KEYS FOR ATHLETIC ADMINISTRATION SUCCESS JULY 2015

Transcription

1 KEYS FOR ATHLETIC ADMINISTRATION SUCCESS JULY 2015

2 SCAAA KEYS FOR ATHLETIC ADMINISTRATION SUCCESS [Table of Contents] Introduction Page 1 Are! Get Your Keys, Learn Your Keys and ALWAYS Know Where Your Keys Networking Page 2 SCAAA Mentoring Program Networking Athletic Director s Page 3 Lifelines and Fraternities SCAAA p.5 SCHSL p.7 SCACA p.9 NIAAA p.11 NFHS p.22 The Athletic Director Page 24 The Role Job Description 14 Legal Duties of Coaches and Athletic Directors Objectives of a High School Athletic Program Page Ways to Ride a Bucking Bronco Page 30 First Year Athletic Director Learning to Prioritize Page 31 Professional Development Page 32 NIAAA Leadership Training Institute SCAAA Professional Development NFHS Coaches Education Program Checklists and Game Management Page 51 Monthly Specific Sport Game and Event Management Negligence and Risk Management Page Legal Duties Situations to Avoid Emergency Action Plan Heat and Lightning

3 Management Duties Page 106 Finances Facilities Eligibility Equipment Personnel Transportation Personal Life [Stress & Time (Management)] Coaching Your Coaches, Parents and Athletes Page 116 Coaches Meeting Parent-Athlete Meeting Sportsmanship and Behavior Code of Conduct Some Practical Tips Page 126 Athletic Director s Oath Page 127 Athletic Director s 12 Commandments Page 128 Just Some Thoughts Page 129 The Challenge Page 130 Upcoming Events Page 131 SCHSL HS & MS Sports Calendars Page 133 SCHSL Practice Schedule SCHSL Fall Sports Pre-Season Plan SCHSL Football Pre-Season Plan NFHS Suggested Guidelines For Concussions Page 139 SCHSL Concussion Management NFHS Heat & Hydration Page 144 Other Topics [of Concern] Page 151 Resources Page 152 Acknowledgments Page 154 Purpose and Committee Members Page 156

4 1 SOUTH CAROLINA ATHLETIC ADMINISTRATORS ASSOCIATION S KEYS FOR ATHLETIC ADMINISTRATION SUCCESS INTRODUCTION Congratulations on accepting the role of Athletic Director at your school! Your position as Athletic Director will provide you with many opportunities to influence, enhance, maintain and grow your athletic program while developing your athletes into responsible and productive citizens. Our advice is to get involved with your professional organizations and to develop relationships with your fellow athletic directors! The material contained in this handbook has been compiled from articles, handbooks and information developed/written by our fellow athletic directors, athletic administrators associations, the SCAAA, NIAAA, and the NFHS. We wish to thank them for their work and allowing us to incorporate the materials into the SCAAA Mentoring Handbook Keys for Athletic Administration Success. #1 Get Your Keys, Learn Your Keys and ALWAYS Know Where Your Keys ARE Located! Your keys will provide you with the means of access [gaining or preventing entrance], control or possession of something that gives an explanation or identification or provides a solution to work related issues. Your keys are your job security. #2 Skills and Attributes of a Successful High School Athletic Director. A. Solid Moral Character [Integrity] is most important. B. Knowledge of rules, regulations and laws; that are critical to high school athletics. C. Ability to build and maintain relationships through effective communication skills. D. Organization [Time Management, Prioritize] E. Work Ethic F. Ability to observe and listen. G. Vision H. Patience

5 2 NETWORKING SCAAA Mentoring Program The South Carolina Athletic Administrators Association sponsors a Mentoring Program for New Athletic Directors. The program begins in July of each year following the SC High School League meeting for new principals and athletic directors. At the end of this meeting new principals and athletic directors are offered the opportunity to take the NIAAA Leadership Training Course Principles, Strategies and Methods. The course is offered at no charge ($85.00 value) and presents the fundamentals and methods of athletic administration and alerts and educates regarding potential problems and possible solutions in areas such as budgets, transportation, and scheduling and parent/student/coach conflicts. The course also touches upon sample athletic/activity program philosophies, department organizational charts, procedures/checklist, public relations, coaching applications/assessments and emergency plan. Each participant receives a manual to enhance the information given in the course. Included in the manual is the CD Athletic Administration - a Comprehensive Guide ($30.00 value). New athletic directors are paired with experienced mentors for one to two years. Mentors are available to communicate by phone, fax, and and in person to answer questions, offer possible solutions and share knowledge and information. The structure of the SCAAA Mentoring Program is informal and each mentor and mentee can develop their relationship in the manner that works best for them. SCAAA Mentoring Program Coordinator Myles Wilson Spartanburg District Union Street Spartanburg, SC Office Fax Cell mwilson@spart7.org

6 3 Mentoring Program for the South Carolina Athletic Administrators Association This program is for new athletic directors with two or less years of experience or athletic directors that would like to have a mentor. Program Objectives To develop more longevity within the Athletic Administrator vocation Provide a base for knowledge and information for the new Athletic Administrator o What is the SCAAA o What is the SCHSL o What is the SCACA o What is the NIAAA o What is the NFHS o Office management skills o Strategies to use in performing the job Provide a support base for the new Athletic Administrator Make the new Athletic Administrator feel welcome and supported in the vocation Identify potential future leaders from among the new Athletic Administrators The Program and Timeline Meet with new athletic directors at the Annual SCHSL July meeting for new principals and athletic directors each year Offer LTC 502 (Athletic Administration: Principles, Strategies, and Methods) at the Summer Leadership Conference in Columbia for the new AD s, in July each year plus the CD Athletic Administration A Comprehensive Guide Offer a new AD workshop and NIAAA LTI courses at the SCACA Coaches Conference in July each year Provide a new AD booklet, which would include job description SCHSL calendar of events, checklists for starting a sport season, and checklists (monthly, by sport, game night procedures, home athletic contests). This would be given to all new AD s at the AD workshop in Columbia, and be available online at the SCAAA website. Mentor Responsibilities Setting Realistic Expectations Listening Being Open Minded Build the Relationship Give and Receive Feedback Being Available Maintaining Contact Providing Encouragement Communicating Often Share Successes and Failures Reprinted (& adapted) with the permission of NCADA; Bobby Guthrie, Chair of the NCADA Mentoring Program

7 4 CONTACT INFORMATION SCAAA South Carolina Athletic Administrators Association SCHSL South Carolina High School League SCACA South Carolina Athletic Coaches Association John Carlisle, Executive Director 113 Muddy Ford Road Greenville, SC (864) Jerome Singleton, Commissioner PO Box Columbia, SC (803) (803) (FAX) R. Shell Dula, Executive Director PO Box Greenwood, SC (864) NIAAA National Interscholastic Athletic Administrators Association Bruce Whitehead, Executive Director 9100 Keystone Crossing Suite 650 Indianapolis, IN (317) NFHS National Federation of State High School Association Bob Gardner, Executive Director PO Box 690, Indianapolis, IN (317) SCAAA LTI Coordinators: Jerry Linn, CAA Beaufort High School (school) Carroll Hester, CAA Clover High School (school) SCAAA LTI Certification Coordinator: Darryl Nance, CMAA Wade Hampton High School (school)

8 5 SCAAA Mission Statement The SCAAA serves its members by providing resources to develop and enhance leadership and administrative skills of its membership. The SCAAA empowers its members by offering professional development opportunities and a collective voice in interscholastic athletics. In conjunction with the South Carolina High School League, the SCAAA promotes the spirit of sportsmanship and fair play in all athletic contests and works to safeguard the physical, mental, social, and moral welfare of all high school students. History of SCAAA South Carolina Athletic Administrators Association History A need was identified to establish a state association after several athletic directors in the state joined the National Interscholastic Athletic Administrators Association (NIAAA) as charter members and five athletic directors from South Carolina attended a NIAAA conference in December South Carolina was one of only two states without a formal organization for state athletic directors. An organizational meeting was held in July of 1987 and the group voted to proceed to form such a state association. Ray Wilson took the position of Chairman and a committee was appointed to develop a constitution. In the fall of 1987 a letter was mailed to all athletic directors, asking them to join the association and to give $10.00 to help defray expenses. Forty-nine people responded. In the fall of 1989, John Carlisle called for the first meeting of all state athletic directors at the USC Coliseum. In 1989, support was expressed by Pete Ayoub, Executive Director of the SC High School League. By 1991 a constitution was adopted and John Carlisle was elected the first president. In 1992, a voting seat on the SC High School League Executive Committee was approved. Since 1993 SCAAA has coordinated the Spring Conference for Athletics. The conference provides information and professional development courses for athletic directors. It brings all four Classifications together to meet and conduct business for the upcoming school year. The High School League holds its Legislative Assembly at this conference; the SC Athletic Coaches Association and the SC Association of School Administrators also participate in the conference. SCAAA awards its Directors Cup to the school with the most outstanding athletic program in each Classification. A free professional development course is offered to new AD s and SCAAA sponsors a Mentoring Program for them. In addition, the NIAAA courses offered at the Spring Conference have recently been accredited by the North Central Association Commission on Accreditation and School Improvement, a regional Accreditation group like the Southern Association of Schools and Colleges. Our quarterly online newsletter is sent to all athletic directors, principals, superintendents and legislators in the state. In 2011, the SCAAA established the SCAAA Athletic Directors Hall of Fame. On March 11, 2011, the South Carolina Athletic Administrators Association inducted five outstanding athletic directors at the Inaugural Hall of Fame Banquet. This special group was instrumental in the organization and early years of the Association.

9 6 SCAAA and NIAAA Members SCAAA At the March 2015 conference we had 271 join the SCAAA. This includes athletic directors, principals, district athletic directors, superintendents and others. Your membership dues of $40 supports the SC Athletic Administrators Association. This organization provides: $20,000 Accidental Death Insurance for each member. This coverage includes school and non-school related deaths. A Representative on the SC High School League Executive Committee Teaches accredited Leadership Training Courses from the NIAAA Offers new principals and athletic directors a basic Leadership Training Course at no charge Publishes a quarterly online newsletter Has a Mentor program for new Athletic Directors Coordinates and facilitates the Spring Conference for Athletics Recognizes outstanding retired Athletic Administrators at the annual Hall of Fame Banquet SCAAA Membership Form SCAAA Members List NIAAA Membership in the National Interscholastic Athletic Administrators Association provides members with many benefits, including insurance, quarterly magazines, accredited professional development courses and graduate degrees. Click here for a list of membership benefits. NIAAA Members who joined at the 2015 Spring Conference for Athletics

10 7 SCHSL SOUTH CAROLINA HIGH SCHOOL LEAGUE The purpose of the League, a voluntary organization, is to formulate and maintain policies that will safeguard the educational values of interscholastic competition, to cultivate high ideals of sportsmanship, to develop and direct a program which will promote, protect and conserve the health and physical welfare of all participants and to promote uniformity of standards in all interscholastic competition. A BRIEF HISTORY OF THE SOUTH CAROLINA HIGH SCHOOL LEAGUE From a study of organized interscholastic competition in South Carolina, we find that our State was among the first in the nation to become conscious of the need of an interscholastic organization. As early as 1907, the Piedmont Section of South Carolina had a ten-school association sponsoring track and oratory. The first known attempt to conduct competition on a statewide basis was made by the University of South Carolina. In 1910, Mr. F. E. Schofield, then Physical Education Director at the University, invited the high schools of the State to hold a track meet on the University grounds. The success of this event and a similar meet the following year prompted a few school men to work closely with the University of South Carolina in organizing the Inter-High School Athletic and Oratorical Association in The first President was Mr. R. C. Burts and the first Secretary-Treasurer was Mr. J. B. Coleman. The success of the Inter-High School Athletic and Oratorical Association was due largely to the sponsorship of the University of South Carolina. The Extension Division of the University conducted High School Week until 1928 when the state ceased its financial aid to the Extension Division. The University faculty and facilities were of tremendous value in the efficiency of the first association. By 1920 the activities of the Association were so varied and membership had so increased that reorganization seemed necessary. A reorganization committee was appointed, and at a meeting held April 21, 1921, a new Constitution was adopted. The new Constitution transferred the control of the organization from the University to the high school officials. The University of South Carolina s only voice in the League was a representative on the Executive Committee. However, the high schools, while theoretically functioning for themselves, had to depend upon the University for facilities, publications and general assistance. The 1921 reorganization changed the name of the Inter-High School Athletic and Oratorical Association of South Carolina to the South Carolina High School League. The administrative body of the new League was an Executive Committee composed of the President, the Vice- President (one in charge of each event), the Secretary-Treasurer and a member of the Extension Division of the University of South Carolina.

11 8 The early growth of the League may be shown better through its increased membership. The 1913 membership is not known. In 1921 the membership was only 30 schools. In 1925 this number increased to 121 necessitating a division of the state into nine districts. In 1930 the membership numbered 127. By 1931 the League had outgrown the efficiency of its Constitution, and a committee was appointed to rewrite the Constitution. A Constitution, written by Mr. Charles M. Lockwood, was adopted at the League meeting of April 28, To keep pace with the increasing demand for promotion and control of interscholastic competition, the Constitution was rewritten in At this time, Mr. Ernest W. Stokes became Executive Secretary, the first fulltime employee of the League. Mr. C. M. Lockwood, who had served as Secretary- Treasurer since 1932, became the Treasurer in In 1954, Lawrence B. Graves became Executive Secretary. Mr. Graves was appointed Executive Secretary-Treasurer in 1965 and served in this capacity until his retirement in Jim Pinkerton became Executive Director in 1980 after serving ten years as the Assistant Executive Director. H. A. Pete Ayoub, Assistant Executive Director for six years, was appointed Executive Director in Upon his retirement in 1998, Ronald H. Matthews was appointed Executive Director after serving thirteen and one-half years as Assistant/Associate Executive Director. In 2005, Ronald H. Matthews retired and Jerome Singleton became Executive Director after serving ten years in both Assistant and Associate Executive Director positions. Mr. Singleton was appointed Commissioner in In 1948 the League became a member of the National Federation of State High School Athletic Associations. The Association, with other State Associations, has contributed much to the League s growth since that time. The membership increased to 261 in 1948, which represented 86% of the high schools in the State. In 1954, the League s membership dropped to 257 but represented 100% of the public high schools of South Carolina. The League has maintained this 100% even though the number of schools decreased to 215 during the school year. Beginning with the school year, the South Carolina Secondary School Activities Association was merged with the League. The League membership numbered 206 high schools and 208 junior high and middle schools. The League s activities are now offered to over 338,000 students. Printed from: Introduction section of the SCHSL Handbook, p. 6

12 9 SCACA South Carolina Athletic Coaches Association Mission of the SCACA is to promote, protect and teach the student athletes of South Carolina through effective leadership and professional development of coaches. History of the SCACA On January 17, 1946, a group of South Carolina high school coaches met for the purpose of organizing a high school coaches association. This meeting was held at the Field House on the University of South Carolina campus. Mr. Dwight Keith, secretary of the Georgia Coaches Association met with this group and offered many helpful suggestions. A constitution was adopted, a slate of officers were elected and the South Carolina Athletic Coaches Association was off and running. The SCACA first coaches clinic was held in July of 1946 in Columbia, SC. Since 1946, our membership has grown from 50 in 1,946 to 5,427 in Since its inception, the SCACA has awarded over $900,000 in scholarships to deserving children of South Carolina high school coaches. The SCACA sponsors all-star events in Baseball, Boys Basketball, Girls Basketball, Football, Boys & Girls Golf, Boys Soccer, Girls Soccer, Softball, Boys Tennis, Girls Tennis, Volleyball, and Wrestling. In 1992, we began awarding our 23 State Coaches of the Year with gold rings. In 1993, we inducted our first members of the SCACA Hall of Fame. Our 20th class will be inducted in July of The SCACA conducts clinics which stress proper techniques, strategies, rules, sportsmanship and the development of the total person for coaches and players. Reprinted from the SCACA Website:

13 10 SOUTH CAROLINA ATHLETIC COACHES ASSOCIATION As a member of the SCACA, I will CODE OF ETHICS 1. Strive to develop in each athlete the qualities of leadership and good judgment. 2. Respect the integrity and personality of the individual athlete. 3. Encourage the highest standards of conduct and scholastic achievement. 4. Seek to adopt good health habits including the establishment of sound training rules. 5. Fulfill responsibilities to provide health services and an environment free of safety hazards. 6. Exemplify the highest moral character, behavior, and leadership. 7. Provide ethical relationships among coaches. 8. Encourage a respect for all athletics and their values. 9. Maintain a program of team environment that is free of fear, discrimination, abuse, and harassment. 10. Abide by the rules of the game in letter and spirit. 11. Respect the integrity and judgment of sport officials. 12. Display modesty in victory and graciousness in defeat. 13. Demonstrate a mastery of and continuing interest in coaching principles and techniques through professional improvement. Reprinted from the SCACA Website:

14 11 NIAAA National Interscholastic Athletic Administrators Association Why the NIAAA? Athletic Administrators consistently contribute the longest days among staff members in most American school districts. The second work day begins when the regular school day ends, and what has been planned, organized and implemented by the athletic administrator, goes into action. Whether an athletic administrator, assistant principal in charge of athletics, athletic director, coordinator, liaison or supervisor; there is a delicate balance among profession, personal time, and family, as the AD provides student participation opportunities within education based athletic programs. How does being a part of a professional association fit a busy lifestyle? What does this professional organization provide that will assist in adding order to a sometimes hectic schedule? How can individuals with a heart for helping others succeed be assured they are affiliated with a like-minded group? Why the NIAAA? As we lead each day in school communities helping build tomorrow s future, each of us understands and relies on such qualities as integrity, credibility and a shared mission. These practical and often emotional criteria are ones that assist in determining in what areas we will rely, share experiences, and devote time and energy. The NIAAA champions the profession of administering athletic programs in our nation s high schools and middle schools. No other body values, promotes, preserves, supports and stands ready to uplift the cause of the athletic administrator, as does the NIAAA. Providing education, leadership and service platforms allows the NIAAA to best help colleagues network, choose from resources, draw from practices and give back to your profession while advancing in one s career. [The NIAAA champions the profession of athletic administration through educational opportunities, advocating ethics, developing leaders and fostering community. The NIAAA is a national professional organization administered by and for athletic administrators for the purpose of: Promoting the professional growth and image of interscholastic athletic administrators Promoting the development and prestige of state athletic administrators organizations which will contribute, in cooperation with state high school associations, to the interscholastic athletic program of each state Providing an efficient system for the exchange of ideas between the National Federation of State High School Associations and state athletic directors organizations and individual athletic administrators Preserving the educational nature of interscholastic athletics and the place of these programs in the curricula of schools]

15 12 The Interscholastic Athletic Administrator: NIAAA Code of Ethics 1. Develops and maintains a comprehensive athletic program which seeks the highest development of all participants, and which respects the individual dignity of every athlete. 2. Considers the well-being of the entire student body as fundamental in all decisions and actions. 3. Supports the principle of due process and protects the civil and human rights of all individuals. 4. Organizes, directs and promotes an interscholastic athletic program that is an integral part of the total educational program. 5. Cooperates with the staff and school administration in establishing, implementing and supporting school policies. 6. Acts impartially in the execution of basic policies and in the enforcement of the conference, league, and state high school association rules and regulations. 7. Fulfills professional responsibilities with honesty and integrity. 8. Upholds the honor of the profession in all relations with students, colleagues, coaches, administrators and the general public. 9. Improves the professional status and effectiveness of the interscholastic athletic administrator through participation in local, state and national in-service programs. Promotes high standards of ethics, sportsmanship and personal conduct by encouraging administration, coaches, staff, student-athletes, and community to commit to these high standards. Insurance Benefits NIAAA Insurance The NIAAA provides membership a number of insurance benefits. Liability Insurance the NIAAA provides each regular member excess liability coverage up to $2,000,000. Excess means coverage beyond any other coverage the member has through his/her employer. This liability insurance covers any suits for claims involving bodily injury or property damage. This liability does not cover suits for discrimination, wrongful suspension of a coach or athlete or any other claim not involving bodily injury or property damage. Suits for such claims occurring during the course of employment would have to be covered by the employer. (NOTE: NIAAA members serving on the NIAAA Board or NIAAA Committees are covered under the NIAAA s Directors and Officers Policy) For additional information go to the Bollinger Insurance web site at Term Life Insurance - the NIAAA provides $2,500 term life insurance for any current member with exception of student members. The benefit is paid to the surviving spouse or to the estate (if no surviving spouse) unless a beneficiary form has been completed and sent to the NIAAA office. Should the insured prefer to specify a beneficiary, please download and complete a beneficiary form? Mail the completed form to the NIAAA office at 9100 Keystone Crossing, Suite 650, Indianapolis, IN All members (except student members) are eligible for this life insurance as long as they were a current member of the NIAAA upon their death. For additional information go to the Bollinger Insurance web site at A beneficiary form can be obtained by clicking here To view the life insurance certification book click here AFLAC Excess Accident and Cancer Insurance - All NIAAA members are entitled to purchase AFLAC Accident and/or Cancer Insurance at discounted association group rates. For more information click here

16 13 Long Term Health Care Insurance - All NIAAA members are entitled to purchase long term health care insurance at discounted association group rates. The insurance is offered by Mutual of Omaha Insurance Company. A number of different policy options are available. For contact information click here Accreditation The National Interscholastic Athletic Administrators Association has become the first association to receive accreditation from the North Central Association Commission on Accreditation and School Improvement Career, Technical and Postsecondary Division. One year ago, the NIAAA contacted NCA about the possibility of becoming accredited. In March, NCA sent a four person review team to the NIAAA office to assess whether the NIAAA could be a candidate for accreditation. In early April, the review team recommended such and in December at the national conference, the NIAAA hosted a Quality Assurance Review team. Subsequent to that review and recommendation from the team, in early February, the NCA CASI board of directors granted the NIAAA accreditation status for the next five years. Achieving this status will have significant positive implications for the organization, its member state associations, individual members and our college partners. Everyone in the NIAAA family should exhibit a tremendous sense of pride for this achievement. It is an accomplishment that is owned by every member of the association. With the granting of accreditation the NIAAA has been given the same pedigree as Career, Technical and Post-Secondary Institutions. The association has been awarded a mark of quality and distinction by NCA CASI. It validates that the NIAAA has demonstrated the ability to meet and exceed national and international standards of excellence. Accreditation is an affirmation of and gives credibility to all programs administered by the association. The association has made a commitment to continuous improvement and quality assurance of its programs and professional services through accountability, continuous self-study and assessment. It demonstrates the NIAAA s commitment to the strong learning community that has been developed and fostered through the LTI and Certification programs. It highlights the NIAAA resolve to quality in every program the association administers. What are the benefits to the NIAAA, its member state associations and the individual members? As mentioned previously, the educational programs of the association are elevated to a status equal to that of other Career, Technical and Post-Secondary Institutions. College partners are assured that the NIAAA materials being used in the college curriculum are of equal quality and standard as any other materials being used. As a member of an accredited institution, state athletic administrator associations would enjoy an elevated status within the state s educational community. State Departments of Education would be compelled to grant Continuing Education Credits to individuals who have completed Leadership Training institute classes. The association s Certification Program will gain recognition and reputation as the premier credentialing for interscholastic athletic administrators. Many more school districts will include NIAAA certification as a job requirement and provide financial enhancements for athletic administrators who achieve certification. More states will recognize NIAAA Certification as the paramount acceptable credentialing and/or certification program for interscholastic athletic administrators. One of the greatest benefits of accreditation is that the NIAAA is now a member of the global community of accredited educational institutions recognized throughout the education community. The NIAAA will have access to Technical Assistance, Peer Review and Support, Research Based Educational Products and Services and a Worldwide Research Network.

