Athletic Management 22.5 by Momentummedia

Special Section

August/September 2010

Vol. XXII, No. 5

Fundraising Resource Guide

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Nothing Like a Full House How to increase ticket sales

› Shared Leadership Concept

› When Good Logos Go Bad

› Creating a Philosophy › Gymnasium Components

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Circle No. 100

Contents Aug/Sept 2010

Vol. XXII, No. 5

WARMUP

4 Sportsmanship

Looking at language

8 Facilities Dollar deal for D-II school

10 Title IX

When the OCR visits

14 Progressive Programs Teaching athletes to step up

45 30

COVER STORY

Nothing Like a Full House

Getting fans into the stands these days takes a strategic plan, understanding your target audiences, and creative sales tactics. Those who have upped their numbers provide advice.

COACHING

If you’re counting on team captains to make a difference on your squad, consider this concept: shared leadership.

marketING

What do you do when you are forced to change your logo? The best high schools turn it into a positive situation. And many are also trademarking their identity.

MANAGEMENT

As times change, so does every program’s organizational structure. That’s why it’s critical to frequently review and reconfigure your hierarchy.

LEADERSHIP

United We Lead

SCOUTING REPORT

Jenison (Mich.) High School

GAMEPLANS

23 Committee Work By Sandra Michael 27 Financial Audits

By David Paling

Something To Believe In

17 Leroy Hackley, Jr.

Organized for Success

A strong athletic department starts with a strong philosophy statement, which must be carefully constructed to support your policies and codes of conduct.

Q&A

Better Than Before

Resurfacing Gym Floors

Understanding the process of resurfacing your gymnasium floor will lead to money saved down the road. This section also covers locker room and gymnasium components.

SPECIAL CENTER SECTION

Fundraising Resource Guide

Find how-to articles and case studies of successful fundraisers in our annual guide.

COVER PHOTO: JOHN DAVID MERCER/US PRESSWIRE

25 Sponsored Page: ScoreRestore 64 Salute to Champions 86 Advertisers Directory 94 Next Stop: Web Site

AthleticManagement.com | AUG/SEPT 2010 1

Editorial Board VOL. XXII, NO. 5

Elizabeth “Betsy” A. Alden, PhD, President, Alden & Associates, Inc.

AUGUST/SEPTEMBER 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, Director of Administration, United States Sports Academy

ASSOCIATE EDITORS Dennis Read, Greg Scholand

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

ASSISTANT EDITORS RJ Anderson, Kenny Berkowitz, Patrick Bohn, Abigail Funk, Mike Phelps

James Cox, President, Athletic Event Services Joan Cronan, Women’s Athletic Director, University of Tennessee

ART DIRECTOR Pamela Crawford

Roger Crosley, Coordinator of Athletic Operations, Emerson College Bernie DePalma, Head Athletic Trainer/Physical Therapist, Cornell University

CIRCULATION DIRECTOR David Dubin

Tom Douple, Commissioner, Mid-Continent Conference

CIRCULATION MANAGER Sandra Earle

Douglas Duval, CAA, Athletic Director, Mundelein High School, Ill.

PRODUCTION DIRECTOR Maria Bise

Jay Gardiner, Director of Athletics, Oglethorpe University

GRAPHIC ARTIST Trish Landsparger

Dale Gibson, EdD, Chair, Dept. of Education and Sport Management, Tusculum College

PREPRESS MANAGER Neal Betts

Mike Glazier, Partner, Bond, Schoeneck & King

PRODUCTION ASSISTANT Natalie Couch

Steve Green, Senior Associate Director of Athletics, Northwestern University Kevin Hatcher, Athletic Director, Cal State San Bernardino

BUSINESS MANAGER Pennie Small

Phillip Hossler, ATC, Athletic Trainer, East Brunswick High School, N.J.

SPECIAL PROJECTS Dave Wohlhueter

E. Newton Jackson, Jr., PhD, Chair, Dept. of HPER, Florida A&M University

ADMINISTRATIVE ASSISTANT Sharon Barbell

Dick Kemper, CMAA, Athletic Director, St. Christopher’s School, Va. Bob Knickerbocker, Athletic Equipment Coordinator, Michigan State University

MARKETING DIRECTOR Sheryl Shaffer

John Knorr, EdD, Professor of Kinesiology, former Director of Athletics, St. Edward’s University

AD MATERIALS COORDINATOR Mike Townsend

Donald Lowe, MA, ATC, Executive Director, College Athletic Trainers' Society Keith Manos, Wrestling Coach, Richmond Heights High School, Ohio Glen Marinelli, Head Athletic Trainer, Marist College Robert Mathner, PhD, Assistant Professor, Sport Management, Troy University Kirk McQueen, Director of Campus Recreation, Georgia Institute of Technology Anthony “Chick” Napolitano, EMC, Equipment Manager, Newburgh Free Academy, N.Y. Fred Nuesch, Coordinator of Athletic External Affairs, Texas A&M-Kingsville Tony Pascale, Athletic Director, West Genesee High School, N.Y. Jamie Plunkett, Head Athletic Trainer, Allegheny College

BUSINESS & EDITORIAL OFFICES 31 Dutch Mill Rd., Ithaca, NY 14850 Phone: (607) 257-6970, Fax: (607) 257-7328 e-mail: info@MomentumMedia.com ADVERTISING SALES ASSOCIATES Diedra Harkenrider, (607) 257-6970, ext. 24 Pat Wertman, (607) 257-6970, ext. 21

Chris Ritrievi, Associate Director of Athletics, University of Utah Matthew J. Robinson, EdD, Associate Professor/Director of Sport Management Program, University of Delaware Calli Theisen Sanders, EdD, Senior Associate Athletics Director, Iowa State University Terry Schlatter, EMC, Equipment Manager, University of Wisconsin Tim Slauter, CMAA, Director of Athletics, McCutcheon High School, Ind. Michael Slive, Commissioner, Southeastern Conference Donald Staffo, PhD, Dept. Chair, Health, Phys. Ed., & Rec., Stillman College Ellen Staurowsky, EdD, Associate Professor of Sport Sciences/Coordinator of Sports Information and Communication Program, Ithaca College William F. Stier, Jr., EdD, Director of Sport Management/ Coordinator of Sport Coaching, State University of New York at Brockport Lou Strasberg, University Travel Coordinator, The University of Memphis E. Michael Stutzke, CMAA, Athletic Director, Sebastian River High School, Fla. Michael Thomas, Director of Athletics, University of Cincinnati

Athletic Management (ISSN 1554-2033) is published bimonthly for a total of 6 times a year, by MAG, Inc., 31 Dutch Mill Rd., Ithaca, NY, 14850. Athletic Management is distributed without charge to qualified high school and collegiate athletic program and athletic facilities personnel. The paid subscription rate is $24 for one year/six issues in the United States and $30.00 in Canada. The single copy price is $7. Copyright ©2010 by MAG, Inc. All rights reserved. Text may not be reproduced in any manner, in whole or in part, without permission of the publisher. Unsolicited materials will not be returned unless accompanied by a self-addressed, stamped envelope. Periodicals postage paid at Ithaca, NY, and additional mailing offices.

Brian Trotter, District Athletic Director, Penn-Delco School District, Pa. Michael Vienna, PhD, Athletic Director, Salisbury University Randy Warrick, Athletic Director, University of South Carolina at Aiken William Whitehill, EdD, ATC, Director, Athletic Training Curriculum, Middle Tennessee State University Sister Lynn Winsor, BVM, CMAA, Athletic Director, Xavier College Preparatory, Ariz. Tom Yeager, Commissioner, Colonial Athletic Association 2 AUG/SEPT 2010 | AthleticManagement.com

POSTMASTER: Send address changes to Athletic Management, P.O. Box 4806, Ithaca, NY 14852-4806. PRINTED IN THE U.S.A.

M O N D O

R U B B E R

V E R S A T I L I T Y

S U R F A C E S

B Y

D E S I G N

Where the Games come to play

W W W . M O N D O W O R L D W I D E . C O M 8 0 0

3 6 1

3 7 4 7

m o n d o @ m o n d o u s a . c o m

Circle No. 101

WarmUp Most college athletic departments today work hard to integrate their world into their campuses’ academic world. But they often face a major roadblock. They do not get a seat in the faculty senate because these are typically reserved for professors.

Academic Reform

Seat in the senate

Such was the case at San Diego State University—until Head Softball Coach Kathy Van Wyk stepped up to the plate. After applying to join the University Senate a year ago and being turned down since there wasn’t a seat description that included coaches, she convinced faculty members to revisit their rules.

After intolerant speech was used during a boys’ lacrosse game between Brighton and East Rochester (N.Y.) High Schools (shown above), administrators began work on new initiatives to stop the practice during high school contests in their area. What began as an ugly incident between two Rochester, N.Y., area boys’ lacrosse teams has turned into a call for change and an opportunity to educate student-athletes. In late April, two players from East Rochester High School made anti-Semitic remarks to

Sportsmanship

When words Sting

Once the investigation of the incident was complete and discipline was handed out, Brighton Superintendent Kevin McGowan saw an opportunity. He knew the prob4 AUG/SEPT 2010 | AthleticManagement.com

“We decided to look at the entire picture of taunting, teasing, trash talking, and basic lack of civil discourse,” he says. “It’s an issue that goes beyond the words used in this particular instance. “Being a former athlete and coach myself, I certainly understand that emotions run high during athletic competition,” McGowan continues. “But we also feel as though this whole arena of intolerant speech has reached a new level. We have an opportunity here to say it’s not okay, and we’re going to turn the tide with this generation of kids.” As McGowan delved into the issue, he found that similar incidents had happened for years, but weren’t brought to light because an official never heard them on the field, which is necessary for action to be taken under New York State Public High School Athletic Association (NYSPHSAA) rules. “Officials can’t hear everything,” McGowan says. “In our classrooms, in the hallway, or anywhere else in school, a teacher or administrator doesn’t need to have

“We wondered whether the creation of the seat would be controversial, because we’ve had some fairly serious debates about the role of athletics in the Senate—particularly in hard budget times,” he continues. “As it turned out, when we debated the proposal to add the seat, nobody really objected.” Coming off her sixth NCAA Division I tournament appearance in the last 10 years, Van Wyk has been preparing for her first Senate meeting in September by reviewing past meeting minutes. “It will be educational for me, and I hope I can add some perspective to the Senate meetings as well,” she says. “I think more coaches need to take part in the overall university, see how things are run, and know what kinds of decisions are being made and why.” SDSU Head Softball Coach Kathy Van Wyk is the first athletic department staff member to serve on the school’s University Senate.

MESSENGER POST MEDIA (LACROSSE)

players from Brighton High School, which has a large Jewish population. The players later apologized and further consequences were left to the school’s administrators and coaches.

lem was bigger than one isolated remark on a lacrosse field.

“We were organized around major academic units, which athletics is not,” says Senate Secretary Bill Eadie, a Professor of Journalism and Media Studies at SDSU. “But we felt that athletics is a part of the university and we should really have at least one athletic voice to provide some perspective.

Circle No. 102

WarmUp heard language to act on it. We follow up, we investigate, we discuss the issue, and we find a way to come to a solution that is productive.

The first step was forming a committee through the Monroe County Athletic League (MCAL), comprising athletic directors, superintendents,

“We have a great opportunity to teach here. We want to develop a program that clearly teaches kids about the harmful effects of intolerant language.” “I realize in competition, the ‘he said, she said’ issue is prevalent,” he continues. “But just because things are challenging doesn’t mean we shouldn’t take them on.”

›

principals, an officials’ representative, and two community members. The goal for the committee is to construct policy recommendations by the fall season.

One possible approach would be changing the rule that requires an official to hear hate language for action to be taken. Another possibility is increasing punishments, such as suspensions from future contests. McGowan hopes the committee’s actions will have an impact beyond the MCAL. “We’d like our work on the issue to then filter to the section, which could filter to NYSPHSAA,” he says. “But we thought it was most important to start with the teams closest to us.” The committee is also discussing the importance of educating all involved. “We have a great opportunity to teach here,” McGowan says. “We want to develop a program

that very clearly teaches kids about the harmful effects of intolerant language.” Another aspect being considered by McGowan is student leadership. Once the committee has an opportunity to develop something, he wants students to become part of the solution. “I think that getting a group of students together who can lead this will be the most effective way to inspire change,” McGowan says. “Students teaching each other can have an enormous impact, particularly when dealing with issues that are personal and can be so hurtful. They know this topic better than anybody and they can make a positive change for all of us.”

On the Web

For an update on the policy implemented in the Monroe County Athletic League, go to: www.AthleticManagement.com and search “Monroe County.” We will post an update by Sept. 1.

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Circle No. 104

WarmUp Facilities

STRETCHING A DOLLAR The recession has provided many attractive real estate opportunities for buyers. But a downtown, riverfront, multi-purpose facility for $1? That is what the University of Massachusetts Lowell paid for the Tsongas Arena earlier this year.

says Skinner. “It was, in my view, a grand experiment and an example of what can be accomplished when a university, the city, and the state come together with a single purpose—to improve the quality of life for the citizens.”

The facility, which had been run at a deficit by the city of Lowell, serves as home ice for the school’s Division I men’s hockey team. It will now also be used for commencements, academic conferences, guest speakers, concerts, festivals, and even family shows such as Disney on Ice.

What advice do UMass Lowell administrators have for others interested in such

an endeavor? “We did a lot of research, visited other facilities, and asked a lot of questions,” says Casey. “Asking, ‘If you could do anything differently, what would you do?’ and learning from others’ experiences was vital. Do your homework, make lots of calls and conduct site visits.”

“The university didn’t purchase the arena just as a home for the hockey team, but as a convocation/student activities center that would enhance the quality of life on campus,” says Athletic Director Dana Skinner. “One of Chancellor Marty Meehan’s primary goals is to increase retention and graduation rates, and evidence is clear that providing a more vibrant oncampus experience contributes to that goal.” The 6,500-seat center also serves as an added draw for the athletics program. “We use it during recruiting nights for many sports teams,” says Peter Casey, Director for Athletic Business Enterprises, who oversees all operations at the Tsongas Arena. “Our athletic department is Division II with the exception of ice hockey. To bring a prospective student-athlete to an event that has nearly 5,000 people makes an impression.” The university is in the midst of $5 million worth of renovations, which will include a video scoreboard, premium seating, and a sports deck to host alumni and corporate gatherings. “The improvements will provide a better fan experience,” says Casey. “The back of the house upgrades will increase the marketability of the facility. For example, we are installing a cable system to make moving in and out easier, which will be a selling tool when we talk to show promoters.” Another goal is to help the school further establish its brand and presence in downtown Lowell, continuing the vision of the man the center is named after. “The construction of the sports facility was the idea of the late Senator Paul Tsongas, and the intent was to enhance both the University and the city by transforming what was the worst section of Lowell into a destination area for the entire region,”

8 AUG/SEPT 2010 | AthleticManagement.com

By purchasing the Tsongas Arena, the University of Massachusetts Lowell has gained a facility for its men’s ice hockey team, along with a place to connect with the community and impress recruits.

The numbers are dramatic. Since 2001, the Florida High School Athletic Association (FHSAA) has crowned 76 state football, basketball, and baseball champions in its two smallest classes, and rural schools have grabbed only seven of those titles. In response, a couple of years ago, small rural schools in the state’s Panhandle started making noise about leaving the FHSAA. This summer, their voices were heard as the FHSAA approved a new classification for small rural schools, which is slated to begin in 2011-12. The new Division II will be limited to schools with enrollments of 500 or less in rural areas as defined by a state economic development office. About 60 schools, most of them in the Panhandle, are expected to meet the Division II standards, although schools are free to stay

Circle No. 105

in their current classification. The FHSAA says at least 32 schools will need to sign up for the new division for it to become a reality, and the enrollment cutoff could be raised to help reach that figure. The rural schools feel they are placed at a competitive disadvantage compared to similar-sized urban schools that draw students from much larger population bases. Florida allows students to choose which high school they want to attend within their county school district, so a rural school may pull from a population of less than 25,000 while an urban school may draw from a population exceeding 1,000,000. “Kids who are good at a certain sport tend to gravitate toward schools that have good teams in

that sport,” says Bob West, Athletic Director at Bishop Kenny High School in Jacksonville, and a member of the FHSAA Urban/Rural Advisory Committee that recommended creation of the division.

“So even though the schools are the same size, the ones in urban areas are more likely to get better players. It’s really a result of allowing school choice.” The new division will hold state championships in eight team sports—baseball, boys’ and girls’ basketball, football, boys’ and girls’ soccer, softball, and girls’ volleyball. West says other sports were not included because the number of potential Division II schools fielding teams is not large enough to justify a separate state championship.

High School News

LEAGUE OF THEIR OWN

Circle No. 106 AthleticManagement.com | AUG/SEPT 2010 9

WarmUp Title IX

FORCED TO ACT

When it comes to complying with Title IX, discussions and good intentions aren’t enough. That was the lesson learned at Richmond (N.C.) Senior High School, where a parent’s complaint led to an Office for Civil Rights (OCR) investigation. The news came in the spring of 2009, according to Hal Shuler, Athletic Director at the time, who is now Assistant Principal at Rockingham Middle School, in the same school district. “We knew we had some inequities in our facilities, and we’d had numerous conversations over time about fixing them,” he says. “But no concrete plans had been made, and with finances getting tighter, things had stalled. At Richmond (N.C.) Senior High School, the softball team will see its home field receive new bleachers, dugouts, a backstop, and a fence after an Office for Civil Rights investigation was conducted at the school.

Looking for a way to drum up interest for the men’s golf program and drive traffic to the athletic department’s Web site, Miami (Ohio) University struck gold: Provide free golf lessons over the Internet. In April, Miami unveiled “Golf Tips in Casey’s Corner,” a series of video tutorials featuring Head Coach Casey Lubahn. A new lesson was posted each Wednesday for three months and publicized through the athletic department’s Web site and Facebook and Twitter accounts. “The goal was to put Miami’s golf program out there and promote it as much as possible,” says Athletic Director Brad Bates. “Capitalizing on Casey’s knowledge and skills has really resonated well with our alumni and constituents.” Sports Information Director Michael Pearson approached Lubahn with the idea, and the coach produced lessons on short putts, draw shots, bunker shots, and other topics. Broadcasting Director Steve Baker filmed and edited the lessons, and tried to shoot the video at times when

New Media

golf Tips

“Then a parent contacted the OCR and complained that our softball facility was inferior to our baseball facility,” he continues. “We got a call from

the OCR telling us they were opening an investigation.” Shuler’s work began immediately, as the OCR required written answers to detailed questions about the entire athletic program. “They asked about facilities, uniforms, practice times, dressing rooms, and several other items across all our sports,” he says. Next, two investigators from the OCR arrived on campus. They stayed for three days, touring facilities and interviewing players and coaches. “I showed them around, but I was not involved in the interviews,” Shuler says. “We wanted players and coaches to feel free to say what they needed to say.” About five months later, Richmond administrators received a report outlining the steps the OCR advised them to take, which were presented to the board of education. The board then approved $105,000 in improvements to girls’ facilities. The softball field will see new bleachers, as well as a fence, backstop, and dugouts. The

Lubahn was already on the course. Having appeared in 2008 on the Golf Channel’s “The Big Break Michigan,” with his wife, Lubahn was already comfortable in front of the camera. “We’ve gotten good feedback from alumni, prospective students, fans, and financial supporters,” says Bates. Based on its initial success, the school plans to continue the lessons in future seasons and pursue other video projects for its Web site. “Video allows your constituents to really get to know your staff in intimate ways,” says Bates. “The more video you can incorporate into your Web site, the more people are going to feel invested in the athletic department’s success.”

To view the video lessons, go to: www.muredhawks.com/sports/m-golf/spec-rel/CaseysCorner.html.

10 AUG/SEPT 2010 | AthleticManagement.com

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WarmUp infield and warning track will be regraded, and the irrigation system will be improved. Lights are scheduled to be added in a second phase, set for next year. Inequities were also found in girls’ basketball. “We have one locker room for boys and one for girls,” Shuler explains.

ed to create an additional locker room to avoid that scenario. So we’re converting a space we weren’t using by adding tiles and lockers.” This initial $105,000 worth of work will be paid for using the district’s capital fund balance, while the second phase will likely be covered

“We learned you need to continually be working on gender equity and making progress ... You can’t just talk about doing things. If you don’t put your goals on paper and assign a timeline to them, it’s too easy to put them off.” “On basketball game days, the girls’ locker room has historically been used by the visiting team. When our girls played at home, they have had to use the boys’ locker room. The OCR said we need-

by the county’s taxpayers, says Shuler. A third phase is being developed for implementation the following year, with items still being selected. Although he was initially

caught off-guard by the OCR investigation, Shuler believes staying positive, rather than getting defensive, was the key. “I never saw it as a negative that this parent went to the OCR,” he says. “We knew we needed to make some changes, and his concerns were valid. His complaint got things moving in the right direction, and the end result is what matters.” Communicating openly with parents was also important. “Right after the board approved funding for the first phase, we met with our softball parents,” Shuler says. “We wanted to show them the plan and allow them to voice any comments or concerns. The parent who made the complaint attended and expressed some opinions, which was helpful.” In addition, Richmond is creating a long-term plan

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for meeting Title IX requirements. “We learned you need to continually be working on gender equity and making progress,” Shuler says. “You can’t just talk about doing things. If you don’t put your goals on paper and assign a timeline to them, it’s too easy to put them off. “We’re going to create a 10or 15-year written plan that everyone signs on to, including administrators and the school board,” he continues. “And we’ll make sure our coaches, athletes, and parents are aware of what we’re working on.” Putting goals in writing will also allow for financial planning. “If we’d created a plan 10 years ago, we could have done these upgrades incrementally and avoided everything we just went through,” Shuler says. “Better long-term planning is probably the best thing that has come out of this situation.”

