Innovative platform assists the facility rental process.

Insights from BOSCA Board Member Kristy Bayer, Athletic Director - Rockhurst University

NIL Insights from BOSCA Sponsor Opendorse

Team Sports Provider Expands Support of Professional Development Opportunities

Event will be held July 14-16, 2024 in Oklahoma City

Providing value as an Assistant or Associate AD

Northwestern College (IA) Athletic Director Will Help Guide BOSCA Offerings

Professional development designed for small college athletic administrators

Central Missouri Associate AD will help guide BOSCA efforts.

Monday, October 2, 2023 - Kutztown University 9a.m. - 4p.m.

Insights from BOSCA sponsor Gipper

Insights from BOSCA Sponsor CEI Engineering

Firm is the leader in social media content creation and management.

Insights from BOSCA Sponsor Nevco

Stipends cover workshop registration expense

Veteran administrator to be honored at 2023 convention

National Student- Athlete Honor Society joins forces with BOSCA

A plan is only as good as the action that brings it to fruition.

Oklahoma City, July 30 - August 1, 2023

Advice on positioning yourself to become an Athletic Director

Veteran Administrator Will Contribute to Strategic Direction

Converse Athletic Director Brings Diverse Experience

Point Park Athletic Director Focused on Giving Back to the Profession

Monday, February 20, 2023 - Rockhurst University 9a.m. - 4p.m.

Virtual cohorts begin in January, 2023

Insight from

Insight from

Insight from Nevco

Insights from Dallas Baptist University Athletic Director Connor Smith

Insight from BOSCA Sponsor GiveCampus

Insights from Point Park University Athletic Director John Ashaolu

Advice and insights for making the most of the Senior Woman Administrator role

Insights from Northwestern (IA) College Athletic Director Dr. Micah Parker

USCB Veteran brings expertise to BOSCA board.

Insights from DePauw University Athletic Director Stevie Baker-Watson

Event to take place July 17-19, 2022 in Oklahoma City

Panel conversation focused on areas important to small college athletic administration.

Academy designed to facilitate the growth and development of small college athletic directors.

Rising Coaches will be the exclusive search firm sponsor for 2021 BOSCA workshop

GameTime will be the exclusive custom music solutions sponsor for 2021 BOSCA workshop

Source One Digital will be the exclusive signage sponsor for 2021 BOSCA workshop

Nevco to be exclusive scoreboard/video display sponsor for 2021 BOSCA workshop

Insights from Palm Beach Atlantic Athletic Director Courtney Lovely-Evans

Join us July 19-20, 2021 in Oklahoma City

From Now On to be exclusive mobile app sponsor for 2021 BOSCA workshop

HomeTown to be exclusive ticketing sponsor for 2021 BOSCA workshop

Musco to be exclusive lighting sponsor for 2021 BOSCA workshop

A look inside Lynn University's athletic re-branding effort.

Board will implement strategic initiatives that guide the future for BOSCA

This episode of Small College Conversations features Troy Tucker , Athletic Director at the Northampton Community College. Troy talks about how he got started in athletics, his experience starting athletic programs, his involvement at the national level within the NJCAA, and the challenges that small college athletics faces moving forward.

The Business of Small College Athletics (BOSCA) will be back in 2021! It was announced today that the workshop will be held in person July 18-20, 2021 in Oklahoma City. 2021 marks the 9th year of the event which focuses on providing professional development and networking opportunities to athletic administrators working in smaller athletic departments. The event caters specifically to D2, D3, NAIA and NJCAA athletic administrators providing sessions led by presenters from these levels. The workshop will feature an expanded agenda this year covering topics that are responsive to the needs of small college athletic administrators in these challenging times. “I’m excited to provide this opportunity for small college athletic administrators to grow in the profession, said BOSCA Founder Jim Abbott.” “We promise to provide relevant topics and discussions along with great opportunities to meet others that can relate to the challenges that all small college administrators face.” The conference will follow all local health protocols to ensure the safety of attendees and attendance will be limited. Registration for the 9th annual event will open soon. What They’re Saying About BOSCA The atmosphere and environment at BOSCA is amazing. Once you attend you feel like you are part of a fraternity. Sharing, learning, and inquiry are emphasized throughout the event. Unlike some of the national conferences and conventions you may attend, all BOSCA attendees become your network by virtue of being in an engaged small group setting. Attendance at BOSCA has had a real and measurable impact on our institution's trajectory as it relates to leadership, fundraising, planning and initiatives. We will be back! Angela Pohl, Deputy AD – Saginaw Valley State University (NCAA Division 2) At a time when I'm experiencing budget cuts that make attending professional development events difficult, I continue to prioritize BOSCA as the most impactful conference that I attend each year. The networking and practical tips that I have learned have transformed our department. This is a conference where you walk away with actual ideas that you can take to your campus and implement immediately. The presenters and attendees are open books...professional colleagues that are truly trying to help one another. Tony Hoops, Athletic Director – Bethel College (NAIA) The BOSCA workshop exceeded all expectations. Any time you can network with and learn from other collegiate sports professionals it's an invaluable experience. What sets BOSCA apart, however, is the opportunity to do so with individuals who have similar resources and infrastructure. Attendees truly "speak the same language." I would encourage anyone to attend...you won't be disappointed. Rob Chaney, Athletic Director – Tallahassee Community College (NJCAA) Anyone looking to enhance, build, or even start their career path in this college athletics should attend BOSCA. It is a fabulous networking experience and you are able to have meaningful individual and small group conversation that is found nowhere else. I walk away with valuable information that I can bring back to impact my university and student-athletes every time I attend! There is nothing quite like BOSCA! Brian Sisson, Athletic Director – St. Mary’s University (NCAA Division 3)

This session features a panel conversation led by Jim Abbott , Athletic Director - Oklahoma City University and panelists Ryan Erwin (East Texas Baptist University), Fran Reidy (St. Leo University), and Aaron Sagraves (Cornerstone University), sharing their insights and experiences in adding new sports programs on their campus. BOSCA is grateful to Mammoth Sports Construction and CEI Engineering for their sponsorship of this "BOSCA Presents" virtual session.

This episode of Small College Conversations features Kristofer Schnatz , Athletic Director at the United States Merchant Marine Academy. Kristofer talks about how he got started in athletics, how his experiences as a coach impact his decisions as an Athletic Director, the unique nature of working at a federally funded institution, and his experiences having attended the BOSCA workshop.

This episode of Small College Conversations features Jeff Bain , Athletic Director at Martin Methodist College. Jeff talks about his efforts to build the athletic department and facilities at MMC, his experience with NACMA which includes a stint as president of the organization, and challenges faced by administrators in college athletics. Our thanks to Jeff for sharing his insights and expertise.

In Spring 2020, not long after the Covid 19 pandemic altered the college athletics landscape, a group of BOSCA alums got together on a Zoom call to check in on one another. Each of our campuses had been shut down and we all found ourselves challenged by the same uncertainties. A smaller group of BOSCA alums, led by Matt Donovan from the University of Indianapolis, kept meeting every week…and still does on Friday mornings. I should note that Matt is a born mentor and is the leader of this gang that has come to be known as the Wisdom Group. Each week they spend an hour chewing the fat, checking out Seth Dutton’s cowboy boots, and exchanging ideas. Mostly they support one another. The photo above is from a recent meeting of the Wisdom Group. Recently, I asked Matt to approach the group for some ideas/advice that they might share with others in our profession. Following is what the group shared. No matter what area of collegiate athletics you find yourself in, there are a few skills that will help your career, wherever that career path takes you. These aren’t technical skills. They’re soft skills; how to read situations and work with people. One of those skills is knowing when you need help, and knowing who to ask for help. I haven’t always been good at that, but it’s something I’ve made a priority and something the Wisdom Group has helped with immeasurably. We’re always open to new members, so if you don’t know who/where to reach out, this is a pretty damn good place to start. The other soft skill I’ve leaned on a lot is helping people dream a little bit. We’re all faced with the same cliché conversation that goes something like ‘This is the way its always been done’ or ‘We can’t do that because of XYZ’. In that situation, I like to ask ‘if XYZ wasn’t an issue, how would you envision this working?’ I’ve found that people will be very honest in that situation. From there, if you can find the path between where you’re at and where they want to be, you can have a lot of success. It’s a strategy I was taught while working with donors, but it works wonders in other areas as well. And make sure to dream a little bit yourself. Have a vision for where you want to go. Know that it won’t always be easy or necessarily a straight path, but keep working and don’t be afraid to lean on those around you for some help. Greg Weis, Assistant AD- Development & Revenue Generation, Minnesota State University- Mankato In 1989 I packed up my things and moved to West Lafayette, IN. I was a young lad trying to figure it out at Purdue University. Then one day, John DeCamp, the legendary radio voice for Purdue Athletics, introduces himself and extends an invitation for me to join he and his wife for dinner that evening. Now why would an icon like John feel it be necessary to provide an opportunity as such? Me being quick on the trigger - I accepted immediately. As I thanked John and his wife for his kindness that evening, he mentioned a statement to me I have always remembered…”challenging as life can be, everyone needs someone to count on and rely on for help.” Needless to say, besides my parents, John became that person I called on often for guidance, counsel and support. We have all heard the statement ”pay it forward.” I like to think that’s what I have done since that moment in 1989. But be certain, even today, there are a number of people I call upon often to be the voice of support and reassurance. Let’s be honest, all of us want a host of friends as well :) In closing, as told to me once by my dad...“Never believe you have all the answers. The day you think you do have all the answers….retire!” This message continues to drive me to inquire, study and learn. My hope is this message encourages you to do the same. Matt Donovan, Sr. Associate Athletic Director for Development - University of Indianapolis 13 years ago as I was looking for a full time job after I graduated from college, I was told "to make connections" and "it is all about who you know". Just wanting a job and trying to start my life I overlooked those pieces of advice. Three years later out of the blue, I received a call from the President of my Alma Mater who I had gotten to know prior to my graduation, he asked me if I would be interested in a job that had just come open, he remembered my work and my desire to work in the position that was open. Three weeks later, I was in his office where he handed me a contract and as I signed that contract, I quickly remembered those pieces of advice. The connections you make will be those individuals that you can call and ask for industry advice, provide you with a fresh set of eyes on a project and more importantly provide a sense of calm when times get tough. Who you know may not only provide you with your next job or opportunity but will allow you the chance to grow, learn and be the best version of you that you need to be successful. Michael Feuling, Development Officer – Linn Benton Community College A few tidbits that I have found helpful • There is no such thing as a dumb question • Continue to learn each day. This can be different for everyone. This doesn’t mean you have to read five books a week. • Do your current job extraordinarily well. Good things happen to good people. Make your boss look good and limit the surprise factor. • Lean on your mentors and don’t be afraid to reach out to others to get better. Never be afraid to pick up the phone or send an email. • Pay it forward. Yes indeed. Make time for others. • Pay attention to your industry and the world outside your industry and at all levels. So many things no matter the level can work for you at where you are at. Don’t get bogged down by the numbers, size, etc. Make it work for you. • Be a good person. Smile. Laugh. • No one has all the answers • Rome wasn’t built in a day. This comes from way back but more so from Matt Donovan. Brian Sisson, Athletic Director – St. Mary’s University (MN) One of the hardest things in life is to be vulnerable and admit it. Starting new, we all want to prove ourselves and there’s an unfortunate perception that seeking help is a sign of weakness. Don’t concern yourself with being right, instead focus on learning and getting it right. It’s perfectly acceptable to admit that you need help, but make sure you then go ask for it. The people in this industry will help you and provide mentorship no matter what the challenge is. Don’t be afraid to be vulnerable. Ask for the help that you need. Brock Wissmiller, Sr. Associate AD for Development – Upper Iowa University College athletics fundraising and external relations is where I got my start, and after moving over to the central advancement side on campus I realize how vital those skills learned through athletics are to any career. No matter what the job description is, I think relationship building is the key to success. Especially in the world of fundraising or building a brand it’s so important that your constituents “like” those building it. As they peek behind the curtain be authentic, trustworthy, honest, and “real” with those you’re working with internally and externally. I believe that vulnerability will pay dividends where you are and where you will go! Taylor Phelps, Sr. Director of Principal Giving – Texas A&M University – Commerce I’m grateful for the advice that the Wisdom Group shared. More than anything I’m reminded how important it is to have peers that you can call on and who become more than just professional acquaintances…they become friends. I encourage you to create your own “Wisdom Group,” or come join ours!

This session features a panel conversation led by Jim Abbott , Athletic Director - Oklahoma City University and panelists Heather Macy , Women's Basketball Coach - Greensboro College, Laura Duncan , Women's Soccer Coach - University of New Haven, and Mike Feminis , Football Coach - St. Xavier University. The focus of this session was insights and strategies for raising funds during the Covid 19 pandemic. BOSCA is grateful to Mammoth Sports Construction and CEI Engineering for their sponsorship of this "BOSCA Presents" virtual session.

This episode of Small College Conversations features Harry Stinson , Athletic Director at Lincoln University. Harry talks about how he got his start in college athletics, the need for versatility and flexibility, his favorite holiday sports traditions, and how his department has dealt with the challenges of the Covid 19 pandemic, among other topics. Our thanks to Harry for sharing his insights and expertise.

THE DYNAMICS OF A CONSTRUCTION PROJECT Role of the Owner: • Provide the vision & resources for the project. Role of the Contractor: • Build the facility. Role of the Engineer: • What does the Engineer do? THE ENGINEERS ROLE PROVIDE UNBIASED EXPERTISE DURING ALL PHASES OF THE PROJECT… FROM A THRU E. A: PLANNING & BUDGETING • Conceptual Site Plan, Preliminary Cost Estimate, Etc. B: DESIGN • Analysis, Reports, Construction Drawings & Specifications. C: PERMITTING • Work through legal processes with cities, counties, etc. D: PROCUREMENT ASSISTANCE • Assist to find the best value Contractor. E: CONSTRUCTION MANAGEMENT & OBSERVATION • Ensure that drawings and specifications are followed and that the project stays on time and budget. STEP A: PLANNING & BUDGETING: STAGES OF PLANNING & BUDGETING Students and parents will choose a college or university for academics, safety, quality facilities and successful athletic programs. This is an ongoing plan of action and is in the best interest of the institution and all stakeholders to plan and budget for all these reasons. Conceptual Site Plans, Preliminary Cost estimates and Funding mechanisms should constantly be considered and updated. STEP A: PLANNING & BUDGETING - ADMINISTRATIVE- PERFORM A NEEDS ASSESSMENT · What is the age of your facility · Are the facilities adequate in size and capacity? · Are the facilities functional/user friendly? · Are the facilities safe? · How do your facilities compare to other colleges and universities within your conference, region and similar size? · Success and strength of programs? · Is there support from School President, Board of Directors or Chancellor? STEP A : PLANNING ENGINEERING - PERFORM A NEEDS ASSESSMENT · Is the property large enough? · What are the existing site conditions, utilities, subgrade, water table, flood potential, storm drain capacity, permitting requirements, etc. · Is there an agreed upon Concept Site Plan? · What is not known and what are the possible risks of these unknowns? · Are there contingencies and back-up plans laid out to address things that may come up that increase cost and time requirements? BUDGETING: · Many facilities are beyond their life expectancy and are neither functional or safe. · There has been a huge effort to update facilities to satisfy Title IX complaints and to offer facilities to meet students’ expectations. · Funding mechanisms for athletic facilities are important. · Students want and need places to give them a break from dorm life, library and the classroom. · Research supports these facilities because they are important to physical and mental wellbeing. BUDGET CONSIDERATIONS · How will the project be funded? · What is minimum amount needed? · What is essential and what is wanted? (Alternates)? · What products, systems, amenities are desired? · Estimated costs + contingencies · What is the maximum amount available? · What is in hand? · Are there back up resources? · Will the community support the project? · Show them the value… in detail!

