Sixth-Graders’ Place
October 4, 2013
Historically, the popular opinion among educators has held that 7th and 8th grade is early enough for schools to provide competitive athletics, early enough to put youth into the competitive sports arena, early enough to pit one school against another in sports.
Today, however, many educators and parents point out that such protective philosophies and policies were adopted about the same time “play days” were considered to be the maximum exertion females should experience in school sports. Some administrators and coaches argue that both our severe limits on contest limits at the junior high/middle school level, and our refusal to serve 6th-graders, are as out of date and inappropriate as play days for females.
Today, in more than three of four school districts with MHSAA member schools, 6th-graders go to school in the same building with 7th- and 8th-graders. But MHSAA rules don’t allow 6th-graders to participate with and against 7th- and 8th-graders. In fact, the MHSAA Constitution doesn’t even acknowledge that 6th-graders exist.
Today, in many places, 6th-graders have aged-out of non-school, community sports, but they are not permitted to play on MHSAA junior high/middle school teams.
Last school year, 50 different school districts requested this rule be waived for them, and the MHSAA Executive Committee approved 46 of 50 waivers, allowing 6th-graders to compete on 7th- and 8th-grade teams. During 2011-12, 37 of 40 requests for waiver were approved, in all cases for small junior high/middle schools.
Many school districts choose not to join the MHSAA at the junior high/middle school level because of this issue – because 6th-graders can’t play with 7th- and 8th-graders. Just as many school districts choose not to join because MHSAA contest limitations are too restrictive at the junior high/middle school level.
Gut Check
October 18, 2016
After nearly eight years on the staff of the National Federation of State High school Associations, I accepted the challenge of leading an effort by a private business to consolidate the insurance needs of high school athletic associations and to control their coverages and costs through a self-insuring pool. My assigned goal was to assemble at least half of the 50 states in this fund. The need was so great at that time for comprehensive general liability and directors and officers insurance tailored to the unique needs of state high school athletic associations, that the group was quickly assembled and launched.
My time leading this effort was brief. In spite of the program's immediate success and continued growth, I became uncomfortable. The discomfort was born and grew in the fact that while I was out meeting with states, decisions were being made back at the home office that I was not involved with or aware of. I began to feel used ... my credibility was bringing in business, but changes were being made without my input; and I feared for my reputation. After a year of this, I resigned the position. That was 1981.
Nine years later, the companies' CEO was terminated when it was discovered that he used the construction of a company headquarters office to build himself a new house at the same time, burying his home construction costs into the books of the companies' capital expenses. Seven years after that, the companies' founder and namesake went to jail for operating from 1984 until at least 1993 what was determined to have been a Ponzi-like scheme.
I listened to my gut which, long before my head, knew something was not right. In fact, my gut seemed on alert well before things went wrong. This has happened at other crossroads and dozens of less dramatic moments in my professional and personal lives.
In this time of increasingly complex and difficult decisions, both personal and professional, the gut may be a good guide for us all.