Connecting with Coaches
January 28, 2014
In the coming weeks, the MHSAA will meet with the leadership of the high school coaches associations of our state. We have been doing this for more than 25 years, with two primary purposes.
First, we want to provide a forum for these leaders to share with one another their new ideas and initiatives and to discover “best practices” from one another, hoping that this will lead to the better plans being implemented in multiple organizations.
Our second purpose is to present some of the MHSAA initiatives or rules changes that are applicable to all or most sports. It’s not a time when we talk about the baseball pitching rule or the football playoff point system, but a time when we discuss topics of more universal application.
This year those topics included new requirements for coaches education, new rules for athletic-related transfers and proposed rules changes for international students, a simplified scrimmage rule for all sports, and a modified penalty for participation in certain all-star events.
It is intended that these coaches association leaders will be enabled to take these topics to their respective boards and members in order to increase understanding of proposed changes and to facilitate feedback to the MHSAA Representative Council and staff.
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.