Collected Wisdom is a series of interviews that features insights from prominent Small College Athletic Administrators around the country. Our thanks to Sharief Hashim, Athletic Director at Susquehanna University for sharing his thoughts and insights this week. How did you get started in College Athletics? I spent fourteen years coaching high school basketball in Montgomery County, MD., just outside of Washington, D.C. I spent a few years as an assistant coach at Walt Whitman HS where I coached Dan Engelstad, Head Men’s Basketball Coach at Mount St. Mary’s University. Spring 2013, Dan was hired as the Head Coach at Southern Vermont College in Bennington, Vermont. I was the Head Boys Basketball Coach at Wheaton HS (MD) at the time and Dan called me looking for players from the DMV (D.C., Maryland, Virginia). I rented a van and drove up 9 recruits, including a couple of my players. Proud to say five of the guys who made that trip attended and graduated from the college, including one of my former players. A year after the van trip, I was hired as the Head Men’s JV Basketball Coach, Athletics Liaison and Admissions Counselor at the college. We won a ton of games and I recruited athletes and non-athletes for the admissions department. I was hired as the interim AD in 2016. The administration removed the interim tag in June 2017. You started your position as Athletic Director at Susquehanna in the midst of the COVID 19 Pandemic? What was that like and how did you go about getting to know your staff and getting integrated on campus? The pandemic has been challenging for everyone as we’ve grown accustomed to quarantine and virtual life. I was actually interviewing with Susquehanna (SU) and another university the same week, totaling 18 hours of zoom meetings over three days in addition to my work schedule. I tried to have fun with it and thankfully landed at SU. Physically moving my furniture, etc., from Potsdam, NY went well and settling in central Pennsylvania has been great. Everyone I’ve met throughout the campus community has been very welcoming! As I was unloading the U-Haul (I’m temporarily living on campus) multiple staff including President Green stopped by to offer their help or give me a welcome gift. As we know in college athletics, the first 100 days are essential in transitioning to a new role or new institution. Obviously, the pandemic created challenges in meeting staff and faculty. I was able to meet individually via zoom with the athletics staff but once we were allowed to work on campus, the relationship building improved. We had a staggered start to the fall. First year students, seniors and lastly, sophomores and juniors were allowed to arrive to campus over the first month of the semester. The lack of athletics events and the staggered arrival hasn’t allowed me to interact with student athletes consistently but I feel I’ve connected well with our coaches, staff and a few individual students. Lastly, I’ve built relationships with other faculty and staff. Our Chief of Diversity & Inclusion, Michael Dixon and Vice President of Enrollment Management, DJ Menifee have been here a year or less as well. They’ve been great friends and we’ve leaned on each other through our shared experiences. Talk about your experience in general of leading an athletic department during a pandemic? What challenges have you faced and what have become your top priorities? Control what we can control. Stoicism is important to leading a department during a pandemic. There’s no blueprint for what we’re enduring in college athletics and as a country. It’s important to stay as balanced as possible emotionally. I think it’s important we remain resilient and empathetic to the needs of our staff and student athletes. In July, our conference (Landmark), announced we wouldn’t have fall sports. Students were understandably upset but in my opinion they’ve dealt well with the adversity. We’ve facilitated in-person instruction all semester. Eighty percent of our students chose to live on campus, including eighty-five percent of our student athletes. The staggered return allowed our campus community to ease into the new normal. We were able to maintain a full supply of PPE, tests and spaces for quarantined students. Our positive numbers remained on the low end thru the end of October at 14 cases for the semester. Like much of the country, we saw an uptick after Halloween but it’s taught us some valuable lessons moving into next semester. We’ve worked hard to plan athletically related workouts and essentially develop a new curriculum for practice planning. Our coaches and staff have also led the testing procedures for our campus community. Athletic trainers administer the Covid19 tests and coaches and staff have completed data entry and social distancing efforts for our testing procedures. Coaches and staff have also worked temperature check stations as part of their work schedules. I’m very proud of the togetherness and spirit our coaches have staff have shown in supporting our students and the campus community. I’m blessed to be working with such a committed group of professionals! Top priorities have included facilities management and working with conference AD’s and the commissioner to plan winter sports. The potential for the second wave of the pandemic this winter presents a significant challenge for our conference and winter sports programs. I remain optimistic we’ll find a way to allow our student athletes to compete! You have worked at both state institutions and private institutions. What are the primary differences between the two? Great question. The perception that you can get things done quickly at a private institution, as opposed to a public institution can be true. Private institutions may have less bureaucracy and often enough it takes one person to approve a purchase requisition or new initiative. The chain of command mindset and unionized culture at public institutions is are significant differences between the two types of organizations. I’ve found that employees at private institutions are more willing to volunteer to take on new tasks and responsibilities during or outside their working hours. While unionized employees may be equally hard working, they may also be a bit hesitant to take on a task outside their specific job description. Fortunately, I’ve had the pleasure of working with committed coaches and athletics staff at institutions that have great traditions and excellent student athletes. You have worked in a wide variety of roles in your past. Talk about how being versatile has shaped your experience and the need in general for versatility in small college athletics. Thank you… I think my background has provided me the experience to work with anyone. I’ve worked in high school class rooms as a special education assistant, and coached high school and college basketball. I’ve also held various roles in college admissions which has shaped my athletics recruiting and enrollment management perspective. However, working as a recreation specialist for a local municipality outside of Washington, D.C., allowed me to develop problem solving, programming and mediation skills that have translated well to college athletics administration. Building relationships with teachers, administrators, law enforcement and county officials helped me build professional confidence and management skills. Not counting COVID 19, what are the biggest challenges that you face as a small college athletic administrator? Fortunately, our administration has made excellent fiscal decisions over the years. We’re in a good place despite the pandemic. I’m relatively new to the university but there are a few challenges I’m hoping to address in the short and long term. We want to enhance the student athlete experience by upgrading locker rooms and facility spaces. Additionally, assistant coaching salaries and head coach secondary duties are areas of concern that we would like to enhance. As AD, I’m also part of the student affairs team. Administering club sports, recreation and intramurals are part of my responsibilities. It’s challenging but I would like to address branding, marketing and recruiting prospective students to these programs. Generally, supporting these programs can enrich wellness, fitness and mental health opportunities for students in our campus community. Many schools are relying more on athletics to positively contribute to campus enrollment. What are the expectations for your department at Susquehanna in terms of enrollment and how do you manage this? Athletics is integral to enrollment management at SU. We work closely with admissions staff to provide a great experience to recruits visiting the campus and considering the university. Twenty-five percent of our students are student athletes. Depending on the year, student athletes make up thirty-five to forty percent of our Sigmund Weis School of Business students. Our retention and graduation rates are above average and students enjoy a premium experience attending Susquehanna. We have a group of talented and hardworking coaches who do a great job recruiting regionally. I believe our excellent academics, beautiful campus, and strong athletics programs make us very marketable to prospective student athletes. As I continue to learn more about our programs, I anticipate assessing strategic recruiting, specifically out-of-state. I believe in giving coaches the space and reasonable expectations to recruit effectively. I’ll be supportive in exploring new recruiting regions or improving the talent level of specific athletic programs when necessary. What is your favorite part of your job? I enjoy supporting student athletes, specifically watching them compete. Not being able to attend games has been tough. Until this year, I hadn’t had a semester without competing as a coach or athletic director in years. Cheering for student athletes during competition is something I enjoy greatly. However, leadership development is a favorite part of my job. I’ve tried to work closely with the student athletes advisory committee (SAAC) at my institutions. I’m very impressed by the SAAC executive committee hear at Susquehanna. I’ve had opportunities to also build relationships with SGA, and a few student athletes. At previous institutions I’ve led workshops on social justice issues, principles of leadership and group dynamics. I’ve also sat in on a couple of academic classes, which is always fun. You have participated in both the D3 Administrative Advancement program and the Business of Small College Athletics. Talk about these professional development opportunities and your view on professional development in general. When I was appointed to interim AD at Southern Vermont in 2014, I was confident that I understood general management principles but I believed I had to work quickly to learn more about college athletics administration. I believe programs like BOSCA and the D3 Administrative Institute have helped to accelerate the learning curve. These and similar professional development programs have allowed me to network and meet people in the business. “All good coaches borrow ideas!” I’ve asked questions and shared ideas with friends and colleagues I respect greatly. Previously, I’ve been able to tap into my network when I’ve posted job opportunities. It feels good to know I can reach out to administrators I trust. I’ve been able to improve the diversity and talent of the search pool, for a few vacant coaching positions I’ve filled over the years. BOSCA specifically, has also helped me grow as an athletics fundraiser. What advice do you have for young people that are looking to start a career in college athletics? Treat people the way you want to be treated. Pursue all professional opportunities, whether you believe you’re qualified or not. The only shot you miss is the shot you don’t take. Don’t be afraid to move to rural or less diverse areas of the country for a job opportunity. Getting outside on your comfort zone can help your personal and professional development. Stay humble and ask questions. Favorite quote… “To See What is Right and Not Do it; is Lack of Courage” -Confucius You are a member of the Minority Opportunities Athletic Association (MOAA). How does your involvement with MOAA contribute to your career in Athletic Administration? I’ve held positions in rural areas where I’ve been the only ethnic minority in most spaces. Obviously, I’ve had some successes professionally and enjoyed each university I’ve worked for and the places I’ve lived. MOAA has offered opportunities to build relationships with administrators who can relate well to my experiences as an administrator of color. MOAA has also offered general professional development opportunities and helped me grow as a leader. Currently, I’m a member of the MOAA Awards committee which has been a great experience. What are your keys for managing your time? What do you enjoy away from the office? Time management is something I’ve had to work on over the years. Organizing my calendar; keeping a journal, and writing to do lists are all good habits that have helped me greatly. Going to bed earlier, getting sufficient sleep and eating well have also helped my time management and self-care. I’m also pursuing a Doctorate of Education degree (EDD), so I have to maintain consistency to complete tasks effectively and manage my time well. Spending time with my daughter and family in the DC area is something I enjoy away from work. The pandemic has presented some challenges but I’ve been able to travel to see family consistently. I enjoy shooting baskets, weight training and cardio to stay in relatively average shape My favorite hobby is cooking. I’m nowhere near an expert but I think I can burn a solid meal. I’m house hunting and looking forward to buying my first legitimate grill! Thanks again for the opportunity to share a bit about myself. I appreciate BOSCA more than you know and will continue to support BOSCA programs and initiatives!

This session features a panel conversation led by Matt Donovan, Sr. Assoc. AD for Development at the University of Indianapolis. The panel included Megan Finn - Wayne State College, Grant Kelly - Johns Hopkins University, and Jeff Mason - University of Central Missouri. The focus of this session was insights and strategies for raising funds during the Covid 19 pandemic. BOSCA is grateful to Mammoth Sports Construction and CEI Engineering for their sponsorship of this "BOSCA Presents" virtual session.

This episode of Small College Conversations features Sam Atkinson, Associate Athletic Director for Communications at Gallaudet University and President of CoSIDA. Sam talks about how he got his start in sports, changes that have occurred in sports information over the past decade, challenges that SID's face, and current priorities for CoSIDA. We are grateful to Sam for sharing his time and insights.

Collected Wisdom is a series of interviews that features insights from prominent Small College Athletic Administrators around the country. Our thanks to Christina Hundley , Athletic Director at Paradise Valley Community College for sharing her thoughts and insights this week. How did you get started in College Athletics? I started in Collegiate Athletics when I was a student at Arizona State. I had been an athlete my entire life but quickly figured out I was not good enough to compete at ASU. So, I reached out to the Athletics Department and was lucky enough to land in the Media Relations Department. I was brought on as a student intern, unpaid, and spent three of the best years of my career working for Sun Devil Athletics. I came in during the 1996 Rose Bowl season so I was thrown into the deep end out of necessity due to the sheer volume of work that needed to be done. I learned on the job and was fortunate to have that experience serve as part of the foundation for my work in the athletics world. Give us an update on what’s been happening in your department during the pandemic. What have your priorities been and what impact have your coaches and student-athletes felt? Navigating the day-to-day in our jobs under normal circumstances can be challenging. The day-to-day in this moment has proven to be almost indescribable. It’s been a long tough summer getting to today. We’ve been through ample plan changes and waves of uncertainty. Our staff and coaches are currently in a place of support and preparation. We are currently supporting our students every day in their academic pursuits. Making sure our students are enrolled, attending class, keeping up with their studies, understanding the importance of academics in their collegiate athletics plan, etc. That is a full time job, especially now. We are planning for a spring return to competition. Right now, we are completely shut down for fall. No practices, no scrimmages, no athletics. Our planning is not only for how to return in the midst of COVID but also how are we going to manage our entire athletics year, all of our sports, competing in the span of five months. The impact has been felt by all of us, students and staff alike. We are all wired to be out and doing and competing. When that came to a halt in spring, the impact was instantaneous. The reverberations of that have continued to today. We are all finding our way but it has certainly been tough to navigate a new day-to-day and the void that not having our typical outlets of activity and involvement has created. The NJCAA was the first organization to announce the postponement of most sports in the Spring semester. What was your initial reaction to this announcement? Did this decision make your job easier in dealing with the pandemic? My initial reaction was shock because it happened so quickly. At that point in time, I hate to admit, I wasn’t really tuned in to COVID and what it all meant. We were just starting to discuss it at my College and we had not made any decisions as a campus. After I worked through the shock I moved on to heartbreak, because the worst day of my being an AD became the day I had to explain to all of our spring sport student-athletes why we were suspending their seasons. I can’t say the decision made my job easier but I can say it gave me the beginning of a roadmap forward. I can’t tell you how many times I’ve said over the past six months, we made the best decision we could with the information we had at the time. We’ve seen this whole thing change a million times, and it’s going to keep doing so. All we can do is plan for what we know now and remain flexible because it’s inevitable, you are going to have to take on this obstacle course as it comes. What are the 1-2 most prevalent challenges faced by 2-year college athletic administrators. Funding and understanding. Funding is certainly relative, at every level of athletics administrators can claim that there is never enough funding to do what we “need” to do as athletics departments. At the two-year level, that is true across the board. Where we really struggle compared to higher levels of athletics however is necessity vs. the “extra.” At the two-year level, most of the time, we are not looking at a situation where we may not have enough funding to purchase the primo gear pack for our student-athletes. We are facing budgets where we often do not have the operational dollars to cover basics such as uniforms, travel, officials’ fees, coaching, scholarships, etc. And to boot, there are instances where we have to fundraise to provide the basics. Understanding something is the key to appreciating it. We are the stewards of our story and it is our responsibility to tell it as often as we can. If we can positively impact a student’s life, and in turn their families, it is our responsibility to do so. It always amazes me how many people aren’t aware of the world of two-year athletics and the benefits it can offer to many student-athletes. Helping people understand what we do, what we offer and what we can provide to help support them and help them be successful is the most important part of what we do. Hiring coaches and administrators is a normal part of leading a department. What are the keys to navigate a successful hiring process? Personnel moves are one of the most challenging parts of being an AD, in my opinion. The most important part of the process for me is to be organized and on top of what I need when I need it. There is no greater moment than when recruiting potential candidates when I need to tap into my network of colleagues in the business for recommendations, advice and support. That is key to finding the who. Then you have to deal with the how. I’ll be honest, the hiring process in our district is difficult. As a hiring manager, it is on me to navigate the process and to do that I have to be on top of every step. We all know, in athletics time is of the essence, this goes for everything including hiring. Whether you are up against it because the season is about to start, you are on the clock because your prime candidate is highly sought, or because you are juggling this hire with the myriad other responsibilities you are managing, hiring needs to be done efficiently. Another piece to the puzzle is to include staff in the decision. In general, an AD should not make a hire without getting input from other members of their team. Bringing your team into the fray is important and will help inform the best fit and decision for the department. What are the primary expectations that Paradise Valley Community College has for the athletic department? What are the 2-3 key things that you’re expected to deliver? Academics is king of the hill. We are expected to perform in the classroom. Our department prides itself on the academic success of our student-athletes. Long before I came to PVCC the foundation of academic success was set when athletics was started at the College. The consensus was, and still is, that athletics is an amazing and supported pillar of the College but only if academics are stressed and supported. In turn, our department is expected to support our student-athletes in any way we need to give them the tools to be successful in the classroom. We are fortunate that we have the support of the College and its administration but our department runs point on execution. Over the years we have built an amazing academic support system that is forever a work in progress. We enlist the help of the entire campus and all of its services to support our student-athletes. The orchestration of such support is one of the largest focuses our staff and coaches have and one of the biggest expectations for which our department is responsible. What is your favorite part of your job? I always love answering this question because I get to talk about my student-athletes and coaches. I LOVE watching our student-athletes and coaches do what they love. Luckily, I am not stuck behind a desk all day. My job responsibilities actually expect me to be out at events and I love that I get to spend much of my time out at our athletics events. Watching our student-athletes and coaches do what makes them happy, what they are passionate about, fuels my passion for doing what I do. What advice do you have for young people that are looking to start a career in college athletics? Get in front of as many people as you can and ask questions. Reach out to the people who inspire you, even if you don’t know them or know someone who does. Take the leap. I always tell students, SEND THEM AN EMAIL! If you want to be an AD, ask an AD. The worst that will happen is you don’t receive a response or they tell you no. You will be amazed how many people in the collegiate athletics industry want to help others. I am still often amazed when I send an email to someone I admire and I not only get a response but I get the opportunity to have a conversation with that person. SEND THE EMAIL! What is your primary role as an assistant regional director in the NJCAA? What business occurs on the regional level? I am fortunate to serve our Region (NJCAA Region 1) as the Men’s Assistant Region Director. I am responsible for working with the other Region Directors on administering all Region business and events. We serve as the primary liaisons between the Region membership and the NJCAA. We are the points of contact for all post-season play in the Region. We serve on NJCAA national committees and work with the NJCAA Board of Regents on NJCAA bylaws and policies. We help support our Region membership with communications from the NJCAA and serve as the local contacts when members have questions or concerns about what is going on nationally and how it will impact us locally. You are currently an officer of NATYCAA. What are the benefits in being involved on this national board and how do you balance this with your normal workload? NATYCAA is one of the greatest things I have experienced in my career. To be able to connect and collaborate with athletics administrators from across the country is a huge asset to me personally, to my career and most importantly to the work I do at my current College. As an affiliate of NACDA, NATYCAA has provided the opportunity for me to meet other leaders in the industry, at all levels. Being able to do so helps inform my work in a way that would not have happened if I didn’t have the opportunity to join their platform. I am fortunate that my team at PVCC is comprised of amazing individuals that are experts at what they do. I am able to dive into my own professional and personal development because I know the team has things handled at home. As leaders, we are all on call all the time. The only way to handle everything that is on our plates is to be as organized as much as possible. There is never a “good time” to be away from the office but it is necessary if we hope to grow. When I am working with NATYCAA I am still doing work back home, that is a given. But it is necessary for me to manage all of it so that I can take advantage of every growth opportunity. What are some of the priorities for NATYCAA over the next couple of years? Obviously our priorities are going to shift a bit given the current state of affairs in the world and athletics. Now possibly more than ever the work we do will influence the industry and hopefully help support the administrators doing the day-to-day. NATYCAA is always looking to grow its membership. We lean on the current membership to help us spread the word about NATYCAA, explain the benefits to colleagues and invite people to join us at the annual convention. We are determined to represent the three national organizations our membership represents; NJCAA, California Community College Athletic Association (CCCAA), Northwest Athletic Conference (NWAC). We think it’s important for all three organizations to work together in this space and NATYCAA provides the perfect platform to help manifest that work. How do you balance your personal and professional life? That is always the million-dollar question. I’m naturally a workaholic, thanks to my parents and the work ethic they instilled in me. As a woman in sports, I’ve had to work harder and longer to get to where I am today. Needless to say, I’m terrible at balancing my personal and professional life. However, it is something I am continually working on and trying to learn to do better. Over the past few years I have tried to make it a point not to miss out on family events, holidays, moments that in the past for which I was reluctant to leave work. For me, it takes work to relax and disconnect. That said, I’ve found the importance and necessity in doing just that. If I can’t find the time to enjoy my life, I’m not going to be of any use to anyone, personally or professionally. Most importantly, I am a work in progress and I continually focus on the work it takes to make my life fulfilling on all levels.

This session featured a presentation from Kevin DeShazo . DeShazo, a best selling author, is a partner with Culture Wins and has spoken on nearly 200 campuses across the country. DeShazo's presentation focuses on the leadership traits that create a successful culture and how that culture helps make your departmental vision a reality. BOSCA is grateful to Mammoth Sports Construction and CEI Engineering for their sponsorship of this "BOSCA Presents" virtual session.

This episode of Small College Conversations features Joel Smith, Athletic Director at Chadron State College. Joel talks about how he got his start working in sports, managing his department during the pandemic, perspectives learned from his career which includes two stints as an AD as well as a decade as a conference commissioner, and priorities for the Division II Athletic Director's Association.