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WarmUp Progressive Programs

stepping Up

Becky Bell has. Associate Athletics Director and the Director of Life Skills at the University of Arizona, Bell is the founder of Step Up!, a bystander intervention program created with college student-athletes in mind. “As I was sitting in a presentation on bystander intervention and sexual assault in 2006, I started thinking that the concept really applies to all the different issues we see on college campuses—specifically in athletics,” she says. “But all the programs in place were centered around bystander intervention in sexual assault cases only.” So Bell went through the twoyear process of creating Step

Up!, and in conjunction with the NCAA and other organizations, made it available to athletic departments free-of-charge. Anyone with access to a computer can download program materials, including a PowerPoint presentation and videos, to implement Step Up! on their own campus—including high schools and even non-athletic groups. With the motto, “Be a Leader, Make a Difference,” the threehour training session encourages student-athletes to take on a leadership role in stopping dangerous or harmful situations. That could include a team hazing ritual or pressuring a first-year team member to binge drink. It also means noticing if a teammate is depressed, has an eating disorder, or is in an abusive relationship. “At Arizona, we begin our initial trainings by asking participants if they’ve been in a situation where they sensed something wasn’t right and they wanted to help,

Former Jeffersonville (Ind.) High School baseball player Tom Crafton bought his 1980 and 1982 team jerseys for $25 each.

Sometimes, a new fundraiser can arise from something old. That was

the case at Jeffersonville (Ind.) High School, where baseball jerseys found in storage are helping raise money for a new training complex. Fundraising

Out of Storage

The fundraiser began when a few ex-players in the baseball booster club said they would be interested in buying their old jerseys. They found boxes of baseball uniforms that dated from 1971 through 2000, and put them up for sale, with the proceeds supporting efforts to construct a baseball and softball field house.

A booster committee priced the jerseys at $25 and used old yearbooks, programs, and scorebooks to find players’ numbers if they didn’t remember them. Then they contacted old friends and alumni, and got on Facebook to spread the word. Before long, sales took off, and have already exceeded $1,000. Head Baseball Coach Al Rabe says most of the jerseys were bought by former players who lived nearby, but alumni as far as Florida and Georgia made purchases. Players from the 1970s and 1980s were more interested in getting their jerseys than those from recent years. Several local businesses also bought jerseys, and sales will continue as long as the supply lasts.

University of Arizona athletes are receiving training in a new program called Step Up!, which teaches them to take a leadership role in stopping dangerous or harmful situations. Above, the Wildcat doubles team of Ravid Hazi and Pat Metham competes this spring. 14 AUG/SEPT 2010 | AthleticManagement.com

Rabe says the project has sparked discussions about playing an alumni game to help raise additional funds. “We want to make money to build this facility, but to me it’s more about the interest in the program,” says Rabe. “The enthusiasm for the jerseys shows that the people in this town and our alumni have a lot of pride in the program.”

SAL CONTRERAS (LEFT); C.E. BRANHAM THE EVENING NEWS OF JEFFERSONVILLE INDIANA (Right)

When people hear about bystander intervention, it’s usually in connection with an assault case or other type of crime. But have you ever thought about how the idea could help stop problems seen on athletic teams like hazing, drinking, drug use, eating disorders, or depression?

but didn’t,” Bell says. “Every hand goes up every time. Then we ask if they think intervention would have helped in that situation, and 90 percent of the hands go up.” Through the program, student-athletes learn the five decision-making steps to successful intervention. The first is to recognize a problem, and the second is to interpret it as a problem. “A student might be too busy with their classes, practices, team meetings, and schoolwork to notice that a teammate is acting differently,” Bell says. “Or they may be distracted from a verbally abusive conversation going on next to them because they are talking on their cell phone. We ask students to become more observant of what’s going on around them and stop what it is they’re doing if they get a feeling that something isn’t right.”

son team captains when they arrive back on the campus. “Since I’ve been able to start using the materials with different groups, it’s brought a general theme around campus of people being more involved in healthy decisions and healthy actions,” she says. “It’s made them think more. They say they now feel more prepared to step in and intervene.”

›

“You can also follow up on the training,” Bell says. “Meet with leadership groups or team captains to find out how this new knowledge is having an affect. Here at the University of Arizona, it’s really become a campus-wide message. The more people hear the same message, the more it becomes a part of your campus culture.”

For more information about the Step Up! program at the University of Arizona, please visit: www.stepupprogram.org.

The third step is to assume personal responsibility for intervening. “Research shows us that when you’re alone, you’re going to help 80 percent of the time, and when you’re in a group, you’re only going to help 20 percent of the time,” Bell says. “We’re saying, ‘Take it upon yourself to help, regardless of whether anyone else is.’” The fourth step is having the know-how to step up. “We teach students about direct help, which is jumping in and telling your teammate you’re worried about them,” Bell says. “And we teach them about indirect help—talking to a school psychologist or to your athletic trainer about what you or the professional might be able to do.” Finally, the fifth step is actually intervening. In this part of the training, students discuss the risks and rewards of taking action. Potential risks include going against the group, embarrassing yourself, and the fear that your help will not be effective. But the reward could be that a teammate with a problem seeks help or merely thanks you for taking the time to show you care. In order to implement Step Up!, an administrator or counselor can attend a 90-minute Webinar hosted by Bell and use downloadable resources. “The materials are very user-friendly and written in common language,” says Valoree Barrett, Director of Counseling Services at Bethany College, which recently implemented Step Up! “They’re also easily adaptable to different groups of students—athletes and non-athletes alike.” So far, Barrett has trained students in several campus groups, including resident assistants, and will train all the fall seaCircle No. 110 AthleticManagement.com | AUG/SEPT 2010 15 Untitled-10 1

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Q & A

Leroy Hackley, Jr. JENISON (MICH.) HIGH SCHOOL

AM: At the end of last year, you hosted four tournaments—district baseball and softball and state tennis and track—on the same day. How did you manage that?

In 2000, after 18 years in collegiate recreational sports, Leroy Hackley, Jr., shifted gears to become Athletic Director at Byron Center (Mich.) Public Schools. From the outset, the tasks seemed similar to ones he’d performed at Eastern Michigan University and Grand Valley State University—but he soon discovered that he was in a brand new world. Over the next five years, Hackley learned the ins and outs of working with teenagers, parents, coaches, and administrators, and in 2005, he took over as Athletic Director at nearby Jenison High School. There, he has increased the number of tournaments the school hosts, worked closely with the program’s boosters, and emphasized community service. In 2009-10, all of Jenison’s teams finished in the top half of the Ottawa-Kent Conference, one of the most competitive in the state. The wrestling team won a district championship while the volleyball squad grabbed a conference title. Hackley has also taken a leadership role at the state level, serving on the Executive Council of the Michigan High School Athletic Association (MHSAA). In this interview, he talks about responding to budget cuts, working with parents, officiating basketball games, and dealing with an unexpected request last winter.

Setter Leah Poel helped the Jenison volleyball team win a conference title last fall and state championships the two previous years.

Hackley: Between the four tournaments, we had about 12,000 people on campus, so we needed a lot of help to pull it all together. The wrestling program organized parking, boosters handled concessions, and everybody stepped up to the plate. In today’s economy, it’s hard to pass up a chance to raise money, and as long as we have the facilities, we like to keep them filled. We’ve hosted state tennis for the last few years, and the baseball and softball tournaments rotate around the district. Early in the year, the state asked us about hosting track, and even though we could have passed, I looked at it as a challenge. Before the weekend was over, we joked that next time we should add the state water polo tournament.

How do you get the community to help out? A lot of it is relationship building. Our motto is “Wildcat Pride,” and everywhere you go, you see our paw print logo. It’s not just a moniker, it’s a way of life. The whole community saw the tournaments as an opportunity to show what we’ve got, and we weren’t going to let that go.

What are budget cuts like at Jenison? We’re struggling—not just the school system but the whole state. Over the past four years, I’ve probably made close to $150,000 in cuts to athletics.

When you’re faced with deficits like that, where do you start? First, we look at each sport and ask ourselves, “What are we getting in return for the dollars spent in this program? Is it worth it?” The answer has always been yes, so we take a second look to see if there are extras we can do without, and we’ve been able to make cuts in transportation costs and equipment purchases. In years past, the athletics budget provided the meat and potatoes, while the boosters provided the dessert. Well, there’s no dessert anymore, so if coaches need something above and beyond the budget, they have to ask the boosters. They’ve given us $70,000 for next year, which helps a lot.

How are you generating new income? Gate receipts are an important source, which is why we’ve brought in so many tournaments. But really, our biggest fundraiser is concessions. When we renovated our athletic facilities, we put concessions throughout the complex, including places you wouldn’t typically expect to find them, like near our tennis courts and softball field. Some teams do their own fundraisers, too, which is a great way to bring in extra money. Everybody sees how tight things are because there are stories in the paper almost every day, and everyone knows we need to keep hustling.

How did you handle the transition from Grand Valley State to Byron Center? AthleticManagement.com | AUG/SEPT 2010 17

Q & A I was a campus recreation director for 14 years at Grand Valley and for four years at Eastern Michigan before that, so Iâ&#x20AC;&#x2122;d been in rec sports for a long time. Taking over at Byron Center, I was responsible for a lot of the same nuts and boltsâ&#x20AC;&#x201D;scheduling facilities, hiring officials, and setting up transportationâ&#x20AC;&#x201D;but nothing prepared me for dealing with parents. Working in recreation, itâ&#x20AC;&#x2122;s all about fun and games. At the high school level, itâ&#x20AC;&#x2122;s a whole different story, and itâ&#x20AC;&#x2122;s amazing to me how much emphasis people place on winning.

In 2009, pressure from parents caused a girlsâ&#x20AC;&#x2122; basketball coach at a nearby school to resign, and you then hired that coach at Jenison. How are you making sure the same situation doesnâ&#x20AC;&#x2122;t arise in your program? Iâ&#x20AC;&#x2122;ve known this coach and his family for a long time, so Iâ&#x20AC;&#x2122;m confident it wonâ&#x20AC;&#x2122;t be a problem. We also have an open door policy with our parents, which works well. In our program, nothing is off-limits. I know at some schools, coaches donâ&#x20AC;&#x2122;t discuss playing time with parents. But for a lot of parents, thatâ&#x20AC;&#x2122;s the one thing they want to

â&#x20AC;&#x153;I encourage coaches to always talk honestly and try to understand the parentsâ&#x20AC;&#x2122; point of view. We have a lot of young coaches here, and I tell them, â&#x20AC;&#x2DC;Until you become the parent of a student-athlete, you donâ&#x20AC;&#x2122;t know what itâ&#x20AC;&#x2122;s really like.â&#x20AC;&#x2122;â&#x20AC;? talk about, and if you donâ&#x20AC;&#x2122;t give them that opportunity, those feelings will fester. Theyâ&#x20AC;&#x2122;ll sit up in the stands, find other parents who are unhappy, and before you know it, youâ&#x20AC;&#x2122;ve got a cancer growing. Our message is very consistent: If you have a problem with a coach, you have to talk to that coach. I tell parents that instead of asking, â&#x20AC;&#x153;Why isnâ&#x20AC;&#x2122;t my kid playing more?â&#x20AC;? they should ask, â&#x20AC;&#x153;What can my kid do to get more playing time?â&#x20AC;? That alleviates a lot of problems, because oftentimes, what the parent hears from the kid is not really whatâ&#x20AC;&#x2122;s going on. On the other side, I encourage coaches to always talk honestly and try to understand the parentsâ&#x20AC;&#x2122; point of view. We have a lot of young coaches here, and I tell them, â&#x20AC;&#x153;Until you become the parent of a student-athlete, you donâ&#x20AC;&#x2122;t know what itâ&#x20AC;&#x2122;s really like.â&#x20AC;? Hav-

ing three sons go through my programs has given me a much clearer sense of where parents are coming from.

Whatâ&#x20AC;&#x2122;s the challenge of being an athletic director at your sonsâ&#x20AC;&#x2122; school? I was fortunate that all three of my boys made All-Conference, so there was no talk about whether they were playing because I was the athletic director. If they were having a problem with a coach, I expected them to take care of it themselves. If my kids didnâ&#x20AC;&#x2122;t want to talk to their coach, Iâ&#x20AC;&#x2122;d say, â&#x20AC;&#x153;Then it sounds like you donâ&#x20AC;&#x2122;t have a problem. Because if you do, you need to deal with it.â&#x20AC;?

After a backboard shattered during a state boysâ&#x20AC;&#x2122; basketball tournament contest at a neighboring school this past winter, you agreed to move the game to your gym. How did you make that decision? I had just settled down at home, it was about 8 p.m., and my phone started ringing. The athletic director at Rockford High School called to ask, â&#x20AC;&#x153;Is there anything going on in your gym tonight? Because the backboard just broke and we want to finish the game at your school.â&#x20AC;? When I realized he was serious, I called my assistant athletic director, principal, and superintendent, who all agreed we should open the gym. I called our police liaison officer and custodial staff, and within 20 minutes, we were ready to go. The gym was packed, everyone was appreciative we could host the game on such short notice, and we received a lot of positive press.

While you were on the MHSAA Executive Council, the Supreme Court ruled the association needed to switch sport seasons to provide equity for boys and girls. Where did you stand? I think the Supreme Court got a little lazy with that one. They said we needed to put sports in their traditional seasons, but weâ&#x20AC;&#x2122;d always played girlsâ&#x20AC;&#x2122; basketball in the fall and girlsâ&#x20AC;&#x2122; volleyball in the winter. It gave us a great way to maximize facilities, which is why Michigan was always in the top five nationally in high school participation rates. But the court ruled we had to switch, so we did, and there were a lot of unintended consequences.

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Q & A choose between teams. We were fortunate at Jenison because we have two gymnasiums, but some schools needed to put in new locker rooms for nights when both the boys’ and girls’ basketball teams are playing. We’re also still tweaking schedules. This year, we’re going to play girls’ basketball games after boys’ basketball games, even though athletic directors, coaches, and players all understand it’s not good for the girls.

The MHSAA has been outspoken about not participating in national tournaments. Do you agree? I do. During the school year, we limit teams from traveling too much, and if you don’t understand why, just take a look at basket-

did a Shoot for the Cure pink-out, which generated a lot of money. If there’s somebody in need in our community, our studentathletes step up.

You have been officiating basketball games at the NCAA, NAIA, and community college levels for many years. Why do you do this? It’s hard for some people to understand, but it’s a really good outlet for me. I enjoy every minute I’m on the court.

Even when spectators and coaches yell at you? Actually, it’s not so different from being an athletic director, in which I’m often faced with situations where people are upset and I need to calm them down. I listen to coaches, let them have their say, and then get back to the game, saying, “Here’s a solution, and you may not be happy with it, but we have to keep playing.” Officiating helps me as an athletic director because it teaches me to always be on an even keel.

“More and more, we’re going to see high school athletic programs moving away from tapping the general fund and toward self-sufficiency, where they operate like club teams. Down the road we might all need corporate sponsors to keep our programs viable.” ball. When I see college and AAU teams going all around the country, I have to ask, “When are those kids actually in class?” They’re missing a ton of school, and in my mind, that’s not right. It may sound strange coming from an athletic director, but I think schools place way too much emphasis on athletics. This is an academic setting, and athletics should be a byproduct, not the main focus. All too often, if a kid is failing a class, the parent doesn’t say a word. But if that kid doesn’t get enough playing time in a game, the parent will be in my office the next day. I’m glad people think athletics is important, because that’s why I have a job. But I want to make sure we’re graduating good kids, which is how an athletic program should be judged.

Why does your program emphasize community service? It goes back to “Wildcat Pride,” which is central to everything we do. All our teams do community service, which gives them a better appreciation of the world. For the most part, our kids are very fortunate, so for them to help people who are struggling is an important part of their education. This year, working with a neighboring school, our football program raised $9,000 for the Wounded Warrior Project, and our girls’ basketball team Circle No. 113 20 AUG/SEPT 2010 | AthleticManagement.com

Earlier this year, a local newspaper published a list of public school salaries, including yours. How has that changed the way you do your job?

A friend of mine called to tell me how much money I made. I said, “What are you talking about?” and he said, “It’s in the newspaper,” because they printed the name of everybody who earns over $100,000 a year. After that story come out, it felt like everyone looked at me a little differently. They’d always seen me working 13 or 14 hour days, but I started feeling pressure that I’d better be working 13 or 14 hours a day.

Where is high school athletics heading in the future? More and more, we’re going to see high school athletic programs moving away from tapping the general fund and toward selfsufficiency, where they operate like club teams. Down the road we might all need corporate sponsors to keep our programs viable. I hope that never happens, but we’re clearly moving in that direction.

What do you tell people who are thinking about going into the profession? I always say, “Make sure it’s something you really want to do, because it’s not for everybody.” The hours are long, and sometimes it feels like a thankless job—people don’t often call just to say hello. But it’s fun too, and at the end of the day, I can sit back and watch a game knowing I had a hand in putting all those people together. That’s very gratifying.

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that working in athletics is not a 9-to-5 schedule, so accepting committee responsibilities means working even longer hours. It can also involve extensive travel away from home and campus. Get the support of your superiors, staff, and family members and establish protocols on all levels to compensate for your absence.

Joining the Team

What are the secrets to becoming a respected member of a conference or national committee? A veteran tells all. By Sandra Michael I love being an athletic director. It includes responsibility and more than the occasional risk, but also daily rewards of seeing young people grow and succeed. What I thrive on most are the complex challenges so often encountered and charting the best course to arrive at a positive resolution. Those are probably the main reasons I’m drawn to serving on committees at the conference and national levels. In addition to balancing the demands of running the athletics department at Holy Family University, I have chaired the NCAA Division II Women’s Basketball Committee for two years and am currently in my second year of a four-year term on the Division II Management Council and the Membership Committee. I have served as NAIA Chair for District 19 and President of the Central Atlantic Collegiate Conference (CACC). I also currently chair the CACC’s Ethics Committee.

These roles have afforded me an insider’s perspective on the intricacies and inner workings of those organizations that govern my athletics program. At the same time, they introduce me to developing trends in the industry, which allows for more effective guidance of my institution’s athletics department. Perhaps most importantly, working on national committees gives me a sense of empowerment. I relish being on the front lines of change as well as having the opportunity to influence direction at the conference and national levels.

Foot in the Door So how do you get a seat at the table? Becoming nominated for a position varies greatly depending on the role and the governing body, but here are a few advantages you can give yourself. The first step is to get your professional and personal life in order. We all know

Once all that is in order, it is equally important to establish yourself amongst your peers as a competent administrator who is interested in becoming involved in committee service. Participate in extracurricular organizations, volunteer for conference work and regional advisory committees, and host events as frequently as possible. These types of activities demonstrate your interest and give your colleagues a chance to see your leadership and decision-making skills in action. Additionally, share your ambitions with fellow administrators, including athletic directors, conference commissioners, and university presidents. The best place to network is at meetings. Fully participate and take the time to get to know your peers on both a professional and personal level. Another important aspect of serving on committees, especially those related to the NCAA, is to make sure your department is in compliance with all rules. Colleagues aren’t interested in listening to your opinions on legislation when your own department cannot abide by the rules. Following these steps will set you on the right path to earning a spot on a national Sandra Michael has been Director of Athletics at Holy Family University since 1985 and currently serves on the NCAA Division II Management Council. In June, she was selected the 2010 NCAA Division II Northeast Athletic Director of the Year by NACDA. She can be reached at: smichael@holyfamily.edu. AthleticManagement.com | AUG/SEPT 2010 23

GamePlan Leadership committee. How, then, do you maintain your place at the table?

Team Member Being prepared is probably the most important aspect of becoming a respected committee member. If you want to excel, you must do your homework prior to meetings. Arrive with good ideas that con-

way to do this is to cite personal examples or situations that are relevant to the committee’s work. Communicating entails being a good listener, too. It is important to be open to other ideas, even if you disagree. Try to respect alternate opinions and listen to them with an open mind. As you settle into your role on a committee, don’t be afraid to seek the advice of more experienced members. Oftentimes, you may find yourself unable to grasp a particular situation, past example, or even the occasional acronym. We’ve all shared those moments of doubt, so don’t hesitate to ask for clarification. Then be sure to follow up with a comment of appreciation and understanding.

It is important to be open to other ideas, even if you disagree. Try to respect alternate opinions and listen to them with an open mind. tribute to the overall goals of the committee and improve the way it functions. Another key is communicating well. Work on articulating your ideas in a concise, efficient, and persuasive manner. A great

Before long, you will begin to pick up on the subtleties of committee interactions and the players involved. Observe how others contribute and interact, and quickly differentiate between the ones who offer sound advice and those who speak just to be heard. And, of course, don’t be that person.

ASEP: Know you’re covered Overwhelmingly, scholastic coaches are positive influences on the athletes they coach. But we all know of instances in which a coach had a lapse in judgment. ASEP is there to help reduce these occurrences. ASEP coaching education courses provide coaches with the foundational knowledge for making wise decisions in the toughest situations. Developing a coaching philosophy, communicating with players, promoting sportsmanship, dealing with parents, caring for and preventing injuries and illnesses, and adhering to coaching ethics represent only a sampling of the ASEP curriculum.

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Good Decisions The ultimate goal of committee work is to make decisions that benefit all involved. That means it’s important to always have a cooperative approach. You may not know your fellow committee members well, but they likely share the same dedication to student-athlete welfare and higher education that you do. That realization will help foster a deliberative decision-making process based on consensus. Similarly, appreciate that there are numerous ways to tackle the same situation. Stubbornness, egoism, and selfishness are rarely useful when attempting to pass meaningful policies. When listening to arguments and making decisions, keep in mind the presenting committee member, the goals of the organizing body, and the overall focus of what is best for the student-athlete. Then think deeply about the consequences of committee decisions and how they will impact other areas. With well-executed ambition, a cooperative philosophy, and a desire to creatively solve problems, you can positively influence athletics by participating in committee service.

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GamePlan Finances

purchases must be avoided. Do not hand out cash to anyone for any reason. When you don’t have verifiable records for payments, auditors will question where that money went. There are more and more news reports these days of administrators embezzling money. Being accused of this offense is the last thing you need, especially if it’s because you simply did not use proper systems.

Lined Up & Ready The words “financial audit” need not strike fear in your heart. Here’s how to get your ducks in a row before a review happens. By David Paling Early in my career as a high school athletic director, there was a lot to learn and there were certainly many difficult days. But one of the most stressful times in those early years was my first visit from an external auditing agency. Hired by the school district to review financial operations in several departments, the auditors provided me with a huge wake-up call about handling the financial side of my job. Afterwards, I realized that to a great extent, I was operating in the dark ages. Receipts, paperwork that could support a variety of financial activities, and several other routine safeguards and internal controls were lacking. I survived the experience, and worked quickly to get up to speed in the areas that were deemed deficient. Since that

time, I’ve continued to work on ideas to keep our financial operations in order. The following thoughts are what I’ve learned to ensure my work will hold up to the scrutiny of an auditor.

