic Director, Cal State San Bernardino Phillip Hossler, ATC, Athletic Trainer, East Brunswick High School, N.J. E. Newton Jackson, Jr., PhD, Chair, Dept. of HPER, Florida A&M University Dick Kemper, CMAA, Athletic Director, St. Christopher’s School, Va. Bob Knickerbocker, Athletic Equipment Coordinator, Michigan State University John Knorr, EdD, Professor of Kinesiology, former Director of Athletics, St. Edward’s University
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Circle No. 101
Circle No. 102
WarmUp High School News
TAKE NINE In the ongoing debate over whether high school athletes should be given a forced break during the summer, Missouri is the latest state to take a stand. Earlier this year, the Missouri State High School Activities Association (MSHSAA) passed a bylaw mandating a nine-day “dead period” for all schools and set a limit of 25 contact days between athletes and coaches that went into effect this past summer. MSHSAA Executive Director Kerwin Urhahn says the dead period allows coaches and players to have the peace of mind to know they can take time off and not worry about falling behind. “We always stipulate that summer time is voluntary,” he says. “But as a former coach, I understand that it can be difficult for
an athlete to say ‘I won’t be showing up this week.’” Tony Severino, Head Football Coach at Rockhurst High School, believes the MSHSAA’s decision was the correct one. “As far as I’m concerned, it’s the greatest thing they ever did,” he says. “At first, I thought, ‘Man, we’re giving these kids more time off?’ But now I really hope they keep it in place. “You start building a football team in January, and that continues through the winter, spring, and summer,” Severino continues. “Kids can bounce back from that physically, but everyone needs to get away from the mental grind.” During the dead period, athletes and coaches are not allowed to use school facilities, including the weight
In Missouri, high school athletes were given a mandatory nineday break from their sport teams this summer. An Ozark (Mo.) High School volleyball player competes, above.
WHEN STUDENTS ENROLL AT THE UNIVERSITY OF CENTRAL FLORIDA, a school that was established in 1963 and didn’t join the Football Bowl Subdivision until 1996, many of them are fans of the Florida Gators, Florida State Seminoles, or another university with a strong athletic tradition. That’s why the UCF athletic department works on turning students into fans of the Knights during their very first days on campus.
UCF Head Football Coach George O’Leary talks to new students this past summer.
“Ever since I began working here in 2007, we’ve been getting our coaches more involved in freshman orientation,” says Jimmy Skiles, Assistant Director of Marketing and Promotions. “We start by showing a really pumped-up highlight video. If one of our Olympic sport coaches is there, we’ll show an all-sports video, but if it’s our football or basketball coach, the video is specific to their sport.”
Marketing
Circle No. 102
After the video, Skiles or another member of the marketing staff introduces the head coach. “The coach talks about their team, and then has their own twist to welcome students,” Skiles says. “For example, our Head Football Coach, George O’Leary, speaks about how students create traditions—that these freshmen have an opportunity to create traditions that could last forever.” Next, a member of the marketing staff explains the athletic department in general and what it means to become a Knight. The staff also interacts with the students and parents during the lunch break at orientation, passing out posters and car magnets, and answering any questions one-on-one. “These students are the future season ticket holders and the future boosters,” Skiles says. “Having coaches speak to students in person is more memorable than a PowerPoint presentation.”
BIG WELCOME AthleticManagement.com | OCT/NOV 2010 5
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WarmUp Recruiting
Delaying the commit administrators would answer no to the question, and that sentiment has been backed by an NCAA Division I rules proposal that could take effect in less than a year. The rules change comes from the Division I Recruiting and Athletics Personnel Issues Cabinet and would prohibit schools from making a verbal scholarship offer before July 1 of an athlete’s senior year of high school. Colleges would also be required to have five semesters of a high school recruit’s transcript on file before making an offer.
might make it difficult for prospective student-athletes and their parents to gauge a school’s level of interest. “What are you supposed to do if a kid says he wants to come?” West Virginia University Head Men’s Basketball Coach Bob Huggins told ESPN. com. “I don’t know what we’re supposed to say. There’s 360-some schools. How many of those 360-some made offers to eighth graders? A couple? Nobody should be recruiting eighth graders. That shouldn’t happen. It concerns me that we continue to make legislation for a couple people.”
There are currently no NCAA rules specifically governing unofficial verbal offers, although the National Association of Basketball Coaches requested in 2008 that its members not make or accept any scholarship commitments until the summer after an athlete’s junior year of high school. This followed several highly publicized reports of players in junior high school making verbal commitments.
Another area of concern is the difficulty in enforcing such a rule, which Long acknowledges can only occur if all parties have the same goal in mind. “People who don’t plan to follow the rules don’t follow the rules whether we can monitor them or not,” Long told The NCAA News. “There has to be an agreement among coaches and administrators that the spirit of what we’re doing is as important as the rule itself, and the spirit is clearly that we do not want this behavior to go on.”
Petrina Long, Senior Associate Athletic Director at UCLA and Chair of the Cabinet, said that tying scholarship offers to established academic performance was a crucial part of the legislation. “We felt that the fifth term is a point at which someone can evaluate whether a young person is on track to meet [a particular institution’s] academic entrance criteria,” she told The NCAA News.
While reports of eighth-grade basketball players receiving verbal scholarship commitments have received the most attention, early offers are common in most college sports. In fact, the genesis of the proposal came from the Intercollegiate Women’s Lacrosse Coaches Association, which campaigned in 2008 for similar rules as part of a package of proposals for its sport.
Reactions to the proposal from coaches have been mixed. Some welcome the additional time to make both athletic and academic evaluations, while others worry it
Another proposed rule in recruiting would allow coaches more opportunities to talk with prospective student-athletes or their parents. Under the proposal,
8 OCT/NOV 2010 | AthleticManagement.com
A new NCAA Division I rules proposal would prohibit coaches from offering scholarships to athletes before their senior year in high school. Above, top boys’ basketball recruits go head-to-head in the 2010 Kentucky vs. Indiana High School All-Star game. coaches would be allowed to call recruits once per month beginning June 15 after their sophomore year of high school. Beginning Aug. 1 after an athlete’s junior year, coaches would be allowed to call twice a week. Currently, coaches in most sports are limited to one call a week beginning on July 1 after a high school athlete’s junior year. The new rule, which is similar to one already being used in men’s basketball, would apply to all sports except football. Both proposals will work their way through the NCAA legislative process this school year and could be rejected or modified significantly at several points along the way. The measures will likely face their first votes at meetings in January and could be in effect as soon as next summer.
›
The Cabinet is also looking at streamlining recruiting rules to cut down on the number of annual changes. Earlier this year, it asked member institutions for their thoughts on restrictive, moderate, and open rules in four specific areas—evaluations (both academic and athletic), communication, campus visits, and financial aid offers. Along with gathering feedback from Division I schools on each of the models, the Cabinet is interested in hearing from high school coaches and administrators. “Their feedback is very important and we’d love to know whether they think we’re on the right track,” Long says. “They can share their thoughts with us either directly through the NCAA or through their various coaches associations.”
For a closer look at the recruiting regulation models developed by the NCAA Division I Recruiting and Athletics Personnel Issues Cabinet, go to:
www.AthleticManagement.com/NCAARecruitingModels.pdf.
MICHAEL CONROY/AP PHOTO
Should college coaches offer scholarships to athletes before they are seniors in high school? Most athletic
Circle No. 105
WarmUp
Like many athletic departments across the country, Medina (Ohio) High School has instituted pay-to-play fees to make up for budget cuts. Unlike other schools, however, there are no waivers for low-income families and no cap to the amount a family pays. In response, a community member and the Medina athletic department came up with a work-to-play
Fundraising
Work to Play
program to help offset the $660 fee. Athletes fill out a form indicating the kind of work they’d be available to perform—categories range from car washing to babysitting—and Athletic Director Jeff Harrison matches those requests to job offers e-mailed to him by people in the community. “The program is great for athletes because it’s more flexible than a part-time job,� says Harrison. “They can’t get a job at McDonald’s because they have practice in the afternoon when they’d need to work.� To publicize the program, the school began including informa-
At Medina (Ohio) High School, student-athletes can cover their participation fees by working odd jobs for local community members.
tion in newsletters put out by the chamber of commerce and ran ads in three local newspapers. Eventually, all three papers ran stories on the program, as did a local TV station. Most of the publicity, however, comes from word of mouth. There are 60 athletes currently using the program, and 44 have been assigned jobs. Getting one job paying $7-10 per hour may not seem likely to put a dent in the $660 price tag, but Harrison says the generosity of the public makes it economically viable for the athletes. “One individual gave a student $300 for three hours of work,� he says. “That’s not typical, but the community knows what the costs for the kids are.� What’s more common than a large, one-time payment is the athlete developing a relationship with the employer and returning for regular work. “Once I establish a line of communication, these employers ask for the kids again,� Harrison says. “One woman, when I set her up with an athlete, said, ‘We’ll give him enough work to cover his entire pay-to-play.’� There are also benefits beyond simply raising money. “The student-athletes are performing a service and they’re excited there’s an opportunity for them,� Harrison says. “And it’s good to see some of the older people in the community interacting with the youth.�
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Circle No. 106
WarmUp The sour economy has provided little good financial news when it comes to high school athletics, but there is some out there. While most districts are tightening the athletic budget belt, Denver Public Schools are doing the opposite, adding more than $8 million to their athletics and activities budgets over the next three years. The reason? To increase academic performance and graduation rates by getting students involved in their schools. “Our students who are engaged in school through sports and other activities tend to have higher grade point averages, better attendance rates, and fewer discipline issues,” says Antwan Wilson, Assistant Superintendent of Denver Public Schools (DPS). “So we’re going to provide greater opportunities for students to be involved in athletics to support a growth in our graduation rate.” DPS has set a goal of getting 90 percent of eligible freshmen involved in at least one extra- or co-curricular activity.
Progressive Programs
Denver invests Although the program is not limited to athletics, sports teams are the focus. “This is about increasing involvement in as many opportunities as possible, and a strong football program may include 150 or 180 students—you’re not likely to have that many debaters,” Wilson says. “Athletics also receives more attention. Young people like to be watched and supported by their family and friends.” The lion’s share of the money will be used to hire full-time athletic directors at the 11 Denver high schools that offer athletics. Previously, the Denver Public Schools are turning to athletics to help boost graduation rates, pouring over $8 million dollars into their extracurricular budget. At right, Denver East High School celebrates its girls’ basketball state championship last winter.
Adding Sports
SAND MAKES 16
Needing to start two new sports to reach the minimum OF 16 required for NCAA Division I membership, Tulane University recently announced it would begin a sand volleyball program. It becomes just the second school (after USC) to sponsor the sport since it was approved by NCAA Divisions I and II as an emerging sport for women. “Sand volleyball fit our criteria well,” says Rick Dickson, Director of Athletics at Tulane, which has remained in Division I thanks to a waiver of sports-sponsorship regulations following Hurricane Katrina in 2005. “One, we wanted to offer more women’s opportunities. Two, we have a really deep history with our indoor volleyball program. Three, the sand game matches our climate, and it’s a popular sport in this community.
Tulane University volleyball players will be moving outdoors in the spring of 2012 with the start of the Green Wave sand team.
12 OCT/NOV 2010 | AthleticManagement.com
Tulane currently has one sand court on campus and plans to build two more by the spring of 2012. There’s also a volleyball complex in the community that Dickson estimates has 40 to 50 sand courts. The volleyball staff has already incorporated a lot of outdoor sand training into the indoor team’s workout schedule, because they believe it makes for better all-around players. The Green Wave has also landed a transfer player in part because she knew the university intended to start a sand team. Dickson believes the volleyball program will have around 15 athletes between the two squads in its first year, but eventually grow to 20 to 25. “What you don’t want to do is take the same 12 women and move them out to the sand,” he says. “The idea is to create more opportunities, and I think it certainly will.”
Cliff grassmick/ap photo (TOP)
“Also, our head indoor coach, who’s now the Director of Volleyball, and our top indoor assistant, who will be the
head of the sand program, both have a lot of experience with the outdoor game,” he continues.
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Circle No. 107
WarmUp Denver schools had a full-time district athletic director with one administrator per school handling athletics as a small part of their jobs. The new athletic directors will also be responsible for mentoring coaches. “A lot of
we have for good conduct and sportsmanship, and that they’re staying on top of their players’ grades,” he continues. “We also want our coaches to reach out to parents, so they understand their children are safe, that we have established goals for them on and off the field, and we are going to support them in reaching those goals as best we can.”
New scholarships will be made available to help low-income students pay the district’s participation fee, which runs about $60 per sport. And schools will receive additional money to add sports not currently offered at every school, such as swimming, lacrosse, and field hockey. In addition, money will be provided for increasing the number of subvarsity teams, which will allow more students to be involved at a younger age.
Coaches will also be expected to find new students to join their programs. “I want to see us go beyond posting general messages announcing try out dates and start following up with students personally,” Wilson says. “We’d also like to see coaches make a call or send a note home saying, ‘We’d love to see your child at basketball practice.’”
Academic accountability is another component of the program. By state association rules, athletes in Colorado receiving one F are eligible to play, but Denver athletes receiving a D or F will now be required to attend daily tutoring sessions until they raise those marks and may be suspended from play if their grades don’t improve.
“I think we would have heard negative comments had this just been about athletics, but the program is much more than that.” our focus the first year will be supporting and evaluating coaches to ensure they are doing all the things beyond Xs and Os that lead to student success,” Wilson says. “We want to make sure coaches communicate to the student-athletes the expectations
To further assist students preparing for college, the
increased funding will establish a College Prep Academy at each high school to help students improve study skills, write papers, and form study groups. Beginning with their freshman year, athletes (and their parents) will also be advised about the importance of qualifying academically if they hope to play sports in college. To fund these efforts, the school district has earmarked nearly $5 million over the next three years with the remaining dollars coming from private and corporate donations. Despite the down economy, Wilson says he’s heard no complaints about the money being set aside for this program. “I think we would have heard a lot more negative comments had this just been about athletics, but the program is much more than that,” Wilson says. “The purpose is to get students involved and engaged and graduate at higher levels.”
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Reaching Out
Good Neighbor When Dana College announced on June 30 that it was closing its doors after 126 years, approximately 600 students and dozens of professors and coaches were suddenly left staring at an uncertain future. But not for long. Within days, Midland Lutheran College, 23 miles down the road from Dana and a fellow member of the NAIA’s Great Plains Conference and the Evangelical Lutheran Church of America, told Dana students they would be able to transfer and have any
scholarships and financial aid packages honored in full. Additionally, all employees, including head coaches, were offered 90-day contracts retroactive to July 1. “Dana’s closing stunned everybody,” says Midland Athletic Director and Head Softball Coach Keith Kramme. “But [Midland President] Ben Sasse and his team put their heads together that night and said, ‘What can we do to reach out to our sister institution and make a bad situation better?’” While the offerings were made to all Dana students, its affect on the Midland athletic department was most dramatic. Kramme estimates that the number of Midland
As energy drinks continue to grow in popularity, more and more young people have made them a part of their daily consumption. New research,
however, shows that when they are consumed with alcohol, they can have very negative ramifications for student-athletes. In a study recently published in the Journal of Applied Sport Psychology, researchers looked at the practice of combining energy drinks and alcohol (defined as using an energy drink within four hours of consuming alcohol) among 401 student-athletes at a large NCAA Division I university. Of the 401 athletes, 150 combined alcohol with Combining energy drinks energy drinks. Those 150 with alcohol, which is a athletes drank more than growing trend among double the amount of student-athletes, leads to alcohol compared to the more risk-taking, a new athletes who never comstudy has found. bined the two. But when compared to themselves, the same group drank less alcohol when combining the two substances than they did when they simply drank alcohol. That practice can lead to serious consequences. “[Combined users] reported more drinking and
16 OCT/NOV 2010 | AthleticManagement.com
Lutheran student-athletes rose from a little over 300 to nearly 500. In addition, there were four sports Dana offered that Midland Lutheran did not. Thus, one of Kramme’s first steps was to add competitive cheer, bowling, wrestling, and women’s lacrosse to its lineup of sports. Kramme requested to have the bowling and cheer teams classified as emerging sports, while women’s lacrosse will participate as a club team and wrestling will be offered at the varsity level. The NAIA granted Midland Lutheran an exception to the May 1 deadline for declaring wrestling as a sport for the upcoming year, allowing the squad to compete immediately.
Ex-Dana coaches of the four new sports became head coaches at Midland Lutheran while the remaining took on assistant coaching roles. Bringing aboard Dana’s coaches added some stability to the lives of the transferring students and provided the Midland coaches with an additional resource. “My assumption is that all the Dana coaches want to be head coaches again,” Kramme says. “There may be a situation were they may stay on as an assistant, but that will depend on their individual situation.” Most of the costs of adding Dana’s teams and coaches comes from $9 million Mid-
driving, getting in more fights, and taking more risks,” explains study author Dr. Conrad Woolsey, Assistant Professor at Oklahoma State University. “If you artificially get your adrenaline pumping, you’re going to make dumb choices. You’ll be a pumped-up drunk.” The caffeine in energy drinks can also lead to a stronger desire for alcohol. “All of the caffeine studies show an increased craving for alcohol with increased consumption of caffeine,” Woolsey says. “I have students who have two or three energy drinks every day. When those wear off at night, they have this low that causes a bigger craving to drink alcohol.” What can be done to educate athletes about the dangers of combining drinks? “Athletes are concerned about their performance, so you need to break down what Student-Athlete Welfare happens to their bodies and how that relates to their sport,” says Woolsey, who was a discus thrower and shot putter for the University of Missouri from 2002-2005 and a U.S. Olympic Trials qualifier in 2004. “You also need to determine why they’re using energy drinks with alcohol in the first place, because all the reasons are different.”
negative energy
WarmUp land had already slated for campus-wide staffing and program expansions. One of Kramme’s biggest concerns was finding facilities for the new teams, particularly the wrestling program. Fortunately, the construction of a new arena for the volleyball and basketball teams four years ago left a former wrestling room in the school’s old arena empty. The women’s lacrosse team will share space with other spring sports and Kramme is in discussion with the local YMCA to allow a few teams to practice there. The bowling team will use lanes in town.
Midland Lutheran College welcomed the competition onto its teams this fall when it opened its doors to student-athletes at Dana College, which abruptly closed on June 30. Midland Lutheran’s Khalid Waters carries the ball, above.
Kramme is also aware that the roster spots on existing Midland teams will be harder to earn with the sudden influx of new competition. “We did wonder, ‘How’s this going to mesh?’” Kramme says. “But it’s our job as coaches to navigate through the change.”
As it turns out, the athletes have largely taken on the job themselves. “Our men’s basketball team had an open gym and extended an invitation to Dana athletes,” Kramme says. “As soon as the Dana players walked in, our players went up to them, shook their hands, and started playing basketball. [Midland Lutheran Head] Coach [Rich] McGill said it was the most amazing thing he’d ever seen. You couldn’t script it any better. “Yes, we have kids coming in from Dana and returning kids from Midland, but on Aug. 25, we all became one program,” he continues. “It’s about putting the best team we can on the floor, and a little competition never hurt anybody. If we can give a kid an opportunity to get a quality education and continue to compete in sports, everybody wins.”
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Q & A
Paul Plinske UNIVERSITY OF WISCONSIN-WHITEWATER
AM: What are the secrets to your teams’ success at Whitewater?
When Paul Plinske became Athletic Director at the University of WisconsinWhitewater in 2004, the school already had a history of success. Over the previous five years, the Warhawks had won one NCAA Division III national championship, with two runner-up finishes, and five individual national titles. Since then, UW-Whitewater has soared even higher, winning two national championships in football (2007, 2009) and one in baseball (2005) and volleyball (2005). This past year, the Warhawks won the Wisconsin Intercollegiate Athletic Conference’s AllSports Award and finished 15th in the Division III NACDA Learfield Sports Directors’ Cup standings, its third straight season in the top 15. The program’s success extends off the field as well. The student-athlete grade point average of 3.01 last year exceeded the student body average. The school also recently completed an $8 million renovation of its outdoor facilities. And the department has expanded opportunities for both female athletes and athletic administrators. In this interview, Plinske, who has a doctorate in sports administration, talks about mentoring programs for staff members, taking a collaborative approach to fundraising, and being compared to the New York Yankees.
The Warhawk baseball team went 42-7 last spring, winning a conference title and advancing to the NCAA Division III tournament for the third consecutive year.
Plinske: The Wisconsin Intercollegiate Athletic Conference (WIAC) is one of the top conferences in the country, and through competing in it we’ve learned how to aspire toward championships. Our administration and our alumni have bought into the philosophy that winning is important, so they’ve provided us with the institutional support we need, including resources for staffing, operational budgets, and facilities. As a result of our alumni and institutional support, our coaches are able to go out and recruit high-caliber student-athletes. And one dynamic that helps us in Wisconsin is that there are not a lot of Division II opportunities in the state. So, in recruiting, we’re generally competing only against Division I or fellow Division III institutions.
What’s been your role as Athletic Director? I view my role as an advocate and supporter. My job is to be involved in helping coaches assist student-athletes achieve their goals and
objectives, but not to be invasive. Involved means you care and that you’re passionate about the experience of the student-athletes. Invasive is when you get too personal or overstep your bounds. That’s a tricky balance. A case in point is student-athlete difficulties. I used to get involved when athletes or parents complained about playing time or the like. Now, I’ve totally removed myself, unless it’s an issue involving the safety or welfare of a student-athlete. I let those directly involved work it out, because they’re the ones who have to operate together day to day.
How do you get the institutional support you need in light of tightening budgets? When I take requests to our chancellor, I express where each one falls on my priority list, how it fits within our short-term and long-term goals, and how it’s going to benefit the campus. There has to be a selling point and a plan to address long-term funding. A lot of times, I’ll ask for short-term funding, and then handle long-term through other means, such as our donors or the student government.
Do you have an example of working on that long-term process with donors or students? In 2004, we developed an outdoor facilities master plan, which allowed us to renovate our baseball, softball, track, soccer, and football facilities. We brought all constituents, including recreation and intramurals, together to identify their needs. Once we had a plan developed, we presented it to our student government, the state, and some influential donors. We showed them how we could increase our enrollment and improve our athletic success if we improved these facilities. Each of those groups stepped up to the plate. Our students gave us $4.4 million, the state gave us half a million, and donors gave us close to $2 million. With that master plan, they saw there was a vision and a purpose, and we weren’t flying by the seat of our pants.
How have you managed to raise so much money at a Division III school? We spend a lot of time communicating with donors so they can see what our needs are. But we also AthleticManagement.com | OCT/NOV 2010 19
work hard to make sure our development office is on board and their staff is able to communicate the vision we have for athletics. It’s truly a collaborative approach. We all know who’s being asked for financial support and who is capable of giving.
How do you avoid competition between the two groups? There is always going to be some competitiveness, but we do the dialogue up-front, before we go to the donors. It does take a lot of effort—sharing the lists, sharing the capacity of each donor, and identifying needs. But it is worth it in the long run. Sometimes we end up doing a collaborative request. Maybe we’ll ask the donor for an academic scholarship and money to help with an athletic facility. It comes down to thinking about partnerships that will appeal to the donor.