Collected Wisdom is a series of interviews that features insights from prominent Small College Athletic Administrators around the country. Our thanks to Kim Pate , VP for Athletics at Lenoir-Rhyne University for sharing her thoughts and insights this week. How did you get started in College Athletics? I started as a volunteer coach at my alma mater coaching softball and when the school announced they were transitioning from NAIA to DII, I approached the new AD about an opportunity to work in athletic administration. I started out in a compliance coordinator position and was promoted to Assistant AD/Senior Woman Administrator and then eventually into the AD role. COVID 19 made working from home a necessity over the past few months. What were your priorities during this time? My primary focus was on how to best lead through the situation with Covid-19 and support our student-athletes and athletic department staff. As you can imagine, a bulk of my energy went into planning for the return to campus and sport as it relates to the ever-changing landscape with Covid-19. I was very intentional about communication with coaches, student-athletes, and our external stakeholders as the situation evolved. It was important to establish continued dialogue between our head coaches and administrative team to make sure they were informed and we were working collaboratively as a team to address the ongoing challenges while understanding their needs and perspectives. Finally, from the very beginning I emphasized the importance of using the extra time we had to pursue both personal and professional growth as a staff. We instituted a weekly virtual professional development seminar by which we invited a mix of current head coaches and external speakers to share insight and perspectives on various topics (culture, sports psychology, team chemistry, emotional intelligence, etc.). Throughout this time I have made sure that we didn’t get so bogged down with Covid-19 that we abandoned our strategic goals and emphasis on continued improvement. This may have been one of the most important things we have prioritized during this time of uncertainty. The South Atlantic Conference postponed Fall sports to the Spring. What went on in making this decision and what are your steps moving forward? The decision to postpone fall sports was vetted through our league governance process with feedback from the Covid Task force, our Athletics Council made up of AD’s and Senior Woman Administrators, Athletic Trainers, and was ultimately decided by our conference Presidents Council. The decision was based on whether our league could collectively meet the NCAA guidelines related to testing standards, medical costs, etc. Our primary focus initially was on ensuring we could engage our fall sport student-athletes safely in athletic activity upon their return to campus. Moving forward as things stabilize on our campuses, we are focused on developing a plan to formalize fall schedules to be played in the spring. You have been an Athletic Director at 3 different institutions. What guides your work as an AD in the first 100 days on the job? As I have grown and matured in my role, I have come to appreciate and value the importance of building relationships. For me, the first 100 days has been primarily focused on listening and getting feedback and insight from various stakeholders both internal and external on what is important to shape a bold vision for the future. I once heard that research shows that building rapport ranked as high 70% in consideration of impacting change within an organization. It’s critical to invest time to listen and hear other’s perspectives in order to develop a shared vision and buy-in around the strategic goals as you forge forward. Those partnerships also become invaluable as you can’t go it alone and it takes a village to achieve something special. Hiring coaches and administrators is a normal part of leading a department. What are the keys to navigate a successful hiring process? It starts with establishing standards that incorporate your department values, philosophy and culture; which allows you to vet candidates based on whether they will be a good fit for your department before you evaluate anything else. Recruiting your candidate pool is critical to ensure that you have diverse representation as well as talent. I try to keep a short list of coaches and staff so that I’m not starting from scratch. I involve my leadership team, other coaches, and key personnel across campus to provide me their feedback on the candidate as well as to help recruit them to the opportunity. I have always utilized my President to help with recruiting candidates and have found this to be invaluable when recruiting sitting head coaches. I try to move as expediently as possible while not compromising the search and never settling. I have come to adopt the philosophy that the only failed search is when you hire the wrong person; I will extend a search as long as possible until I find the right person. Not counting COVID 19, what is the biggest challenge that you face as a small college athletic administrator? Having to continue to do more with less or find ways to sustain funding as most small colleges are struggling to maintain revenue associated with either a reduction in enrollment or net tuition revenue. As a result, I continue to look for creative ways to augment our budgets and continue to advance our program in support of our student-athlete experience. Many schools are relying more on athletics to positively contribute to campus enrollment. What are the expectations for your department at Lenoir-Rhyne in terms of enrollment and how do you manage this? Athletics is an integral part of the enrollment strategy at Lenoir-Rhyne. We make up 35% of the undergraduate enrollment and therefore a significant amount of net revenue as a result of tuition and room & board fees. Working in partnership with admissions, we set target roster sizes and make sure that we meet execute not only on securing talent but we also make sure we fill out our benches. Like most small private schools, we continue to feel pressure to increase our roster size. We have managed this by benchmarking with our conference and Division II to establish reasonable roster targets. Recently, we have added competitive club sports to take the pressure off our varsity sports while also minimizing the impact on our support staff and infrastructure (facilities, compliance, athletic training, sports information). It requires seeing the big picture and being a team player on the enrollment front while striving to find that sweet spot where we can maintain competitiveness and generate the revenue needed to support the overall campus budget. What is your favorite part of your job? Seeing the amazing things our student-athlete accomplish both as a team and individually and knowing that our work in athletic administration can make a significant impact on the lives of countless young people that transcends beyond their collegiate careers. Who are some of your mentors/people that have encouraged you along the way? There are so many people that invested in me, encouraged me, and have been there for me along the way. I have benefited from numerous wise AD’s as well as a few key faculty. Tom Collins who was the first AD I ever worked under was instrumental in shaping me early on in my journey and continues to impart his wisdom. Tim Selgo, retired Grand Valley State AD, has probably shaped me more than any other AD in recent years. He is one of the best in the business and is passionate about mentoring and investing back into other AD’s. What advice do you have for young people looking to start a career in college athletics? Seek out as many opportunities as you can to broaden your experience and resume while making sure you prioritize doing your very best at the job you have. Be willing to invest time over compensation to gain the requisite experience and focus on building up a network that will position them for future opportunities. You are currently an officer of the D2 ADA and NACDA Executive Committee. What are the benefits in being involved in these activities and how do you balance this with your normal workload? Serving on various NCAA National Committees and most recently the D2 ADA Board & NACDA Executive Committee has been a huge part of my professional growth and helped me to expand my network. As a young rookie AD, I learned so much from listening to the perspectives of some of the best minds in athletic administration when serving on NCAA committees. I also forged some incredible friendships and developed a number of mentors. It is inherently challenging to take on more when I’m already stretched on my own campus, yet I simply dig in and put in some extra time and find a way to balance the extra work load. I rarely turn down an opportunity to serve or give back as it always allows me to stretch myself and continue to grow and get better. How do you balance your personal and professional life? This has always been a struggle for me as I’m a bit of a workaholic and a recovering perfectionist. My family and I have reconciled that my professional life is very much a part of my personal passion and sense of calling in life and therefore it becomes incorporated into my personal and family life. I have come to realize that in order for me to be at my best (as an AD, as a wife, parent, etc.) that I have to make time to recharge myself (exercise, eat right, get enough sleep, spiritual, or just time with my family). This time during Covid has taught me the importance of investing in my own mental wellness as I can’t effectively lead my team unless I maintain a healthy perspective. I’ve also realized the benefit of technology and the ability to maintain a high level of productivity while working from home.

This session was the first monthly installment of "BOSCA PRESENTS," a live virtual professional development opportunity for small college athletic administrators. The session features Tim Selgo, retired AD from Grand Valley State University and current Senior Consultant for Athletics Staffing and Consultants and Jim Abbott, the founder of BOSCA and Athletic Director at Oklahoma City University. Selgo and Abbott discussed the following topics in their hour long presentation. 1. Initial steps in the hiring process 2. Differences when hiring a coach vs. an administrative position. 3. Specific qualities and attributes that you look for in a candidate for your position. 4. The structure of the interview process 5. Steps taken to on-board new employees 6. Helping employees continue to grow and prosper. BOSCA is grateful to Mammoth Sports Construction for their sponsorship of this "BOSCA Presents" virtual session.

We are proud to introduce "Small College Conversations as a new monthly segment. Each month we will spotlight outstanding small college athletic administrators and ask them to share their wisdom and insight. This month features BOSCA Founder and Oklahoma City University Athletic Director Jim Abbott. Jim shares how he got his start working in sports, discusses current challenges in college athletics, and talks about the future direction for BOSCA.

Collected Wisdom is a series of interviews that features insights from prominent Small College Athletic Administrators around the country. Our thanks to Bill Popp, VP for Athletics at Reinhardt University for sharing his thoughts and insights this week. Let’s start with the hot topic of the day…How has COVID 19 impacted your department and what has guided your efforts to deal with it? Well let’s just say that it has consumed much of our daily work hours and easily spills over into all hours of the day as there are so many questions to answer. Information and data gathering have helped formulate protocols and procedures to help the institution operate as safely as possible. I think the data that our Institutional Research department presents at each of our Covid 19 team meetings has really helped us identify some mitigation strategies to allow for us to open back up in August. We say often on campus at Reinhardt that mitigation is not elimination therefore we need to be vigilant in our efforts to contain the spread. In 2004 you came to Reinhardt as both the Baseball Coach and AD. Your first task was to build a baseball program. What was that like? What an opportunity it was. I came to Reinhardt after spending 11 years as the Head Coach at a Division III school in Atlanta and also playing, coaching, and recruiting East Cobb Baseball for so many years. I think Reinhardt felt like I had the coaching knowledge and recruiting base they were looking for. The first goal was to build a team at the same time we were building a field. Unfortunately, the team came together quicker than the field and we had to borrow space our first year with about 70 total baseball players ready to go. We settled into a smaller group in the next few years and moved back to our on-campus site. The program has attracted 45-50 team members in each year of its existence. A personal highlight was stepping back into coaching in 2018 and helping guide the team to our first ever appearance at the NAIA World Series in Idaho. Eventually, you transitioned to a full-time AD’s role. How did this come about and how did this impact your department? In 2012 former President Tom Isherwood called me in as we announced the addition of football. We had a conversation about workload and if this would be a good time to maybe take off at least one of the hats that we all wear at small private institutions. I felt I was ready to transition but mind you it was not an easy choice for a long-time baseball player and coach. It was a great transition and honestly, I think it allowed Reinhardt Athletics to change and grow. Reinhardt Athletics now had someone dedicated to taking on the challenges and presenting Reinhardt Administration with growth strategies and needs of the department. It also allowed me to become a part of all our teams and really get to know our students even better. I was able to show up at practices and competitions and be an administrator and a fan. How does your experience as a former coach impact you as an athletic administrator? It allows me to look at things from a coach’s perspective when making department decisions. I think the coaching staff appreciates that I have been in their shoes and allows them to trust that I will make decisions based on experience in coaching and administration. My last President used a baseball hat with two bills on it to get her point across that you must be able to be fluid and switch the way you’re thinking as an athletics administrator. One side of the hat is for making athletic or sport decisions good for the team or the students; when you turn the hat around you must be able to make decisions based on what is best for the institution. This I think is a challenge that many of us underestimate when stepping into athletic administrative positions. Reinhardt has 27 sports teams, many of which have been added during your tenure as Athletic Director. What things do you consider when adding a sport? I think there were ten sports when I took over in 2003-04. Athletics was asked to look for growth initiatives so as soon as I finished building a baseball team, we launched into studies of what sports might be feasible for us to start that were thriving in our area. Mainly, I have looked for opportunities that are supported by high school athletics or strong local club sports which assures at least the beginning of a recruiting base locally. Some great examples of these studies were understanding how quickly men’s and women’s Lacrosse was exploding across North Georgia. There were very few small college lacrosse teams in the south which allowed us a large pool of recruits with very little competition. The addition of football was easy because of the popularity of the sport in the south and again a growing, but still limited group of small colleges sponsoring the sport. Last, I felt like it was imperative to find organizations like Team Georgia USA Wrestling; they had a grant available for new collegiate programs as well as donors who have passion for the sport. Both of which can help offset startup costs and really allows the institution to begin earning tuition revenue almost immediately. Athletics contributes significantly to enrollment at Reinhardt. Do you have specific roster/revenue goals by sport? How do you manage and evaluate this? We do have specific roster and scholarship average goals each year. We have recently begun a study dealing more with net tuition revenue and marginal revenue. We will be pivoting and planning some new strategies to operate even more efficiently and effectively in the future. I spend time each year talking about retention and new student enrollment with our coaching staff; I then use that information to set goals with the Vice President of Enrollment. This has proven to be an effective model and allows for common goals for the two departments, but also a great working relationship between the coaching staff and the admissions counselors. Tracking the progress towards our set goals took a giant leap forward when we went away from pushing paper scholarships around campus to using shared spreadsheets that can be looked at daily or even hourly by all of those that need the information. This eliminated lost paperwork and allowed for goals and averages to be seen immediately making our coaching staff even more effective in attaining their goals. What is the biggest challenge that you face as a small college athletic administrator? There are quite a few challenges if you really get into the weeds. A big one is being able to stretch resources to find the best way to deliver a great experience to our students. I think balancing the success, also defining that success of your entire department to make sure everyone is being treated as equally as possible, is also a hurdle we jump every day. Last, and I think very important to all of us working in athletics is maintaining that healthy work/life balance. What is your favorite part of your job? Being around like-minded people all pulling in the same direction to provide a great student experience. Watching and mentoring students who really love what they do get to participate in sports while having an opportunity to get a quality education and prepare for life after the cleats, balls, and sticks have been put away. Celebrating success, academic or athletic, with students is pure joy. Who are some of your mentors/people that have encouraged you along the way? It begins with my parents who allowed me to pursue my dreams of playing sports at all levels and making it a part of my life growing up. My dad was always the biggest fan, supportive ear, critical advisor, and travel partner until I was old enough to drive myself. He is missed daily but I know he celebrates with me all the time. Jack Berkshire, Athletic Director at Oglethorpe University, who gave me my first chance even though I had no experience and was about the same age as some of the seniors on the team, is someone who really impacted the way I looked at athletics and life in general. Jennifer, my wife, has endured the good and bad for a long time and has done it mostly with a smile on her face. She knows when I need to vent, and she knows when I need her support and advice and that has an immeasurable value to me. Countless others have helped pave the road I am on like Tom Isherwood, Kina Mallard, and Mark Roberts all Presidents at Reinhardt. Good friends and colleagues over the years like Jim Owen, Jeffrey Pourchier, the staff at Reinhardt, and all my NAIA friends who provide opportunities to learn thru fellowship and friendship. How has your job changed over the past 16 years? Really the biggest changes came with the growth of the department. Basically, when the school year begins, we are 24/7 with practices, events, game days, and meetings. Stepping away from coaching really changed my daily work allowing me to focus on overall department goals and achievements and allowing me to help mentor coaches and student-athletes to provide the best experiences and serve the vison and mission of Reinhardt University. You are currently the chairman of the NAIA National Administrative Council (NAC) and engaged in a variety of other national committees? How did you get so involved on a National level and why is this important to you and your institution? This was an area that I really wanted to grow professionally in, but it was virtually impossible when I was serving dual roles for Reinhardt. After the transition away from coaching I was fortunate to be nominated to serve as the AAC representative to the NAC following Commissioner Sullivan, who was finishing his time serving on the committee in which interestingly enough he also was NAC chair. Joining the NAC opened some avenues to continue to serve on different committees and task force teams. I really do believe it is up to each one of us to decide if you can divide your time appropriately to serve, as it does add to the daily workload. One thing that is critical is having a supportive President that allows you to grow professionally and take on responsibilities that might be outside the scope of your job at your institution. For me serving on national committees has been some of the best professional growth I could have asked for in areas like meeting new people, being part of decision-making teams, and generally supporting your institution and conference in NAIA matters. I would suggest to any NAIA athletic director that has an interest to find a way to get involved and they could begin with something like the ADA mentorship program. How do you balance the time required for your service as chairman of the NAC with your campus responsibilities? This is a pretty delicate dance but as I mentioned it begins with a supportive President and a great support staff in the athletic department. Without both of those in place I don’t think I could manage the time needed to serve the NAIA. I also appreciate that the NAIA supports our service with liaisons to help balance some of the work being done at the national level. What is your favorite moment in sports? This is one of the toughest questions so far. I have a few so I will try to be brief. I have a great recollection of the Little Brown Jug game in 1976 at the Big House in Ann Arbor thru the eyes of a 10-year-old boy which as you can imagine left quite an impression. More recently I witnessed true joy watching a baseball team win an opening round in Bowling Green, KY to advance to its first ever NAIA World Series. Last, being a part of so many senior days/nights is such a sad and joyful occasion and reminds me of how lucky I am to get to do what I do.

The continued effects of the COVID 19 pandemic have made coming together for the annual Business of Small College Athletics (BOSCA) workshop impossible in 2020. Our hope is to resume the workshop in 2021 and continue our efforts to provide the only professional development opportunities that are designed specifically for NAIA, Division 2, Division 3, and NJCAA athletic administrators. In the meantime, we are excited to announce the availability of virtual webinar sessions that are scheduled this Fall. Tuesday, September 22, 2020 3pm CST – “Surrounding Yourself with Great People - Keys to Hiring Successful Coaches & Administrators” Presenters: Tim Selgo, ASC Consulting and Jim Abbott, Athletic Director – Oklahoma City University. Tuesday, October 20, 2020 3pm CST– “Keep Chopping Wood – How to unlock the potential of your leadership, your team, and your culture.” – Presenter: Kevin DeShazo, CultureWins BOSCA plans to provide one complimentary live event each month. In addition, we will be rolling out a “Small College Conversations” feature on our website that will provide additional insights into how successful small college administrators run their departments. Stay tuned for more updates and follow us on social media for more announcements.

This conversation was co-hosted by BOSCA and Rising Coaches on June 23, 2020

As many administrators face the present-day uncertainty with campus closings and sport cancellations, focusing on facilities right now is not at the top of everyone’s priority list. However, as we all know, the fall sports seasons are still just around the corner and the facility enhancements that were needed a month ago will still be there when normalcy returns across the country. Spending 15+ years in collegiate athletics administration at the D1, D2 & NAIA levels, I have gained a unique understanding of the issues facing athletic directors and university leadership. Additionally, as a proud sponsor of the Business of Small College Athletics, I have had the opportunity to visit with many of you about your questions regarding facility projects on campus, specifically relating to artificial turf. I was asked to write a blog post that hopefully will give insight into the process and provide assistance as you plan for your next field project. Five Factors to Evaluate When Considering A Turf Field Project 1. “No One Wants to be Sold” – I hate being referred to as a salesman. It should be the turf representative’s job to provide you with complete data and information to help you make the best decision possible for your program…not to try and sell you. No One Wants to Be Sold. The waters in the turf industry can be very murky. Every company or salesperson has aspects to their product that they will try to push as differentiators or convince you these differences make their turf the greatest and best. The key here is for administrators to be able to sift through the sales spin and focus on data, research and product specifications. I like to tell people to focus on the science and not the spin, making sure the research and data you are provided has been produced by a third-party, was peer-reviewed, and ideally published in an accredited journal or site. Many companies will provide information or reports to support their claims, but some quick digging and you will find that the research was conducted internally or didn’t pass peer-revision and wasn’t published. The debates can get heated when referencing safety studies (especially pertaining to concussions and if a pad is needed or not), GMAX testing, field softness, etc., so make sure and do your homework on the information you have been provided and visit with people you trust to give you unbiased feedback. 2. “It’s Not Just Fiber and Rubber” – I hear the statement, “It’s all just fiber and rubber, and all turf is made in the same place anyway.” In fact, I personally used this phrase many times before making the transition into the artificial turf world. While there is some truth to that statement, as a large volume of turf is produced in the Calhoun/Dalton, Georgia area, there are some striking differences in the turf systems produced by different manufacturers. This topic point could be a 30-page paper, but there are a few main specifics that you can examine to help you decide which manufacturer you want to move forward with. a. Fiber Performance Index - As part of the Labosport Certification Program, the Fiber Performance Index – FPI, establishes an “index” – a rating or score of an artificial turf fiber to help prospective turf buyers understand and weigh the individual qualities of a turf fiber. FPI provides a comparative measuring tool to help architects, facility owners and operators make the right artificial turf selection from a wide number of options. FPI was designed by Labosport to quantify the key aspects of a fiber that are most important to those purchasing a sports field. The higher the score, the better. If a turf company is hesitant to give you their fiber performance index rating, then likely the fibers they are presenting did not test well and should be avoided. b. Warranty – Insist on the turf company providing you with a written, pre-paid and third-party insured warranty. This is more expensive for a company to provide so is not always offered by all manufacturers. A typical turf system will come with an 8-year warranty, with only one or two products on the market offering a 10-year warranty. Do not fall for the handshake and a wink deal for an extended warranty. If the warranty is not pre-paid and third-party insured, you run the risk of huge potential problems if the company you are dealing with goes bankrupt or doesn’t honor their warranty. Turf systems typically need to have passed independent testing and product validation to offer this. c. Infill Amounts & Ratios – Make sure as you are comparing turf systems, that you are given specified infill amounts and what sand/rubber ratio you are being guaranteed. It is more expensive to provide higher infill amounts than to produce fiber, so you will want to understand the differences. Additionally, if you have the proper infill amounts, you may not need a pad and could save a substantial amount on your project. This is a point that you will want to do a considerable amount of research on to have an adequate understanding of the differences in turf systems and their claims. 3. Make Sure You Know Who Will Be Performing the Actual Work on Your Project – The company/crews doing the base work and installation are as important as the product itself. Ask the turf company to identify the team that will be the ones on-site actually performing the work. It can be common for a company to sell the turf and then sub-out the project. Some companies that claim they will handle your project from A-Z have been known to sub-out work. This can create issues if the crews on your project are inexperienced or don’t uphold the expected standards for your program. These crews will be on your campuses and around your student-athletes, so you will want to know exactly who you are dealing with. I like to tell potential clients to view the partnership as an 8-year marriage. Make sure you are very comfortable with the company you are entering into a relationship with. Will they honor what they tell you? Will they be there if needed for possible last-minute repairs? Will they come alongside you and your program to help support outside of just installing a field? 4. Go Beyond the Provided References – Just as you would when hiring an integral member of your staff, dig beyond the provided references given. Like all others, the references provided will obviously give glowing reviews. Find out what projects each company completed and focus on customer service after the sale, how they handled the warranty and client satisfaction with the product. It is also important to understand that this is still construction and construction oftentimes does not always go as planned. Regardless, general themes and points will repeat themselves and you will be able to get a clearer picture of the company and product. Don’t always be swayed when a company tells you that NFL teams play on their turf. There are some cases where the company pays the team for that right with the goal to be able to use it for marketing. A great point to focus on is to find similar programs to yours and get your colleagues input on their process, product used and how their experience went. You can also usually find out easily which collegiate programs are using what turf system, if you want to incorporate that into your decision making. This can be good measuring stick in terms of product, but just because a company has installed a field at a certain Power 5 school, doesn’t mean that those same crews are installing yours. That is where Point 3 comes back into play. 5. Understand Your Procurement Options – Hands down, navigating the procurement process can be the most frustrating aspect of a project for administrators. It is not uncommon for two different public universities in the same state to have their procurement offices offer completely different mandates/policies on procurement. I have personally seen a project cost unnecessarily escalate by more than $100,000 because of procurement interpretation. This can be especially frustrating for athletics departments that are having to fund the project through donor contributions and where funds are tight. Most states allow for synthetic turf and track projects to be procured through a Cooperative Purchasing Agreement. In fact, your organization is likely already buying things like supplies, buses, computers, etc. from one of these cooperatives. Buying turf and track products can be just as easy as buying a computer, as all costs and services are identified. This also includes the construction services, which can be a difficult part of the process for procurement departments to understand. The benefits of going through a cooperative purchasing agreement provide a simplified process, the guarantee of getting the best value by leveraging economies of scale, the ability to get the product you want installed by the company you want, and ideally a less time-consuming process for you, as an administrator, with many items on your plate. The cooperative purchasing process satisfies bid laws and procurement requirements for most states. In full disclosure, this can be very difficult for campus procurement officers to understand or accept, so it is important to have done your homework before presenting this option. It seems to be counter intuitive for some that you will receive a better price from purchasing through a coop than through the traditional RFP process, however, that is oftentimes the case. There are some great resources available pertaining to cooperate purchases that I am happy to pass along. I hope that some of the points discussed may be of assistance to you as you navigate the process for your current or next project. Please feel free to reach out to me with any questions, or if I can be of assistance in any way. Brian Morris Vice President – Professional & Collegiate Operations Mammoth Sports Construction Mobile: (816) 605-5262 Brian@MammothTurf.com

