Anti-Participation Fees
August 23, 2016
Last month the Michigan High School Athletic Association released results of a survey of its member high schools regarding participation fees – a.k.a., “pay for play.” This was the 12th survey since the 2003-04 school year, making this the largest and longest record of school trends on this troublesome topic.
In spite of almost universal condemnation of the practice of charging students fees to participate in school-sponsored sports, the practice is now ingrained in the fabric of educational athletics, with more than 50 percent of reporting MHSAA member high schools indicating they require at least modest payments as a condition of playing on school-sponsored competitive sports teams.
The most recent survey of 557 reporting high schools revealed 51.5 percent charging fees, the same percentage as the year before, but down from a high of 57 percent two years ago. The percentage of schools with fees exceeded 50 percent for the first time in 2010-11.
While the MHSAA believes participation fees are counter-productive for schools and communities, the MHSAA offers a guide to “best practices” where school leaders have determined there are no better choices for providing necessary financial support for the interscholastic athletic program. Click here for this guide as well as the current and previous surveys.
Among the core values of school sports is a program that is inexpensive for students to play and for families to watch. The program should have great breadth and depth, appealing to many different students and open to all who have interest and meet high standards of eligibility and conduct.
Participation fees that discourage and limit participation are antithetical to these core values of educational athletics.
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.