17 14 Finally, accreditation requires the NIAAA to conduct an on-going self-study including data gathering from stakeholders and analysis by leadership to assure continuous improvement of the association and its programs. The NIAAA will become a better association as a result of the accreditation status granted by NCA CASI. National Athletic Directors Conference/NIAAA Annual Meetings 2015 National Athletic Directors Conference and the NIAAA Annual Meetings at the Marriott World Center Hotel and Conference Center in Orlando, Florida December View a preliminary 2015 conference schedule Click here to view and download the 2015 conference registration book (Available in September) Click here to book a hotel room at the Marriott World Center (Available in July) Click HERE to view and download the 2015 conference exhibitor prospectus Past Conference Presentations Download workshop presentations from previous NADC/NIAAA conferences. DATE CITY/STATE PRESENTATIONS 2014 National Harbor, MD Visit Site 2013 Anaheim, CA Visit Site 2012 San Antonio, TX Visit Site Future Conference Sites and Dates DATE CITY/STATE LOCATION Dec 12 15, 2015 Orlando, FL Marriott World Center Dec 10 13, 2016 Nashville, TN Gaylord Opryland Hotel Dec 9 12, 2017 Phoenix, AZ Convention Center Hyatt Regency Phoenix Hotel Sheraton Phoenix Downtown Hotel Dec 15-18, 2018 San Antonio, TX Marriott Hotels Henry B. Gonzalez

18 15 DATE CITY/STATE LOCATION Convention Center Dec 14 17, 2019 National Harbor, MD Gaylord National Hotel Dec 12 15, 2020 Tampa, FL Convention Center Marriott & Embassy Suites Hotels History of the NIAAA Organizational History of the NIAAA Prior to the formation of the National Interscholastic Athletic Administrators Association attempts were made by a number of athletic administrators in the field to organize a national association. One 1962 inquiry through the National Education Association proved unsuccessful, and a second during the 1969 AAHPER national convention created the National Council of Secondary School Athletic Directors. NCSSAD eventually became a sub-division of NASPE and under the auspices of the American Association of Health, Physical Education, Recreation and Dance (AAPHERD). In St. Louis, Missouri, on February, 1971, the NFHS sponsored its initial National Conference for High School Directors of Athletics, with 300 in attendance and no intention to organize athletic administrators. While the NCSSAD secured memberships and appointed leadership the NFHS national conference continued to grow in attendance and services. At the NFHS Athletic Directors Advisory Committee in February of 1976, a formal discussion regarding formation of a national organization was brought forth. The NFHS considered state athletic director associations to be sufficient representation, however entertained the grass roots communications concerned with a void of representation, and sometimes even misrepresentation of athletics and administrators at the national level. At the December, 1976 San Diego national conference a meeting was scheduled for attending athletic administrators to discuss a formal request for NFHS assistance in forming a national organization of high school athletic administrators. Subsequently the Executive Committee of the NFHS approved formation of a national athletic administrators association and made available $5,000 without reimbursement. (In 2007 the NIAAA returned $5,000 to the NFHS Foundation as a gift for the original $5,000 provided to form the NIAAA). A 1977 organizational meeting was held in Elgin, Illinois, and a Constitution Committee was formed with assistant director of the NFHS, Tom Frederick, serving as a liaison. This committee acted as the executive board until the election of officers at the first held national conference annual meeting. Significant decisions of the Constitution Committee included: 1) establishing the name National Interscholastic Athletic Administrators Association, 2) designating the annual national conference as the official time and place for the NIAAA s Annual Meeting, 3) designated the quarterly magazine, Interscholastic Athletic Administration (IAA) as the official publication of the NIAAA, 4) adoption of the official NIAAA logo, 5) drafting of the association s tentative Constitution and By-Laws, 6) selection of a slate of candidates for the first election, 7) solicitation of membership into the NIAAA through mailing of membership invitation brochures to each high school athletic director in the nation, and 8) designing of the first-year operational plan. These items were approved at the first Annual Meeting held at the national conference on December 14, 1977, in Omaha, Nebraska. In addition, the NIAAA Awards and Publications Committees were begun, and dues

19 16 were set at $15 per member. First year membership was 952 charter members. In 1982 the NIAAA became a 501c3 association as designated by the IRS. As an affiliate of the NFHS the NIAAA office moved from Elgin, Illinois in May, 1979 to Kansas City, Missouri; and again in February, 2000, when the NFHS relocated in Indianapolis, Indiana. In July, 1989, Frank Kovaleski succeeded Frederick as the NFHS liaison to the NIAAA and for over 15 years was a key figure in developing the foundations of the NIAAA. Key programs for the NIAAA began in 1988 with Certification, followed by the Leadership Training Program offering the initial course in Kovaleski became the National Director in 2003, and an employee of NIAAA. Upon Frank s retirement, Bruce Whitehead was named to the position as first NIAAA Executive Director in January, Also in 2005 the NIAAA assumed responsibility for all organizational functions separate from the NFHS while continuing to partner in future endeavors. This same year Mike Blackburn became the first NIAAA Associate Executive Director. In 2007 the NIAAA established its own offices at 9100 Keystone Crossing, Suite 650 in Indianapolis marks the 38 th year since the NIAAA established itself as a professional organization for those who lead education based athletic programs in our nation s schools. This anniversary finds the NIAAA with 8980 members, a budget of over $ 1.8 million, North Central Association accreditation, a curriculum of 37 courses via the Leadership Training Institute, a registered certification program offering 5 different certifications, and most importantly, supported by leaders in the field, volunteers nationwide, and those who desire to grow and develop as a professional each day. NIAAA Certification Program ABOUT THE PROGRAM The NIAAA Certification Program is a voluntary professional service to athletic administrators and is based on the premises of continuing education, professional growth and program development in the vocation of interscholastic athletic administration. It recognizes and incorporates the professional development opportunities provided by the Leadership Training Institute. The attainment of professional certification demonstrates the completion of a comprehensive plan for self-improvement that will enhance the ability of the athletic administrator to better serve the school, community and profession. The NIAAA became a member of the National Certification Commission in October 1995 in an effort to stay abreast of information pertinent to the Certification Program on a national scope. On October 26, 2001, the NIAAA Certification Program was granted full registration by the National Certification Commission recognizing the NIAAA Certification Program as one meeting the commissions rigid standards of excellence. CERTIFICATION OBJECTIVES The NIAAA certification program objectives are: To promote the professional standards, practices and ethics of athletic administration To encourage administrator self-assessment by offering guidelines for achievement To improve administrator performance by encouraging participation in a continuing program of professional growth and development To identify levels of educational training essential for effective athletic administration To foster professional contributions to the field To maximize the benefits received by the school community from the leadership provided by certified athletic administrators

20 17 CERTIFICATION BENEFITS Develops a sense of personal and professional satisfaction Demonstrates a commitment to excellence in the profession Provides growth of professional knowledge and expertise Enhances the perception of the profession Increases the potential for employment opportunities or incentives Participation in a nationally registered certification program INTERESTED IN BECOMING NIAAA CERTIFIED? Learn about NIAAA Certification Requirements for each level. Learn about the certification process and download an application form. Download the exam study guide and view a list of certification test sites. NIAAA Certification Process The Certification Process STEP 1 Complete a program application found on the NIAAA Forms page under the Resources home page tab of the website or by clicking here. Complete the one page form and return by mail or (cvanparis@niaaa.org) at the NIAAA office. For CAA applicants only: The NIAAA office must be in receipt of the application 30 days prior to the date applicant desires to take the exam. After the application has been processed, you will receive electronically a packet of additional information including the Personal Data Form (PDF) which must be completed and returned to Professional Development Manager. CAA applicants will also receive an examination study guide and sample exam questions. STEP 2 Complete the Personal Data Form (PDF) which provides a systemic method of documenting your educational background and professional experiences. The fully completed PDF is then submitted with copies of required LTI course completion certificates and appropriate processing fee (See Below) to the NIAAA office. CAA APPLICANTS ONLY: The completed PDF form and copies of LTI course completion certificates must reach the NIAAA office 21 calendar days prior to the date applicant desires to take the exam. Starting December 2011 Photo ID is required to sit for CAA Exam. PROCESSING FEES NIAAA MEMBER NON-MEMBER Registered Athletic Administrator $75.00 $ Registered Middle School Athletic Administrator $ $ Certified Athletic Administrator $ $235.00

21 18 PROCESSING FEES NIAAA MEMBER NON-MEMBER Provisional Certified Athletic Administrator $50.00 $ Certified Master Athletic Administrator $ $ STEP 3 The certification committee will review your PDF to confirm attainment of the minimum number of required points/criteria. The CAA candidate/applicant will be notified of their qualifying status to sit for the written examination along with specifics of the examination location, date and time. Please note Photo ID is required to sit for CAA Exam. The CAA applicant s final step is to correctly answer at least 75 of 100 multiple-choice questions covering a broad spectrum of topics relevant to secondary school athletic administration. STEP 4 The committee will award certification after a candidate has met all criteria for that level of certification. The office will notify each candidate by letter of his or her individual status. Unsuccessful applicants for the CAA may retake the test without charge. Unsuccessful CAA and CMAA applicants may appeal the decision. Each appeal will be reviewed on its own merits. It should also be understood that an appeal does not guarantee a waiver of the prerequisites or a reversal of the original decision. Use of the RAA, RMSAA, CAA, and CMAA Designation As a certified athletic administrator, an individual may use the designations of RAA, RMSAA, CAA or CMAA, whichever is applicable, on his or her business cards and all forms of correspondence. Certification is for individuals only. The certification is not to be used to imply that an association, school or school district is certified. Certification Requirements for each Level Certification Requirements REGISTERED ATHLETIC ADMINISTRATOR (RAA) Bachelor s Degree or higher from an accredited institution Approval of Personal Data Form (PDF) Click here to view sample RAA Personal Data Form Completion of LTC 501 & LTC 502 Obtain the verifying signature of a sponsor (athletic administrator, principal, superintendent, state athletic/activities association staff) Read the NIAAA Code of Ethical and Professional Standards REGISTERED MIDDLE SCHOOL ATHLETIC ADMINISTRATOR (RMSAA) Bachelor s Degree or higher from an accredited institution Approval of Personal Data Form (PDF) Click here to view sample RMSAA Personal Data Form Completion of LTC 501, LTC 502, LTC 504, LTC 700 & LTC 701 Employed by (or retired from) a school, school district or state high school athletic/activities association in such capacity that the administration of interscholastic athletics is (was) among job responsibilities Obtain the verifying signature of a sponsor (athletic administrator, principal, superintendent, state athletic/activities association staff)

22 19 Read the NIAAA Code of Ethical and Professional Standards PROVISIONAL CERTIFIED ATHLETIC ADMINISTRATOR CERTIFICATE Bachelor s Degree, or higher, from an accredited institution Less than two (2) years of experience as an athletic administrator Must have completed LTC 501, LTC 502, LTC 504 and LTC 506 Approval of a Provisional CAA Application Click here to download Application Read the NIAAA Code of Ethical and Professional Standards CERTIFIED ATHLETIC ADMINISTRATOR (CAA) Bachelor s Degree, or higher, from an accredited institution Approval of Personal Data Form (PDF) Click here to view sample CAA Personal Data Form Two (2) or more years of experience as an athletic administrator Employed by (or retired from) a school, school district or state high school athletic/activities association in such capacity that the administration of interscholastic athletics is (was) among job responsibilities Completion of LTC 501, LTC 502, LTC 504 and LTC 506 Successful completion of the CAA examination Read the NIAAA Code of Ethical and Professional Standards CERTIFIED MASTER ATHLETIC ADMINISTRATOR (CMAA) Attained CAA designation Approval of Personal Data Form (PDF) Click here to view sample CMAA Personal Data Form Submission of supporting documentation Completion of LTC 501, LTC 502, LTC 504, LTC 506 and LTC 508 Completion of minimum of six (6) LTC electives, three (3) each from 600 level and 700 level Courses Employed so that administration of interscholastic athletics is/was one s primary responsibility All requirements and points earned since CAA designation Complete a practical written exercise Optional program implementation Read the NIAAA Code of Ethical and Professional Standards NIAAA Certification Test Sites NIAAA has many test sites and dates throughout the U.S. View the Events Calendar for a complete schedule. CMAA Project Information Listed below is information that will guide you in the completion of a successful CMAA project. PROJECT CATEGORIES INCLUDE: Assessment Budget/Fundraising Citizenship/Sportsmanship Community Service

23 20 Leadership Legal Issues Management Mentoring Other Technology TO VIEW CMAA PROJECT FORMATS SELECT HERE SAMPLE PROJECTS: Below are sample projects that include all elements required for CMAA certification. Please refer to CMAA format (see above) for complete format instructions. Budget and Fundraiser CMAA Project Sample Leadership CMAA Project Sample Assessment CMAA Project Sample History of Certification Program History of the NIAAA Certification Program Thomas Frederick, former associate executive director of the National Federation, conceived the concept of a voluntary certification program in In 1986 the NIAAA requested the Professional Development Committee to identify members for an Ad Hoc Committee to develop a certification program. The NIAAA Certified Athletic Administrator (CAA) Program was implemented during the school year. The first CAA exam was given on December 11, 1988 to 102 athletic administrators during the National Conference of High School Directors of Athletics held in Las Vegas, Nevada. Ninety-seven athletic administrators successfully completed the program. Since the inception of the program, approximately 2000 athletic administrators have received the CAA distinction. The trend by national associations, societies and professions to offer voluntary certification programs to their members was one of the primary reasons for the development of the certification program for athletic administrators. Some of these certification programs have more stringent requirements than others, but all promise at least one thing: increased recognition of the recipient s high professional standards and commitment to the profession. The examination was intended to be the culmination of the certification process. In order to qualify for the examination, an individual had to make an application and complete a Personal Data Form (PDF). From the development of the certification program, the NIAAA subsequently added the Certification Committee to the list of NIAAA standing committees. The original certification process is unchanged. Access to the certification process has been made easier through the use of alternate sites for the examination. Previously, the examination was given only at the National Conference or during the summer NIAAA Board Meeting. The CAA program may well be one of the most exciting and challenging projects undertaken by the NIAAA. It certainly has helped to further recognize and even to elevate the status of the professional interscholastic athletic administrator. The NIAAA joined the National Certification Commission in October 1995 in an effort to stay abreast of information pertinent to the CAA program on a national scope.

24 21 The NIAAA Board of Directors in 1999 approved two additional levels of certification in order to meet the wide range of opportunities for athletic administrators. The NIAAA will offer a Registered Athletic Administrator (RAA), Certified Athletic Administrator (CAA) and Certified Master Athletic Administrator (CMAA) beginning in the spring of On October 26, 2001, Richard Jaffeson, Executive Director of the National Certification Commission informed Frank Kovaleski, then National Director of the NIAAA that the NCC had granted full registration to the NIAAA Certification Program. In 2011, the NIAAA Board of Directors added the Registered Middle School Athletic Administrators (RMSAA) designation and approved the Provisional Certified Athletic Certificate. Reprinted with permission of NIAAA; Bruce Whitehead, Executive Director and Mike Blackburn, Associate Executive Director

25 22 NFHS National Federation OF State High School Association Who We Are Us Since 1920, The National Federation of State High School Associations has led the development of education-based interscholastic sports and activities that help students succeed in their lives. We set directions for the future by building awareness and support, improving the participation experience, establishing consistent standards and rules for competition, and helping those who oversee high school sports and activities. The NFHS, from its offices in Indianapolis, Indiana, serves its 50 member state high school athletic/activity associations, plus the District of Columbia. The NFHS publishes playing rules in 16 sports for boys and girls competition and administers fine arts programs in speech, theater, debate and music. It provides a variety of program initiatives that reach the 18,500 high schools and over 11 million students involved in athletic and activity programs. Mission Statement Mission Statement The National Federation of State High School Associations serves its members, related professional organizations and students by providing leadership for the administration of education-based interscholastic activities, which support academic achievement, good citizenship and equitable opportunities. We Believe The NFHS is the recognized national authority on interscholastic activity programs. Interscholastic activity programs enrich each student's educational experience. Participation in education-based activity programs promotes student academic achievement. Student participation in interscholastic activity programs is a privilege. Interscholastic participation develops good citizenship and healthy lifestyles. Interscholastic activity programs foster involvement of a diverse population. Interscholastic activity programs promote positive school/community relations. The NFHS is the pre-eminent authority on competition rules for interscholastic activity programs. National competition rules promote fair play and minimize risks for student participants. Cooperation among state associations advances their individual and collective well-being. Properly trained administrators/coaches/directors promote the educational mission of the interscholastic experience. Properly trained officials/judges enhance interscholastic competition.

26 23 Memberships Coaches Information Coaches Officials Music Directors & Adjudicators Speech, Debate & Theatre Directors & Judges Web Only NFHS Coaches Association membership is not limited to high school coaches. It can also apply to youth or recreational leagues and college coaching, but the sport must be recognized for high school participation by the state high school association. The individual membership year period is one calendar year from the date the application and payment are entered online or is received in the NFHS office. One annual payment covers all eligible sports. Mission Statement: The mission of the NFHS Coaches Association is to enhance the professional development of all high school sports coaches in order to improve interscholastic athletics in America. Insurance Coverage: Excess General Liability; Additional Umbrella coverage for coaches who have earned the Accredited Interscholastic Coach (AIC) credential. Excess Accident Medical and Dental Accidental Death and Dismemberment Coaches Insurance Coverage Summary Spirit Coaches Please Note: The insurance coverage will be extended to NFHS spirit coaches only while participating in activities sponsored and approved by the school which employs or contacts with the NFHS spirit Coaches. No coverage will be afforded to the NFHS Spirit Coaches for outside competitions, all-star events or activities that are not recognized by the participating school. Individual Participation $35.00 You can join online or print an application Note: Mail or fax payment along with the printed application Join Renew School/Group Participation $35.00 per coach Schools/Groups can join by printing and submitting the Coaches Group Application. This will allow one contact person to submit one payment for all coaches and receive a roster renewal notice listing all coaches about to expire. Group Application F

27 24 ROLE OF THE ATHLETIC DIRECTOR The high school athletic director plays a number of roles which include the following: 1. A counselor 2. An administrator 3. A public relations director 4. A legal manager 5. An event manager 6. A Human Resource director 7. An assessor/evaluator 8. A master communicator 9. A finance director 10. A marketing director 11. A visionary 12. A scheduling coordinator 13. A transportation director 14. A facility manager 15. An equipment manager 16. A mediator 17. An operations manager 18. A supervisor 19. A representative of the school 20. A mentor SAMPLE DESCRIPTION OF YOUR ROLE DUTIES AND RESPONSIBLITIES OF THE HIGH SCHOOL ATHLETIC COORDINATOR IN THE NEW HANOVER COUNTY SCHOOL SYSTEM The Principal of each senior high school in the New Hanover County School System is responsible for all activities of the school, including athletics. It is the responsibility of the County Athletic Director to make final decisions in all matters pertaining to athletic activities. The following athletic policies will not lessen responsibilities but will delegate areas of responsibility to the Athletic Coordinator and to the members of the athletic staff. The Athletic Coordinator represents the school administration in the matters pertaining to the athletics and may need to vote at the meetings of local, conference, and state levels. When representing the school, the Athletic Coordinator s vote should represent the thinking of the majority of the athletic staff if possible. By working and planning together with the administration, director, and athletic staff, we can continue to have one of the outstanding athletic programs in North Carolina. The Role of the High School Athletic Coordinator: 1. To coordinate the coaching staff and the overall athletic program. 2. To submit to the County Athletic Director the anticipated needs of the athletic program in each sport, and to see that each coach has the requested and approved equipment by time specified. 3. The coordinator of the expenditures of funds set up in the budget so that each sport will remain within the designated limits. 4. To manage and direct all the home athletic events. 5. To make arrangements for all athletic events away from home. 6. To coordinate the expenditures of all athletic funds. No staff member shall purchase any item without prior approval of the Athletic Coordinator.