The Business of Small College Athletics is adding a Spring event to its calendar of professional development events geared toward small college athletic administrators. The event will be held April 13-14, 2020 in Baltimore, MD. “It’s hard for me to believe that 2019 is the 8th year of the BOSCA workshop, said event host Jim Abbott, Athletic Director at Oklahoma City University.” “This event is the result of my passion to keep growing as an administrator. As I looked for professional development opportunities, I never really felt like there were comprehensive opportunities for me to be in the room with other administrators in smaller athletic departments that faced the same challenges as me.” “Namely, the need to grow external programs and do so with limited resources.” “To some extent I created the workshop for selfish reasons…I wanted to get better at this important part of my job.” The Spring workshop will be co-hosted by Grant Kelly, Sr. Assoc. AD/Director of Development at John’s Hopkins University. Kelly, a recipient of the 2017 NAADD College Fundraiser of the Year award has frequently presented at BOSCA workshops over the years. “I am pleased to co-host our inaugural Spring BOSCA workshop in Baltimore in 2020, said Kelly. I’ve attended the fall BOSCA workshop three times and the event delivers a special opportunity to bring together our small college peers for comprehensive idea sharing and networking. We are excited to bring BOSCA to the east coast so that we can continue to engage more professionals in the industry and show off downtown Baltimore. This spring event will be without a doubt a fantastic start of a new chapter for BOSCA and engagement of our peers in small college external relations.” “Creating a Spring workshop is mostly about demand”, said Abbott. Every year I hear from administrators that just can’t make the Fall event due to Homecoming, conflicts with other professional development events, or some other reason. “Some administrators still coach as well…so creating an event in the Spring gives them an opportunity to participate at a time when their schedule isn’t quite a full.” “It also equips them with ideas at a time when they are beginning to gear up for the next academic year.” The Business of Small College Athletics brings together administrators from around the country. Over the past seven years the event has attracted a wide array of Athletic Directors, Associate and Assistant AD’s, Directors of Alumni Relations, Presidents, and more representing NAIA, D2, D3, NJCAA, and NCCAA institutions and conferences. Attendees have traveled from 38 states across the country to attend the event. Registration for the Spring 2020 BOSCA workshop will open in October, 2019. For more information, check the website at www.smallcollegeathletics.com

This week’s Small College Athletics blog focuses on “The First Year as an Athletic Director.” Special thanks to Jessie Rosa , Athletic Director at Auburn University at Montgomery, Nik Rule , Athletic Director at William Penn University, and Kelley Kish, Athletic Director at Lake Erie College for reflecting on their first year in the AD’s chair and for sharing their insights. What were your priorities in your first 100 days as Athletic Director? NR: The first 100 days were a really crucial time in the first year that I had the opportunity to lead our athletic department. I met with all our coaches and asked them what they liked about what we were doing, while also asking them what opportunities they saw for our department to improve in our effort to strive to be a leader in small college athletics. I learned a lot about what to focus on for our team and what opportunities we had going forward. JR: First thing I did was tweak the structure/organization of the department. I knew what my skill set was and what the skill sets of my team members were. I sat down and looked at areas where I knew we wanted to grow. The main one was fundraising. I reorganized in a way that let me elevate one of our staff members into an Assistant AD role, that would allow his primary responsibility to be fundraising. Transitioning to NCAA D2 is a huge selling point right now. People are excited about AUM Athletics and we needed to capitalize on that excitement. We never had a specific point of contact for fundraising. In the past, it had been primarily the AD and then every sport/person had their own individual goals. Each sport still has goals, but now they have a point person that they can go to, which has really impacted our revenue generation. Also, we had been in a state of pause with a facility enhancement campaign. I knew that with the transition process, we had to get that going again. We’ve been able to secure major gifts towards that project. I don’t think we would have gotten there with our previous structure. Outside of that change, I took time to share my short-term and long-term vision with the department. I gave us goals for the year and years beyond. I sat down with each coach and discussed expectations after revamping their performance plans. Define, define, define. Don’t just talk about things generally --- make sure your plans and expectations are clear. It takes time to have all of those conversations, but it is well worth it because then you have structure and a system for accountability in place. KK: Since I started at the end of the Fall semester, I used the first 100 days to learn about our staff, department and overall campus culture. Jumping right in with Winter Sports in full swing gave me opportunities to engage with our student-athletes and staff. I also made my availability a priority, this allowed for time to listen, ask questions and observe. The focus within the first 100 days allowed me to enter my first full academic year with knowledge and insight from all key stakeholders on our direction going forward. Is the AD job what you expected it would be? What surprises did you encounter? JR: Yes and no. I love it. I knew that I would. I had a trial run as interim so it’s difficult to really pinpoint any surprises. Generally speaking, I don’t think you can ever really be ready for every piece of it. There are always unknowns until you sit in that chair. I was extremely close to the AD I worked for, for 10 years. He knew I had aspirations of becoming an AD and I felt as though he kept me aware of a lot of things in trying to help me prepare. With that being said, I had NO idea about some of the things he dealt with on a daily basis, or just the weight of the position. As Assistant AD/ Associate AD, you think you know what it would be like, but you really don’t. Things that were suggestions as the #2 are now decisions and those decisions are mine. My decisions directly affect 20+ full-time employees, 175+ student-athletes. You don’t understand the magnitude of that when it’s a suggestion. KK: It is what I expected it to be, thanks to learning from mentors and former bosses. At the same time, there are surprises. As prepared as I feel, learning a new institution while setting the tone for my leadership and evaluating everything requires time. The biggest surprise, that you hope for, but I got to see happen is how our student-athletes and coaches responded to success. We are coming off of our most successful year ever – with every single women’s program making the conference post-season, two men’s programs making the conference semifinals, a conference division championship, a conference regular season championship, a conference tournament championship and individuals at Nationals. All of this just continues to drive each program and each student-athlete to continue to make history for our institution. It’s the reaction you hope for, but it is a surprise just how that impacts our culture and the day to day drive of our department and campus. NR: Our last athletic director and I worked together on so many different projects and he knew my interest in athletic administration. He really took me under his wing and let me in on a lot of the inner workings, I am grateful for his investment in me as a coach and aspiring athletic director at the time, as it was vital in my preparation. The biggest surprise I had, was how willing athletic directors in the industry are to share information, ideas and insight with one another. There are so many avenues to learn and grow with forums like the #scachat, BOSCA or NACDA. After being a coach for eight years, it was eye-opening because the coaching profession isn’t as transparent. I have made great connections and friendships already, especially in our conference with fellow AD’s. What in your past experience best prepared you for the A.D. position? KK: The opportunity to work at UIndy under Dr. Sue Willey showed me how you win in sport, win in graduating student-athletes and win in community engagement. She also showed me how service to our division, to our conference, to our campus allows you to be the best administrator possible for your program. Learning alongside her and the continued mentorship from her sets the tone for my leadership style and always learning, always preparing to be the best for our student-athletes that I can each day. JR: Being the #2 definitely helped. Not every AD prepares their #2 like my AD did. I know that and am extremely thankful for it. The array of experiences I worked in as I moved up the ladder also helped me. I’ve got at least a little taste of everything – coaching, sports information, internal ops, game day ops. I think all of that has prepared me to be an AD at the small college level. You don’t stop wearing multiple hats once you’re AD. I think the fact that I held different positions was instrumental in my preparation. NR: About seven years ago, I received some great advice from a mentor. He told me to identify where you are now and figure out where you want to be, then map a plan out on how to get there. I immediately realized that I had already started procuring the experience in coaching, but I also needed development and board experience, while also advancing my education. I took on a role in our Development office and served on the local school board. In the meantime, I also earned a Masters in Sports Management from Liberty University and a Master’s in Business Leadership from William Penn University. In the end it was the multitude of experience that I feel best prepared me for the role. How do you manage your time differently as the A.D.? How much time do you spend in meetings, fundraising, etc? NR: One of the most difficult things I have found in this role is being intentional about making time to focus on the big picture. I plan out each day making sure I accomplish my big three that help advance our department, beyond the day to day tasks. This role requires someone who is going to work to be a visionary, looking for ways to help the department get one percent better each day. JR: I’m an extremely organized person. My dad was military so there was always a plan, and mom my always had a pocket calendar with what kid, went to what activity, on what day, at what time. I had no choice but to be organized. I think it’s a huge reason why I am able to maximize my time, and a key piece in why I’ve been able to walk the professional path that I have. People underestimate how much organization can maximize everything you do. Even though I consider it a strength, I could always use more hours in a day. I haven’t really thought about managing my time differently. However, my time is definitely spent differently. I absolutely love meetings, said no one ever. But they’re important (most of them, anyway). A little trick I’ve taught myself about meetings. Rather than thinking “I have to go to a meeting” I try to tell myself “I get to go to a meeting.” I get to be the Athletics Director. I get to sit on committees that are critical to the institution, not just the Athletics Department. I get to have a seat at the table when important dialogue is happening. I get to serve in a role where my opinion and input is wanted. Sure, when I go to some of the meetings, I joke with the staff as I’m leaving our office suite “Well, I get to go do this…”, but really when you think about the core of what you’re doing, it makes you appreciate when you say “get to” vs. “have to.” Fundraising happens daily. We’re are in the early stages of a Facility Enhancement Campaign for 3 of our sport facilities. It ranges from a simple call to a Booster to check-in, to a discussion of a trade-out opportunity if I’m at a restaurant getting lunch, to a solicitation of a major donation. Either way, I touch fundraising somehow-someway, every single day. KK: Personnel has occupied a lot of my time to this point. We are on our 4th head coach hire since I arrived. It has been tremendous for our campus, department and student-athletes to be involved in those searches. I also really got to dive in to those programs and what they needed very early after arriving. While personnel has been a big time draw, it helps with setting the culture and bringing in staff who align with our vision for the department. The other time is spent in meetings and working on advancing our department and providing the best student-athlete experience possible for our 17 sports. What has been your favorite memory from your first year as an Athletic Director? NR: The first year was an incredible experience. I would say that my favorite memory isn’t just one, but each time after a big win that our coaches and I embraced with pure excitement and joy. Seeing them be satisfied after success with our student-athletes is a special feeling. KK: Definitely hosting and winning the Women’s Lacrosse GMAC Tournament after winning the regular season. It was a nice cap to my first full semester to hold our Championship Trophy. Plus going to my first Nationals as an AD with Wrestling in Iowa! Watching our student-athletes achieve their goals and celebrate their hard work and dedication is always a highlight. JR: My former boss moved out of the country when he retired so communication has been through email and less than it would be if he was still in the states. He wrote me a lengthy note not too long ago about how proud he was of me, just after my first full academic year concluded. I just want to make people proud --- my family, our student-athletes, our Chancellor, my colleagues. And that doesn’t necessarily mean proud of me --- proud of AUM, proud to wear our jersey, proud to work with our department. Knowing that he was proud of who I am today, meant a lot. I’ll keep that note forever. What would you tell other new AD’s that would help them navigate their first year in the position? JR: Trust your people. I am fortunate in this. I didn’t have to go searching for my people. They were right here when I was named AD. If you’re new to a university or need to make personnel changes, do it but then let them do their job. I would hope that our administrative staff would say that I don’t micromanage. Sure, there are times when I need to address situations, but for the most part, I define their expectations and let them do their job. It wasn’t like that the first few months, but then I realized that I needed to be a little less in the weeds and more visionary. You can’t do that if you don’t have the right people in place, that you’re able to trust. From our GA’s to our Administrative Associate, SID Office and Assistant AD’s --- everyone does their part. That makes my job a ton easier. NR: There are people who want to invest in you. They may be mentors, managers, community members, or others with expertise. I believe that sometimes people are afraid to inconvenience those that they can learn from and that could be a huge missed opportunity. Take time to utilize the people around you who want to invest you, get feedback and don’t be afraid to ask questions. KK: Be prepared to have an ongoing list where things are constantly added. As the #2 at NSU and UIndy, I made progress on that list more rapidly. Some of that is due to transition and approaching my first Fall at Lake Erie, but making things a priority outside of the list plays a role too. And be prepared to have a lot of fun. Day by day, talking to student-athletes and staff, it is a great feeling to learn what drives them and how we will continue to make history and reach our goals for them around graduation, their sport and being part of the greater campus and Cleveland community.

Personal insight on ten eventful years at my alma mater.

Collected Wisdom is an interview series featuring insights from small college athletic administrators. Our thanks this week to J esse Rosa , Athletic Director at Auburn University - Montgomery for sharing her time and thoughts. How did you get started in College Athletics? I was a communications major and in one of my advising sessions during my Junior year, my advisor mentioned that I could complete an internship in place of a class. Getting coursework credit outside of the classroom was an easy decision. That very day, I walked into our Sports Information Director’s office and asked him if I could help with press releases, game re-caps, student spotlight stories, etc. I was FREE help so his answer was yes. I did everything and anything that was asked of me whether it was for Sports Information, Game Day set-up, ticketing --- anything. In small college Athletics, you have no choice but to wear multiple hats. I think administrators and support staff saw that I would do what was asked of me which was likely a big part in getting my first offer at a full-time position with the department. How does your experience as an accomplished student-athlete impact the way that you approach your position as Athletic Director? Accomplished is generous (but I’ll take it). I think it absolutely impacts it. Funny story that not a lot of people know. I was a 2-sport athlete my Freshman year and was essentially kicked off the basketball team. When that happened, my soccer coach mentored me a lot and gave me a little more scholarship money that allowed me to stay at AUM. I didn’t earn that, at that point in time. But I made sure I earned it and repaid him with effort from that point forward. I grew up a lot and changed because of that second chance. Imagine how different my life would be, if he hadn’t done that? I try to be the person my soccer coach was, but as the AD. The chair I sit in now can be very influential and if that means giving someone a second chance, then so be it. Another funny twist --- Guess what happened to that guy that kicked me off the basketball team? He later became the AD and when I was a GA for our women’s soccer team, he walked out onto the soccer field and told me he wanted me to work for him. He ended up being the AD I worked under for 10 years. Not a bad result for any of us, all because of a second chance. You have spent 10 years at AUM and worked your way up from student assistant to Athletic Director…what was that like? It’s been an incredible journey. I stepped on AUM’s campus at the age of 17 for pre-season. The biggest advantage in having held all the roles I have is that I’ve walked in others shoes. From intern to student-worker to graduate assistant and then a handful of full-time positions, I can relate to people who currently hold those roles. I love being a Warhawk. It’s all I know how to be. Being the Athletics Director at institution like AUM, plus the fact that it’s my alma mater, is something not a lot of people get to experience. If I have a bad day, I reflect on what a unique opportunity it is, and how fortunate I’ve been. Needless to say, my bad day is quickly over. What advice do you have for Asst/Assoc AD’s that aspire to become Athletic Directors? What steps should they take to prepare themselves for this role and position themselves for opportunities that arise? Have an honest conversation with your AD about what your career aspirations are. If you don’t feel like your relationship with your AD is strong enough, then find a mentor in an AD role. If you can have both --- even better. Be open to all opportunities. I think when people initially think they’re ready to make the move, they get tunnel vision in their approach for jobs. Be selective but don’t overlook any opportunity. Certain jobs may not have everything on your checklist, but that just means you’ll have the opportunity to write in your own checks with things you achieve. Don’t overlook how you can leave your mark. You spent 6 months as the “Interim” Athletic Director before being hired for the permanent position. What are the pros and cons of being an interim A.D.? It’s a unique position for sure. It’s positive because it’s an opportunity that NO other candidate gets. I was able to have in depth conversations with my Chancellor, which allowed me to have insight into what his expectations were for the department and the AD position. Having institutional knowledge that no other candidate had was also critical. One of the strengths I played in the interview process was that there wasn’t a learning curve as it related to knowing the institution. I already had relationships and rapport with other departments, the coaches and staff members. The community was already aware of who I was. A seamless transition is what I pitched, because it was what I could provide better than any other candidate. I think the biggest con was that I had a very realistic approach to challenges. A lot of times in the interview process people sell a vision of what “life” can be without knowing the challenges. If something doesn’t work out the way you planned for it to, external candidates can fall back on the fact that they didn’t know what some of the limitations were. My expectations were reasonable because I knew the barriers we faced. As an internal candidate, I had to balance selling improvements and progress with the real limitations that I knew we had. That was really difficult to manage both in the interim process and in the interview process. I think in the end, it worked out because coaches and staff members know that I was honest with what could be achieved. Who are some of your mentors? Folks that have helped you along the way? Both of my Head Coaches as a student-athlete, Brett Teach (VCU) and Wulf Koch (AUM). They were both so supportive at the beginning of my career and still are some of my biggest fans today, and vice-versa. My former boss, Steve Crotz has probably had the biggest influence over me. I worked for him for close to 10 years and he molded me as an athletics administrator. Kurt Patberg was our conference commissioner when we were in the SSAC/NAIA. He is now our consultant through the NCAA transition process and has also worked with us on position vacancies. It’s funny how paths in this industry continue to cross, despite change in roles. Anytime I’ve called Jim Abbot he’s answered. I met him at the BOSCA conference a handful of years ago and knew that he was someone I could learn a lot from. Keri Becker (GVSU) probably thinks she’s on my speed dial. Being a first-time AD isn’t easy, much less through a transition process. She’s become my go-to. I’ve learned not to be scared to ask questions. Once I learned that, I decided to ask those questions of the best in the business. The people I just mentioned are just that. I’ve been very fortunate that they’ve been so receptive to me. AUM recently moved to the final year of its transition from the NAIA to NCAA D2. What has that experience been like? It’s demanding. But it should be. We’re constantly told by AMA and the vendor assigned to us that their expectation of us is to be the crème of the crop as it relates to our internal operations, policies and procedures. We’ve been held to a very high standard, which has forced us to get better. There have been highs and lows throughout our process, but with one year left, you can feel the excitement among our students, coaches & staff as we move into Year 3. How much of your time is spent on “transition” related work? I spend time on the transition every day. It is paramount that you show continuous progress. We have to get a little better every day. Whether it’s revising policies and procedures, working on required reports or simply coming up with ideas to enhance what we do, we’re always trying to get better. Honestly, it’s all I’ve known as an AD which I consider a positive. You should always try to do more and I feel as though this transition process has wired me that way as an AD. What are the primary “transition related” efforts that you have had to undertake? If primary and transition are going to be used in the same sentence, I’m not going to talk about myself. This process is compliance heavy and that piece of it has been spearheaded by our Assistant AD for Compliance Andreè Houston. Her efforts, along with the willingness of our Admissions, Registrar and Financial Aid offices to partner with us in improving our operations, is why we’ve been successful the last two years. What is your favorite part of your job? Earning it. Is there anything better than someone telling you “You earned it!”? I am get-in-an-argument-over-board-games competitive. I’ve toned it down, but I want to win. And that’s not just winning in each sport. It’s winning with team GPA targets and community service hour goals. As AD, being the best means our student-athletes and coaches being the best. I love seeing the pay-off from all of the work they put in. Another part of my job that I’ve really enjoyed over the years is seeing the success of those who have served us in Graduate Assistant capacities. We’ve been very fortunate to have some quality GA’s over the years who have gone on to establish themselves as college administrators. Again, seeing their hard work payoff is special. Earning it (whatever it is), will always be my favorite part of the job. What is the biggest challenge in your job? Leading isn’t easy. You have to make difficult and unpopular decisions, but just because you’re the AD, it doesn’t make it any easier. You’ve got to find a healthy balance between being liked and respected. If you’re in this business you’re likely ambitious, which means that as AD you’re managing a lot of egos. It’s challenging. But I love it and I think that’s what makes me a good leader. I welcome the challenge. How do you measure success in your department? Each of us has concrete goals and tasks. One of the first things I did as an AD was meet with our Human Resources office to re-vamp what they call a Performance Planning Worksheet. It took a lot of time to fine-tune it, but I thought it was critical in making sure our staff knew what their expectations were. Specific tasks and measurable goals were outlined for everything from recruitment and competition to community service and administrative responsibilities. I also think it’s critical that you understand that each program is different. Our tennis program is extremely accomplished having won 23 National Championships in the NAIA, between the women and men. The tennis coach knows that our expectation is for us to immediately compete for a conference championship once we are through the transition process and post-season eligible. On the other hand, we celebrated our inaugural volleyball season in 2017. Do I want to compete for a volleyball championship as soon as possible? Absolutely. Is it fair for me to expect that we do that our first year as an active DII member in that particular sport? Probably not. For that program, it will be more of an evaluation of our improvement from year to year. You are in the midst of a coaching search. What are 1-2 qualities that you look for when hiring a head coach? Integrity and progressive/ sustained success. The first speaks to your character, nor can it be taught. I very rarely make guarantees. You’re not guaranteed success with integrity alone. You need more. But without it, I guarantee you won’t be successful in the long-term. A lack of integrity will eventually catch up to you and is a non-negotiable for me. I say progressive/ sustained success vs. success because it’s more than just adding up wins and championships. Where are you now vs. 5 years ago? Has there been positive progression or have you sustained a quality program? If you’ve got those 2 qualities, everything else usually falls into place. What advice do you have for young people that are looking to start a career in college athletics? 1. Get involved yesterday. I can’t tell you how many Seniors with an interest in a career in college athletics come into my office to ask what they should do and it’s the FIRST time in 4 year’s I’ve ever seen them. Chances are you are going to work for FREE or not even minimum wage if you start tallying up the hours. Don’t worry about that --- just work. Live in a cheap apartment, skip the $5 cups of coffee and pack your lunch. Prove yourself. It won’t happen overnight, but the sooner you start, the sooner it will pay-off. 2. Know that this industry is not an 8-5 career. No part, no position ever is or ever will be. You are jumping into a career that is also a lifestyle. Prepare yourself for that, and ask yourself if you’re willing to make that commitment. 3. Take time to reflect. Self-evaluate. I do that a lot now, but wish I would have been more receptive to criticism and other’s ideas/ opinions when I was younger. You don’t know it all and you’re not supposed to. People are flawed. You are going to make mistakes. The key is to show people you can make adjustments in order to get the necessary results. How do you balance your personal and professional life? 3 things --- 1. Being aware/intentional 2. Support from family and 3. Communication. My priorities are family, work, health, friends. Honestly, it’s impossible for each of those to be given a strict 25% of my time and attention, every single day. I’m not a 25% person. I’m a 100% person. I think that people make the mistake of trying to make everything that’s important to them a priority. If you do that, you’re not really prioritizing. I think your priorities need to be balanced over time and not all at once. We’re going through a key Head Coach search right now, the academic year is about to start, and we’re in Year 3 of a transition process. I’m aware that right now, work is where I’m spending the majority of my time. Because of that I’m very intentional about taking advantage of the moments where I do get to break away. My parents moved to Montgomery around a year ago (definitely because of the grandbabies) which has been a tremendous help with my 2-year-old daughter. My wife was a collegiate student-athlete herself so she understands the demands of the job. She also lets me know when it’s time to put the phone down or close the laptop. It’s imperative that you have a strong support system. Despite the fact that more time is being spent at the office right now, I always try to make a conscious effort to communicate that my family is the most important thing to me. Not only is that communication key with my family, but also with my staff. Tim Lutz (Assistant AD) and myself are the primary Game Day administrators for of our home events. The majority of the time, either he or I serve in that capacity on game day. This past Spring, Charlee (my daughter) had baby-gym every Wednesday. He knew he had Wednesdays. Andrew and Matthew (his boys) had baseball on Tuesdays and Thursdays. I knew I had Tuesdays and Thursdays. Be intentional and communicate and you’ll begin to create a balance. If you are fortunate enough to have a strong support system, you’ll be even closer to that balance. You have attended the Business of Small College Athletics workshop in the past. What would you tell someone that is considering attending? No question --- attend. The fact that the agenda is filled with other small college administrators is what makes BOSCA workshop such a success. You’ll get real examples of how you can implement certain programs and ideas immediately. What you have won’t be a wish list of what you would like to do if you had unlimited resources. The conversations that you’ll have will be about ideas that are realistic for our world of small college athletics.

