Upon Further Review
November 6, 2015
Michigan was among the first dozen statewide high school associations in the U.S. to reduce the amount of contact during football practices. Since Michigan acted prior to the 2014 football season, the National Federation of State High School Associations has adopted recommendations, and all remaining state high school associations have adopted new restrictions.
The task force that acted early in Michigan to make the proposals that were supported by this state’s football coaches association and the MHSAA Representative Council wanted policies that could be clearly understood and easily enforced. The task force concluded that counting minutes of contact during a practice or a week was not the best approach.
Who would track the minutes for each and every player? Does the minute of contact count for a player who is only observing and not actually participating in the contact drill or scrimmage?
In limiting Michigan teams and players to one collision practice a day prior to the first game and two collision practices per week the rest of the season, the task force recommendation avoided the need to have coaches and administrators track and record the minutes of each and every player on each and every team each and every day and to determine what types of activities and what degree of involvement counted against 30- or 60- or 90-minute maximums.
It is anticipated that the MHSAA Football Committee will review in early 2016 what other states have done since the MHSAA acted in early 2014, but it is not assumed that changes are needed to existing practice policies. Further review may confirm earlier judgments about policies that are both protective of players and practical for coaches and administrators.
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.