No Cash, Please Cash payments are a no-no. Do you, for example, pay your personnel at home football games (ticket takers, announcer, chain crew) with cash? I did, and that was the first thing the auditors noted as a problem. Established payroll procedures must be used to pay anyone and everyone. Period. That is important for clarifying who is getting paid, when, and how much. Along the same lines, slush funds are not appropriate. Using cash for even small

Receiving cash from others can’t totally be avoided, so the key here is to have a protocol in place to record the money coming in. For ticket sales, I have devised a game financial report form. On it, prenumbered tickets are recorded from start to finish and it includes a space for co-signatures (mine and the ticket sales person) and the date and type of event. Each form used will pick up at the point where the previous one ended. The game financial report form includes a section where free or reduced tickets can be noted, as well as any overage or shortage that may have occurred during the sales process. Tickets collected at the gate are torn in half and the stubs are placed in a dated envelope and saved. Deposits (including night deposits) must be made to an authorized account immediately at the conclusion of the contest and deposit slips must match ticket sales transactions recorded on the game financial reports. An auditor then has several

David Paling is the Director of Athletics, Health, and Physical Education for Middleboro (Mass.) Public Schools, a position he has held for 23 years. He has been contributing articles to Athletic Management since 1995. AthleticManagement.com | AUG/SEPT 2010 27

ways of assessing the accuracy of our school’s gate receipts. I learned the importance of immediately depositing money the hard way. New to the job, I would sometimes leave a cashbox full of money in my office overnight with the thought of making a deposit the following day. I came to school one morning to find the office doors removed from their hinges and a few hundred dollars stolen. Our booster organization, which conducts fundraisers and runs the concession stand, also receives cash payments. They have a designated treasurer position within their organization, and their contributions to high school athletics are made during a formal school committee session. Deposits go into our authorized account.

Perfect Records Similar to our careful accounting for ticket sales, we have specific procedures for tracking all money that comes in and goes out. Computers are clearly an asset regarding financial record-keeping, but the bottom line is that you must choose a system for your transactions that works

Rules of the Road Bear these tips in mind before an auditor comes knocking. n

Avoid cash as much as possible.

Deposit money with due diligence.

Consider the production of financial reports. Follow all established financial procedures within your town and school’s purview. Introduce the layers and internal controls that will allow you to account for every nickel.

in your situation—the total amount of money collected must reconcile with all of the records that are produced. In addition, time must be taken with data entries to ensure accuracy. Athletic user fees are one of our largest sources of revenue and we have developed

Keep records permanently (or in some cases, a minimum of several years—as you would your personal tax information).

Seek co-signatures when feasible.

Take the time to ensure accuracy.

Write receipts.

Keep up the paperwork and don’t worry about the trees.

a specialized accounting system. To start, we only accept bank checks or money orders for these payments—cash or personal checks are not allowed. While this requirement was met with resistance by a few parents at first, we’ve found it is critical for providing a record of payments and

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GamePlan Finances avoiding the complications that arise from bounced checks. We also issue receipts when athletic user fees are paid, thus creating a second level of written records—one copy goes to the parent, while we keep the other on file. A spreadsheet is then produced reflecting team rosters, and all user fee transactions including waivers, pro-rated fees (due to injuries), and refunds are noted.

made with checks. Purchases are recorded in a computer file. Order forms are kept in a file and can be reviewed at any time. When it comes to money going out, auditors ask questions about sound business practices. Most institutions have procedures in place that regulate the purchasing of supplies and services, and it is important to become familiar with yours. In my school district, it is mandatory that a minimum of three quotes be obtained for any purchase between $5,000 and $25,000. The lowest price is what we are obligated to use. If a purchase is less than $5,000, it is not necessary to obtain quotes, but I have to establish that I am buying at reasonable prices. I do this by getting price lists from competing vendors and updating them once or twice a year. All quotes are saved in a simple filing system.

Reports In

We also raise money through an engraved brick sidewalk that we call the Athletic Honor Walkway. Brick sales can occur at any time using an order form obtained on our school Web site. Transactions are

Along with following all policies on daily financial interactions, I produce a monthly financial report that is submitted to the school business manager and superintendent of schools. This summary of expen-

The data I use to produce these reports is obtained from a ledger of all transactions, which is broken down into three categories: salaries, supplies, and contracted services. It includes a detailed record of all money received, from gate receipts to field rentals. Years later, I find the auditor’s visits much less stressful. I’ve accepted the fact that time must be spent producing and following the controls needed for them to check the accuracy and integrity of my work. If you are organized, there’ll be no need for panic when you receive notification of their impending visit. Your work has already been done.

›

For more information on Middleboro’s Athletic Honor Walkway, search for the article “One Brick at a Time” at: www.AthleticManagement.com.

On the Web

Another source of revenue is an annual sport program booklet we produce that contains team pictures and narratives about upcoming seasons as well as advertisements for local businesses. All sales to advertisers are recorded with business names, addresses, and the price of each display ad. Transactions are done by check. Deposits are made to our authorized account and the deposits match the record of ads sold. Even the publication of the ads in the booklet is a form of record that should be maintained.

ditures and receipts is forwarded to the school committee for their review as well. The report must reconcile with all supporting paperwork.

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Nothing Like

Getting fans into the stands these days takes a strategic plan, understanding

COVER STORY

a FulL HOuSe

your target audiences, and creative sales tactics. Those who have upped their numbers provide advice.

JOHN DAVID MERCER/US PRESSWIRE

By Abigail Funk

wo years ago, when University of Tennessee-Chattanooga Director of Athletics Rick Hart looked around the football stadium on game day, he couldn’t help but feel disappointed. That season, the Mocs averaged less than 6,000 fans per game in a stadium that seats more than 20,000. A year later, however, Hart was smiling as he took in the view. The football program averaged more than 10,500 fans per home game in 2009 and set a school record for season tickets sold. And as the team takes the field this year, Hart is beaming. Season ticket sales surpassed last year’s mark in June and average fan attendance is expected to reach an all-time high. How did the Mocs do it? “We came up with the ‘Restore the Glory’ campaign,” Hart says. “Our football program used to be very successful, then we went through a period where we weren’t and fan attendance waned. More recently we’re having success again, and we’re asking the campus and community to participate in getting our program back to the level it once was—to literally help us restore the glory we once had.” Every athletic director likes to see wellattended contests, but it takes a lot more than putting team schedules online and counting

AthleticManagement.com | AUG/SEPT 2010 31

COVER STORY

on loyal customers to return year after year. “That may have worked years ago, but not anymore,” says Tracie Hitz, Director of Business Development at Old Hat Creative, a sports marketing company based in Norman, Okla., and former Assistant Athletic Director for Marketing at Northwestern University. “The biggest change I’ve seen in ticket sales over the past five or six years is how aggressive athletic departments have become.” Bruce Van De Velde, Athletic Director at Louisiana Tech University, says colleges don’t have much choice because of all the factors working against them now. “Television is live-broadcasting so many games that it can be tough to get fans out to watch home contests,” he says. “And families are also just so busy that weekends are often the only time they are together at home.” While the numbers involved may not be as big, many high school programs face the same challenges. “When our games are televised live locally, it hurts—and it hurts a lot,” says Russell Wambles, Athletic Director at Apopka (Fla.) High School. “We always ask that our games be televised on tape delay and not live because we lose so much in gate receipts otherwise. “People also don’t have as much disposable income as they used to,” Wambles continues. “With the economy being the way it is, everybody has had to focus on needs instead of wants. And if they do have extra money, they have to decide whether to go to the movies or the football game.” But there are solutions. Whatever the size of your school, marketing budget, and sales staff, there are plenty of ideas emerging that can help put paying fans in the seats. The keys are having a well thought-out mission, a good understanding of who you’re appealing to, and effective promotions.

can do a better job of connecting with your fans,” Van De Velde says. “In order to do that, we needed to see how we could strengthen our overall appeal.” The biggest need that emerged from athletic staff discussions was a uniform logo for athletics. “We had an identity crisis because we didn’t have logos people could identify with,” Van De Velde says. “We really wanted to change people’s perception of us, and the most obvious way to do that was through a new logo. We re-branded and refreshed our entire athletic department just by updating our look and making it uniform.”

athletic department.” The athletic department started by approaching people who had recently contributed to the Warrior Fund, then added contact lists it acquired from youth soccer clubs in the area. Everyone was mailed a brochure that explained the season ticket deals available—single tickets for $35 or a family plan for $75. Buyers who purchased their tickets prior to August 1 also received a free T-shirt. Before the 2009 season started, the department had sold over 600 season tickets. Though Cal State-Stanislaus never had season ticket plans for any of its sports before last year, its success with soccer has led to similar programs for volleyball and men’s and women’s basketball for 2010-11. Richards says one of the keys to bringing in revenue from the soccer season tickets was re-evaluating who got in for free. “We no longer give away many tickets, other than to our students,” he says. “We eliminated complimentary tickets for the parents of student-athletes, for example. They are an untapped market, especially at the NCAA Division II and III levels. Parents are buying tickets to see their kids play from Pop Warner to high school, so why not have them continue to do so in college? Not only did we make some money with these changes, we also gave our tickets more value.” Giving tickets value is another important component of any overall plan. Hitz, who also sits on the board of directors of the National Association of Collegiate Marketing Administrators, believes you should never price your contests too low. “A lot of marketing people think $5 tickets or free tickets will get a big crowd, but once you set that value, that’s how much the ticket is worth in the buyer’s mind,” she says. “Even if they have a great time, how do you get them to buy a $35 or $50 ticket for another game? A game is worth $5 to the fan because that’s what you told them.” At the high school level, $5 to $7 for a football, basketball, or baseball game, and something like $3 for an Olympic sport contest is appropriate. But more high schools, like Apopka and Novi (Mich.) High School, are offering fans all-sport passes good for admission into every regular season home game in any sport, for the entire school year.

Richards says one of the keys to bringing in revenue from the soccer season tickets was reevaluating who got in for free. “We eliminated complimentary tickets for the parents of studentathletes, for example.”

OVERALL APPROACH

Louisiana Tech has taken a number of steps to grow its fan base over the past couple of years, including creating a kids club and a young alumni season ticket program. But before it got down to selling, the department examined its program as outsiders. “You can’t sell more tickets and generate more support for your program unless you Abigail Funk is an Assistant Editor at Athletic Management. She can be reached at: afunk@MomentumMedia.com.

32 AUG/SEPT 2010 | AthleticManagement.com

Tennessee-Chattanooga took a similar approach with its new slogan. “We put ‘Restore the Glory’ on every piece of printed material we used related to football—every press release, every advertisement,” Hart says. “We came up with a logo that established a brand for our campaign, and now we see it on shirts and hats and hear people working it into their lingo. ‘Restore the Glory’ has become a part of everyday conversations around here.” Re-examining your appeal to fans can also be done on a smaller level. At California State University-Stanislaus, the men’s and women’s soccer coaches approached Director of Athletics Milt Richards last year with the idea to start selling season tickets in their sport. “I was skeptical, but both of the coaches said that the construction of our new stadium that opened for the 2009 season generated renewed interest in soccer in the area,” Richards says. “They wanted soccer fans to feel ownership of their programs—by buying a season ticket, people would feel more like they were members of the Warrior

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“At $175 for a family, our all-sport passes are a really good value,” says Novi Athletic Director Curt Ellis. “We had to be careful with setting the price, though, because high school athletics is viewed as an affordable option for families and not an investment like college and professional team season tickets are. We presented it like this: If you take a family of four to a football game, that’s $20 to walk in the gate. Then think about all the football games you go to each year and the winter and spring sports and you can see you’re getting a really good deal.” AUDIENCE APPEAL

Along with generating an overall game plan for selling tickets, you also need some specific strategies for appealing to potential fans. The most effective approach, administrators are finding, is to break down your audiences into several different subsets: kids and families, students, alumni, and local community members.

One of the biggest trends right now is to focus on kids—whose parents tend to follow along. Louisiana Tech created a program-wide kids club last year that quickly generated more than 600 signups. For $30, LA TECH Kids Club members receive a Tshirt, laminated lanyard pass admitting them into all regular-season home events in every Bulldog sport during the year, and on-field access at some contests. At selected games, club members can take on Louisiana Tech student-athletes in athletic competitions or attend exclusive instructional clinics. “The kids club has worked really well for us,” Van De Velde says. “Parents bring their kids to our games and see what fun it is and how family-oriented it is. Then the parents continue to buy tickets so the whole family can go together.” Students are another group that can provide a surprising return on your marketing investments. Tennessee-Chattanooga ran several student-specific promotions last year

Do you ask your fans about their game experience? Tracie Hitz, Director of Business Development at Old Hat Creative, a sports marketing company based in Norman, Okla., and a former Assistant Athletic Director for Marketing at Northwestern University, says you should.

When Hitz was at Northwestern, the marketing department came up with a survey to find out which variables impacted fans’ decisions to come to a game. They posted it online and had workers ask fans the questions as they entered and exited games. “One of the questions we asked was, ‘Do you care how well our team is doing?’” Hitz says. “It turned out that variable didn’t have as much weight as we thought it would. Instead, they were basing their decision on everything else at the game. That’s why we’re seeing more fan fest areas, video board cameras, and people throwing Tshirts into the stands at college games.” Northwestern didn’t stop with a simple survey, however. The marketing department also went to the athletic department Facebook page and asked fans which games they were most excited about for the upcoming season, and who their favorite coaches and athletes were.

34 AUG/SEPT 2010 | AthleticManagement.com

“We found out that our students really connected with [Head Football] Coach Pat Fitzgerald,” Hitz says. “He was a player on our 1996 Rose Bowl team, he’s only 34 years old, and the students just love him. So we started a Facebook page for him and when a student posted something on his wall, we made sure he’d get on there and comment on it. We all know college kids love free stuff, so we handed out T-shirts at games that said, ‘Fitz is my Facebook Friend.’ They just ate it up.” Along with learning about what you can capitalize on to draw more fans to your contests, asking tough questions can get results, too. In order to learn what Northwestern fans were not impressed with on game days, Hitz resorted to a unique tactic, logging onto the two biggest Northwestern athletics message boards. Instead of posting anonymously, Hitz used her real name and title, and invited the posters to contact her with concerns, questions, or even new ideas they had come up with. “A lot of athletic departments are scared of the message boards, but the people on those boards are your most vocal fans,” she says. “If they’re complaining about something, you better listen. We let these people see how much we cared by getting on there. “We found that over the next several months, the four or five really negative posters were scaling it back,” Hitz continues. “We learned a lot, but there was also a residual effect of the boards being less negative. As much as message boards can spread false rumors and negative publicity, they can spread good stuff for you, too.”

FA N ’ S V I E W

“Researching your ticket buyers is really important, and not many schools do a comprehensive job of it,” Hitz says. “If you don’t know who’s coming to your games and why, you don’t know how to make them return customers.”

that proved successful, including an attempt to break the school’s student attendance record at the football home opener. “The chancellor sent out a call-to-action e-mail, and we did a lot of advertising through social media outlets like Facebook and Twitter,” Hart says. “We also pitted our residence halls against each other in what we called the Residence Rumble, and the winners got a pizza party.” In the end, over 2,500 students showed up for the game—easily a new record for the Mocs. After the contest, the students were invited onto the field and thanked for attending. The athletic department hung a banner in the student union the following week featuring a picture of the student section and a note thanking the students and encouraging them to come back. Hitz says that getting your students to games is a matter of figuring out what appeals to them. For example, Northwestern has very serious students, so the athletic department

COVER STORY

set up a pregame study hall. “When people say all that Northwestern students do is study, that’s not a joke,” Hitz says. “We learned that they weren’t coming to Wednesday night games because they had to study. So we created a pregame study hall where students could arrive early, study, go to the game, then study afterward before taking a shuttle bus home. They’re the first ones at the venue and the last to leave, and they’re getting everything done they need to. An assistant coach even comes by the study hall after the game to thank them for coming.” Older alumni tend to be one of the easiest fan groups to appeal to, and you may not need many bells or whistles to keep them connected. But greater efforts are often needed to reach younger graduates. The Young Alumni Program at Louisiana Tech hasn’t yet made a big impact on the department’s bottom line, but Van De Velde sees it as an investment. “Through the program, our alumni between the ages of 20 and 29 who join our annual giving program at the $50 level can buy a half-price football season ticket,” he says. “We want to get them used to the idea of donating and coming back to campus for

football games. Then as their professional situation improves, they won’t stay at $50. In three of four years, maybe they want to upgrade their parking and seating, so they give $300 and still get half-price tickets. In their 30s, maybe they’re giving $1,000 and paying full-price for tickets. It’s not always just chasing the dollar that’s important, but getting people to stay involved and grow with us.” Finally, there is your business community, which needs yet another type of appeal. At Tennessee-Chattanooga, the athletic department is working on helping business owners while helping itself. “We have a downtown partnership here that focuses on driving business to our stores and restaurants, so we partnered with them on a ‘Paint the Town Blue and Gold’ promotion last year,” Hart says. “In exchange for decorating their storefronts in our school colors, we gave them tickets and recognized their businesses on our video board during the game. Our student government was very involved in that promotion and helped to organize a pep rally located downtown instead of here on campus. It helped generate some downtown business and create a

lot of local awareness for us.” Apopka has a strong community following at its football games, and though Wambles knows a good part of it is due to the team’s success, he also makes it a point to tie the business community to the school’s athletics as much as possible. One way that’s done is through Apopka’s all-sport pass packages, which combine season tickets with program ads. Depending on the size of the ticket package purchased, businesses receive a business card-size, quarter-page, or half-page ad in Apopka’s game programs. “Not only are we pulling in revenue and the community members are getting ads in the programs for their local businesses, but we’re also keeping a connection between the town and Apopka’s athletics,” Wambles says. “I think it’s a big reason for our great community support.” SELLING STRATEGIES

With an eye on how to appeal to different audiences, the final step to putting fans in the seats in making the sale. Selling tickets still comes down to selling a product. A key here is to decide where to put your sales

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Circle No. 124 AthleticManagement.com | AUG/SEPT 2010 35

energies to get the most return. continues. “We ended up selling over 300 Tennessee-Chattanooga has concentrated season tickets in June—40 percent of which a lot on season ticket sales with its “Restore were new season ticket holders.” the Glory” campaign. Another promotion that worked was targeting a different audience Document1 12/20/02 3:10 PM Page 1 each month leading up to opening day, hoping to reach as many buyers as possible and keep the slogan fresh in fans’ minds. For example, June included a Father’s Day special. “We put together a discount ticket package that we encouraged people to buy with their dads in mind,” Hart says. “Last year it included two season tickets, a Mocs visor, a Mocs koozie, and a certificate to present to their dad. This year we added a Mocs grilling set with a spatula and tongs How much energy should you put into that have our logo on them. single game sales? “I suggest figuring out “When we launched the promotion, we how much money you’re likely to generate weren’t sure what to expect, but it brought from each game,” Hitz says. “If you know in a number of season ticket sales, along that over Labor Day weekend, you have a with new fans into our ticketing base,” he non-conference opponent no one has heard

of and it will only generate 10 percent of your overall sales for the season, then spend 10 percent of your budget and 10 percent of your time on that game. “Next, figure out which games are the top two or three that will sell best and put a greater percentage of your budget into promoting those,” Hitz continues. “A lot of people figure, ‘Oh, Michigan is coming that weekend, it’ll sell out in a day. I don’t have to do anything.’ But you need to take the mindset that it’s never a guarantee it will sell out, and if it does, those people better have a great time so they will come back.” Sometimes it works well to put extra effort into one really unique idea. For example, TennesseeChattanooga came up with a cross promotion between its football and basketball fans last year. It partnered with a local flooring company, which erected a temporary basketball court on the pavilion next to the football

have a downtown part“Wenership here that focuses

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COVER STORY

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stadium, and held its men’s and women’s season-opening scrimmages on a football game day right before kickoff. There were big crowds for the basketball scrimmages, and then they walked right into the stadium for the football game. Another place schools are investing resources is new operating systems. The traditional method of tearing tickets can be upgraded with good results. Louisiana Tech has recently gone to scannable tickets and found a wealth of marketing information waiting. “We researched six different systems and ended up going with Ticketmaster’s Archtics system,” Van De Velde says. “Scanning tickets allowed us to start compiling a much more detailed history of who our fan base is—how they are buying, what they are buying, and where they purchase tickets. We now also have demographic information like age group, income level, and what brought them to the game—all immediately accessible in a computerized database. This helps us figure out who to target with our advertising.” At Novi, season passes were being used by more than one fan per game, and it was hurt-

ing the school’s gate receipts. “Kids would come through the line, show their pass at the gate, then pass it to a friend further back in the line,” Ellis says. “We implemented the TickeTracker system, which allows us to scan each pass. Once a pass has been scanned for a particular contest, it can’t be scanned a second time, so there is no more passing back.” Ellis says the scanning system created several other positives as well. Fans can purchase advance tickets or year-long passes online, and best of all for Novi’s fans and gate workers alike, it’s made getting into a Friday night football game easier than ever. “There is no line anymore since fans can just bypass the ticket booth,” he says. “And we’re dealing with a lot less cash on a Friday night. From a management standpoint, that’s made our lives a lot easier.” A very recent trend is to outsource your ticket sales. One year ago, Georgia Tech hired The Aspire Group, a global sports and entertainment firm, to make outbound sales calls to recruit new ticket buyers for football and men’s basketball games. In 10 months, the endeavor netted Georgia Tech over $1 million in new revenue.