Part of your doctoral studies involved examining organizational structures. What are common pitfalls in this area that athletic departments fall into? The goal of an organizational structure is to empower people to fulfill their tasks and to
manage the area they’re responsible for. The reporting structures allow people to communicate properly and get things done. One area of concern is people who cause disruptions because they don’t want to comply with the chain of command. Another is people who can’t fulfill their tasks because of personality conflicts or lack of managerial skills, which causes the organizational structure to break down. When managers are lacking some skills, as administrators we have to guide them through that learning process. We have to be teachers of managers.
How do you best teach managers these skills? We rely a lot on mentors. I recently hired a 24-year-old to be head women’s track and field coach. A couple of people told me they thought he was a little young, and I said, “Yes, but he’s got a great mentor in the men’s coach to help him out.” That gives him someone to bounce things off of. In addition, the assistant athletic director of student services is going to assist him, and our business manager is going to help him through the administrative tasks.
Shortly after I came to Whitewater, we had several long-time coaches retire and we replaced them with coaches in their 20s and 30s, which was a major shift. But it’s worked well because we’ve used the retired staff members to help mentor the new staff members.
Are these mentoring programs formal or informal? They’re informal because I don’t want to set up a structure that causes people to feel obligated to ask for help. We simply want the coach to know there is somebody who can offer a helping hand when needed.
How do you mentor the mentors? As we establish a mentor-protégé relationship, we first identify the issues and concerns the new coach may need help with and then we brainstorm ways the mentor can help. We also emphasize that the veteran coaches are role models for the younger ones. In my first year here, two of our veteran coaches argued with each other throughout a staff meeting. After the meeting, I told them, “The two of you have known each other as long as I’ve been alive. And the two of you have got to get along because you’re per-
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Q & A ceived as mentors and leaders and examples to the younger coaches. They’re going to follow your lead and act the way you do.” The two of them looked at me and said, “Thank you. We haven’t been rebuked like that for 30 years. But we needed it because we know you can’t have a successful program with that kind of dissension.”
What have you done to improve Title IX compliance? When I came to Whitewater, we had very strong men’s programs, but there had been two Title IX complaints and the chancellor wanted to solve this problem. At the time, our enrollment was about 52 percent female and the athletic opportunities were 44 percent female.
second. We flat-out say we want them all to have above a 3.0 grade point average. And we back that up with a reward structure. If a team gets above a 3.1 grade point average, we provide extra funds in their budget. If a team has above a 70 percent graduation rate, they get money. On the other hand, if student-athletes get a 2.5 GPA or lower, we require that they go to tutorials. We also constantly remind everyone that there are tutorial services, academic advising, and study tables they need to attend.
Does the success of your program and the WIAC in general make you a target at times? People view us as having humongous facilities, very large coaching staffs, a great
amount of administrative support, and highcaliber student-athletes. Some people even compare us to the Yankees or say the WIAC should be in Division II. We know that the system we’re in puts us in a good position, and we know that makes some people dislike us. We just have to be understanding of the issues and the struggles that the private schools are dealing with and try to be a collaborative partner with them in Division III. Every institution defines competing for championships differently. Some define it as competing for conference championships, some define it as qualifying for NCAAs, and other schools like those in our league define it as winning a national championship.
To start, the coaches of male teams agreed to reduce their roster numbers, and the female programs agreed to add junior varsity competition. We submitted a proposal to the chancellor and he decided to also provide some financial assistance to help with staffing and additional travel costs. We are now in our third year of compliance with proportionality. Our enrollment is almost evenly split male and female, and females have 47 percent of athletic opportunities, so we’ve closed that gap by about five percentage points.
You’ve secured more than $200,000 in grants for increasing opportunities for women in sports administration. How did you bring in these dollars? We’ve taken full advantage of the NCAA Division III Ethnic Minority and Women’s Internship Grant Program. The program is essentially a $20,000 internship, plus $3,000 in professional development money. We’ve qualified for three two-year terms, which equals $120,000 of personnel. The grant application is pretty lengthy, but if you put in the effort, you can really benefit from it. All three of our recipients have helped our department and gone on to careers in college athletics administration. The other grant we secured was for women and ethnic minorities in leadership positions where the NCAA pays 75 percent of the salary the first year, 50 percent the next year, and 25 percent the third year. This allowed us to hire our assistant athletic director for compliance and student services, who is also our senior woman administrator. Our campus administration liked having her so much that they decided to hire her full-time after the grant ended.
How do you get your athletes to focus as much on their academics as their athletics? The most important thing is that we emphasize they are students first and athletes Circle No. 113 AthleticManagement.com | OCT/NOV 2010 21 Untitled-10 1
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GamePlan Coaching
not only be okay, but expected, for her to excel, which worked out perfectly for her. Why couldn’t my niece simply assert her drive and skills on the initial team? Most girls don’t want to stick out from the crowd—they want to be part of it. And that’s the number one lesson in coaching female athletes. An outsider looking at that team would think the girls simply were not competitive. I would assert that these girls silently decided on a team identity of not working too hard at the sport.
Women Warriors What is the secret to making female athletes competitive? All it takes is a little teamwork. By Dawn Redd We’ve all heard it before: “Girls just aren’t as competitive as boys.” It’s a phrase usually muttered by a coach of a female team after a frustrating practice or close loss. I’m here to tell you that it’s simply not true. What is true is that not all coaches understand how to motivate female athletes toward competitiveness. Perhaps you have a coach who has struggled to find their voice and get buy-in from their team. Or maybe you have a staff of new coaches who can’t figure out why the tactics they’ve used with male athletes won’t work with their female teams. The answer is not that the female athletes are less focused or motivated, but rather the coach needs to understand how to motivate young women. After many successful seasons of coaching females, I would like to share my thoughts and
ideas on guiding female athletes to be the best they can be—in sports and life.
Part of the Crowd My niece is an athlete with great potential. She’s good at volleyball and basketball, and can high jump with the best of them. A couple of years ago, she got involved in a rather non-competitive volleyball league. I saw early on that she had the raw skills to be really good at the sport, but she wasn’t surrounded by likeminded girls. Of course, there’s nothing wrong with playing a sport just to learn, have fun, and meet people, but that’s not what my niece wanted to do. She wanted to compete, to contribute, and to win. As long as she was with those girls, though, she wouldn’t. I suggested that her parents move her into a league where it would
Kathy DeBoer, current Executive Director of the American Volleyball Coaches Association and former Senior Associate Athletic Director at the University of Kentucky, has been studying this gender conundrum for many years. In her book, Gender and Competition: How Men and Women Approach Work and Play Differently, she says that girls and women “highly value attachment as a defining element of femaleness” and that a “web of relationships characterizes the female culture.” Using my niece’s team as an example, you can see how a highly competitive young girl would sacrifice her natural personality to fit in with the team culture of not putting forth too much effort. DeBoer also says that “females fear rejection, isolation, and abandonment” and all of those things surely would have taken place if my niece had asserted herself and started dominating the noncompetitive team. Sure, she would have shown her superior skill, but she also Dawn Redd is the Head Volleyball Coach at Beloit College. She can be reached through her Web site: coachdawnwrites.com, where she provides her thoughts on motivating athletes and building successful teams and welcomes any feedback. AthleticManagement.com | OCT/NOV 2010 23
would have alienated herself from the rest of her teammates. Even your best and most competitive female athletes want to fit in and have a sense of belonging. Coaches should work hard to create a safe place for their female athletes to be competitive and assertive, because as DeBoer says,
petitive? Here are some things that have become part of my playbook in coaching women: Do NOT call out a player in front of her teammates. If coaches of female athletes make the mistake of creating a hierarchy of skills on their team, they’re in trouble. I’m not talking starters vs. nonstarters, but saying something like, “You’re our best player, so we’re relying on you to score this point.” Even though those things may be true (and a nice compliment), that player doesn’t want to be singled out—it will make her feel separated from her teammates.
After reading Pfeffer’s article, I asked myself ... “How can I prepare young women to be leaders and inspire them to embrace power?” “properly motivated women are just as competitive as properly motivated men. The difference is the motivation, not the competitiveness.”
Do’s & Don’ts How do you supply the right motivation for female athletes so they can be com-
Do discuss how to be a team leader. When female athletes are elected or appointed team captain, they can feel torn between teammates and coaches. They want to have a strong allegiance with their teammates, but also want to please the coach. Take the time to discuss with your captains how their role as a leader does not mean they are more aligned with the coaching staff, but rather they are the voice of the team. Do NOT hide your emotions. Female
athletes will not trust their coach if he or she does not open up to the team. They want to feel close and connected to their coach. They’re not going to care about the coach until that coach shows that she or he cares for them. Once the coach does this, the team will run through walls for her or him. That doesn’t mean getting mad and yelling or revealing details of one’s personal life. But it does mean sharing your feelings and the ups and downs of your life. And it definitely means making the time to listen to an athlete who has a concern or problem.
For the Future Where do we go from here? Now that we’ve debunked the stereotype of the non-competitive female athlete and offered some coaching solutions, we need to think about the takeaway. Why should coaches spend their precious time strategically motivating their female athletes? The benefits have to extend beyond having great team chemistry so that you can win championships. What will our young women learn in their time on our courts and fields that will stay with them for a lifetime?
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GamePlan Coaching I feel strongly that our athletic programs can help prepare girls to become independent women and successful leaders in their future endeavors. Teaching them how to be competitive in athletics can help them be competitive and confident in their lives and careers. In August, Harvard Business Review posted an article on its Web site titled, “Women and the Uneasy Embrace of Power,” by Jeffrey Pfeffer, Professor of Organizational Behavior at the Graduate School of Business at Stanford University, and author of the forthcoming book, Power: Why Some People Have It and Others Don’t. Here is a foundational quotation from that article: The evidence shows that women are less power-oriented than men. Women have more negative attitudes toward holding power, they are less likely to pursue power-based influence strategies, they are more bothered by and disfavor hierarchical relationships, they are less motivated to dominate others, and they are less likely to take actions to attain power. Moreover, in situations such as salary negotiations, studies show that women often believe that they
Think about the sprinter who has to believe that she has superior skills than her competitors. Our role is to continue to give our athletes the confidence they need to excel.
deserve less than similarly qualified men and are, as a consequence, likely to demand less and to press their salary demands with less vigor. After reading that, I asked myself, “How can I make sure that the athletes I coach go against this trend? How can I prepare young women to be leaders and inspire them to embrace power?” The article goes on to detail ways power is attained, which I think can relate to what we do as coaches. Here are four actions the article suggests for attaining power:
Engage in self-promotion: As leaders of women, we must get through to our athletes that promoting their team and themselves doesn’t mean they are demeaning anyone else or their accomplishments.
Build relationships with useful others: Not just others, but “useful” others. According to the article, women typically dislike hierarchical relationships, so they probably aren’t super fired up to strategically target people for what they can do for them. But they should! Find out what the women on your team are interested in and help them get connected. I had a player with a class project that required her to build a business plan for starting a club volleyball team. I happen to know a local club director, so I introduced the two. Display confidence: This is one area where I believe athletes are ahead of the game.
Be willing to work long hours: Our athletes are already putting in many hours with their sport and sacrificing their personal time for the benefit of the team. As coaches we challenge them mentally and physically to push beyond their perceived limits. This should be considered great preparation for leadership in the future. What is the take home message for coaches on motivating female athletes? Create an environment where competition reigns but cooperation is the culture. Let your players get to know you. Clearly explain your expectations of them and how such goals will bring the team together. Finally, look to the future. We have a tremendous opportunity to impact today’s young women and make them confident leaders in whatever they choose to do.
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Circle No. 118
GamePlan Legal Issues
GARY HOVLAND
was that he could hire his son, Saul, as an assistant. He also brought on board longtime coaching partner Ron Jirsa. However, neither Jirsa nor Saul Smith had any significant recruiting experience in the Midwest or particularly in Minnesota, and Williams could fill that niche nicely. Numerous discussions occurred between Smith and Williams during the NCAA Final Four/NABC Convention at the end of March. Soon thereafter, Smith offered an assistant coaching position to Williams over the telephone.
Hold The Hire In light of a recent lawsuit over an assistant coach’s job offer, athletic directors may want to rethink their hiring policies. By Donald Chance Mark, Jr. Who has the final authority to hire assistant coaches in intercollegiate athletics programs? The head coach? The athletic director? The university itself? This was the question recently presented to a jury in Minneapolis in the case of Jimmy Williams v. Tubby Smith and the Board of Regents of the University of Minnesota. The case involved a long-time assistant basketball coach, Jimmy Williams, who sued both the University of Minnesota and Head Men’s Basketball Coach Tubby Smith. Williams alleged that he had been offered an assistant coach’s position on Smith’s staff in March 2007 that was later revoked. Williams further alleged that based on Smith’s offer he resigned his position at Oklahoma State University, put
his house up for sale, and began making arrangements to move to Minnesota. Smith and the University alleged that any offer made by Smith was subject to approval by the athletic director. Minnesota Athletic Director Joel Maturi testified that he had final authority regarding any coaching hires and that he did not want Williams hired because of NCAA violations that occurred in the Minnesota men’s basketball program while Williams was an assistant in the 1970s and 80s.
Quick Hires Upon accepting the head coaching position at Minnesota in 2007, Smith worked quickly to hire assistant coaches. One of the conditions of his coming to Minnesota
Williams accepted, and immediately following the telephone conversation called his then head coach at Oklahoma State, Sean Sutton, to resign. (Williams had just completed the second year of a three-year contract that guaranteed him in excess of $150,000 in annual compensation.) He also called friends, family, and fellow assistant coaches to tell them of his acceptance of the position at Minnesota. Finally, he called his realtor and asked her to list his house, as he would be moving from Oklahoma to Minnesota shortly. But the job never materialized. Maturi did not want Smith to hire Williams and Smith agreed to honor Maturi’s wishes. “I did not believe it was the right thing to start this new era of Minnesota basketball with one of the most highly respected coaches in America to have someone on the staff with a known listing of violations that occurred, let alone occurred while at the University of Minnesota,” Maturi said in a pre-trial deposition. “And when coach Smith and I had that discussion, he agreed.” Donald Chance Mark, Jr., is a founding member of the Minnesotabased law firm, Fafinski Mark & Johnson, and has 37 years of trial experience. He represented Jimmy Williams in Jimmy Williams v. Tubby Smith and the Board of Regents of the University of Minnesota. AthleticManagement.com | OCT/NOV 2010 27
In the meantime, Williams’ position at Oklahoma State was filled. The lawsuit ensued. At trial, Williams sought to prove that it was a long-standing industry practice, particularly at the NCAA Division I level, that head coaches had the authority to hire their own assistants. Williams testified to this practice, as did several prominent current and former head basketball coaches.
while at OSU and always set a positive example of obeying the rules for his players. Former United States Congressman Jim Ramstad and NBA Hall of Famer and former Boston Celtics great Kevin McHale both took the stand to attest to Williams’ character. Smith testified that although he wanted to hire Williams, he never offered Williams the job. The University also claimed that Maturi held the final hiring authority, not Smith.
The dilemma for certain programs is that their coaches have traditionally been given the autonomy and authority to run their own programs—and hire who they choose.
The jury was also provided evidence that for the past 25 years, Williams had been in good standing with the NCAA. In addition, Scott Williams, a former compliance officer at Oklahoma State, testified that Williams had been rules-compliant
Circle No. 119 28 OCT/NOV 2010 | AthleticManagement.com
Williams’ coaching history was also examined. Before completion of the 1970s investigation, then Minnesota Head Coach Bill Musselman and his two assistants resigned to take other coaching positions, while Williams remained and continued to coach under Jim Dutcher for the next 11 years. Dutcher resigned during the 1986 season and the University named Williams its interim head coach.
Williams was interviewed for the head coach position, but Clem Haskins was ultimately hired. Williams continued his career two years later, working as an assistant coach at the University of Tulsa, San Diego State University, the University of Nebraska, and Oklahoma State for the next 21 years.
Verdict For Williams The trial lasted nine days. After hearing the testimony of the witnesses and evaluating the various exhibits introduced into evidence, the jury concluded the following: n
n
n
n
n
Coach Smith falsely represented that he had final authority to hire assistant basketball coaches. Williams relied on Smith’s representation that he had final authority to hire assistant basketball coaches. Williams relied on Smith’s offer to his detriment. One hundred percent of the fault was attributable to Smith in causing damage to Williams. Williams was damaged, based upon Smith’s misrepresentations, in the
Circle No. 120
GamePlan Legal Issues amount of $1,247,293, based on past and future wage loss and benefits. Further, the judge determined that the University of Minnesota, as the employer of Smith, was also responsible for the damages. The court found that Smith was acting within his authority when he engaged in discussions with Williams. In post-trial motions, the defendants moved to reverse the verdict or, in the alternative, for a new trial. The judge denied both motions. However, she did reduce the jury verdict to $1 million based on the Minnesota Tort Claims Act, which limits the amount of recoverable damages against governmental entities.
Lessons Learned What can be learned from this experience? For years, assistant coaches have been hired by head coaches based upon nothing more than a handshake or a mutual understanding after speaking over the telephone. With so many positions changing every year over a very short time period in late March, and the close proximity to the spring signing period, assistant coaches will sometimes begin
recruiting for their new schools without a signed contract or before stepping foot on their new campus. Perhaps this practice will now change. Assistant coaches may become wary of switching jobs quickly if they are unsure whether the head coach has ultimate hiring authority. Candidates may consider requesting written confirmation of a job offer—if not a signed contract, at least a memorandum of understanding or even a simple e-mail confirming the offer and setting forth the basic terms. For athletic directors, the first order of business is to set policy on who has the final authority for hiring assistant coaches. Do you want to allow all head coaches to have full freedom in this responsibility? Should only certain head coaches be granted this authority? Or should all assistant coach candidates be cleared first, and if so, by whom? Should human resource personnel be involved? If a head coach does have full authority, are there certain hiring requirements he or she needs to understand and always follow? Once a policy is enacted, athletic directors should make sure coaches understand it completely.
“America’s Finest”
The dilemma for certain programs is that their coaches have traditionally been given the autonomy and authority to run their own programs—and hire who they choose. Assistant coaching candidates have long understood this authority and have relied solely on the word of the head coach. If institutions now intend to have the final say in staff hires, it must be clearly expressed and understood by all the parties involved. For their part, head coaches need to be clear with assistant coaching candidates regarding the extent of their authority. For example, if any offer by a head coach is subject to final approval by an administrator, the head coach needs to state this. In the pressure-filled world of hiring and recruiting of NCAA Division I athletics, it can seem like there is not a minute to waste—and often times there isn’t. Having a hiring policy that is communicated throughout the entire athletic department and consistently followed will make for smoother operations, and it will lessen the likelihood of the coach, athletic department, or institution becoming embroiled in a legal controversy.
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In the Corning-Painted Post (N.Y.) Area School District, teams from two rival high schools, Corning East and Corning West, were combined this fall, saving the district $300,000. At right, players and coaches on the new Corning Hawks football team show their unity. Photo by Dave Burbank
IN THE By Mike Phelps
As school districts cut their budgets to the bone, can scholastic sports survive? In this article, we talk to school leaders who are coming up with new solutions to funding high school sports.
30 OCT/NOV 2010 | AthleticManagement.com
COVER STORY
BACKFIELD In the spring of 2009, the future of athletics in Salem (Wis.) looked bleak. After residents of the Salem School District voted down a referendum to raise property taxes for a fourth time, the school board was forced to cut staff, extracurricular clubs, and school-sponsored sports. It appeared as though all the school’s fields and courts would sit dormant, rather than serve as home to Salem teams.
Then the Salem Booster Club was formed. It set a goal of funding and running the entire athletic department as a volunteer group, without any money or help from the district. Eighteen months later, the club provides the same sports offerings as the school did previously, and the initiative has been deemed a rousing success. “At times it seemed impossible to pull this off, but we tried not to think about that
too much,” says club president John Philippi. “Everyone involved has kids in the school, and we wanted to make sure the programs continued. The drive was there, we just needed to figure out how to make it happen.” Across the nation, there is clearly a crisis in funding public school athletics. Spurned by failed referendums and extreme budget cuts, athletic programs have faced the prospect of functioning with little or no funding.
AthleticManagement.com | OCT/NOV 2010 31
COVER STORY
While the community stepped up to save the day in the Salem School District, that’s only one of many solutions emerging. Others include partnering with local recreation departments, combining two schools’ athletic departments into one, functioning with fewer athletic directors, and becoming self funded. The question is, are these viable, longterm solutions? Do these ideas represent the future of funding high school athletics? Here, we take a closer look at what happens
when drastic budget cuts lead to drastic changes. MERGING RIVALS
One year ago, Corning (N.Y.) East High School defeated cross-town rival Corning West, 44-38, in the Section IV Class A football title game. But no matter how talented football players in Corning are in 2010, there’s no chance of the two teams meeting to decide another championship. That’s because the players are now teammates. Both Corning East and West are fairly large high schools for their region, with around 700 students in each, and there was strong opposition from some com-
Mike Phelps is an Assistant Editor at Athletic Management. He can be reached at: mp@MomentumMedia.com.
W
munity members against merging the two long-standing rivals. But the schools already fielded combined teams in sports like soccer, track and field, and swimming, and most importantly, merging the remaining East and West teams would save the cashstrapped district upwards of $300,000. “When the budget crisis came, we were hit harder than most as far as the amount of money and state aid we lost,” says CorningPainted Post Area School District Athletic Director Tim Decker. “We were literally doing everything we could to save what we needed. The board of education asked me to itemize the costs of each sport. When I did that, it became apparent that we could
hen Christine Dziczek, then the Athletic Director at Highland Regional High School in Blackwood, N.J., learned that her school district was eliminating the athletic director positions for each of its three high schools and appointing her the district athletic director for this school year, she was initially relieved to still have a job. Then reality set in. Dziczek would now be doing three jobs at once.
While Dziczek now oversees athletics in the entire district, she has a vice principal in each high school who is in charge of the day-to-day operations, including scheduling contests and transportation. “The first line of communication is with the vice principals,” Dziczek says. “They’re the people who have to deal with a lot of problems. They’re the face of that school’s athletic department when I’m not there. But I’m talking to them daily to keep everything running smoothly.” One of Dziczek’s biggest concerns in her new position is maintaining the personal touch she always enjoyed as the athletic director at just one high school. “Part of being in this profession is people contact,” she says. “I don’t want to be a paper pusher the rest of my career. I need to physically be present so my coaches and the athletes know I’m there to support them. I want to make sure I don’t lose that piece of the job.”
32 OCT/NOV 2010 | AthleticManagement.com
To do that, Dziczek plans to meet with parents and athletes, especially at the two schools she’s not as familiar with. “It’s important that I develop personal rapport, which will help to extinguish a lot of problems that might come up down the road,” she says. “Once you put a face to a name, people are less likely to be hostile when there’s a problem.” Another challenge has been the logistics of working out of three schools. “I’m used to being in one place, where if someone calls me, I can just pull out a binder or look on the computer,” Dziczek says. “Right now I’m trying to figure out the best place to house things. I usually carry a suitcase with me—a portable office that I bring to each school.” Despite the challenges, Dziczek is committed to making the situation work. “My biggest worry is thinking I have everything covered and then missing something because there’s so much on my plate,” she says. “But we’ll make the best of it. It’s about making sure the kids have the best experience they can and continuing the traditions at all three schools as best we can.”
