Membership Growth
September 19, 2014
My last posting addressed the need for the Michigan High School Athletic Association to act like a member-based organization even though MHSAA membership is free and member-based revenue does not contribute to the MHSAA’s fiscal well-being. I cited the need to apply membership recruitment and retention principles as we work to attract and hold registered contest officials.
I might also have cited our need to attract and hold junior high/middle school members. While the MHSAA’s membership includes most of Michigan’s public and nonpublic high schools, fewer than half the state’s junior high/middle schools are MHSAA members.
We know the reason that most of the non-member schools at this level do not join the MHSAA is that they want to do their own thing – make their own rules – and they do not see enough benefit in MHSAA membership to overcome the advantages of their local autonomy.
They want to schedule more contests and/or sponsor longer seasons than is permitted by MHSAA rules. They are not much concerned with consistent application of playing rules, eligibility rules and limits of competition, which MHSAA membership requires. They are not much concerned with providing MHSAA-registered officials for their contests or MHSAA-purchased catastrophic accident medical insurance for their student-athletes.
There is no revenue incentive for the MHSAA to try to change these attitudes; but actually, the reasons for the MHSAA to do so are more important than money. In fact, the future of high school athletics depends more on what is happening today at the junior high/middle school level than at the high school level.
The less connected that junior high/middle school level programs are to high school programs today, the more problems the high school programs will have tomorrow – including controversies over conduct, confusion over eligibility and problems related to disconnected policies, procedures, philosophies and perspectives.
The MHSAA will serve school sports in Michigan best if it makes recruitment and retention of junior high/middle schools one of its highest priorities, and serves those schools with what the students and parents at that level want – which is, in fact, more school-sponsored competition, some even resulting in MHSAA-sponsored regional tournaments. Of course, both membership and tournament entry would be free of charge.
Just like most member organizations which need to look constantly for new, younger members, the enterprise of high school sports needs to be recruiting new schools which serve younger grades. It may not just be a matter of growth; it may be a matter of survival.
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.