What are the secrets to their success? One is manpower. The call center that operates out of Georgia Tech’s athletic department, which The Aspire Group calls a Fan Relationship Management Center, is made up of 10 full-time and five part-time workers. “There was no way that our department would have been able to have 15 people on the phones all day selling tickets, so this has been a great investment for us,” says Wayne Hogan, Associate Director of Athletics for Public Relations at Georgia Tech. “We were surprised to be able to compile a list of over 100,000 contacts in our database that we had some form of communication with already but weren’t season ticket holders. We just gave the callers the list and that was it.” The next step for those manning the phones is to be aggressive in landing the sale, but not bothersome or obnoxious. Employees of The Aspire Group go through intensive training before arriving on campus and calls are monitored by a supervisor. They’re encouraged to make a connection with the potential buyer on the phone by asking them what would make their game experience better, and how the athletic

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COVER STORY

department could help complete the sale. “The workers are really aggressive and they don’t give up,” Hogan says. “If a potential buyer wants to see the football stadium and where their seats might be, The Aspire Group workers have access to our facilities and can take them on a tour—anything to make the sale.” The Aspire Group operates strictly as an outside vendor, and Georgia Tech is almost one year into its three-year agreement. “It’s been far more successful than we ever anticipated,” Hogan says. “I think their sales techniques are the wave of the future and more colleges will start outsourcing their ticket sales, too.” While sticking with an in-house sales effort, Tennessee-Chattanooga also tries to cater to individual fans. “You have to give people options,” Hart says. “We tried to think from a consumer’s perspective and created different ticket packages at different price points to appeal to a broad audience. We will also diversify

on the spot in order to give people what they want instead of forcing them to commit to something they don’t want.”

is four passes and two spots, and we have a third level for six tickets and two spots,” Wambles says. The important thing to remember is that if your fans have fun, they’ll come back for another game and be more willing to try out another sport. “We always make sure we have good music playing before the game and something going on at halftime like a youth soccer league scrimmage or a fan contest,” says Richards. “We think of it as not just a game, but as an event.” And whatever your capabilities are in terms of a budget for game promotions or sales efforts, Van De Velde says there’s no reason to leave your ticket selling to chance. “We’re a pretty average Division I program, so we don’t have the budget some of the bigger BCS schools do,” he says. “But regardless of the dollars you have to spend, if you have a talented, creative, hard-working staff, you can really grow your fan base in any market.” n

It’s been far more suc“cessful than we ever

anticipated. I think their sales techniques are the wave of the future and more colleges will start outsourcing their ticket sales, too.

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Athletic Management

38 AUG/SEPT 2010 | AthleticManagement.com

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COACHING

RICHARD ORR SPORTS PHOTOGRAPHY

rom tennis to football, in high schools and colleges, just about every team has them: captains. And coaches, myself included, typically put great faith in these student-athlete leaders. Most coaches would go so far as to say that peer leadership is a critical aspect of team performance. After a difficult season,

we often express disappointment with the leadership exhibited by captains. Following great seasons, we have high praise for our team leaders. But how much time do we put into thinking about the structure and success of our team captaincy model? Peer leadership has a great impact on a team’s chemistry and competitiveness—and ultimately a coach’s job security—yet we place this responsibility in the

hands of one or two young people who may or may not be “all-in” with the program. This dichotomy got me thinking about how to make team captains more effective. Through 20 years of coaching football at the NCAA Division II, Division III, and high school levels, including nine as head coach, I have been intrigued by improving team leadership, and I was interested in exploring a new model.

United We Lead

If you’re counting on team captains to make a difference on your squad, consider this new concept: shared leadership.

By Dr. Philip Willenbrock AthleticManagement.com | AUG/SEPT 2010 39

After some research and experiments, I feel I’ve found an exciting new concept. Called “shared team leadership,” it spreads captain responsibilities among a group of athletes and teaches them how to be effective leaders. Implementing the idea with the football team at the University of Puget Sound was a great success, for both coaches and student-athletes. WHAT IS SHARED LEADERSHIP?

My initial research into the topic of team captains found that many coaches are frustrated by the quality of team leadership on their squads. I also learned that team captains often do not understand their role or have not been counseled on leadership principles. Part of the problem is the way we choose captains. In most instances, team captains are assigned by the head coach or elected by team members. My research and experience found that neither system consistently works well. Individual popularity and athletic ability earns certain individuals captaincy, but that doesn’t mean they will be effective in their roles. Recognizing the shortcomings of our current selection systems, I looked at leadership models used in the business world and was intrigued by the idea of shared leadership. What if, instead of the traditional model of one, two, or three captains, a larger group of team members take on the role? This is the basic premise behind shared leadership. Used successfully in the business world, shared leadership is defined by Pearce and Conger in Shared Leadership: Reframing the Hows and Whys of Leadership, as an interactive influence process in a group or team, which may include peer leadership and influence among and between members of the group. Shared leadership practitioners believe that no single individual possesses the capacity to effectively play all possible leadership roles within an organization. Instead, leadership should be spread among many individuals, allowing each to use their own strengths to assist peers. On a sports team, this means that the responsibility of captaincy is taken on by not just a few of the top athletes, but by a whole segment of the team, such as all the seniors. This group works together to fosPhilip Willenbrock, EdD, is the former Head Football Coach at the University of Puget Sound. He has also coached at the NCAA Division II and high school levels and served as an adjunct faculty member at Seattle University. He welcomes comments and questions about this article and can be reached at: phil willenbrock@aol.com or sharedteamleadership.com.

40 AUG/SEPT 2010 | AthleticManagement.com

ter teamwork and camaraderie, with each student-athlete bringing his or her unique qualities to the table to help lead the team. A VALUABLE ASSET

In 2002, I took over a football program at Puget Sound that had seen only one winning season in nearly 20 years. But from 2004 to 2008, the team experienced its most successful and consistent performance since the early 1980s. While numerous factors contribute to a team’s competitiveness, a major factor impacting the cultural change within our program was the introduction of shared team leadership. The traditional captain system had proven ineffective in my first seasons at Puget Sound, producing poor peer team leadership and a senior class not aligned with the program’s philosophy. So starting in the fall of 2004, we decided to challenge the entire senior class to share in the leadership of the team. Because all seniors have social power based on their class status, this was a good group to hand the leadership reins to. We called them the Leadership Group, or LG. The experiment proved successful, and we committed to using shared leadership from then on. While starting with rudimentary principles, the idea evolved over time into a seamless system beginning anew each year as seniors left and juniors were elevated to the new leadership team. What were the benefits of this approach? The first was that the system brought greater team unity by developing a community rather than a collection of segmented groups within the team. Because there was sharing of information and collective decision-making among a large segment, our players bought in to the entire program. This led to a climate of trust and respect. Second, it furthered the leadership skills of our student-athletes. Through this program, we taught our student-athletes specifics on how to lead effectively. Most institutions today want to teach leadership to their students, and this gave us a structure to do so. I also liked that shared leadership has the potential to teach every student-athlete in a program leadership skills. Instead of allowing just a few athletes to be captains, everyone is afforded the opportunity. That provides more learning opportunities for more individuals—and also can uncover a great leader who would otherwise go

unnoticed. And don’t dismiss the increased satisfaction players experience when they’re able to feel included as a leader. Shared leadership offers the additional benefit of developing maturity and responsibility in young people, which may curtail off-field problems. When team members are given responsibility, there are more likely to take ownership of their actions and toe the line.

Instead of allowing just a few athletes to be captains, everyone is afforded the opportunity. That provides more learning for more individuals—and can also uncover a great leader who would otherwise go unnoticed. The only problem we found was that sometimes there was a perceived absence of a leadership voice. Some players like to be able to point to one or two specific teammates to lead them, and they wondered who to turn to when they had a problem. We corrected this by appointing game captains to take the lead on key issues during each week. Some coaches fear that shared leadership takes the head coach out of the picture, but this is not the case at all. The head coach still remains at the top of the organization with final approval or veto power on all actions. PROGRAM SPECIFICS

Implementing shared leadership is not difficult, but it does take a commitment by the coaching staff. Coaches must buy into the concept that every senior has an important role on the team and put time aside for teaching leadership skills. Here’s a rundown of the steps I took with our Leadership Group: Get to Know Players: An initial action for me each year was to learn more about every senior and understand him better on a personal level. During the spring semester, I scheduled a one-hour lunch meeting with each senior. I asked about his future plans, family issues, goals, aspirations, and friendships—anything but football. By establishing a dialogue with no hidden agenda, trust was developed in our relationship. Learning more about each individual allowed me to

COACHING

take opportunities for brief but thoughtful conversations throughout his senior year. Implement Curriculum: In addition to one-on-one meetings, I met with the full group weekly during the spring semester to talk about leadership. I presented ideas on leadership, team dynamics, and decision making. We also discussed team policies and shared thoughts on what changes, if any, needed to be made. After a few years, I formalized the meetings through a 16-week seminar addressing issues in Character, Leadership, Actualization, Synergy, and program Sustainability (C.L.A.S.S.). The curriculum covers issues from leadership principles to decision making. (See “Top Topics” on page 42 for a closer look.) Providing a clear agenda for each meeting was important to stay on topic. We also asked everyone to follow these simple but important rules: > Withhold judgment about another person’s values. > Respect individual differences and divergent views. > Speak personally and specifically rather than generally. > Eliminate personal prejudice, expectations, biases, and the need to control the discussion. > Listen when others speak. Organizational Change: The group established team goals for the season and a list of things they needed to stop doing, start doing, and continue doing in order to meet behavioral expectations. This was an important organizational change strategy that clearly identified key behavioral objectives and alterations to team culture. Some examples of stop areas included: making excuses, poor practice tempo, and complacency. Some examples of start areas included: getting together socially more often as a team, community service activities, and 100-percent team attendance at off-season training sessions. Some continue examples included: doing more than what is asked, maintaining competitiveness, and holding team-building activities. Give Each a Voice: LG members each took turns addressing the team following a spring practice or workout through a three- to fiveminute talk, helping to establish their accountability for leadership and sense of influence. We identified 10 character traits—responsibility, trust, self-control, balance, respect, forgiveness, fairness, integrity, sacrifice, and perseverance—as program keystones. Each LG member chose the day he would speak to the team and the term he wanted to talk about. Courageous Conversations: Throughout the year, LG members and I engaged in

courageous conversations with each other about attitudes, assumptions, habits, and behaviors. Some of the sessions were discussions on issues and others were called to handle disciplinary situations. I would introduce the question or topic, then let a senior lead the discussion or make the final recommendation for discipline. As head coach, I always had veto power, but enabling the team to wrestle with these concepts in a democratic setting taught them how to reach consensus.

These conversations were key in creating a sense of community among the senior class. They all needed to be on the same page for shared leadership to work. One such conversation led to the dismissal of a returning all-conference player who would not buy in to the direction of the program as a senior. While we were concerned about losing a player of his caliber, it turned out to be positive. None of the staff realized this player was undermining the program, but the leadership team did. They saw that his negative

Circle No. 130 AthleticManagement.com | AUG/SEPT 2010 41

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attitude was doing more harm than good. This decision was a significant turning point in the football program. Leadership Pods: During fall practice, I divided the team into 14 pods, each led by a

senior. This structural change immediately placed every senior in an equal leadership role. The pods were used to create a daily line of communication among all team members. Pod members were assigned lockers near

each other, warmed up together, and operated as a team for the entire fall. Fun situations were organized where pods would be pitted against each other in competitions. The pod leader was responsible for assess-

General qualities of leadership and personal perspectives

Self leadership, including how to be an effective leader

Dealing with the reality of the situation

Shared leadership principles and personal leadership strengths

Servant leadership

Goal setting

Team leadership dynamics

Decision making strategies

Principles of leadership and team captain traits

Team expectations and developing a shared vision

Leading in conflict and learning from failures

Organizational leadership and personal priorities

Community building and culture change strategies

Class

Team building strategies

TOP TOPICS

To teach our seniors how to tackle their leadership roles, I implemented a curriculum that includes 16 topics, with only minor facilitation needed by a coach. The program progresses from general principles of character and self-leadership to aspects of team leadership dynamics and decision making. It can be implemented as a 16-week off-season curriculum, or a 16-hour weekend retreat. Below are the 16 topics addressed:

Character

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COACHING

ing the “heartbeat” of each member of his pod and addressing any necessary issues. If one of his pod members needed to run after practice, missed a study session, or required extra discipline, the pod leader would enforce such activity. Communication: I met with the LG as necessary throughout the early part of the season to discuss issues of team morale, effort, and chemistry. The group would tell me when it thought we might need to lighten up practices, if some players were burned out, if any freshmen were talking about quitting, if there was any after hours behavior detrimental to the team, and other similar issues. At the beginning, LG members hesitated to reveal such information for fear of “telling on someone.” But when they realized it would help keep the team on track, they were willing to bring up issues that I could address one-on-one with a player when necessary. Team Building: Seniors were divided into six groups, with each group responsible for organizing one fall team-building activity. Coaches were not present, but due to the

leadership curriculum, LG members knew the type and format of programs that would benefit team chemistry and keep everyone engaged. Some examples were: bowling and pizza night, volunteer activity at the local boys and girls club, board game night, and a whiffle ball tournament. With any of the competitive activities, teams remained in their pods. Game-Week Captains: Twice during the season, each senior served as a game captain, becoming responsible for team decisions on discipline, motivation, and team building and representing the team to the media. If a team member had a significant policy violation or interpersonal issue, the game-week captains acted as LG meeting facilitators. Reflection: Every Sunday, we had meetings with the LG where we discussed previous and upcoming weeks. I started with a leadership quote or story, which sparked a brief conversation about the team’s morale after the game on Saturday. We then discussed organizational issues from the past week and established our main message points for the next week and opponent.

In addition, Sunday meetings enabled game-week captains to discuss any leadership challenges they faced. Most revolved around principles like motivation, execution, communication, and discipline. This process of reflecting on leadership ensures that there will be improvement when the next opportunity arises. While the above structure worked well for us year in and out, we did tweak it based on the senior LG. One year when I felt that our senior leadership skills were weak, I named one player as an every-game captain along with the two weekly captains. Some years I had to be present for many of the off-season discussions, while in other years, the group was capable of handling most any issue on its own. There is great flexibility to the system to adapt to the uniqueness of each group as they ascend to leadership. A shared leadership model may be the key to solving any team dynamics problems your coaches have been facing. With a little planning, any team can find great rewards, both on the field and off, through this concept. n

Circle No. 133 AthleticManagement.com | AUG/SEPT 2010 43

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MARKETING At Greater New Bedford (Mass.) Regional Voc-Tech High School, student Casey McGee designed the schoolâ&#x20AC;&#x2122;s new logo with visual design instructor Thai Panayakul.

Better Than Before

What do you do when you are forced to change your logo? The best high schools turn it into a positive situation. And many are also trademarking their identity.

By Mike Phelps

bout a decade ago, Doug Peters, Athletic Director at Lake Mary (Fla.) High School, faced a seemingly simple question from his head football coach. The coach presented Peters with a new rendition of the schoolâ&#x20AC;&#x2122;s ram logo and asked if he could have it painted on the football field. Peters readily agreed. The image was a great fit for the school and was eventually adopted as the official mark for Lake Mary. Previously, different teams used different ram logos, and Peters wanted consistency. AthleticManagement.com | AUG/SEPT 2010 45

Fast forward to the Fall of 2009, when a letter arrived at Lake Mary from Chrysler Group LLC’s legal team insisting the school discontinue use of the logo. As it turned out, the school’s ram looked just like that of Chrysler’s Dodge Ram logo. According to Chrysler, Lake Mary was infringing upon its trademark. Peters immediately contacted Lake Mary’s school attorney and superintendent. They estimated it would cost the school district $75,000-100,000 to make all the changes around campus that Chrysler was asking for. Lake Mary is not alone in dealing with a logo crisis. Other high schools have been told to stop using marks that resemble those of universities. Some need to retire Native American logos and create new identities. And a few high schools are starting to trademark their logos. Understanding the social and legal ramifications of your logo has become a need-to-know item for today’s athletic director. A NEW RAM

In Lake Mary’s situation, the school’s first step was to have its attorney contact Chrysler to ask for some leniency. Chrysler eventually agreed that Lake Mary would not have to immediately alter its gym floor, one of the major expenses, and would have until the end of the school year to make other changes, rather than having to complete everything immediately. Still, the process was an enormous undertaking. Peters says he didn’t realize how many places the logo appeared until it became a problem. “We had it on parking passes, stationery, pens, pencils, uniforms, every staff shirt, the scoreboard, the press box, and the list went on,” he says. Along with the gym floor, another difficult-to-change area was a set of iron benches that had the logo designed into them. The solution the attorneys came up with was attaching signs to the benches and inside the gym that read, “Lake Mary High School is a proud partner of Chrysler.” While corporations such as Chrysler are not looking to harm high schools or make athletic directors’ lives difficult, it is important for them to aggressively protect their logos—a fact Peters readily understands. The signs in the Lake Mary gym and on the benches merely served as temporary remedies until the school could remove the benches and repaint the court. Mike Phelps is an Assistant Editor at Athletic Management. He can be reached at: mp@MomentumMedia.com.

46 AUG/SEPT 2010 | AthleticManagement.com

Fortunately, Lake Mary then received some good news from a start-up marketing and branding services company called Global Village Concerns. The San Diegobased business group, which was founded in response to budget cuts at schools nationwide, volunteered to create a new logo for the high school. It also wanted to help Lake Mary fundraise to pay for the other changes that were necessary around the school. “They heard our story on NPR and offered to work with us free of charge,” Peters says. “We didn’t want to pay for logo changes with educational money or our athletic department budget, so their services were really helpful.” The company created a few different logo designs and also set up a Web site (supportlakemary.com) where people could vote for their favorite new logo and donate money to the school. The Web site voting was open to anyone, and it mainly served to generate interest in the cause. The final decision was based on a vote by the school’s students, faculty, and staff. Global Village Concerns also helped turn Lake Mary’s annual spring football game, which normally drew around 600 fans, into a huge event that attracted 2,500 people. The game raised a significant amount of money through ticket sales and sponsors, who paid $500 or more to show their support. Through the work of Global Village, there was a VIP tent for the sponsors, a silent auction, Tshirt sales, and appearances from professional athletes, including Lake Mary alumnus and Cincinnati Bengal Keith Rivers, who had his high school jersey retired at the event. Fellow NFL player John St. Clair, and NBA players Keyon Dooling and Courtney Lee, both of whom used to play for the nearby Orlando Magic, were also in attendance. “We were able to create a pretty big event out of a football game that was just between our own players,” Peters said. Lake Mary also received a donation of $4,000 from the local Chrysler Dodge dealer. “That was an important move,” says Peters, “because there was some backlash against the local dealers, even though the whole thing was coming from the corporate offices.” Now that everything is behind him, Peters advises other athletic directors to be careful about choosing a logo and not make a deci-

sion without doing the necessary research. “I understand copyright and trademark laws and how important they are to businesses,” he says. “We never thought we were using the Dodge Ram logo, we just found this image and liked it. Athletic directors need to be very careful about this issue.” TO THE DRAWING BOARD

At Greater New Bedford (Mass.) Regional Vocational Technical High School, Superintendent and former Athletic Director Michael Shea knew the school’s VT logo was the same as that used by Virginia Tech, although with different colors. But even so, when a letter from the university arrived on his desk on July 7, 2009, Shea was caught off guard.

“Before, deep down, the kids knew our logo was Virginia Tech’s. Now they know it’s theirs and that they were part of the change. There’s a lot of pride in the new image and it has generated good feelings from the kids. Nobody else has a logo like ours.” “I knew it might happen,” Shea says, “but I didn’t really expect it to because I didn’t feel we were abusing the logo by any means. It was used in good faith.” Shea called Virginia Tech to plead his case, but came up empty. The university wanted the high school to stop all use of the logo and gave GNB Voc-Tech until the end of the 2009-10 school year to make it happen. “The person I spoke with understood where I was coming from, but said if Virginia Tech allowed us to use it, it would have to let other people use it too,” Shea says. “So we said, ‘Let’s create a new logo. And let’s do it ourselves.’” Every step of the way, Shea tried to turn the negative situation into a positive learning experience for his students. “We have a visual design program here, so I had an instructor and his students come up with different ideas

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for a new logo,” he says. “We ended up with 300 sketches from our kids. That was narrowed down to 25, then to eight. We hung photos of the finalists in the main lobby and held a vote among students, staff, and alumni.” The students and Shea did research before creating their new designs to make sure they didn’t copy something similar to another school’s logo. “I also talked with the students about what was important for the school to have in the logo,” Shea says. “We still wanted to incorporate the VT into the design, but also the GNB.” While the process took about four months and a lot of work, Shea believes his students now have a greater sense of ownership and pride in their school. “Before, deep down, the kids knew our logo was Virginia Tech’s,” he says. “Now they know it’s theirs and that they were part of the change. There’s a lot of pride in the new image and it has generated good feelings from the kids. Nobody else has a logo like ours.” To keep things that way, GNB Voc-Tech is trademarking its logo, which has provided another opportunity for students to

get some hands-on experience. The school hired a lawyer to lead it through the process, and she is taking the time to talk to students about trademarks and the legal system. Now that GNB Voc-Tech will be protecting its mark, Shea is being careful to make sure the school is consistent in its use of the logo. Previously, it didn’t matter if one color shade was slightly off, or if the letters weren’t styled perfectly. Now, that commitment to detail is paramount. “We have to be very strict to only use the proper colors and fonts because it’s a trademark,” Shea says. “We’ve had some issues with vendors not reproducing the logo accurately. Now that we have the trademark, it has to be exact.” OUT WITH THE OLD

Native American nicknames and mascots have long been a controversial topic in athletics. While many teams have undergone intense debates about changing the names, high schools in Wisconsin may no longer have a choice. A new law, signed by Governor Jim Doyle this past May, allows the state schools superintendent to order a school to change

race-based team names, logos, mascots, or nicknames if there are citizen complaints. Under the law, if a resident within a district’s boundary files a formal complaint with the state Department of Public Instruction, the district will be notified and a hearing scheduled, assuming the state superintendent determines the complaint has merit. Following the hearing, if the state superintendent finds the mascot to be race-based and promoting discrimination, harassment, or stereotyping, the district will be ordered to change it within one year. But officials at Poynette (Wis.) High School weren’t interested in waiting to be told to change their name. So they broached the subject last summer and decided to stop using the school’s Indians nickname. The mascot controversy is nothing new in Poynette, where the school board has talked about changing the nickname off and on for the past 15 years and “Indians” had been removed from the majority of the school’s sports uniforms. During the winter of the 2008-09 school year, the board passed a resolution to have a new nickname in place by Jan. 1, 2010.