I love professional development opportunities. Sitting around with other folks in my profession and trading insight into how they do things is one of my favorite past times. Heck, I love it so much that I created the Business of Small College Athletics workshop as an avenue to encourage growth for Small College Athletic Administrators. I also encourage my staff and coaches to seek out these opportunities, attend their conventions, and look to grow in any way possible. More than just attending, I encourage them to strive to become leaders of their professional development organization. A goal that I think we should all have. The challenge with attending workshops and conventions is that they only happen once per year. Creating a list of all of your challenges and taking that list to the convention in search of answers isn’t a very productive way to go about growing. What you need is a consistent group with which to share and learn from. I highly advocate sports pros finding mentors or close friends in the business that they can bounce ideas off of. I also invite you to join us on Sunday nights at 8pm for #scachat. #scachat is a discussion group for small college athletic administrators that takes place on Twitter. Merely search for the #scachat hashtag , look for the questions (Q1, Q2, etc) to pop up, and then respond with your answers (A1, A2, etc) or questions. The chat lasts an hour, is a great place to connect by following and be followed by your peers, and you never have to leave your couch to participate. I host the majority of the chats but I’m always looking for folks that are willing to guest host. Let me know if this appeals to you. Similarly, if you have a topic that you want to see discussed please let me know and I will include it in the chat. I hope that you will join us and contribute to an upcoming chat. As I always say, don’t just follow the hashtag…use it! While I’m still a huge advocate of attending conventions(I hope to see you at NACDA, the NAIA Convention, or BOSCA this year), I encourage you to get started today to find additional sources for professional development. That is, unless you think you already know everything there is to know!

Collected Wisdom is an interview series featuring insights from small college athletic administrators. Our thanks this week to Dr. Paul Plinske , Athletic Director at Colorado State University - Pueblo for sharing his time and thoughts. How did you get started in College Athletics? My journey into college athletics really started at the University of Illinois where I served as a graduate assistant in the football program. Assisting with recruitment efforts, camp and clinic operations and the overall day-to-day operations of an NCAA Division I institution helped open my eyes to college athletics and the role I can play in the lives of student-athletes. You have a Ph. D in Sports Administration. What inspired you to complete your Ph. D and how does it impact you professionally? My mentor at the University of Illinois encouraged me to attain a Ph.D., so I enrolled at the University of Minnesota and fully engrossed myself in teaching, research and service. For three years, I served as a teaching assistant in the Department of Kinesiology while working in the athletic department and writing my dissertation, which is entitled: “Athletic Fund Raising: A Detailed Analysis of NCAA Division III Member Institutions.” Having a Ph.D. has enabled me to engage in scholarly activity, meaningful interaction with faculty and advance within higher education. There is no doubt in my mind that attaining a Ph.D. at the age of 29 enabled me to move in to the role of an athletic director by age 34. You spent 5 years as an Associate AD before becoming an AD. What steps did you take in the first 5 years that prepared you to lead a department of your own? The business of college athletics is all about people, so my first step was to build a professional network, both internal and external to the university. The second step was to examine every possible way to provide ‘value’ to the university. I never made it about me, but instead, made my work about adding value to the student-athletes, coaches and staff. The third step was to learn as much as I could about every aspect within a college athletic department. Everything from personnel decisions to compliance and Title IX to budgeting, marketing and development were part of my learning process. The fourth step was to start compiling my professional portfolio. I developed my resume, included contract appointments, work documents and anything that could tell “my story” to prospective employers. Finally, I enjoyed every minute being the “second in charge”. Moving to the AD seat is a huge undertaking. It’s a lonely world. I see many assistants who are anxious to move up in their careers. “Be patient. Your time will come”, I tell them. Enjoy where you are and make the most of every opportunity to learn. What advice do you have for Asst/Assoc AD’s that aspire to become Athletic Directors? What steps should they take to prepare themselves for this role and position themselves for opportunities that arise? My best advice to any aspiring athletic directors is to build meaningful relationships (e.g., network); find ways to add ‘value’ to your current institution or workplace; learn as much as you can about all aspects within college athletics and higher education; build your portfolio and, finally, BE PATIENT. You spent 14 years working at D3 institutions (Wisconsin La Crosse and Wisconsin Whitewater) before moving to a D2 institution (Nebraska Kearney). What inspired you to make this move? The challenge to work at a higher level, with bigger budgets and the ability to offer athletic scholarships, was a huge appeal to me and were my main reasons for pursuing a position in D2. Plus, I was fortunate to have won nine national titles as a Division III athletic director and wanted to win a title in D2. Ultimately, I’m driven to attain excellence, so what better level than Division II to work toward that goal. Were there major differences in leading a D2 department vs. leading a D3 department? First of all, Wisconsin Whitewater operated and had visions of a higher level than Division III. I’m not saying we were going to move to Division II, but we knew we had the infrastructure and support to make national dominance a regular occurrence. That said, moving to Division II was a seamless transition for me, but there are major differences, especially with scholarship allocations, the philosophy of regionalization and competitiveness within Division II. I’ll also add that the Mid America Intercollegiate Athletics Association (MIAA) was an incredibly competitive league, so moving to an institution that was in its early years within this league was a huge undertaking. You have been successful raising/generating revenue to the tune of approximately $20 million during your career. What are the keys to success in generating revenue in small college athletics? The lifeblood of small college athletics is fund raising and in our business, it’s essential that an athletic director understands how to effectively raise money to support their programs. My research and experiences have revealed that relationships are key to successful fund raising. Relationships with the university’s advancement office and with influential donors are mandatory. Without these in place, all else fails. I like to think of fund raising by using the acronym P.E.A.L. – Plan, Engage, Ask and Love. It’s important to plan for effective fund raising, whether that means annual or capital campaigns, corporate sponsorships or special events. Engaging alumni and donors is essential to the process, but one must be willing to ask for support. Providing a compelling reason for donors to give will make “the ask” even easier. Lastly, and most important, there must be great care and concern (e.g., love) given to alumni and donors. Without PEAL in place, successful fund raising really isn’t possible. Most recently, you faced revenue shortages at Nebraska Kearney that led to budget cuts and the elimination of 3 sports programs. What went into this decision? First of all, this was the most painful experience of my professional career. Standing in front of 56 male student-athletes and telling them that their sport would be discontinued is something I will never forget. In hindsight, I am most disappointed that we didn’t have a chance to engage our coaches, staff, alumni and donors in a conversation about “saving” these programs. At the time, it was evident that budget cuts were necessary, especially with downward enrollment cycles and State support being pulled, but Athletics holds a special place within the hearts of alumni and donors. Providing them with an opportunity to give is something that cannot be taken for granted. In the end, decisions to cut sport programs are made with many variables in mind. Title IX implications, operational, personnel, facilities, travel, and increased travel and missed class time in sports that lack opportunity for home competitions due to spring climate and weather are variables that played a role in the decision-making process. I would encourage administrators to be committed to transparency and communication during tough budget circumstances. People will understand and supporters will make surprising moves to step up when it is least expected. The decision to cut 3 sports was made early in the year, in some cases before the season (baseball) had begun. Why did you make the announcement when you did and what impact, if any, did the timing have? There is never a good time to cut a sport program. At UNK, the announcement was made for several reasons, mainly to give the student-athletes a chance to find alternative opportunities, but also to be done in conjunction with System-wide budget cuts in Lincoln and Omaha. The timing had an adverse effect on our alumni and donors, but our coaches and student-athletes handled the entire circumstance very well. I applaud them for their professionalism and forward-thinking. It was a very difficult time, one that will take years to recover from, but I’m most proud of how people handled themselves. Recently you started a new position as Athletic Director at Colorado State – Pueblo. Did the challenges you faced at UNK play any role in your moving on to CSUP? The challenges we faced at UNK are not unique just to that school, so that wasn’t the reason I left for CSU-Pueblo. The reason I left for CSU-Pueblo is because I wanted to work for President Tim Mottet because I believe in his vision and want to help him advance CSU-Pueblo. Additionally, he is offering the athletic director an opportunity to serve as a valued member of President’s Cabinet and use my skills to bolster a university system, institution and athletic department. What are your priorities in your first 100 days at CSUP? My first priority is to engage with the people and to listen and learn. I know I need to be patient about impacting change, but I will work hard to create a unified, compelling purpose for our department; look ahead and see opportunity; seek out what’s not working and strive to make changes; promote calculated risk-taking; and look for boundary-seeking opportunities. What is your favorite part of your job? My favorite part, by far, is engaging with student-athletes and supporting them in their competitive, classroom and community-engagement endeavors. I’m drawn to the competitive spirit of sport and love what coaches do on a daily basis, but the energy brought to a campus by students and student-athletes is what makes college so special. I believe I have the best job in America and I am proud to say that I’m focused on the student-athlete and their experience. What is the biggest challenge in your job? My biggest challenge is to curb my competitive drive with limited resources. I want to buy everything in sight, build amazing new facilities, provide the most I can for our student-athletes and coaches and win. I love traveling to away competition and national conferences because I’m given a chance to analyze and dream about what I can “bring home.” Reality often sets in, especially in Division 2 and 3, but something great can happen with hard work, dedication and persistence. These are traits that are central to my core as an athletic director and will help me overcome limited resources. What are 1-2 qualities that you look for when hiring a head coach? Character and competence are two essentials that I look for when hiring a staff member, especially a head coach. Without these two qualities in place, I do not believe that a coach can be successful. What advice do you have for young people that are looking to start a career in college athletics? First of all, find a mentor. Connect with someone who can guide you through your professional career. Second, make sure your education and experiences align with your professional aspirations. Both are equally important and essential for a person in college athletics. Third, make sure to make it a point to provide value to an institution. This can come in many ways, but is necessary in order to advance in this profession. Lastly, work hard, but be patient. Again, your time will come. How do you balance your personal and professional life? Balancing the personal and professional life of an athletic director is a tremendous challenge. I often find myself working early and staying late. Working on the weekend is a common occurrence for any person in college athletics. It’s important that you have a supportive “significant other” and are able to create a high level of communication about work demands. Your spouse, significant other or friend can help you find balance in your work. Empower that person to tell you when to stop and disengage. Above all, find a way to put the cell phone away for a few hours. I’ve found this to be my biggest struggle and the most irritating to my wife and children. Putting the cell phone away means putting work down and establishing balance in life. You have attended the Business of Small College Athletics workshop in the past. What would you tell someone that is considering attending? Everyone in small college athletics needs to make a point to attend BOSCA. I found the conference incredibly enlightening and empowering. The location is consistent, the content is highly relevant and the networking opportunities are fantastic. I would highly recommend attendance at BOSCA to anyone in our profession. It’s my hope to return again soon so I can learn from our outstanding colleagues in this profession.

I attended a professional development session led by a search consultant a few years ago. During the session the consultant was sharing some of the attributes that colleges were looking for in searches for Athletic Directors. Many of these attributes were common: proven ability to manage resources, experience hiring successful coaches, demonstrated fund-raising expertise, etc. The consultant went on to say that schools weren’t just looking for individuals that were “members” of professional development organizations…they were looking for individuals that “lead” their professional development organizations. Like many in our profession, I just returned from the preeminent professional development conference for collegiate athletic administrators….NACDA. NACDA brings together 7,000 attendees representing 17 different associations that cover every imaginable area in our profession. Many of the folks that attend the event are Athletic Directors and many want to be an A.D. The challenge is: How do you stand out among 7,000 (or more appropriately 50,000) folks when building your personal profile? I became an Athletic Director in 2002 at the age of 38. I was naïve, ill-prepared, and not very good at my job. I diligently attended the NAIA and NACDA conventions and attended sessions geared toward me. I was drawn to the folks who led these sessions or who were engaged in leadership in various organizations. This ultimately led me to a lunch with Larry Carpenter who was at the time the President of the NAIA Athletic Director’s Association. In a nutshell, I told Larry that I wanted to be more involved and he made it happen. He nominated me for the secretary’s position on the ADA board and away I went. From there I continued to expand my service on the conference and national level. I serve on multiple national committees within the NAIA, have presented multiple sessions at the Business of Small College Athletics (BOSCA), NAIA, and NACDA conventions. I also currently serve on the executive committee for NACDA. Naturally, each of these opportunities requires a commitment of time and, in some cases, resources. I have to be careful that none of these commitments takes away from my full-time job. The positives of my involvement far outweigh any negatives. My involvement brings increased awareness for my university and for me personally, gives me access and the ability to network with other leaders in collegiate sports, makes me aware of issues in collegiate sports as they are coming into focus, and gives me an opportunity to add my perspective and input on issues that shape our industry. I have the benefit of 16 years in my position and have grown my involvement steadily over the past 12-13 years. Here are 5 ideas that might help you position yourself to be more engaged and eventually lead. JOIN – Join NACDA, even if you have to pay for it yourself, and find the right affiliate organization within NACDA for you(NAADD, NACMA, N4A, etc). GET INVOLVED – Attend every session that you can and get to know the leadership. Keep in mind that NAADD, for example, is run by folks like you that work full-time on a campus. In addition to that, they are responsible for putting on a great professional development experience each summer. NAADD is always looking for folks to help present sessions, to become a conference representative(keep folks in your conference up to date on NAADD news), etc. Rather than waiting to be asked to present, why not propose an idea yourself? The more involved you are the more you become known and trusted…and the more likely you will be considered for a board position in the future. Leadership, like so many other things in life, is earned. You’ll do a lot of grunt work before you become a leader…just like the current leaders did. SERVE and SHARE – Two good friends of mine, Brian Sisson and Matt Donovan, helped create a professional development opportunity within their own conference. Look for opportunities on your campus, within your conference, or on the National Level (NAIA, NJCAA, or NCAA) to serve on committees and to contribute. The ability to express and share your expertise has never been easier than it is today. Utilize social media (Twitter, LinkedIn, etc) to share your ideas and expertise. NETWORK – Get to know the folks that are in the leadership positions that you aspire to. Ask them what they do, why they do it, and how they do it. Ask for their advice on how you can become more engaged. Whether it is a vote by a larger group or just the board members…your opportunity to serve will be determine by others. GROW – Develop a hunger for knowledge and growth. The more you grow the bigger the impact you make on your department will be. At the same time your stature and the recognition that you receive from those on campus, and around the country, will increase. Generally, the folks leading organizations started at the bottom and made tons of mistakes…just like you. Seek out every opportunity to learn and grow and share the wealth (help those around you do the same thing!).