TRIPLE DUTY
“The job description is still being written every day,” Dziczek says. “You can’t just take the job description for a school athletic director and add the word ‘district’ in front of it.”
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save a significant amount by combining the teams, so we did.” Despite some in the community who were dead set against the idea, Decker, who was charged with making the merger work, found that many others were willing to listen to the proposed changes. “There are some nay-sayers who will always believe East and West sports should stay separate, but if I had to gauge the reaction when the news came out, I think the community was open to the idea,” Decker says. “Many people have called
to say, even though they’re not in favor of the merger, they’re willing to help make it work for the sake of the community and the students.” The first thing Decker did once combining the teams became a reality this past May was to form a task force. He placed a notice on the district’s Web site and in the local newspaper asking for volunteers to join a group charged with helping ensure a smooth process and identifying potential pitfalls. More than 50 people responded, including local business-
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people, parents of students, college students home for the summer, and a number of students currently in the two high schools. “I realized this job was bigger than me,” says Decker, who began his position in the district in August of 2008. “So I wanted to surround myself with people who knew more than I did about the community and what some of the hot button issues might be. We ended up with a great cross-section, which allowed me to get multiple points of view.” The group met several times during the summer and identified areas they were concerned about. “They asked, ‘How will you make sure the coaches will be fair when they select teams? At which school will each team practice? Where will they play games?’” says Decker. “I then sat down with a group of people—my two athletic managers, the two building principals, and a couple of parentteacher association reps—and we figured it all out.” Another big job was selecting coaches for the new district-wide teams. Decker formed an interview committee of nine people, including himself and two parents each from East and West High Schools. He then created a rubric that would enable the committee to score each of the candidates based on their answers to interview questions, all of which were focused on the transition to one team. Positions were not limited to coaches on the previous East and West staffs—anyone was welcome to apply. “We wanted to know what each coach’s plan was to bring the two teams together,” Decker says. “At the end of the interviews, we had a paper vote, and if the results of the vote matched the scores from the rubric, we knew we had created a good system and made the right choice. Although some people were angry about the results, we were confident we did a thorough job. “Some of the coaches who didn’t get the head position immediately reached out to help the coach who did,” continues Decker. “That helped tremendously.” Decker also went out of his way to be open and honest with community members who had questions or were opposed to the change. “There were no secrets,” he says. “I was happy to give anyone whatever information they wanted. If they wanted to see how I itemized the cost of each sport, I shared that with them. “I met with one particular individual, gave him a copy of my entire budget, and explained what each code was and what it meant,” he continues. “Once we did that, it became hard for them to be so negative. They didn’t have to agree, but they saw there was some merit.”
COVER STORY
SELF-FUNDED
In the past, the Fountain Hills (Ariz.) Unified School District budgeted money to help pay high school coaches’ salaries and benefits. Well, that was then, and this is now. This year, for the first time, Foun-
donations, and more recently participation fees covered a little more than half of coaching salaries. The challenge for Athletic Director Mike Briguglio became finding the extra $50,000 that previously was supplied by the district.
“I’m running the athletic department like a business, and each team is its own department, responsible for covering a certain amount if they want to keep the program as it exists today ... It was important that I showed them I had a plan, and I explained that each team has responsibility.” tain Hills High School was forced to fully self-fund its athletic program, without any money from the district. The athletic department had always purchased its own equipment and supplies through money from gate receipts and other
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“I was told, ‘If you want to have all the programs remain as they are, you need to come up with the money yourself. The only other solution is for you to make cuts,’” Briguglio says. “I didn’t want to cut any programs, and I spent a lot of sleepless nights trying to figure
out a way to keep everything in place. “My mantra has been that the last player on the girls’ tennis team gets as much from her sport as the starting quarterback on the football team,” he continues. “From there, I started to come up with some ideas to help us fund ourselves.” One solution was to charge each team dues. Briguglio met with coaches individually and told them what it cost to operate their program. “I’m running the athletic department like a business, and each team is its own department,” he says. “Each team is responsible for covering a certain amount if they want to keep the program as it exists today. “We had a community meeting and I said, ‘The good news is we’re not cutting programs,’” Briguglio continues. “Then I told them, ‘The challenge is that you have to come through for this to happen.’ It was important that I showed them I had a plan, and I explained that each team has responsibility for its program.” The response, so far, has been good. Fountain Hills quickly received some generous donations, including one from a parent who offered to fund the entire tennis pro-
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gram himself. Also, a physical therapy clinic stepped up so the school wouldn’t have to cut its athletic trainer. Should a team fall short of their target number, there are other options before the program would be cut. “One alternative is to cut staffing,” Briguglio says. “For example, the football team could go with one fewer assistant coach. I also have a department chest that I’ll use as a bank and help support those teams that need some help. If we’re $1,000 short, I’m not going to cancel
ties collaborated on a new athletic facility four years ago and frequently share fields. So when the Moorestown athletic department was in a budget crunch recently, Rosa figured why not take that relationship one step further through shared programs. The idea to form a partnership stemmed from Rosa’s fear that he might have to cut Moorestown’s freshman teams in order to meet the budget. Knowing that the town recreation department does not offer programs for ninth graders, he was concerned
What is most unique about this booster club is that it is overseeing the athletic program, fulfilling many of the duties that would normally fall to an athletic director. It created a coaches handbook and code of conduct ... and handles all the day-to-day scheduling and administrative duties. a program. But they’ll be expected to come up with that money over time.” Briguglio is also educating community members on donating to the athletic department through an Arizona state tax credit. Under the program, families can donate up to $400 to school athletics and that amount is deducted from their state tax payments. The only catch is that the money must be given to the school earlier in the year, rather than April 15. “It’s an awesome program and we’ve been using it over the years to help fund our equipment, facilities, and other expenses,” Briguglio says. “Now we’re trying to take it a step further and have it help fund some salaries.” Since many of the families directly involved in athletics already take advantage of the program, Briguglio is hoping they’ll go out and try to solicit donations from neighbors or grandparents—anyone who pays Arizona state taxes is eligible to participate. He is also looking to get more community members involved in all types of donations. “I don’t want to keep asking the same people for more and more,” Briguglio says. “So we’re trying to reach people who don’t have children in the school. That’s where the challenge lies.” PARTNERING WITH PARKS
For years, Neil Rosa, Athletic Director at Moorestown (N.J.) High School, has worked hand-in-hand with the town’s parks and recreation department. The two enti36 OCT/NOV 2010 | AthleticManagement.com
that one segment of the student population would be completely without opportunities to participate in athletics. His solution was to use the school district money that had been going to middle school programs to save the freshman teams, and then form a joint program with the rec department— which has middle school programs—to provide opportunities for middle schoolers. Why did Rosa focus on freshman teams? “More often than not, the better ninth graders get moved up to j.v., but there are many kids who are really not at the j.v. level that you don’t want to cut loose,” Rosa says. “The best programs always have those kids who just want to be part of it and be practice players. We didn’t want to lose that population. But we felt like if they didn’t have a place to play as ninth graders, we would never get them back into the program.” Thanks to public support against the budget cuts, Moorestown didn’t have to cut any programs, but that doesn’t mean a similar scenario won’t arise again next year. And if it does, Rosa will be armed with a plan. “The goal was to create a program where we’re not going to lose opportunities for kids, but at the same time keep that interscholastic competitive feel,” he says. “We wanted to take the recreation programs and create something more than just an intramural program.” In Rosa’s plan, the program would begin each season with just that, an intramuraltype program among teams of Moorestown athletes. But in order to maintain
the competitive nature of interscholastic sports, at some point in the middle of the season, the teams would stop competing against each other and instead compete against middle school teams from other schools in the area. One idea was to select an all-star team that would travel to games, while another included keeping standings of the intramural games and sending the top teams to face other top-tier middle schools, while the other squads would face lower-level opposition. Following the foray into interscholastic competition, the intramural teams would reconvene and play against each other again. While details of the proposed program still needed to be worked out, Rosa believes the plan would have significantly cut back on transportation costs and coaching salaries. The recreation department currently functions as a pay-to-play program, and the same approach would have been adopted for the shared teams. “You wonder how something like this is going to be accepted by the public,” Rosa says. “But if we ever have to make these cuts, I think people would be thrilled that we were able to create something to keep the kids active and involved in sports.” VOLUNTEER BOOST
At Salem, a school district that only goes up to eighth grade, the goal was to save eight teams at the middle school level. The first step was drumming up support for the booster club. Flyers were handed out at the school board meeting following the failed referendum and a date was set for an initial meeting. About 50 people showed up and within one month, the group had voted nine volunteers onto a board of directors, with Philippi as president. Next, the club needed to decide how it would be structured. The first thought was to align with the school, but the board ultimately decided to incorporate as a separate non-profit organization. “That was a bit tricky because we couldn’t find any other examples of a booster club that wasn’t aligned with the school yet provided the full sports and club package,” Philippi says. “We wrote our first set of bylaws, got insurance, and submitted the paperwork with the IRS, ultimately gaining non-profit status. From there, we worked on a lot of logistical details—developing a Web site, getting a contact list, and putting together a ton of paperwork to gear up for registration.” The booster club met weekly through the summer to get ready for the fall sports season. Much of the time was spent figuring out the financial challenges of funding
COVER STORY
an entire athletic department. While the club was able to use all the uniforms and equipment from previous years, there were still coaching salaries and transportation costs to cover. The group ended up maintaining the participation fees the school always charged for athletics, in addition to a membership fee of $10 per family. Then, they got down to fundraising, bringing in about $40,000 over the year. “We had a golf outing in July, a 5K run right after school started, and a number of dances at the school,” Philippi says. “We also brought in a good amount of money from concessions and a few local businesses and families made donations.” But what is most unique about this booster club is that it is overseeing the athletic program, fulfilling many of the duties that would normally fall to an athletic director. It created a coaches handbook and code of conduct, coordinates transportation and officials, handles all the day-to-day scheduling and administrative duties, and attends conference meetings. The board now meets every other week and frequently communicates using e-mail.
existing teachers’ union contracts, very few teachers served as coaches during the first year of booster club control. Instead, the group hired parents of athletes, community members, and even a college student looking for extra experience. Since the program was new, Philippi says the club basically hired anyone who showed an interest. This year, though, they were able to be a little more selective in filling out the staff. “We’re going to do much stronger recruiting and have more of an interview and qualification process,” he says. “We’re already seeing that we have more coaches than we need, so it allows us to be more picky.” Although the booster club operates separately from the school, representatives from the two groups often bounce ideas off one another and the club works with Salem administrators on facility scheduling. Philippi is also working to make teachers more involved in the program in the second year of booster club control. “We’re trying to get every teacher to commit to be at one of our sporting events at least once,” he says. “We provide chaperones, but they’re parents and they don’t
“Athletics are a perk. Schools don’t have to offer them, so when something needs to be cut, that’s one of the first places to go. To save them, people are going to need to start getting creative.” Decisions are made using a voting process, with each board member receiving one vote. Some issues are settled by a majority vote, while others require a unanimous result. Philippi estimates he dedicates four to six hours per week to his booster club responsibilities, with those hours doubling or tripling at busier times, such as before the fall season. The time commitment has been tough on some volunteers. “We knew the first year would be the easiest because everybody was passionate in the post-referendum environment,” Philippi says. “But now we’ve already lost a few volunteers. That’s been the hardest part, but there are always going to be parents willing to step up for their children.” The booster club also took on the task of hiring all coaches. Due to conflicts with
really know the rules of the school. Doing that also makes the sports feel more integrated with the school because the teachers are there being supportive. We don’t have to do that and involve the school, but it’s the right thing to do.” Despite the hard work and the sometimes long hours, Philippi is confident the booster club model can continue to succeed. In today’s economic climate, it might have to. “When the economy takes a downturn, you’re always going to be looking for ways to be more efficient and save money,” Philippi says. “Athletics are a perk. Schools don’t have to offer them, so when something needs to be cut, that’s one of the first places to go. To save them, people are going to need to start getting creative.” n
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STUDENT-ATHLETE WELFARE
PAUL VISMARA
It might begin with a late night phone call from the police department. Or perhaps a coach or student-athlete brings it to your attention. Maybe you read it in the local newspaper. However we find out about it, athletics administrators are often left to contend with a discipline problem involving a student-athlete. We try to treat our student-athletes the same way non-athletes are treated. NCAA rules remind us that we must not consider student-athletes differently than the general student body—no extra benefits. However, when a student-athlete runs afoul of the law, it has the potential to turn up on the front page of the sports section— and then they cease to be looked at the same way their peers are. Suddenly a young person’s personal life is being played out in the media. In addition, many people are affected by this publicity because the behavior becomes a reflection on the student-
Drawing a Clear Line
When a student-athlete breaks a code of conduct, your discipline policy must very clearly state what next steps to follow. It must also take into account the public response.
By Dr. Calli Theisen Sanders
AthleticManagement.com | OCT/NOV 2010 39
STUDENT-ATHLETE WELFARE
athlete’s team, the athletics department, and the entire campus community. As athletics administrators, we must handle the athlete and the violation in a consistent, fair manner, like the school would do for any other student. But we also have to balance our approach with the reality that the discipline will be more closely scrutinized and possibly have more significant consequences than if a non-athlete was involved. POLICIES & PROCEDURES
Most athletic departments have some type of code of conduct to deter negative behavior. But for a code to be effective, it must work in
One particularly difficult case for the committee was a male athlete accused of domestic abuse for shoving his girlfriend and injuring her. concert with other policies and be reviewed regularly. Here at Iowa State University, we have several layers of rules. We start with a department-wide Student-Athlete Discipline Policy, which establishes standards of personal conduct for all student-athletes. We have found the key is that these policies achieve a delicate balance between being specific enough so that a consistency in application can be achieved, yet general enough to allow flexibility to address unique circumstances. We separate violations into two levels. If a student-athlete has been arrested or charged with a Level I violation (such as violence, theft, drug, or a major alcohol infraction), an automatic suspension from competition is issued. Suspension from practice activities is at the discretion of the athletics department after considering the circumstances. For example, if the offense was violent in nature and/or involved teammates, removal from practice activities may be best. In other cases, student-athletes might benefit greatly Calli Theisen Sanders, EdD, is Senior Associate Director of Athletics at Iowa State University, where she oversees 15 teams. She has also been an Associate Athletics Director at the University of AlabamaBirmingham and Montana State University, and Associate Dean of Students at the University of Maine. She has served on many national committees, including the NCAA Division I Women’s Basketball Committee. She can be reached at: csanders@iastate.edu.
40 OCT/NOV 2010 | AthleticManagement.com
from the continued structure that practice provides and be best served by continued interaction with teammates and coaches. Level II infractions include minor alcohol offenses and generally do not result in missed competition or practice time. Discipline is more rehabilitative, such as an alcohol assessment, required community service, and counseling. However, repeated Level II violations can result in suspension or dismissal. (See “Penalties” on page 42.) Whatever the infraction, suspension does not indicate a prejudging of guilt, but instead is designed to protect the integrity of the athletics department. Because athletics participation is considered a privilege, we reserve the right to suspend the student-athlete from intercollegiate activity while the facts are being investigated and evaluated. Along with the Discipline Policy, each team has its own set of rules developed by the head coach. These focus more on behavioral expectations relating to the image, safety, and culture of the team as opposed to criminal behavior, and can include topics such as social media use and sportsmanship. Each set of team rules begins with standard language mandated by the athletics department that clearly outlines the student-athlete’s responsibility to represent the school in a positive manner. It reads as follows: Participation on an intercollegiate athletics team at Iowa State is a privilege. The following document includes team rules which outline the expectations for how you will represent yourself, your team, and Iowa State University. This includes the expectation that you will not engage in behavior that is detrimental to the image of your team, the athletics department and/or Iowa State University. If you engage in behavior that, in the sole discretion of the head coach, is determined to be detrimental to the Iowa State ____ team, then you may be suspended or dismissed from the team and your athletics financial aid may be cancelled. As head coaches develop their own team rules, they are submitted to their sport administrator for review and approval. Coaches have discretion to set their own expectations for behavior, such as tardiness, dress code for travel, and curfews. Some of the rules might restate elements of the department-wide Discipline Policy or set
even stricter guidelines. Sanctions for team rules violations may be more severe than what is outlined in the Discipline Policy, but may not be more lenient. Along with the Discipline Policy and team rules, student-athletes are required to adhere to our University Student Code of Conduct, athletics department drug testing policy, Big 12 Conference handbook rules, and NCAA rules. Therefore, it’s critical to annually review all these policies to make sure they do not conflict, but rather are consistent with each other. One of the issues that often propels a discipline case into the legal arena is an institution’s failure to have policies that are clear and consistent. For example, a department’s discipline policy might indicate the sanctions that follow an arrest for possession of marijuana, but the drug testing policy might call for different penalties for a positive marijuana result in a random drug test. The department should have clear guidelines for how to address a violation of either policy. We review our policies annually by circulating them to select staff for input and then bringing them to our senior staff for final approval. Policies are then shared with coaches and student-athletes as a reminder of rules that are in effect. Occasionally, the practical application of a rule will reveal a flaw in the policy. In that case, review procedures are immediately
In determining what to do we talked about the athlete’s discipline history, conducted a thorough analysis of the police report, talked with investigators, and met with the studentathlete and coach. implemented to correct the problem. We then communicate any policy changes to the affected parties. One of the priorities in our most recent review was to ensure that the policies provide adequate protection and confidentiality for the student-athlete. It is often difficult to keep a disciplinary situation out of the media spotlight, particularly when a high-profile athlete is involved. The “standard language” in each set of team rules now indicates that violations of other policies also constitute
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violations of team rules. By grouping those policies under one umbrella, it makes it more difficult for the public to determine the nature of the offense, helping protect the athlete’s privacy. The department can simply say that the individual “violated team rules,” and it remains unknown whether it is a major or minor violation. Communicating all the rules to studentathletes is very important. Head coaches are required to distribute and explain their team rules to team members when they arrive on campus each fall, and everyone must be very clear on what actions constitute a violation. The department-wide policies are also distributed electronically to student-athletes in their Student-Athlete Handbooks. Opportunities to further educate student-athletes about the policies include their initial team meetings in the fall, freshman orientation, Life Skills seminars or courses provided by our Academic Services staff, and mandatory educational programming provided by the athletics department. As a part of this communication, athletes must be made aware of what happens if a violation occurs. They must fully understand the procedures and punishment likely to follow. They also are informed about the appeal process. AFTER A VIOLATION
When an athlete violates a discipline policy, there should be very consistent, clear procedures to follow. These must be developed beforehand so there is no question as to what steps to take. In most cases, we start by determining which policy was violated. For example, at Iowa State University, a “good citizenship” violation, such as posting harmful remarks or questionable pictures on a social networking site, would typically fall under a Team Rules violation. An arrest for alcohol
possession is a violation of the Discipline Policy. A positive drug test violates the institution’s Drug Testing Policy. Academic fraud might fall under Student Code of Conduct, Team Rules, or conference/NCAA rules, depending on the nature of the infraction. If a student-athlete violates a policy specific to that team’s rules, the coach can issue the discipline, but any suspension or dismissal must be given in writing. The document must be sent to the sport administrator, specifically detailing which rules were violated, outlining the penalty, and including specific procedures for appealing the sanction. In a Level I violation of the StudentAthlete Discipline Policy, discipline is determined by a committee made up of a select group of athletics department personnel. The committee should be composed of individuals with the background, expertise, and job descriptions that best fit the department’s needs, such as student services personnel, compliance staff, and sport administrators. This same group might get together to discuss the specifics of a Level II violation, especially if there is a question whether it should be treated as a Level I instead due to the nature of the offense or recidivism. However, most Level II violations are handled administratively by one designated member of this committee who issues a disciplinary letter and meets with the studentathlete to discuss the violation. When an athlete is arrested, the discipline committee comes together with the head coach to begin fact finding. In order to get as much information as possible and reach a fair decision, this group often consults with the police, the Dean of Students office, and the department’s communications experts. The committee may interview the accused to get his or her perspective on the crime, check consistency of facts, and assess the individual’s
state of mind to find out if there is remorse or a feeling of wrongful accusation. Our department’s excellent relationship with the campus student affairs staff is a tremendous asset to this process. We work together when a student-athlete’s behavior is also a violation of the campus conduct code so that sanctions are coordinated and appropriate resources are utilized. This group does not duplicate the efforts of the investigative authorities, but rather gathers as many facts as possible to deal with the situation expeditiously, particularly when the violation occurs during a student-athlete’s competitive season. If time permits, the group will strongly consider the outcome of the case in court if that process has been completed. Along with the facts of the particular incident and the seriousness of the offense, the character of the accused is often discussed. Have there been other issues with this student-athlete? Is there a safety risk in allowing the athlete to continue to practice with the team? What is best for the wellbeing of the particular student-athlete? We’ll also discuss the decision’s impact on the team. Knowing the culture and standards of the team involved, what kind of message would a sanction, or lack thereof, send to the rest of the team? Taking a stand in supporting a strong sanction in a particular situation might do a better longterm service to a team than allowing this individual to continue to play. And we always keep in mind that disciplinary issues, while challenging, are also learning opportunities. Will a strong punishment teach an important lesson to the athlete about responsibility? Could it provide the coach with a needed push to be a stronger disciplinarian? Finally, we keep in mind any precedent we might set with a discipline decision. If a walkon student-athlete is sanctioned because the
Policy
1st Offense
2nd Offense
3rd Offense
Level I Infraction
Indefinite suspension from competition with suspension from practice possible
Indefinite suspension from competition with suspension from practice possible
Dismissal from team
Level II Infraction
Counseling Community Service
Counseling Community Service Suspension from 10% of competitions
Indefinite suspension from competition with suspension from practice possible
42 OCT/NOV 2010 | AthleticManagement.com
PENALTIES
The following table outlines the discipline for infractions to our Student-Athlete Discipline Policy at Iowa State University.
STUDENT-ATHLETE WELFARE
effect of their punishment would be minimal on the team’s competitiveness, the committee must be prepared to hand down the same punishment to the starting quarterback if he commits the same offense. It’s important for the discipline committee to render a decision on punishment as soon as possible so that the athlete is not unduly punished due to administrative delays. Also, if a suspension is the likely outcome, then it must be issued prior to the next scheduled contest in the athlete’s sport. One particularly difficult case for the committee was a male athlete accused of domestic abuse for shoving his girlfriend and injuring her. However, he made the call to the police to request assistance with a violent female. When the police arrived, he admitted to shoving her in self-defense and her injury was consistent with what he described. Because the female was injured in the argument, and it is the local law enforcement policy to charge the person who inflicted the injury, he was cited. It became a difficult issue of “he said, she said,” complicated by the failure of the female to press charges. In determining what to do
we talked about the athlete’s discipline history, conducted a thorough analysis of the police report, talked with investigators, and met with the student-athlete and coach. In the end, because there had been other disciplinary issues with this student-athlete and there were concerns about the potential for future incidents, he was suspended and eventually removed from the team. Student-athletes who disagree with the discipline handed down by the committee should have an opportunity to appeal the decision. An Appeals Committee made up largely of individuals outside the athletics department is ideal and might include the Faculty Athletics Representative, someone on the Faculty Senate, and/or staff from the Dean of Students Office. It is also helpful to have a coach and student-athlete from a different sport sit on the Appeals Committee. Finally, it should be diverse with respect to gender and ethnic origin.