Circle No. 135 AthleticManagement.com | AUG/SEPT 2010 47

“We have always supported football on all levels and do not have an issue with high schools or youth leagues using logos of NFL clubs,” says Brian McCarthy, NFL Vice President of Corporate Communications. “Local youth programs using NFL team logos help promote the NFL and its clubs and also provide youth players a sense of being part of the NFL.” But that doesn’t mean a school can simply slap a Patriots logo on its football helmet and call it a day. While the league doesn’t have a problem with teams using the mark, schools still have to ask permission. “The NFL acts as the licensing arm and controls use of team logos,” McCarthy says. “If a high school reached out to a team, a team would refer the high school to our office. Youth football programs, however, can use the logo without permission.”

From the outset, Poynette Principal Craig McCallum wanted to involve as many people as possible in the decision of selecting a new identity. Poynette had been the Indians for as long as McCallum could remember, and although the name was laced with controversy, there were still community members who identified with the Indians mascot. “We felt we needed to allow people an opportunity to be part of the process in the hope we would reduce the number of naysayers who would be disappointed with the new name,” he says. To accomplish that, McCallum met with the district superintendent and a group of high school student council members to identify 11 groups that would be allowed to propose three nicknames each. The groups 48 AUG/SEPT 2010 | AthleticManagement.com

from the pros

nyone familiar with high school athletics has seen numerous schools that share nicknames and even logos with teams from the National Football League. While most colleges and businesses have taken a hard stance against high schools bearing a likeness to their marks, the NFL takes a different approach.

were the seven classes of 2010-2016, the athletic booster club, the music program parents, the Parent Teacher Association, and Friends of the Fine Arts. “Not everyone submitted three and there were some duplicates, so we were left with around 20 possible nicknames,” McCallum says. “Then, in early June, the student council selected the top six.” In July, representatives from each of the 11 groups plus one from the school board met to discuss the plusses and minuses of the six remaining nicknames. In that meeting, one name was eliminated, which left the school with five choices: Mustangs, Bison, Pride, Pumas, and Panthers. In August, the group met again to select the final two, Pumas and Panthers.

“In between the July and August meetings, they discussed the options in their groups and in the community,” McCallum says. “They also had the results of a survey we created and placed on our Web site. We were careful to state that the survey was advisory—the results wouldn’t necessarily determine the two finalists—and that we wanted everyone in the community to have the opportunity for their voice to be heard. We received 443 votes and the top two were the same as what the committee chose.” Then, on the first Friday of the 2009 school year, students in grades six through 12 voted with paper ballots. McCallum felt it was vital to have only two finalists to guarantee a majority for the winner. “With three finalists you could have a split vote, with 40 percent in favor of one, and 30 percent picking each of the other two choices, and that didn’t seem right,” he says. Once the votes were tallied, McCallum and his athletic director held the results for nearly a month before the grand unveiling at the school’s homecoming pep rally on Oct. 1. McCallum arranged to have boxes of T-shirts featuring the new mascot ready to be sold as soon as the results were announced. The event received local media coverage and a new mascot costume made its debut at the next day’s football game. “Mascots are an emotional topic for lots of people, and I knew there would be some who were going to be unhappy, but we really tried to make it a positive experience,” McCallum says. “My heart felt at ease when we announced that the winner was the Pumas and a big roar went up.” Despite some individuals in the community still upset about the name change, McCallum says the response has been overwhelmingly upbeat. “Our community now has a mascot we can really rally around, rather than downplay,” McCallum says. “The key was including as many community and student groups as possible from the start. It’s much easier to get their support ahead of time rather than making the change and then trying to drum up support afterwards.” LICENSE TO SELL

Last fall, Bobby Bentley, Director of Athletics and Public Relations at James F. Byrnes High School in Duncan, S.C., came to a troubling realization. There were at least eight stores in the area, including some national chains, selling Byrnes Rebels merchandise—and the school was receiving nothing from it. “The school, our touchdown club, and our booster clubs were not seeing any ben-

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efit from those stores selling merchandise with our name and logo on it,” Bentley says. “So we decided to change that.” Rather than simply forbid the stores from selling items with the Byrnes marks, Bentley and other administrators began the process of creating a licensing program. They hired an attorney, who walked them through the process. “It was not very complicated,” Bentley says. “The attorney let us know what businesses were using the logos without permission, then sent letters telling them they had to contact the school district to be able to sell Rebel merchandise. The second thing she did was file for a trademark for the Byrnes High School name and the Rebels logo. That process took about six to eight months from the day we filed.” In the meantime, Bentley set up a licensing page on the Byrnes athletic department Web site that includes a form any retailer can fill out. Byrnes plans to charge $200-250 per year for a license, plus a percentage of sales. Businesses have to gain approval from the school for any item they plan to place the logo on and sell.

PINK NOT YOUR TEAM COLOR?

“We’re not trying to make a million dollars off of this. We just want our students and our school to see some benefit if stores sell merchandise with our logo. Our teams are very successful, so a lot of people have begun selling the merchandise—everything from CD holders to cups to flip-flops to lip balm with the Rebels logo on it.”

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“We’re not trying to make a million dollars off of this,” Bentley says. “We just want our students and our school to see some benefit if stores sell merchandise with our logo. “Our teams are very successful, so a lot of people have begun selling the merchandise—everything from CD holders to cups to flip-flops to lip balm with the Rebels logo on it,” he continues. “The stores understood when we contacted them.” Bentley has had three inquiries to license so far and expects more to come in the future. “I would advise others to be proactive as their programs gain popularity,” Bentley says. “I wasn’t worried about things like this seven or eight years ago, but it’s something I wish I had thought of then. It’s the price you pay for success.” n

high schools combine into one? Look for “From Two to One” in the blog section of our Web site at:

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Circle No. 137

MANAGEMENT

ROBERT NEUBECKER/THEISPOT.COM

eing a college athletic administrator today is kind of like facing Yankees pitcher Andy Pettitte. You have to be ready for a blistering fastball, a mean curveball, a sneaky cutter, and maybe even a change-up. In the world of athletic administration, we are seeing new pressures thrown at us all the time. There is a greater need to answer to constituents and upper-level administrators. There is an increased focus on the academic success of student-athletes. There is pressure to keep up with the Joneses. And, at the same time, there is a mandate to cut costs. With all these changes happening fairly quickly, most athletic departments have tweaked their organizational structures on the fly. You may have hired new employees in certain areas and cut staff in others. Job descriptions may have changed as the department emphasized different missions. The focus of certain staff members has possibly been altered without a lot of analysis. Times are tough and dedicated employees continue to do their best. But at some point all the staff shifting can catch up with an organization. Staff members resent that their workloads have changed, reporting

Organized for Success

By Dr. Betsy Alden

As times change, so does every program’s organizational structure. That’s why it’s critical to frequently review and reconfigure your hierarchy.

AthleticManagement.com | AUG/SEPT 2010 51

lines become blurred, and procedures aren’t as efficient as they could be. The solution is conducting a review of your organizational structure, which should occur every five to eight years. This process allows senior staff to examine whether the athletic department is working like a well-oiled machine, needs a tune-up, or requires a complete overhaul. It will reveal

grams, senior level administrators oversee multi-service areas, such as internal and external operations. In smaller programs, administrative functions are spread among a larger group, including coaches, new administrative titles, and central administrators. Another phenomenon that has heavily influenced intercollegiate athletic staffing in recent years is the increased need for senior administrators to fundraise. In some programs, this has meant the director of athletics must focus on development and hand over some of the day-today responsibilities and decision making. In other programs, it has meant hiring new employees to handle fundraising. Either way, the demand for staff to generate more funds alters a program’s organizational structure in a significant way. Most recently, many departments have undergone changes due to attrition. Because budgets are being slashed, positions may be left open when a staff member leaves, saving a salary line. The orphaned job duties are then spread out among remaining staff, but it is not always clear who is responsible for what, or who reports to whom in certain instances. This can lead to serious dysfunction and a loss of credibility of the athletic director. When so many changes occur at once, problems can easily arise. For one, staff morale can become very low. Most people need to believe that the foundation of their workplace is fairly concrete, and not changing with the wind. When they don’t know exactly what to do, when to do it, how to prioritize their work, and who is overseeing them, they become frustrated. When I meet with staff members whose workplace organizational structure changes often, they laugh or roll their eyes in response to my questions about their responsibilities. In many cases, they have lost respect for senior leadership because they feel they don’t have direction. Another result I have seen often is an organizational structure working around personalities or inabilities. This can happen when a senior administrator is unable or unwilling to remove a non-performing staff member and instead moves them to another position that is not appropriate to their skill set. For example, maybe an employee is not meeting the basic requirements of his or her position, but the campus environment makes it very difficult to dismiss the employee. Instead, the employee is reassigned to another area of the

When I meet with staff members whose workplace organizational structure changes often, they laugh or roll their eyes in response to my questions about their responsibilities. In many cases, they have lost respect for senior leadership because they feel they don’t have direction. if any areas require more assistance, while also shining a light on positions that are no longer needed. And, ultimately, the process makes sure your structure is meeting the needs of your program and the expectations of your college or university. CHANGING MODELS

The Encyclopedia of Business defines an organizational structure as “comprised of functions, relationships, responsibilities, authorities, and communications of individuals within each department.” An organizational chart is often used to provide a visual representation of a program’s structure. Having a clear structure is critical for employees to know how their job relates to others in the department as well as to the institution’s mission and goals. Organizational structures in intercollegiate athletics have evolved over the last few decades as the landscape of our industry has changed. While the original structures were often associated with physical education programs, today’s models typically resemble those of corporate America. At large proElizabeth “Betsy” Alden, PhD, is President/CEO at Alden & Associates, Inc., a consulting and executive search firm founded in 1999 that specializes in intercollegiate athletics. She has been Director of Athletics at the College of Notre Dame of Maryland, Webster University, San Francisco State University, and Ithaca College and is a past President of the National Association of Collegiate Women Athletics Administrators. She recently served as Chair of the American Council on Education’s Executive Search Roundtable and can be reached at: www.aldenandassoc.com.

52 AUG/SEPT 2010 | AthleticManagement.com

department or campus. This allows dysfunction to become the norm. WHAT TO ASSESS

So how do you go about reviewing your organizational model? The first step is determining exactly what you want to assess. Let’s begin with the question: What is the purpose or mission of the intercollegiate athletics program? The answer will vary, but at the heart of intercollegiate athletics, no matter the level of competition or type of program, is the student-athlete. With that in mind, we can begin an organizational structure review knowing the ultimate goal is to ensure that studentathletes are gaining from their experiences within the department. As you look at each job and the department’s hierarchy, the goal of “positive student-athlete experiences” should consistently be on the radar screen. Next, determine other department priorities that are critical to your operations. Maybe you have a goal to increase fundraising or further community relations, or you have been told to eliminate a certain number of staff positions. It can be helpful to write down the three or four overall priorities for your program while conducting the review. From there, we can break down the process into three specific areas: Parity: The expectations of each employee should reflect the ability by a properly functioning employee to perform his or her job at 100-percent effort. A key thing to look for in an organizational structure review is whether some employees are not working at full capacity, while others are expected to perform at a level higher than 100 percent. In regards to the employee who is not working at full capacity, the main problem is obvious. The department is inefficient and losing productivity. But another problem is that the employee may not feel motivated in his or her work—there is usually a reason someone is not working at full throttle. A third problem is that it causes resentment among those who have too much on their plate. When employees are working at more than 100 percent, there is often job burnout. That leads to a loss of interest in succeeding in one’s work and eventually to them leaving or being fired. In working with clients across the country and interviewing many individuals in small to large intercollegiate athletics programs, I have found job burnout and loss of commitment to one’s position to be common. The field of intercollegiate athletics is particularly prone to long hours and a 24/7 mentality so keeping

MANAGEMENT

a close watch on this is critical for any senior athletics administrator. Two particular areas of operations struggling mightily with job burnout are athletic training and sports information. The staff in these two fields have suffered over the years from expectations regarding job performance that have not been seen in other areas of intercollegiate athletics programs, nor in higher education in general. Athletic trainers have been required to work additional hours related to non-traditional seasons and expanding numbers of sports teams. The sports information staff has been handed a whole new workload with the rise of the Internet—from Web sites to social networking to streaming video. I continue to be surprised that the burnout issue has not affected more employees in these two fields. Both the National Athletic Trainers’ Association (NATA) and CoSIDA have worked hard in recent years to change the way these positions are viewed and treated. The NATA has even created a staffing formula for their membership to share with their senior administrators. I believe it’s critical that these individuals’ jobs are

reviewed very carefully to ward off burnout sooner rather than later. Specialization Areas: The old days of running an athletics program with one or two administrators are over. Even in NCAA Division III, it is common to find two or more associate or assistant directors of athletics with specialization titles such as compliance, facilities/operations, development/marketing, and academic/student services. As these positions have been created, the organizational charts of intercollegiate athletics programs have grown exponentially. In a review, it’s crucial to examine whether spreading out administrative functions works in an efficient way. Is there overlap that is causing problems? Are there responsibilities falling through the cracks? Are individual talents being used in the best ways? Is it clear who is responsible for what duties? Does everyone know who they report to? One ongoing trend in Division III is the combining of an administrative function with a coaching responsibility. While this model works well for many programs, it must be monitored carefully.

Say, for example, a full-time employee is hired with work broken down as 70 percent for head coaching responsibilities and 30 percent for game management. The director of athletics must ensure that the 30 percent is being performed just as well as the 70 percent. Dysfunction creeps in when the director or direct supervisor ignores 30 percent of the staff member’s job responsibilities. The individual must receive appropriate feedback and performance evaluations on his or her game management work. Intercampus Relations: Larger athletic departments, on the other hand, need to guard against continually hiring staff to keep up with the Joneses. This can become a serious issue because it could eventually erode the credibility of the program on campus. When faculty and upper-level administrators see the athletic department flush with staff members to cover even the smallest areas of operations, it can breed resentment. Each position must be thoroughly examined from a purpose perspective, which goes back to answering the question of departmental mission: What does this position provide to our student-athletes and other constituencies?

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MANAGEMENT

Is the position necessary for student-athletes to have meaningful experiences? FIT THE DESCRIPTION?

54 AUG/SEPT 2010 | AthleticManagement.com

coordinate with central administration and make sure you are following institutional procedures. TRANSITION TIME

Once the review has been finished, you’ll have to decide what steps to take to rectify any problems you find. One option is a drastic change to the organizational structure of the program. For example, you may find that reporting lines are not working in your current setup and you need to adopt a more vertical organizational structure. As a former director of athletics at a number of institutions, I often

In just about every athletic department organizational structure, the athletic director is at the top, and that can be a lonely place. For Illinois State University Director of Athletics Sheahon Zenger, the solution was to add an “Executive in Residence.” In March, Zenger hired Jack North, a retired senior executive vice president for State Farm Insurance, for the newly created position. “He has multiple roles, but the main one is to be a personal advisor to me,” says Zenger. “He’s someone I can have confidential conversations with and tap into his wealth of knowledge from the world of executive leadership. “At least once a day, I talk to Jack about what is currently going on in the athletic department,” Zenger continues. “It gives me comfort to know I can speak with a peer whose tolerance for stress is much higher than most.” A leader in the local business community and chair of the University’s first comprehensive fundraising campaign, which brought in $96 million, North had served as an informal advisor to Zenger for several years previously and is well known in athletic circles around ISU. “He is someone staff members highly regarded before, and to have him here now adds spice to our office and department,” says Zenger. Officially replacing Larry Morlan, Assistant to the Athletic Director for Annual Funds, who retired in February, North will lend a hand in fundraising, as well as leadership training and branding. “He will be heavily involved in fundraising for capital projects, especially for our football stadium renovation,” says Zenger. “He is also developing a leadership curriculum for our younger staff members, members of the SAAC, and team captains. And he is offering a trained eye and ear to our branding initiatives to make sure we stay true to our marketing strategies.” The position lasts two years, at which point North and Zenger will evaluate the situation. The hiring was a right-person-right-time scenario, and Zenger encourages other administrators to look for the same. “An athletic department is like a living organism that morphs over time,” he says. “If there are experts like this in your community, I would certainly recommend finding a way to incorporate them in your structure. To quote The Karate Kid, ‘When the pupil is ready, the teacher will appear.’” — Kyle Garratt

G O - T O P L AY E R

To review the above areas, the best strategy is to examine the written job descriptions for each position in your department. Senior administrators should carefully review each of the bullet points found in their employees’ descriptions, assigning a percentage of the workload to each duty and determining whether it is still a true function of the position—and is necessary. To start, the supervisor should assess the position on his or her own, perhaps working with another administrator in the department or a human resources administrator. Next, seek out the employee and get their perspective. Questions to be answered include: > Do you believe each job duty listed is still necessary for the position? > What additional work responsibilities are you doing that are not included in the job description? > How would you rank your responsibilities based on the amount of time spent doing them? > How would your rank your responsibilities based on their importance? > How many hours are you working and how do you feel about your workload? These types of discussions with employees can be tricky, especially if there is uncertainty about the direction of the department. Staff members must feel “safe” as they go through this analysis—fear of losing their job can cause a person to remain silent or not be truthful regarding their workload. Be sure supervisors approach employees the right way, or consider asking human resources professionals on campus or an outside consultant to assist. One important note in this area is to make sure you (and your employees) understand what a job description is. In my experience with executive searches, I have found that many people believe the position announcement is the same as the job description. They are actually very different documents. A position announcement is used when conducting a search for an employee and generally includes very basic information about the institution, the department, and the position. A job description is a formal document that has been vetted by the institution’s human resources office and generally contains the following information: title, direct supervisor, classification information, salary range, primary responsibility headings, and bullet listings of specific job responsibilities. The job description is the document that

is handed to the new employee on their first day. In addition to serving as a guide for the employee, it can be used in their annual evaluation process. After all the job descriptions have been examined, it’s time to carefully analyze the data. Note problem spots and where they overlap. Determine whether a few changes here or there will make your operations more efficient or whether you need to drastically change your current organizational structure. If changes need to be made, it’s important to include human resources and upper-level supervisors in the discussions. You need to

Circle No. 140

MANAGEMENT

inherited athletics programs where everyone reported directly to me. This, at times, felt like a recipe for disaster and certainly did not encourage a functional environment for me or my staff members. Moving to a more vertical structure creates a strong senior-level hierarchy where there is one director of athletics, multiple senior associate or associate level directors, and assistant directors, all of whom would have staff members reporting to them. Also, supervision of the coaching staff should be equally distributed among the top administrators. This allows the director to focus on the big picture since they will not have to supervise the multitudes. It also allows other administrators to gain valuable experience supervising staff, which is critical for their own professional growth. But what do you do at smaller schools where the athletic director is the only athletics administrator? Myra Sims, Director of Athletics at Emory & Henry College, is dealing with this question right now. The only staff member with administrative responsibilities who does not coach is the

Senior Woman Administrator—and only 20 percent of her job is devoted to athletics. She may be able to oversee one or two staff members but probably no more than that given her workload as chair of the physical education department and full-time faculty member. Sims is thus considering whether any staff members in sports medicine, sports information, or administrative support could be restructured or upgraded to a more senior level with oversight of additional staff. This type of structure would require more resources but far less than adding another full-time administrative position. At Babson College, Athletic Director Josh MacArthur spreads out many administrative functions among his coaching staff. He has found it key to discover his coaches’ strengths and passions and then match them with an appropriate job. For example, a coach who is very organized would be well suited for being in charge of scheduling. A coach who likes to putter around the house might be perfect for working with the physical plant staff. After fitting the pieces together, it’s then important to map it all out

into an organizational chart that everyone understands. Whether a new structure is being put in place or job positions are being slightly altered, supervisors should meet again individually with staff members to review the changes in a positive, non-threatening manner. Since all employees should hear the same information, it’s best to develop a script each senior administrator can use in these meetings. If the review process is done correctly, it can be a positive experience for everyone in the athletic department and even comforting to employees who have concerns about their performance and longevity at the institution. They usually appreciate being given a chance to talk about their job and knowing that the department is working hard to make everything function more efficiently. Even when cuts are on the horizon, an organizational structure review should not be equated with loss, but rather with moving forward to make the department more effective. With everyone providing input into healthy discussions about the operation, good things are bound to happen for your athletic department. n

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LEADERSHIP

Something To Believe In

By Tim Slauter

A strong athletic department starts with a strong philosophy statement, which must be carefully constructed to support your policies and codes of conduct.

mike heinz/us presswire

With the start of a new school year upon us, now is a great time to take stock of the values, beliefs, and tenets of our athletic departments. If our goal is to steer young people in a direction that will help them build a solid foundation for adulthood, is our athletic philosophy designed to help?

Thatâ&#x20AC;&#x2122;s the question I am asking myself a lot these days. Looking back on 35 years in education, I am concerned the value structure that communities, families, and organizations once held in high regard for their young people is starting to erode. I see decreased respect for authority, relaxed morals, a loss of commitment, reduced

work ethics, and a failure to take responsibility for oneâ&#x20AC;&#x2122;s actions. Is it because parents today have changed more than their children have? A generation ago, parents readily supported the discipline that coaches and teachers handed out. I remember dreading going home after getting in trouble at school because the punish-

The athletic philosophy statement at McCutcheon High School provides guidance to studentathletes in many areas, from preparation to gameday conduct.