28 25 7. To pay all athletic debts, registrations, memberships, booking fees and game expenses to proper persons at proper time. 8. To coordinate all athletic scheduling, send schedules to proper sources, and to approve athletic publicity for the school; and also changes of any athletic rescheduling. 9. To request and maintain a file of athletic reports such as inventories, financial records, eligibility list, team rosters, evaluations, correspondence, records and blue prints of facilities, and to supply the principal with the same request. 10. To coordinate the preparation of copies of the State Eligibility Forms for each sport to meet any deadlines. These forms to be completed by the person appointed by the principal such as persons connected to the Guidance or Records Departments. Approved forms should be on file with the Athletic Coordinator. 11. To approve purchases and orders for equipment and supplies, large request orders to be approved by the County Athletic Director. 12. To coordinate the preparations, maintenance, and improvements of all areas used in the athletic practice and contest. To work closely and with the System s Maintenance Department cooperatively. 13. To coordinate all areas of athletic concessions. 14. To assist the County Athletic Director with: a. Coaching changes (recommendations) b. Interviews for hiring new personnel c. Individual coaching concerns (recommendations) 15. To see that all staff members perform their duties in such a manner that it will be a credit to the Athletic Department. 16. To act as a faculty consultant to outside organizations, such as Booster s Club, P.T.A., and other groups on matters pertaining to athletics. 17. To work cooperatively with the Community Schools Coordinator through the use of facilities. This includes stadium, gymnasium, fields, tracks and courts; to see that the facilities are taken care of and cleaned and supervised. BE A GOOD PUBLIC RELATIONS REPRESENTATIVE! 18. To work closely with the schools custodial staff. 19. To coordinate school sponsored athletic banquet or banquets, and coordinate the awards program for athletics. 20. To act, decide, and handle matters in such a way that will improve, strengthen, enlarge, and foster the Department of Athletics at each school. KEEP THE PRINCIPAL INFORMED! and COMMUNICATE DAILY 21. To attend as many of the school s approximately 150 scheduled athletic events as possible. Reprinted with the permission of NCADA; Bobby Guthrie, NCADA Chair for the Mentoring Program

29 TITLE: ATHLETIC DIRECTOR [Sample Job Description Wake County Schools (NC)] QUALIFICATIONS: 1. Certification as a teacher by the state education agency. 2. Employment as a teacher by the Wake County Board of Education. 3. Previous experience as coach is desirable 4. Knowledge of overall operation of an athletic program 5. Ability and willingness to administer a program with fellow teachers and students 6. Such other alternatives to the above qualifications as the board may accept for a particular candidate REPORTS TO: School Principal JOB GOAL: To assist the Board in the fair and just discharge of its obligation to students and staff through performance of the Athletic Director s role over-and-beyond the duties of a classroom teacher. PERFORMANCE RESPONSIBILITIES: 1. Responsible to and work under the direction of the High School Principal and the overall athletic program. 2. Responsible for administrating all interscholastic policies and procedures working within the confines of the Rules and By-Laws of the North Carolina High School Athletic Association. 3. Observe coaches sufficiently in order to make future recommendations of job expectancies and job assignments to the School Principal. 4. Assist the Principal in evaluating all new candidates for original appointments. 5. Responsible for all recommending facility improvements to Principal consideration and referral. 6. Responsible for the development of all interscholastic game schedules (supported by a filed contract form) and approval schedule publication. 7. Responsible for contracting all game officials. 8. Interpret Board Policy to the extent necessary to provide guidance for the school and coaches under his jurisdiction. 9. Resolve conflicts that may develop within the Athletic Department. 10. Discover ways for appropriately supporting and financing the athletic program. 11. Submit a year-end financial report to the Principal annually. 12. Arrange for transportation, lodging, and meals for all interscholastic events, when required. 13. Receive and evaluate equipment quotations and approve appropriate orders from authorized coaches. 14. Attend all home athletic contests and/or arrange for proper supervision of home athletic contests by administrative personnel. 15. Responsible with the Principal, after consulting the Head Coach, for the cancellation or postponement of contests because of non-playing conditions. 16. Supervise all radio broadcasts, as well as public address system operation at the various games. 17. Maintain a permanent file of players, medical examinations, insurance forms, records, parent consent forms, payment, etc. 18. Maintain permanent records for each sport, such as wins and losses, outstanding records, Letter persons, etc. 19. Maintain a file of all athletic suspensions and expulsions from teams in regard to giving each athlete Due Process. 20. Responsible for determining scholastic eligibility of all candidates for athletic teams on semester basis and for certifying their eligibility on the proper state forms. 21. Coordinate with the Principal and coaches request to attend coaching clinics. 22. Work in conjunction with the principal in developing the yearly budget for the athletic program, as requested by the head coaches. 23. Work with the Principal, cheerleading advisors, and coaches involved in scheduling all athletic assemblies and pep rallies. 26

30 Coordinate the use of all athletic facilities in the school with the Principal by groups outside the school. 25. Responsible for game management at all home interscholastic contests and, when admission is charged, is responsible for the safekeeping and deposit of gate receipts. 26. Provide for the cleaning, repairing, and storing of all athletic equipment and maintaining a perpetual inventory of all equipment. 27. Establish procedures for the control of the training room. 28. Arrange for medical doctors at all home varsity football games and larger athletic events. 29. Supervise the physical equipment and schedule facilities for all interscholastic athletic contests. 30. Plan, organize, and supervise all athletic awards programs with the Booster Club, with the approval of the Principal. 31. Promote publicity for all interscholastic sports, such as sports brochures, press, and radio for all schools and shall assist the Booster Club in the organization of the game programs. 32. Coordinate with the Principal the repair and maintenance of varsity athletic field, track, baseball field, and gymnasiums, including physical education facilities. 33. Manage athletic facilities and control their use by band, football team, track squad, etc. Hire or make necessary arrangements to provide ushers, parking, security and other services required by the athletic operation. 34. Assume responsibility for assignment of keys to athletic facilities and gymnasiums, including physical education facilities. 35. Represent the school in all athletic business at Conference, State, and National meetings. 36. Design a reasonable and equitable program for the utilization of the concession stands. 37. Responsible for scheduling physical examinations in accordance with the requirements of the North Carolina High School Athletic Association. 38. Responsible for the operation and organization of the press boxes. 39. Attend and serve as school liaison at all Athletic Booster Club meetings. 40. Liaises between the coaches and the Athletic Booster Club. 41. Responsible for the sales of any athletic supplies and jackets to qualified athletes through the athletic office. 42. Maintain an active program that promotes sportsmanship and welcomes the competing teams and guests. 43. Responsible for the annual review of the Athletic Policy and Staff Handbook. 44. Constantly evaluate the program, always seeking ways of improving interscholastic athletics. 45. Perform other duties as assigned by the school principal in keeping with the Wake county Board of Education Policy and North Carolina Administrative Code and Statutes. Reprinted with the permission of NCADA; Bobby Guthrie, NCADA Chair for the Mentoring Program

31 28 Fourteen Duties or Obligations of Coaches and Athletic Administrators 1. Duty to plan. 2. Duty to supervise. 3. Duty to assess readiness for practice and competition. 4. Duty to maintain safe playing conditions. 5. Duty to provide proper equipment. 6. Duty to instruct properly. 7. Duty to match athletes. 8. Duty to condition properly. 9. Duty to warn. 10. Duty to insure athletes are cover by injury insurance. 11. Duty to provide emergency care. 12. Duty to develop and Emergency Response Plan. 13. Duty to provide proper transportation. 14. Duty to select, train, and supervise coaches. Reprinted with the permission of NCADA; Bobby Guthrie, NCADA Chair for the Mentoring Program. Identified in NIAAA s LTC course 504 Legal Issues and Strategies

32 29 OBJECTIVES OF THE ATHLETIC PROGRAM The purpose of the athletic program is: 1. To improve the image of school athletics 2. To strive always for playing excellence that will produce successful teams 3. To ensure growth and development that will raise the number of individual participants; that will give impetus to increasing attendance at each contest; that will build gate receipts; and will enable a program of continuing upkeep and improvement of facilities 4. To improve opportunities that will allow the program to serve as a laboratory where students may cope with problems and cope with situations similar to those encountered under conditions prevailing n the contemporary world. The laboratory should provide adequate and natural opportunities for: a. physical, mental and emotional growth and development b. acquisition and development of special skills in activities of each student s choice c. team play with the development of such commitments as loyalty, cooperation, fair play, and other desirable social traits d. directed leadership and supervision that stresses self-discipline, self-motivation, Excellence, and the ideals of good sportsmanship that make for winning and losing graciously e. a focus of interests on activity programs for student body, faculty, and the school community that will generate a feeling of unity f. achievement of initial goals as set by the school in general and the student as an individual g. provisions for the worthy use of leisure time in later life, either as a participant or spectator h. participation by most skilled that will enable these individuals to ascertain possibilities for future vocational pursuits. Reprinted with the permission of NCADA; Bobby Guthrie, NCADA Chair for the Mentoring Program

33 30 TEN WAYS TO RIDE A BUCKING BRONCO 1. Analyze the total program (at the beginning). 2. Make no major changes the first year. 3. Work closely with your principal. 4. Meet regularly with coaches and staff (Be supportive.) 5. Evaluate all programs, coaches and staff. 6. Attend as many contests both home and away as possible. Become visible. 7. Get to know as many athletes as possible. 8. Take notes regularly, identifying problems. 9. Let people know you care about them through notes, phone calls and personal contacts. 10. Look up an old-timer and listen. If you re fair with everyone, and if you care, really care, about the athletes, you ll be successful FROM ARTICLE IN SCHOLASTIC COACH, APRIL 1991; So You re a New Athletic Director by David M. Edwards [1991 Athletic Director, Highland High School, Anderson, IN]

34 31 THE FIRST YEAR ATHLETIC ADMINISTRATOR: LEARNING TO PRIORITIZE By Keith Morioka, CMAA, Hana High School, Hana, Hawaii and Nancy Giebel, Ed.D., CMAA, Glenbrook South High School, Glenview, Illinois I. Determine Roles and Responsibilities at Each Level: School/building, league/conference, state association, NFHS/NIAAA, etc. [Evaluate the importance of each level and tasks within levels] Prioritize according to importance II. In Initial Year A. All school/building responsibilities should have highest priority B. All league/conference responsibilities should have second priority C. All state association responsibilities should be next on the priority list unless designated as a responsibility by the league/conference. III.General Responsibilities for Building/School/Program A. Plan, coordinate, organize and administer the athletic program B. Develop and administer the school athletic budget and operating expenditure plan C. Maintain inventory of supplies and equipment D. Ensure the athletic program complies with, or work toward complying with Title IX, Section 504, and other applicable federal and state laws and regulations, and Department of Education policies and regulations E. Become knowledgeable in tort liability and legal issues surrounding athletics F. Orient all coaches regarding their role and responsibilities through regularly scheduled coaches meeting distributing current athletic policy hand book and sport rules, etc. G. Inform parents and athletes of the requirements for participation in the athletic program, as well as their roles and responsibilities through a pre-season parent meeting. Topics such as training rules, eligibility standards, NCAA requirements, etc., should be discussed. IV. Personnel: Understanding and implementation of evaluation process V. Budget and Financial Process: Developing, implementing, maintaining records VI.Tournament Management: Publicity, finances, officials, security, facilities, etc. VII. Other Duties Assigned by the Principal: Administrative meetings, leadership conference, code of conduct meetings, etc. VIII. League/Conference Duties and Responsibilities A. Committee assignments: Sport specific liaison, sportsmanship summits, etc. B. State Tournament assignments C. State association duties and responsibilities. Be aware and knowledgeable of all state association policies and procedures [Attend all state association meetings/conferences [Attend leadership retreats, sportsmanship summits, LTC course offerings] IX. Read carefully the NIAAA s Athletic Administration: A Comprehensive Guide: Includes information for coaches handbooks, sample letters, forms, etc. X. Utilize NIAAA membership A. Attend NIAAA conferences when possible B. Application and completion of RAA, CAA, CMAA C. Enroll in Leadership Training classes: i.e., LTC 501, LTC, 504, and LTC 502 XI. Become knowledgeable about issues such as: A. League/conference handbooks, financial policies and procedures, risk management guidelines, Title IX and gender equity B. Section 504, and other applicable federal and state laws and regulations, and Department of Education policies and regulations

35 32 XII. Consider prioritizing your family and health A. Do not neglect your family, but also remind them of your duties as an athletic director. B. Spend quality time with your family when your duties do not allow you to spend much time with them. C. Do not neglect your health. You will not be able to function at the level that is required of you if you are not healthy. D. Delegate some responsibilities to your assistants or coaches. XIII. Making the Job Easier: A. Develop a good relationship with your principal/administrative team. B. Keep a good line of communication with your principal/administrative team. C. Keep your principal/administrative team informed of any problems, or potential problems, as well as activities that he/she should be aware of. D. Maintain a good relationship with your clerical staff. Most importantly, be organized, then prioritizing will not be a problem. REPRINTED FROM NCADA MENTORING PROGRAM HANDBOOK WITH PERMISSION FROM NCADA; BOBBY GUTHRIE, NCADA MENTORING PROGRAM CHAIR ARTICLE WAS ORIGINALLY PRINTED IN THE SUMMER 2002 INTERSCHOLASTIC ATHLETIC ADMINISTRATION MAGAZINE, Nuts and Bolts Section

36 33 Professional Development Leadership Training Courses developed by the National Interscholastic Athletic Administrators Association (NIAAA) are offered at the South Carolina Spring Conference for Athletics in March in Charleston, SC. These courses are also offered through webinars by the NIAAA and at the NIAAA Conference in December of each year. A number of colleges and universities use these courses in conjunction with other requirements to earn a Masters Degree in Athletic Administration. Leadership Training Courses are specifically designed to address issues that high school and middle school athletic directors must deal with in their programs. Courses are updated every five years to insure the most current information and best practices. NIAAA offers different levels of Certification which can be earned by completing these courses. SCAAA encourages all athletic directors and coaches who hope to become athletic directors to take some of these courses and achieve suitable levels of Certification. As the leader of all athletic programs in your school, it is imperative that you are aware of legal liabilities, issues and concerns that can arise. LTC courses cover such topics as dealing with difficult parents; curb appeal of facilities, legal issues, synthetic turf and many more. For detailed information, go to and click on Programs. Leadership Training Course Descriptions NOTE: All courses are 4 hours seat time. Foundation Courses LTC 501 ATHLETIC ADMINISTRATION: PHILOSOPHY, LEADERSHIP ORGANIZATIONS AND PROFESSIONAL DEVELOPMENT The flagship course of Leadership Training serves as an overview for interscholastic athletic administration. This course introduces the philosophy of educational athletics then focuses on the roles of the NIAAA, the NFHS, the State Athletic/Activity Associations, and the State Athletic Administrator s Associations. The course also previews the NIAAA Leadership Training Institute and Certification Program. It is a prerequisite for all levels of certification and includes study materials for the CAA Certification Examination. Enrollees who will derive greatest benefit: Athletic administrators seeking to learn more about educational athletics, national organizations, and those interested in pursuing the certification process. This course is a recommended prerequisite to all other LTI courses. Required for: RMSAA, RAA, CAA and CMAA Certification LTC 502 ATHLETIC ADMINISTRATION: PRINCIPLES, STRATEGIES AND METHODS This course takes a basic approach to the fundamentals and methods of athletic administration and alerts and educates athletic administrators regarding potential problems and possible solutions in areas such as budgets, transportation, and scheduling and parent/student/coach conflicts. The course also touches upon sample athletic/activity program philosophies, department organizational charts, activity procedures/checklist, public relations, coaching applications/assessments and emergency plans. Enrollees who will derive greatest benefit: Inexperienced athletic administrators seeking to define and improve their operational procedures. Required for: RMSAA, RAA, CAA and CMAA Certification

37 34 LTC 504 ATHLETIC ADMINISTRATION: LEGAL ISSUES I (RISK MANAGEMENT) This course has in-depth coverage of all aspects of liability for sports injuries and risk management, including the duties imposed on athletic administrators, coaches, athletic trainers, and other athletic personnel, documentation requirements for an effective risk management program, and development of a strategic plan for risk management in the context of an interscholastic athletic program. Enrollees who will derive greatest benefit: Administrators seeking information concerning Constitutional law and the need of exposure to causes for negligence and to legal Standards of Care. Required for: RMSAA, CAA and CMAA Certification LTC 506 ATHLETIC ADMINISTRATION: LEGAL ISSUES II (TITLE IX, SEXUAL HARASSMENT) This course has in-depth coverage of compliance issues regarding Title IX and gender equity in an interscholastic athletic program, including the methodology for a school to perform a Title IX self-audit, and in-depth coverage of the issues and strategies related to the development of an effective policy for the prevention of sexual harassment in an interscholastic athletic program. Enrollees who will derive greatest benefit: Administrators seeking strategies for minimizing legal challenges in each topic area. Required for: CAA (January 1, 2011) and CMAA Certification LTC 508 ATHLETIC ADMINISTRATION: LEGAL ISSUES III (HAZING, ADA, EMPLOYMENT LAW) This course has in-depth coverage of the issues and strategies related to the development of an effective policy for prevention of hazing in an interscholastic athletic program, coverage of the constitutional and statutory issues affecting athletic programs, including the impact of disabilities legislation on school athletics, and coverage of employment law concerns affecting athletic programs, including contract law, equal pay and FLSA issues. Enrollees who will derive greatest benefit: Administrators seeking information concerning Hazing and Employment law and the need of exposure to causes for negligence and to legal Standards of Care. Required for: CMAA Certification (January 1, 2011) LTC 511 ATHLETIC ADMINISTRATION: CONCEPTS AND STRATEGIES FOR INTERSCHOLASTIC BUDGETING AND FINANCE USING EXCEL SPREADSHEETS This course of study provides an overview of accepted management practices and strategies. Included are budget models, timelines, documentation practices and suggested strategies for long range planning. A major component of this course will be desktop budget management using Excel Spreadsheets. It is highly recommended that attendees bring a laptop computer with at least Windows 2003, including Excel. Enrollees who will derive the greatest benefit: Administrators desiring to incorporate Microsoft Excel and computer programs into budget management practices. Operations and Management Courses LTC 608 ATHLETIC ADMINISTRATION: MANAGEMENT STRATEGIES AND ORGANIZATION TECHNIQUES This course is designed to inform athletic administrators how to more effectively organize and manage their time, apply time management principles, be more productive and have balance to life. Instruction will focus on 12 key components and strategies, including proven techniques and tips to teach participants how to: Set Goals and Priorities, Plan for Results, Organize for Success, Process Paperwork, Delegate Effectively, Eliminate Time Wasters, Enhance Decision-Making, Make Meetings Productive, Conquer Procrastination, Utilize Technology, Communicate Effectively and Reduce Stress. Enrollees who will derive greatest benefit: Administrators who are not familiar with the pressures and intensity of athletics administration and who could benefit from orientation to time as an administrative resource.

38 35 LTC 611 ATHLETIC ADMINISTRATION: CONCEPTS AND STRATEGIES FOR INTERSCHOLASTIC MARKETING, PROMOTIONS AND SUPPLEMENTAL FUND-RAISING This course will provide the athletic administrator with strategies and ideas to successfully promote and market the school s interscholastic programs and to enhance the success of supplemental fund-raising efforts. Promotional activities designed to create interest in, increase enthusiasm for, and enhance the image of, a school s interscholastic activities program are described. Models of supplemental fund-raising are summarized, including a focused segment on working successfully with booster clubs and safeguarding of funds that have been raised. The potential for raising funds through grants and outreach efforts for major gifts are introduced. Detailed information related to corporate sponsorship is provided. Appendices include sample materials that may be utilized for grant and corporate sponsorship applications, marketing plans, and booster clubs, as well as fund-raising resources. Enrollees who will derive greatest benefit: Administrators seeking strategies to promote and market their school s interscholastic program, work successfully with booster clubs, increase the success of fund-raising initiatives, and initiate or broaden financial gain from grants and/or corporate sponsorships/donations. LTC 612 ATHLETIC ADMINISTRATION: TECHNOLOGY I BASIC COMPUTER APPLICATION This course is an excellent resource and a useful tool in the everyday responsibilities of the athletic administrator when making presentations to community groups, booster clubs, boards of education, etc. Attendees will receive basic instruction and procedures in Word and PowerPoint. The hands-on course offers the athletic administrator an opportunity to actively create Word documents and PowerPoint presentations during the presentation of the course. Attendees will receive a resource disk to watch training sessions as many times as they want while they practice in Word and PowerPoint. For maximum benefit, it is highly recommended that attendees bring a laptop computer with at least Windows 2003, including PowerPoint, to the class. Enrollees who will derive greatest benefit: Administrators seeking basic computer Word and PowerPoint skills for everyday office operations and presentations. LTC 613 ATHLETIC ADMINISTRATION: TECHNOLOGY II ADVANCED COMPUTER APPLICATION SKILLS This course is designed for those individuals who would like to use some advanced features in Word, applications, EXCEL and PowerPoint to improve the quality and presentation of materials. Additional areas covered in the overview are mail merge using Microsoft Word, and creating charts in Microsoft Excel. The course is an extension of LTC 612, and each lesson requires the student to interact with the software in the process of developing presentations and daily administrative reports. Attendees will receive a resource disk to watch training sessions as many times as they want while they practice in Excel, Outlook and PowerPoint. For maximum benefit, it is highly recommended that attendees bring a laptop computer with at least Windows 2003, including PowerPoint and Excel, to the class. Enrollees who will derive greatest benefit: Administrators seeking advanced computer skills for advanced office operations and presentations. LTC 614 ATHLETIC ADMINISTRATION: TECHNOLOGY III ENHANCING PUBLIC PRESENTATIONS This course is designed for those who would like to learn to use some of the advanced features of PowerPoint such as action buttons, master slide design, narration, sound and video insertions. Participants will also learn to use Photo Story 3 as a means of creating video stories and converting PowerPoint to video. Innovative methods of presentation and steps to better presentations, as well as public speaking, are included in the course. The hands-on course offers the athletic administrator opportunities to actively take part in the presentation of the course. For maximum benefit, it is highly recommended that attendees bring a laptop computer with at least Windows 2000, including PowerPoint and Photo Story 3, to this class. Enrollees who will derive greatest benefit: Administrators seeking to improve their speaking and presentation skills as well as those who wish to improve their ability to use technology to enhance public presentations.