The hearing should be fair and the confidentiality of all parties protected. At Iowa State, the Appeals Committee may lift or modify a suspension or dismissal as a result of a Discipline Policy violation. Sport-spe-
If the discipline is challenged in a court of law, it will be essential to demonstrate that the policies were effectively communicated, specific rules were cited in the violation document, and there was consistency of enforcement. cific team rules violations can be appealed to the sport administrator. It’s important to always thoroughly document the entire discipline process. A designated member of the internal discipline committee should document all violations
Circle No. 128 AthleticManagement.com | OCT/NOV 2010 43
heard and decisions rendered by the committee, taking care to be very specific about which rule was violated and the exact discipline issued. If the discipline is appealed or challenged in a court of law, it will be essential to demonstrate that the policies were effectively communicated, specific rules were cited
in the violation document, and there was consistency of enforcement. OUTSIDE FORCES
The public relations aspect of the discipline process can be a challenge, particularly if the media is aggressive in seeking
experience for both of us, and one of the most interesting discussions we had concerned what policies and procedures work at the college level but might not be as effective at the high school level. Here at Iowa State, we have found that including a “good citizenship clause” is very effective. This allows college administrators discretion on how to treat an athlete who behaves in a manner “not
becoming of a student-athlete” or “detrimental to the institution’s image.” However, the high school’s athletics director felt that because of significant parental involvement at his level, having such a vague policy would be more difficult to interpret and defend. In many cases, parents are less likely to hold their child accountable and instead want to fight the administration and argue their child is not being treated fairly. At the high school level, a more defined policy on citizenship issues seems the better path to take.
TM
HS Level
I Was recently asked to assist one of our local high school athletics administrators in a review of his discipline policy. It was a great learning
information and answers. This is another reason why a clear, easy-to-understand Discipline Policy is essential. When the media comprehends the policy, they can better present the story in its true light and may be less likely to be critical of the administration’s decisions.
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STUDENT-ATHLETE WELFARE
In one particular case here at Iowa State, one of our student-athletes was arrested on suspicion of drug possession. The evidence seemed weak and authorities familiar with this and other similar situations felt the athlete may have been targeted. Some felt the case was treated differently simply because she was a high-profile athlete. The local news media grabbed the story, made an assumption of guilt, and tried the athlete in the public eye. The charges were eventually dropped as a case of mistaken identity, but the damage to the studentathlete’s image had been done. There is often little that a department can do to prevent the media from blowing a situation out of proportion. What we can do, however, is not let the media sway our decisions. In this case, the discipline committee carefully considered all the facts and decided not to issue sanctions, contrary to the pleas from the media. While the student-athlete’s image may have been negatively affected, her participation on the team was not, and in retrospect, it was the correct decision. Adhering to a department discipline
policy and being consistent with sanctions are other ways to avoid negative publicity. By keeping the best interest of the studentathlete, the athletics department, and the university in mind throughout, the process can run its course without unmanageable media distractions. REALIZING THE REWARDS
structured, disciplined environment simply isn’t going to work for this individual? A well-documented, well-enforced discipline policy helps keep sanctions consistent and harmful publicity at bay. Having a good policy not only protects the institution, but
The disciplinary process can force a self-evaluation. Can this be a turning point for the better? Or, is this an opportunity to decide that a structured, disciplined environment simply isn’t going to work for this individual?
Dealing with discipline issues can be the hardest part of an athletics administrator’s job. It can feel cruel to suspend athletes, taking them away from their sport, passion, and teammates. That’s when it’s important to remember the main goal of establishing rules and policies: To help the student-athlete in their long-term development. Those who make mistakes can use the disciplinary process to evaluate what kind of citizen they are going to be. Can this be a turning point for the better? Or, is it an opportunity to decide that a
if handled appropriately can also turn a negative situation into a positive learning experience for student-athletes. n
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LEADERSHIP
W
ELISHA PAGE/AP PHOTOS
henever a new coach is brought into an athletic program, there are always some knowns and some unknowns. We’ll have a general idea of the person’s strengths and weaknesses. And we’ll be confident he or she is a good fit for the school. But what is not always easy to know is how the person will develop as a leader. Will he or she become recognized as a motivating
force behind the squad? Will he or she be able to inspire student-athletes? Will he or she get along with other coaches and communicate well with parents? Today, it’s critical for coaches to be leaders, and the athletic director must take time to mentor his or her staff on how to do so. More than likely, a new coach arrives with a good grasp on the fundamentals of the sport and understands how to impart them to the participants. But these qualities do little to prepare someone to be the leader of a group of athletes, a coaching staff, and parents.
WHY SO IMPORTANT?
What is the difference between a coach who has strong leadership skills and one who does not? To start, a leader can motivate the staff and players toward a defined goal. He or she can assess what a team needs beyond the X’s and O’s, and then push the group toward achieving those intangibles. A leader sets high expectations, and then challenges everyone else around them to reach higher than they thought possible. That, of course, is what ultimately teaches student-athletes the lessons they take with them after they graduate.
Center of Attention Along with knowing their X’s and O’s, coaches today have to be effective leaders. While some easily rise to the challenge, others will need mentoring.
By Dan Cardone
AthleticManagement.com | OCT/NOV 2010 47
LEADERSHIP
MENTORING COACHES
If we want our coaches to possess leadership capabilities, we need to teach them. For many young coaches, it does not happen automatically. They need guidance and direction. Dan Cardone is Athletic Director at North Hills High School in Pittsburgh, Pa., and a frequent contributor to Athletic Management and www.AthleticManagement.com. He can be reached at: cardoned@nhsd.net.
48 OCT/NOV 2010 | AthleticManagement.com
Here at North Hills High School, I start by imparting to the coaches the benchmarks that have been established over time. I tell them, “I did not set the high standards we have here. They were here when I arrived. I have realized that this community values hard work and effort—I have seen them give a standing ovation to both teams at the end of a football game we lost—and I have tried to make that part of our program at every level. There is an expectation that coaches
will be program leaders and uphold a tradition of excellence.” We talk a lot here about our pioneer coaches. They were not great leaders simply because they won. They demonstrated they were a cut above the rest because they won with class. They held great respect for the game and felt it was a privilege to coach. I make sure new coaches understand this history so they can emulate their predecessors. Then, I mentor coaches on leadership
What do coaches feel are the most important leadership skills in today’s athletics culture? We asked that question of Lou Cerro, Head Football Coach at Montour High School in McKees Rocks, Pa., who played football for article author Dan Cardone in the early 1980s. Shortly after being hired as Head Coach at Montour in January 2005, Cerro faced a unique leadership situation when NFL Hall of Famer Dick Butkus was installed as Head Coach of his Montour team as part of a reality TV show. AM: What do you believe makes a coach a great leader? Cerro: You need to treat your players with respect. If you respect them, then they’ll respect you. The first thing I tell my kids is that their coaches will never lie to them, and we will be with them through thick and thin. I’ve been doing this for 16 years, and I’ve found respect needs to go both ways. You also need to be able to communicate with your athletes about a lot of different issues. I talk to our kids about their interests outside football, what they want to do after they graduate, and the things they do in their spare time. How was your leadership tested by the TV show? It was tested daily. Butkus was the head coach, and I had no say in the day-to-day practice routine. Our coaches had to change their philosophies and change their style to reflect Butkus’. The kids didn’t know how to handle that, so they came to me for direction, and I had to do the best I could to mesh the styles together. We handled it by focusing on respect. All the coaches respected what we were trying to do and knew that the show and resulting publicity was going to help jump-start a program that had been struggling. How did your leadership play a role in turning Butkus’ 1-7 team into the WPIAL Class AAA runner-up in just two years? We stayed consistent. We didn’t change anything from week to week or year to year. We had mostly the same kids, and even though the TV show set us back a year, the kids started buying into everything we were trying to do as a staff. What would you tell a coach who wants to develop good leadership skills? Put your stamp on the program right away. You have to show everyone, from the players to the parents, that you’re in charge. Make sure they get on board with you and that no outside influences can ruin your program. At the same time, don’t be afraid to ask other coaches for suggestions. Sometimes you have to swallow your pride to make yourself and your team better.
IN THE TRENCHES
For many young people, coaches are the biggest influence in their life. They listen to their coaches before their teachers and maybe even their parents. When I was coaching, some parents would even say, “My son will not listen to me, and you are the only one he will listen to. Can you help me?” Great coaches possess the ability to create new leaders out of their athletes. They understand the powerful impact leadership can have on team dynamics and work hard to bring it to the forefront. They find those athletes with leadership potential and mentor them. Jenn Gustin, a highly successful Head Girls’ Lacrosse Coach at Franklin Regional High School in Pittsburgh, is a strong believer in using open communication to bring out her athletes’ leadership potential. “I try to provide the opportunity for all team members to be leaders by letting them know that I welcome their input,” she explains. “I do not always implement their suggestions, but I always let them be heard for discussion.” There are other, more subtle, forms of leadership a coach needs in their arsenal. Knowing how to work with parents is a big one. Coaches today must walk a fine line of being confident while showing compassion. In addition, they have to get parents to buy into what they are preaching. All this takes very solid leadership know-how. A head coach must also be very conscious of how to best mentor his or her assistant coaches. Say an assistant coach is not happy with having to coach the junior varsity squad. The head coach may have to give the assistant coach a pep talk: “I know if you are in charge, the team is in good hands.” Or “I cannot send just anyone to coach that team. This is the only chance these kids have of playing, and they will play for you.” What may be most important is that a coach who is a leader can see problems before they become crises. They are able to assess what needs to be done and take prompt action to right the ship. They take care of turbulence before it becomes a storm that blows into the athletic director’s office.
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in every way I can. One key area we talk about is decision making. I give them ideas for how to make sound decisions and tell them to always communicate up: “Keeping your superiors informed of a situation keeps them in the game. Working to find every viewpoint from those whose opinions you value brings clarity to a tough call.” What I have discovered is that it often comes down to simply being supportive when coaches have to make tough decisions. Taking the time to listen to them, encourage their decision-making process, and praise them is sometimes all it takes. Having someone tell them they are making the right decision gives them the confidence to continue to make good choices.
“Would it help if I spoke to them? I have a leadership opportunity coming up, would asking them to participate be a good idea?” Along with continual feedback, annual coaches evaluations are a great time to talk about leadership. We have language in our rubric that points to head coaches being responsible for their entire program, grades 7-12. We evaluate them on how well they provide direction to the lower-level coaches and oversee the leadership aspects of the program. The rubric also includes a line that reads “takes advantage of opportunities for professional growth.” If a coach has not started to do this in terms of furthering leadership, I will offer suggestions. For example, there is an American Sport Education Program (ASEP) course that provides leadership training, which I will point them to. If a coach is struggling with certain leadership skills, we’ll discuss the problem thoroughly. Sometimes, we may need to come up with a new solution that works for that particular coach. For example, if he or she continues to do poorly with administrative duties, I might say, “You are at the top of the list among all of our head coaches when it comes to handling discipline, but when it comes to things such as turning in your eligibility sheet, ordering busses, and providing information to the office, you are dead last. Why not turn those duties over to your assistant coach? We do not care who does the paperwork, and if you need to delegate it to make that happen, then so be it.” Another idea we use is to pair a new coach with a veteran coach preferably in a similar sport such as boys’ and girls’ basketball. I’ll tell the new coach, “If you have a problem, stop in before your practice and talk to the girls’ basketball coach. She can help you strategize about how to handle a variety of issues.”
In our preseason coaches course, we talk about situational leadership—how a coach acts day-to-day— and why this can either further or diminish others’ perceptions of them. I also try to provide them feedback on a daily basis. I constantly remind our new coaches of who we are and who we want them to become. And I offer instant positive reinforcement—even on small things. For example, I may say to a coach, “I like the way you addressed the unsportsmanslike conduct penalty your player received by pulling him from the game. You sent a great message.” After a tough loss, I might listen in as the coach addresses the team. If I feel he or she did not come off as a leader in this situation, I will offer some tips for next time. Another key to mentoring coaches is helping them bring out leadership in their own players. I ask coaches to identify student-athletes with leadership potential, then give them ideas on how to engage these individuals in school away from their peers. I’ll suggest they call a player into the athletic offices during the school day and talk to them about the mental state of the team. I encourage coaches to also identify the player on the fence—one who has potential but hangs delicately between choosing the wrong kids over the right ones in their social circles. I even offer my own help with these players. 50 OCT/NOV 2010 | AthleticManagement.com
SITUATIONAL LEADERSHIP
One more avenue I’ve used to get coaches thinking about leadership is a preseason coaches course I developed. Included in the course is a PowerPoint presentation entitled “Coaches and Leadership.” It talks a lot about situational leadership—how a coach acts dayto-day—and why this can either further or diminish others’ perceptions of them. To me, situational leadership is being able to foresee a potential conflict and bring
it to a positive resolution before anyone else notices the problem. For example, do you start all the seniors on senior night, or do you go with the same lineup you have used throughout the season? In the course, several examples of this type of day-to-day leadership are brought up. The goal is to get coaches thinking about scenarios and how to act in tricky situations. Some of the topics we cover include: When a parent doesn’t agree with your coaching decisions: I believe that strong communications can ease relations with parents on many topics. When there are differences in opinion over things such as playing time, not being the “featured” running back or point guard, or why their child was not an all-conference selection, up-front discussion can solve many problems. The way to counter those differing opinions is to: > Make “team over individual” part of your lingo. When the team is always more important than individual accomplishments, parents better understand the big picture. > Have a high level of care for parental concerns. Instead of brushing a parent’s concerns aside, talk with them and make them feel good about their parenting. I used to say to parents, “I appreciate the fact you care a great deal about your child. A lot of parents do not.” > Provide details on how things work. Explain that the all-conference team is chosen by a consensus of coaches in the conference, and not by the school’s coaches. The process of tryouts: The way a coach runs tryouts can set the tone for an entire season, which is why it’s critical to think through the process thoroughly. We want parents and athletes impressed by the coaching style they see from the very beginning. We ask coaches to explain tryouts in a meeting prior to their start. The key thing to get across is that coaches are taking their decisions very seriously with the best intentions in mind. For example, coaches can say, “We are going to have a three- to five-day tryout, and we are going to select anywhere from 15 to 18 players to be on the squad.” This is very different than drawing lines such as, “We are taking 15 kids, and it will be done over a three-day period.” The message becomes, “This is going to be a difficult process, and we want to give it its due.” I strongly encourage our coaches to meet with those athletes who do not make the team. They can thank them for having the courage to try out and encourage them to come out again next year. They can sometimes also offer alternatives, such as becoming a team manager who gets to
LEADERSHIP
practice with the team each day. Pulling kids in versus turning them away is a sign that the coach wants to be a leader. Handling a tough situation: How will you handle a parent confronting you after a contest about why their child did not get in the game? I tell coaches that the parent wants a public confrontation, and it is a no-win situation. We encourage the coaches to impart to parents in the initial meeting that there will be a 24-hour rule. This provides a “cooling down period” and makes an attempt at getting the emotions out and pulling reason in. Ethics in leadership: Ethics should have a strong presence in the leadership component, and I ask coaches to think deeply about the right and wrong of every decision. Recruiting student-athletes to join your school because you lost your starting quarterback is not ethical behavior. How to inspire athletes: I believe that you have to first inspire yourself before you can inspire others. I often offer the story of Oscar Pistorius, born in South Africa in 1986 with no fibulas. This double amputee sprinter is the world record
holder in the 100, 200, and 400 meters in the Paralympics and wanted to compete in the 2008 Olympics. The International Association of Athletics Federations first banned him for having an unfair advantage. This was eventually overruled, and Pistorius was declared eligible for the games that year in China, although he narrowly missed qualifying. This was a man who never looked back because he had a sense of urgency and an extreme desire to succeed. What if we all approached each day the same way? Great leaders find inspiration for themselves and pass the inspiration on to others.
Napoleon Bonaparte said, “A leader is a dealer in hope.” How appropriate a quotation for coaches, who must sell athletes on a common goal. They need to convince the players that the harder they work, the more success they will have.
SEIZING THE REINS
And, every day, the head coach has to convince him or herself that the countless hours of preparation will translate into something worthwhile. The wonderful thing is that we’ve all seen it happen— with a little mentoring. n
The way a coach runs tryouts can set the tone for an entire season ... We want parents and athletes impressed by the coaching style they see from the very beginning.
Developing coaches into leaders is crucial for any effective athletic department. Each head coach needs to realize that the success of their team is directly related to their leadership capability.
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PROGRAM GROWTH
M
ark Hester kept hearing it couldn’t be done. He kept hearing a successful intercollegiate athletics program couldn’t exist at Indiana University East, an IU regional campus in Richmond, Ind. When Hester began his work as Athletic Director at IU East in the fall of 2006, he inherited three club sports at a commuter school made up mostly of non-traditional
students. There were no varsity teams, no on-campus athletic facilities, and little interest from the campus or the community. Just four years later, Hester now oversees the largest state school NAIA athletics program in Indiana. IU East joined the NAIA in 2007 and currently sponsors 10 intercollegiate sports, with plans for more expansion on the horizon. The start-up sports have quickly found success, with three Kentucky Intercollegiate Athletic Conference championships, three
teams being represented at NAIA national championship competitions, and the men’s basketball team receiving votes in the NAIA coaches poll the last two seasons. Two Red Wolves student-athletes have earned honorable mention NAIA All-American honors and two others have received Daktronics NAIA Scholar-Athlete recognition. Yet there is still no on-campus gymnasium. No tennis courts. No dormitories. At first glance, a visitor will see little evidence of a successful intercollegiate athletics pro-
Expansion Plan
Being in a recession doesn’t mean you can’t grow your athletic program. The key is to find low-cost opportunities and make the most of them.
SUSANNA TANNER
By Kyle Wright
At Indiana University East, Athletic Director Mark Hester (in front, with four of his coaches and administrators behind him) has expanded athletics at his school in several nontraditional ways.
AthleticManagement.com | OCT/NOV 2010 53
A STRONG MISSION
Hester saw two courses of action when he accepted the challenge of building an intercollegiate athletics program at IU East. “We could have said ‘woe is me’ and focused on what we don’t have,” he explains. “But instead we decided to look at the positives of what we have to offer as an institution as a whole.” He adopted “Success is OUR choice” as the athletic department slogan and focused on attracting coaches and student-athletes who would buy into the idea. “When you look at other people who have been successful, you see they made conscious decisions to do things to put themselves in a position to be successful,” Hester says. “In fact, in everything we do there is a choice to be made, and that choice often determines your success.” Another important step for Hester was to be on the same page as upper-level administrators. Even if your school’s administration cannot produce funds for a new athletic complex or increase your operations budget, it can be an ally as you seek other ways to grow. IU East chancellor Nasser Paydar came to the campus in 2007 and Hester made sure he was in sync with his new boss’s expectations from the get-go. Paydar saw athletics as “a high priority” and believed they could help IU East grow in a substantial way. He felt a strong athletic department could promote the importance of overall health and fitness, help unite the campus behind a common cause, and guide the school toward making its mark in the Richmond community. “The key [to growing a small college athletics program] is commitment at the leadership level,” says Paydar. “You’ve got to have commitment on the part of the chancellor or president, and make sure expectations are articulated so the athletic director knows the values the chancellor is expecting.” Kyle Wright is Sports Information Director at Indiana University East. He can be reached at: wrightkj@iue.edu.
54 OCT/NOV 2010 | AthleticManagement.com
The athletic department worked closely with upper-level administration to help achieve “mission transformation” on campus, which focused on changing the makeup of IU East’s student population from predominantly non-traditional students to mostly traditional students. The presence of the intercollegiate athletics program directly and indirectly attracted traditional students. Some came to IU East to play on the teams, while others came because the presence of athletics embodied a culture they wanted to be a part of. No longer could a prospective student dismiss IU East as “not a traditional college experience” because the school lacked intercollegiate sports. IU East has increased its enrollment by 30 percent since the addition of intercollegiate athletics in 2007. The school is now the fastest-growing campus in the IU system. “People say that players win games but administrations win championships, and that is very true,” Hester says. “Because our chancellor and vice chancellor recognized what sports at a small university can mean—marketing and enrollment—they chose to make the investment with us.”
THE RIGHT SPORTS
To do its part in “mission transformation,” the athletic program, first and foremost, needed to add sports. But what programs do you create when the goal is to attract new students and produce winning teams while spending the least amount of money possible? While Hester would love nothing more than to spend his fall Saturday afternoons cheering on an Indiana University East football team, he did not start a football program. Hobnobbing with fans at IU East softball games on warm spring evenings was also appealing, but he did not add softball. Instead, IU East has added women’s golf, men’s and women’s cross country, men’s and women’s tennis, and men’s and women’s track and field, while elevating its three club sports—men’s basketball, men’s golf, and women’s volleyball—to varsity status. There are no plans to add high-profile sports such as football, baseball, or softball in the near future. Soccer is likely the next addition. The new sports all share two key traits. They bring in a large number of student-
IU East has just one on-campus competition facility, a cross country course that opened in July. But the athletic department has made it the region’s premier cross country facility. “We didn’t have any facilities, period, so we wanted to make the most of what we can have,” says IU East Athletic Director Mark Hester. “A cross country course was the least expensive and most feasible to build, and because of all of the events we can host, it will be a revenue generator.” The course features attractive kilometer and mile markers and an elaborate finish area. A large map will be installed at the course entrance to help visiting teams and weekend joggers navigate the various layouts. And the department hopes to erect an observation area where spectators can view a majority of the course. The cost of the construction and signage was well into five figures, but that number pales in comparison to the funds the school would have needed for a competition gymnasium or a track and field stadium. And if all goes according to plan, the course will eventually pay for itself through race entry fees and sponsorships—the school has opened the course to community distance races, hopes to host major high school and collegiate races and postseason competitions, and has secured a local hospital as a signature sponsor. In addition, the course will bring thousands of potential students to IU East who might not have visited the campus otherwise. That helps to recruit both athletes and non-athletes, which supports the school’s larger mission.
maximize assets
gram—except for the championship banners hanging in the not-quite-big-enough-fora-regulation-basketball-or-volleyball-court recreation area. In an era of slashed budgets and shrinking revenue, athletic departments must find ways to maximize their resources. The techniques used at IU East, where the Red Wolves chose success despite limited resources, provide a blueprint for how a small program can survive and even thrive during these changing times.