AthleticManagement.com | AUG/SEPT 2010 57

leadership

ment that I would receive from my parents would be greater than that of the school. Today’s parents tend to automatically challenge any type of discipline or perceived inequity directed toward their child. How many times have you witnessed a parent publicly confront a coach? And how many

and it ensures that you are treating all athletes and coaches fairly. Another important note is that the philosophy must be very solid in its construction so it can stand up to any type of scrutiny. You don’t want statements you can’t defend or might want to change in six months. Here at McCutcheon High School, our philosophy statement is 525 words long and includes our beliefs on the value of participation, how athletics ties to education, why we hold coaches and athletes to high standards, and the importance of preparation. It also covers issues of sportsmanship and maintaining high standards. (For a look at the full text, see note at end of article.) Not every coach and athlete will totally agree with all aspects of your philosophy, but it does need to echo the values and culture at your school. That’s why it’s critical to get input from everyone affected by the statement. The first group to include should be members of the coaching staff, especially those coaches who have been with your program for a while and have a great perspective on your school and community expectations. You can get their input during staff meetings or even through an ad hoc committee. I also gathered coaches’ insights through everyday discussions with them. I encourage all of my coaches to continually share ideas, thoughts, and suggestions that are important to the image and operation of our athletic department. This allowed us to work collaboratively on creating an overall philosophy. Because your coaches play important roles in reinforcing department rules and policies, they must be on board with your department’s philosophy. If that means more discussions to develop your statement, consider that time well spent. In the long run, coaches and administrators must be on the same page. Thoughts and suggestions should also be solicited from parents. This can occur formally at meetings or casually at functions or athletic contests. The key here is to find parents you can trust to be objective, unbiased,

Not every coach and athlete will totally agree with all aspects of your philosophy, but it does need to echo the values and culture at your school. That’s why it’s critical to get input from everyone affected by the statement. times have parents agreed that their son or daughter should be disciplined for some violation of your athletic code? I’m guessing the answer to the first question is greater than the second. Some may call me over-reactive or out of touch with today’s young people, but let me assure you I am not. I am seeing a trend that is detrimental to athletics and education. I am also committed to finding remedies for it. The first solution, I’ve found, is the creation of a strong philosophy for your athletic department that is clearly supported by standards for behavior. This philosophy must be a dynamic, evolving statement that has the buy-in of coaches and studentathletes. It must also be linked to everything you do. MAKING A STATEMENT

What should a philosophy statement include? It should sum up what is important in your athletic department and school community in terms of values and ideals. It puts in writing the goals and mission of your program that relate to student-athlete growth. It should also be the foundation for your policies and codes of conduct. It provides the reasons behind rules and punishments, Tim Slauter, CMAA, is Director of Athletics at McCutcheon High School in Lafayette, Ind. He served as the President of the Indiana Interscholastic Athletic Administrators Association during the 2005-06 school year, was a regional finalist for the 2009 NASPE Athletic Director of the Year award, and has been honored with an NIAAA State Award of Merit. He can be reached at: tslauter@tsc.k12.in.us.

58 AUG/SEPT 2010 | AthleticManagement.com

and without an agenda. Over the years, I have developed a close rapport with a small group of parents I’ve come to know as honest and insightful. They are also forthright with me when I ask for their input about fairness, consistency, and expectations. While it does take some time and effort to cultivate such a group, these relationships can be invaluable and are certainly worth the effort. In many cases, great ideas and suggestions regarding the athletic philosophy can come from the athletes themselves. In our school, we created a group know as the Athletic Leadership Council that is made up of primarily seniors representing each of the 21 varsity teams. The principal and I meet with this group monthly. At these meetings, representatives from each of the in-season teams report to the rest of the group any positive things that are happening in their sport. The principal and I then use the session to bounce ideas off of the student-athletes. We received terrific suggestions from this group when we were first creating our philosophy, and they’ve helped us revise a number of our policies regarding sportsmanship, school spirit, drug testing, and codes of conduct. We’ve come to rely heavily on these studentathletes to serve as a sounding board for our department. The meetings with this group are lively and always informative. We discover a lot

We are just far enough removed from the day-to-day contact between coaches and students to be able to evaluate the total program and how rules, departmental values, and mode of operation will affect all of the stakeholders. about the pulse of our school and what is important to our athletes and students. We’ve found that most of our athletes are very comfortable with the department’s rules and procedures and that they want to represent our school in a positive manner. They also help our administrative team disseminate information back to the members of their various teams. After getting opinions from coaches, parents, and athletes, the athletic director

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leadership

should be the one to carefully decide what the final philosophy statement will include. Ultimately, the athletic director must be able to defend its ideas to his or her superiors, community, athletes, and staff. In addition, the athletic director is in the best position to view the philosophy in an

losophy statement into the operations of the athletic department. The best way to accomplish this is through your athletic department handbooks. The rules and policies in these manuals should directly reflect the ideals in your philosophy statement. The Coaches Handbook should contain all the duties and responsibilities expected of your staff. These should be clearly defined and as detailed as possible. The handbook should contain information about each of the following: > Attendance > Award description and eligibility > Department stance on membership in coaches associations and clinic attendance > Conduct of coaches > Dealing with parent complaints > Preseason, in-season, and postseason responsibilities > Evaluation process and expectations > State and school athletic and academic eligibility requirements > Legal duties of coaches > Fundraising > Dealing with injuries > Required paperwork > Summer programs and responsibilities > Team rules and discipline > Transportation rules Another portion of the handbook can detail student-athlete standards and discipline. Our handbook contains a section titled, “Expected Standards of Conduct for

The Coaches Handbook should include the department’s expectations of conduct, appearance, language, sideline behavior, and professional responsibilities ... Be specific with these expectations. objective, non-emotional, and fair manner. We are just far enough removed from the day-to-day contact between coaches and students to be able to evaluate the total program and how rules, departmental values, and mode of operation will affect all of the stakeholders in our system. It is important to periodically review your department’s philosophy statement. If your school board or school changes procedures or policies, you may need to update some of the wording of the statement. And if ideas and opinions on a topic turn a tide, it may be time to revisit certain philosophies. ALL IN THE HANDBOOK

The next step is to integrate your phi-

> Formally promote the beliefs in your philosophy statement at coaches meetings, team meetings, and parent gatherings. > Be consistent with your decisions. > Be prepared to be strong when parents question your policies and claim unfair treatment. > Understand that any deviation from your philosophy or previous rulings creates a precedent.

60 AUG/SEPT 2010 | AthleticManagement.com

> Don’t allow any athlete to be “bigger” than your philosophy. > Don’t bargain with any of your beliefs. > Don’t allow athletes to think it’s all right to accept special treatment or favors in the classroom or the community just because they are athletes. > Don’t ever let athletes and coaches forget they are role models.

IN FOCUS

The following are some ideas on how to keep values in focus on an everyday basis.

Athletes.” It lists 10 items we want coaches to focus on with their athletes, including teamwork, being a positive influence, and respecting others. In addition, the Coaches Handbook should contain information about your state athletic association’s policies and rules, including rule interpretation meetings, state tournaments, unsportsmanlike penalties, rules for non-staff coaches, and so forth. I recommend that you also include copies and examples of the various forms, award certificates, and phone trees that your department uses. Most importantly, the Coaches Handbook should include the department’s expectations of conduct, appearance, language, sideline behavior, and professional responsibilities. It’s a good idea to be specific with these expectations and not leave anything to chance or misinterpretation. Coaches often need to be reminded that, for right or wrong, school employees live in a fishbowl and are therefore charged with the responsibility of being judged by their actions. Everyone who is part of the athletic department must be a positive role model for all to see! It’s also a good idea to include suggestions for coaches on working with athletes and parents. For example, you can offer tips on dealing with unhappy parents and building better lines of communication. You can share ideas on motivating athletes and how to include teachable moments in daily practices. The content of the Athletic Handbook should be a little different. This manual is designed to inform athletes and their parents of the important rules, procedures, regulations, and policies that members of teams are expected to follow. Start with the code of conduct and also include eligibility rules, procedures to lodge a complaint, awards policies, and anything else that an athlete, parent, administrator, or central office employee needs to know about athletic department policies. At most schools, the Athletic Handbook will require Board of Education approval. If this is the case, be ready to defend and promote the beliefs and rules in this document. Also understand that some compromise might be required in order to have the document passed by this group—ultimately, it will be the school board that will have final authority over the listed codes and rules. The Athletic Handbook only works if everyone reads it. Therefore, we require all athletes and their parents to sign a pledge, confirming they have reviewed the document and will abide by its rules. Before the

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leadership

athlete can participate in his or her first contest, the signed pledge must be on file in my office.

I have found that the presence of a department philosophy greatly helps with my leadership tasks. It provides me with a guiding document to make decisions and a statement that backs up my actions. We also go over the rules at mandatory preseason meetings. Before the first contest in any sport, coaches have a meeting with players to specifically review the handbook and discuss expectations for behavior. (See “Team Meeting” below.) To support the importance of following our handbook’s rules, I make it a point to attend as many of those team meetings as my schedule will allow. Preseason parent meetings are an opportunity to go over rules with parents. To ensure consistency, I give coaches an outline

that we review beforehand. Topics include team and department rules regarding conduct, attendance, punctuality, academics, and discipline, as well as logistics. (For a look at the full list, see note at the end of the article.) Parents are always welcome to ask questions about our athletic philosophy and share their thoughts about our rules, codes, and expectations. While the preseason meeting is not the best time to get into a lengthy philosophical discussion with a parent, we do offer them the opportunity to meet at a later date to discuss their thoughts in greater detail. One of the goals of this meeting is to establish a framework of trust between the parents and the coaches to make the athletic experience a positive one for the athlete. ATHLETIC DIRECTOR’S ROLE

I have a small sign on my desk (similar to the one that President Harry S. Truman had on his Oval Office desk) that says, “The Buck Stops Here.” It is my feeling that the athletic director must assume all responsibility and accountability for his or her department. We must be willing to take on the challenge of leading our athletes and

> Pass out the Athletic Handbook and go over important rules, carefully explaining any new ones. > Review specific team rules not covered in the code of conduct. > Emphasize Athletic Handbook rules regarding drug and alcohol use. > Explain the drug testing procedure. > Explain the rules and procedures for the athletic training room and reporting injuries. > Describe varsity awards and the lettering policy.

62 AUG/SEPT 2010 | AthleticManagement.com

> Review academic eligibility. > Discuss and distribute (as needed) the school’s insurance policy. > Explain chances of injury and the parental consent form. > Distribute practice and game schedules, the transportation schedule, and important phone numbers. > Talk about the proper use and care of equipment. > Go over guidelines for conduct in practices and games. > Discuss other items as they pertain to the particular sport.

TEAM MEETING

To ensure that athletes at McCutcheon High School fully understand our department philosophy, each coach is instructed to hold a team meeting very early in the season to distribute information, answer questions, and clarify team expectations. The following topics must be covered by every coach:

programs, even when that means making tough decisions. I have found that the presence of a department philosophy greatly helps with my leadership tasks. It provides me with a guiding document to make decisions and a statement that backs up my actions. It also helps everyone in the athletic department run their programs with long-term learning as a focus. One story in particular comes to mind when I think about the importance of our philosophy statement and codes of conduct. Not too many years ago, a former studentathlete stopped by to say hello. As we reminisced a little, he specifically mentioned a time when I had disciplined him because of a poor choice he made when he was a junior in high school. The infraction caused him to be suspended from his team for a period of time. He said that, at the time, he thought the suspension was unfair. He did not understand it and did not agree with it. But as he sat out the requisite number of contests, he began to realize how important participation in athletics was to his life and that he wanted to ensure something like that would never happen to him again. As he shared his thoughts with me that day, he began to get somewhat emotional. He said it took him a few years to understand that the discipline was in his best interests and helped him both redefine his dedication to his sport and understand that athletes must be held to a higher standard. As he shook my hand to leave, he told me how important that time was to his development and that he was certain he wouldn’t have been as successful without the experience. Often times, we don’t know how much we have impacted young people’s lives until years later. But we do know that we have the capacity to touch the future. It is our duty to ensure that the young people we deal with on a daily basis today are given every opportunity to find future success, happiness, and a sense of pride in whatever they choose to do. n On the Web

›

Find a copy of McCutcheon High School’s athletic department philosophy statement and a list of coaches’ talking points at preseason parent meetings by searching “McCutcheon Philosophy” and “McCutcheon Parents Meeting,” respectively, at: www. AthleticManagement.com.

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SALUTE TO CHAMPIONS 2010 ’ Publisher s Note In the spring of 2002, Athletic Management and athletic directors nationwide lost a very good friend. Randy Nash, president of Cabana Banners in Brookings, S.D., unexpectedly passed away while telling his passionate story of Cabana Banners to a group of local entrepreneurs. Like so many ADs around the country, we consider ourselves fortunate to have had the pleasure of working with Randy. He was committed to serving his customers, and passionate about high school and college athletics. He was a person with outstanding character—the type of person we all aspire to be. Indeed, Athletic Management and athletic directors in general miss Randy Nash very much. Randy was directed by a simple motto: “Play hard, play fast, play fair, and always leave a legacy.” Randy’s legacy continues to thrive in his family, in Cabana Banners, and in the many gymnasiums in which his banners hang. Randy played a very large role in the creation of our Salute to Champions program, now in its ninth year. We are pleased to dedicate the Salute to Champions program to the memory of Randy Nash, as a way to honor his devotion and commitment to school athletics. Here is Athletic Management’s salute to this year’s winners:

64 AUG/SEPT 2010 | AthleticManagement.com

Anchor Bay High School Softball, Fair Haven, MI. With 36 wins in each of the past

two years, the team has made the State of Michigan record books. With a twoyear record of 72-8, the underhanders have won back-to-back league titles, two straight regional championships, two trips to the State quarterfinals, a State semifinal appearance and a runner-up slot in the State championships in 2009. Anchor Bay has been the Macomb County Team of the Year the last two campaigns. Beaumont (CA) High School Girls’ Wrestling. Amanda Hendey captured the

126-pound division at the CIF-State girls’ wrestling championship to become the school’s first winner. This was a tremendous achievement as Hendey finished third in 2009. She is currently ranked No. 1 in California in the 126-pound division, and No. 4 nationally in the 124-pound category. Blanchet Catholic School Volleyball, Salem, OR.

After garnering the school’s first state championship in 2008, the spikers duplicated their efforts in 2009 with a 31-5-1 overall record, including 5-0 in postseason. The team won its fifth consecutive league championship (2005-09) with a 16-0 slate, and currently hasn’t lost a league match since 2004. California Baptist University Softball, Riverside, CA. In 2009, the diamond ladies

(61-5) defeated St. Gregory 3-2 for the second time in as many days to claim the school’s first softball national championship. The national title was the 18th overall for CBU’s athletic program in six different sports. It was also the Golden State Athletic Conference’s first softball national crown. Two freshman pitchers, Tory Ferreira and Emma Holden, won the final two games, with the former becoming the only hurler in NAIA history to finish unbeaten with 20 or more wins. Ferreira was named the ’09 NAIA Pitcher of the Year and Pitcher of the National Tournament. Cornell University Winter Teams, Ithaca, NY. The

weekend of March 19-21, 2010, highlighted the greatest athletic achievements

in the history of the school. It began with the men’s basketball team, winner of three straight Ivy League titles, beating Temple 78-65 in the first round of the NCAA Tournament, and defeating Wisconsin 87-69 two days later to advance for the first time ever to the Sweet Sixteen. That Friday evening, the men’s ice hockey team defeated Brown 3-0 in the ECAC semifinals, and won the title the next night with a 3-0 blanking of Union to advance to the NCAA first round. Also on Friday, the women’s ice hockey team, winner of the Ivy League and the ECAC regular season and tournament, knocked off No. 1 seed Mercyhurst 3-2 in overtime in the NCAA Frozen Four semis in its first appearance ever in the NCAA Tournament. Two days later, the Big Red skaters lost a 3-2 three-overtime decision to Minnesota-Duluth in the longest game in NCAA Tournament history. On Saturday, the wrestling team, the Ivy League and EIWA champion, finished second (86 points) to No. 1 Iowa (122.5 points) at the NCAA Division I championships. Freshman Kyle Dake won the 141-pound title. Christchurch (VA) School Boys’ Soccer.

With a storied tradition since 1921, Christchurch won the school’s first championship in any field sport when it captured the 2009 Virginia Independent Schools Athletic Association boys’ soccer title. The booters defeated the No. 6 seed, the No. 2 ranked team and the No. 1 squad in bringing home the championship. Clements High School Girls’ Basketball, Athens, AL. Winning the Alabama 2A

state girls’ basketball championship was a first since the school’s inception in 1975. After beating a team in the regionals that knocked them out a year ago, the girls moved on to the state semifinals that they won by 20 points. The championship contest was a 57-50 victory. A freshman at Clements High School was named the tournament MVP. Colorado State University Baseball Club, Ft. Collins, CO. The CSU club won the

National Collegiate Baseball Association National Club Championship in 2009

SALUTE TO CHAMPIONS 2010 for the second consecutive season. The team also captured the title three straight years in 2004, 2005 and 2006. Francis Lewis High School Girls’ Volleyball, Fresh Meadows, NY.

The spikers won their third consecutive PSAL “A” City and Division championships in 2009, marking their fourth straight appearance in the finals. Five of the seven seniors on the team played on the varsity all four years, breaking career records in all statistical categories. The 2010 team will take a 50-match winning streak into the new campaign, with its last loss being in the 2006 finals. George Morgan Senior High School Boys’ Basketball, Kalskag, AK. When the Kalskag

Grizzles won their first 1A division boy’s basketball championship, their biggest obstacle along the route to stardom was found at home. Halfway through the season, the school burned down while the team was on a road trip. With the basketball court charred out, the practice area was now an elementary gym that doubled as a lunchroom. The team went to school from 2-9:15 p.m., and practiced from 9:30-11 p.m. Goshen (IN) High School Boys’ Soccer. The

Goshen booters won their third consecutive sectional championship in 2009. During this stretch, the ’07 squad earned a trip to the school’s first Final Four appearance, and the 2008 and ’09 teams made it to the regional finals before being eliminated in the IHSAA single class tourney.

2005, kegler competition was added in the KSHSAA. In 2010, Washington won its first state title in bowling, as team captain Jimmy Carter placed third in the overall competition and was named the top bowler in Class 5A. Coach Dennis Bobbitt was named Bowling Coach of the Year for all six classes in the KSHSAA. Norfolk State (VA) University Indoor Track. The track programs at Norfolk State have a tradition of excellence, with the men winning the MEAC indoor championship five straight years. In 2009, both the men and women won the title for the first time ever. In the 2004 Olympic Games, the men’s 4x4 relay team that won the gold medal for the Bahamas consisted of students from Norfolk State running for their home country. Palmyra (NJ) High School Boys’ Soccer.

It was a very good year for the Palmyra boys’ soccer team in 2009. A small school district of 480 students, the booters won their first ever Co-State championship with a 0-0 tie with Jonathan Dayton. Leading up to the final game, Palmyra 16-4-5 overall, won the South Jersey Group 1 title, captured the sectional crown on penalty kicks, and the state semifinals on penalty kicks. Radford High School Cheerleading, Honolulu, HI. The Radford HS squad had

a lot to cheer about. It was the National Grand Champion NCA-I in 2009-10, after finishing in the top three four times previously. The team has been the OIA West Division champion for six straight years, and has captured the state title for the past five seasons.

Howard College Baseball, Big Spring, TX. The diamondmen compiled a fantastic 63-1 record in 2009. They completed the regular season unbeaten, and won 57 straight games for the longest winning streak in school history. The season climaxed with the capturing of a national junior college championship.

South Plantation (FL) Girls’ Soccer. With a very young team, South Plantation won its first district title in 19 years. The girls were 6-0 in the regular season, and 3-0 in the playoffs.

Kansas City (KS) Washington High School Boys’ Bowling. Washington HS is 80 years old,

Watchung Hills Regional High School Baseball, Warren, NJ. The 2009 diamondmen won

and it has graduates in MLB, the NFL and the NBA; and has boasted of many individual state champions. Seven years ago, it started a bowling team and in

their third sectional state championship in the last six years. They also captured the Somerset County title the same season. Over the past six campaigns,

the team has averaged over 20 wins per season. Wayne State University Spring Sports, Detroit, MI. For the first time in school

history, all five spring sports qualified for the NCAA Tournaments in the same year. The softball team set a school record with 52 wins en route to the College World Series for the second time in school history. The baseball squad grabbed both the GLIAC regular-season and tournament titles, and went on to the NCAA Tournament for the third time ever. The men’s golf team placed second at the NCAA Super Regional, and advanced to the NCAA Finals for the second consecutive year. The men’s tennis team qualified for the NCAA Tournament for the seventh time in the last nine years, and the women netters made their fourth NCAA tourney appearance in the last six campaigns. West Rowan High School Boys’ Basketball and Football, Mt. Ulla, NC. The cagers won 14

of their last 15 games to go 20-7, and take home their 17th conference championship, 11th conference tournament title, and 13th sectional crown. The football team was 16-0 to win the North Carolina 3A championship, after going 15-1 in ’08 for the school’s first state title. The gridders will take a 30-game winning streak into the fall. Williamsfield (IL) High School Boys’ Basketball.

A tiny enrollment of 60 students hasn’t hampered the cagers from competing with the big boys. In the last four years, the team is 84-42, and has never gone up against a school with fewer students. The school doesn’t have one player over 5-11. Xavier College Preparatory Fall Sports, Phoenix AZ. The all-girls high school won

all five of the 2009 fall state championships participating in the 5A 1 conference comprised of the largest schools in Arizona. It also won all five of the region titles in badminton, cross country, golf, swimming and diving, and volleyball. And in the winter, the Gators captured the state soccer championship.

AthleticManagement.com | AUG/SEPT 2010 65

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Straight Talk

Reconditioning Your Maple Gymnasium Surface

The New Orleans Arena: Home court for the New Orleans Hornets of the NBA.

n athletic department can add years to the life of its wood gym floor by adhering to a regular maintenance program and implementing procedures to prevent the likelihood of excess wear-and-tear on the surface. In this article, Dan Heney, Executive Director of the Maple Flooring Manufacturers Association (MFMA), provides tips on reconditioning and properly maintaining your maple wood surface. What is involved in resurfacing and reconditioning a maple floor?

The MFMA recommends that a maple gym floor be resurfaced every seven to 10 years, depending on facility use. From time to time, even the most meticulously-cared for maple gymnasium floor should receive a complete resurfacing. It restores the luster in an older floor, and assures long life and excellent performance. A complete resurfacing is accomplished by first removing all layers of finish and game lines down to raw wood. Next, repair or replace any split boards or seriously damaged

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areas of the surface and sub-flooring. The maple surface is then ready to be lightly sanded to remove accumulated minor dents and scratches. Once the sanding process is completed, the resurfacing process follows the same general sealing, court lining, and finishing procedures as used during the initial installation of the maple flooring system. Reconditioning—or recoating—should occur annually, depending on facility use. The process starts by thoroughly cleaning the floor using a properly-treated dust mop. Before abrading the maple surface, walk the entire area to ensure that all foreign matter has been removed. Next, disk the floor with a fine-grit screenback or steel wool to abrade the top layer of the old finish. It’s important that you not use steel wool if applying a water-based urethane product. Touch up any game line paint or markings if necessary, and lightly abrade those areas when dry. Finally, tack-rag the entire surface until it is thoroughly clean, paying particular attention to edges and corners, and then you are ready to apply an even coat of finish in accordance with the finish manufacturers' instructions.

