Risk Minimization Reaches More
May 9, 2014
Every season – fall, winter and spring – the MHSAA launches a series of sport-specific rules/risk management meetings, completion of which has been a requirement for high school varsity head coaches and MHSAA registered officials who want to coach or officiate in the MHSAA tournament for that sport. Two significant changes will occur for the 2014-15 school year.
For the first time in 2014-15, all assistant and subvarsity high school coaches must complete the same meeting requirement as the high school varsity head coach or, in the alternative, they must complete one of seven free online health and safety courses that are posted on MHSAA.com and designated to fulfill this requirement. High school athletic directors must certify each season, three times a year, that all their assistant and subvarsity coaches for that season have completed that requirement.
Also, for the first time in 2014-15, the MHSAA will be posting content for officials that differs from the content for coaches. While coaches are being given a review of select Handbook regulations, for example, officials will be reminded of key elements of effective officiating, regardless of the sport or level of competition.
These new policies are intended to bring more relevant content to a greater number of those who work with student-athletes and to further emphasize risk minimization in educational athletics.
In 2013-14, slightly more than 20,000 coaches and officials completed the MHSAA rules/risk management meeting requirement. The number will greatly exceed 100,000 in 2014-15.
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.