We Must Do Better

July 16, 2012

Everybody is expressing opinions about the US Supreme Court’s various written opinions regarding the Patient Protection and Affordable Care Act of 2010.

However, my mind goes back to the heated debate the previous year, to a passage about this topic in a July 13, 2009 Businessweek column co-authored by Benjamin E. Sasse, US Secretary of Health and Human Services from 2007 until taking a teaching position at the University of Texas in Austin in 2009, and Kerry N. Weems, an independent consultant who previously served 28 years in federal government, most recently as the head of Medicare and Medicaid.

Sasse and Weems wrote:  “. . . passionate certainty that things are broken is not the same as dispassionate clarity about how to fix them.”  They were critical of people on both sides of the health care debate who were “still campaigning on the issue when what’s needed is a detailed conversation.”

What bothered Sasse and Weems on July 13, 2009, seven months into President Obama’s first term, has only gotten worse on July 13, 2012, four months prior to the next election.  Many are campaigning – on health care, as well as the economy, the environment, education and every other pressing issue of our times and our children’s times – but few are truly leading on those issues.

Borrowing from the title of Bill Bradley’s latest book, which he borrowed from Abraham Lincoln’s second inaugural address, "we can all do better."  In fact, we not only can, we must.  It’s a matter of will more than it is of wisdom.

The Massachusetts Model

August 19, 2016

Late last spring the veteran executive director of the Massachusetts Interscholastic Athletic Association, Bill Gaine, spent a half-day at the offices of the Michigan High School Athletic Association to share insights about ways state association staff can serve the mission of educational athletics. Here are some of my notes from that experience:

  • “Steal and build.” At the MIAA, the approach has been to steal the good ideas of others and build upon those ideas.

  • “Marry student life with academic life.” The MIAA leadership tries to make an intentional, purposeful connection between the after-school and school programs of MIAA schools.

  • “Connect rhetoric with policies and programs. You can’t have just policies or only programs; you must have both.”

Over 18 years, five pillars of policy and programs have evolved for the MIAA: Health and Wellness in 1984, Sportsmanship in 1993, Coaches Education in 1998, Student Leadership in 2001, and Community Service in 2002. All constituents get the whole package all the time, according to Gaine; and there is an MIAA staff person in charge of each pillar.

The “5 Pillars” is the curriculum the MIAA teaches athletic directors, with specific lesson plans. Gaine says, “The AD is the school’s curriculum coordinator for educational athletics.”