Consequences
September 28, 2012
In “the good ol’ days” order was kept, not just because people prayed in school or taught morality (if that’s possible), but because students understood there were consequences for breaking rules. Practical consequences. If you do this, that will happen. Definitely. And no fancy footwork by your folks or their lawyer would get you out of it.
It would have been unheard of for the parents of a boy or girl who was disciplined out of one school to petition the administration of another school to waive the transfer regulation to allow the youngster to participate in athletics immediately at that school, and then to engage an attorney and go to court when the second school performed its responsibility by saying “No, not for one semester.”
This student could have learned a tremendous lesson for life: you’ve got to live with the consequences for your actions. Instead, what the youngster learned was that if you don’t like the consequences of your actions, then sue.
I don’t think we do the MHSAA, schools, or – most importantly – our students any good if we keep bailing them out of the boat of consequences.
Planning & Doing
January 31, 2012
One of the MHSAA’s counterpart organizations in another state recently asked to see the business plans of other statewide high school associations. Some of the states supplied their detailed budgets, but most had nothing to offer.
Of course, a budget is a much different thing than a business plan. A budget is built more on past performance, while a business plan looks more to the potential of future problems and opportunities. A business plan is much more than numbers.
Since 2007 we’ve been using a “Mission Action Plan” (MAP) at the MHSAA. It was developed to deal with the opportunities and obstacles of three powerful trends: (1) growth of non-school youth sports programs; (2) expansion of educational alternatives to traditional neighborhood schools; and (3) proliferating technology.
While not a typical business plan or a classic “strategic plan,” the “MAP” has become increasingly useful to point the way for the MHSAA both in terms of program and finance. The MAP states a single “Overarching Purpose;” it identifies four “Highest Priority Goals;” and it lists four multi-faceted “Current Strategic Emphases,” many of which have quantifiable performance targets, including financial goals.
Next to each Current Strategic Emphasis are two boxes. The first is checked if we’ve gotten started, and the second is checked when we’ve completed the task or are operating at the level we had established as our goal. At this point, every MAP strategy has been launched, but only a portion have earned the second checkmark.
Quite efficiently, the MAP keeps us both strategic and businesslike without the formality of purer forms of strategic or business plans.