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Straight Talk

What are the different methods for sealing, court lining, and finishing a maple floor?

There are two basic methods for the application of seal and finish for wood floorsâ&#x20AC;&#x201D;both are four-coat specifications. The first uses one coat of seal and three coats of finish, called a 1-3 specification. The second uses two coats of seal and two coats of finish, called a 2-2 specification. The number of coats required may change with the use of a water-based urethane product versus an oilmodified urethane product. Always follow your material manufacturers' guidelines for application of sealer and finish, as procedures may vary from product to product. All unfinished maple gym floors should be sealed as soon as possible after final sanding is completed. Thoroughly clean the floor surface prior to applying the first coat of sealer. Using a clean lambâ&#x20AC;&#x2122;s wool applicator, apply a liberal and uniform coat of penetrating sealer. Allow this coat to dry completely. If using a "2-2" specification, buff with steel wool, a screenback disk, pad or as recommended by your finish manufacturer and thoroughly clean. Do not use steel wool if applying a water-based product. Apply the second coat of penetrating sealer in the same manner as

Circle No. 164 68 AUG/SEPT2010 | AthleticManagement.com

the first. The entire surface should then be lightly machinedisked with #100 or #120 grit screenback under a buffing or polishing pad. Finally, vacuum and tack-rag the floor in preparation for court layout and painting. When court lining, apply game markings using paint that is compatible with the chosen sealer and finish. Mask and paint game lines with proper colors according to the architect or specifier's blueprints, and with the aid of precision taping machines or striping tools. When using masking tape, pull it up as soon as the paint begins to dry or set. After the game markings have thoroughly dried, lightly abrade the surface using steel wool or a pad recommended by the finish manufacturer, then clean the floor surface. For the finishing process, maple gym floors should be thoroughly tack-ragged immediately before applying the first coat of finish, while giving particular attention to edges and corners. Apply an even coat in accordance with your finish manufacturers' instructions. Next, lightly abrade with #2 steel wool or screen to break the surface tension in preparation for bonding with the next coat. Remember, do not use steel wool if applying a water-

Circle No. 165

Straight Talk

Contact the MFMA at: 888-480-9138 or visit the MFMA Web site at: www.maplefloor.org for a list of certified products.

based urethane finish product. Vacuum, then double tack-rag the floor. Subsequent coats should be applied in accordance with the finish manufacturers' specifications. Do not abrade the final coat of finish. After applying the final coat, do not use the floor until finish manufacturers' recommended cure time has elapsed, and avoid heavy traffic on the floor surface for at least one week.

What is the best way to add or touch up lines on the floor in between resurfacing and reconditioning processes?

It’s important to note that during finishing and drying time, the floor surface must be free of dust and dirt, so avoid air currents that carry dust and dirt. Indoor temperatures and all sealers, paints, and finishes should be approximately 65 degrees Fahrenheit or higher during application. Be sure to allow adequate ventilation for proper drying and maintain normal humidity conditions inside the facility to avoid blistering, flaking, and abnormally long drying and cure times. Keep in mind that oil-based products generally take longer to dry than waterbased products. The MFMA has authorized an independent testing laboratory to test sealing and finish products in accordance with strict industry standards.

Hey Dude,

Lines should only be painted on the floor and covered with finish, so you have to be willing to recoat the floor each time you do this. The MFMA does not recommend the use of masking, theatrical, construction, electrical, duct, adhesive or any other kind of tape to mark temporary court boundaries on the surface of a finished maple floor. It is likely that when removed, the tape will peel away layers of the floor's surface finish. Most tapes promoted for temporary markings have a different coefficient of friction than finishes applied to maple playing surfaces, and can impact an athlete’s ability to start, stop, and pivot. In addition, most commonly available tapes contain adhesive resins that can etch or stain the floor finish or even the maple flooring below the temporary markings.

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Circle No. 167

Athletic Management

AthleticManagement.com | AUG/SEPT 2010 69 Untitled-6 1

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Straight Talk

What is the best way to clean a maple floor, and how often should it be done?

There are five steps for proper daily maintenance. One, sweep the floor with a properly-treated dust mop—if the floor is used heavily, sweep it two to three times per day. Two, wipe up spills or any moisture on the floor. Three, remove heel marks by using an approved floor cleaner applied with a soft cloth or dusting mop. Four, make sure the heat and air conditioning, as well as the ventilation systems are working properly—you want to maintain humidity between 35- and 50-percent year-round without fluctuation. And five, inspect the floor for tightening or shrinking, especially in wet weather when water leakage can do damage. Never do the following: Shut down the ventilating system in your facility for a prolonged period of time, use household cleaning products or procedures, clean your maple wood floor using scrubbing machinery or power scrubbers which use water, or attempt to modify or repair your maple sports floor without first consulting your MFMA contractor.

When should a floor cover be used?

A gym floor cover can be used whenever the gymnasium is being used for non-athletic events. It is important to note, however, that while MFMA maple floor systems function extremely well under normal loads, gym floor covers do not protect from heavy loads. Excessive loading like those resulting from the use of high point load scissor lifts can lead to surface degradation and/or weaken structural components, leading to system failure. The MFMA always recommends using multi-layer protection when loading a flooring system with any size lift in order to protect the integrity of the system and quality of the surface finish. For example, the MFMA recommends that when a lift, operator, and load under 4,500 pounds is used on the floor system, at least two layers of three quarter-inch thick protective sheathing should be used. While the lift or other piece of equipment is in use, its wheels should not travel outside of the protected area— both when the machine is stationary and when it is being moved. For lifts of any type of machine that weighs more than 3,500 pounds without an operator or load, consult your flooring manufacturer for further recommendations.

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It used to take hours to contact dozens of companies to research products and plan purchases. But by using AthleticBid.com, it now only takes minutes.

www.ProzoneLockers.com 866-943-7210 Sales@prozonelockers.com

Use links and tools on AthleticBid.com Circle No. 168

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AthleticBid.com is a free service designed to help you research products and contact companies in an easyto use format.

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Surfaces & Covers Gymnasium Surfaces

wrestling mat and start play immediately. Courtclean offers the perfect way to reduce maintenance costs with a lowpriced, proven effective product.

Finish Line

Specifically formulated for professional use on maple sport floors, Bona SuperSport Finish provides a tough, high-build urethane finish. It is a premium, two-component waterborne wood floor finish that stays clear and clean even after several recoats. VOC-compliant and MFMA-approved, Bona SuperSport Finish provides excellent chemical resistance and protection against perspiration and routine cleaning. Bona US • 303-371-1411 www.bona.com

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True Color

Illuminate your fitness facility with brilliant colors from the p’Eco collection. p’Eco is ideal for gymnasium surfaces, aerobic centers, tennis courts, indoor jogging tracks, weight rooms, and cardio areas. p’Eco delivers energy and exuberance to any fitness application. p’Eco is manufactured by laminating 4 millimeters colored rubber with recycled sports underlayment. Available in three standard thicknesses (8, 10, and 12millimeters), p’Eco has excellent force reduction and ball rebound.

Centaur Floor Systems • 800-536-9007 www.centaurfloors.com

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Easy Installation

In this photo, a wooden floor is being installed on a concrete base using NORDOT® Adhesive. This one-part urethane adhesive is low-hazard, environmentally friendly, VOCcompliant, resistant to mold, does not contain flammable or toxic solvents, and has negligible odor. Job-site installation is facilitated by NORDOT® Adhesive’s ease of handling and long open time after application. Synthetic Surfaces Inc. • 908-233-6803 www.nordot.com

Cleaner Than Clean

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The only way to keep sport surfaces in top-notch condition is with daily maintenance. For close to 20 years, Courtclean has provided the easiest, most effective way to pick up dirt, dust, sweat, and other body oils. In just minutes, you can clean an entire basketball court or

Courtclean • 800-900-2481 www.courtclean.com

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Smooth & Solid

Matéflex offers a unique interlocking modular surface for volleyball flooring needs. ProGym features a solid-top design for indoor sports applications. It has a smooth, solid surface for player safety and excellent traction. It is available in 16 standard colors for good court definition. Made from a specially formulated high-impact polypropylene, ProGym provides outstanding resiliency and durability. It is manufactured by the oldest American maker of modular sports tiles, and comes with a 10-year warranty. Matéflex • 800-926-3539 www.mateflex.com

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High-Gloss

Bona Sport All Court polyurethane is a premium quality, oil-modified, polyurethane gloss developed specifically for the wood sport floor market. It provides an extremely tough finish with superior flow and leveling, and protects against perspiration and routine cleaning. It is MFMA-approved, and its light amber tint enhances the natural color of wood. Bona US • 303-371-1411 www.bona.com

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Weightroom Flooring Maximum Impact

Sport Impact is an ideal choice for strength and conditioning areas. The performance layer is a solid 3mm homogenous wear layer that can withstand the heavy abuse from weights and cardio equipment. The surface is non-porous and antibacterial throughout. It does not require coatings or finishes for ease of maintenance, and it aids in the elimination of odors and hygiene issues. Mondo • 800-361-3747 www.mondoworldwide.com

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Case Study

A Synthetic Turf Infill Engineered for Safety, Durability, and Aesthetics Kent Rotert, Director of Sales and Marketing for CushionFall® Sport

What was the motivation behind the development of CushionFall® Sport? Despite all of the test results that confirm the safety of standard rubber crumb infill and confirmation by the Environmental Protection Agency (EPA), many remained skeptical. Parents, athletes, and other concerned parties had doubts about exposure to the volatile organic compounds (VOCs) and heavy metal content inherent in the material source, which is recycled tires. We wanted to create a product that was even safer than the standard — in hopes to help alleviate these fears and concerns.

Can you describe the encapsulation process and explain how CushionFall® Sport differs from traditional rubber crumb infill? Our team of research scientists developed a colorant coating and worked with our process engineers and chemists to develop the encapsulation process that bonds colorant to the exterior surface of the rubber infill particles. It’s all very scientific, but a simple analogy would be M&M™’s candy. The rubber crumb and colorant are mixed and stirred very thoroughly until all particles are completely coated — uniformly and evenly. The colorant then bonds to the outer surface and seals it, much like the M&M’s coating prevents the chocolate from coming in contact with hands and fingers.

So what makes CushionFall® Sport safer? Independent tests prove that the encapsulation process used to create CushionFall® Sport reduces VOC levels by 71 percent and heavy metal content by 80 percent, compared to standard black crumb infill. So we were able to take a product that is already safe and make it even safer. We also engineered the process to achieve a number of additional benefits that combine to make CushionFall® Sport the ideal infill choice for synthetic turf surfaces.

CushionFall® Sport rubber crumb infill is encapsulated in a green colorant coating that provides a vibrant, more realistic appearing synthetic turf surface and is safer than traditional black crumb infill. It is also UV-resistant, which helps promote durability and extends the life and elastic properties of the rubber crumb.

What are some of the additional benefits? There are several, actually. The coating colorant used to create CushionFall® Sport is bright green, making the synthetic surfaces appear more vibrant and realistic-looking. This property is especially ideal for venues that are often televised in high definition because the colored infill eliminates the “five-o’clock shadow” effect common with traditional black infill. CushionFall® Sport is also UVresistant, which helps make it more durable and extends its lifespan. This is because the encapsulation coating protects the crumb particles from continuous exposure to the sun and light — a condition that over time results in loss of elasticity. This is an important property of the rubber that serves as a shock absorber to cushion abrupt contact by athletes.

Any final thoughts you would like to share? We are very proud to offer a product that eliminates many of the concerns and issues common with conventional black rubber infill. CushionFall® Sport is the safest, most aesthetically pleasing infill available today. Athletes will appreciate landing on a surface proven to help reduce injuries, while athletic directors and maintenance personnel will value its longevity and durability. It may be a bit cliché, but with CushionFall® Sport, we have definitely “hit one out of the park!”

CushionFall® Sport • 888-434-0333 www.cushionfallsport.com

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Surfaces & Covers

Proven Toughness

LokTuff from Humane Mfg. is a market leader in rubber flooring. With a tensile strength of up to 1,000 psi and a durometer rating of 63, these mats are stronger and softer than many similar products. Humane has in-house research and development capabilities, and uses the “cleanest” recycled rubber in the industry, never from a landfill. Humane’s rubber mats and flooring will protect your equipment and your floor. LokTuff comes in several different thicknesses and color options. Humane Mfg. Co. • 800-369-6263 www.humanemfg.com

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Absorbs Impact and Sound

Protect and beautify floors with TopMat II. This rubber flooring system is available in 48” x 48” interlocking tiles, 48” x 48” squares, and 48” wide x 15’ long rolls. The rolls are also offered with optional interlocking tabs for long installations. The durable, slip-resistant, 3/8-inch thick recycled rubber absorbs both sound and the impact of free weights. TopMat II is available in black or black with white, red, blue, yellow, or green flecks.

Linear Rubber Products, Inc. • 800-588-4040 www.rubbermats.com

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Floor & Field Covers Gym Floor Covers

Protect your gym floor during indoor baseball/softball practice, dances, graduations, and special events. Chairs, tables, street shoes, and equipment movement can ruin the finish on your floor. Refinishing gym floors can be very costly. M.A.S.A.’s Gym Floor Covers can be the best investment for your gym floor. Protects against scratches, stains, scuffs, and burns. Four grades are available to meet any budget. M.A.S.A., Inc. • 800-264-4519 www.SportsAdvantage.com

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Top-Notch Protection

The Cross-Over Zone™ track protector prevents damage to costly track surfaces due to teams, people, and equipment. It’s constructed of thick, tough geotextile fabric with vinyl edging and steel chain inserted all around, providing ballast to keep the protector down even in high

winds. Steel-tipped cleats cannot puncture it, but rain drains through. The Cross-Over Zone is easy to install and remove. The protector is black with edging in your choice of gold, white, or a custom color, and multi-color imprinting is available. Aer-Flo, Inc. • 800-823-7356 www.aerflo.com

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Outdoor Surfaces On the Mark

M.A.S.A.’s newest family of White Line Markers are now better than ever. These chalkers feature “sweet spot” flow control systems, pneumatic wheels, guide lines, 2nd stage shaker/ agitators, height-adjustable handles, aluminum axle housing, and an aluminum paddle wheel. Professional teams, universities, schools, park and recreation departments, and leagues use these chalkers extensively. They feature extremely durable construction with the intended use of a lifetime. M.A.S.A., Inc. • 800-264-4519 www.SportsAdvantage.com

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At Top Speed

The track of the 2008 Beijing Olympic Games, Mondotrack, was designed to provide optimal traction and a greater contact area than other tracks. It converts the maximum amount of force generated by athletes’ foot strikes to energy for maximum energy return, which helps athletes achieve faster times compared with running on other surfaces. Mondotrack also provides excellent athletic comfort and maximum safety with the optimum blend of speed and comfort for both competition and training. Mondo • 800-361-3747 www.mondoworldwide.com

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Save Your Grass

EnkamatPlus is an innovative product that provides protection for natural and synthetic turf fields in some of the most high-traffic areas, such as the sidelines during football games. It can withstand the pounding of cleats and heavy equipment and won’t crush or suffocate the grass. Made of a tough polyester fabric bonded to a specially constructed three-dimensional nylon core, EnkamatPlus is the solution for protecting turf fields. Colbond, Inc. • 800-365-7391 www.colbond-usa.com

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Case Study

Building Pride Among Athletes at Texas Tech and Duke

exas Tech and Duke both recently renovated its primary weightroom for intercollegiate athletics, adding state-ofthe-art features. As part of the upgrade, both decided to improve the facility’s look and further build pride among athletes by showcasing the school logo on the weight room surface. The two athletic departments knew this decision would also helping in the recruiting process. Texas Tech and Duke turned to Infinity Flooring for its weightroom surface because the company offered to work closely with the strength-conditioning coaches to customize the colors and logos for the facility. Plus, Inifinity’s Max Surface is a durable, 1.25-inch thick floor featuring a 10-year warranty against damage from free weights, and contains up to 95% recycled content. With the Texas Tech installation (10,000 sq. ft.), 25 in-floor platforms were installed with the Infinity Max tiles. This not only saved the school over $50,000 by not having to purchase dedicated platforms, but gave the facility a completely flat floor with no trip hazards and really opened up the area in the platform section. As an added bonus, the Texas Tech strength coaches can easily use the area for plyometic or agility training by simply racking the weights. And there are other advantages: longer life for the logo and platform, greater ease in cleaning the room by not having the raised platforms in the way, and a first-class look for the weightroom overall.

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Sometimes, pictures say a thousand words. The photos shown above demonstrate what Infinity Flooring can do to help make your weightroom facility a source of pride for your athletes and athletic program.

Infinity Flooring• Toll Free: 888-479-1017 6735 N. Meridian Street , Indianapolis, IN 46260 Fax: 317-479-1018 www.infinityflooring.com

Surfaces & Covers

Going Green

CushionFall Sport is a safe and durable green rubber crumb infill designed for synthetic turf systems. The environmentally friendly encapsulation process significantly reduces VOCs and heavy metal content of the rubber crumb, making CushionFall® Sport the safest rubber infill available today. The vibrant green coating is also UV-resistant — which helps extend turf life and maintain the shock-absorbency properties of the rubber crumb that also helps reduce injuries. CushionFall® Sport • 888-434-0333 www.cushionfallsport.com

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Designed For Challenges

The new Toro Workman HD Series utility vehicles are powerful, durable and versatile. Enhance your productivity with its industryleading total vehicle capacity up to 3,002 lbs. A DeDion rear axle, integrated wheel bearings and disk brakes make the Workman extra tough. And with dozens of attachments and accessories, the HD Series can tackle a wide variety of jobs. The Toro Company • 800-803-8676 www.toro.com

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Many Satisfied Customers

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 from all 50 states and worldwide. 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. Beam Clay • 800-247-BEAM www.beamclay.com

All Weather

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NORDOT® Adhesives are used worldwide for the outdoor installation of synthetic turf athletic fields and other recreational surfaces. NORDOT® highgrab urethanes can be applied under adverse and variable weather conditions. This photo shows NORDOT® Adhesive

being poured into a glue box for dispensing onto seaming tape. The turf is then folded over the adhesive-coated tape to form a durable, weather-resistant seam. Synthetic Surfaces Inc. • 908-233-6803 www.nordot.com

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Debris Goes, Infill Stays

The LitterKat synthetic turf sweeper is a commercially built, ground-driven sweeper hat is designed to remove debris from the turf surface without displacing infill material. With dual 12-volt vibrators in the collection baskets, any infill material that is collected is quickly returned to the field. The LitterKat is also equipped with a powerful six-foot tow-behind magnet that pulls unwanted ferrous material from deep within the infill. GreensGroomer WorldWide, Inc. • 888-298-8852 www.greensgroomer.com Circle No. 587

Accurate Painting with Ease The redesigned NewRider 3000 now has a low profile 50-gallon tank with larger opening for easier filling. A new high-back seat with lumbar support has been added for operator comfort. The spray nozzles now feature no tools, quick-change nozzles for easier cleaning and line width changes. A 13-horsepower Honda engine, hydrostatic transmission, seat-based operator controls, Bi-Directional spray head, hand wand, and water bottle holder are included. Newstripe, Inc. • 800-624-6706 www.newstripe.com

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Meeting Your Needs

ProGrass is a relationshipdriven company that specializes in the design and installation of synthetic turf systems. The company recently introduced its spined blend product, ProGrass Blend-SP, a combination of spined monofilament and parallel slit fibers. The company’s products undergo extensive ASTM testing. At ProGrass, the primary concerns are safety of the athletes, quality installations, and customer satisfaction. ProGrass LLC • 866-270-6003 www.prograssturf.com

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SPECIAL ADVERTISING FEATURE

Financing Your Equipment Needs By Paul Danielson, Cse – The Toro ComPany

Your mission is to provide a safe, playable and aesthetically pleasing field surface for events. Oh, and you also have that thing called a budget that likely is limited and these days, possibly “bare bones.” As a general rule, and especially during times like these, it is imperative to use all of our resources – financial, personnel and time – as effectively and efficiently as we can. In order to accomplish this, it needs to start with a solid plan. Here are some things to consider as you build out your strategic plan and evaluate your acquisition of capital assets: • Requirements for productivity and quality • Usage and life expectancy expectations • Available labor resources Once you’ve thoroughly analyzed the above criteria, the next step is to determine what equipment you need and how you will pay for it. You may be in a position to pay cash, which makes for a simple and easy transaction. Issuance of bonds may be an option too, but this requires significant placement costs and voter referenda; if you’re funding a relatively modest acquisition this may not be your best option. You might also consider leasing. While equipment financing and leasing can be very flexible, there are essentially three different types of transactions available for taxsupported entities. The “municipal lease” is not applicable to non-tax supported agencies; however, the other two are available to all types of customers. The transactions include: • Municipal Lease – Federal tax law allows an exemption, on qualified transactions, for finance charge (interest) income to the 76 AUG/SEPT2010 | AthleticManagement.com

finance company. Typically, a large share of the tax savings to the finance company is shared with the customer – in the form of lower interest rates. The customer is considered the owner, during the term of the contract and ultimately, owns it outright, when all payments have been made. • Conditional Sales Contract / Capital Lease – Similar to a municipal lease in structure (the customer is considered the owner during the contract term and owns the equipment outright – after all payments have been made). The primary difference is that the finance charges are not tax exempt to the finance company and it is priced at the prevailing commercial market rates. • Fair Market Value / Operating Lease – Similar to a rental agreement, although it is usually of a longer duration than a rental contract. The finance company owns the asset and charges the customer a certain amount per hour, month or year, to use the asset. This structure most often provides a lower payment (for a like term) than either of the two options above, as there is typically a substantial “residual value” position taken by

the finance company. The customer will usually have stated options at the end of the lease term. Available options can include returning the equipment, renewing the lease under new and mutually agreeable terms, or the assets can be purchased at the fair market value at lease end. This type of structure lends itself for use by “enterprise” ventures within taxsupported agencies that collect user fees and support themselves with the revenues.