Collected Wisdom is an interview series featuring insights from small college athletic administrators. Our thanks this week to Aaron Sagraves , Asst. A.D. for External Relations/Communications from Cornerstone University for sharing his time and thoughts. How did you get started in college athletics? I started working in college athletics as a student while at Cornerstone. I went to pretty much every one of our Men’s Basketball games at the time and started doing post-game articles and eventually did stats for every home game. Upon graduation, I continued in that role for all sports with Cornerstone and then got my first full-time job at Davenport University a few years later as they started their athletic department and hired a Sports Information Director. You started your career in the SID role and have worked into more of an External Relations position. How did that transition come about and what are the differences in the positions? At our level, they all kind of go together right? J My passion has always been a “marketing” role instead of an information one and to see how we can create exposure in many different areas in our hometown has been really fun. Sponsorships, golf outing, business events, alumni relations are something we all need at every level of college athletics and those doors were opened here at Cornerstone with some change over in staffing. Its not that I never did any of those things before that happened, but now it is a part of my job description so it is something that is on my mind a lot more. I truly love being involved in helping us create exposure and bring in revenue to ultimately help our student athletes. We are in a tough spot with so many schools around us that are similar size so we are mostly fighting for the same people but what I have learned its about developing those relationships with the local community and find those who really want to be a part of your culture. How has your experience as a coach impacted you in your current position? I love coaching and working with young people. Being able to teach them the game (x’s and o’s) is fun but what is even better is the impact that a coach has on them as a person. I coached high school sports while I was in college and then did some different coaching at the collegiate level at same time of coaching club sports. When I stopped coaching to focus more on family and my job at Davenport, I truly missed it which is why I got back into it this past year. Coaching alongside of my wife and the incredible program she has built has been special and I believe one of the biggest impacts on my current role is to just continue to learn from those around you. Building relationships and learning how to bring people together has helped me with my student workers and colleagues. There are so many different personalities on a team and getting them to buy in and work together for common goals is huge. You transitioned from a role at Cornerstone to a rival program in Davenport before returning to CU. What was that transition like? Does the rivalry mean anything different having been on both sides? The transition was difficult the first time because I was coaching women’s basketball and to see all of the recruits and kids/families that I had developed relationships with was hard to “go against” when I went over to Davenport. Then, DU got really good, really fast, so naturally, who doesn’t like to “hate” the good team right? I still stayed in touch with many of the coaches and staff but as I furthered my career at DU, it became more difficult because at that same time, Allison and I were starting a family and timing was just hard to maintain relationships in two different settings. Then going back to Cornerstone from DU was much harder because “Davenport and the success and the culture” was something that I felt like I had a big hand in so to leave that and go right to the rival was hard. I knew it was the right decision for my faith, my family and my career and I have never doubted it since. Being totally transparent here – the two schools think about athletics totally different. At one, it was all about winning, hanging banners, becoming better every single day….where the other is about culture of community with athletics being a small piece of what makes the complete student at a small Christian school. Rivalries are great to have in any context and both value the CU-DU one very highly but now that is pretty much gone because of Davenport’s move to NCAA D2. You served as the Vice President for NAIA-SIDA from 2014-2017. What were your priorities in that role and how did they impact you at your institution? Being in a leadership position has been a great experience. The VP role under the direction of President Cindy Potter was awesome! It truly taught me about what goes on within the NAIA as I got to sit in some National Administrative Council and Council of Presidents meetings. One of my main roles was to plan the convention programming for NAIA SIDA in conjunction with CoSIDA Convention and NACDA Convention each summer. Working with different SID’s around the country was awesome to see how they all wanted to help our profession and our membership grow. Now as I have moved into the NAIA-SIDA President seat, its opened my eyes even more to how things work in the NAIA. Sitting in meetings with AD’s, FAR’s, Conference Commissioners and University President’s from around the country is humbling to see their passion for the student athlete. The biggest takeaway, other than seeing how we can ultimately help the student athletes in the NAIA, from those experiences is how can I use what I am learning and bring it back to my campus. What is your favorite part of your position? The student athletes and the student workers. Nothing else is even close. Seeing them grow from coming in as a freshman to walking across the stage at graduation and then trying to stay connected to them as much as possible with their family and their real-life job afterwards is incredible. Telling the student athlete story has always been my number one goal in what I do and to be able to share so many over the years (AWAY FROM THE PLAYING SURFACE) has been awesome. Then, the student workers that help me do what I do….I cannot thank them enough. They see my crazy brain at work and somehow still love what they are doing around it! The best part is seeing them come up with an idea, plan and see it through and to see the impact it has on our community and our family at our school. Hopefully I never lose that ability to motivate someone to continue to strive for excellence. You’ve been very involved in CoSIDA. How has CoSIDA impacted you as a professional in college athletics? Being involved with CoSIDA has been a blessing since I started in a full-time role in 2007-08. I remember going to my first convention in San Antonio and those conventions in such places at San Fran, Marco Island, St. Louis, Orlando and Dallas, have been incredible. Forming friendships with so many people in the profession from the D1 level to the 2-year schools is something I truly cherish because I feel like I can pick up the phone and call them for advice and help! Being recognized as the Rising Star means a lot because that means that those around me notice some of the things me and ultimately the staff around me have been able to accomplish. I also remember sitting at a luncheon seeing the Board of Directors and wanting to one day serve in that role for our membership and being able to do that from 2014-2017 was a great experience. D1 SID’s don’t do it any different than D3 or NAIA ones and that is something I think gets overlooked. Who are some of your mentors/people who have encouraged you along your career path? Oh goodness, this list may take up my word limit but I will focus on a few to keep it short! Matt Fancett – who used to be at Madonna (NAIA) and then on to Michigan – was ultimately the person who showed the belief in me to get me started. He continues to show support in me and I reach out to him still when I have questions about certain aspects of my job! He has become a great friend! What is the best career advice you’ve ever received? “Surround yourself with people who are smarter than you”. I am not sure that quote was original or stolen haha. But it has rung true in so many ways in my career over the years. Another one that goes along with it “If you are the smartest person in the room, you are in the wrong room.” Those two things have gone with me as to do our job in college athletics, we have to rely on so many others and I have tried to surround myself who help our department be better. I may not be the best at stats or website management or graphic design….but getting others to help with those areas while allowing them to feel like they have a say in what goes on…has been so critical. A friend of mine told me in maybe my first or second year as a full-time guy at Davenport – make sure and get help – you cannot do this job alone….That has helped me take on this role by utilizing students as much as I can. Yeah do they make some young mistakes or overlook certain things…sure….but what a great opportunity to educate them and have them grow and learn. What advice do you have for young people looking to start a career in college athletics? Working in college athletics takes work…its not just something we just fall back on. It takes time to get where you want and to do that, I feel like the most important part is getting involved in many different areas as young as you can. Gaining experience while you are in college and doing “grunt” work will help you down the line. Volunteering your time to help on projects, go on visits, learn about budgets and most importantly, getting to know all who work in a department. What many young people do not realize…its not just the AD in the department. There is compliance, fundraising, alumni relations, marketing, sports information, business, financial, digital media, fan engagement and so much more. Take the time to get to know about all these areas so you can see where your true passion lies. When I ask young people what they want to do and they tell me “work in college athletics” Ok – where, with who, at what level – getting involved early will help those decisions faster and get you where you want to be. What is the most challenging part of your position? Time Management and Technology – they go hand in hand. With a family at home – Allison and the boys sometime take a back seat to what I am doing at my position and that is not fair. It should be the other way around…but reality in 2018 where technology is attached to our hip (literally) its not and its taking a toll on how our profession works. Its becoming a high-pressure job each and every day because at a lot of schools, if you don’t put the time in and make sacrifices, they will find someone who will. At our school, that is not the case at all and I am grateful for that. Finding a balance between home life and work life is a challenge I face every day. What do you do to continue growing professionally? One of my biggest passions is to continue to grow and continue to learn. Being on the CoSIDA Board and NAIA-SIDA Board has enabled me to meet so many new people that I turn to when I need something and want to learn about something new. Taking part in Continuing Education series whether by web call or in person at conventions is also a huge part of it. Social Media has allowed us to see what others are doing and ask questions, get on twitter chats and learn from some of the best in the business. How do you balance your personal and professional life? Ha! See above! J No – really it’s a struggle for me. Not going to lie. Some days I feel like work is the MOST important thing in the world and I don’t want to go home because I know there is so much to do here and who else is going to do it. Then other days, I don’t want to come in because I am having so much fun being home with my wife and kids. It’s a tug of war that I am not sure anyone can master!! If you do, fill me in!! But truly – its something that is on my mind a lot with two young boys at home and a wife who is also involved heavily into athletics as she runs a high school volleyball program as well as being involved in AAU. I try and bring them to work when I can…have them visit during games…have them be a part of what I do! Then also one thing that has changed for me over the years is my computer at home…I really try hard to not open it unless I have to do a game recap or something related to an event happening that moment. That has allowed me to save projects and “time consuming” things for when I am in the office. Yeah, does it make my office life a little harder but that time I have freed up to be with my wife and kids has been special.

I have been fortunate to work with many colleagues across our industry and have had the opportunity to mentor them at various stages of their careers. I often find myself using a phrase that I had to learn at the beginning of my career - Rome wasn’t built in a day. It has taken the UIndy Greyhound Club over 20 years to get to where it is today. From the beginning we had large goals, but knew it would take time to complete them in the proper manner and with positive results. Patience and dedication will get your further in the long run than having something tangible too soon. Whatever you set out to do….make sure that it is sustainable and something that you can build on. Rome wasn’t built in a day - but they were laying bricks every hour. Your goals and plans need a solid foundation to support the city you want to build. If the foundational bricks are weak or hastily laid down - the entire city will come tumbling down! Small tasks should never be underestimated - in the end the details are what count. With a flexible attitude and a realistic time frame, the proper foundation can be built instead of forcing a brick into a slot where it doesn’t perfectly fit. After some time, the bricks you have been laying will start to look like a building. And several buildings later, you’ll have the empire you are dreaming of today. Without the solid foundation, you have nothing. Remember - growth and important work take time. At UIndy we have grown our annual contributors from 30 people 20 years ago to approximately 2000 annual donors now. Naturally, there was plenty of room for growth when we started but the keys to our success were expanding the number of people that we reached out to, being great at thanking donors for their support, working hard to cultivate new relationships, and repeating that process year after diligent year. Shake off the pressure to rush in and fix things now. Make sure that every short term goal that you’re working on is tied to a long term solution. Build your programs in a methodical, mission-centered way and you’ll find the keys to sustainable, long-term success. Matt Donovan Sr. Assoc. A.D. - University of Indianapolis

Collected Wisdom is a regular series featuring insights from small college athletic administrators. Our thanks this week to Jeremy Capo , Athletic Director at Iowa Western Community College, for sharing his expertise and insights. How did you get started in college athletics? When I started my graduate assistantship in Campus Recreation at FHSU, I knew my heart was in athletics so I walked down to the AD’s office and explained that I had a commitment to the Campus Recreation department, but I wanted to volunteer in any way possible to gain experience. I just wanted to help and be a part of it. During the day I would work in Campus Recreation and in the evenings and weekends, I would work games as an events assistant. I delivered pizza to the winning row and wheeled out props for half-time entertainment. When I graduated, I accepted a job as the Director of Campus Recreation at Adams State University. Once again, knowing my heart and passion was in the athletic field, I went to the AD and explained my desire to work and gain experience in athletics and asked to volunteer. During the day, I ran the campus recreation department and facility and in the evenings and weekends, I volunteered at games. I hung signs, administered game day promotions, and swept floors. At the end of the first year, the compliance officer announced her retirement and, I took on the role as the compliance officer along with facility and event manager to get my foot in the door. You’ve served in a number of roles including compliance, facilities, and development before taking the AD chair. How has your range of experience prepared you for the Athletic Director position? The experience gained from each and every position has been immeasurable. Being involved in the grassroots of each operation has allowed me to have a better understanding of what the role of each position plays within the overall landscape of the department. The experience of filing waivers and eligibility, building facilities, hosting championship events and raising money allows me to have a unique perspective. I’ve walked in those shoes and done those jobs. I’ve been able to be a part of the rewarding side as well as the difficult side. Now, as a Director of Athletics, I can effectively lead and manage all those areas with a better overall understanding of each area and how they function within the department. At CSU-Pueblo you moved from a role in compliance to a role in external relations? How did this come about and what was your career strategy in making this move? I enjoyed compliance and working with our coaches and student athletes but I believed, that if I wanted to become an AD that I would need to gain experience on the external side of the house. I needed to broaden my experience in order to become an AD and as I researched position announcements and looked at sitting AD’s across the country, I discovered that a very large percentage of those position announcements was searching for somebody that could raise money. At the end of my fifth year as the Compliance Director, there was an opening in our department for a Development Director. I quickly went to my boss and told him I was his guy. I valued his honesty when he told me that it was a high pressure position. I explained that based on where I wanted to go in my career that regardless of the pressure, I not only wanted the challenge, but I also needed the challenge to grow professionally. The strategy in moving to the external side was to become uncomfortable and grow while discovering if I had what it took to raise money and ultimately become an AD. What was the one thing you were least prepared to do when you became an Athletic Director? What was your biggest strength heading into that first day as AD at NMJC? I recently completed the strength’s finder and my two top strengths’ were positivity and WOO. Prior to this, I’ve always believed that one of my greatest strengths was connecting with people. I truly love and enjoy engaging with people. This is a people business so heading into my first day at NMJC, I believed that as long as I listened, engaged and connected with the coaches, student athletes, campus, and community that I would be able to thrive. The thing that I was least prepared to do as the athletic director was to have those tough conversations. I’ve never lost a game, or won one for that matter, so to sit down with coaches and discuss the culture and direction of their programs, and be direct, was something that I had no experience doing. That was the toughest adjustment. I am a firm believer in leading people with open and honest communication and to immediately address issues and celebrate triumphs but there is no road map for having tough conversations. What advice do you have for Assistant and Associate Athletic Directors who aspire to be an Athletic Director one day? The way you do anything is the way you do everything! Stay true to who you are. You have to be yourself and hold strong to your values and non-negotiables. Stay involved on campus and in the community, do more, be engaged, step outside of your comfort zone, and make an impact in whatever role you have. There is so much truth to the saying that every day is an interview. This is a people business so your relationships mean far more than your resume. Athletics is its own community so your relationships will either harm you or help you. Whether you list somebody as a reference or not, it’s a small world and future employers will connect the dots and ask questions to make sure they are getting more than a qualified person. They want a great fit and an even greater individual. At Iowa Western, you’ve created mission and vision statements that focus on creating the foundation for successful student-athletes. What did that process look like? While I know it’s almost impossible, the goal is to have every single student athlete leave here with their golden-ticket (degree) so they can get to their next great adventure. We are a stepping stone. We realize that we are not the very first choice and that the student athletes that we bring here did not fall asleep every night waiting and praying for our coaches to offer them scholarships. As far as developing our mission and vision, I wish I could say it was this great brainstorming session. The reality of it is we know that our role is to enhance our student athletes’ lives academically, athletically and personally. Based on the success they have here and how well we’ve enhanced their lives, they will get that scholarship to the institution they have prayed and dreamed about. What are your largest priorities as the Athletic Director at Iowa Western? We are unique here in that we only have one full-time administrator in our athletic department, yours truly. With 21 programs, soon to be 24 in the fall (Men’s & Women’s Bowling and Sport Shooting), finding that balance isn’t always the easiest thing to do. Because of that, I believe that the single greatest priority is our culture. There are so many moving parts, so our coaching staff is assigned other duties outside of their team responsibilities. The culture of our department has to be one of greatness, discipline, and accountability as we each rely on the other in so many different ways. Outside of the culture, it’s been “friendraising”. We have such a great story to tell but haven’t been so great at engaging our community. The “friendraising” will lead to greater relationships and hopefully a raving fan base for our student athletes with the end goal of them seeing and believing in our mission and vision which can lead to them becoming donors. What is your favorite part of your position? Without question, the greatest part of my position is engaging with our student athletes and GAMEDAY! Knowing the stories of our student athletes and having the ability to engage with them makes this job so rewarding. The very best part is when they’ve left, and they reach out to you thanking you for your time, love and support. Those are the greatest days. I sincerely enjoy showing and assisting them in reaching their goals. That is the most important thing we do. Secondly, I love watching our coaches and student athletes compete. Earlier I mentioned having never personally won or lost a game, but the reality of it is, that when you engage and invest, their losses are my losses and their triumphs and success are mine as well. What is the biggest challenge you face in your role? The biggest challenge is leading people. We all have different strengths and weaknesses. We all have different goals, needs and wants throughout the year. Whether we’re in our championship segment or in our off-season routines, we must always work to get better. The different seasons pull us in some many different direction and keeping it all together is the biggest challenge, but also the most rewarding. Identifying the strengths and weaknesses and then using our strengths to lead and grow as coaches and team members is the goal. The other great challenge is to generate revenue, as we all know that funding for our programs cannot single handedly be strapped to the back of the institution. We want to generate revenue so that we can increase funding for our programs and ultimately the student athletes. Who are some of your mentors/people who have encouraged you along your career path? Wow, I have had some great mentors that helped me, and in some cases, pulled me along. I was kicked out of college as a sophomore and after working for the Department of Transportation on the side of the road for 10 months, I knew I needed to get back and finish. The professors in the HHP Department at FHSU took me under their wing. Ron Haag, the Campus Recreation director, picked me up and dusted me off and helped me realize my potential. Tom Spicer allowed me to volunteer at FHSU in the athletic department and then sent me in the direction of now retired Adams State AD, Jeff Geiser. At Adams State, my very first supervisor was Director of Student Life, BJ Keefer. She was so wonderful to be patient with me and teach me the ropes fresh out of college. The Dean of Student Life at Adams State, Ken Marquez, was so gracious to me in allowing me to transition from campus recreation to athletics. Rocky Mountain Athletic Conference Assistant Commissioner, Sandee Mott, who is now with UCCS has been a great mentor and sounding board. Joe Folda was the guy that took a chance on an unknown commodity and not only hired me as a director of compliance but then took a second chance and catapulted me in to the AD chair by hiring me to be the development director at CSUP. Finally, Dr. Steve McCleery, retired president from NMJC and Phillip Roybal, VP of Student Services, gave me my first opportunity to lead a department. We have such a wonderful and genuine respect and adoration for one another and I cannot thank them enough for their trust and guidance as a young, first time AD. I don’t know where I’d be without the leadership and guidance from these individuals. I am forever thankful for their love, encouragement and trust. What is the best career advice you’ve ever received? Prior to going on the interview at New Mexico, I was uncertain about whether I wanted to uproot my family and my comfort zone in Pueblo and at CSUP. I had been there for seven years and forged some great bonds and been a part of some very special accomplishments on campus, including starting a football program from scratch. I remember calling one of my mentors and explaining the fear and uncertainty I had. In that moment, they told me “You owe it to yourself to have options. If you don’t have options, you don’t have anything.” That really put me in a position to go down there and be myself and ultimately get the offer to become an Athletic Director. What advice do you have for young people looking to start a career in college athletics? Start today and don’t be afraid to get out of your comfort zone. Don’t undersell yourself or your experiences. Believe in your greatness! What do you do to continue growing professionally? Some of the things I do to continue to grow professionally is to be involved with NACDA and NATYCAA. Serving on the NATYCAA Executive Committee has been a wonderful experience. I also read as much as I can on leadership and trending topics within the field, whether it’s the BOSCA newsletter, NACDA daily review, or the D1/D2/D3/NAIA Tickers. There are also some great leadership blogs that can be delivered directly to your inbox each day. The information at our fingertips nowadays is astounding. It’s a fast paced environment and you have to be in the know and continue to learn and grow. I also spent time last summer on the road traveling so several of the larger more established institutions in my region and met with the AD’s to learn some of their best practices and how they lead. A few hours with some of the industries finest was a great way to learn and grow as well as meet new people. How do you balance your personal and professional life? This is the million dollar question. When I was at the Division II level, I felt they really embraced the balance of life. Working in this field is a way of life, it’s not 8-5. There are times when it takes 80 hours in a week to get the job done and there are some where it takes 30 hours. After those long weeks, I get away for an afternoon here and there to pick up my girls from school and take them out for a treat. The great part of this is that my family enjoys being a part of my work. They attend as many home contests as their schedules allow and we occasionally hit the road to cheer on our Reivers! I also try to carve out at least 30 minutes a day for me to grab a workout of some sort. So many people need so many things from you in this role that it’s a must to take care of yourself and find that time to decompress.