PROGRAM GROWTH
athletes (particularly if a junior varsity team is offered, which the school hopes to do eventually in all sports) and they have relatively low operations and equipment costs. A sport like football or baseball might bring in a large number of students, but it would also be expensive to operate. In addition, the programs added are ones that can find success fairly quickly. If just one golfer or track athlete makes nationals, that brings publicity and instant credibility to the program. It shows prospective student-athletes that they can achieve similar goals immediately. “The biggest thing is, you’ve got to take emotion out of the equation,” says Hester. “I would love to add baseball, softball, and women’s basketball. But the bottom line is those would not be cost-effective sports for us right now.” IU East was also careful to add sports that did not require any kind of on-campus facility. Cross country made sense because the runners can train almost anywhere. Tennis worked because courts are plentiful at local parks. And track and field was a logical choice because a local high school makes
its facility available to IU East’s athletes. Women’s basketball and men’s volleyball, however, were not feasible because they would overcrowd the facilities where the men’s basketball and women’s volleyball teams already practice and compete. THE RIGHT COACHES
Hiring coaches for start-up programs can be tough. But Hester didn’t look at it that way. He was excited about finding coaches he could mentor. His strategy was to look for those who knew how to win, even if they didn’t have a lot of head coaching experience, and were willing to work hard and learn. IU East Head Cross Country Coach Pam Mertz competed at the NCAA Division I level and won a local road race series six times. IU East Head Tennis Coach Mike Sherer also played at the NCAA Division I level and holds professional certification. New Head Track and Field Coach Tyler Daugherty won a high school conference championship and conference coach of the year award in his first year as a high school track and field head coach. They all also demonstrated willing-
ness to take on the challenge of building a program from the ground up. “One, they’ve got to be professionally qualified,” Hester says of the criteria for his coaching searches. “Two, they need a work ethic that aligns with my vision. Beyond that, are they willing to learn and adapt? Can they see the positives here? And they’ve got to be highly competitive.” Once a professionally qualified, hardworking, optimistic, competitive coach accepts a job at IU East, Hester gets to work mentoring the new hire on how to build a successful small college athletics program. Most of IU East’s coaches have no prior college coaching experience and appreciate guidance from Hester, who maintains a balance of providing advice without being overbearing. For example: > He doesn’t tell his coaches who to recruit, but he does provide regular advice and tips on effective recruiting techniques. All of IU East’s coaches get a weekly newsletter with recruiting advice. > He doesn’t tell his coaches how to divide up their athletic scholarship allotments, but he does make sure the coaches
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use the funds efficiently. An athlete who gets substantial need-based financial aid should not also be given athletic scholarship dollars. > He doesn’t try to break down Xs and Os with his coaches, but he does help them develop a coaching style that resonates with college-age student-athletes. Teaching methods that worked with adult tennis players or middle school volleyball players don’t always connect with college athletes. SMART STARTS
IU East’s teams used various recipes to cook up almost instant success. Each strategy was specific to the sport and available resources. The Red Wolves women’s volleyball team spent its first season at the NAIA level playing a schedule that included several clublevel teams. The program didn’t earn many strength of schedule points, but did post a 21-3 record, which created positive momentum for future seasons, leading to a conference title and NAIA national championship tournament appearance in 2009. Hester, who also coaches the men’s basketball team, relied heavily on transfer stu-
dents as he built his roster. The approach paid off with a 23-9 record during the program’s second NAIA season—a 14-win improvement from the previous year. “We wanted to get transfers, older kids who could help us be competitive right away,” Hester says. “We also felt, because our school did not have dormitories, it would be an easier adjustment to apartments for older kids.”
IU East expanded its media presence by making the most of an existing opportunity—it provided a facility for the area’s public access television station. The basketball team’s quick ascent gave the program’s coaches the credibility needed to recruit talented players directly out of high school. Six high school players in IU East’s 2010 men’s basketball recruiting class combined for a 112-44 record on their respective teams during their senior seasons. Hester thinks the game plan used to kickstart the IU East track and field program into existence will prove most effective of all.
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The faculty senate approved the creation of track and field in November 2009, too late to recruit a team for the 2010 spring season. The athletic department could have tried to enlist anyone and everyone who showed the slightest interest in track and field for the sake of fielding a full team in 2010. But instead, it pinpointed two IU East student-athletes who achieved marks close to
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NAIA championship qualifying standards during their high school careers and could be trusted to devote 100-percent effort to track and field. The two female athletes represented IU East at six meets during the 2010 spring season. The highlight came at the conference meet, where they combined to win three events. The success of the two-woman team generated a positive buzz, leading directly
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Athletic Management
56 OCT/NOV 2010 | AthleticManagement.com
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PROGRAM GROWTH
to strong men’s and women’s track and field recruiting classes, featuring two state qualifiers from Ohio. “The way we introduced track and field was one of the best decisions we’ve made,” Hester says. “We chose two people who were going to be extremely dedicated and work really hard to represent the new program. What they accomplished laid the foundation for why we’ve gotten quality track recruits during our first year.” ENGAGING THE COMMUNITY
IU East didn’t wait for the community to come see the Red Wolves. The school brought the Red Wolves to the community. When Hester arrived at IU East, a typical basketball game was played 25 miles from campus and drew about 15 fans. So he decided to move all basketball and volleyball contests to high schools in Richmond, a few miles from the IU East campus. The volleyball team played two seasons at Richmond High School, with some games at Seton Catholic High School, also in Richmond. The squad is playing all its games at Seton Catholic in 2010 and conducts practices at a Richmond middle school that is no longer in use. Seton Catholic is a very small school with few teams, so it was not a problem for them to reserve 10 dates for IU East volleyball games. The school was very excited to host college volleyball matches and the partnership has worked well. The basketball team plays and practices at Richmond High School. They practice early in the morning at the high school auxiliary gym, so as not to interfere with the school’s own athletics practice schedule. Richmond High’s athletic director was receptive to the idea because he wants to fill his facilities with as many events as possible. Richmond High also offered its indoor and outdoor track and field facilities for IU East practices. IU East’s track athletes practice during the school day so as not to interfere with the RHS practice schedule. In addition, IU East’s Office of Campus Life started a basketball/volleyball cheering section, a basketball cheerleading squad, and a dance team that performs at halftime of basketball contests. Students and faculty also receive free admission to all athletic events. IU East held contests to determine a new mascot, Red Wolves, and a name for the new mascot, Rufus the Red Wolf. The contests generated excitement on campus and in the community. IU East expanded its media presence by making the most of an existing opportunity—it provided a facility for the area’s public access television station. From there,
the athletic department quickly moved to establish a weekly coaches show and broadcast some games on the channel. It then placed the coaches show and some games on a statewide cable sports network that replays the broadcasts for a relatively small fee. The school also established a relationship with a radio station looking for local sports programming. Add it all up and IU East will have most of its home volleyball and basketball games broadcast on local and statewide television and all of its basketball games broadcast on local radio for the 201011 season.
Last but not least, the athletic department connected with the community through service activities. Student-athletes are required to take part in two community activities per year—partly because it is the right thing to do, and partly to allow the community to learn more about the Red Wolves. The athletic department works closely with the school’s Office of Marketing and Communications to publicize these endeavors, which benefits both departments. IU East’s basketball and volleyball contests now draw a few hundred spectators per game.
Circle No. 143 AthleticManagement.com | OCT/NOV 2010 57
PROGRAM GROWTH
SOMETHING FROM NOTHING
How do you sell recruits on a small school that has few athletic facilities? With Hester’s help, IU East’s coaches have mastered the art of turning perceived negatives into positives. Prospective student-athletes who visit IU East don’t hear a sob story about the
Recruits don’t hear coaches’ frustrations about how the school’s one on-campus recreation area was built too small for a regulation basketball or volleyball court. They are shown an “individual workout gymnasium” that is just the right size for a small group practice and is decorated with banners celebrating IU East’s athletics accomplish-
“We don’t hide things and we don’t sugarcoat. We tell [recruits] up front that we don’t have a gym, a track, or tennis courts. But we turn those into positives.” absence of on-campus athletics facilities for most sports. Instead, they start their visit by meeting coaches in an impressive new athletics suite that demonstrates IU East’s commitment to the program. The school’s administration allowed the athletic department to move into the vacated suite on campus during the 2009-10 school year. The move cost nothing except a few cans of paint and some new carpet.
ments. Hester drives his basketball recruits to the 8,100-seat arena at Richmond High School where IU East plays its games. Coaches never tell newcomers, “We’d love to have you, but we don’t know where you’ll live because we don’t have dorms.” Instead, coaches talk about the positives of living on one’s own at the community apartment complexes. IU East offers fewer total athletic schol-
arships than most of its peers. So coaches show prospects how the school’s low tuition, academic scholarships, and need-based aid often results in a lower education bill than receiving more athletic scholarship money at a higher-priced institution. “We don’t hide things and we don’t sugarcoat,” says Hester. “We tell them up front that we don’t have a gym, a track, or tennis courts. But we turn those into positives. “I have a sales background and I can talk most people into buying something,” he continues. “But if I just talk you into it, you’ll be unhappy with what you bought. If I present you with the facts and show you all the positives we have to offer and let you make the choice to buy, then you are going to be happy with your decision.” While hard work and a supportive administration are the foundation for growing a small athletics program, Hester says thinking strategically is the final key. “You’ve got to make decisions based on the feasibility of the dynamics in front of you and your program,” Hester says. “Then, don’t give up. You’ve got to keep searching and knocking on doors until somebody lets you in.” n
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FACILITIES OF INNOVATION
The KSU Soccer Stadium is the only complex in the United States constructed specifically for women’s soccer.
One of a Kind
In deciding to build a new facility for its women’s soccer team, Kennesaw State University didn’t just break ground. It broke new ground.
L
By Scott Lipsky
ocated just 20 or so miles north of downtown Atlanta, Kennesaw State University is a school known more for its 47 bachelor’s degree and 30 master’s degree programs than its athletics program. On a typical day, a smattering of students don the school’s colors (black and gold) and its mascot (the Owl), but you’ll also see a lot of Georgia and Georgia Tech T-shirts mixed in. However, that hasn’t stopped Kennesaw State from becoming a leader and innovator in athletics facility construction. This summer, the school opened KSU Soccer Stadium, an 8,300-seat facility built exclusively for women’s collegiate and professional soccer, which is serving as the home of the Kennesaw State Owls and the Atlanta Beat of Women’s Professional Soccer (WPS). AthleticManagement.com | OCT/NOV 2010 61
The $16.5 million structure has everything a women’s soccer fan or athlete would want out of the stadium experience. It includes 12 luxury suites, open air party decks for private events, special entrances for VIP ticketholders, player lounges, and locker rooms as large as 1,300 square feet, along with coaches’ offices and full training facilities. WHY WOMEN’S SOCCER?
T. Fitz Johnson, owner of the Atlanta Beat, is not afraid to think big. He believes WPS can follow in the footsteps of Major League Soccer, which drew an average of 16,120 fans per contest in 2009. With MLS franchises building soccer-specific stadiums for their clubs, Johnson saw what it could do for his team. “We needed to make sure our athletes had the proper facilities that were built just for them,” Johnson says. “Many MLS teams are doing that, and there is no reason why we can’t do the same.” Scott Lipsky is Assistant Sports Information Director at Kennesaw State University. He can be reached at: slipsky@kennesaw.edu.
Finding a niche in the vast sports landscape of Atlanta was one of his challenges. Calling a place like the Georgia Dome or Bobby Dodd Stadium home would put the Beat in the middle of the city’s downtown, but would also relegate the club to secondary tenant status, a situation that has not often bred success for other non-major sports teams around the United States. In order to have a hook, the club needed to separate itself from the crowd—it needed to play in a stadium that was different and special. All it would take was a willing partner. Enter Rob King, Head Coach of the Kennesaw State women’s soccer team. Having founded the women’s soccer program in 2002, King has been at the helm of one of the most successful teams in the school’s athletic program for nearly a decade. Prior to moving up to NCAA Division I a year ahead of the rest of the school’s programs in 2004, the England native led the Owls to the 2003 Division II national championship in just their second year of existence. The program has not disappointed since making its move to the top level of college soccer. In five years in the Atlantic Sun
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Conference, the squad has won the league’s regular season title three times and the ASun Tournament twice, both times earning the conference’s automatic bid to the NCAA Division I Tournament. But it was playing home games on a field on the edge of campus that could accommodate only a little over 1,000 fans. “We wanted a stadium that would have a capacity of around 2,500,” King says. “The Beat was looking to have a capacity of around 6,000. We figured that by partnering, we could satisfy the needs of both parties.” Building a top-notch stadium of that size for a women’s soccer team is certainly ambitious. What convinced Kennesaw administrators it was a worthwhile endeavor? For one, the Owls women’s soccer program has enjoyed great community support over the past several years and seemed poised to grow in popularity. Additionally, the school was able to fund the project without any taxpayer dollars, securing private donations and university funds. Finally, administrators felt confident that doing something innovative would be beneficial to the school. The idea was to build the best women’s soc-
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FACILITIES OF INNOVATION
cer-specific stadium possible, which would showcase the Owls and Beat, and eventually attract the highest level of collegiate, professional, and international soccer. Another benefit of the stadium would be its ability to help with recruiting. An impresPage 1 sive new stadium can provide an advantage for coaches of all 16 Kennesaw State sports. And it will especially help the women’s soccer squad attract top players—including international ones. How does the partnership work? From a revenue standpoint, each team keeps the dollars generated from their own games while both entities share in the revenue generated from other events at the stadium. Johnson, King, and Bob Heflin, Director of Real Estate for the KSU Foundation, oversaw the design and construction of the stadium. The two teams are co-primary tenants at the facility, though it is on KSU Foundation property. THE DETAILS
By selecting Rossetti as the architect for the project, Kennesaw State chose a firm with experience designing structures from Ford Field to Toyota Park (home of MLS’s
Chicago Fire). Its charge was to design a facility with soccer-specific elements that typify an MLS stadium, but at a fraction of the cost. “When you look at our facility, you know immediately that it was built for soccer, first and foremost,” Johnson says. A lot of attention was also given to the fan experience. “The way this stadium was built, the fans will have excellent sightlines wherever they are sitting,” says King. “And it was constructed to allow them to have great access to the action whether they are sitting in their seats or getting food on the concourse.” To give the stadium a home-team feel, all the seats are gold (the Beat have a similar shade of gold to go along with their red and black), and during Owls games, all fans sit on the west side of the stadium, while the east side is only open for Beat games. At the north end of the field is a 608x324-inch Daktronics video board, which provides a video feed of the action and also shows instant replay footage and halftime entertainment. There is also premium seating. Twelve luxury suites, located on the west side of the stadium, are sold separately for Beat and Owls games. The Party Loge, which features
tables and chairs, currently operates on a first-come, first-serve basis, but will eventually turn into a premium-seating area. The Beat has already rented out the area to private parties during games in an effort to see how the location can best be utilized. The stadium also has six open-air decks that allow private parties to host functions. The athletes are enjoying the stadium’s state-of-the-art design, as well. A players’ lounge, which serves both the Beat and Owls, has a big-screen TV and a foosball table. And there are areas for athlete training and sports medicine, including a hydrotherapy unit. Finally, the facility was designed for flexibility. Aside from the four locker rooms built primarily for the Beat and Owls and their opponents, there are two auxiliary locker areas. The extra locker rooms, which are bigger than the ones built for the primary tenants, can each be split into four separate locker rooms, allowing the facility to host multi-team tournaments. COMMUNITY CONNECTION
Building a complex for women’s soccer with a seating capacity over 8,000 is certain-
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hile the KSU Soccer Stadium caters to one sport, athletic departments at the high school level often need facilities that are built for many different activities. Such was the case at Rochester (Ill.) High School, which opened a new two-story, 47,000 square-foot athletic complex in August that more than doubles the space of its old building. The $5.7 million facility was designed with several different groups in mind, both at the school and in the community. “We wanted everyone to benefit, not just the high-profile high school teams,” says Andrew Ford, Director of Activities at Rochester. “There’s a three-lane indoor track where studentathletes will train and community members will be able to walk laps in the winter. The new fitness center is three times the size of the old one, and we’re talking about offering cardiovascular classes as an alternative to physical education.” The wrestling room is another example of a space that will serve more than one use. “The room will host yoga and dance classes,” says Ford. “And it will most likely be a place for our cheerleaders to practice.”
Ford is also excited about several auxiliary areas. “We have a team room where 100 athletes can meet to watch game film, a hospitality area for officials, and an athletic training room—kids will never again have to wait in the parking lot to get taped before a game,” he says. The new fieldhouse has retractable bleachers that can seat 2,800 spectators and a state-of-the-art geothermal heating and cooling system for maximum energy efficiency. In early spring, the baseball and softball teams will use the facility for batting and pitching practice, and with three basketball courts, the boys’ and girls’ teams will no longer compete for the best practice time slots. Planning for the complex began with the previous athletic director, Arnie Spiker, who currently works as Athletic Director at South Fork High School in nearby Kinkaid. As part of the process, Spiker gathered input from Rochester’s coaches, students, staff, and parents, and worked closely with BLDD Architects regarding the needs of the school and community. “It’s great to now see our kids use the fieldhouse,” says Ford. “At some point, all the students in our district will be benefiting from it, and the possibilities are endless.” — Kenny Berkowitz
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FACILITIES OF INNOVATION
The new athletic complex at Rochester (Ill.) High School includes a threelane track, a large fitness center, an athletic training room, a hospitality area for officials, and retractable bleachers to seat 2,800 spectators.
ly a gamble. In comparison, the University of Tennessee, known for its strong support of women’s athletics, has a stadium that seats 3,000 for its women’s soccer team. At powerhouse University of North Carolina, Fetzer Field has a capacity of 5,700. That’s why a lot of time is being spent courting local community members and convincing them to become fans of the program. To begin, it was important to simply get local support for the facility project. Because the University and Johnson are heavily involved in the Cobb County community and have taken part in community initiatives over the years, many connections already existed. When the proposal to re-zone the property, originally a family-owned farm, was brought to the Cobb County Board of Commissioners in early 2009, it did not receive a single dissenting vote. Additionally, there were no objections by local community groups. The people of Cobb County were excited about how something like this could improve their quality of life. “The KSU Soccer Stadium gives Cobb County a great venue for sports, concerts,
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FACILITIES OF INNOVATION
and community events that we haven’t had before,” Heflin says. “The community looks at this as an enhancement to their local area.” This hometown spirit has been furthered by targeting local businesses for advertising and sponsorship dollars, instead of larger businesses that cater to the entire Atlanta market. Johnson has embraced the fact that while his team plays near a large city, the Beat’s location in the north suburbs puts it in a unique situation. He feels it is the team’s relationship with the local community that will be of utmost importance going forward. Therefore, much of the signage around the stadium comes from local sponsors. “It has always been a goal of ours to be the community’s team,” Johnson says. “If we can get Cobb County businesses involved on a consistent basis, that will be a big step towards our long-term success.” FUTURE USES
While the KSU Soccer Stadium was built for and caters to women’s soccer, the Beat and the university have additional plans for the venue. “You have to have uses other than just soccer for a facility like this,” says John-
son. “Soccer alone won’t pay the bills. It was important when we built this facility that the design would allow the stadium to accommodate other types of events.” The stage area at the north end of the stadium, behind one of the goals, is a great example of that line of thinking. It was built as an elevated platform so fans can look at the field while standing on it, but is also wide enough to fit a setup for either a concert or hospitality area. While no concerts have taken place on the stage yet, the stadium did host the WPS all-star game at the end of June, and league-sponsor Puma set up its fan experience there. KSU Soccer Stadium’s brain trust is collaborating on the process of booking other, non-soccer events, including collegiate lacrosse. They have hired B.C. Entertainment Group to handle event management, particularly in the areas of staffing and managing operations. Additionally, there is a chance the venue could become home to another big sport at Kennesaw State. The university announced on Sept. 15 plans to begin a football program, with KSU Soccer Stadium being a
possible venue, at least on a temporary basis. If that does happen, and football requires more seating, the stage area can have up to 2,500 seats added to it permanently, and there are other areas of the stadium that can accommodate additional seating without having to completely re-configure the complex. Football or no football, the venue has already garnered a lot of attention from within the soccer world. The stadium will host its first international friendly this fall, when the U.S. Women’s Soccer Team takes on China. On Thanksgiving weekend, the facility will play host to a series of matches featuring the men’s Under-20 squads from the U.S., Mexico, and Colombia. The stadium will also host the 2011 Women’s College Cup next December. The Atlanta Beat and Kennesaw State Owls have gone where women’s athletics has never gone before. Their new stadium’s success will undoubtedly be monitored by many groups around the sports world. In the meantime, college and pro women’s soccer players and their fans are enjoying a stadium built just for them. n
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hen it comes time to make an investment in a high school facility, it takes time to find the right product. At The Villages (Fla.) High School, Athletic Director and Head Football Coach Richard Pettus found that out when he needed a pair of windscreens for the program’s baseball and softball stadiums. “I met Jeff Mondor of Aer-Flo at the American Football Coaches Association (AFCA) convention,” says Pettus. “He didn’t just slip me a business card in the hope that I would call him. He took time get to know me and the needs of our school. The week after the show, he called with more questions and ideas, and we decided to go with his recommendations. The Tuffy® Windscreens are made with Aer-Flo’s exclusive Vipol® Matrix Material, a super-durable mesh fabric of tightly woven micro-fibers. They’re virtually tear-proof. Tuffy is finished with double-needle lock stitching, eliminating the thread-unraveling problem of traditional, chain-stitched windscreens. These windscreens are backed by a fouryear factory warranty. “We sent Aer-Flo the logo and graphics we wanted on the windscreens,” continues Pettus. “They did an awesome job putting the artwork right where we wanted it. They even contacted some of their dealers to give us a bid to make sure we got the best price. We ordered from
Orlando Team Sports, a division of Sport Supply Group. The colors are great. As you can tell, we are very happy with the windscreens and especially pleased with the customer service. With the rain we’ve had in Florida this fall, I may need to visit with Aer-Flo and their dealer about some sideline tarps to protect our football field.” Sold by the beSt SportS equipment dealerS
4455 18th St. East • Bradenton, FL 34203 800-823-7356 • www.aerflo.com
[F A C I L I T Y
Missouri Western State University Need: Grandstand seating Solution: Century Industries provided bleachers with improved visibility and capacity for fast setup in minutes at various campus locations. Key features: • One-person setup • Highway-towable • Greater seating capacity • All-weather materials
Century Industries, LLC
Norfolk State University Need: A track to host world-class meets Solution: Beynon Sports Surfaces installed the IAAF-certified BSS 2000 track in time for the 2010 AAU Junior Olympics at Norfolk State University Key features: • Training: Tuning the track provides the ultimate training and competition surface • Longevity: Tracks last up to 15 years without needing resurfacing • Warranty: A comprehensive 10-year warranty can also be backed by a fiveyear insured third-party warranty
Beynon: A Tarkett Sports Company
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]
Laredo Independent School District, TX Need: Scoreboards Solution: Daktronics provided a state-ofthe-art custom scoring and timing system to meet their specific needs Key features: • Endless options to suit any facility’s needs • Audio system offers high-impact sound for indoor and outdoor venues • Message displays provide a flexible solution for advertising • Daktronics is a world-leading designer and manufacturer of large-screen video displays
Daktronics
812-246-3371 • Fax: 812-246-5446 www.centuryindustries.com Circle No. 504
888-240-3670 • Fax: 410-771-9479 www.beynonsports.com Circle No. 505
University of California-Davis
University of Michigan
Ames High School, IA
Need: Stadium graphics for Ocker Field Solution: Dura-Mesh™ digitally printed fence screens to reinforce brand and strengthen home field advantage. Key features: • Durability: Tighter poly weave provides higher tensile strength • Fabrication: Proprietary Dura-Seam™ hem reinforcement makes banner virtually tear proof • Color: Higher PVC content allows better ink pigment attachment • Superior customer service, on-line art approval, free design services
Need: Infill for new synthetic turf field Solution: CushionFall® Sport is a vibrant, durable, and safe rubber crumb infill coating that delivers outstanding aesthetics, and is easy to maintain and safe for athletes. Key features: • Eco-friendly: CushionFall® Sport encapsulation process reduces volatile organic compounds (VOCs) by 71 percent and heavy metal runoff by 80 percent • Durability: Traditional rubber infill loses flexibility and elasticity after continuous exposure to bright sunlight. CushionFall Sport protects the properties of the rubber crumb • Water permeability: Allows for better drainage than standard rubber crumb infill
BigSigns.com
CushionFall® Sport
Need: Sports lighting Solution: Musco Finance allowed UC-Davis to light its Aggie Stadium with Light-Structure Green™, making games more convenient and comfortable. Key features: • Financing • Constant light levels • Control-link® for managing facilities • Reduced spill and glare
Musco Sports Lighting, LLC
800-825-6030 • Fax: 641-673-4825 www.musco.com Circle No. 507
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800-790-7611 • Fax: 800-790-7611 www.bigsigns.com Circle No. 508
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800-325-8766 • Fax: 605-697-4700 www.daktronics.com Circle No. 512
888-434-0333 www.cushionfallsport.com Circle No. 509
AthleticManagement.com | OCT/NOV 2010 69
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Trussville High School, AL
Edward Jones Dome, St. Louis, MO
Boys’ Latin School of Maryland, MD
Need: A ride-on reel mower to simplify its turf management
Need: A state-of-the-art synthetic sports surface for the St. Louis Rams Solution: AstroTurf® installed its innovative Magic Carpet™ II Conversion System, featuring GameDay™ Grass 3D. Key features: • Meets rigorous standards for player safety and performance • The Magic Carpet II Conversion System allows the surface to be quickly converted into a floor for other uses • Also installed by the Buffalo Bills, Florida State University, Northern Michigan University, Old Dominion University, University of South Carolina, and the U.S. Naval Academy
Need: High performance synthetic turf field for multi-sport uses Solution: Shaw Sportexe provided Boys’ Latin with a Momentum turf system, specifically designed for extensive use to handle the football, soccer and lacrosse demands of its 631 K-12 boys. Key Features: • Provides performance characteristics to help with ball roll and rebound • High-fiber density helps make Momentum a lush, long-lasting surface • Best combination of playability, durability, and safety • Ability to help maintain and service the field after installation
AstroTurf
Shaw Sportexe
Solution: A Gravely PM-3084 Ride Triplex Reel Mower Key features: • 27 horsepower • 30-inch double roller Locke® reels • 84-inch mowing width
Ariens
920-756-2141 •Fax: 920-756-2407 www.ariens.com Circle No. 560
Ensworth School, TN Need: Highly efficient field maintenance equipment Solution: The grounds crew uses two Toro Reelmaster 3100-D reel mowers to achieve a quality cut and appearance in an efficient manner on multiple fields. Mowing, painting, edging, and other tasks are done on specific days of the week, allowing the school to manage the fields’ busy usage schedule. Key features: • Highly efficient performance • Consistent, top-quality cutting
The Toro Co.