39 36 LTC 615 ATHLETIC ADMINISTRATION: ATHLETIC FIELD MANAGEMENT This course provides athletic administrators with a practical, cost-effective and scientific approach to turf management. Upon completion, administrators will have developed skills and knowledge required to maintain, safe, resilient and attractive fields. The course will help athletic administrators develop long range, operational and assessment plans and a documentation process for outdoor playing surfaces. Enrollees who will derive greatest benefit: Administrators desiring strategies for management and enhancement of existing playing fields or to resolve a persistent turf problem LTC 616 ATHLETIC ADMINISTRATION: MANAGEMENT OF INDOOR PHYSICAL PLANT ASSETS This course will consider spectator facilities, special use gymnasia, natatoriums, laundry rooms and locker rooms and the various systems that support them. Mechanical system checklists for use in regular inspections and maintenance programming will be provided. In addition, considerations and issues related to construction and remodeling programs will be discussed. Enrollees who will derive greatest benefit: Administrators seeking guidance concerning management, maintenance and construction or remodeling of sport facilities and methods to enhance customer satisfaction and safety LTC 617 ATHLETIC ADMINISTRATION: ADMINISTRATION OF INTERSCHOLASTIC SPORTS MEDICINE PROGRAMS This course will examine the role of the athletic director and other school administrators in supporting and developing the interscholastic sports medicine program within a school or district. In this regard, topic coverage will include: (1) philosophy of sports medicine services; (2) roles and responsibilities of the Certified Athletic Trainer (A.T.C.); (3) roles of other members of the sports medicine team; (4) the high school sports medicine center specifications and equipment; (5) helping parents, athletes and the general public understand the role of athletic trainers; (6) legal issues and risk management strategies; and (7) contemporary administrative issues and response strategies. A series of appendices will also be developed to provide athletic directors and athletic trainers with helpful information. These appendices include: (1) physical plant floor plans and photographs; (2) contract format for employment of off-duty emergency response personnel for emergency care; (3) samples of multipurpose student athlete information card; (4) sample site-specific emergency response plan; (5) a descriptive sports medicine handbook for coaches and parents; (6) position proposal guide for Certified Athletic Trainers in secondary school athletics programs; (7) public presentation power point slides and bullet point lecture to develop for a sports medicine program; and (8) references and resources. Enrollees who will derive greatest benefit: Administrators seeking methods to better support sports medicine programs in high school programs. LTC 618 ATHLETIC ADMINISTRATION: MANAGEMENT OF INTERSCHOLASTIC ATHLETIC PLAYER EQUIPMENT This course will make use of principles, strategies and best practices for fitting, adjusting, managing, reconditioning and maintaining athletic apparel, footwear and protective equipment. All methods and techniques discussed will be drawn from American Equipment Managers Association standards and practices. Enrollees who will derive greatest benefit: Administrators who are inexperienced with techniques and methods for maintenance of competitive player equipment LTC 619 ATHLETIC ADMINISTRATION: THE POWER OF CURB APPEAL The power of curb appeal is highlighted in this course. Visitors to a school often form an opinion of the school and community based on first impressions of the appearance of the facilities. This course discusses the power of curb appeal and how communication can enhance curb appeal. Strategies and methods are provided for maintaining structures and facilities as well as a comprehensive and thorough study of Best Turf Field Maintenance Practices as well as Best Operational Management Practices. Enrollees who will derive greatest benefit: Administrators seeking techniques and methods to enhance public confidence in the administrator s ability to maintain athletic facilities and to project a positive image to the community.

40 37 LTI 620 ATHLETIC ADMINISTRATION: CONCUSSION ASSESSMENT AND MANAGEMENT AND THE PROPER FITTING OF ATHLETIC PROTECTIVE EQUIPMENT This course examines the role of the athletic director and other school administrators in supporting the use of the three principle P s the principles of concussion awareness and management, proper fitting of protective equipment; proper preparation of athletes for participation. Part I consist of principles of concussion awareness and management; Part II: proper fitting of all protective athletic equipment; Part III: preparation for participation: This also includes a description of the PPE (pre participation evaluation form) and neurological testing. LTC 621 ATHLETIC ADMINISTRATION: SYNTHETIC FIELDS, DESIGN & CONSTRUCTION COMPONENTS This course will review the stages and procedures involved in defining the concept, ensuring a successful design and the selection of a qualified professional to construct a synthetic turf playing surfaces. Discussion will take place regarding specific language, selection criteria bidding strategies and a checklist of contract considerations. In addition, a review of requirements to ensure professional project management, necessary steps to maintain quality assurance and best practices for care and maintenance. Enrollees who will derive greatest benefit: Athletic administrators who are considering the installation of a synthetic turf field. LTC 622 ATHLETIC ADMINISTRATION: FIELD SAFETY: SPORTS FIELDS Field safety is a modern day concern, from sports specific performance to player concussions. This comprehensive field safety course provides an in-depth education regarding the best practices, methods, testing equipment utilized and documentation required to ensure a sports field is maintained in its optimum performance and in an effort to maximize player safety. The course specifically addresses both natural grass and synthetic turf playing surfaces, how to measure the performance and the associated remediate strategies when necessary. Participants will be armed with detailed information on how to conduct a field assessment, measure Gmax and create a risk mitigation program. The course incorporates documentation to promote field safety, equipment, use of natural turf chemicals, game day procedures, heat, cold, lifecycle planning, document retention, including a discussion on enhanced reporting systems. Included in the course is a written exam. Upon the successful completion of the LTI 622 course the participant will be eligible to sign up for a practical exam outside the in-class requirement to demonstrate proficiency in the utilization of the various testing requirements. This optional opportunity for the participant is a hands-on certification process administered by Turf Industry, Inc. The participant will demonstrate their capability to professionally utilize the appropriate testing devices to inspect sports field safety for both natural grass and synthetic turf sports fields. Specifically, the participant will be certified in the use of both the 2.25 KG Clegg Hammer and Triax- A Missile for Gmax Shock Attenuation measurements. The exercise may require a participant to travel to a sight where the practical exam is being administered. LTC 625 ATHLETIC ADMINISTRATION: MANAGEMENT OF GAME AND EVENT ANNOUNCING This course is designed to assist the athletic administrator in understanding his/her role in managing the public address program for athletic contests. Topics include the role of the athletic administrator and announcer, announcing guidelines for addressing emergency situations, security situations, and unsportsmanlike situations, pre-game, during contest and post-game announcements; halftimes; preparing student announcers and understanding sound systems. Attendees will receive announcing guidelines endorsed by the NIAAA, NAIA and the NJCAA. A CD addresses key issues regarding public address announcing and demonstrates proper and improper announcements. Enrollees who will derive greatest benefit: Administrators interested in using contest announcement techniques to project a positive image, to assist in maintaining high standards of sportsmanship and spectator safety.

41 38 LTC 627 ATHLETIC ADMINISTRATION: ADMINISTRATION OF INTERSCHOLASTIC SPORTS STRENGTH & CONDITIONING PROGRAM This course will examine the role of the athletic director and other school administrators in supporting and developing the interscholastic strength & conditioning program within a school or district. In this regard, topic coverage will include: (1) philosophy of strength & conditioning for ages 12-18; (2) function of strength & conditioning in rehabilitation of injury; (3) roles and responsibilities of coaches and athletic administrators; (4) the interscholastic weight room specifications and equipment; (5) financial issues and strategies; (6) helping parents, athletes and the general public understand the role strength and conditioning; (7) legal issues and risk management strategies; (8) certification of strength & conditioning personnel; (9) performance enhancing substances in interscholastic strength & conditioning; and (10) contemporary administrative issues and response strategies. Enrollees who will derive greatest benefit: Administrators seeking methods to better support strength & conditioning programs in middle and high school programs. LTC 630 ATHLETIC ADMINISTRATION: INTERSCHOLASTIC CONTEST MANAGEMENT PLANNING, PREPARATION AND METHODS This course examines the historic foundations and precedents for contest management as an extension of educationally sound sports programs. Planning methods for contest management are examined including selection of supervisory personnel, suggested need assessment tools, and checklists for the development of supervision plans and policies. In addition, an overview of methods is suggested for creation of an educationally sound competition environment among players, coaches, students and other spectators. Course appendices provide assessment tools and examples of contemporary management practices. These tools are also contained on an attached compact disc for local reproduction, discussions and planning. Enrollees who will derive the greatest benefit: Administrators seeking to increase knowledge of event planning methods in order to develop policies, enhance safety and provide assessment surrounding contest management. LTC 631 Athletic Administration: Emergency Management of Interscholastic Athletic Events [Preliminary Course Outline December 2015] This course will provide an overview of how to mitigate/prevent, prepare for and manage emergencies during interscholastic athletic events. The course will highlight venue and event safety, security and emergency management issues. The course will provide guidelines for creating an emergency team, assessing the venue for risks and needs, developing and implementing emergency management plans, and debriefing after an incident. Event management when things go wrong Learning Objectives: Communicate the importance of developing emergency management plans for athletic events Learn the basics of the Incident Command System, how the emergency team is organized, and how to build a collaborative team Understand the components of a risk assessment for athletic events and the facility; Prioritize the results of the risk assessment to guide the planning process; Develop comprehensive emergency plans to handle incidents that could likely occur during the athletic events Leadership Courses LTC 700 ATHLETIC ADMINISTRATION: ADMINISTRATION OF MIDDLE SCHOOL ATHLETIC PROGRAMS This course provides insights and strategies for the leadership of developmentally sound educationally compatible middle level school athletic programs. Middle school philosophy is discussed along with the relationship it has to the psychological and physical development of the middle school child. This course also focuses on concerns and/or challenges raised about the value of middle school sports programs in today s educational setting. Enrollees who will derive greatest benefit: Athletic Administrators and coaches with limited perspective of the role of middle school sports and the developmental needs of the middle school students.

42 39 LTC 701 ATHLETIC ADMINISTRATION: ADMINISTRATION AND APPLICATION OF MIDDLE SCHOOL ATHLETIC PROGRAMS This course provides strategies for the development of middle school athletic programs and concentrates on the role of the middle school coach and coaching principles. Middle level athletics is an essential part of the total educational process and an excellent opportunity for the home, school and community to work together in order to provide a positive educational experience for middle level children. Enrollees who will derive greatest benefit: Administrators seeking to develop student leadership and school citizenship programs as well as implementing leadership strategies among coaches. LTC 703 ATHLETIC ADMINISTRATION: STUDENT CENTERED EDUCATIONAL ATHLETICS PERFORMANCE BEYOND THE X S AND O S This student centered program will provide learning experiences for student athletes beyond the X s and O s. This course will support a value based curriculum that will demonstrate model behaviors and qualities that students should emulate both in and out of the athletic arena. Teachable moments beyond the classroom center court, centerfield or center ice provide the opportunity to promote and maximize the achievement of these educational goals and life skills. This course will provide the necessary strategies, methods and resources to implement this initiative within your own school. LTC 705 ATHLETIC ADMINISTRATION: COACH CENTERED EDUCATIONAL ATHLETICS A CHARACTER BASED COACH TO COACH MENTORING PROGRAM Character based coach to coach mentoring programs utilize the talents, strengths and qualities of the entire team of coaches to maximize the potential of the coaching staff. Mentoring is an attitude, a relationship and an investment which provides coaches the opportunity to support and nurture each other professionally, personally and ethically. This course will highlight mentoring models that demonstrate key behaviors to implement when establishing an effective mentoring program. It will also provide athletic administrators strategies and methods to develop and enhance successful coach to coach mentoring programs. LTC 707 ATHLETIC ADMINISTRATION: ASSESSMENT OF INTERSCHOLASTIC ATHLETIC PROGRAMS AND PERSONNEL This course examines a philosophical rationale and a variety of methods that may be used to assess athletic programs and personnel. The goals of this program are to improve the performance of athletic coaches and other athletic department personnel, improvement of program operations and improvement of satisfaction among players, parents and employees. A central theme is to encourage assessment of needs, interests and opinions that can enhance goal-setting and planning priorities. The course examines a philosophical rationale for assessment of high school sport programs, discusses basic statistical concepts, focuses on Affective Assessment, describes various Personnel Assessment methods and concepts, and details various Program Assessment techniques. LTC 709 ATHLETIC ADMINISTRATION: COMMUNICATIONS, METHODS AND APPLICATIONS FOR ATHLETIC ADMINISTRATORS This course examines relevant strategies and principles that can be used to enhance the skills of athletic administrators in communications. This course is focused on Communications concepts. Materials and strategies for the enhancement for communication skills are provided. Appendices provide relevant materials that support text materials and principles.

43 40 LTC 710-A ATHLETIC ADMINISTRATION: CURRENT ISSUES IN AMERICAN SPORTS (Dealing with Parents, Athletic Director Burnout, Ethics & Media Relations, Retaining Coaches, and Technology). A panel of secondary level athletic administrators and outside experts will lead small-group discussions of important issues and effective response strategies for 3 topics of contemporary issues selected to be presented will be examined by using a moderator to guide the discussion and cover certain aspects of the topic. Participants will have an opportunity to participate in the discussion. The instructional format of the course will consist of lecture, seminar discussion and audience interaction. Enrollees who will derive greatest benefit: Administrators seeking discussion of current issues and problem resolution strategies. LTC 710-B ATHLETIC ADMINISTRATION: CURRENT ISSUES IN AMERICAN SPORTS (Booster Clubs, Home Schooling, Hazing, Specialization, Performance Enhancing Substances, Equity Issues). A panel of secondary level athletic administrators and outside experts will lead small-group discussions of important issues and effective response strategies for 3 topics of contemporary issues selected to be presented will be examined by using a moderator to guide the discussion and cover certain aspects of the topic. Participants will have an opportunity to participate in the discussion. The instructional format of the course will consist of lecture, seminar discussion and audience interaction. Enrollees who will derive greatest benefit: Administrators seeking discussion of current issues and problem resolution strategies. LTC 714 ATHLETIC ADMINISTRATION: DEALING WITH CHALLENGING PERSONALITIES This course examines the causes of challenging or difficult personalities in society, with specific reference to interscholastic athletic programs. Basic management strategies include the use of emotional intelligence and transactional analysis considerations and methods. Specific protocols will be defined for dealing with individuals who must be right, must win, must be logical and must be accepted. In addition, techniques will be covered for preventing or responding to anger, sarcasm, denigration, complainers and backbiters and rigid-obstinate personalities. A model will also be discussed for creative interaction with parents who demand involvement in athletic department decision-making or who seek to influence the decisions of senior administrators. LTC 719 ATHLETIC ADMINISTRATION: LEADERSHIP, MANAGEMENT/SUPERVISION AND DECISION MAKING CONCEPTS, METHODS AND APPLICATIONS This course examines relevant strategies and principles that can be utilized to enhance the skills of the athletic administrator in the areas of leadership, management and decision-making. Learning begins with an introduction to the differences between leadership, management and supervision, and continues with an in-depth investigation of each. Through the analysis of specific leadership and management characteristics and techniques, students will be able to apply specific skills to improve their leadership effectiveness. Concepts and techniques of decision making strategies are discussed and demonstrated through various inclass exercises. Appendices provide relevant materials, instruments and assessment procedures that support text materials and principles. LTC 720 ATHLETIC ADMINISTRATION: COMMUNITY CENTERED EDUCATIONAL ATHLETICS A CHARACTER BASED APPROACH TO IDENTIFYING AND UNIFYING THE WHOLE TEAM Character based educational athletics can only truly succeed when the entire community School Board, Superintendent, Principal, Parents and Boosters support and embrace the values and views lived daily in the school setting by the student and strategies needed to implement these programs within the entire community athletes, coaches, athletic department and school faculty. Without question, teachable moments in athletics prepare students for life when the whole community supports and reinforces those life lessons. This course will empower the athletic administrator to motivate the entire community to walk the talk by creating strategies to use in your school community.

44 41 LTC 721 ATHLETIC ADMINISTRATIONS: POSITIVE SPORTING BEHAVIOR-FOR THE LOVE OF THE GAME In this course students will learn to implement appropriate strategies and techniques, designed to create a positive, productive learning environment, which will support a system that encourages character and self-discipline and sportsmanship. This class will provide opportunities for self-assessment and reflection in regards to prior performance. In addition students will participate in class discussions, and activities which will increase their knowledge and skills of the effective components of successful character, citizenship and sportsmanship to share with their students, coaches, parents and communities. LTC 723 ADMINISTRATION OF PROFESSIONAL GROWTH PROGRAMS FOR INTERSCHOLASTIC ATHLETIC PERSONNEL Since enactment of Title IX of the Education Amendment of 1972, the number of high school sports programs has increased geometrically. This pattern of growth has created an ever-increasing demand for trained coaches at all levels of high school and middle school competition. While the term trained may be defined variously, legal definitions, court cases and professional standards of care have clearly identified various competencies and performance expectations for coaches. In courts, these standards have placed increased responsibilities on athletic directors. First, is an obligation to carefully screen candidates for coaching positions during the hiring process. Second, is the responsibility to provide in-service training opportunities to ensure that all coaches are prepared for their work with children of variable skill and maturity levels. LTC 724 ATHLETIC ADMINISTRATION: STRESS MANAGEMENT METHODS, TECHNIQUES AND SYSTEMS The demands of high intensity daily work, evening and weekend supervision requirements, demanding public expectations, challenging interactions and limited resources place the athletic director in a stressful position. Needed are ways of intervening stress, managing its onset and using proven methods for reducing its impact. Stress will ALWAYS be present. Because of the individual nature of perception and preferred response, this course will provide an overview of individual methods (breathing control, muscle relaxation and mindfulness) along with systems drawn both from conventional Western medical practices and Eastern alternative or complementary medicine. In the latter area, an introduction to Yoga/Meditation, Tai Chi, Ai Chi, Acupuncture and Healing Touch will be used to complement the more traditional pain and stress management practices. LTC 790 ATHLETIC ADMINISTRATION: LEADERSHIP TRAINING INSTRUCTIONAL METHODS AND TECHNIQUES Since its inception, the integrity of the NIAAA LTI program has been maintained through the consistent and accurate delivery of course curricula. LTC 790 ensures the consistent and accurate delivery of all LTI courses by first providing instructors with an awareness of the expectations that are placed upon them as course instructors, and then by providing instructors with the appropriate instructional strategies, methods and techniques necessary to properly deliver the courses to students. Current LTI National Faculty Instructors guide potential LTI instructors through a series of exercises and interactions that demonstrate best practices for the successful teaching all LTI courses. To become an LTI instructor, individuals must complete LTC 501, LTC 790 and the course the individual will be instructing. Required for LTI instructors

45 42 LTC 799 ATHLETIC ADMINISTRATION: STANDARDS OF EXCELLENCE IN INTERSCHOLASTIC ATHLETIC PROGRAMS Leadership Training Course 799 has two purposes and potential benefits for high school athletics directors. For newly or recently appointed directors, the course provides an overview of 11 NIAAA Leadership Training Courses (LTCs) including key concepts, strategies and best practices. Whether working to improve a program or looking for long-range planning guidance, this overview of 11 NIAAA course components can be of value. At the close of each of the nine chapters contained in the course manual, other LTCs are cited wherein an athletic director can derive more detailed information on a particular topic addressed within each 799 chapter. For more experienced directors, the same planning and guidance benefits can be derived. However, an additional benefit and incentive can be realized by seeking NIAAA Recognition of Program Excellence as an exemplary athletic program. For this purpose, the course provides an assessment instrument that describes in detail important components of an educationally sound interscholastic athletic program. Required for QPA application. Leadership. LTC course descriptions reprinted with permission from NIAAA; Bruce Whitehead, Executive Director and Mike Blackburn, Associate Executive Director

46 43 Professional Development Leadership Training Courses developed by the National Interscholastic Athletic Administrators Association (NIAAA) are offered at a Winter Week-end at the Beach, held in January at North Myrtle Beach High School. From Friday evening through Sunday at lunch, attendees will be able to take four LTC courses, including requirements for RAA, CAA and CMAA certifications. Reasonable hotel rooms and discounts on courses make this an excellent time for athletic administrators to enhance their knowledge and a great opportunity to bring your family for a winter beach vacation. The CAA exam will be given at the Spring Conference for Athletics in March. These courses are also offered through webinars by the NIAAA and at the NIAAA Conference in December of each year. A number of colleges and universities use these courses in conjunction with other requirements to earn a Masters Degree in Athletic Administration. Leadership Training Courses are specifically designed to address issues that high school and middle school athletic directors must deal with in their programs. Courses are updated every five years to insure the most current information and best practices. NIAAA offers different levels of Certification which can be earned by completing these courses. SCAAA encourages all athletic directors and coaches who hope to become athletic directors to take some of these courses and achieve suitable levels of Certification. As the leader of all athletic programs in your school, it is imperative that you are aware of legal liabilities, issues and concerns that can arise. LTC courses cover such topics as dealing with difficult parents, curb appeal of facilities, legal issues, synthetic turf and many more. For detailed information, go to and click on Programs. COURSES

47 44 NFHS Coach Education Promo Script The National Federation of State High School Associations is the national leadership organization for interscholastic sports and activities. The NFHS is proud to bring you the best in coach education. Online courses have been designed to assist interscholastic teacher-coaches to learn and teach the skills of his/her sport and create the conditions necessary for students to become better athletes. As professionals at the interscholastic level, we put the student first and the athlete second, so the athletic experience becomes a vehicle to promote learning. The goals of the program are: To provide quality online courses that satisfy member state association coaching requirements To provide ongoing professional development for coaches and; To provide a national credential for coaches through the NFHS National Coach Certification Program Why do coaches need education - not only initial education before they have contact with students, but ongoing education throughout their coaching career? To minimize the risk for the students who participate

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51 48 LEARNING CENTER 2l Courses National Leader in Interscholastic Education 51 Member State Associations Over 19,000 High Schools Over 11 million Students 2,845,418 Courses Delivered and Counting AACCA Spirit Safety Certification Sport Specific Course Coach $75 2,845,415 Courses Delivered Captains Course Elective Course Student Free! Coaching Baseball Sport Specific Course Coach $50\ Coaching Basketball Sport Specific Course Coach $50 Coaching Boys Lacrosse Sport Specific Course Coach $65 Coaching Cheer and Dance Sport Specific Course Coach $50 Coaching Field Hockey Sport Specific Course Coach $75 Coaching Football Sport Specific Course Coach $50 Coaching Girls Lacrosse Sport Specific Course Coach $65 Coaching Golf Sport Specific Course Coach $50

52 49 Coaching Pole Vault Elective Course Coach Free! Coaching Soccer Sport Specific Course Coach $50 Coaching Softball Sport Specific Course Coach $50 Coaching Swimming Sport Specific Course Coach $50 Coaching Track and Field Sport Specific Course Coach $75 Coaching Unified Sports Elective Course Coach Administrator Free! Coaching Volleyball Sport Specific Course Coach $75 Coaching Wrestling Sport Specific Course Coach $50 Concussion in Sports Elective Course Student Coach Parent Administrator Official Free Creating a Safe & Respectful Environment Elective Course Student Coach Parent Administrator Free! Engaging Effectively With Parents Elective Course Coach Administrator Free! First Aid, Health & Safety For Coaches NFHS Core Course Student Coach Parent Paid Fundamentals of Coaching NFHS Core Course Coach Administrator Paid Heat Illness Prevention Elective Course Student Coach Parent AdministratorOfficial Free! High School Heads Up Football Elective Course Student Parent $25 Interscholastic Officiating Elective Course Official Free!