“It is important for us to have a strong culture” “Our secret sauce is our culture” “Our culture is what separates us from our competition” Without a doubt, all of the above statements about culture have both wisdom and validity. However, culture is a tricky term if not cultivated properly. It is not a “how to” term or one that comes with a rigid instruction manual. If I walked into our athletics department tomorrow, popped my head in each administrator’s office and coach’s office and said, “Hey, we are going to have a great culture today”, it could come across as artificial (fake!) and – most importantly – unattainable. With a high level of intentionality, I avoid using the word “culture”. Do not mistake that remark…I certainly value the benefit of cultivating, achieving, and then stewarding a robust culture that places a high value on PEOPLE, but there are key ingredients to a strong culture that need more attention than the term culture itself. BE MISSION-COMMITTED In our Texas A&M University-Commerce athletics program, we are committed to providing a Best in Class experience for our 436 student-athletes. Next fall, it might be 439, or 431, or 442. However, our commitment to being Best in Class in our actions, our efforts, and our awareness of opportunities is not going to waiver. We talk about it in our student-athlete population, our coaches’ population, our administrative units, and our university community. It is grounded in the simple question of “Who is our model”, and mission commitment is our top ingredient that influences our culture. BE INVESTED IN CORE VALUES Just over two years ago, we identified five common themes in a department-wide assessment that were attributes of our athletics program. Passion…Respect…Innovation…Determination…Excellence. There were a few others that were identified, but these five quickly rose to the top in both frequency and fit for our campus and department. We brand our core values throughout our athletic department, we talk about them in our monthly Town Hall (full staff) meetings, and we certainly explain them to prospective student-athletes and parents during the recruiting process. HAVE A HIGH “PEOPLE IQ” Everyone has special gifts and talents. Some student-athletes run faster…some jump higher…some tackle better…some shoot better…some hit better. You get the point. To that end, the same is true for administrators and coaches that have an influence on shaping your department’s cul-….well, you know, that word I do not use much J. To be certain, you hope your development officer is engaging and outgoing, but that may not be the most important characteristic for everyone. But, having a high “People IQ” is something that should always be sharpened. For example, even if your CFO/business manager is a bean counter who proclaims they “don’t like to talk to people”, or your compliance person “only answers by email so it’s in writing”, they still have responsibilities for their People IQ (thankfully, neither example above is true at TAMUC!). That business manager needs to have great relationships with the university budget officer, accounts payable, travel, accounting, etc. The compliance head must have great communication with your admissions, financial aid, scholarships, and international office (thankfully, these ARE true at TAMUC!). The AWARENESS of establishing and maintaining these relationships is just as important as how they are done. Share the vision, and let your talent execute the vision with their fingerprints on it. “THANK YOU FOR SHARING HOW SINCERE AND ENGAGING YOUR CULTURE IS” That quote came from a prospective student-athlete’s parent about three weeks ago during a recruiting visit. I had met with the PSA, the mother, and the head coach of the sport recruiting the young man. The mother asked if she could have a moment when the student and coach stepped out. Of course, I obliged, but I did have a moment of, “Uh oh…what did we do or say wrong?” Then, she said verbatim the quote above. It was a short and simple phrase, but after less than 30 hours on our campus and being around our program, our talented student-athletes, coaches, administration, and university community had made an impression that was positive, powerful, and – I hope – lasting. And yes, we signed the PSA. In conclusion, there are hundreds – if not thousands – of ingredients, situations, people, opportunities, and resources that can impact your CULTURE. Just make you sure are an invested partner in that process. Special thanks this week to Tim McMurray , Athletic Director at Texas A&M Commerce for authoring this blog post.

Collected Wisdom is a series of interviews featuring insights from Small College Athletic Administrators. Our thanks go out this week to Mike Racy , Commissioner of the Mid-America Intercollegiate Athletic Association, for taking time to share his thoughts and insights. How did you get started in college athletics? My start in intercollegiate athletics was the result of an “unpaid summer internship” at the NAIA, following my junior year in college. I lived in Lawrence, Kansas with my grandmother and drove to the NAIA office in Kansas City each day (on my dime…!). It was a great summer experience, and it opened doors for me to consider pursuing a career in Higher Education and Intercollegiate Athletics. You’ve held leadership positions in the NCAA, at an institution, and now a conference. What led you to the role as a conference commissioner? Leaving the NCAA was a difficult decision, but my wife and I really wanted to return to the Kansas City area to be closer to family and friends. I was hired to join the President’s staff at The University of Central Missouri, and we were living about 90 minutes from Kansas City. I was eventually promoted to VP for Law, Policy and Strategy at UCM. I enjoyed working on a college campus, but I missed intercollegiate athletics. The opportunity to become the Commissioner of the MIAA last year gave me a chance to get back into D2 athletics and to live in Kansas City---the best of both worlds! What do you see as your primary responsibilities as a commissioner? The role of the conference commissioner is to provide leadership for the efficient operation of the conference office and to manage the effective delivery of programs and services to our member schools. What was the one thing you were least prepared for when you became a conference commissioner? How have you adjusted? Two conference office areas where I don’t have a lot of experience from my work at the NCAA are officiating and scheduling. In both of these areas, I have relied on great Supervisors of Officials that we have in the MIAA and an experienced (and well respected) conference office staff. I have asked lots of questions, and I have tried to not mess things up…! The past decade has seen a multitude of schools changing conferences, and at least one conference (Heartland) being absorbed into another (Lone Star). What do you think the future holds regarding conference realignment? I think there will continue to be changes in all three divisions. In Division II, financial pressures are continuing to cause schools to evaluate operating costs, including travel, and to seek conference membership that makes the most sense geographically. I don’t see these pressure points on higher education going away any time soon so the possibility for conference membership changes will continue. What is your favorite part of your job? No doubt that the best part of being commissioner is being at a conference championship, being in the middle of a team celebration and getting to hand a trophy to a coach or a student-athlete. You have held a number of positions in the Kansas City area. How has that familiarity impacted you and your initiatives as the MIAA Commissioner? I love Kansas City and it has been great to see all of the positive changes that have happened in this city since I moved away 18 years ago. My Kansas City networks in athletics, higher education, the corporate community and the legal community have all paid dividends in my work at the MIAA the past 12 months. It has been awesome to reconnect with people and to discuss ways that I can get them involved in all of the great things that are happening in the MIAA. What is the best career advice you’ve ever received? Many years ago, my dad turned me on to a quote attributed to President Teddy Roosevelt (who just happens to be credited with founding the NCAA in 1906)---“Nobody cares how much you know, until they know how much your care!” I have tried to practice this throughout my career and to take great pride in everything that I do… What advice do you have for young people looking to start a career in college athletics? Volunteer to help out at games or special events; be willing to take on any assignment or task; and be persistent and committed to your long-term goals—never get discouraged! What is the most challenging part of your position? At the NCAA, we had so many resources and such a big staff. There are only 4 employees total at the MIAA office, so it is always “all hands on deck” to get things done. We are also challenged to be innovative and resourceful, but I consider that to be a positive outcome of working with such a small group of people. What do you do to continue growing professionally? I like challenges. I like to accomplish things that are difficult to do. When I left the NCAA to work in higher education administration at UCM, I definitely left my “comfort zone” and had to learn new things and develop new skills. The same thing is happening again in my transition to being an NCAA commissioner. The job is challenging and there are many issues that need to be addressed, but that is what I signed up for---I wouldn’t want it any other way!

I’m almost certain in the very early stages of my childhood my parents instilled in me the importance of manners and gratitude. Parents are funny that way. We tend to dismiss their instructions only to realize later in life just how right they are! Have you ever sent out an email – a confirmation, a reply to someone else, information about an event – only to never hear anything in return? I have noticed instead of the recipient ending the conversation by showing gratitude, they leave the email chain open without a simple closing affirmation. I’m always amazed in a profession where we are expected to say “thank you” constantly, the lack of this expression is deafening amongst development professionals. It may seem like a small thing, but it is also extremely important. You never know how that same person might help you in the future – and leaving a positive impression will keep you in their mind when you may need something. As a child, my parents were adamant about me writing thank you letters for every birthday and Christmas present I received. There is just something special about receiving a handwritten letter – especially in this age of instant communication via email and text – that shows one’s gratitude and keeps your name on their radar. Beyond that, it is simply the right thing to do. That same sentiment can be shown to colleagues and professional associates with a short message to congratulate them when they have accomplished a goal or received an award. The profession of fundraising is about interacting with people - and developing meaningful and lasting connections with them. If nothing else, you will brighten that person’s day with your kind words, which is also worthwhile in its own. As quoted by the writer Gertrude Stein, “Silent gratitude isn’t very much to anyone.” Take the time today to thank someone that has been important to you or to congratulate someone on a recent milestone or success. The more time that you take to appreciate others…the more they will appreciate you back! Special thanks to Matt Donovan , Sr. Assoc. A.D. at the University of Indianapolis for this weeks blog entry. Nobody is better at making you feel appreciated than Matt!

Collected Wisdom is a series of interviews featuring insights from small college athletic administrators. Our thanks this week to Brian Sisson , Associate Athletic Director at Lewis University for participating. How did you get started in college athletics? Funny story. After some internship stints (Kane County Cougars (minor league baseball), ESPN Radio, Chicago Bulls, and Chicago Cubs) during college and my first year out, I was driving to meet with the front office staff of a local minor league baseball team. I was meeting with them to accept a marketing entry level gig, (finally made it right?), and on my way I received a call as a follow up to previously having interviewed with my alma mater Loyola University Chicago. I had interviewed regarding their ticket and promotions manager position within their athletic department. I was offered the job, pulled over to think about it for about 10 minutes, and called back to accept it right then and there in my car. I had to call the minor league baseball team to tell them thanks but no thanks and that I had accepted another position. It was the best decision I ever made. My soon to be wife and I were living together downtown and the Loyola stop was a great five year experience. It took me one day in this industry to catch the college athletics bug. I was fortunate to work at my alma mater, not everyone has that opportunity, as well as get an advanced degree. What are your primary responsibilities as the Associate AD of External Relations? The percentage breakdown can differ on the minute, day, week, or month but I break it into five key areas. 1) Athletic Fundraising 2) Athletic Marketing & Promotions 3) Community & Campus Enrichment 4) Numerous Administrative Duties with Sport Oversight 5) Other Duties As Assigned (PA announcer, custodian, whatever is needed) Creating new revenue streams and maintaining existing revenue requires balance. How do you approach prioritizing where to put your efforts? Fundraising here, as is at most small schools, is vastly important. That being said, we all wear a ton of different hats in our roles. Each day, month, year I try to better our department. All the time. But the key I have found is to work smarter. We have had success in new revenue streams whether it has been our online store, our annual crowdfunding campaign, new corporate partners, or our inaugural Flyer Red Dinner last year. But at the same time it is always easier to keep a current partner/donor and grow that relationship than attain a new one. Now don’t go telling anyone that we don’t want new donors/partners. Of course we do and we work at that. But we have also had some great relationships turn into a much larger impact on our student-athlete experience by listening and giving everything we can to those that support us. I relish in building relationships and growing events into the best they can be. In any collegiate athletics role you need the work ethic, plain and simple. But if you can try to work smarter and have the things that work for your department get incrementally better you are in a good place. As appealing as it may seem, you can’t do everything. You will sell yourself short and burn out real quick. You’ve had a lot of success in increasing corporate revenue at Lewis and your last stop (Benedictine). What have you found to be the most important factors in creating new corporate partnerships? First and foremost there has to be a natural fit. You have to know your campus, your student body and most importantly where athletic and university dollars are being spent. Secondly you have to engage and be able to customize the needs and wants of that partner. Everyone is different in how a relationship with us would be of benefit. Lastly, you have to stay afloat to what is going on within your region. Find the niche that works for your campus and always be honoring and enhancing that relationship. Your crowdfunding initiative, the Flyer Friends and Family Fundraising Campaign , was the most successful athletics fundraiser in school history. How have you utilized this initiative to continue momentum for your program? Actually we transferred this success and idea into a program specific crowdfunding campaign recently and we have seen success as one part of the overall funding needed in sending our men’s volleyball team to an overseas trip to Rome this summer. We are very close to hitting our overall funding mark for this endeavor that will be a life changing experience for that program and that has been very positive. We may use this model in the future for other team specific trips and projects. As it relates to continuing momentum, I think the positive results and vibe from something like this have helped in other events such as our Flyer Red Dinner. Our signature fundraising event for us that incorporates a new class inducted into our Hall of Fame each year. Also, as we go into year five of our annual crowdfunding campaign, we realize that this annual campaign can’t be the same thing each year. That is why we have tried to tweak things year to year to make it unique and have it evolve. We incorporated all athletic alumni into this past year’s campaign and look towards growing that segment in years to come. This campaign works for us now and has been done at many other campuses but it also is important to look ahead at what other giving trends may be best to utilize in the future and what works best for your campus environment as it relates to giving and internally as it relates to staffing and priorities. What role do coaches play in generating revenue at your institution? Coaches are critical to our overall fundraising piece. No program has their needs checklist crossed off entirely by any means. However we have generated new and increased revenue and aim each day to alleviate the overall burden but still all of our coaches have to fundraise. They are great at being active at our annual events and with their respective sports’ own alumni, family and friends base. But the truth is that we fundraise to stay afloat and survive. I think the last couple of years we have gotten on a better schedule and communication has been much better in terms of realizing the importance of annual giving and when not to interfere with certain campaigns and events. I suggest you have your calendar and stick to it as best you can. You never want conflicting giving cycles whether it be department wide or from a specific program and you always have to be sensitive to fundraising fatigue. It is true that if you don’t ask you will not receive but you also can’t ask every month. You helped launch ShopLewisFlyers.com – the online store for your department including apparel, novelties, and accessories. What did the process entail? Well we have a Follett run campus bookstore so the fact that Advanced Online is under their umbrella makes for a great continuance and further growth of that relationship. The sixth month process involved our athletic department, student life, and university marketing. It was good for us to get together to review our brand and at the end of the day this was all about being able to grow our brand, have all of our programs represented to the fullest, and offer the best shopping experience for Flyer supporters. We feel we have done that and then some. I highly suggest if your institution is not offering this customer service experience to raise your athletic profile that you look into it. It has been a great addition to our overall branding portfolio and has helped bring in a new revenue stream. Year one was fantastic and we look to keep things growing from that end. What are your career goals and plans? Simply put my career goal is to be a Division II AD and everything I do each and every day goes into the planning process to get there. I would not be where I am today without having been a student-athlete in college (soccer). Being a student-athlete is an unmatched one of a kind experience and I hope to one day have the fortunate opportunity to share my experience to better the lives of some of the best future leaders this world will see. The experience, the commitment, the friendships, the overall life skills one develops is unmatched. Who are some of your mentors/people who have encouraged you along your career path? You can’t do this line of work without a strong support staff. I thank my mom and dad first and foremost for always supporting my brothers and me to follow our passion. Secondly my wife is a saint. I have an almost three year old son Landon and an almost six month old daughter Elin. They are amazing and at the same time the dynamic with working in this industry has just been different as of late. A great different but different. I have always been a good multi tasker and you just learn the schedule that works for you. As for mentors, many. First and foremost my boss and friend and Lewis AD Dr. John Planek who gave me my first start in this industry. Others are mainly from the BOSCA/SCA Chat community. More specifically Jim Abbott, Matt Donovan, Mark McHorney, Jason Carmichael, John Phillips to name a few. Thank you. Really this small school community is so tight, helpful and encouraging. It is great. Also I have to mention Jameson Adams. For more than a year we basically have talked weekly about working in this industry, the good, the bad, the ugly and just having someone to bounce ideas and thoughts off of. I urge you to find someone in this industry who wants to do what you do, connect, and grow and learn from each other. What advice do you have for young people looking to start a career in college athletics? Get involved early, as in freshman year, outwork everyone and get experience. There are so many opportunities on college campuses. You don’t have an excuse not to have experience in your own athletic department. What is the most challenging part of your position? I am still learning when to say no and to properly delegate. This role has a lot of moving parts and really just navigating through it all can be challenging but on the flipside that is also what makes it so extremely exciting and exhilarating to take on new challenges every single day. I don’t always get it right but I feel that with my work ethic and passion, I am consistently learning to be the best resource to our student-athletes and staff that I can be. What do you do to continue growing professionally? So many things that I can’t possibly cover it all but here are some that stand out. 1) Professional Development Conferences a. NACDA, BOSCA, GLVC External Conference (we are currently planning our third year) 2) Keeping up with all the Ticker’s 3) Within this industry call on my mentors, friends, and sometimes those for the first time to share ideas, learn about each other, and get better. a. I have an hour drive roughly to work. I always try to talk to colleagues during this time as much as I can. Never be afraid to pick up the phone. 4) Preferably everything Twitter 5) When timing is right, ask for new responsibilities 6) Read Read Read……. a. Enjoy anything on Leadership, Higher Ed, Student-Athlete Development

Scoreboard watching. A phrase that is common in sports, especially when a team is in a playoff/championship race. Scoreboard watching is something, which I feel, comes with human nature. We want to compare ourselves to others and track our progress against those around us. This is competition and something that drives us all within the athletic world. With all that said I am here to tell you to stop watching...at least when it comes to success on the external side. Whatever avenues that you take to generate revenue in your department(i.e. fundraising, tickets, sponsorships, camps, etc…), you have to be able to define what is successful for you and you alone. There is no shortage of press releases put out through the college athletics world touting how ABC State University generated however many millions of dollars in ticket revenue or XYZ Private College set a new high for their athletic donor club giving last year. These figures have trickled down to small college athletics as well, and trying to live up to them can be a daunting task. Let me paint a picture for you with how success is relative to where you are. I had a recent discussion with a colleague centering on basketball attendance. This person’s school averages around 1,500 fans per basketball game. At Upper Iowa our average is around 300, with a peak of about 700 this season. The person I was talking with said it must be tough to draw in such a small town. I responded that our goal is to lead the nation in per capita attendance . Likewise, my competitive juices get flowing when I see a fellow NCAA Division II school, especially within the Northern Sun Intercollegiate Conference (UIU’s conference), announce that they’ve eclipsed $1,000,000 in fundraising for their year. It is important to remember that it cannot happen everywhere and that $100,000 at one school can seem like $1,000,000 somewhere else. I believe that the most important part of building an external revenue plan is having a clear destination of where you want to grow it. This may require benchmarking and comparisons, which I realize completely undermines everything I just wrote. However, it is important to set your efforts on a path that is realistic to what you are capable of doing at your institution. The bottom line is that the goal/direction is what matters and what will help to guide your efforts externally. As essentially a one-person shop for all fundraising, sponsorships, ticket sales, etc…at Upper Iowa, I have learned through trial, and more than a fair amount of error, that knowing your position is all that really matters. I borrow great ideas on a daily basis, but I also keep in perspective that not every plan will translate to a town of 1,500. What has changed my annually planning the most in recent years has been the perspective of a longer-term goal. I know that there needs to be annual growth and gains. However, I have not let the immediate goal supersede the realization that long-term growth is what we all crave. I would rather a donor give me $50 now, and for the next five years, then they give $100 now and I never hear from them again. Simon Sinek delivered a great speech on the difference between finite and infinite games. Working in athletics, where score is kept and winners are determined, Sinek’s concept of infinite games seems a little out of place. However, we are all playing an infinite game of external revenue development. There is no completion to our task. The goal will always be there and every year the goal will be evaluated and re-adjusted. The game will go on and eventually we learn that there is no final victory in our world. Whatever the area of external growth, keep the focus on the growth of the relationship. There is no end game or victory in building relationships…they are an infinite game, if you will. Set realistic goals, pursue them aggressively, and take pride in your efforts…regardless of how the total revenue generated compares to anyone other institution.

