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Fantasy Land

March 8, 2013

Advocating at the national level for unachievable ideals not only diminishes the importance of those achieving reasonable accomplishments at the grassroots level, it also threatens the future of organized sports for the masses; and few organizations in a position to know better are doing as much to create these unintended consequences as the National Athletic Trainers Association.

It is a NATA-driven “Youth Sports Safety Alliance” that has developed a six-page manifesto for youth sports, including NATA’s “Secondary School Student Athletes’ Bill of Rights” which is mostly beyond the means of youth sports sponsors, and has marched to Capitol Hill to urge the federal legislature’s action to pursue those goals, among which is the conveniently unstated objective of advancing job opportunities and security for athletic trainers themselves.

MHSAA surveys indicate that, conservatively, fewer than 20 percent of Michigan high schools and junior high/middle schools have a full-time certified athletic trainer on staff.  In fact, only a minority of schools think such a full-time position is necessary, given other cheaper options available to them in the form of contracted services of medical groups and the volunteered services of many other medical professionals.  An even smaller minority has the means to pay for a full-time certified athletic trainer, given all the cuts in state aid to schools; and many schools – urban, suburban, rural and remote – wonder where in their communities they would find a certified athletic trainer if such were mandated everywhere.

NATA’s earlier recommendations in the extreme for acclimatization of players at the start of the football season have already resulted in a state law in Maryland that football coaches there criticize for leading to a less safe sport now that they have less time to teach technique and prepare players for first-game contact.  In theory, NATA’s notions are nice ideas; but in practice, they are less safe for the participants.  And anything that is less safe for the participants not only endangers today’s players, it also jeopardizes the future of the game.  Which, by the way, does nothing to enhance employment opportunities for trainers.

High-Performing Programs

July 10, 2018

(This blog first appeared on MHSAA.com June 28, 2011, and was printed in the September/October 2006 MHSAA Bulletin, and in Lasting Impressions, which appears in the MHSAA's online Library.)

A study of 10 academically-oriented after-school programs in New York City funded by the After-School Corporation may provide some unintended guidance for interscholastic athletic programs.

Prepared in November 2005 by Policy Studies Associates, Inc. for the After-School Corporation and Southwest Educational Development Laboratory with support from the U.S. Department of Education, the report “Shared Features of High Performing After-School Programs” identifies the following characteristics of high performing after-school programs:

  • A broad array of enrichment opportunities. 
  • Opportunities for skill building and mastery. 
  • Intentional relationship building. 
  • A strong, experienced leader/manager supported by a trained and supervised staff. 
  • The administrative, fiscal and professional development support of the sponsoring organization.

While competitive junior high/middle school and high school sports were not the subject of this study, here’s what I think these findings could mean for school sports:

  • Interscholastic athletic programs should provide a wide variety of opportunities appealing to a diverse group of students.

  • Interscholastic athletic programs should provide competitive opportunities for the highly skilled as well as learning opportunities for the less skilled so they too might progress to higher levels of competency, or just enjoy the fun, friends and fitness of school sports.

  • Teamwork, sportsmanship and leadership should be outcomes as intentional as development of skills of the sport and strategies of contests.

  • A full-time athletic administrator is essential, and it is imperative this person have authority to train and supervise staff and hold them accountable for performance consistent with the best practices of educational athletics.

  • School boards and their administrators must provide sound policies and procedures, adequate financial support and opportunities for continuing education for the athletic director and every coach.

All in all, a pretty good blueprint for school sports in Michigan.