53 50 Learning Pro: Homework Helper Elective Course Student Coach Parent Administrator Free! Learning Pro: Reading & Learning Strategies Elective Course Student Coach Parent Administrator Free! Learning Pro: Research Skills Elective Course Student Coach Parent Administrator Free! Learning Pro: Testing Tips Elective Course Student Coach Parent Administrator Free! Middle School Sports Elective Course Coach Administrator $20 NCAA Eligibility Elective Course Student Coach Parent Administrator Official Free! Positive Sport Parenting Elective Course Student Parent Free! Sportsmanship Elective Course Student Coach Parent AdministratorOfficial Free! Sports Nutrition Elective Course Student Coach Parent AdministratorOfficialFree Strength and Conditioning Elective Course Coach $50 Sudden Cardiac Arrest Elective Course Student Coach Parent Administrator Free! Teaching & Modeling Behavior Elective Course Coach $20 Teaching Sports Skills Sport Specific Course Coach $50 o

54 51 MONTHLY CHECKLISTS Checklists are reminders of things to be done. A running list should be kept of routine duties and they should be organized initially by month to serve as a reminder and to provide a foundation of evaluation of the athletic program. The lists provided are general and can be modified to meet your school/athletic program s needs. They can be consulted at the beginning of each month and broken down by week or daily jobs. The can also be delegated to various employees in your athletic department. These checklists should be reviewed and monitored. They should be modified to meet the changes in your department/position/school. It is helpful if the athletic director sits down each month and reviews the checklists with his/her secretary and any other assistants. These lists are meant to serve as a guide to getting you started in organizing your program. Be open to suggestions and change, you never know where they might come from.

55 52 JULY CHECKLIST Check for delivery of ordered supplies for fall sports teams. All coaches hired for fall sports. Calendar dates entered on master calendar. A. Athletic schedules B. Banquet dates C. District dates D. Guidance testing dates E. Performing Arts (plays, concerts, etc.) F. Other activities (fundraisers, dances, PTA meetings, etc) Administrative supplies ordered A. Lime B. Field marking paint C. Athletic tape/medical supplies D. Towels E. Laundry Soap F. Team room locks G. Coaching clothing/gear H. Tickets I. VCR tapes/dvd discs Football program ads checks Schedule picture day for program pictures Organize athletic booster for beginning of school projects. Team room locks updated. Send coaches summer letter. Send PIAA directory information. Repair field equipment A. Tractors. B. Marking stencils C. Paint machine D. Lime machine E. FB coach check FB equipment F. Teams watering systems FB/soccer/field hockey, etc Update forms and duplicate A. End of season reports B. Budget Requests C. Banquet information D. Emergency care cards Send fall schedules to printer Send football contracts. Send copy of comp tickets to all schools. Arrange outside building safety inspection. Prepare building use report. Order faculty comp passes. Review printing needs for upcoming school year. Prepare work orders/field preparations for school year. Update coaches handbook. Update faculty handbook activities/athletics section Review keys/distribution to coaches. AUGUST CHECKLIST Review July checklists for any carry-over items. Field marking requirements review specifications A. Secure lining personnel B. Prepare lining schedule C. Football game field D. Field hockey practice/game field E. Cross country course/safety check

56 Send coaches association membership forms. Football stadium pre-season check (complete in ample time before first game.) A. Check fence lines/submit appropriate work forms B. Mow field, adjacent area, weed whack fence lines C. Scoreboard working properly D. Stadium lights working properly/bulb replacement if necessary E. Benches in place/painted/repaired F. Goal posts/level G. Reserved seats painted H. Senior class spirit section painted. I. P.A. System operational J. Bleacher boards inspected/repaired as necessary (NOTE: Check bleachers prior to each game.) K. Concession/restroom buildings operational Review fall transportation schedule Prepare/submit school year transportation budget Check athletic schedules A. Enter additional contests B. Send to opposing schools along with directions to facilities C. Sent to printer D. Send to newspaper E. Send to officials associations Scrimmages enters/confirmed on calendar with teams and officials Conduct fall coaches meetings A. Emphasize sportsmanship B. Lettering requirements C. Team leadership D. Coaches information card E. Coaches address/telephone sheet F. Review state/district/local school policies. G. Heat/ conditioning Request police for home games/ dances School master calendar finalized A. School dances in September B. Back-to-school night C. Pep rallies D. parents meetings for individual sports E. Administrative coverage assignments Ticket personnel organized Activity calendar/handbook prepared for printer Coordinate fall booster activities Football game administration A. Brief game manager B. Chain crew personnel C. Timer D. Announcer E. Game security personnel F. Ticket personnel G. Field equipment: yard markers, pylons, goal post pads, down markers, chains. Pre-sale tickets distributed Field hockey field preparation A. Bleachers/benches relocated B. goals set up Football program sent to printer Concession items ordered Complete list and distribute faculty complimentary passes Review regional comp ticket policy with faculty Order regional passes Order state administrative passes Send visiting varsity FB teams information sheet Send officials association pre-game information sheet-times, dressing are, map, etc. Send athletic trainers emergency information to visiting trainers Comp tickets mailed to regional schools

57 Conduct financial seminar with all sponsors/coaches. Secure sports information director for reporting of scores. Sent football rosters for opponents printing needs Send fall sports rosters to opponents Update security information Prepare weight room coverage schedule/security/safety. Organize stadium clean up after FB games Ensure fall practice/scrimmages occur in accordance with PIAA calendar Contact fire/rescue to confirm EMT coverage for FB games Organize student leadership conference Organize fall sports picture day. Update building use calendar Coordinate custodial coverage for Saturday practices/events New coaches orientation Submit sanctions for tournaments Prepare fall game cancellation check list. Review band practice schedule/field use. Review district/regional/state timeline Prepare activity information sheet for freshman orientation Remind cheerleader sponsor of cheerleading meeting. Organize freshman cheerleading tryouts. Check religious holiday schedule. SEPTEMBER CHECKLIST Check and update sports schedules Review and confirm: A. Bus schedules B. Schedules to printer, opponents, newspapers, officials C. Eligibility D. Scrimmages E. Officials F. Ticket collection Advertise any winter coaching vacancies Eligibility sent to state associations and opposing schools. Start preparation of fall banquet. Review trophy/plaque order for school year. Review additional fund raising requests. Contact local groups that present school awards. Distribute bus schedules to coaches/sponsors. Submit team rosters for FB insurance before first game. Organize snack bar and soda machines Coordinate booster activities Prepare winter tournament formats Prepare winter recreation gym use schedule Submit school enrollment numbers Request student schedules. Complete approve student activity/club forms Meet with information processor to coordinate grade monitoring procedures. Submit administrative leave requests for coaches. Submit administrative leave requests for district/state meetings. Organize fall sports assembly. Prepare building use monthly report. Assign administrative coverage for school events. Review club constitutions. Join professional organizations. A. NIAAA B. PSADA C. Local groups OCTOBER CHECKLIST

58 Update winter schedules. Book scrimmages for winter sports. Prepare bus schedules for winter sports Organize and conduct winter coaches meetings. Prepare winter gym practice schedule Organize winter weekend custodial schedule Finalize winter holiday tournaments Mail fall banquet letters Check monogram delivery A. certificates B. sport insignias Attend state legislative meetings Submit building use report Attend district/regional meetings Remind winter coaches of PIAA rules interpretation meetings attendance Arrange travel/accommodations for stat culminating events. Coordinate homecoming activities Prepare winter game cancellation check list Review district/regional and PIAA timeline for fall sports. Request police for basketball, wrestling and dances Review Halloween security precautions Prepare fall tournament entry forms for team advancement Organize winter cheerleading tryouts Monitor 1 st quarter interims. Assign administrative coverage for school events. NOVEMBER CHECKLIST Check and revise winter sports schedules Confirm: A. bus schedule B. Scrimmages C. Officials D. Ticket collection schedule Organize winter pep rally File administrative leave request for national convention. Winter holiday tournament preparation A. Tournament program B. Volunteer help schedule C. Hospitality arrangements Winter concessions organized and ordered. Fall banquet completed Look rooms and locks reassigned Distribute end-of-season reports Obtain next year s budge request from fall sports. Prepare and submit format for winter and spring tournament hosted. Update coaches address/phone list Prepare next financial year ledger for budget information Rosters sent to opponents Review basketball/wrestling game management procedures A. clock operator B. scorekeeper C. Facility set-up D. Name board preparation E. Pep bands F. Stringer Custodian briefing for winter cleaning Building use report Recondition FB equipment Review religious holiday calendar for scheduling

59 Critique district fall sports/non-sports tournaments Secure sports information (Stringer) for winter sports Conduct evaluations of fall coaches Send winter schedules to newspapers, opponents, officials Submit reimbursement for state culminating events. Prepare winter cancellation list. Assign administrative coverage for activities Attend district/regional meetings Remind wrestling coach of nutrition/weight loss clinic Review police/fire and EMT requests for winter Expedite payment of fall officials to financial services. Monitor 1 st quarter grades. DECEMBER CHECKLIST Confirm: A. Schedules B. Officials C. Gym usage for teams and outside groups D. Bus schedule Prepare for national convention Finalize details for winter tournaments Coordinate booster activities Administer winter tournaments Building use report Prepare holiday security schedule Review snow removal schedule with custodians Attend district/regional meeting Approve all regional winter sports/non-sports budgets. Review inclement weather policies with coaches Secure and store fall field equipment Assign administrative coverage for events Arrange for winter sports pictures Submit mileage/meal reimbursement Monitor 2 nd quarter interims. JANUARY CHECKLIST Advertise spring coaching vacancies Confirm: A. Schedules B. Officials C. Bus schedules especially post season D. Gym use for athletics E. Gym use for outside groups Finalize winter personal requirements for district/regional tournaments hosted Prepare winter mailing for awards banquet Prepare format for spring district tournaments to be hosted Place order for fall sports equipment, etc for next year Make room reservations for state association convention Submit building use report. Mid-year review of district, regional, local activity calendars/handbooks Assign administrative coverage for events Monitor/review 2 nd quarter grades for eligibility

60 57 FEBRUARY CHECKLIST Confirm bus schedules Finalize spring schedules Conduct coaches meeting for sporting sorts Mail winter banquet letters Administer culminating tournaments Check awards for banquet: A. Monograms B. Insignia C. Certificates D. Banquet supplies E. trophies/plaques engraving Prepare bus schedule for spring sports Send sports schedules to officials, newspapers, and opponents Submit work orders for field preparations Organize game management for spring sports Coordinate field lining schedule Check working condition for paint machine, field liner Submit building use report Develop inclement weather indoor practice plan Arrange travel plans/accommodations for state culminating events Organize parents meetings for spring sports Submit request to recreational department for additional field usage. Conduct field safety check Send local golf pro letter outlining fall usage Distribute end-of-season paperwork to winter coaches Prepare winter tournament entry forms for team s advancement Review fire/police/emt request for spring sports Attend district/regional meetings Assign administrative coverage for school events. Advise basketball coaches to solicit summer league sponsors. MARCH CHECKLIST Confirm: A. Spring schedules B. Spring bus schedules C. Scrimmages D. Officials Coordinate booster activities Organize ticket collection/announcers/scorekeepers for baseball, softball, boys volleyball Finalize winter sports banquet Fields organized and set up for spring usage A. Tennis nets set up B. portable bleachers relocated C. water turned on to outside facilities Attend legislative meetings/ state basketball tournament Begin soliciting teams for next year s basketball tournaments Organize custodial staff for trash removal after spring contests. Submit building usage report Prepare and send spring sports rosters to opponents Submit reimbursement for state events Prepare spring event cancellation list Prepare custodian weekend supervision schedule Prepare spring breach security schedule Evaluation of winter head coaches Assign administrative coverage of events Monitor 3 rd quarter interims Prepare supply order for next year Secure stringer for spring sports Arrange for spring sports pictures

61 Start preparation of cheerleading tryouts Submit meal/mileage reimbursement Expedite payment of winter officials Attend state athletic directors conference APRIL CHECKLIST Confirm: A. Bus Schedule B, Spring schedules C. Ticket collection Finalize details for spring tournaments hosted Complete team selection for winter holiday tournaments Begin to prepare next year s athletic schedules Prepare master calendar for next school year Place orders for next year s winter sports Contact doctors and set date for physicals Review ticket prices/pass policies for next year Sprinkler system/hoses/checked for proper working order Submit building use report Assign administrative coverage for events Attend district/regional meetings Monitor 3 rd quarter final grades MAY CHECKLIST Confirm: A. Bus Schedules for tournaments B. officials Send confirmation letter for winter tournament participants Complete team schedules for next year Set deadline to have individual financial accounts stabilized Prepare mater calendar for next year and begin entering events Collect budget requests not submitted Complete and finalize ordering for winter sports Schedule end of year coaches meeting A. Final year evaluation of sports program B. Select male and female athlete of year C. Select special awards/recognition Close out concession inventory Hold spring athletic awards program Require coaches to submit inventory of equipment Begin preparing bus schedule for next year Prepare work orders for summer repairs/field maintenance Secure personnel to assist with physicals in June Make state culminating event arrangements Circulate statement of intentions for club sponsors/coaches Advertise all coaching vacancies Provide recognition for all support staff Present regional fall sports forms/budgets Submit reimbursement for state events. Prepare summer field watering schedule Organize graduation responsibilities Begin collecting fund raising requests for next year Monitor 4 th quarter interims Prepare spring tournament entry forms for team advancement Submit meal/mileage reimbursement Expedite payment of spring officials. Assign administrative coverage for events Submit building using report Attend district/regional meetings

62 59 JUNE CHECKLIST Close financial accounts Continue working master calendar Complete orders for next year A. Tickets B. Laundry soap C. Towels D. Field marking paint E. Training supplies F. Team orders G. First Aid supplies Submit field maintenance work Complete bus transportation forms Secure person for inside/outside message marquee assignments Monitor final grades of athletes for next year Solicit to research and complete scholar athlete certificates Coaches schedule meetings to determine fall sport team interest Travel to feeder junior high schools and talk about activities programs Offer physical exam for upcoming year. Submit reimbursement for state events Submit activities form/catastrophic insurance information. Approval of all regional fall sports budgets Evaluation of spring head coaches Place spring sports orders for next year. Coordinate booster club activities for next year Review summer sport camp procedures Distribute and collect state coaches applications Send handbook and directory request Order National Federation rule books for all sports. Verify summer recreation gym use/field use schedule Secure all towels/locks Review any special summer program requirements Retrieve all training room equipment from individual sports teams Meet with new student government officers to highlight responsibilities Attend district/regional meetings Submit end of year building use report MONTHLY CHECKLIST REPRINTED WITH PERMISSION FROM PSADA; BOB BUCKANAVAGE, EXECUTIVE DIRECTOR

63 Athletics: Game and Event Management This document has been prepared to provide a blueprint for successful game and event management. Brainstorm-Before and During an Event 1. What can be done? Teams, officials, facility, medical needs 2. What should be done? Facilities, transportation, support, security 3. What can be done? Promotion/marketing Key People You Will Need 1. Game Manager 2. Ticket takers and sellers 3. Event host/hostess-teams and officials 4. Officials 5. Security 6. Announcer 7. Concessions 8. Set-up and clean-up 9. Medical personnel-athletic trainer, doctor, other (dial EMT) Where to Find Key People 1. Faculty and staff 2. Retired Staff 3. Other school System Personnel Some Practical Suggestions 1. Have a back-up P.A. System and scoreboard 2. Have ample security coverage, know where they are located 3. Carry a cellular telephone, key people should carry two way radios 4. Carry a whistle 5. Make sure to shut off sprinklers 6. Never give out your keys 7. Provide maps 8. Have an evacuation/emergency plan 9. Have a good announcer 10. Put everything in writing Final Comments 1. All events are different in some way, prepare! 2. A successful event is measured by the level of enjoyment of the activity by all participants and attendees. 60

64 61 Game Management Checklist Sport Cross Country Football Softball Indoor Track and Field (NOT IN SC) Soccer (M & W) Tennis (M & W) Basketball (M & W) Swimming (M & W) Baseball Lacrosse (M & W) Golf (M & W) Outdoor Track (M & W) Volleyball Wrestling Competitive Cheer Cancellation Checklist Emergency Contact Information Athletic directors shall use a sign-in sheet to account for all paid game workers. The Sign-in sheet is to be kept on file in the athletic director s office for 5 years or until audited Game Management Checklist Fall Cross Country Dual, tri, or Quad Meet Game Manager Date Meet/Score Time PRE-MEET/COURSE SETUP Measure and mark course day before Paint Cones (20) Pole Hammer Rope PERSONNEL Referee Starter Clerk or Course Chute Inspectors Callers Course Inspectors Timers Marshal Scorer Trainer EQUIPMENT NEEDED Place numbers (1 boys set & 1 girls set) Numbers Pins Gun Shells Stop Watch (multiple timer with print out) Quick Score Cards Time Sheet Result Sheet Pencils Clipboards

65 62 Game Management Checklist Fall Football Game Manager F Game/Score JV/V Game/Score Date Time Time PRE-GAME/FIELD SET-UP *Field marked on Thursday (in case of rain, Friday and the field is not turf) Grass cut (if field is not turf) Yard line markers out Pads on goal post Water on for teams (water key needed) - quick connects, hose, etc. A Cover for track protection-plywood/ rubber tarp, etc. Cover drains and other hard surfaces Ticket booth set up (sign, lights, desk, and chair) Chain and lock all non-entrance gates Check visitors locker room (clean, paper, chalkboard, drinks) Check officials locker room Flag Stadium lights on, when needed PRESS BOX SET-UP Clean and empty trash PA system set up Scoreboard on - check board in press box, on and working (control board) Telephone, radios, phone # s of other press boxes, EMT Programs Roof door open for filming crews Restrict roof for filming coaches (Keep arm-chair QBs in bleachers ADMINISTRATIVE GAME DETAILS Meeting visiting team Meet Officials Administrative coverage/police security Cheerleader information Program distribution and collection for cheerleaders or boosters Reserved seats Parking attendants for buses, officials, administrators, or boosters Assist boosters Announcers packet PRE-GAME Band Practice (9:30am) Specialist on field (10:00am) Coin toss (11:05pm) Teams leave the field for band activity (10:10am) Teams back on field for introductions (10:25am) Starting line ups (10:26am) National Anthem (10:30am) HALF TIME Coordinate 20 minutes with band, cheerleaders, dance team, and other special events Teams and Officials to locker rooms

66 63 POST GAME Equipment secured Press box clean and locked Game field and team benches cleaned Tickets boxes secured in vault Stadium lights turned off Ticket Manager OFFICIALS F JV/V OTHER: Unsportsmanlike behavior- coaches, team spectator, etc. Game Management Checklist Spring Softball Game Manager Date Game/Score Time PRE-GAME SET-UP Grass cut Lines on field Corner Cones Cages/ pegs for cages Horn Clock Trash cans on field sidelines ADMINISTRATIVE Greet officials PERSONNEL Timer Scorekeeper (Coach s duty) Trainer - POST-GAME Trash removed Equipment secured OFFICIALS JV V OTHER: Unsportsmanlike behavior- coaches, team spectators, etc. Track and Field - Indoor Dual, Tri, or Quad Meet GAME MANAGER DATE MEET/SCORE TIME PERSONNEL Scorers (2) Announcer (1) order of events (PA system/radios) Trainer Hurdle setters & block setters Runners

67 64 TRACK EVENT OFFICIALS Clerk of course (1) Head timer or referee (1) Timers (7) Judges (3) Inspectors Starter FIELD EVENT OFFICIALS Shot put Event Judge (1) Helpers (2-3) Pole Vault Event Judge (1) Helpers (2) High Jump Event Judge (1) Helpers (2) Long Jump Event Judge (1) Helpers (2-3) Triple Jump Event Judge (1) Helpers (2-3) EQUIPMENT NEEDED Team score sheet (boys/girls) Track heat sheets Field sheets Starter gun 2 boxes of shells (50 Stop watches 8-10 Blocks 6-8 Clip boards (1 for each official with duties and rules listed) Pencils Whistles 2 Blocks Hurdles 60 Shot Put (Boys and Girls) + (1 100 Tape Measure Long Jump (1-2 Rakes) (1 100 Tape Measure) Triple Jump (1-2 Rakes) (1 100 Tape Measure) High jump Standards, Crossbar, Pads (1 50 Tape Measure) Pole Vault Standards, Crossbar, Pads 1 50 Tape Measure) OTHER Unsportsmanlike behavior coach, team spectators, Game Management Checklist Spring Soccer Game Manger Date JV Game/Score Time V Game/Score Time PRE-GAME SETUP Bathrooms clean/open (if applicable) Visiting team dressing room Trash cans on field sidelines ADMINISTRATIVE Scoreboard turn on press box microphone set up National Anthem set up Ticket boxes Flag up on pole Lines on field

68 65 Goals on field, corner flags in place Greet officials Field lights on, when needed PERSONNEL Scorekeeper/Clock operator Announcer Ticket seller Trainer Snack bar/booster Club PRE-GAME Warm up time minutes before game time 5 minutes before game time, equipment check with officials HALF-TIME Drinks for officials POST-GAME Remind coach to call in scores Goals moved and secured Trash removed Equipment secured Press box locked Stadium lights turned off Ticket box in vault OFFICIALS JV V OTHER Unsportsmanlike behavior coaches, team, spectators, Game Management Checklist Women Fall; Men -- Spring Tennis Match Manager: Match/Score: Date Time PRE-MATCH SETUP Arrival time, check with visiting team, AD, or coach Sweep or squeegee courts, if necessary Pick up trash, tennis can lids and small pebbles Check net heights, measure net at center straps (put center straps on and correctly adjust them) Post signs near entrance gates which state days and times of matches and practices Provide a water cooler with ice and water, cups towels Towels, ice, and water (if a player is injured or gets overheated) 9 cans of new balls/one for each varsity match (coordinate with coach) 1 hopper of practice balls Small table designated for headquarters BEFORE MATCH Welcome teams, give directions to restroom, locker room facilities Briefly highlight rules, such as, foot faults, line calls, and any local ground rules State areas where spectators may and may not be