800-803-8676 • Fax: 952-887-8693 www.toro.com Circle No. 567
70 OCT/NOV 2010 | AthleticManagement.com
877-887-3435 • Fax: 248-601-2400 www.astroturf.com Circle No. 561
University of Virginia Need: Nine portable backstops, six ceiling-suspended backstops, and wall padding Solution: Spalding’s competitive pricing, superior product designs, and experienced engineering, drafting, and sales professionals came through for the Cavaliers. The company provided top-quality products and excellent service. Spalding is the official basketball equipment supplier for the NFHS and the NCAA Final Four.
Spalding
800-435-3865 • Fax: 515-386-4566 www.spaldingequipment.com Circle No. 568
866-703-4004 • Fax: 770-795-8593 www.shawsportexe.com Circle No. 571
Northsport Athletic Facility, NY Need: Floor installation Solution: “We purchased two NCAA Final Four portable basketball floors needed to have them permanently installed in our facility,” says owner Mike Nelson. “The biggest challenge was that the floors were longer than the room size but not wide enough. Extra flooring and sub-flooring had to be laid to match the same, height, look, and feel. Finding a company to do that kind of specialty work was practically impossible. Tacinelli Sports Floors came through for us. Their technical expertise and attention to detail made the floors line up perfectly. I was totally impressed with their work— they’re not your average floor company.”
Tacinelli Sports Floor Systems
888-404-9663 www.bestsportsfloors.com Circle No. 569
[F A C I L I T Y
City of Parkland, FL Need: A new synthetic turf field Solution: Parkland officials started to evaluate synthetic turf in 2007, when they realized their fields were not holding up to extensive use. They chose the ProGrass 40 Blend Fiber, and the installation was ready in a matter of just a couple of months. “To date, we have not had a single complaint, and we have hosted some of the top teams in the area to rave reviews,” says Parks and Recreation Director Scott Davidoff. “The City of Parkland could not be happier with our investment.”
ProGrass, LLC
866-270-6003 • Fax: 412-391-2270 www.prograssturf.com Circle No. 540
St. Johns Catholic School, Hanover, KS Need: A resilient athletic sports surface Solution: ProGym is engineered to satisfy the needs of everyone, even the most demanding professionals. That means excellent traction and the comfort of superior resiliency. And that’s not all—this tile is affordable, and the company’s redesigned interlocking system makes it easier to install. Key features: • Very low maintenance • Superior durability • Portability • Quick and easy assembly • Comfort and resiliency
Mateflex Surfaces
800-926-3539 • Fax: 315-735-4372 www.mateflex.com Circle No. 545
Parkview Field, Fort Wayne, IN Need: Bleachers that could be placed on the roof of the parking garage located next to right field Solution: National Recreation Systems provided the new “Treetop Bleacher.” Key features: • Special bar type seating • ADA accessibility
National Recreation Systems, Inc.
888-568-9064 • Fax: 260-482-7449 www.bleachers.net Circle No. 541
Dakota Valley High School, SD
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Wagner College Hobart and William Smith Colleges Need: A scoreboard to enhance a new multi-purpose stadium Solution: Eversan provided stateof-the-art HD-22 video displays with scoreboards. The screens are capable of integrating any visual application required: instant replay, crowd pans, player bios, and more. Key features: • Large-format, high-definition LED video with live video capability • Ultra-bright LEDs with extra-wide viewing angle provide exceptional quality and crystal-clear imaging for any event • Enables easy communication about promotions, merchandise, and concessions sales to boost revenue
Eversan, Inc.
800-383-6060 • Fax: 315-736-4058 www.eversan.com Circle No. 544
City of Kingston, ONT
Need: An efficient way to display and view strength records
Need: Excellent audio coverage for a hockey facility
Solution: Coach Bill Clements credited Austin Plastics’ strength and conditioning boards with meeting his needs. Coaches can quickly change and update names and records using the printing program along with their existing printers.
Solution: Octasound’s unique full 360-degree SP8XX series and 180-degree SP5XX speakers allowed full coverage with fewer speakers, keeping rigging and installation costs to a minimum.
Key features: • Great goal-setters for current athletes • Excellent way for alumni to see their high school accomplishments immortalized
Austin Plastics & Supply
800-290-1025 • Fax: 512-832-0952 www.athleticrecordboards.com Circle No. 547
Key features: • Multiple drivers to spread the sound • Superior performance and ease of installation • Exceptional factory support
KDM Electronics
800-567-6282 • Fax: 416-439-7232 www.octasound.com Circle No. 548
AthleticManagement.com | OCT/NOV 2010 71
[F A C I L I T Y
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North Gwinnett High School, GA
]
University of Texas
Need: A more durable softball windscreen
Need: Permanent grandstand for the end zone
Solution: The school purchased a Tuffy® windscreen made with superdurable Vipol® matrix mesh, with ChromaBond™ imprinting of the team logo.
Solution: Sturdisteel provided a permanent end zone grandstand that provides seating for band members and fans, with underneath access for restrooms and concessions.
Key features: • Four-year factory warranty at the price of standard VCP • Vipol mesh has over 50 percent more micro-fibers than standard VCP • Lock-stitched ends and corners eliminate problem of chain-stitch unraveling • Multi-color Chroma-Bond imprinting is more durable than digital printing
Aer-Flo, Inc.
800-823-7356 • Fax: 941-747-2489 www.aerflo.com Circle No. 513
Toronto Blue Jays, Dunedin, FL
Key features: • Strong reputation in the industry • Timely delivery • Quality and affordability
Sturdisteel Co.
800-433-3116 • Fax: 254-666-4472 www.sturdisteel.com Circle No. 514
Loyola Maryland University
Need: Glute Ham Bench
Need: Pressbox/suite windows
Solution: Samson Equipment designed and produced a custom Glute Ham Bench with a dip station located on the back end of its framework.
Solution: Loyola Maryland University purchased a G2L® Window System to provide a frameless, open-air window solution with minimal cost and little maintenance.
Key features: • Compact and diverse Benefits for the user: • Allows athletes to perform all the glute ham/back extension work a Glute Ham Bench is normally used for, along with the full range of dip work
Samson Weight Training Equipment
800-472-6766 • Fax: 575-523-2100 www.samsonequipment.com Circle No. 516
72 OCT/NOV 2010 | AthleticManagement.com
Key features: • Frameless, sliding window system • Weather friendly Benefits for the user: • Cost effective • Minimal maintenance
G2L® Window Systems
479-444-6214 • Fax: 479-444-6767 www.g2lwindows.com Circle No. 517
University of Notre Dame Need: Courtside seating Solution: Clarin’s Club and Contour Premium Series courtside chairs met all the school’s requirements. Key features: • Clarin portable seating is made in the U.S.A. • Each chair model is customizable Benefits for the user: • Short lead times for production • For more than 80 years, Clarin has had a reputation for great quality and superb customer service
Clarin
800-323-9062 • Fax: 847-234-9001 www.clarinseating.com Circle No. 515
Iowa State University Need: Seating for the band at football games Solution: Speedy Bleachers were pulled in to be used for band seating during games. Key features: • These highway-towable, hydraulic folding bleachers can be set up by one person in less than 10 minutes. • When it’s not football season, Speedy Bleachers can easily be moved by a pickup truck for use at baseball games, track meets, parades, and more. Benefits for the user: • When not in use, bleachers can be rented out to help the community and raise revenue
Kay Park Recreation Corp.
800-553-2476 • Fax: 319-987-2900 www.kaypark.com Circle No. 539
[F A C I L I T Y
Downingtown High School, PA
Hollister Middle School, MO
Need: Coaches needed designated areas for both home and away players to sit on the sidelines, store their gear, and be protected from the elements. Solution: The school purchased AAE Players Sideline Shelters. Key features: • Provides shade and shelter for athletes • Bench features double-wide shelf with built-in storage unit • Plexi-glass enclosure protects against wind while also allowing see-thru visibility • Customizable vinyl canopy available in choice of colors • Option to add built-in padded trainer’s table on rear of unit • Easy to assemble and well-constructed • AAE lifetime warranty
Need: Flooring for a multi-sport and multi-purpose room
Aluminum Athletic Equipment
Centaur Floor Systems
800-523-5471 • Fax: 610-825-2378 www.aaesports.com Circle No. 510
Solution: The school chose Gymlastic flooring from Centaur. “The company was extremely helpful,” says Principal Mary Lou Combs. “The entire experience from start to finish was wonderful. All my questions and concerns were answered promptly. This was a wonderful experience with a professional company. The process was smooth and we had a new gym floor very quickly.”
800-536-9007 • Fax: 805-957-0125 www.centaurfloors.com Circle No. 511
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]
Sinton High School, TX Need: A permanent grandstand for softball Solution: Southern Bleacher provided a 726-set mitered grandstand that included its award-winning galvanized steel structure and Interlock 2000 decking system. Key features: • Outstanding sight lines and superior quality • Storage underneath the grandstand • Closed ends on roof prevent birds from roosting • Southern Bleacher is a family-owned business with over six decades of expertise
Southern Bleacher Company
800-433-0912 • Fax: 940-549-1365 www.southernbleacher.com Circle No. 506
Baseball & Softball Equipment Take Control
Monster Mats
M.A.S.A. carries a large selection of drag mats to meet the demands of every level of play. The company’s Flexible Heavy-Duty Drag Mat is over three times the strength of the standard-duty drags, and will last much longer. They are constructed from ½” deep x .062” thick crimp, with a 1” x 1” mesh. The Heavy-Duty Drag Mat rolls for storage and transport, and features an 18-month limited warranty. M.A.S.A., Inc. • 800-265-4519 www.sportsadvantage.com
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Daktronics, Inc. • 800-325-8766 www.daktronics.com
Many Satisfied Customers
the Right Tools
Beam Clay • 800-247-BEAM www.beamclay.com
Bannerman Ltd. • 800-665-2696 www.sportsturfmagic.com
Beam Clay has supplied products to every Major League Baseball team, more than 150 minor league teams, more than 700 colleges, and thousands of towns and schools. Beam Clay supplies special mixes for infields, pitcher’s mounds, home plate areas, red warning tracks, infield conditioners, and drying agents, plus more than 200 other infield products, including regional infield mixes blended for every state and climate from bulk plants nationwide.
The RC-100 is a truly wireless handheld device that is versatile enough for use on Daktronics baseball, basketball, football, soccer, tennis, volleyball, aquatics, and multi-sport scoreboards. This controller offers removable button inserts that allow for easy switching between sports. The unit operates using a 900 MHz radio with an internal antenna. It has a rechargeable battery with a life of eight to 10 hours, and it controls one scoreboard at a time.
Circle No. 532
Circle No. 546
Restore your diamond’s luster in 20 minutes or less. Bannerman manufactures groomers that can level and provide maintenance care for baseball and softball diamonds, warning tracks, and walking trails. The B-DM-6 Diamond Master has five grooming tools: a ripper blade, a rake, a leveler, a roller, and a finishing brush. Options include an extension wing brush kit, a hydraulic tractor top link, a 50-gallon water tank, and a long-tine “fluffing” rake. Circle No. 533
AthleticManagement.com | OCT/NOV 2010 73
Baseball & Softball Equipment Perfect Pitch
M.A.S.A. carries a large selection of pitching machines to meet the demands of every level of play. The company’s First Pitch Curveball Baseball Pitching Machine features a ball-and-socket head attachment that rotates to throw any style of pitch from fastball to curveball, and everything in between. This machine quickly and easily throws everything from fly balls to grounders, and features a five-year warranty.
M.A.S.A., Inc. • 800-265-4519 www.sportsadvantage.com
Circle No. 526
Who Supplies the Pros?
C&H Baseball has supplied quality equipment to professional teams since the 1960s. The company’s products have been in the field for more than 40 years, which shows a commitment to quality. C&H manufactured the first aluminum portable batting cage, and then grew to supply field screens, field products, padding, netting, and the “original” ball caddy. Buy direct from the manufacturer and provide your team with some of the longest-performing field equipment on the market today. In addition, C&H Baseball provides batting tunnels, professional installation services, design/build backstop systems, design/build barrier netting, engineering, and replacement nets.
C&H Baseball • 800-248-5192 www.chbaseball.com
Circle No. 527
Mini Traveller irrigation reels offer a range of machines utilizing 1.1- to 2.1-inch hose in four frame sizes. The 1100 and 1250 models are battery-powered, handportable, and easy to operate under low pressure. All of the models offer a cost-efficient method of irrigating sports fields, and their exclusive speed compensation control results in uniform, puddle-free coverage. Circle No. 528
Strength & Quickness
Develop first-step quickness with Power Stepper. This is a great tool to develop strong lateral movement for fielders and base runners who want to enhance their game. Start with intermediate resistance to teach skills and then graduate to advanced and elite resistance. Each unit includes a 10-inch tube and padded ankle cuffs with Velcro straps, and the cuffs are extra long to accommodate users.
Power Systems, Inc. • 800-321-6975 www.powersystems.com 74 OCT/NOV 2010 | AthleticManagement.com
Simply push a button on the TriplePlay Pro pitching machine to choose the type of pitch you want. It can automatically throw fastballs, curves, sliders, and sinkers. The pitch speed is adjustable from 40 to 90 miles per hour in five-mph increments and is digitally displayed. The TriplePlay Pro utilizes a three-wheel pitching mechanism so the baseball is visible from the time it leaves the feeder’s hand until it is pitched. The TriplePlay Basic offers the same three-wheel advantage as the TriplePlay Pro, with pitches adjustable from 30 to 80 miles per hour. An optional external battery pack gives you AC/DC capability for the ultimate in flexibility. TriplePlay Basic is available for $1,895, and TriplePlay Pro is available for $2,895. Sports Tutor • 800-448-8867 www.sportsmachines.com
Circle No. 530
Extend Your Season
Find out why ProGrass has been selected as the synthetic turf for several NCAA Division I baseball teams. The durable baseball surface can be used 24/7 with virtually no maintenance. It drains well and can extend the baseball season. This system simulates natural grass characteristics on an ideal field. ProGrass: Do it right the first time, every time. ProGrass, LLC • 866-270-6003 www.prograssturf.com
Circle No. 537
Precision & Power
Complete Coverage
Cadman Power Equipment • 866-422-3626 www.cadmanpower.com
Two Great Pitchers
Circle No. 520
With an 18-horsepower engine and hydraulic power steering, the Sand Pro® 5040 offers the perfect combination of precision and power. It’s the most versatile vehicle in the bunker, and features the new Quick Attach System (QAS)™, which allows operators to switch from among 14 different attachments—in less than a minute and without the use of tools. The Toro Company • 800-803-8676 www.toro.com
Circle No. 538
It Turns Heads
Eversan’s state-of-the-art HD22 video display uses superior technology and color depth to create realistic and exciting visuals. The screen is capable of integrating any visual application to display: instant replay, crowd pans, player bios, and more. With over 35 years of manufacturing experience, Eversan combines technology with innovation to meet the high demands of athletic programs with dependability, outstanding service, user-friendly operation, and affordability. Eversan, Inc. • 800-383-6060 www.eversan.com
Circle No. 543
Product Launch
Osborne Innovative Products Deluxe Back Saver Ball Caddy
Everlast UltraTile™ Everlast Sports Surfacing with Nike Grind www.everlastsportssurfacing.com 888-383-7655 Circle No. 500
Unique features:
• New extended 15-year warranty • 2’ x 2’ x 1” modular recycled rubber tiles • Sound and shock absorbent • Custom color and logo capabilities • Made in the U.S.A.
Benefits for the user:
• Low life-cycle costs • Contributes toward earning up to eight LEED points
M.A.S.A. www.sportsadvantage.com 800-264-4519 Circle No. 501
Unique features:
• Dolly-style design tips back and rolls easily on 10-inch pneumatic tires • Osborne #72 braided nylon netting for years of trouble-free use • Stands 45 inches tall and 29 inches wide, and extends forward 24 inches • 1 3/8-inch diameter Flo-coated galvanized steel tubing
Benefits for the user:
• Large 300-ball capacity saves your back
Macho Pop 16/18 Ounce Value Line Popper Gold Medal Products www.gmpopcorn.com 800-543-0862 Circle No. 502
G2L® Window Systems Unique features:
• Runs on standard 15-amp plug—you can plug it in anywhere • E-Z Kleen, Uni-Maxx kettle for easy cleanup and maximum popping performance while using less energy • LED lights last longer and save money
Benefits for the user:
• Premium features on this lower-priced machine save time and attracts customers
RGC Glass Inc. www.g2lwindows.com 479-444-6214 Circle No. 503 Unique features:
• Frameless, sliding, open-air window system • All components are 100-percent clear • Weather acclimated • Warranty included
Benefits for the user:
• Cost effective • Seasonal Maintenance only • Easy to open, close, and lock
AthleticManagement.com | OCT/NOV 2010 75
Baseball & Softball Equipment
Living Color
BigSigns.com offers a great product for generating revenue and branding your team. Tuff-Deck OnDeck Circles are one of the most durable and puncture-resistant on-deck circles on the market. Ultra Brite inks ensure high impact, vivid color, and the 20-gauge poly coating protects graphics from ink loss and fading. Call the company for help in turning your vision into a reality.
BigSigns.com • 800-790-7611 www.bigsigns.com
Circle No. 523
Follow the Bouncing Ball
The Reflex Ball is the perfect tool to develop hand-eye coordination and reaction time. Due to its unique shape and design, the ball bounces erratically, requiring users to adapt and adjust. The Reflex Ball comes in two sizes: a four-inch Jumbo Reflex Ball, which has a softball bounce and larger size that makes it easier to catch, and a three-inch Reflex Ball, which offers a faster, more dynamic bounce. Power Systems, Inc. • 800-321-6975 www.powersystems.com
Circle No. 519
For a Diamond that Sparkles
When player safety comes first, look to Bannerman. The company manufactures groomers that shape, level, and provide maintenance care for baseball diamonds and softball fields. The B-BP-4 Ballpark-4 (shown) and the B-BP-6 Ballpark-6 models have five tools: a ripper blade, a rake, a leveler, a roller, and a brush. Available accessories include a wing brush kit, a top link kit, a 50-gallon water tank kit with a spray nozzle, and the new highway transport kit. Bannerman Ltd. • 800-665-2696 www.sportsturfmagic.com
Circle No. 529
Built for the Long Haul
Made of Vipol matrix mesh, Tuffy is one of the world’s toughest windscreens. With over 50 percent more microfibers than its competitors, it is virtually tear- and puncture-proof. It is the only windscreen with lock-stitched ends and corners, eliminating the unraveling problem of conventional chain-stitched competitive products. Now available in 15 colors with chroma-bond multicolor imprinting, Tuffy will upgrade the longevity and appearance of any baseball, softball, or tennis fencing. It’s protected by a four-year factory warranty. Aer-Flo, Inc. • 800-823-7356 www.aerflo.com 76 OCT/NOV 2010 | AthleticManagement.com
Circle No. 521
Push-Button Convenience
Batting practice just got easier. With the TriplePlay Pro Softball Pitching Machine, you simply push a button to choose the type of pitch you want, including risers, sinkers, curves, drop curves, screwballs, and drop screwballs. The pitch speed is adjustable from 35 to 70 miles per hour, and the softball is visible from the time it leaves the feeder’s hand until it is pitched, allowing hitters to more naturally time the pitches. TriplePlay Pro Softball Machine uses a three-wheel pitching mechanism for greater accuracy, and two large transport wheels make it simple to move to and from the field. The TriplePlay Pro Softball Pitching Machine is available for $2,895. Sports Tutor • 800-448-8867 www.sportsmachines.com
Circle No. 522
Extra Protection
M.A.S.A. carries a large selection of protective screens to meet the demands of every level of play. The company’s Osborne Innovative Products Head Saver creates a “roof” on top of the protective screen that virtually eliminates injury. The Head Saver measures 40 inches wide and 37 inches high. The easy-to-attach design features twin J-style hooks that attach to the top of your L-screen at a 30 degree angle, and fit nearly any L-screen. M.A.S.A., Inc. • 800-265-4519 www.sportsadvantage.com
Circle No. 518
Essential Reading
Before you hit the field, make sure the Complete Guide to Slowpitch Softball is in your bat bag. Hall of Famer Rainer Martens provides specific technique recommendations, strategies and tactics, and standards for offensive and defensive practices. All are augmented by a companion DVD, making this a perfect guide for individual and team success. Human Kinetics • 800-747-4457 www.humankinetics.com
Circle No. 524
On the Line
Newstripe’s Heavy Duty 50-pound and 100-pound dry line markers have been redesigned. Line width is now controlled by a positive stop steel plate for accurate on/off, two-inch or four-inch lines. A built-in sight window in the frame allows operators to monitor the line application. HD50 and HD100 are made in the U.S.A. and feature 10-inch pneumatic wheels, an improved lid hinge, and galvanized steel construction. Newstripe, Inc. • 800-624-6706 www.newstripe.com
Circle No. 525
Company Q&A
Flexible Storage Options for Athletic Equipment by Gregg Nelson
What are the biggest challenges with managing athletic equipment?