Collected Wisdom is a series of interviews featuring insights from small college athletic administrators. Our thanks this week to Dr. Kristine Kelly , Athletic Director at Keene State College for sharing her time and expertise. How did you get started in College Athletics? Believe it or not, my work-study assignment was the department of athletics as an office assistant during my freshman year and it just blossomed from there. From making copies to doing the scoresheets for volleyball, to typing football game plans to working on operations (travel, meals, expense reports) for men’s basketball, to being the statistician for both basketballs and finally as a student athletic trainer for the football team. You started your career in athletics as a Sports Information Director? What experiences did you have in that position that impact the decisions you make as an Athletic Director now? Obviously, the need for sports information personnel assistance, lenient on work hours, as well as the need to “tell” our story. Sometimes, ADs are so busy and far removed from the day-to-day grind, we forget the demands of this 24/7 profession. I know what it’s like to be up long after everyone has gone home and I’m writing stories, updating the websites, etc. What was the one thing you were least prepared to do when you became an Athletic Director? Least prepared? I would say probably budgeting. I came from two small private schools where the budget was basically dictated to us. I understood how to work within those confines but the actual budgeting process was foreign because we never had to develop and/or defend our budgets at those schools. Having transitioned to a state school, that’s a totally different ball game. I am extremely thankful for my athletics business manager, her ability to be patient with me and teach me as well as me being a quick learner. J What advice do you have for SID’s, Asst. A.D.’s that desire to someday become an Athletic Director? You must develop relationships within the industry. Also, make sure people know you and what your goals are. People can’t help you get to that ADship if they don’t know. Additionally, particularly for SIDs, is to think and communicate strategically and don’t be so pigeon-holed. Don’t just say: I need this new software. Show how it could enhance the program as a whole or how it could be a cost-savings measure, etc. Many times, SIDs only think about their shop and not the entire department. You are involved with the Women of Color Athletic Director Network, how did this get started and what does this group do? China Jude, Senior Associate AD/SWA at the University of Wyoming, was the mastermind behind this initiative. The Women of Color AD Network provides women of color athletic directors the opportunity to dialogue and strategize about issues that impact the athletics industry. The WoC AD Network promotes mentorship, influences policy and engages in advocacy for women of color in senior executive leadership positions. Can you remember a program/idea that you tried that just didn’t work? Yes, I scheduled a mentor of mine to speak at a retreat. This person is skilled, knowledgeable and thorough, but it was not the right fit for our department. I heard about it for a few days every which way I turned. As a leader, I sent a message acknowledging the mistake and that suppressed the “water cooler” conversations (thankfully). What is your favorite part of your job? My favorite part of the job is seeing our athletes and coaches in their respective spaces during competition. Seeing them achieve success knowing what it took to get to that point. I must admit, as a former SID, when I get to post videos and photos on Twitter or Instagram of our athletes during competition, it allows me to still have a little piece of that SID life. Most times, they like my posts or comment on it and that makes me feel good. Who are some of your mentors/people that have encouraged you along the way? Sooooo many people but besides my family, Dr. Dorothy Cowser Yancy – president emerita at Johnson C. Smith and Shaw Universities, the late Daryl McNeill, Sr. (former head football coach at several universities but Asst AD at JCSU), Dr. Dianne Boardley Suber – president emerita at Saint Augustine’s University, Jacqie McWilliams – Commissioner of the CIAA, Tonia Walker, Ingrid Wicker-McCree, Dianthia Ford-Kee, all ADs at Winston-Salem State University, North Carolina Central University, Mississippi Valley State University and Monique AJ Smith – CEO of Seeds of Empowerment. There are countless others as well. Best career advice that you have received? Bloom where you are planted but go where you are celebrated and not tolerated. Take advantage of the opportunities you have in your present position. However, if your value and contribution to the department or organization is not appreciated, it may be time for you to assess if the current workplace culture is right for you. What advice do you have for young people that are looking to start a career in college athletics? Be good at what you do, whatever it is that you are doing. All jobs won’t come in a shiny box with a bow. Don’t be afraid to step outside of your comfort zone and take advantage of all professional opportunities. Take that internship in compliance, even though your background may be event management. Work hard, be thorough, the ability to communicate (both orally and in writing). What is the most challenging part of your job? The demand to do more with less. The need for better facilities, more support services, etc continues to increase while the level of support decreases. 85% of our budget is derived from student fees so we are very, very enrollment driven. If enrollment drops, so does our funding. What are 1-2 qualities that you look for when hiring a head coach? Organizational skills (so much of being a collegiate head coach is NOT about X’s and O’s), personality, 21st century thinking, confidence, the ability to communicate with, relate to and motivate young people. How do you balance your personal and professional life? I am present wherever I am. If I’m at work, I am fully present there. The same for personal time with my husband and son. My husband has about 45 minutes between jobs so I know between 2:15 and 3pm, it’s our time to talk on the phone. My son plays basketball so I make sure to plug those games into my calendar so that I can be present. Lastly, I make time to work out and take care of me. So at 5:30am, almost every morning, that’s my “me” time . You were an active participant in #scachat on Twitter in the past. What are your reflections on the chat and Small College Athletics professional development in general? I absolutely love the #scachat and I’m glad it has made its way back. It’s a place for small college administrators to chat and connect and realize that many of us are more alike than we are different. I truly enjoy networking and picking the brains of other professionals. My hope is to be able to attend the BOSCA conference in the fall.

I was a little surprised to find out that the quote “You Win with People” is attributed to former Ohio State University Football coach Woody Hayes. Hayes was a legendary coach that I remember well from my childhood in the 1970’s and 80’s. More recently, acclaimed author and leadership guru John Maxwell has written several books on the same topic. Success in nearly any walk of life often depends on who you choose to surround yourself with. As the old saying goes…”You can’t fly like an eagle when you’re surrounded by turkeys.” This axiom is relevant in terms of personal relationships and certainly applies to our professions. As an Athletic Director, I have the ultimate responsibility for the human resources in our department. This is often the most difficult part of my job. When a coach leaves a program or is dismissed there is always some pressure to fill the position quickly. Returning student-athletes are anxious, recruits begin to waver in their commitment, scheduling must be completed, and any number of normal activities are left undone. At small colleges this is particularly true because in many cases we don’t have full-time assistant coaches to handle things in the interim. Experience has taught me to be patient when filling coaching or administrative positions on my staff. I go into every job search with an open mind and an expectation of what an ideal candidate will look like. Coach Hayes became a legend because his teams often started out with better players than those he competed against. Similarly, I look to build a staff that starts with the best available proven talent. Some of the attributes that I consider when hiring include: Communication – I need folks that are excellent communicators, confident in front of groups, and who know how to sell. Like it or not, every member of our department is selling our university and, more specifically, our athletic department. Whether it is recruiting, interacting with donors/fans/alumni, or communicating with University administration I need confident leaders who express themselves well. Connections – We don’t have the human or financial resources on our campus to cover every need within our department. The network of connections that a coach or staff member has can make a huge difference in the success that they will have. This is particularly important in the area of recruiting. Our coaches aren’t going to be able to spend the time on the road recruiting that might be necessary to get the best student-athletes. A coach has to be able, to some extent, to rely on his or her network to help supplement this area. Versatility – As mentioned above, many of our sports don’t have full-time assistant coaches. I need folks that operate well on their own, have a clear understanding of the needs for their programs, and have the multitude of skills necessary to operate at a high level. Organizational skills, an understanding of technology, and a strong work ethic are a must. Cultural Fit – Our current staff at Oklahoma City is pretty diverse and highly acclaimed. I have 5 coaches on my staff that have already been inducted into the NAIA Hall of Fame and our University Hall of Fame. Needless to say, this group isn’t easily impressed. They have also set the tone for what can be achieved on our campus. When I’m looking to hire new employees, I try very hard to make sure that they understand the expectations of our department, the challenges that they will face, and I evaluate how well their approach, leadership style, motivation, and personality will fit in with the rest of our department. Carefully contemplate every person that you hire within your department and every recruit that you allow on your teams. YOU’RE ONLY GOING TO BE AS GOOD AS THE PEOPLE YOU SURROND YOURSELF WITH!! Even still, it’s nearly impossible to know without a doubt whether the person you bring in will ultimately be successful. I’ll admit that I “go with my gut” and “take chances” from time to time. With this in mind, it’s not just good enough to hire great people. Once you get them hired you have to equip them to succeed and motivate them to keep growing! Here are some of the things that we do to build a culture of success in our department that supports the mission of the university and gives direction to coaches and staff. Communicate Consistently – I have staff meetings twice per month and individual meetings with coaches twice per month during the school year. This allows us to consistently communicate issues that affect our department, allows time for brainstorming/creating a vision for the future and allows us to stay ahead of any potential threats/issues that affect the program or department. Promote Growth – My job as Athletic Director is to promote the growth of my staff. It’s important to know the professional goals of each employee and work to help them meet them. In some cases, I help shape those goals by providing additional responsibilities/opportunities for employees to gain experience. I am very engaged in conference/national committees and professional development and I want our staff to be as well. Frankly, I don’t just want them to be involved I encourage them to aspire to lead these organizations. This requires an investment that I think is well worth it for the individual and for our department. Like a head coach, my job is to help my staff grow. As they grow and prosper, so will our programs and department. Plan for the Long Term – We have several coaches/administrators on our staff that have been here for more than ten years. Consistency is a good thing and is generally a sign of a productive staff member. I want our staff thinking past this week/month/year and to develop plans/aspirations for where our programs will be in 3-5 years. The more you plan for the long term the more you insure that your efforts today are strategic. Recognize Outstanding Achievement – It’s important to recognize and reward outstanding achievements by staff members. The best reward is financial and naturally this is a challenge for many cash-strapped universities, including mine. Use staff meetings, special events, Trustee meetings, Athletic events, etc as opportunities to recognize the members of your staff. Annual evaluations also provide an opportunity to recognize achievement but I encourage you to not wait until the end of the year to pat an employee on the back. The best teams have talented players that understand their responsibilities, are committed to a strategy, and are willing to put in the work to achieve their goals. Take the time to carefully consider the people that you invite to be a part of your team, and then make every effort to help them thrive. Your success and the success of your department depends on it.

Insights from Tim Curry, Athletic Director at Union(KY) College.

Capitalize on "opportunities" to positively impact the way your department operates.

Insights from Tim Duncan, Athletic Director at Clayton State University.

This post is #1 in a 4 part series based on Tim McMurray’s original blog “ Always Cultivate Your C.R.O.P .” RESOURCES This is not just about having the biggest budget or raising the most money, but an effective approach to resources should focus on two key principles – efficient management of budgeted resources and maximizing opportunities to generate external revenue. The management piece means looking at all areas of expenses. One practical example of this is a recent audit we performed of our data systems in our department relative to compliance functions overlapping with student-athlete communication and forms. We were using five different systems, and we are in the process of reducing that to only two that can free up resources to invest directly back in our sports programs and student-athlete experience. Tim McMurray, Athletic Director – Texas A&M – Commerce Working in Small College Athletics means that we have to stretch every dollar to its limit. To be honest, not a day goes by that I don’t contemplate the need for or how to allocate resources. It seems that all of our problems could be solved, if only we had two million more dollars, every year. Unfortunately, more and more small colleges are facing budget cuts at a time when budgets are already pushed to the limit. As Tim points out above, our universities rely on us to be good stewards of the funds that we are allocated. In my department, I require our coaches to live within their means. There is no fall back account to cover overages and no grace period for budgetary insolvency. Coaches must carefully consider expenses and develop a plan to raise funds to cover expenses they might face beyond their budget. Naturally, I also want coaches creating a vision for where they want their programs to be, and 9 times out of 10 that vision will require resources. In the paragraph above Tim points out two keys as they relate to resources. Let’s examine those keys in a little more detail. Efficient Management of Budgeted Resources Tim provides an example of how his department saved funds merely by combining overlapping efforts. In my department, I have 22 varsity teams that all operate on independent budgets. Each coach has the ability to make spending decisions from their budget and like Tim, from time to time, we find ways to save money by “considering the whole.” The best example of this occurred in the past two years involving team travel. Many of our team’s chartered busses for travel, to the point that we were spending well over $150,000 per year as a department. One of our coaches brought up the suggestion of buying our own busses which led to a larger conversation of what the pro’s and con’s of owning vehicles would be. Ultimately, we decided as a group to spend $220,000 to purchase 3 used busses. The university fronted the money to purchase the busses and participating teams contribute $3,000 per year(for 5 years) to pay the university back. In some cases, this saved teams $7,000 - $10,000 per year in annual expenses that they can reallocate to other needs within their sport. Is this an ideal approach? No. Did it help our teams expand their budgets and accomplish more? YES. It is important to be strategic when considering your expenses. Unfortunately, many small college athletic departments have faced budget cuts in recent years or rising costs for things like insurance, official’s fees, or transportation. There is nothing like a university mandated budget cut to make you examine where you are spending money. My advice is don’t wait until you are forced. Take a good look now at your detailed expenses and see if there are any opportunities to save. Maximize Opportunities To Generate External Revenue Tim and I both have backgrounds in fundraising. It’s a good thing because wherever we have worked we have always had to rely on external revenue to accomplish our goals. Ultimately you reach the point(and many of us are already there) where you just don't have any fat in your budget left to cut! Whether you are operating at peak efficiency or not it is critical to place an emphasis on generating external revenue. When budgets have been cut on our campus I often remind coaches that “at least we have the ability to go generate funds.” This option is not as immediately available to the History department, who also faces cuts. Keep in mind that building programs that generate revenue for your department is a long-term endeavor. As Matt Donovan likes to say, “Rome wasn’t built in a day!” This is great advice coming from a guy who built his annual fund from 20 donors, when he started, to over 2000 today. It is unlikely that you can start an annual fund this year and solve all of your problems. However, you can develop relationships this year with new donors, or sponsors, or through a special event that you can maintain for 5, 10, or 20 years that will provide on-going financial support for your students, coaches, and department. My advice is to start with a plan. Use the plan to sort out the mechanisms that you will engage in to generate revenue, to estimate the costs associated with the effort, and to think about the timing involved in carrying out your strategy. Then plot the steps necessary to move forward with the plan. With some consistent effort and diligence, you will see the dollars that you generate externally grow from year to year. The key to success here is putting in the effort, engaging supporters, and building a culture in your department that supports external programs. Revenue Generation Components: 1. Annual Fund – Booster Club or some other mechanism through which individuals or corporations can philanthropically support your efforts year round. 2. Sponsorships – Menu of opportunities that businesses may purchase to promote themselves through your department. 3. Special Events – Golf tournaments, banquets, or other events designed to raise funds. 4. Other – Facility Rentals, Ticket Sales, Concessions, etc. The one constant about RESOURCES is that there is never enough of them! Consistently examine where your resources are going, what your true priorities are, and opportunities to find external sources to help you. If you’ll be committed to doing this you will find yourself much better off than your competition and highly valued on your campus.

Insights from Otterbein University Athletic Director Dawn Stewart.

Simple Social Media Strategies for Small College Athletic Departments

Insights from Erin Mykleby, Assistant Athletic Director - St. Leo University

Creating a Model Athletic Department

Insights from Drew Watson, Athletic Director at Southeastern University.

One of the keys to a successful career in collegiate athletics is access to professional development. We work in an industry that sees us compete against other institutions on the playing fields and in recruiting. Despite our on-going efforts to beat the competition, the best part about working in collegiate athletics is the willingness that folks have to share ideas. Networking (growing the list of people that you know and can call on for advice and insight) and exchanging ideas(finding out the details of how others are doing things) are critical to your continued growth in this business and your ability to deliver the results that your department needs. I’m proud to announce that we are bringing #scachat back. #scachat is a weekly Twitter chat that I hosted with Paul Smith, Kirby Garry, and Ryan Ivey from 2014-17. The chat will be starting back up on Sunday, January 14, 2018 at 8pm CST. To join the chat merely plug the hashtag #scachat into the search box in Twitter and hop on in. The chat will last one hour and hopefully attract administrators from around the country to add insight, ask questions, and connect with one another. There are lots of opportunities for professional development in college athletics. I will detail these more at the end of this post. Most of these opportunities require a financial investment, time away from the office, and some luck in “bumping into” the right person. I have attended and benefited from hundreds of these events over my career. The great thing about the chat is that it is completely free of charge and you can participate from the comfort of your own living room or den. If you could regularly sit down and talk about issues that relate to your small college athletic department with other administrators from around the country, without having to leave your house…wouldn’t you do it? That is the basic concept behind the chat. Rather than waiting for the “annual” convention or workshop, why not just participate in conversations regularly and make connections with others who understand the challenges that you face? I’m hoping that the chat will once again inspire idea sharing, networking, and professional growth. It really is just one more avenue in which to do this. Other areas for professional growth in collegiate athletics that you should be participating in include: 1. DI , D2 , D3 , and NAIA Ticker – This is a free email service and there are separate emails for each collegiate division. Each email includes articles highlighting events, shares breaking news, and announcements specific to that division. I work for an NAIA institution but I read all four of these each time they are delivered in a given week and find them as a great resource of information. 2. Workshops and Conventions – The traditional form of professional development and networking is attending annual conventions. There is a plethora to choose from with lots of great sessions and presenters: · NACDA – Annual convention in June with additional symposiums in the Fall and Spring · CALS – Collegiate Athletic Leadership Symposium – annually held in the Fall. · BOSCA – Business of Small College Athletics – annually held in the Fall. · Women Leaders in College Sports – annually held in the Fall · NCAA Convention(some professional development offered) – annually held in January · NAIA Convention – Annually held in April I hope that you will join the conversation when #scachat starts back on January 14th. Regardless, make growing your network and growing professionally a priority. The impact it will have on you personally and professionally will be significant!

My Cousin and I both went to small colleges with about 1000 students. My alma mater happened to be in a large metropolitan city and his was in a small community with a population of approximately 5,000. During a recent golf outing I was talking to my cousin about the pressure that I face to raise money as an Athletic Director at a small college. I told him about our approaches to booster clubs, special events, and that we were generally always looking for ways to generate revenue. His response? “At least you’re in a big city where there are lots of resources to be found, the athletic department at my poor alma mater is falling to pieces and hasn’t made any upgrades in years.” I promptly told him that everyone has challenges, for me the challenge is that I’m in a city(Oklahoma City) that now has an NBA team with 18,000 fans showing up every night. I’m also surrounded by two major universities(Oklahoma and Oklahoma State), and I face significant challenges in raising funds. Raising money isn’t about your location. There are lots of things that make raising money for college athletics hard. The Economy Stinks. My University won’t let Athletics approach the biggest potential donors. Foundations rarely make gifts to support Athletics. I don’t have a full-time fund-raising staff person. There are thousands of more deserving charities. None of my alums have struck it rich (most of them are teachers). I asked my cousin, who has done quite well in life, how often his alma mater has reached out to him to give to athletics. The answer…”hardly ever.” Therein lies the problem ! I have no doubt that raising money at some schools is more difficult than it is at others…but that’s no excuse for not trying. Fundraising, like any form of sales, requires a belief in your product, a willingness to ask others to share your belief, a plan, and action. Belief in Your Product – It should go without saying that every member of your staff believes in the importance of what they are doing and the mission of the athletic department. They should be able to share this mission and your needs easily with anyone. Willingness to Ask Others to Share Your Belief – We are all selling. Every recruit that we approach is a sales opportunity. Fund-raising is no different. Every staff member has to be willing to share the story with others. The story must be consistent. A Plan – This doesn’t have to be hard. At a minimum for a small college the plan includes a strategy for approaching alumni, parents, and local businesses. The key is to get them in the habit of giving. Don’t worry if the first gift is only $50. The idea is that the donor will continue that gift for the next 20 years(did I mention that this is a perpetual process?). Action – Sometimes this is the hardest part. Every other effort is for naught if you don’t take action. Set up meetings with prospects in your community. Invite them to a game or special event. Create a monthly “Athletic Luncheon.” Send letters or create a Phonathon for prospects that aren’t in your community. You must be committed and set aside time each day and each week to complete this task. It may take you 3 calls to get one response…but this is time well spent. Success in fund-raising isn’t based on luck and location. Like sports itself, success in this area is based on effort, strategy, commitment, and belief. At small colleges, every member of your staff has to understand and participate in this endeavor. The results will speak for themselves.