69 66 Official score sheet on clipboard, update with changes and scores (Coaches should exchange line ups before match and notify each other of exchanges due to injury etc, before double matches begin) Introduce coaches Announce lineups and pair-up players #1-#6 Begin matches with a 1 minute warm-up with opponent for singles competition DURING MATCH Move around to all the courts for crowd control and to encourage good sportsmanship on and off the court Officiate or review tie break, if necessary POST MATCH Checks scores Put away equipment Call scores to newspapers OTHER: Unsportsmanlike behavior coaches, team spectators, etc. Game Management Checklist Winter Basketball Game Manager Date F Game/Score Time JV/V Game/Score Time PRE-GAME SET UP Bleachers out on both sides and side baskets up Dust floor and/or wet mop Clean lobby, lobby bathrooms, and drinking fountains Team dressing rooms prepared/board and chalk Entryway checked and opened All necessary doors closed and secured Scoring tables and banner Team chairs- 15 on each side Gym lobby- 2 tables, 2 chairs for ticket sales (barricade or folding table if necessary) ADMINISTRATIVE Set up scoreboard Set up PA Set up possession clock National Anthem (Tape or student performers assigned) Ticket boxes from Finance Officer Ticket signs Announcer information/schedule PERSONNEL Scorekeeper Announcer Ticket Sellers (Arrival Time ) Security/Police Administrative assignments Student helpers Booster club/concession stand Trainer

70 67 Greet visiting teams and show them to their team rooms Great officials give them key to their room HALF TIME Coordinate half time with cheerleading coach, dance team sponsor, and other performing groups Open team rooms Direct officials to nearby room Provide drinks for officials Notify both teams that there are only 3 minutes left DURING GAME: Monitor behavior of coaches, athletes, and spectators At designated time pick up ticket boxes form ticket sellers and secure AFTER GAME Coordinate clean up with custodians Put all equipment in storage room Turn off the PA system and scoreboard Walk the official s to their room and get their key OFFICIALS: F JV V OTHER: Unsportsmanlike behavior coaches, team spectators, etc Game Management Checklist Fall Swimming [and Diving] Game Manager Date Meet/Score Time PRE-MEET SETUP Host School contacts visitors to establish lanes Determine number of lanes used Determine placement of diving (if double meet occurs at a small pool, first meet should have last and second meet should have diving first to save time) Fill-in official time cards day before the meet Prepare official meet sheet the day before the meet SECURE OFFICIALS HOME TEAM (1 each) Referee Starter Stroke and Turn Judges Scorer/Diving Announcer Chief Timer Timers (12) Diving Judges (3) Assistant Diving Scorer

71 68 VISITING TEAM (1 each) Stroke and Turn Judges Scorer Diving Scorer Diving Judges (2) Timers (12) CHIEF TIMER Line up timers (15 minutes before start) 2 home and 1 away times in away lane 2 away and 1 home timers in home lanes Check watches for operating condition, have back up watches Prepare lane time materials clipboards, pencils program Have starter conduct a time check During competition, watch timers carefully for proper technique Constantly check every lane for accuracy and speed Collect time cards after each race Deliver time cards to Time Recorder/ Scorekeeper Following meet, collect all watches, clipboards, pencils REFEREE Observe feet entry into pool during warm up, diving only with coach s supervision from under the blocks SCOREKEEPER Receive all time card Record place winners on score sheet Keep running team score Following meet assemble team cards for respective coaches Submit scores to newspaper OTHER Unsportsmanlike behavior- coaches, team spectators, etc Game Management Checklist Spring Baseball Game Manager Date JV Game/Score Time V Game/Score Time PRE-GAME SET UP Set up PA Set up scoreboard Flag up on pole Lines on field Trash cans on field sidelines ADMINISTRATIVE National Anthem set up Ticket boxes from finance Greet officials Field lights on, when needed PERSONNEL

72 69 Scorekeeper Announcer Ticket seller- Trainer- Snack bar/booster club PRE-GAME 5 minutes before game time, equipment check with official Drinks to officials, check with boosters POST-GAME Turn off PA system Turn off scoreboard Equipment secured Press box locked Field lights turned off Trash removed OFFICIALS: OTHER: Game Management Checklist Spring Men & Women Lacrosse Game Manager Date JV Game/Score Time V Game/Score Time PRE-GAME Bathrooms clean/open (if applicable) Visiting team dressing room set up (if applicable) Trash cans on field sidelines ADMINISTRATIVE Flag on the pole Lines on field Goals on field National Anthem set up Scoreboard turned on press box, microphone set up Ticket boxes from finance Greet Officials Field light, on when needed Equipment Needed: (Coaches duties) Clock & stopwatch Score book Horn PERSONNEL Scorekeeper Announcer Ticket seller- Trainer Snack bar/booster Club Timer PRE-GAME

73 70 Warm up time minutes before game time 5 minutes before game time, equipment check with official HALF-TIME Drinks for officials POST-GAME Remind coach to call in scores Goals moved and secured Trash removed Equipment secured Press box locked Stadium lights turned off Ticket box in vault or secured OFFICIALS JV V Girls: Boys: OTHER Game Management Checklist Winter Wrestling Game Manager Match/Score Date Time PRE-GAME SET UP Bleachers out on both sides and side baskets up Dust floor and/or wet mop Clean lobby, lobby bathrooms, and drinking fountains Team dressing rooms prepared/board and chalk Entryway checked and opened All necessary doors closed and secured Scoring tables and banner Team chairs- 15 on each side Gym lobby- 2 tables, 2 chairs for ticket sales (barricade or folding table if necessary) ADMINISTRATIVE Set up scoreboard Set up PA Set up mat clock National Anthem (Tape or student performers assigned) Ticket boxes from Finance Officer Ticket signs Announcer information/schedule PERSONNEL Scorekeeper Announcer Ticket Sellers (Arrival Time ) Security/Police Administrative assignments Student helpers Booster club/concession stand

74 71 Trainer Greet visiting teams and show them to their team rooms Greet officials give them key to their room Game Personnel Ticket Sellers at least 1 per gate Pass Gate 1 per gate or 1 dedicated location Program Sellers Announcer counseled in appropriate announcing etiquette Scorers 1 per mat Clock Operator 1 per mat Officials Liaison and Press Table Coordinator Trainer 1 per mat Tappers 1 per mat Mat Crew Security provide an adequate number of personnel to maintain appropriate atmosphere. Police as necessary Coordinator of hospitality areas Coordinate and control food areas for press, officials, working staff and coaches Facility Provide appropriate restrooms for event and have available custodial services for issues Proper assignments for team dressing Assembly area for weigh-ins Designated first aid area Areas for display of bracket sheets and master scoreboards Provide adequate admission areas Provide appropriate public address for the event Identify and secure areas for awards, spectators, memorabilia sales and banners Make arrangements for portable clocks for all mats Make arrangements for scoreboards at all mats Coordinate media contact information Coordinate credentials for all access to the facility Coordinate re-entry policy for the event site Equipment Tape for Mat Red and Green Anklets (2 sets for each mat) Clocks for each table with spares Sounding devices for each mat (these should be different if possible) Score rack for each mat Master score board Tables and chairs for all necessary workers, including officials Forms to be reproduced at the site - Bracket sheets - Fall and Bout sheets - Master Score sheets - Any other appropriate forms AFTER MATCH Coordinate clean up with custodians Put all equipment in storage room Turn off the PA system and scoreboard Walk the official s to their room and get their key

75 72 Game Management Checklist Fall Volleyball Game Manager Match/Score Date Time PRE-GAME SET UP Bleachers out on both sides and side baskets up Dust floor and/or wet mop Clean lobby, lobby bathrooms, and drinking fountains Team dressing rooms prepared/board and chalk Entryway checked and opened All necessary doors closed and secured Scoring tables and banner Team chairs- 15 on each side Gym lobby- 2 tables, 2 chairs for ticket sales (barricade or folding table if necessary) ADMINISTRATIVE Set up scoreboard Set up PA Set up mat clock National Anthem (Tape or student performers assigned) Ticket boxes from Finance Officer Ticket signs Announcer information/schedule PERSONNEL Scorekeeper Announcer Ticket Sellers (Arrival Time ) Security/Police Administrative assignments Student helpers Booster club/concession stand Trainer Greet visiting teams and show them to their team rooms Greet officials give them key to their room Game Personnel Ticket Takers at least 1 per gate Pass Gate 1 per gate or 1 dedicated location Program Sellers Announcer Counseled on appropriate announcing etiquette Scorer Clock Operator Libero Tracker Officials Liaison and Press Table Coordinator Athletic Trainer(s) Statistician at least 1 per team Post Game Coordinator Security Adequate personnel to maintain appropriate pre-game, game and post-game atmosphere. Police as necessary Coordinator of hospitality areas Coordinate and control food areas for press, officials and working staff

76 73 Facility Provide appropriate restrooms for event and have available custodial services for issues Provide adequate admission areas Provide appropriate public address for the event Identify and secure areas for awards, spectators, memorabilia sales and banners Designate areas for respective team fans Coordinate media contact information Coordinate credentials for all access to the facility Coordinate re-entry policy for the event site AFTER GAME Coordinate clean up with custodians Put all equipment in storage room Turn off the PA system and scoreboard Walk the official s to their room and get their key Game Management Checklist Fall Competitive Cheerleading GAME MANAGER DATE MEET/SCORE TIME MEET/SCORE TIME PRE-GAME SET UP Bleachers out on both sides and side baskets up Dust floor and/or wet mop Clean lobby, lobby bathrooms, and drinking fountains Team dressing rooms prepared/board and chalk Entryway checked and opened All necessary doors closed and secured Scoring tables and banner Gym lobby- 2 tables, 2 chairs for ticket sales (barricade or folding table if necessary) ADMINISTRATIVE Set up scoreboard Set up PA Set up mat clock National Anthem (Tape or student performers assigned) Ticket boxes from Finance Officer Ticket signs Announcer information/schedule PERSONNEL Scorekeeper Announcer Ticket Sellers (Arrival Time ) Security/Police Administrative assignments Student helpers Booster club/concession stand Trainer Greet visiting teams and show them to their team rooms Greet officials give them key to their room Participating Teams

77 74 Receive Entry forms Coaches Meeting Arrangements Warm-up Time and Areas Provide list of appropriate host phone numbers (Athletic Office, Tournament Director, Athletic Trainer, Hospital) Provide hotel information for teams Provide a local map and directions Provide a facility map with areas designated for teams Designate staging locations for teams Designate training staff contact and location Team Admittance List Game Personnel Ticket Sellers One per gate area Pass gate One per gate area or a specific designated gate for entry Program Sellers Floor organizers 3 or 4 to coordinate team rooms/schedules/times Head Judge 1 Scorers - 2 Computer Input Hospitality especially for working staff Athletic Trainer(s) at least 2 DJ Officials coordinated with League Office Security adequate to maintain appropriate atmosphere Hospitality area coordinator Coach s agenda Team packets to include: Schedule of Events Order of team introductions National anthem Any special presentations Facility Map Awards procedure Involvement of school administration Sportsmanship expectations Facility Provide adequate admission areas Provide appropriate speakers, microphones for the event No Noisemakers Identify and secure areas for awards, spectators, memorabilia sales, banners Identify areas for team staging areas Organize the awards (involve school administration in giving out awards) and provide opportunity for pictures Individual awards will be given first followed by Team awards Game Management Checklist Spring -- Outdoor Track Game Manager Meet/Score Meet/Score Date Time Time Pre-Meet Set-Up Field Event Areas Properly Marked and Boundaries Established High Jump and Pole Vault Mats and Standards Checked and in proper working order. Long and Triple Jump pits checked for any debris and raked clean Hurdles and starting blocks placed in appropriate areas Track checked and cleaned of any debris Equipment [watches, timing system & video checked, tape measures, weighing devices, flags, starters device, etc.] readied for meet restrooms opened, cleaned and supplied

78 75 PRESS BOX SET-UP Clean and empty trash PA system set up National Anthem Scoreboard on - check board in press box, on and working (control board) Telephone, radios, phone # s of other press boxes, EMT Programs ADMINISTRATIVE MEET DETAILS Meeting visiting team Meet Officials Administrative coverage/police security Parking attendants for buses, officials, administrators, or boosters Assist boosters Announcers packet Flag up on pole Participating Teams Receive Entry forms Coaches Meeting Arrangements Provide list of appropriate host phone numbers (Athletic Office, Tournament Director, Athletic Trainer, Hospital) Provide a local map and directions Team Admittance List Meet Personnel Ticket Seller 1 per gate Pass Gate 1 per gate or 1 dedicated gate for passes Program Sellers Official Starter 2 Clerk of Course/Head Meet Referee False Start Officials - 2 Head Judge 1 for each event Event Assistants 1 or 2 per event as needed Finish Line Staff 3 or 4 Athletic Trainer(s) Hurdle Crew 6 (can be combined with other staff duties) Results Coordinator/Computer Input Results runners - 2 Hy Tek Staff 2 or 3 Result runners 2 (can be combined with other staff duties) Event Director Press Box Coordinator Announcer counseled in appropriate announcing etiquette. Facility Provide appropriate restrooms for event Provide adequate admission areas Identify potential danger areas in the facility for spectators as well as participants Provide appropriate speakers, microphones for the event Identify and secure areas for awards, spectators, memorabilia sales and banners Identify areas for team staging areas Provide food for workers as needed Coordinate Media contact information Coordinate credentials for all access to the facility Coordinate Re-entry policy for the event site Game Management Checklist for Specific Sports Reprinted with permission from the District of Columbia Public Schools; Athletic Director Stephanie Evans; June Brentwood Parkway, NE Washington, DC T F

79 76 Cancellation Checklist Sport Date Time Place Reschedule Date Time Place SCHOOL PERSONNEL Principal Opponent s Activities Director Head Coach Administrators on duty Band director Trainers Dance Team Sponsor Cheerleading Coach Transportation Security PA Announcement to Staff/Student SUPPORT PERSONNEL Custodial Staff Team Doctors Boosters Security/Police Performing Groups Special Guests GAME PERSONNEL Officials Chain Crew Announcer Scorer Timers Volunteers Ticket Takers Student Technicians Site Location (pool/indoor track) COMMUNITY Hotline Police Newspapers Contact Cell Game Management Checklist for Specific Sports Reprinted with permission from the District of Columbia Public Schools; Athletic Director Stephanie Evans; June Brentwood Parkway, NE Washington, DC T F

80 77 Game and Event Management Crowd Control Planning and Implementation Game Management Checklists: Football, Soccer, Basketball, Wrestling Game Introduction and Opening Remarks Cancellation Checklists Lightning Guidelines Fundamentals of Sportsmanship and Guidelines for Behavior

81 78 Crowd Control Planning and Implementation Efficient management of interscholastic athletic contests, both at home and away, is an increasingly important aspect of administering a high school athletic program. The following recommendations have been assembled to assist schools in preparing adequately for crowd control at athletic contests. 1. Pre-season and pre-game responsibilities are shared by both schools competing in any athletic contest. 2. Responsibilities during the game are shared by both schools with the home school assuming the major role. A dual responsibility exists at a neutral site. 3. Post-game responsibilities are shared by school officials, local police, and the citizens of the community. 4. Advance preparation of all details pertaining to athletic contests is necessary for efficient administration. 5. The coach is usually a stabilizing influence in an emotionally charged situation. In the present social climate, the coach must always assume this important responsibility. No person should be coaching who does not realize that the future of high school athletics is more important than winning or losing a particular game. PROCEDURES BEFORE THE GAME Home School 1. Develop an operational plan for each home event. 2. Contact the visiting school as early as possible to arrange for a meeting or telephone conversation to discuss the game, including prior and existing school/community control problems. 3. Discuss any situations peculiar to the stadium (or gym) and send a map of the stadium to the visiting school. 4. Formulate plans which provide directions and instructions for all visiting personnel regarding safest routes, parking, seating and dismissal from bleachers, and loading and unloading buses and automobiles. 5. Have parking areas well lighted. Arrange for on-site parking of visitors autos and buses. Arrange for bus parking so that the buses do not create a hiding place for loiterers. Police should periodically patrol the bus parking area. 6. Have stadium or gym secure and all gates locked prior to the scheduled opening time. 7. Arrange for supervision to continue until after all visitors, including the team bus, have left the area. 8. Prepare a supervision chart and inform assigned personnel of their duties before the game. (Persons on duty from both schools should have some type of identification - shirts, jackets, arm-bands, badges, etc.). 9. Staff representatives should be informed of any court orders or other restrictions placed on specific individuals limiting their presence at school events or school property. 10. All faculty members or other personnel helping supervise should be identifiable. This can be done by special T-shirts, armbands, caps, etc. Easily recognized apparel that will let people know that these individuals are on duty is highly recommended. 11. The host school must assign supervisors on the visiting side; their main duty is to keep students from the home side from moving into the visitor section. They should assist in overseeing the visiting students and fans only if absolutely needed. In this regard, always designate specific seating for students, bands, adults, and visitors. Student bodies and the respective spectator sections should be kept separated at all times. 12. Provide for adequate police supervision before, during, and after the game. Be sure that there is police supervision both inside and outside at games.

82 79 Police should be assigned to known or likely trouble spots. Law enforcement supervisors should make sure that officers do not congregate at one place or become spectators. At a set time after the game starts, police should "sweep" the area outside the stadium. Everyone should be inside or off the premises. Provide escorts, preferably police, for game officials and visiting teams before, and particularly after, the event. Marked police vehicles at each vehicular access will serve as a deterrent and a uniformed officer at the gate sends a message as to expected behavior. Traffic control should be delegated to other than sworn-officers if possible. Sworn officers should never be used for parking control. Service clubs and other groups can perform this duty. Make arrangements with local police departments at the highest level possible in order that adequate police protection will be available to control the spectators at the conclusion of the contest. Develop a plan of action in cooperation with the police for measures to be taken in the event of trouble. Review prior and existing school/community control problems. Arrange to divert traffic away from the athletic field or gym so that spectators leaving the game can do so quickly. Work with local police in providing "no parking" signs around the stadium or gym, blocking off streets if needed and arranging for one-way traffic where necessary. Give specific instructions concerning responsibilities to auxiliary police, ushers, and faculty members hired by the school; designate someone to provide further instructions and direction to paid auxiliary police, ushers, and faculty members at the game. Develop a supervision chart for police coverage before, during, and after the game. Police supervision of the parking areas during the game should not be forgotten. Suggest a suitable location to detain anyone arrested by the police until that person(s) can be taken away with the least amount of confusion. All security personnel should be readily identifiable by the public. Prevention, not apprehension after trouble begins, should be emphasized. Review the need for and the provision for metal detection equipment. If such equipment is to be used, inform administrators of the visiting school prior to the day of the event. 13. School employees may tend to no longer feel responsible when uniformed police or other security personnel are present. This is incorrect. School officials have the ultimate responsibility. 14. Depending on local conditions, you may wish to advise ticket sellers to screen for troublemakers and group agitators. In some communities, it may be necessary to consider the advisability of not admitting elementary and junior high students unless accompanied by adults. 15. Instruct the operator of the videotaping equipment to record all incidents of inappropriate behavior and to continue taping as teams depart the playing area after conclusion of the contest. 16. School personnel know and are known by potential troublemakers. The presence of a staff person in the right place at the right time may well avoid a potential problem. Staff members should know the limits of dealing with a situation personally and seek the assistance of a police officer in any doubtful circumstances. 17. Have all special seating areas roped off prior to opening the gates. Use school service club members (ROTC, student council, etc.,) for ushers and monitors of student sections and make sure that these students are rehearsed in their duties. 18. Provide reserved seats for bands. The amount of time they will have for half-time activities should be known to them and should be strictly observed. 19. Seat students from opposing schools in separate sections. Seating for home and visiting spectators should be adequate. Spectators should remain on their side of the field or gymnasium throughout the contest. Do not over-sell the facility. Admission

83 80 for tournament events cannot be included as part of season ticket sales. Keep general admission spectators separate from student sections if possible. 20. Arrange for interested parents and patrons to assist with supervision of general admission section. 21. Check fire code for seating capacity and other recommendations. 22. Provide an escort to meet the visiting team when it arrives and to direct it to the dressing quarters. A good-sized room, a blackboard and chalk, a training table, benches, chairs, and drinking water should be provided. It may be necessary to ask opponents to come dressed for the game if the visiting team s quarters are not adequate. 23. Provide security measures to protect visitors clothing and valuables while the visitors are on the field or court. The playing field or court and the area immediately adjacent to it at all athletic contests shall be restricted to team members, coaches, managers, officials, and other parties necessary to conduct the game. Student of faculty associates should wear something distinctive so that they may easily be identified. Sufficient personnel should be provided by the host school to enforce this regulation. The visiting school should see that this rule is enforced in its area. Schools must bear a dual responsibility when playing at a neutral site. 24. Provide reserved parking for game officials and doctor/medical personnel. Arrange for the game administrator to meet officials when they arrive and to escort them to their dressing area. 25. Emphasize to game officials the importance of keeping the game under control. 26. Take care in the preparation, printing, and sale of athletic programs. Correct names and numbers, major rule changes and interpretations, and statements concerning spectator behavior have proven effective. The following message has been adopted by the National Federation of State High School Associations and may be considered for inclusion in the game programs and should be announced several times throughout the game during breaks for time-outs, quarters, halves, etc., "These are high school athletes who are performing here tonight. They are friendly rivals as members of opposing teams. They are not enemies." "This basically is the theme of interscholastic athletics -- the idea of friendly competition. The visiting team tonight, and in every interscholastic game, is a guest of the home team. They are expected to be so regarded and so treated." "The officials are individuals who, by agreement between competing teams, are assigned to administer the rules of the game. Their experience and their integrity qualify them for their part in this friendly interscholastic contest. This attitude of sportsmanship should be reflected by all spectators, too, no matter what their personal feelings of loyalty may be to one or the other of the teams in tonight s contest." 27. Arrange for adequate concessions as a service to spectators. If possible, concession stands should be available on both sides of the stadium at football games. 28. Have a custodian check rest rooms for sanitation and supplies before game time and between quarters. Separate rest rooms should be provided for visitors. 29. Check game facilities: Conditions on the field or court and areas throughout the facilities being used by players and by spectators should be checked before the game for hazards, cleanliness, and proper markings. Special attention should be given to the position of fences and players benches. 30. Athletic trainers are required for all high school football contests. It is further recommended that an athletic trainer or a physician be present at all other rugged-contact athletic contests. If possible, an ambulance should be available. It should be brought on the field only on request of the athletic trainer or physician. The home team athletic trainer or physician may be made available to the visiting team if the visiting team does not bring its own trainer or physician to the contest. 31. Have properly trained adult scorers and times for officials at games. The same assistants should be used the entire season. 32. Assign a competent person to take charge of the scoreboard. 33. Post signs reminding spectators that West Virginia State Code 16-9A-4 prohibits smoking on school property. 34. ALL MUSIC and Announcements should be confirmed as appropriate! Public Address Announcer