Organization, security and sanitation were the three greatest needs we discovered in our market research with high schools, colleges, and pro teams. We learned that managing athletic equipment can be a logistical nightmare—including packing and unpacking, sorting, issuing, collecting, and cleaning. There is a never-ending barrage of equipment and uniforms flowing through an athletic department, often with too little space or staff available to help manage it.
In 2010, we expanded our product line to fit a wider range of budgets. Everyone loves the original GearBoss system, but some high schools and small colleges cannot afford it. The new GearBoss II system utilizes the same space-saving principles at approximately half the cost of the original GearBoss system, while incorporating many of its key features and innovations.
How can I customize these storage systems?
In our research, we visited with athletic directors, coaches, and equipment managers across the country. They really took us to school about their needs, challenges, and frustrations. We learned—and witnessed firsthand—that equipment rooms often become disorganized dumping grounds. Along with wasting time and money, and posing potential sanitation risks, such a haphazard arrangement reflects poorly on athletic programs and undermines the discipline and excellence needed to field winning teams.
How do GearBoss storage systems address these challenges? We help our customers create functional, good-looking equipment rooms that become a source of pride rather than embarrassment, while improving inventory management, security, and sanitation. The original GearBoss space-saving, high-density storage system, introduced in 2005, has received rave reviews. It reduces storage needs by at least one-half compared with traditional shelving. The rolling carts move along a fixed track in the floor, providing maximum flexibility and easy access from both sides, while minimizing wasted aisle space. Lockable access doors help prevent theft or unexplained disappearances. Savings from improved security can more than pay for the GearBoss carts over time. Along with improving visibility, the cart’s open grill design enhances sanitation by maximizing airflow around the equipment, accelerating the drying process. Equipment-reconditioning schedules are easier to maintain because organization is improved.
Wenger Corporation
Why was the new GearBoss II storage system developed?
Because every athletic program faces different needs and space issues, our storage solutions offer maximum flexibility. With our electronic layout tool, we can custom-fit a solution for your space and budget. To outfit carts for specific sports, we offer optional accessories such as shoulder pad and helmet hangers, along with garment bars and shelving. The original GearBoss system can be customized with team colors and logos; GearBoss II carts feature an attractive black finish.
What else does GearBoss offer athletic departments? From storage systems, the GearBoss family of products has grown to include other specialized storage and transport solutions. AirPro metal lockers enhance team room functionality and aesthetics, with an open grid design that promotes airflow, sanitation, and visual inspection. Customizable wood lockers are also available.
Gregg Nelson is a senior market manager with Wenger Corporation, which makes a variety of storage solutions for educational and athletic facilities. Wenger also publishes an Athletic Facility Planning Guide that serves as the foundation for a course that has been presented to more than 170 architects and nearly 1,000 athletic directors, coaches, and equipment managers. Along with speaking to major architecture firms about facility planning, Nelson has presented to meetings of the Athletic Equipment Managers’ Association and National Interscholastic Athletic Administrators Association.
555 Park Drive • Owatonna, MN 55060-0448 800-4WENGER • Fax: 507-455-4258 gregg.nelson@wengercorp.com • www.wengercorp.com
AthleticManagement.com | OCT/NOV 2010 77
Circle No. 124 78 OCT/NOV 2010 | AthleticManagement.com
Case Study
Coaching Education Helps Athletic Directors Minimize Incidents “Our team is committed to providing a wide range of educational resources to meet the needs of high school athletic directors and coaches. More than 30 state high school associations recognize and accept American Sport Education Program (ASEP) courses. It is our privilege to work with athletic administrators and coaches across the country who employ the ‘athletes first, winning second’ philosophy in order to provide safe, meaningful and high quality experiences for their athletes.” — Jim Schmutz, Executive Director, American Sport Education Program
S
usie and Rich Woodall are Commissioner and Assistant Commissioner, respectively, of the Marin County Athletic League in Larkspur, Calif. The Woodalls are perfect examples of how coaching education offered by ASEP is reducing incidents and making athletic administrators’ lives less hectic and more enjoyable. Susie began offering ASEP Coaching Principles classroom courses in 1997, and Rich followed in 2001. “We’ve eliminated problems in our league by using the ASEP Coaching Principles course to empower coaches to make the right decisions,” says Susie. “Our coaches are doing a better job of communicating with athletes, parents, and school administrators. We teach the classroom course each year because it’s a great opportunity to mentor new coaches and get them started on the right foot. “The time we spend with the coaches in the classroom— modeling how to prevent or handle situations—is paying dividends throughout the league,” says Susie. “For athletic directors looking for ways to prevent problems, I recommend ASEP Coaching Principles.” In Pennsylvania, quality is king. “All the Pennsylvania State Athletic Directors Association (PSADA) coaching
education committee members think ASEP is the best program for training scholastic coaches,” says PSADA president and Northern York High School Athletic Director Gerry Schwille. “ASEP has a 30-year record of success, and its courses include supplemental materials that are invaluable to coaches.” PSADA thinks the best environment for training coaches is face to face. “We prefer to train coaches in the classroom,” Schwille says. PSADA executive director Bob Buckanavage and Schwille are committed to training ASEP instructors throughout the state to deliver ASEP Coaching Principles classroom courses. At the PSADA convention in March, 29 instructors were trained, and 50 Philadelphia-area athletic directors were introduced to instructor training in September. “The interaction between coaches and instructors is vital to the learning experience—something you don’t get from online courses,” says Schwille. In Florida, more than 30 school districts use ASEP online courses for training coaches to meet the Florida Department of Education requirements. “The easiest decision I made for my district was choosing ASEP as the curriculum provider,” says Russell Wambles, CAA, Coaches Education Director of Lake County Schools and Athletic Director at Apopka High School. “The quality of the program is unmatched and it has been easy to implement. The cost effectiveness is outstanding and the staff has been tremendous to work with in putting our program together.” Wambles supplements the online courses with periodic classroom sessions that he facilitates, while other districts use the online courses exclusively. “In my opinion, ASEP is simply the best program out there,” he says.
1607 N. Market Street • Champaign, IL 61820 800-747-5698 • Fax: 217-351-1549 www.asep.com
AthleticManagement.com | OCT/NOV 2010 79
SPECIAL ADVERTISING FEATURE
Making the Most of Your Maintenance Dollars Jill Dunning-Harris, CommerCial Parts marketing manager, tHe toro ComPany
Most athletic field managers are running on tight budgets these days, and looking for ways to get more out of fewer resources. At the same time, if you’re charged with maintaining safe, playable fields, you don’t want to compromise on equipment maintenance and need your mowers, aerators, and other machines to be up and running. It is worth investigating what options your equipment manufacturer offers to help make the most of your investment over the long term. Many manufacturers offer premium parts that provide extended life benefits over standard products. While premium parts typically require a greater up-front investment, the longer life of the part offsets the initial cost to provide a positive return on investment. In addition to reducing your costs over the long term, premium parts can help to reduce labor expense because they require fewer change-outs and less frequent adjustment during use. One example of a premium
product is the Toro® TITAN® tines. Available in over 150 variations, TITAN tines are extremely durable and last approximately three to four times longer than standard tines. If you are looking for a product to help
you through your aerification process without frequent tine changes, here is your solution. Manufacturers often provide extra benefits with product purchases that help you reduce overall costs. The Toro Loyalty Counts (TLC) Parts Reward Program is a unique offering that provides benefits for performing regular maintenance on your equipment. After registering
for TLC, you earn points based on your purchases of commonly used parts (e.g. belts, filters, tires, etc.) that can be redeemed for a variety of benefits to your organization. Merchandise like shirts, jackets, and mugs are typical rewards you would expect to see in such a program, but TLC extends it one step further to provide credits on future parts and irrigation purchases, discounts on factory service schools, subscriptions to myTurf™ fleet management software, and handheld consumer products like blower/vacs and pruners.
TLC
TM
Whether you are challenged by a tight budget, trying to accomplish more work with fewer resources, or just trying to make smart investments with your available funding, options exist to make the most of your time and money. You can continue to regularly maintain your equipment using genuine OEM parts while receiving great benefits to help your organization. Additional Information can be found @ www.toro.com/tlc
Testimonials
For Facilities That Demand Quality
A Safe, Consistent Rubber Crumb Infill
The Choice of Colleges & Universities
Perma-Cap is an acrylic based maintenance-free seat cover, made to retrofit over existing wood, steel or aluminum bleachers. The PermaCap Bleacher Covering System is an environmentally-friendly, cost effective alterative to full bleacher replacement. Available is 14 standard colors!
“Being located in Hawaii, it is important that we use products from companies that we can rely on for consistency in quality and delivery. I can always count on CushionFall® Sport. The encapsulated rubber crumb infill we get from CushionFall® Sport is always consistent. The particle size is uniform and the quality is excellent.
With up to 95 percent recycled content, the 1.25-inch thick Infinity Max is the latest product innovation from Infinity Flooring. It was designed to stand up to the constant abuse of heavy weights being dropped directly on the surface without denting, tearing, or splitting. Infinity Max has been tested to withstand the impact of an 800-pound weight, and comes with a 10-year warranty. It is available in over 10 standard colors, and an unlimited number of custom colors and custom logos are also available.
Here is a list of some satisfied Perma-Cap customers: Purdue University Seattle Mariners Oregon State University University of California-Santa Barbara Kankakee Valley High School, IN San Rafael High School, CA Virginia Tech University of Nebraska JFK Civic Center, NY Wilfrid Laurier University South Moore High School, OK McClimon Memorial Track, WI Salem City Schools, OH Camp Randall Field House, WI Arena De Falardeau, Quebec, Canada San Francisco Unified School District, CA Centennial Stadium, British Columbia, Canada
“The encapsulation process also has several advantages, including safety and durability. Although all of the rubber crumb infill used for synthetic surfaces is safe, the encapsulated color coating of the CushionFall® Sport infill makes this product even safer. The color also helps extend the life of the infill, and the particles retain their cushion properties for a longer time than with standard rubber crumb infill products. CushionFall® Sports also has better water permeability allowing fields to drain more quickly. “I can always count on CushionFall® to deliver when they say they will, and that is important for us to keep on schedule when installing new surfaces. They are easy to work with, and very responsive to my needs. I need to know that the product I will receive is exactly what I ordered, and with CushionFall® Sport the same consistency and reliability is certain. — Logan Hamocon, Manager, Sports Turf Hawaii
Perma-Cap® by Hussey Seating Company 38 Dyer Street Ext. • North Berwick, ME 03906 1-800-726-SEAT (7328) • 207-676-2222 (FAX) www.Perma-Cap.com
CushionFall® Sport 1725 Dayton Avenue • PO Box 647 Ames, IA 50010 888-434-0333 www.cushionfallsport.com
Below is a list of some of the athletic programs that have Infinity Flooring products installed in their weightrooms: Texas Tech University Duke University Bradley University Northwood University DePaul University University of New Hampshire University of Florida University of Michigan University of Notre Dame Florida State University Ohio State University University of Kansas Purdue University Duke University University of Oklahoma University of Nebraska University of Southern California Kansas State University University of Virginia University of Missouri Western Kentucky University Bowling Green State University University of Connecticut University of Kentucky
Infinity Flooring 6735 N. Meridian St. • Indianapolis, IN 46260 888-479-1017 • Fax: 317-479-1018 www.infinityflooring.com AthleticManagement.com | OCT/NOV 2010 81
More Products Hydration & Recovery
Gatorade Recover 03™, part of the G Series, is the first protein and carbohydrate beverage formulated with the consistency of a thirst quencher to provide hydration and muscle recovery benefits after exercise. In addition to the 16 grams of protein, Gatorade Recover 03™ has 14 grams of carbohydrates and electrolytes like sodium and potassium to help you replace nutrients after a tough practice or game. Gatorade • 800-884-2867 www.gatorade.com Circle No. 536
No Imitations
The Recruiter™ is one of the highest-quality custom wood sport lockers available in the industry. Crafted of furniture-grade red oak plywood
Looking for
Cool Stuff? The place for used sports equipment Used track & field fixed equipment, goals, accessories, benches/seating listed for free. Post for free or buy.
Post a Classified for Free.
and finished with a three-coat catalyzed clear cabinet lacquer, the Recruiter provides functionality and beauty that will enhance any locker room environment. Available in two stock sizes, these lockers are also fully customizable and can be modified to meet your specific needs. List Industries, Inc. • 954-429-9155 www.listindustries.com
Circle No. 563
Grab & Hold
Synthetic Surfaces Inc. offers two new one-part urethane adhesives for cold weather installation. The faster and higher green strength (high grab) development of NORDOT® Adhesives #34P and #34N-4 helps offset the normal curing slowdown of all adhesives as temperatures drop. Their high grab and holding properties before cure help avoid weatherrelated installation problems, such as surface expansion and contraction, wind lift, and turf curl. These adhesives do not solidify in their containers or become too thick to spread when cold. Synthetic Surfaces Inc. • 908-233-6803 www.nordot.com.
Circle No. 542
Trick Hoops & Alley Oops
Since 1962, the Harlem Wizards have been working with athletic directors, booster clubs, and beyond, creating highlevel entertainment on the basketball court. Over 25 NBA players have played with the Wizards, and the current roster features many former college standouts. Fundraising is reasonably easy, as the Wizards provide marketing support and offer low-risk or guaranteed fee options. Harlem Wizards • 201-271-3600 www.harlemwizards.com
Circle No. 559
Protection that Works
Long considered one of the safest and strongest gym floor cover systems available, the advanced Gymguard premier storage rack system features leg extenders (with two three-inch wheels) that virtually eliminate the possibility of the rack tipping over. There are also six eight-inch polyurethane wheels that distribute the weight load to six points, reducing any risk of weight damage to the floor. This upgraded system also has storage and carrying trays, which allow the power winder and tape to be transported with the rack. Standard with the system are the power winder, tape, strategically located tape dispenser, and a protective cover. CoverSports USA • 800-445-6680 www.coversports.com/AMP
Circle No. 535
All kinds of sports-related classifieds, job postings too. All free. Tons of other neat features on this free site, you gotta check it out.
.com who are we? Aluminum Athletic Equipment Co. wanna stop by? 1000 Enterprise Drive • Royersford, PA 19468 phone ? 800-523-5471 • 610.825.6565 fax? really? 610.825.2378 what’re our games? Track & Field • Football • Soccer Lacrosse Field Hockey • Baseball • Softball
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More Products
Building Up
ClearSpan Fabric Structures International Inc. provides designbuild solutions for athletic and recreational structure needs. The company’s buildings feature abundant natural light and spacious interiors without interior support posts. With minimal foundation requirements, the structures can be permanent or temporary, and are easy to relocate. Made in the U.S.A., they can be built to any length and up to 300 feet wide.
ClearSpan Fabric Structures International Inc. • 866-643-1010 www.clearspan.com Circle No. 564
With new Y-Beam ceiling-suspended basketball structures and ceiling-mounted divider curtains, Future Pro has become a complete source for gymnasium products. The company offers ceiling-mount, wall-mount, or portable basketball goals, along with a full line of customized gym accessories such as ball carts, wall padding, scorers tables, team chairs, and scoreboards to fit any program and budget. Future Pro • 800-328-4625 www.futureproinc.com
Circle No. 562
TEST RESULTS
Prime Choice Gatorade Prime 01™, part of the G Series, is a pre-workout or pre-game fuel in a convenient and functional four-ounce pouch. With 25 grams of carbohydrates, it is designed to be used within the 15 minutes before a workout or competition to provide energy by maximizing the availability of carbohydrate energy to muscles. Gatorade Prime 01 also contains three B vitamins that help with energy metabolism as part of a daily diet.
Next Level Football Combines and Player Development Camps deliver superior high school athlete testing with consistent and errorfree electronic testing. The resulting Athletic Aptitude Test (AAT) results are sent to all college coaches. This is a true skills assessment and an accurate talent measurement with real numbers, not hype. College coaches know and trust Next Level Football Combine results. Send your athletes to the company’s Web site for information about a spring combine near you.
Gatorade • 800-884-2867 www.gatorade.com
Athletic Aptitude Test • 866-203-2581 www.nextlevelfootball.com
Circle No. 534
UNITED STATES POSTAL SERVICE Statement of Ownership, Management, and Circulation (Required by 39 U.S.C. 3685) 1. 2. 3. 4. 5. 6. 7.
Publication Title: Athletic Management Publication Number: 1554-2033 Filing Date: September 29, 2010 Issue Frequency: Bimonthly No. of Issues Published Annually: 6 Annual Subscription Price: $30.00 Complete Mailing Address of Known Office of Publication: 31 Dutch Mill Rd. Ithaca, NY 14850-1014 Contact Person: David Dubin, Telephone: 607-257-6970 x 12 8. Complete Mailing Address of Headquarters or General Business Office of Publisher: 31 Dutch Mill Rd. Ithaca, NY 14850-1014 9. Full Names and Complete Mailing Address of Publisher, Editor, and Managing Editor: Publisher: Mark A. Goldberg 31 Dutch Mill Rd., Ithaca, NY 14850-1014 Editor: Eleanor Frankel 31 Dutch Mill Rd., Ithaca, NY 14850-1014 Managing Editor: Eleanor Frankel 31 Dutch Mill Rd., Ithaca, NY 14850-1014 10. Owners: Mark A. Goldberg 31 Dutch Mill Rd. Ithaca, NY 14850-1014 MAG, Inc. 31 Dutch Mill Rd. Ithaca, NY 14850-1014 11. Known Bondholders, Mortgagees, and Other Security Holders Owning or Holding 1 Percent or More of Total Amount of Bonds, Mortgages, or Other Securities: None 12. Tax Status: Has not changed during preceding 12 months. 13. Publication: Athletic Management 14. Issue Date for Circulation Data: August/September 2010 vol. 22.5 (August 10, 2010)
Complete Gym Outfitting
15. Extent and Nature of Circulation: High School & College Athletic Directors & Staff a. Total Number of Copies (Net Press Run) b. Legitimate Paid and/or Requested Distribution (1) Outside County Paid/Requested Mail Subscriptions Stated on PS Form 3541 (2) In-County Paid/Requested Mail Subscriptions Stated on PS Form 3541 (3) Sales Through Dealers and Carriers, Street Vendors, Counter Sales, and Other Paid or Requested Distribution Outside USPS (4) Requested Copies Distributed by Other Mail Classes Through the USPS c. Total Paid and/or Requested Circulation (Sum of 15b (1), (2), (3), and (4)) d. Nonrequested Distribution (1) Outside County Nonrequested Copies Stated on PS Form 3541 (2) In-County Nonrequested Copies Stated on PS Form 3541 (3) Nonrequested Copies Distributed Through the USPS by Other Classes of Mail (4) Nonrequested Copies Distributed Outside the Mail e. Total Nonrequested Distribution (Sum of 15d (1), (2), and (3)) f. Total Distribution (Sum of 15c and 15e) g. Copies not Distributed h. Total (Sum of 15f and g) i. Percent Paid and/or Requested Circulation (15c divided by 15f times 100)
Circle No. 570
Average no. copies No. copies of single issue published each issue during preceding 12 months nearest to filing date 32,234 32,115 27,085
27,005
-0-
-0-
142
139
-0-
-0-
27,227
27,144
3,710
3,694
-0-
-0-
-0-
-0-
200
200
3,910 31,137 1,097 32,234
3,894 31,038 1,077 32,115
87.4%
87.5%
16. Publication of Statement of Ownership is required and will be printed in the October/November 2010 (vol.22.6) issue of this publication (10/19/10). 17. Signature and Title of Editor, Publisher, Business Manager, or Owner:
Mark Goldberg, Publisher
Date: 9/29/10
I certify that all information furnished on this form is true and complete. I understand that anyone who furnishes false or misleading information on this form or who omits material or information requested on the form may be subject to criminal sanctions (including fines and imprisonment) and/or civil sanctions (including civil penalties).
AthleticManagement.com | OCT/NOV 2010 83
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Advertisers Directory Circle #. Company. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Page #
Circle #. Company. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Page #
Circle #. Company. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Page #
154. 142. 161. 107. 141. 102. 126. 139. 123. 157. 122. 138. 159. 134. 120. 114. 115. 148. 103. 140.
129. 160. 112. 104. 153. 149. 101. 131. 119. 150. 111. 121. 127. 110. 108. 106. 146. 151. 133. 130.
124. 128. 145. 143. 113. 135. 125. 132. 116. 137. 147. 117. 118. 155. 109. 105. 144. 100. 162. 152.
