Classes or Divisions
April 4, 2014
Last January, the MHSAA Classification Committee requested that staff provide the Representative Council what the numbers would look like for 2014-15 if these three sports were in “equal divisions” like other sports. The Classification Committee wasn’t recommending any change – just asking that the Representative Council see the numbers again.
- In boys basketball, the number of schools in Divisions 1, 2, 3 and 4 would be 181, compared to 188, 182, 182 and 172 in Classes A, B, C and D, respectively.
- In girls basketball, the number of schools in Divisions 1, 2, 3 and 4 would be approximately 179, compared to 186, 181, 182 and 167 in Classes A, B, C and D, respectively.
- In girls volleyball, the number of schools in Divisions 1, 2, 3 and 4 would be approximately 176, compared to 186, 178, 180 and 160 in Classes A, B, C and D.
Obviously, every time more schools are placed in a division, the enrollment range between the largest and smallest school of that division expands. Therefore, a change to equal divisions places more schools and expands the enrollment range in the division of schools where enrollment spreads have the greatest impact - Division 4. It was our smallest schools that least liked the change to equal divisions in other sports 17 years ago. They would be the dissenters to this change for basketball and volleyball today.
Leadership Impressions- #2 (Plugging Holes)
June 12, 2018
Almost every issue that affects youth is an issue that parents, politicians or the public is asking schools – and especially school sports – to solve.
Already consumed with efforts to promote participant health and safety in terms of heads, heat and hearts, our association is asked also to concentrate on mental health issues.
Having already addressed risks of tobacco, alcohol and performance-enhancing drugs, our association is asked also to campaign against opioid addiction.
State high school associations do not have the luxury to hire as many experienced people as they need to focus expertly on every topic that associations are asked to address.
The effect of this “person-power” shortage is to force the association’s executive director to be a utility player – an employee who can operate competently at many different positions, bringing time and prestige to the cause du jour.
Even the most forward thinking leader must be prepared to roll up sleeves and plug these holes in the team’s roster. This requires, again, that other staff be trusted to administer their assigned tasks without commanding the leader’s ongoing attention.