84 81 Many individuals certainly play key roles and assume important responsibilities to ensure the successful administration of an athletic event. One of these people is the public address announcer because of the major contribution which he/she can make to set the tone for the game, match, or meet which will proceed in the spirit of fair competition and true sportsmanship. 1. Be organized and prepared. This item really speaks for itself, but the good PA announcer will have announcements and forms prepared ahead of time to facilitate his or her job. Being prepared simply means that PA personnel are better able to handle the announcements for emergency situations as they arise. 2. Check that all equipment operates properly. There is more to be concerned with than just a properly working microphone. Do not forget about tape and cassette players, electronic message centers, and so forth. Often, announcements are to be synchronized with songs or scripts, so ensuring that all equipment works properly will make for a quality presentation. 3. Be a professional and unbiased. High school sport announcers should not imitate the styles and antics of some college and/or professional PA personnel who draw attention to themselves and away from the athletic contest. 4. Speak slowly, clearly, and distinctly always! Of these, "slowly" is most important. Not only does the announcer need to be heard, he or she also must be easily understood. 5. Say only what is necessary. Talking all the time and speaking constantly into the microphone - especially with unnecessary comments and/or endless promotion - turns people off and makes them not want to listen. People who "turn off" the announcer may miss out on important, valuable, or emergency announcements. 6. Do not rush and do not panic on public service announcements or emergency announcements. Public service announcements related to sportsmanship and PROJECT TARGET and SPORTSMANSHIP are available from the WVSSAC office. 7. Do not attempt to do play-by-play. 8. Do not editorialize about or comment on any aspect of the game. The fastest and easiest way for an announcer to lose all respect and credibility with everyone at the contest (spectators, players, officials, coaches, and others) is to make a comment about or react to a game situation or outcome. As with item seven, this is not the announcer s role or responsibility. 9. Be involved with the teams and the competition, not with yourself. Enjoy the competitive atmosphere of the game, meet or match and become excited about the young people who are performing. Do not become wrapped up in yourself and excited to hear yourself talk. 10. The announcer is not the entertainment. The spectators came to watch the game and the players perform, to support the cheerleaders, to enjoy the band and its auxiliary units, to congratulate the homecoming courts, to see their neighbor s kids, to observe special halftime activities - NOT TO LISTEN TO THE ANNOUNCER! 11. Give location of rest rooms, concessions, and lost-and-found station. Band Director 1. Encourage and stimulate good feeling by playing visitor s school fight songs and other appropriate music. 2. Help in crowd control with music at the appropriate times. 3. Encourage band members to stay in small groups of at least three to five when they are not performing at athletic contests. 4. Prior to the season, the guest band director should make a courtesy call to the host band director and exchange information concerning: a. Whether or not the guests are planning to attend. b. The length of the half-time performance. c. Number and location of seating required. Number of band parents or helpers attending. d. Whether or not there are any special events planned. 5. Host band officers should seek out and meet with the guest band officers sometime during the contest for the purpose of promoting good will. 6. Provide faculty supervision for all pep or marching bands at all athletic contests.

85 82 Visiting Schools 1. Contact home school or neutral site manager to discuss game preparations and obtain information on: a. safest route to and from stadium or gymnasium b. location of visitors parking area c. visitors entering and exit gate d. visitors seating area e. prior and existing school/community control problems 2. Consider transporting students by bus if there is inadequate parking at the stadium. 3. Student buses should have staff supervision. 4. Have adequate faculty and administrative supervision going to the game, at the game, and after the game. Provide identification for school personnel. 5. Consider asking interested parents and patrons to help with supervision. 6. Provide information to students regarding travel, parking, entrance, seating, and exit. 7. Check on amount of time allotted for band or other half-time activities and adhere strictly to the time limit. Dual Responsibilities 1. Provide opportunities for cultural exchange between student bodies through assemblies. 2. Use assemblies to orient students to the importance of good conduct. 3. Ask student councils and cheer teams to help by planning campaigns for spectator sportsmanship. 4. Plan assemblies to inform students about game rules, or issue a book of rules and regulations so that everyone knows how to watch a game intelligently and knows what is expected. Utilize physical education classes to instruct these activities and extend the knowledge of the playing rules. 5. Any type of mascot shall be kept on the side of a school s cheering section. 6. Only the school banner, sportsmanship creed, and signs which display positive connotations should be displayed and placed on the participant s side of the field. 7. Be alert to prior and existing community or cross community control problems. DURING THE GAME 1. Visiting school principal or representative should contact the site manager or athletic director immediately upon arrival to discuss final details and to indicate seat locations so that parties are available to each other. 2. Separate rest rooms and concession booths should be available. 3. Have adequate police, faculty, and patrons distributed among the students and other spectators. Assign someone to help control spectator behavior in the vicinity of the players bench. 4. Spectators should not be allowed to leave and re-enter the site. This can result in the smuggling of weapons, drugs, alcohol, etc., into the facility. 5. Prepare a plan for acquiring police back-up if necessary. 6. Meet faculty supervisors from the visiting school and acquaint them with their areas. 7. Employ a walkie-talkie system, tied into the police department, if possible.

86 83 8. Check on supervision each quarter. 9. Keep lines of communication open to administrators from the visiting school and the site manager. 10. Assign a responsible adult, other than the coach, to help attend to injured players and, if necessary, to accompany them to the hospital. 11. Provide supervision during half-time. Whether or not there is half-time entertainment, supervision is necessary to help direct the crowd, keep spectators off the playing area, and keep the area under the stands cleared. 12. Provide an escort with a key to the locker room for officials during half-time. 13. Maximum available lighting shall be utilized during any contest and shall not be restricted to the area of competition. AFTER THE GAME 1. Use public address system to give directions to students and spectators regarding exit from the stands. 2. Provide police and faculty supervision until all students and spectators are well dispersed. Permit no loitering. 3. Provide an escort with a key to the locker room for officials. 4. Arrange an area for press interviews. 5. Check supervision of all areas; provide continuous security for locker room area. 6. Assign someone to assist police in dispersing hangers-on who wait for the team after the game. 7. Buses loaded with fans, band, and team should depart immediately after the game. 8. Administrators of both schools should confer before leaving to be sure that all details have been covered. 9. When deemed necessary, have police escort officials to their cars and team and spectators to buses to the city/town limits. 10. Letters of appreciation should be sent to the opposing school, coaches, officials, and newspapers, if appropriate. GUIDELINES FOR CHEERLEADERS 1. The host school cheerleaders should go to the visiting side and greet the visiting cheerleaders. Cheerleaders should lead a cheer for the visitors section and follow with a cheer for the home section. Cheerleading coaches, coaching staffs, and other game management advisors should meet to discuss the importance of spectator and player sportsmanship. 2. Cheerleaders functions are to make a positive contribution to good spectator reaction at an athletic contest and to create better relations between opposing supporters. 3. Cheers should be positive and not aimed at antagonizing an opponent. Care should be taken to make certain that words used in a cheer are not suggestive and do not have a connotation which would inflame an audience. 4. Cheerleaders should remain silent when the opponents cheerleaders are cheering and during free throws at basketball games. 5. Cheerleaders are expected to lead the cheer group in a round of applause for an injured player leaving the game. Cheering is appropriate. 6. When "booing" occurs, the cheerleaders should attempt to stop it by immediately starting a popular sideline cheer. Immediate action is the key to the control of booing.

87 84 7. Cheerleaders, properly trained, can be as important to the spectator behavior as the coach is to his/her team. 8. Student bodies and teams will react as they are instructed, inspired, and led by neat and well-poised cheerleaders. SPECIAL RESPONSIBILITIES Police/Security 1. Police/security should arrive in sufficient time before game starting time and report to principal or his/her representative to request instructions, such as best locations for observation, nearest phone, etc., 2. During the game, officers should be requested to assist in controlling the following: Non-students who may cause disturbances seated in student sections. Any person appearing to be under the influence of alcohol and denied admission to the event. Any suspicious gathering of individuals in rest rooms, behind the stadium, in parking areas, or elsewhere. Loiterers should be asked to move on and crowds dispersed outside gym once game is sold out. Coaches 1. Coaches influence not only the conduct of the players under their direction but also that of the student spectators, parents of squad members, and interested citizens who attend athletic contests. Since the coach is influential in setting the tone of conduct, he/she shall be a role model for self-restraint, fair play, and sportsmanlike behavior. 2. In dealing with the officials, the coach s approach must be professional at all times. The coach must exercise self-control and realize that the official sees through impartial and unbiased eyes. Coaches must familiarize themselves with the proper procedure for requesting a conference with an official. 3. Coaches shall never seek out an official during half-time or at the conclusion of a contest. 4. The behavior of the coach must at all times be marked by dignity and self-control. He/she should not, at any time, use provocative language or engage in any unsportsmanlike actions or tactics. He/she must avoid any actions or remarks which would tend to incite the displeasure of the spectators or provoke disorderly behavior. 5. If the coach, as a professional educator, cannot exercise emotional control under stress, then such behavior cannot be expected from the young people on the team nor from the heterogeneous combination of spectators in the stands. 6. The coach will immediately discipline any player who intimidates an official or displays unsportsmanlike behavior. 7. Deliberate attempts to humiliate an opponent should not be tolerated by school officials, e.g., running up the score. Coaches are encouraged to substitute whenever possible especially when the outcome of the game has more or less been decided. 8. Opposing coaches must shake hands publicly and should ask players to shake hands with opponents before or after the game and behave with courtesy at all times. 9. Coaches must be sensitive to situations such as athletes losing control of themselves and must get potential troublemakers out of the game before difficulty begins. Head coaches are responsible for the conduct of their entire staff. Players The less notice the player takes of the spectators and the more he concentrates on his/her part in the game, the more absorbed the crowd will be and the less likely to misbehave. 1. Players should refrain from showing surprise or irritation at a call of an official. The official s ruling should be accepted with politeness. 2. "Playing to the crowd" can cause trouble particularly in basketball where the player s facial expressions are clearly visible to the bench and stands.

88 85 3. Unsportsmanlike gesturing or the harassing of an individual opponent should be avoided and must not be condoned by the coaches. 4. Substitutes on the bench must not heckle the opposing team and should never enter the playing field/court. 5. The relationship of players to each other before, during, and after the game affects and helps establish crowd rapport. School Reporters 1. Stories should be presented fairly and accurately. 2. Losses do not need to be explained. 3. Wins should not be overstressed. 4. Reporters have many opportunities to speak out for good sportsmanship. 5. Reporters should refrain from criticizing high school athletes in a school newspaper. Spectators 1. Student councils can develop codes of sportsmanship. 2. Cheerleaders and bands can help promote good sportsmanship. 3. Sportsmanship rating forms are helpful. 4. Sportsmanship trophies can be given to encourage good conduct. 5. Pep boosters can promote better sportsmanship. 6. The pre-game atmosphere is improved if spectator participation is encouraged. Standing and singing "The Star-Spangled Banner" is one opportunity for such participation. 7. Handbooks on regulations dealing with crowd conduct are helpful. 8. Disorderly persons should be removed promptly. 9. Posters can be used to stress courtesy and sportsmanship. 10. Noisemakers and drunkenness should not be permitted. 11. Students should sit as a group. Students and adult spectators who have general knowledge of game rules and of officials techniques and signals seldom cause disturbances at athletic contests. Other Considerations 1. Conduct pre-season meetings for athletes and parents. Invite members of the community to also attend. 2. Post a copy of the crowd control policy in a conspicuous place in the gym and/or lobby. 3. When crowds are anticipated to be large, conduct a pre-game sale of tickets. 4. If prior circumstances indicate the possibility of problems, change the time of the game to the afternoon. Information taken from:

89 86 Game Management Checklist FOOTBALL Game Manager: Date: Final Game Score: Opponent: Pre-Game Set-Up Field marked Grass cut Yard line markers out Pads on goal posts Water on for teams (water keys needed)- quick connects, hose, etc. Cover for track protection plywood/rubber tarp, etc. Cover drains and other hard surfaces Ticket booth setups (sign lights desk chair) Chain and lock all non-entrance gates Check visitors locker room (clean, paper, chalkboard, drinks) Check officials locker room Flag Stadium lights on, when needed Press Box Set-Up PA system set-up Scoreboard on A telephone, radios, emergency phone numbers, EMT s phone numbers Programs Roof door open for filming crews restrict rove for filming and coaches Administrative Game Details Pre-Game Meet visiting team Meet officials Administrative coverage/police security Cheerleader information Program distribution and collection for cheerleaders or boosters Reserved seats Parking attendants for busses, officials, administrators, boosters Assist boosters Announcers packet Band practice Specialists on field Coin toss Teams leave the field for band activity Teams back on field for introductions Starting line-ups National anthem

90 87 GENERAL INSTRUCTIONS FOR FOOTBALL CLOCK OPERATORS A. The clock operator should report to the officials dressing room at the stadium at least 45 minutes before game time for the following purposes. 1. To synchronize timer s watch with official game time as established by the official responsible for timing. 2. To advise officials whether the clock operator will be in the press box or on the sideline. Determine procedure for communication with timer and check this procedure prior to the game. 3. To discuss coordination of starting, stopping and adjusting the clock in accordance with the playing rules. B. The field clock is normally started 30 minutes before game time. The halftime intermission will start on the referee s signal when the players and officials leave the field. All pre-game and halftime activities will be synchronized with the official game clock. The mandatory three-minute warm-up period will be put on the clock after the intermission time has elapsed. C. The clock operator shall have an extra stopwatch available. In case of failure of the game clock, the clock operator shall immediately contact the officials, giving them the correct data regarding the official time. The official responsible for timing will then pick up the correct game time on the stopwatch. Should the field clock become inoperative and subsequently repaired, it will not be used again until the next period or when the referee determines it is operational. The public-address announcer will indicate the field clock will not be official until the malfunction is corrected and subsequent announcement made on the PA system. D. Game procedures: 1. The clock operator is an integral member of the officiating crew and game administration. Unfair advantages occur when the game clock is not started correctly by rule. Great care must be exercised to see that no time lag occurs in starting or stopping the clock. 2. On all free kicks, the nearest official(s) will signal the legal touching of the ball by indicating that the clock should start. 3. The official who declares the ball dead will be the first official to signal a time-out when a first down occurs. 4. Any official may signal a team time-out; therefore, the operator should be alert to stop the clock. 5. On plays near a boundary line, unless an official so signals, if a pass is caught out of bounds, the incompletion signal will stop the clock. Note: On plays near the out-of-bounds line and in advance of the line to gain, an official may give a winding signal to indicate the ball is inbounds and follow it by a stop-the-clock signal for an apparent first down. Be alert for both signals. 6. The clock operator will automatically stop the clock following a touchdown, field goal, touchback or safety after the appropriate signal has been made. 7. After the clock has been stopped, the referee will start it again on the referee s start-theclock signal and if no such signal is given, the operator will start it on the snap. 8. The referee may start the clock again before the ready-for-play signal. 9. The try is not a timed down. 10. There are instances when a period shall be extended by an un-timed down. During these extensions, leave the clock at :00. Do not reset the clock for the next period until the referee declares the period over by facing the press box and holding the ball overhead. 11. Guidelines for utilizing a running clock as per state association adoption. The clock will be stopped when: 1) An official s time-out is called, except when a first down is declared; following a change of team possession; or to dry or change the game ball; 2) A charged time-out is called; 3) At the end of a period, or; 4) A score occurs. Note: The clock will continue to run in all other situations. Information taken from:

91 88 GENERAL INSTRUCTIONS FOR FOOTBALL LINE-TO-GAIN CREWS The typical line-to-gain crew consists of at least three individuals a down-box operator and two to hold the rods. Unless otherwise possible by use of a fourth crew member, the down-box operator will attach the clip as specified. The crew should be dressed uniformly in readily identifiable attire. Remind crew members that they are officials; not fans. PREGAME DUTIES 1. The line-to-gain crew shall meet the LINESMAN on the sideline opposite the press box at least 15 minutes before game time and also five minutes prior to the second-half kickoff. If an auxiliary down marker is used, operator shall meet the LINE JUDGE on press-box side at the same time. 2. The LINESMAN shall make certain that the chain and the official down box have been placed opposite the press box or the designated sideline and that all are in good working order and conform to the rules. The LINE JUDGE shall then make certain that the auxiliary marker is in good working order and is placed on the opposite side of the field from the line-to gain crew. 3. The complete concentration of the crew is absolutely necessary if it is to discharge its duties efficiently. The crew must refrain from showing any partisan reaction to the events taking place on the playing field. The crew must be prepared to act immediately on instructions from the LINESMAN so that teams and all concerned will know the exact situation concerning the down and yards to be gained. The crew shall not move or change the number of the down until signaled to do so by the LINESMAN. The auxiliary down-box operator shall act only on instructions of the LINE JUDGE. GAME PROCEDURES 1. On the LINESMAN S signal, the crew must move as quickly as possible to the next position. 2. When a runner or pass receiver is going out of bounds in the immediate vicinity, the involved crew member is to quickly and carefully drop the marker down and move away from the sideline, keeping his eye on the spot of the marker. The crew member away from the play should hold his position if possible. 3. The LINESMAN will set the spot of all first downs by going to the sidelines and marking, while facing the field, the exact spot where the rear stake will be set. The front crew member will then be sure the chain is fully extended before setting his stake. 4. The DOWN-BOX OPERATOR, on every new series of downs, will set the box at the spot marked by the linesman. When the line-to-gain equipment is moved, the rear rod is to be set behind the down marker and then the clip shall be placed at the back edge of the 5-yard line nearest the rear rod. The marker must be held at all times in an upright position with the down correctly shown. 5. The DOWN-BOX OPERATOR is to show the number of the down just completed and shall not indicate the new down until so notified by the LINESMAN. On instruction from the LINESMAN, the DOWN-BOX OPERATOR will move the down marker to a new position with the marker placed at the forward point of the ball and change the marker to the correct down. 6. On all measurements for first down when the chain is moved onto the field, the DOWN-BOX OPERATOR is to place his marker at/off the spot of the front rod until a new series of downs is declared or the chain is returned to its previous position. 7. The DOWN-BOX OPERATOR should be aware of any penalty markers. The marker must not be moved nor the down changed until so notified by the LINESMAN. 8. The chain is not extended if it is a first-and-goal situation. After the chain is clipped, remove it from the sideline. LINESMAN should provide DOWN-BOX OPERATOR a bean bag in this situation to mark location of the box in case it is moved during the down. 9. The DOWN-BOX OPERATOR should place the marker on the line of scrimmage on all try situations. This will aid players and officials in determining the line of scrimmage on all plays toward the sideline. The chain will not be placed on a try. 10. If the sidelines become crowded and the crew does not have room to efficiently discharge its duties, the crew is to notify the LINESMAN immediately so that a time-out may be called and sidelines cleared before the game will be allowed to proceed. 11. If the game is delayed for any reason, the crew will stay with the officials. 12. Operating the equipment 6 feet off the sideline is for the protection of players, coaches and all persons who are part of the game. Information taken from:

92 89 Game Management Checklist SOCCER Game Manager: Final Game Score: Pre-Game Set-Up Bathrooms open visiting team dressing room opened trash cans on sidelines Date: Opponent: Administrative Scorebook turned on press box, microphone set up National Anthem set up Ticket boxes Flag up on pole Lines on Field Goals on field, corner flags in place Greet officials field - lights on, when needed Personnel Scorekeeper/Clock operator Announcer Ticket seller Trainer Snack Bar/Booster club Half-time Drinks for officials Post-Game Remind coach to call in scores Goals moved and secured Trash Removed Equipment secured Press box locked Stadium lights turned off ticket box in safe Officials: JV: Varsity:

93 90 Game Management Checklist BASKETBALL Game Manager: Date: Final Game Score: Opponent: Pre-Game Set-Up Bleachers out on both sides and side baskets up Dust floor and/or wet mop Clean the lobby, bathrooms, and drinking fountains Team dressing rooms prepared/board and chalk Entryway checked and opened All necessary doors closed and secured Officials dressing room prepared Scoring tables and banner Team chairs 25 on each side Gym lobby 2 tables & 2 chairs for ticket sales Administrative Set-up scoreboard Set-up PA Set-up possession clock National Anthem (tape or live performers) Ticket boxes and price signs Announcer information/schedule Greet visiting teams and show them to their team rooms Greet officials give them the key to their room Personnel Scorekeeper Announcer Ticket sellers Security/Police Administrative assignments Student helpers Booster Club/concession stand Trainer Half-time Coordinate half-time with cheerleading coach, dance team sponsor, and other performing gps Open team rooms Direct the officials to their locker room Provide drinks for officials Notify both teams that there are only three minutes left During game Monitor the behavior of the coaches, athletes and spectators. At the designated time pick up ticket boxes from ticket sellers and secure

94 91 Game Introduction and Opening Remarks PUBLIC ADDRESS ANNOUNCEMENTS SPORTSMANSHIP Welcome 1. (School) would like to welcome you to this evening's (Contest). This year as in other years the PIAA is interested in promoting good sportsmanship on the part of the coaches, players, cheerleaders, and spectators at the various Contests. We are privileged to have (fill-in number) of the finest (sport) teams in our area. As a PIAA member school, we firmly feel that the outcome of the Contest should be determined by the quality of play on the (competition surface) and by the positive support of the spectators. I know the Principal and Athletic Director of the competing school support this concept. To that end, the use of banners, balloons, signs, shakers, noise-makers, sirens, whistles, and similar items are prohibited in particular, waving arms, and/or objects behind the glass boards during the opponents foul shots is prohibited. We have the potential of a great Contest. Let's make it happen with your positive support. SPORTSMANSHIP - The Only Missing Piece Is You! Good luck to the (fill-in number) teams. At this time would you please rise for the playing of our national anthem? 2. Welcome to (your school name here)... Regardless of the outcome of today's Contest, we ask that all the spectators consider the time and effort that each of these young participants have put forth to represent his/her school. The purpose of this activity is to provide positive learning experiences and opportunities for personal growth for the participants, cheerleaders, officials, and spectators can -- and are expected to - assist in the promotion and achievement of good sportsmanship ideals by taking personal responsibility for keeping this Contest at a high level of fair, clean, and wholesome competition...remember, SPORTSMANSHIP--The Only Missing Piece Is You!... Good luck to both teams! 3. SPORTSMANSHIP is pride in your school, your team and yourself...sportsmanship is respect for the Contest of (name of sport) and for those who play it...sportsmanship means taking personal responsibility for keeping this Contest at a high level of fair play...sportsmanship is appreciation of all performances and the graceful acceptance of results. We welcome you to (name of school) and ask that you remember SPORTSMANSHIP: The Only Missing Piece Is You! 4. (Name of School) is committed to the SPORTSMANSHIP goals of the Pennsylvania Interscholastic Athletic Association...participants, cheerleaders, officials, and spectators can--and are expected to-- assist in the promotion and achievement of good SPORTSMANSHIP ideals by taking personal responsibility for keeping this Contest at a high level of fair, clean, and wholesome competition...we ask that you remember that the purpose of this activity is to provide positive learning experiences and opportunities for personal growth for the participants...sportsmanship, The Only Missing Piece Is You! PUBLIC-SERVICE ANNOUNCEMENTS 1. Role models are more important than ever in today's society. You can serve as a role model for others the next time you display good SPORTSMANSHIP at a high school athletic event. Good sports are winners; so the next time you attend a sporting event, remember to be a good sport and act in a proper manner. Everyone appreciates the good values portrayed by acts of good SPORTSMANSHIP. A public-service message from PIAA and (name of school). 2. In our society today, winning has come to mean everything. However, if winning comes at the expense of good SPORTSMANSHIP, everyone is a loser. Nothing is gained in the long run. Good SPORTSMANSHIP is the result of a disciplined effort to respect yourself, your opponents and Contest officials. Remember, good sports are winners, so Be A Sport and practice good SPORTSMANSHIP. A public-service message from PIAA and (name of school).

