Classification Comparisons
January 27, 2012
One of the ways statewide high school organizations evaluate their operations is to compare their policies and procedures with similar organizations. We do so cautiously, however, because there are so many variables – like population and number of schools, as well as the size, shape and location of the state.
We find that the most useful comparisons are with states of the upper Midwest and Great Plains and, even more so, with the statewide organizations of that region with a number of schools closest to our approximately 765 member high schools in Michigan.
By these criteria, Illinois, with about 780 high schools, and Ohio, with about 820 high schools, are most valuable to observe, while neighbors like Indiana and Wisconsin with about 400 and 500 high schools, respectively, are less valid measures for our work here.
Recently, to help the MHSAA Classification Committee have a larger view of tournament classification systems, we provided the Volleyball, Football and Basketball Tournament classifications of Illinois and Ohio, as well as our own:
- All three states have four classifications in both volleyball and basketball, and only Ohio equalizes the number of schools in each class/division (as Michigan does in all sports except volleyball and basketball).
- The enrollment ranges between the largest and smallest schools in the classification for the largest schools and the classification for the smallest schools (Classes A and D in Michigan) are much smaller in Michigan than in either Illinois or Ohio in volleyball and basketball.
- In football, Ohio’s playoffs accommodate 192 football schools in six divisions determined prior to the regular season, while both Illinois and Michigan’s 11-player playoffs accommodate 256 schools in eight divisions determined at the end of the regular season.
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.