Attendance Trends
March 27, 2015
Media across the US have been reporting the decline in attendance at intercollegiate football and basketball games. “It’s a national epidemic,” according to a Charleston (SC) Post & Courier column this month.
This should surprise no one. And it’s the latest proof that it is possible to get too much of a good thing. And when it comes to college football and basketball games, there is far too much indeed –
- A few too many football games during the regular season, far too many of those games televised, and an absurd number of postseason bowl games of zero significance.
- About two times too many basketball games during the regular season, far too many televised, and too often with absurd starting times and post-midnight conclusions.
The over-exposure of the college product began to suck the life out of high school football and basketball attendance two decades ago. And as the higher profile college programs have done more and more to promote their events, lower profile college programs have paid the price. Higher profile programs are now gnawing on each other’s bones.
All of this makes life tougher for us at the interscholastic level; but at the MHSAA, we’re not merely whining – we’re working to increase the attendance and enhance the spectators’ experience. A staff task force has been generating ideas, and the Representative Council has been generous with encouragement and support to implement changes in the MHSAA tournament atmosphere.
Perhaps we can pick up a few of those fans who have defected from the high price of college tickets and the slow pace of their televised games.
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.