95 92 3. Don't ever confuse a good sport with the nice guys who supposedly finish last. Sportsmanlike behavior has nothing to do with an athlete s or a spectator s competitive spirit, and more often than not, a display of poor SPORTSMANSHIP leads to a losing performance. Good sports are winners, regardless of the final score. Remember to Be A Sport and practice good SPORTSMANSHIP. A public-service message from PIAA and (name of school). 4. Your ticket to an interscholastic athletic event is a privilege, a privilege to watch youngsters learn on the playing field. One of the lessons taught to players is one spectators can follow as well--that of good SPORTSMANSHIP. Unruly behavior is unacceptable in the classroom, and the athletic field is a classroom. Remember to Be A Sport the next time you attend an athletic event. A public-service message from PIAA and (name of school). 5. Winning -- the No. 1 syndrome -- is the No. 1 problem in interscholastic athletics. High school athletic programs are truly educational in nature, and among the values learned are those associated with good SPORTSMANSHIP. Being No. 1 in SPORTSMANSHIP is educationally more important than being No. 1 on the playing field. Take pride in your team by displaying good SPORTSMANSHIP. A public-service message from PIAA and (name of school). 6. The score of any athletic event is generally forgotten over time, but the actions of players, coaches, cheerleaders, and spectators are remembered. The next time you attend a high school Contest, think of how history will remember you. Choose the side of good SPORTSMANSHIP the next time you attend a high school sporting event. Remember, good sports show how to play the Contest. A public-service message from PIAA and (name of school). 7. An educational environment is critical to the success of high school athletics and activity programs. An important part of the environment is planning for good SPORTSMANSHIP. Without good SPORTSMANSHIP, the lessons learned lose their value. Remember the next time you attend a Contest that you are really inside a classroom where good sports receive the highest grade. A public-service message from PIAA and (name of school). 8. While the scoreboard reveals the winner of a Contest, the real winners are those who display good SPORTSMANSHIP. Those people who treat competition as a Contest and not a war, those who show genuine concern for an injured player, those who accept all decisions of the officials. Remember to Be A Sport when you attend a high school sporting event. A public-service message from PIAA and (name of school). 9. Ethics, integrity, and respect are values important in our daily lives. All of these important values are learned by participation in interscholastic activity programs. During competition, they are translated into one word -- SPORTSMANSHIP. SPORTSMANSHIP is one of the strongest educational lessons and lifetime values taught by interscholastic athletics. It makes sense to exhibit good SPORTSMANSHIP. A public-service message from PIAA and (name of school). 10. Remember that a ticket is a privilege to observe a Contest and support high school athletics, not a license to verbally assault others. There is no place in interscholastic athletics for name-calling to distract an opponent or the use of profanity from the stands. SPORTSMANSHIP is the No. 1 priority at the high school level, so Be A Sport the next time you watch a Contest. A public-service message from PIAA and (name of school). 11. The dictionary defines good SPORTSMANSHIP as playing fair and being a good winner and loser. We often forget that it is more important to be gracious in victory. Good SPORTSMANSHIP gives us a standard to follow at all times. Good sports act courteously and maintain self-control in all circumstances. Remember to be a fan and not a fanatic when watching interscholastic athletics. A public-service message from PIAA and (name of school). 12. A coach once wrote, "When we lose without excuses and when we acknowledge the better team, we place winning and losing in their proper perspective. That's when we find out if we can be good sports." SPORTSMANSHIP is a goal to strive for at all times, in athletics and in our daily lives.

96 93 Remember to act in a proper manner the next time you attend a high school sporting event. A publicservice message form PIAA and (name of school). 13. Coaches should set a good example from players and fans, always exemplifying the highest moral and ethical behavior. Participants should treat opponents with respect and shake hands prior to and after contests. Fans should be fans, not fanatics. SPORTSMANSHIP... it is vital to the success and further existence of interscholastic athletics. Remember to be a good sport. A message from PIAA and (name of school). 14. Good SPORTSMANSHIP is learned, practiced, and executed. Respect for the opponent, spectators, coaches, and officials are a must at all levels of athletics. At interscholastic contests, behavior on the part of everyone should be characterized by generosity and genuine concern for others. Display good SPORTSMANSHIP the next time you attend a high school event. A public-service message from PIAA and (name of school). Information taken from: %20Section%20VII%20-%20Sportsmanship.PDF GAME AND EVENT MANAGEMENT MATERIALS REPRINTED WITH PERMISSION FROM PSADA; BOB BUCKANAVAGE, EXECUTIVE DIRECTOR

97 94 Cancellation Checklist Sport: Date of Event: Time: Place: Rescheduled Date: Time: Place: School Personnel Principal Opponent s Activities/Athletic Director Head Coach Administrators on Duty Band Director Trainers Dance Team Sponsor Cheerleading Coach Transportation Security PA Announcement to Staff/Student Body Support Personnel Custodial Staff Team Doctors Boosters Performing Groups Special Guests Game Personnel Officials Chain Crew Announcer Scorers Timers Volunteers Ticket Takers Student Workers Site location Community Hotline EMS Newspapers Radio Station

98 95 Anytown School District Athletic Department 123 Main Street Pittsburgh, PA Mary Smith, CAA Athletic Director Today s Date: Athletic Event: Schedule Change, Cancellation or Addition FROM: Date Opponent Site Time Bus Depart TO: Date Opponent Site Time Bus Depart cc: Head Coach Cheerleading Sponsor Officials Band Director Transportation Trainer Security Buildings & Grounds Maintenance Game Workers Custodians Food Service Game Manager Opponent Athletic Dir GAME AND EVENT MANAGEMENT MATERIALS REPRINTED WITH PERMISSION FROM PSADA; BOB BUCKANAVAGE, EXECUTIVE DIRECTOR

99 96 NEGLIGENCE & RISK MANAGEMENT Understanding negligence in sport is critical for today s athletic director! Negligence is a common law concept that involves the failure of a duty to exercise reasonable care or to act in a manner consistent with how other reasonable people should act. Black s Law Dictionary says that negligence is the failure to exercise the standard of care that a reasonably prudent person would have exercised in a similar situation. Definition from: Bixtqaxlaw.about.com/od/glossaryn/g/neligencedef.htm Negligence and its impact on sporting events, places the athletic director in a very precarious position; thus, they must understand their 14 legal duties and the risks involved with failing to fulfill these duties. Managing the risks involved with sporting events is vital to the safety of the participants and exercising the duty of care. Risk Management is defined as a systematic way of identifying, assessing, treating and monitoring risks. Following a systematic process helps organizations to identify likely risks and to make plans to reduce the potential consequences. Definition from Risk Management Toolkit ; In order to understand how to manage risks, let us first define what we mean by risk. Adapted from the Australia/New Zealand Risk Management Standard, the definitions below were supported by the sport organizations participating in the national risk management project: Risk is the chance of something happening that will have an impact on objectives. It is measured in terms of likelihood and consequences. Risk management includes the culture, processes, and structures that are directed towards the effective management of potential opportunities and adverse effects. Risk management planning includes the systematic application of management policies, procedures, and practices to the tasks of establishing the context, identifying, evaluating, managing, monitoring and communicating risk. One thing that is readily apparent from the above definitions of risk and risk management is that they do not dwell on the negative. Traditionally, managing risks has meant taking steps to prevent bad things from happening, or planning now to be in a better position later to minimize the harmful impact of bad things that happen despite our efforts to stop them. A more modern approach, and certainly a more practical one, is to think of risks as potentially bad things but also as opportunities. The Australia/New Zealand Risk Management Standard encourages us to approach risk management with both a glass half-empty and a glass half-full perspective. The process of thinking about risks in a systematic fashion helps us to prevent harm, but also to promote good. Smart Tips for Risk Management David Hartley of the Insurance and Liability Resource Centre for Non-Profits at Imagine Canada has put together a simple set of tips that can provide context for much of your risk management efforts. Whether it is communicating your commitment to risk management or preparing written policies for dealing with risks, these tips are very helpful. Note that these tips have been adapted slightly to suit the community sport context. Tip 1: Protecting your participants is Priority One. Regularly communicate to your volunteers and staff the following: Our first priority as an organization is to ensure the safety of our participants. If risk management is just about protecting your assets from a lawsuit, you will never get the buy-in that you need.

100 97 Tip 2: The real experts are around you. Don t create risk management procedures without first consulting your front-line people (volunteers and staff), especially those who know the risks and, most likely, the best ways to manage them. Tip 3: Put it in writing your own writing. Written procedures are important to ensure consistency, uncover current blind spots, create a legal paper trail in the event of a lawsuit, and ensure proper monitoring for results. Use your people s own words whenever possible. It will help you get buy-in. Do not fall into the trap of using blank templates other organizations have created. Make them your own. Tip 4: Keep it simple one page is often enough Risk management has its tricky moments and the occasional need for expert wisdom, but the products of your work need to be clear (easy to read) and concise (so they will be read). Use one page for communications/forms whenever possible. Tip 5: Keep it kind Too often, risk management forms and communications are written in such a way that they make social profit organizations look uncaring and ungrateful. This is not necessary. Legal forms can be kind. Tip 6: Where there is one-on-one interaction with your participants, keep documentation forever. Where a staff or volunteer position requires one-on-one interaction with a vulnerable participant, keep any important and relevant paperwork forever. The Risk Management Process STEP 1 IDENTIFYING YOUR RISKS STEP 3 - TREATING YOUR RISKS COMMITMENTS? STEP 2 ASSESSING YOUR RISKS STEP 4 WHAT ARE YOUR RISK MANAGEMENT Taken from: RISK MANAGEMENT GUIDE FOR COMMUNITY SPORT ORGANIZATIONS November 15, The Risk Management Guide is produced by 2010 Legacies Now. This Guide is the second module in the 2010 Legacies Now Club Standards initiative, and follows the publication of the Human Resources Guide for Community Sport in Risk Management Resources: (1) Coaching for Safety, A Risk Management Handbook for High School Web3.esd112.org/docs/insurance-programs/ath_liab_hdbk.pdf?sfvrsn=0 This handbook is about managing risks associated with athletics. By: Richard P. Borkowski ED.D., C.A.A. (2) Power Point Presentation Outline provides insight into Risk Management Managing Sport Facilities: Mitigating Risk and Organizing Events (3) C. Legal Duties of Coaches section_2.pdf Shoreline Washington Schools Risk Management Pool ATHLETIC LIABILITY Risk Management Manual 2008 Learn.shorelineschools.org/spec/sathletics/documents/ /section_2.pdf?id

101 98 RISK MANAGEMENT/INJURY PREVENTION AND EMERGENCY MANAGEMENT OF INJURIES Reasons an Injury to a Student Athlete May End in a Lawsuit Real or alleged problem of unequal competition (especially in football or wrestling) Hiring unqualified personnel (and doing nothing to improve them.) Failing to make adjustments to the situation (drills too close together) Documenting of risk management program Lack of post accident or emergency care plan Using in appropriate or unproven equipment or practices (conditioning as punishment, baseball striker) Not supplying proper equipment Failure to: o Warn of inherent risk of the sport (review warning label on football helmet) o Properly instruct o Supervise A lack or perceived lack of caring (follow-up injuries) Information taken from: Preventing the Big Hurt by Dr. Richard Borkowski; Athletic Management; December/January 1999 REPRINTED WITH PERMISSION FROM PSADA; BOB BUCKANAVAGE, EXECUTIVE DIRECTOR

102 99 Fourteen Duties or Obligations of Coaches and Athletic Administrators 1. Duty to plan. 2. Duty to supervise. 3. Duty to assess readiness for practice and competition. 4. Duty to maintain safe playing conditions. 5. Duty to provide proper equipment. 6. Duty to instruct properly. 7. Duty to match athletes. 8. Duty to condition properly. 9. Duty to warn. 10. Duty to insure athletes are cover by injury insurance. 11. Duty to provide emergency care. 12. Duty to develop and Emergency Response Plan. 13. Duty to provide proper transportation. 14. Duty to select, train, and supervise coaches. Athletic Situations to Avoid Not supervising the locker room Permitting someone that is not a registered sports official to officiate Giving your keys to students Permitting horseplay Not establishing specific rules of safety prior to the activity Not getting involved Permitting unequal competition Participating without a physical examination or update Bypassing teaching the fundamental skills of the sport Failing to ward about the potential danger of participating in sport Not having an emergency plan Failure to equip an athlete properly Using correct equipment in an inappropriate manner (allowing 2 or 3 people on a diving board) Not taping wrestling mats Participating in improper areas (doing speed training in hallways) Not correcting an unsafe situation REPRINTED WITH PERMISSION FROM PSADA; BOB BUCKANAVAGE, EXECUTIVE DIRECTOR

103 100 EMERGENCY ACTION PLAN Occupational Safety and Health Act Definition of -- What is an Emergency Action Plan? An emergency action plan (EAP) is a written document required by particular OSHA standards [29 CFR (a)]. The purpose of an EAP is to facilitate and organize employer and employee actions during workplace emergencies. Well developed emergency plans and proper employee training (such that employees understand their roles and responsibilities within the plan) will result in fewer and less severe employee injuries and less structural damage to the facility during emergencies. A poorly prepared plan, likely will lead to a disorganized evacuation or emergency response, resulting in confusion, injury, and property damage. Putting together a comprehensive emergency action plan that deals with those issues specific to your worksite is not difficult. It involves taking what was learned from your workplace evaluation and describing how employees will respond to different types of emergencies, taking into account your specific worksite layout, structural features, and emergency systems. Most organizations find it beneficial to include a diverse group of representatives (management and employees) in this planning process and to meet frequently to review progress and allocate development tasks. The commitment and support of all employees is critical to the plan's success in the event of an emergency; ask for their help in establishing and implementing your emergency action plan. Printed from Occupational Safety and Health (OSHA) Website: DIAA Emergency Action Plan As stated in the NFHS Sports Medicine Handbook, the Emergency Action Plan (EAP) is a clearly defined plan of action that medical and athletic staff should design and implement in case an emergency occurs at practice, at a venue, or within the community involving a school s sports team(s). This EAP shall include the following: and maintenance of equipment used in case of emergency personnel within a school/event, but also with community emergency personnel and parents on in case of emergency activity. This should include the authority of the schools designated (or venue if tournament) qualified medical personnel to have final decision on return to play post suspected injury or illness Printed from DIAA Website:

104 101 Lightning Safety Guidelines GUIDELINES ON LIGHTNING SAFETY A Position Statement from the National Athletic Trainers Association Adapted and reprinted by The National Association for Sport and Physical Education 1. Establish a chain of command that identifies who is to make the call to remove individuals from the field. 2. Name a designated weather watcher (a person who actively looks for the signs of threatening weather and notifies the chain of command if severe weather becomes dangerous). 3. Have a means of monitoring local weather forecasts and warnings. 4. Designate a safe shelter for each venue. 5. Use the Flash-to-Bang count to determine when to go to safety. By the time flash-to-bang count approaches thirty seconds, all individuals should be already inside a safe structure. 6. Once activities have been suspended, wait at least thirty minutes following the last sound of thunder or lightning flash prior to resuming an activity or returning outdoors. 7. Avoid being the highest point in an open field, in contact with, or proximity to the highest point, as well as being on the open water. Do not take shelter under or near trees, flagpoles, or light poles. 8. Assume the lightning safety position (crouched on the ground, weight on the balls of the feet, feet together, head lowered, and ears covered) for individuals who feel their hair stand on end, skin tingle, or hear crackling noises. Do not lie flat on the ground. 9. Observe the following basic first aid procedures in managing victims of a lightning strike: Survey the scene for safety Activate local EMS Lightning victims do not carry a charge and are safe to touch If necessary, move the victim with care to a safer location Evaluate airway, breathing, and circulation, and begin CPR if necessary Evaluate and treat for hypothermia, shock, fractures and/or burns 10. All individuals have the right to leave an athletic site in order to seek a safe structure if the person feels in danger of impending lightning activity, without fear of repercussions or penalty from anyone.

105 102 GUIDELINES ON LIGHTNING SAFETY A Position Statement from the National Athletic Trainers Association Adapted and reprinted by The National Association For Sport and Physical Education Safe Shelter: 1. A safe location is any substantial, frequently inhabited building. The building should have four solid walls (not a dug out), electrical and telephone wiring, as well as plumbing, all of which aid in grounding a structure. 2. The secondary choice for a safer location from the lightning hazard is a fully enclosed vehicle with a metal roof and the windows completely closed. It is important to not touch any part of the metal framework of the vehicle while inside it during ongoing thunderstorms. 3. It is not safe to shower, bathe or talk on landline phones while inside of a safe shelter during thunderstorms (cell phones are okay). Flash-to-Bang: To use the flash-to-bang method, begin counting when sighting a lightning flash. Counting is stopped when the associated bang (thunder) is heard. Divide this count by five to determine the distance to the lightning flash (in miles). For example, a flash-to-bang count of thirty seconds equates to a distance of six miles. Lightning has struck from as far away as ten miles from the storm center. If you hear it, clear it; if you see it, flee it. Postpone or suspend activity if a thunderstorm appears imminent before or during an activity or contest, (irrespective of whether lightning is seen or thunder hears) until the hazard has passed. Signs of imminent thunderstorm activity are darkening clouds, high winds, and thunder or lightning activity. Copyright by the National Athletic Trainers Association, Inc. Condensed from Journal of Athletic Training 2000; 35(4): NATA Position Statement: Lightning Safety for Athletics and Recreation, by Katie M. Walsh, EdD, ATC-L; Brian Bennett, MEd, ATC; Mary Ann Cooper, MD; Ronald L. Holle, MS; Richard Kithil, MBA; Raul E. Lopez, PhD. Adapted and reprinted with permission by the National Association for Sport and Physical Education, an association of the American Alliance for Health, Physical Education, Recreation and Dance REPRINTED WITH PERMISSION FROM PSADA; BOB BUCKANAVAGE, EXECUTIVE DIRECTOR

106 103 All athletic directors, coaches and athletic trainers should be very concerned with the potential dangers which exists with heat and lightning strikes. An excellent app has been developed by Vanderbilt Sports Medicine --COACH SMART. It is not currently available; however, a new edition is to be released in the fall. Please review the article below: Vanderbilt Orthopaedics CoachSmart app includes heat index, lightning alerts June 13, 2012 version will be released this fall. UPDATE, June 11, 2013: CoachSmart is not currently available for download; a new A new Vanderbilt Sports Medicine smartphone application for coaches puts an athletic trainer, a personal assistant and a meteorologist all in the palm of their hand. The free iphone and Android app, called CoachSmart, is the ultimate resource for coaches, offering real-time information on heat index and lightning strikes, frequently asked sports medicine and safety questions, and a group contact feature. A collaboration between Vanderbilt Sports Medicine, the Medical Center's Strategic Marketing Department and the Monroe Carell Jr. Children s Hospital at Vanderbilt, the app is an extension of Vanderbilt Sports Medicine s expertise. We have Vanderbilt athletic trainers stationed at 27 high schools in Davidson and Williamson counties, but we wanted a way to reach sports teams where we do not provide care, such as youth leagues and schools in other counties, said Alex Diamond, D.O., assistant professor of Orthopaedic Surgery and Rehabilitation. We wanted to create a resource for coaches that would enable them to address safety concerns even if a certified athletic trainer was not on site.