AAE (myAAEworld.com). . . . . . . . . . . . . . . . 35 AAE (The Rivalry). . . . . . . . . . . . . . . . . . . . 56 AAE (used equipment). . . . . . . . . . . . . . . . . 82 Aer-Flo . . . . . . . . . . . . . . . . . . . . . . . . . 13 ASEP . . . . . . . . . . . . . . . . . . . . . . . . . . . 56 AstroTurf . . . . . . . . . . . . . . . . . . . . . . . . . 4 Athletic Aptitude Test . . . . . . . . . . . . . . . 38 Austin Plastics & Supply. . . . . . . . . . . . . 55 Bannerman . . . . . . . . . . . . . . . . . . . . . . 34 Beam Clay. . . . . . . . . . . . . . . . . . . . . . . 82 Beynon Sports Surfaces. . . . . . . . . . . . . 33 BigSigns.com (Championship Banners). . . . . 52 BigSigns.com (Dura-Mesh Banners). . . . . . IBC C&H Baseball. . . . . . . . . . . . . . . . . . . . . 51 Cadman Power Equipment. . . . . . . . . . . 28 California University of Pennsylvania. . . . 22 Centaur Floor Systems. . . . . . . . . . . . . . 24 Century Industries (TranSport Bleachers) . . . 63 Clarin Seating. . . . . . . . . . . . . . . . . . . . . . 6 ClearSpan . . . . . . . . . . . . . . . . . . . . . . . 55
CoverSports USA . . . . . . . . . . . . . . . . . . 44 CushionFall速 Sport . . . . . . . . . . . . . . . . BC Daktronics . . . . . . . . . . . . . . . . . . . . . . . 20 Eversan . . . . . . . . . . . . . . . . . . . . . . . . . . 7 Future Pro . . . . . . . . . . . . . . . . . . . . . . . 66 G2L Window Systems. . . . . . . . . . . . . . . 63 Gatorade . . . . . . . . . . . . . . . . . . . . . . . . . 3 Gravely (Ariens) . . . . . . . . . . . . . . . . . . . . 45 Harlem Wizards . . . . . . . . . . . . . . . . . . . 28 Humane Manufacturing . . . . . . . . . . . . . 64 HydroWorx. . . . . . . . . . . . . . . . . . . . . . . 18 Kay Park Recreation. . . . . . . . . . . . . . . . 29 KDM Electronics/Octasound. . . . . . . . . . 41 M.A.S.A. . . . . . . . . . . . . . . . . . . . . . . . . 17 Mateflex. . . . . . . . . . . . . . . . . . . . . . . . . 14 MilkPEP. . . . . . . . . . . . . . . . . . . . . . 10-11 Musco Sports Lighting. . . . . . . . . . . . . . 60 National Recreation Systems . . . . . . . . . 64 New York Barbells of Elmira. . . . . . . . . . 49 Newstripe. . . . . . . . . . . . . . . . . . . . . . . . 44
NIAAA. . . . . . . . . . . . . . . . . . . . . . . . . . . 78 Osborne Innovative Products . . . . . . . . . 43 Otis Spunkmeyer. . . . . . . . . . . . . . . . . . 59 Power Systems. . . . . . . . . . . . . . . . . . . 57 ProGrass . . . . . . . . . . . . . . . . . . . . . . . . 21 Salsbury Industries. . . . . . . . . . . . . . . . . 51 Samson Equipment . . . . . . . . . . . . . . . . 37 Shaw Sportexe. . . . . . . . . . . . . . . . . . . . 46 Sound & Video Creations . . . . . . . . . . . . 24 Southern Bleacher. . . . . . . . . . . . . . . . . 35 Spalding . . . . . . . . . . . . . . . . . . . . . . . . 62 Sports Tutor. . . . . . . . . . . . . . . . . . . . . . 25 SportsTurf Managers Association. . . . . . 26 Sturdisteel. . . . . . . . . . . . . . . . . . . . . . . 58 Superior/List Industries. . . . . . . . . . . . . . 15 Synthetic Surfaces, Inc. . . . . . . . . . . . . . . 9 Tacinelli Sports Floor Systems . . . . . . . . 58 Toro. . . . . . . . . . . . . . . . . . . . . . . . . . . IFC VP Buildings. . . . . . . . . . . . . . . . . . . . . . 67 White Line Equipment. . . . . . . . . . . . . . . 65
Product Directory Circle #. Company. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Page #
513. Aer-Flo (Facility Solution) . . . . . . . . . . . . . . 521. Aer-Flo (Tuffy Windscreen). . . . . . . . . . . . . . 510. Aluminum Athletic Equipment. . . . . . . . . 560. Ariens . . . . . . . . . . . . . . . . . . . . . . . . . . 561. AstroTurf . . . . . . . . . . . . . . . . . . . . . . . . 570 .Athletic Aptitude Test . . . . . . . . . . . . . . . 547. Austin Plastics & Supply . . . . . . . . . . . . 533. Bannerman (Diamond Master). . . . . . . . . . . 529. Bannerman (groomers). . . . . . . . . . . . . . . 532. Beam Clay . . . . . . . . . . . . . . . . . . . . . . . 505. Beynon Sports Surfaces. . . . . . . . . . . . . 508. BigSigns.com (Facility Solution). . . . . . . . . 523. BigSigns.com (Tuff-Deck On-Deck Circles). . . . 527. C&H Baseball. . . . . . . . . . . . . . . . . . . . . 528. Cadman Power Equipment. . . . . . . . . . . 511. Centaur Floor . . . . . . . . . . . . . . . . . . . . 504. Century Industries . . . . . . . . . . . . . . . . . 515. Clarin Seating . . . . . . . . . . . . . . . . . . . . 564. ClearSpan . . . . . . . . . . . . . . . . . . . . . . . 535. CoverSports USA . . . . . . . . . . . . . . . . . . 84 OCT/NOV 2010 | AthleticManagement.com
72 76 73 70 70 83 71 73 76 73 69 69 76 74 74 73 69 72 83 82
Circle #. Company. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Page #
509. 512. 546. 500. 544. 543. 562. 517. 503. 534. 536. 502. 559. 524. 539. 548. 563. 526. 518. 531.
CushionFall Sport . . . . . . . . . . . . . . . . . Daktronics (Facility Solution). . . . . . . . . . . . Daktronics (RC-100). . . . . . . . . . . . . . . . . Everlast Sports Surfacing. . . . . . . . . . . . Eversan (Facility Solution). . . . . . . . . . . . . . Eversan (HD-22 video display). . . . . . . . . . . Future Pro . . . . . . . . . . . . . . . . . . . . . . . G2L Window Systems (Facility Solution) . . . G2L Window Systems (Product Launch) . . . Gatorade (Prime 01) . . . . . . . . . . . . . . . . . Gatorade (Recover 03). . . . . . . . . . . . . . . . Gold Medal Products . . . . . . . . . . . . . . . Harlem Wizards . . . . . . . . . . . . . . . . . . . Human Kinetics . . . . . . . . . . . . . . . . . . . Kay Park Recreation. . . . . . . . . . . . . . . . KDM Electronics/Octasound . . . . . . . . . . List Industries. . . . . . . . . . . . . . . . . . . . . M.A.S.A. (First Pitch Pitching Machine). . . . . . M.A.S.A. (Head Saver) . . . . . . . . . . . . . . . . M.A.S.A. (Heavy-Duty Drag Mat). . . . . . . . . .
69 69 73 75 71 74 83 72 75 83 82 75 82 76 72 71 82 74 76 73
Circle #. Company. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Page #
545. 507. 541. 525. 501. 520. 519. 537. 540. 516. 571. 506. 568. 530. 522. 514. 542. 569. 567. 538.
Mateflex. . . . . . . . . . . . . . . . . . . . . . . . . Musco . . . . . . . . . . . . . . . . . . . . . . . . . . National Recreation Systems . . . . . . . . . Newstripe. . . . . . . . . . . . . . . . . . . . . . . . Osborne Innovative Products . . . . . . . . . Power Systems (Power Stepper). . . . . . . . . Power Systems (Reflex Ball) . . . . . . . . . . . ProGrass (durable surface) . . . . . . . . . . . . . ProGrass (Facility Solution) . . . . . . . . . . . . . Samson . . . . . . . . . . . . . . . . . . . . . . . . . Shaw Sportexe . . . . . . . . . . . . . . . . . . . Southern Bleacher . . . . . . . . . . . . . . . . . Spalding (Facility Solution) . . . . . . . . . . . . . Sports Tutor (TriplePlay Pro) . . . . . . . . . . . . Sports Tutor (TriplePlay Pro Softball). . . . . . . Sturdisteel . . . . . . . . . . . . . . . . . . . . . . . Synthetic Surfaces, Inc. . . . . . . . . . . . . . Tacinelli Sports Floor Systems . . . . . . . . Toro (Facility Solution). . . . . . . . . . . . . . . . . Toro (Sand Pro 5040) . . . . . . . . . . . . . . . . .
71 69 71 76 75 74 76 74 71 72 70 73 70 74 76 72 82 70 70 74
41st National Conference of High School Directors of Athletics ORLANDO WORLD CENTER MARRIOTT RESORT • ORLANDO, FLORIDA • DECEMBER 15-19, 2010
Show Exhibitors
The information featured in the NFHS Exhibitor Listing is a list of exhibitors and their booth numbers provided by the NFHS as of October 6, 2010, and/or information provided directly by companies attending the show.
Company . . . . . . . . . . . . Booth No. 5 Star Sports Calendar...............................908, 910 A.S.K. Enterprises, Inc....................................... 815 A Turf, Inc.......................................................... 211 ABC Companies................................................. 329
Aer-Flo................................ 514, 516 800-823-7356 • Fax: 941-747-2489 www.aerflo.com Aer-Flo is a manufacturer of sports tarps and covers for baseball, football, track, and soccer fields, plus the Tuffy® Windscreen for sports fields and tennis courts. See ad on page 13
All American Sports Posters............................... 301 All Star Bleachers, Inc...................................... 1015 Alloy Media and Marketing................................. 119
Aluminum Athletic Equipment...... 518 800-523-5471 • Fax: 610-825-2378 www.aaesports.com
AAE has been a top-quality manufacturer of athletic equipment for more than 50 years, and offers over 400 products for track and field, football, soccer, lacrosse, field hockey, baseball, and softball. See ad on pages 35, 56 & 82
American Challenge........................................... 911 American Public University................................. 416 Anchor Audio..................................................... 900 Army National Guard - Partners in Education..... 803
AstroTurf ................................. 1003 877-887-3435 • Fax: 248-601-2400 www.astroturf.com With over 40 years of experience and 160,000,000 square feet of turf in use worldwide, AstroTurf® brings more technological expertise and real world knowhow to the game than any other brand. See ad on page 4
Beynon (A Tarkett Sports Company)...... 500 888-240-3670 • Fax: 410-777-9479 www.beynonsports.com Beynon creates high-performance synthetic surfaces designed for speed, competition, and daily training. Not only do they provide great performance, they have a resiliency and longevity that is unsurpassed. See ad on page 33 Big Teams........................................................1225 Bigger Faster Stronger.......................................304 Bison Inc.................................................... 401, 403 Bright White Paper Co....................................... 206 BSN Sports....................................................... 219 Cabana Banners....................................1119, 1218
California University of Pennsylvania … 202 866-595-6348 • Fax: 724-938-5932 www.calu.edu/go Enhance your career or begin a new one with Cal U’s 100-percent online degree programs. Complete your coursework anywhere, at any time, through an asynchronous format. See ad on page 22
Clell Wade Coaches Directory........................... 601 Collegiate Directories........................................ 817 CoreCourseGPA.com....................................... 1010 Covermaster...................................................... 722 Creative Street Marketing.................................. 517 Cushion Seats................................................... 307
CushionFall® Sport...................... 810 888-434-0333 www.cushionfallsport.com
CushionFall® Sport is an environmentallyfriendly, safe and durable, encapsulated green rubber crumb infill designed for synthetic turf systems. The vibrant green coating is also UV-resistant, which extends turf life and helps maintain the shock-absorbency properties that help reduce injuries. See ad on back cover
Athletic and Recreation Products, Inc................. 201 Athletic Business............................................... 704
Custmbite......................................................... 310
Athletic Management................... 614 607-257-6970 Fax: 607-257-7328 www.athleticmanagement.com
Daktronics................................. 701 800-325-8766 • Fax: 605-697-4700 www.daktronics.com
The source for high school and college athletics See ad on page 88
Athletic Trainer System.................................... 1023 Better Baseball.................................................. 319
Company . . . . . . . . . . . . Booth No.
Daktronics is recognized worldwide as a leading designer and manufacturer of electronic scoreboards, message and video displays, and sound systems. See ad on page 20
AthleticManagement.com | OCT/NOV 2010 85
41st National Conference of High School Directors of Athletics ORLANDO WORLD CENTER MARRIOTT RESORT • ORLANDO, FLORIDA • DECEMBER 15-19, 2010
Company . . . . . . . . . . . . Booth No. Dant Clayton Corp........................................... 529 Disney Sports Attractions................................ 706 Dollamur Sport Surfaces................................. 414 Dynamic Brands............................................. 324 Dynamite Sports..................................... 629, 728 eKnowledge.................................................. 1216 Electro-Mech................................................ 1101 ESPN Coaches Fundraising............................. 711 eTeamSponsor, Inc.................................. 101, 200 Event Link....................................................... 625 EZ Flex Sport Mats.......................................... 214 Fair-Play Scoreboards............................. 423, 425 First To The Finish........................................... 409 Fisher Athletic................................................. 707 Fisher Tracks.................................................. 419 Fox Wood Sports............................................. 523 Front Row Sports Technologies..................... 1006 Game Sportswear........................................... 609 Gamewear Team Sports...................... 1103, 1105 Gared............................................................. 823 Gift Distribution............................................. 1227 Gill Athletics/Porter Athletic..................... 522, 524 Gilman Gear.................................................... 723
Harlem Wizards........................410 201-271-3600 www.harlemwizards.com Since 1962, the Harlem Wizards have been working with athletic directors and athletic boosters to present effective fundraisers with a high level of entertainment on the basketball court. See ad on page 28
Hellas Construction......................................... 415 Hibiclens......................................................... 328 HME............................................................... 808 HTM....................................................... 918, 819 Hudl........................................................ 605, 607 Hydroworx...................................................... 818 Interkal, LLC................................................... 315 Intrepid Sportswear...................................... 1014 ITS Sprinturf................................................... 405 Just For Nets.................................................. 306 Licensing Resource Group.............................. 623 Life Track Services.......................................... 814
List Industries Inc. .................. 1001 800-776-1342 • Fax: 954-428-3843 www.listindustries.com Superior Lockers® by List Industries Inc., “America’s most complete locker line,”® includes the highest-quality metal, plastic, and wood lockers for high school programs. See ad on page 15
Lynx System Developers, Inc........................... 907 Maxwell Medals and Awards........................... 225 M-F Athletic.................................................... 715
Milk Processor Education Program/ MilkPep...................................618 202-737-MILK (0153) • Fax 202-737-0156 www.milkdelivers.org MilkPEP/The National Milk Mustache “got
86 OCT/NOV 2010 | AthleticManagement.com
Company . . . . . . . . . . . . Booth No. milk?” campaign helps school athletic professionals educate teens about the benefits of drinking chocolate milk within two hours following exercise. See add on pages 10-11 Multiview........................................................929
Musco Sports Lighting LLC.........611 800-825-6030 www.musco.com Musco provides indoor and outdoor lighting solutions and makes sports lighting happen worldwide, featuring environmentally and budget-friendly Light-Structure Green™. See ad on page 60
My Local Ad Space....................................... 1208 NAERA............................................................ 805 National Athletic Trainers Association.............. 317 National Collegiate Scouting Association......... 519
National Interscholastic Athletic Administrators Association (NIAAA)...............................615 317-587-1450 • Fax: 317-587-1451 www.niaaa.org
The NIAAA shows the way in the professional development and education of the leaders who serve the nation’s interscholastic athletic programs and the youth of our schools and communities. See ad on page 78
National Junior College Athletic Assn............... 716 National Meningitis Association, Inc................ 909 Neff Company......................................... 406, 408 Nevco, Inc....................................................... 112 NFHS Coach Education................................... 507 NFHS Logo Shoppe..........................................128 Ohio University Masters in Coaching Education and Athletic Administration.....................1019 Otis Spunkmeyer, Inc.......................................709 Plexipave.........................................................616 Polanksy Report.............................................1118 Porta Phone Co., Inc.........................................418 Power Ad Company, Inc....................................729 Power Lift................................................919, 917
Power Systems.......................... 915 800-321-6975 • Fax: 865-675-6566 www.powersystems.com
Power Systems is a leading provider of fitness and sports performance equipment. Since 1986, coaches, athletes, and fitness experts have depended on the company for quality training products. See ad on page 57
Presto Sports, Inc...........................................1018 Pro Celebrity............................................809, 811
41st National Conference of High School Directors of Athletics ORLANDO WORLD CENTER MARRIOTT RESORT • ORLANDO, FLORIDA • DECEMBER 15-19, 2010
Company . . . . . . . . . . . . Booth No.
Company . . . . . . . . . . . . Booth No.
ProGrass LLC........................... 218 866-270-6003 • Fax: 412-391-2270 www.prograssturf.com
Spalding.................................... 501 800-435-3865 • Fax: 515-386-4566 www.spaldingequipment.com
ProGrass LLC specializes in the design, manufacture, installation, and maintenance of synthetic turf systems of excellence. For a high-performance field that’s affordable, call ProGrass. See ad on page 21
Riddell............................................................... 123 Rogers Athletic Co.............................................. 708 rSchool Today.................................................. 1109 RTH Processing, Inc........................................... 309 S&S Seating, Inc................................................ 617 Sani Sport........................................................ 1100 Schedule Star/High School Sports.net................ 901 Schelde North America...................................... 318 School Pride LTD.........................................215, 314 Schutt Sports..................................................... 619 Side Effects....................................................... 801 Signature Fencing and Flooring.......................... 515 Signs On Demand.............................................. 311 Smi Awards....................................................... 700 Sound Director................................................. 1005
Spalding produces a complete line of qualitydriven basketball and volleyball equipment, including portable basketball backstops, backboards, goals, volleyball systems, referee platforms, protective padding, and accessories. See ad on page 62 Spectrum Scoreboard..................................... 1025 Sports Endeavors, Inc. dba Eurosport................ 322 Sports Graphics.....................................1111, 1210 Sports Imports, Inc............................................ 825 Summit Sportswear.......................................... 100 Team Captain................................................... 417 Team Fitz Graphics................................1115, 1214 The Rush.......................................................... 323 Ticket Derby................................................... 1114 TicketTracker.............................................300, 302 TNT Fireworks................................................ 1122 Training and Development Solutions, LLC.......... 816 Turfer Athletic................................................... 902 UBU Sports, Inc................................................. 702 UCS.......................................................1123, 1222 United Healthcare Student Resources............... 231 United States Bowling Congress....................... 603 Wenger - Gear Boss Corp...........118, 120, 122, 124 West Coast Netting.......................................... 916 Worlds Finest Chocolate........................1200, 1202 Xenith............................................................ 1011
41st National Conference of High School Directors of Athletics
[ WO R KSH OP SESSI ONS ] Thirty-five workshop topics have been identified for the five workshop sessions. Each session will feature several topic choices for attendees. The following are selected workshop topics by session. Attendees are requested to select one workshop to attend in each session and indicate on the conference registration form.
First Workshop Session Friday, December 17
1:00 p.m. – 2:00 p.m.
1. Dealing with Difficult People Affiliated with Your Program 2. Tools for Dealing Effectively with Coaches and Parents 3. Developing the Credible Coach 4. How the Milwaukee Public School District Raised $200K in Sponsorships 5. Meeting Title IX Expectations 6. What You Need to Know When Planning for Retirement 7. Student Leadership – Developing Team Captains
Second Workshop Session Saturday, December 18
10:30 a.m. – 11:30 a.m.
8. Providing Difficult Responses 9. Coaching Interview Processes 10. Keys to Enhancing Teamwork,
Communication and Trust with All Stakeholders 11. Ideas for Making Budget Cuts Without Cutting Services 12. Hazing vs. Traditions 13. Contest Preparation and Management – Safety First! 14. Leading from the Middle: The Art of Directing Junior High and Middle School Athletics
Third Workshop Session Sunday, December 19
8:30 a.m. – 9:30 a.m.
15. Preparing a CMAA Project 16. Connecting Non-Teaching Coaches to the School Community 17. Lining Up Sponsors for Your Athletic Program 18. Sports Law Year-In-Review 19. Conducting Successful and Informative Parent Meetings 20. Forum on the Challenges of Urban Athletics 21. Effective Use of Technology in Your Office
Fourth Workshop Session Sunday, December 19
23. Helping Students Grow into Effective Leaders 24. Development of Productive Relationships with Coaches, Parents and Athletes 25. Marketing a Successful Athletic Program 26. Appropriate/Inappropriate Relationships Between Coaches/Players 27. Specialization vs. Multi-Sport Participation 28. The Impact of College/Professional Sportsmanship on High School Student Sections
Fifth Workshop Session Sunday, December 19
11:00 a.m. - 12:00 p.m.
29. Introducing Quality Program Assessment: Striving for Excellence 30. Coaching Evaluations 31. Options When Considering Pay to Play 32. Development of Codes of Conduct for Your Programs 33. Establishing a Hall of Fame for Your School 34. Balancing Life and Health While Serving in an Athletic Leadership Role 35. Strategies for Bringing the Joy Back in Athletic Participation
9:45 a.m. - 10:45 a.m.
22. Time Management – Prioritizing for Success
AthleticManagement.com | OCT/NOV 2010 87
OVERTIME
Next Stop: Web Site Our editorial continues on www.AthleticManagement.com Here’s a sampling of what’s posted right now:
Photo courtesy of Steve McLaughlin
Web Exclusives
Despite competing in a saturated athletics market, the University of Hartford enjoys great fan support. In our October Monthly Feature, Brian Gerrity, the school’s Assistant Marketing Director for Corporate Relations shares the athletic department’s marketing philosophy.
Stepping Up In a Competitive Market The University of Hartford shares the Connecticut athletics market with a major NCAA Division I institution, six mid-major Division I universities, several minor league baseball franchises, and minor league football and hockey teams. Despite the area’s breadth of athletic and entertainment options, the Hartford athletics department has consistently drawn fans and developed healthy corporate sponsorships. Read how this spunky program is making things happen.
AthleticManagement.com/features.php
More Stories
The Head Hurricane Kirby Hocutt’s resume reads like that of someone 20 years older. The 38-year-old University of Miami Athletic Director took over in February 2008 after three years in the same position at Ohio University. We talked to Hocutt about the lessons he learned as a young athletic director, and cleaning up the image of the Miami football program.
Playing With “Re-Purpose” Athletic directors know what it means to be resourceful. The position requires a constant commitment to finding ways to get the job done. Being “re-purposeful” is different. It requires looking at things from other angles to achieve greater results. Contributor Dan Cardone shares his take on trying new approaches.
AthleticManagement.com/features.php
AthleticManagement.com
Make Your Stadium POP With DURA-MESH™ Banners
More schools like Bradley University, University of Florida and Hahira Middle School are trusting BigSigns.com to help brand their athletic programs. Many are wrapping their blank walls, bleacher backs, bleacher tops and chain link fences with our proprietary Dura-Mesh™ banners. Dura-Mesh banners have 25% wind pass-thru, Dura-Seam™ reinforced 2” hems and are digitally printed with Ultra-Brite™ inks, so your stadium graphics will POP like the smile on your face after your next championship. Call us today to find out how we can help make your stadium pop by using outstanding design, manufacturing and installation of Dura-Mesh banners.
1.800.790.7611 Circle No. 159
What goes in the turf is as important as what happens on it. If you’re installing synthetic turf, don’t settle for anything but the best — ask for CushionFall® Sport for your infill. Vibrant — CushionFall Sport delivers a bright and colorful appearance all season, every season, and is ideal for sporting events televised in HD. Durable — With its UV resistance, CushionFall Sport helps rubber fields retain flexibility and elasticity, with minimized static cling effect. Safer — CushionFall Sport is eco-friendly and takes safety further by encapsulating the recycled rubber crumb infill and reducing dangerous volatile organic compounds (VOCs) and heavy metal run-off. The turf is always greener on the CushionFall Sport side.
www.CushionFallSport.com Circle No. 160