As mentioned, financing can be flexible. Payments may be monthly, semi-annual, annual, or something that fits within your cash flow and is acceptable to the finance

company. Length of term can vary as well. Under the fair market value lease, various usage levels can be accommodated in the pricing. Financing may be an enabler to help you execute the strategic plans and initiatives identified by your organization. Some specific benefits include: • Allows you to get the equipment needed to execute your plan without being constrained by scarce capital dollars. • Ability to finance the full acquisition cost of equipment, installation costs and bundled services to help maximize your equipment budget. • Reduce repair and maintenance expenses by operating current and more reliable equipment. • By making larger and less frequent purchases, you may be able to take advantage of better pricing through volume purchasing. What makes the best sense for your organization? Financing professionals can help identify the best solution(s) to support your operational goals and strategies. Interest rates are relatively low by historical standards and can often be locked for the length of a contract or lease. The current economic conditions challenge all of us to do more with less. Financing may be a tool that can help you do that. Additional Information can be found @ www.toro.com

Surfaces & Covers The Name You Know

GameDay Grass 3D™ by AstroTurf ® is one of the most advanced synthetic turf systems available. It’s a state-of-the-art hybrid turf that closely resembles grass, utilizing a simulated thatch layer called RootZone™, which replicates the underlayer of natural root fibers found in grass. The high-density RootZone provides stability, cushion, and consistent performance over time, reducing infill amounts, infill migration, and “fly-out.”

GeneralSports Venue • 800-723-8873 www.astroturfusa.com

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On the Sidelines

At 14-ounces per square yard, ArmorMesh is a woven fabric with extrusion-coated yarns that provides outstanding wear resistance and excellent tear strength. The fabric does not absorb water. Reinforced edges and grommets at threeinch intervals are standard with the ArmorMesh tarps, which are offered in eight colors. ArmorMesh is also used for windscreens, baseball infield protectors, and weighted jump pit covers.

CoverSports USA • 800-445-6680 www.coversports.com

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Excellence Underfoot

Coming from the makers of the original modular flooring, HomeCourt is the latest in year-round sports complex tile. HomeCourt has narrow gauge ribs for excellent traction, with a low-abrasion surface that reduces wear and tear on sports equipment and shoes. Matéflex has 36 years of experience manufacturing modular tiles, which shows in the quality, durability, and versatility of this product. The tile’s expansion joints are designed to give courts a professional, finished appearance, and with 16 standard colors, any look is possible.

Matéflex • 800-926-3539 www.mateflex.com

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Engineered for Playability

DuraEdge infield mixes are manufactured using engineered soil technology (EST). These mixes are engineered for playability and field dependablitiy. FieldSaver Infield Amendment conditions, adds clay content, and binds infield skin in one application. DuraPitch Mound Clay is moisture-balanced clay that’s ready for play right out of the bag. Contact Natural Sand Co. to learn more about the EST program used in making these surfaces. Natural Sand Co. • 866-867-0052 www.naturalsand.com

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Grooming Synthetic Fields

The Synthetic Sports Turf Groomer and Spring Tine Rake allow fast, efficient grooming of all infill synthetic sports fields. The Groomer lifts the turf fibers, leaving them in a plush, upright position, and moves fill material into low spots and depressions left after play. The Spring Tine Rake, attached to the groomer, combs through the infill to relieve compaction, releasing trapped turf fibers and ensuring a level playing surface. GreensGroomer WorldWide, Inc. • 888-298-8852 www.greensgroomer.com Circle No. 588

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Gale Force

Complete Coverage

Deeply Rooted Design

AstroTurf ® offers state-of-the-art synthetic turf systems with proprietary engineered technologies and a vertically integrated manufacturing system. High schools, colleges, professional sports teams, and municipalities select AstroTurf products for their premium quality, technical superiority, and safety. The company recently debuted its Astroflect™ heat-reducing technology in its GameDay Grass™ systems at the St. Louis Rams’ Russell Training Center.

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, hand portable, 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.

Toro Pro Force blowers make debris gone with the wind. The new Toro Pro Force is the most powerful single nozzle turbine-type debris blower in its class. This air power provides fast removal of grass clippings, leaves, aeration cores, or other unwanted debris from your sports fields, golf course or other maintained turf areas. And it can be used on hard surface areas such as park trails, parking lots, or golf cart paths.

Cadman Power Equipment • 866-422-3626 www.cadmanpower.com

The Toro Company • 800-803-8676 www.toro.com

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Circle No. 513

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Locker Showcase

List Industries Inc. has earned its slogan as “America’s Most Complete Locker Line” by offering the largest selection of locker styles, materials, sizes and colors while maintaining our high standards of quality, customer service, packaging, and on-time shipment.

Established in 1936, Salsbury Industries is an industry leader in manufacturing and distributing quality lockers. Lockers include standard lockers, extra-wide lockers, vented lockers, open-access lockers, designer lockers, solid oak lockers, modular lockers, plastic lockers, storage lockers, and storage cabinets.

Primary advantages:

AirPro™ lockers from GearBoss® enhance team room functionality and aesthetics. The open grid design promotes airflow, sanitation and visual inspection. To enhance sanitation, all metal locker surfaces are finished with antimicrobial powdercoated paint. Mounting options keep floors easy to clean.

• Complete line of metal, wood, and plastic lockers • Locker models available to meet any design requirement or budget • Industry leader in product design and development

Primary advantage:

• Salsbury Industries offers a complete line of metal, plastic, vented, wood and wire lockers in a wide range of colors and styles, so you are sure to find the perfect locker that suits your needs

Primary advantages:

List Industries, Inc. • 800-776-1342 www.ListIndustries.com Circle No. 523

Salsbury Industries • 800-562-5377 www.lockers.com Circle No. 524

Wenger Corporation • 800-4WENGER www.wengercorp.com/gearboss Circle No. 525

With more than 400 custom-made locker systems installed in North America since 1991, OakWood Sports continues to be a leader in handcrafted athletic lockers.

ProZone is a leading manufacturer for athletic facilities, colleges, and schools. The company’s goal is to deliver high-quality, cost-effective storage solutions, and from design to installation, ProZone uses the latest in manufacturing equipment to meet custom locker storage needs.

Longhorn has been providing reliable service and installation for nearly three decades. The company has worked on a wide range of locker rooms, from Cowboys Stadium to the University of Texas. Primary advantages:

• Experienced in metal, wood, plastic, phenolic, wood veneer, plastic laminate, and Longhorn metal hybrid • Family owned and operated Longhorn Locker Co., LLC • 972-223-2023 www.longhornlockers.com Circle No. 583

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Primary advantage:

• Installation and delivery by OakWood employees guarantees that the project will be completed on time and correctly • Five-year warranty provides peace of mind • Custom solutions ensure customers get what they want • LEED certified OakWood Sports, Inc. • 517-321-6852 www.oakwoodsports.com Circle No. 584

• Open design and custom appearance • Integrated, hinged seat saves floor space and is lockable over a footlocker • Variety of color/finish choices, from school colors to wood-grain laminates

Primary advantages:

• Custom design solutions • Nationwide shipping • Pricing to fit any budget

ProZone Lockers • 866-943-7210 prozonelockers.coms Circle No. 567

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Locker Rooms

An Ounce of Prevention

Fight infections such as staph, including MRSA, using Hibiclens, an antimicrobial antiseptic skin cleanser that kills germs on contact and continues killing germs for up to six hours after use. If washing is not an option, try Hibistat which, unlike other alcohol gels and wipes on the market, also kills germs for up to six hours after use. Hibistat makes wiping off the germs and wiping on the protection simple.

Molnlycke Health Care • 800-843-8497 www.hibiclens.com

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Wiping Out Germs

Athletix Disinfectant Wipes kill common bacteria and viruses such as STAPH, MRSA and VRE, and are safe for surfaces such as metals, plastics, Formica®, vinyl, glass, wood, porcelain, and paint. EPA registered in all 50 states, Athletix Disinfectant Wipes are ortho-phenylphenol free,

bleach free, ammonia free, and alcohol free. With 800 wipes per roll in a preloaded bucket, these 7 x 9 inch wipes make cleaning and disinfecting easy, portable, and economical. Also available in refill rolls: two rolls/case. Contec part numbers: ATHD0101 and ATHD0201. Athletix Products by Contec, Inc. • 800-289-5762 www.athletixproducts.com Circle No. 521

Powerful Extraction

The SuitMate swimsuit water extractor is designed to extract 95 percent of water from wet swimsuits in five to 10 seconds. The ULlisted SuitMate is easy to mount on a wall and connects to any nearby 115-volt circuit. It is safe and easy to use and operate. Extractor Corp. • 800-553-3353 www.suitmate.com

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Gymnasium Components

A First-Class Look

Captivate your visiting team with conference banners from Cabana Banners. They represent each team in your conference with individual school colors and a mascot. The company can use images from its own large mascot and logo library, or can scan each school logo in your conference at no

extra charge. Cabana Banners • 800-697-3139 www.cabanabanners.com

On The Table

Circle No. 540

Allied Scoring Tables is a leading manufacturer of scoring tables. With both a freestanding and bleacher model, AST has designed a durable table that is sure to meet all needs. These tables

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are available in eight-, 10-, and 12-foot lengths, and their large viewing area offers an effective space for advertising and promotion. Allied Scoring Tables • 866- 991-8807 www.alliedscoringtables.com

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Changing Times

ScoreRestore is a patent-pending, revolutionary process whereby a tired, outdated scoreboard can be transformed into a new one while eliminating the need to replace the existing unit and structure. ScoreRestore is a “green” solution to replacing your old scoreboard, with drastically reduced costs in transportation and installation. Sportable Scoreboards • 800-323-7745 www.sportablescoreboards.com

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National Federation of State High School Associations

NFHS Coach Certification www.nfhslearn.com NFHS Certification Program Designed to deliver the highest-quality professional development online at an affordable cost, this certification will: • Help coaches minimize the inherent risks faced by participating students • Improve the sport experience of participating students • Recognize coaches nationally • Develop a sense of personal and professional accomplishment • Enable coaches to increase liability insurance coverage through membership in the NFHS Coaches Association Level 1 – Accredited Interscholastic Coach

Get Certified!

� The coach must complete the following courses: �

NFHS Fundamentals of Coaching

� NFHS First Aid for Coaches (American Red Cross) or its equivalent

� Fundamentals of Coaching (Sport-specific) or Teaching Sport Skills Level 2 – Certified Interscholastic Coach

� Level 1 Completion + (Core Courses and Elective Courses)

Level 3 – Master Interscholastic Coach

� Level 2 Completion + (Core Courses and Elective Courses)

Elective Courses: • Engaging Effectively with Parents • Teaching and Modeling Behavior • Teaching Sport Skills

Take Part. Get Set For Life.™

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Gymnasium Components

Strong Stuff

Spalding Spring Assisted Main Court Portable Backstops are recommended for the highest level competition. One person can easily operate the backstop without hydraulics or electric motors. The standard backstop is equipped with a SuperGlass Pro Backboard, Slam-Dunk Precision 180 Goal, and E-Z Bolt Backboard Padding. Spalding is the official backstop of the NBA; basketball equipment supplier to the NFHS; as well as the backstop and backboard supplier to the NCAA Final Four.

Spalding Basketball Equipment • 800-435-3865 www.spaldingequipment.com Circle No. 526

Athletic record boards are effective tools for motivating your athletes in track, football, volleyball, baseball, basketball, swimming, soccer, power lifting, wrestling, golf, tennis, and softball. Visit Austin Plastics’ Web site to view examples of record boards for all these sports. The boards are available with engraved record nameplates, or you can print your own using perforated card stock and a printing program supplied by the company. The boards are very durable and lightweight for easy installation. Custom boards are also available.

Premier Seating

Look like the pros with Clarin logo chairs. Perfect for your team bench, locker room, VIP patron seating, and more. For a limited time, get two free logo chairs with each purchase of 24! Visit www.clarinseating.com/logochair for a free quote and virtual sample. Offer valid July 15 to November 30, 2010. Circle No. 530

Lighter, rigid Steel

Future Pro goes to the max to offer the best volleyball systems. CarbonMax is lighter than most aluminum systems yet deflects up to 60 percent less than popular aluminum systems and no more than the most rigid steel systems. Internal net height adjustment crank allows net adjustment even with the net tensioned. Lifetime limited warranty on standards and winch. Future Pro • 800-328-4625 www.futureproinc.com

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Stand Out

School spirit side tape covers with the name of your team or mascot are free with the purchase of a complete Bison Volleyball System. Pole padding lettering is also free. These offers pertain to Bison’s popular Centerline, CarbonMax, UltraLite, Match Point, and Arena II systems. Complete details are in Bison’s new volleyball catalog at www.bisonvolleyball.com., where you can get a free scorebook with $1,500 of factory rebate coupons. Circle No. 528

show Your Achievements

Are you looking to showcase your athletic teams’ accomplishments and promote school spirit? Let the design department at BigSigns.com help you. Digitally printed on Dura-Fab or TruSatin vinyl, championship banners from BigSigns.com make your gym look professional. They minimize glare, look bold under fluorescent gym lights,

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School Pride

Bison Volleyball • 800-247-7668 www.bisoninc.com

BigSigns.com • 800-790-7611 www.bigsigns.com

Clarin Corporation • (800) 323-9062 www.clarinseating.com

A Great Motivator

Austin Plastics & Supply • 800-290-1025 www.athleticrecordboards.com

and are wrinkle resistant. Call a BigSigns.com national sales rep today for your personalized championship banners.

Cabana Banners offers top-quality custom championship banners, record boards, chair covers, scorer’s tables, and wall and floor murals. The company has made advancements in its digital printing to offer fresh and innovative designs. The digital series has a greater spectrum of bright, vivid colors, with excellent definition and high image quality. From team pictures to realistic mascots, endless possibilities are available in dynamic, vivid, living color. Cabana Banners • 800-697-3139 www.cabanabanners.com

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Never Sounded Better

The MX120A, a user-friendly voice and music sound system/dual-channel mixer, fits into a standard 2020 or 1110 electrical utility box. An internal DIP switch and trimmer adjustments keep the system properly configured and safe from excessive volume. A lockable surfacemounted case is also available. Up to three units can be daisy-chained. KDM Electronics, Inc. • 800-567-6282 www.octasound.com

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Gymnasium Components

Canisius High School Selects Superior Athletic Surface

n the world of athletics, competition comes in all shapes and sizes. For one school in western New York, competition is measured in a myriad of ways, including square footage — 78,000 sq. ft. to be exact. For Buffalo’s Canisius High School, a Catholic, Jesuit, college preparatory school for boys that’s known for its fierce rivalry with neighboring St. Joseph’s Collegiate Institute, enhancing its athletic program and facilities was as much a strategic step in recruiting as it was in demonstrating that its commitment to excellence extends beyond the classroom to the playing field. As a repeat recipient of the Monsignor Martin Athletic Association’s Supremacy Cup, Canisius’s athletes are revered for their performance ability to excel on the field.

By Jim Dobmeier

Now in its third year with A-Turf under toe, Canisius continues to offer increased playability and unmatched footing for athletes. Designed with a denser construction of polyethylene fibers and a high level of specialized rubber and sand infill, the field delivers a higher level of playability and a lower G-MAX rating than natural grass. “There’s never a worry,” says Mauro. “The field is as good today as the day it was installed without signs of wear and tear. And every time the athletes take to the field, they can count on good footing as they plant and pivot. People just rave about our field. We are very pleased.”

After years of living with just one on-campus athletic field and traveling to other locations to compete, the decision to add a new athletic field, creating a ‘true’ home field was made. While the discussions started with natural grass, the benefits of synthetic turf became clear. As the school weighed its need for a more durable field capable of accommodating multiple sports, with its desire to control dollars and time spent keeping the field in ideal playing condition, the conversation steered toward synthetic turf. Working with Wendell Duchscherer Architects to design the school’s new athletic complex, Canisius turned to A-Turf to build its new multiuse, all-weather playing surface designed for football, lacrosse, and soccer. For Canisius, the journey began by asking a lot of questions. “It was critical for us to spend time to understand the product and the process and to ask all the questions,” says Jim Mauro, Athletic Director at Canisius High School. “These are not the kind of projects that are going to be done every year, so we needed to swing and get a homerun on this and make sure we had good people and a good product. A-Turf won us over.” As a high profile, private school with three football teams, three soccer teams, and two lacrosse teams — all needing playing time on the turf — nothing could be left to chance. Understanding the process meant addressing concerns and questions about drainage, the quality of the fibers, durability, benefits of the optional ShockPad, life expectancy of the field, and costs.

About the author: Jim Dobmeier is Founder and President of A-Turf and Surface America. Based in Cheektowaga, N.Y., A-Turf, Inc., is a leading field builder specializing in the supply, installation, and administration of synthetic turf projects. Surface America is recognized as the leader in the playground surfacing industry with the most complete line of playground surfacing systems. For more information, visit www.aturf.com and www.SurfaceAmerica.com.

A-Turf • 888-777-6910 PO Box 157 • Williamsville, NY 14231 www.aturf.com • info@aturf.com

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Gymnasium Components

Built to Last

Made for locker rooms and sidelines using blow-molding technology, the Commercialite Bench is sturdy, comfortable, and easy to clean. The polyethylene seat resists damage, stains, weather, and chemicals. The steel rails and legs support more than 3,000 pounds. This product is made in the USA and is available is six- and eight-foot lengths. McCourt Mfg. • 800-333-2687 www.mccourtmfg.com

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Athletic programs can increase their table space with a four-foot static floor model Score-Rite table. The table links directly to a school’s existing Score-Rite table, providing room for two additional scoring personnel and a sponsor’s logo. Consider adding the extra space and taking advantage of the company’s special offer for 2010 Circle No. 535

Spalding divider curtains are made of durable, reinforced vinyl and mesh. These handcrafted curtains are rated as selfextinguishing by the California State Fire Code. Spalding offers a variety of standard vinyl and mesh colors to match your facility’s plans. Order your curtain to provide your facility with a reliable and effective means of maximizing space.

Spalding Basketball Equipment • 800-435-3865 www.spaldingequipment.com Circle No. 536

Affordable Portable

T-Rex 54 SR portable basketball goals have the basic features of larger competition portables popular on arena courts, but this T-Rex is a compact portable that fits into gyms where larger systems won’t. T-Rex 54 SR has a 72” glass backboard with a lifetime warranty, breakaway goal, and DuraSkin backboard padding. Goal height adjusts 8’-10’. Padding is available in 16 colors. This portable will meet your team’s needs and budget. Future Pro is an authorized Bison dealer.

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All the Basics

At $995, Varsity Scoreboards’ popular wall-mounted basketball scoreboard is ideal for small to mid-size indoor sports programs. It features six-inch, super-bright, 100,000-hour rated LED displays. The clocks count as high as 99:59 and scores go from zero to 99. The system includes bonus, possession, and period indicators, an operator’s keypad with control cable, and a built-in horn. Varsity Scoreboards • 866-575-0577 www.varsityscoreboards.com

Divide & Conquer

Future Pro • 800-328-4625 www.futureproinc.com

Triad Technologies offers the Team Bench for indoor or outdoor use. These benches are constructed of durable fiberglass, so they stand up to harsh weather and rough sports use. They far outlast typical wooden benches that can rot or splinter, and look much better in your school colors with your team logo. They are lightweight, stackable, and easy to move and store. Call for your free brochure and pricing guide. Triad Technologies, Inc. • 877-224-3512 www.triadtec.com

By the Numbers

Power Ad Company, Inc. • 866-823-9483 www.power-ad.com

A Step Up from Wood

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Out Loud

The SP860A is the newest flagship model in the Octasound line of 360-degree speakers designed for large spaces such as gymnasiums, ice rinks, recreational facilities, large convention facilities, swimming pools, retail areas, and warehouse spaces. Octasound speakers take advantage of the efficiency of horns in projecting the mids and highs, utilizing not one but four horns to spread the sound. The downward-facing woofer rounds out the bottom end. The SP860A is similar to the SP840A in configuration but uses larger, upgraded components, including an 18” downward-facing woofer/midrange driver with a 100-ounce magnet and 4” voice coil, and four exponential horns driven by compression drivers with voice coils and 24-ounce magnets. KDM Electronics, Inc. • 800-567-6282 www.octasound.com

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Name Recognition

Clarin’s logo stools are great courtside and in the locker room. For a limited time, get two free logo stools with each purchase of 24. Visit www.clarinseating.com/logochair to submit your logo and get a free quote and virtual sample to see what your stool will look like. Offer valid July 15-November 30, 2010. Clarin Corporation • (800) 323-9062 www.clarinseating.com

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Case Study

Custom Courtside Seating for the University of Notre Dame

hen Tom Blincher, General Manager of Athletic Facilities at the University of Notre Dame began his courtside seating search, there were a few things he had in mind. “We had an idea of what we wanted and didn’t want to sacrifice on any of those ideas,” says Blicher. Tom and Notre Dame’s team of architects and designers wanted courtside chairs that looked great, were comfortable for the players while they were off the court, and of course, matched the school colors perfectly. They began their search and realized that while there were chair models they liked, some of the chair companies weren’t willing to adjust their products for the university. However, one company didn’t flinch at any of their requests: Clarin Seating. “When we talked to Clarin, they were more than willing to work with us on special requests,” says Blicher. Clarin engineers and designers partnered with Notre Dame’s architects and designers to create the custom Club Chair. “When all was said and done, we had customized the seat mechanism, created wider spacer bars between the seats to give the players more room, and used custom paint and vinyl as well as custom thread that was used to embroider the logo into the seat-back,” says Blicher. “We couldn’t

be more pleased with the final result. The chairs look great and the players love them.” For more than 80 years, Clarin has manufactured high-quality portable seating for large and small venues alike. Along with logo seating, Clarin also offers a wide range of portable folding chairs, stools, and educational furniture. Their products are made in the U.S.A. with the highest-quality materials and workmanship. Now That’s Smart. Get 2 FREE logo chairs with each purchase of 24! Limited time offer. Visit www.clarinseating.com/logochair to submit your logo and get a free virtual sample and quote.

Clarin Seating • Toll Free: 800-323-9062 927 North Shore Drive, Lake Bluff, IL 60044 Fax: 847-234-9001 sales@clarinseating.com www.clarinseating.com

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