The Business of Small College Athletics Blog

Small College Conversations: Kris Swogger

Tue, 21 Apr 2026 19:15:16 GMT

Insights from Keiser AD Kris Swogger on the Seahawks' success, key industry issues and more.

Kris Swogger, Keiser Director of Athletics, joins College.town’s Kristen Eargle on this episode of Small College Conversations on everything from measuring success, strategies on culture, thoughts on the eligibility discussion, post-season second auto-bid and more!

Small College Conversations: Steve Murray

Mon, 20 Apr 2026 20:15:00 GMT

Insights from retiring PSAC Commissioner Steve Murray on the state of the conference, DII membership, regionalization and more.

Steve Murray, PSAC Commissioner, joins College.town’s Anthony Grassi from the 2026 NCAA Convention. With Murray’s recent retirement announcement, they discuss notable accomplishments, increasing the financial position of a conference that started with only $5000 in reserves when Murray took over, to the logistics of adding an NJCAA team into the conference.

Small College Conversations: Jeremiah Hoffmann

Mon, 20 Apr 2026 19:09:17 GMT

Insights from Wisconsin Lutheran AD Jeremiah Hoffmann on his first year in the chair, new revenue streams and more.

Wisconsin Lutheran College Director of Athletics Jeremiah Hoffmann joins College.town's Kristen Eargle on this episode. Just over one year ago after taking the chair, Hoffman walks us through what infrastructure was already set and how he went about building and making changes. He talks branding and the local TV deal for football broadcast in Milwaukee that brought a new ongoing revenue stream.

Small College Conversations: Tim Collins

Wed, 01 Apr 2026 22:02:47 GMT

Insights from Walsh President Tim Collins on eligibility, athletics' role in higher education, the future of DII and the NCAA and more.

Walsh University President and Vice Chair of the DII Executive Board Tim Collins joins College.town’s Anthony Grassi from the 2026 NCAA Convention in Washington D.C. The two have a candid conversation on all of the hot topics regarding eligibility, the transfer portal, gambling, and the voice of the student-athlete.

Small College Conversations: Chris Clements

Wed, 01 Apr 2026 04:56:08 GMT

Insights from Hastings AD Chris Clements on fundraising, sport sponsorship, raising the floor for coaches and more.

Hastings College AD Chris Clements joins College.town's Anthony Grassi to discuss his leadership growth in returning to lead the Broncos, fundraising initiaitves with the launch of the Bronco Booster Club, the addition of new sports and a lot more.

Athletic Solutions Announced as 2026 BOSCA Convention Partner

Sun, 29 Mar 2026 13:46:34 GMT

Leading provider for online team stores will participate in BOSCA Convention

BOSCA announced today a partnership with Athletic Solutions in conjunction with the 2026 BOSCA Convention, strengthening professional development and networking opportunities for athletic administrators across NCAA Division III, NAIA, NCAA Division II, and two-year colleges and universities.

“We are ecstatic to have Athletic Solutions on board as a convention partner this year,” said BOSCA Founder Jim Abbott. “Athletic Solutions is a great fit for the small college administrators that we serve, and I have no doubt that they will be well-received by our convention attendees.”

Athletic Solutions is an e-commerce and merchandise company created by former athletes and supporters with the mission of providing better gear and branding opportunities for schools, clubs, and student-athletes. The company specializes in print-on-demand technology, offering custom apparel and accessories for online team stores. A key focus for Athletic Solutions is supporting the Name, Image and Likeness (NIL) space by helping student-athletes launch their own online stores and benefit from an industry-leading revenue share model.

“Partnering with BOSCA means partnering with excellence,” said Tom Feiden, President & CEO of Athletic Solutions. “Our mission is simple: empower athletes, inspire fans with great products, and elevate the spirit of college athletics. We're thrilled to support the dedicated administrators and programs at small colleges through this convention partnership, helping create more opportunities for student-athletes and the communities they represent.”

The 2026 BOSCA Convention will be held July 12–14, 2026 in Chicago, Illinois. The event features a comprehensive schedule of presentations and breakout sessions led by small college athletic administrators. BOSCA is the only organization focused solely on NCAA Division II, Division III, NAIA, and two-year college administrators, providing relevant in-person and virtual training programs throughout the year.

For more information about the convention, CLICK HERE

To learn more about BOSCA, visit their official website at smallcollegeathletics.com

To learn more about Athletic Solutions, visit www.athsolutions.shop

Small College Conversations: Jeff Bussell

Fri, 27 Mar 2026 19:39:30 GMT

Insights from Vanguard AD Jeff Bussell on moving from NAIA to DII, personal struggles as an AD and more.

Jeff Bussell, Vanguard University Director of Athletics, joins BOSCA Founder Jim Abbott on this episode of Small College Conversations. The two chat about Bussell’s path to the AD chair, advice for aspiring ADs, the decisions and the process of moving from NAIA to Division II. Bussell speaks about mental health and the pressures of being an athletics director.

Small College Conversations: Rick Comley

Fri, 20 Mar 2026 14:37:56 GMT

Insights from Northern Michigan AD Rick Comley on leadership, conversations with coaches, presidential transitions and more.

On this episode of Small College Conversations, Northern Michigan Director of Athletics Rick Comley joins College.town's Kristen Eargle to talk about his perspective on leadership, adapting to change, and his secret to establishing rapport with a new president. The two talk about the benefits of using a consulting firm in a coaching change and the impact of today's landscape on college athletics.

Small College Conversations: Sarah Otey

Fri, 13 Mar 2026 19:26:16 GMT

Insights from UAA Commissioner on the league's FloSports partnership, advocating for change in DIII and more.

UAA Commissioner Sarah Otey joins College.town’s Anthony Grassi from the 2026 NCAA Convention. The two discuss the current position and trajectory of the conference, where Otey would advocate for change in the division, the decision to partner with FloSports and more!

Small College Conversations: Tom Norris

Fri, 13 Mar 2026 19:26:03 GMT

Insights from Our Lady of the Lake AD Tom Norris on the Saints' culture of success, competing in a crowded market and more.

Our Lady of the Lake University (OLLU) Director of Athletics Tom Norris joins College.town's Kristen Eargle. The two discuss OLLU's success from winning the RRAC All-Sports Award to finishing its second best Directors' Cup finishes in school history. Norris talks about his approach to leadership having led public and private athletic departments, fundraising in the San Antonio market and the potential for adding sports.

Body-Solid Announced as 2026 Convention Partner

Thu, 12 Mar 2026 01:42:39 GMT

Leading strength and fitness equipment provider to participate at 2026 convention.

BOSCA announced today their partnership with Body-Solid in conjunction with the 2026 BOSCA convention. This collaboration will support professional development and networking opportunities for athletic administrators at NCAA Division 3, NAIA, NCAA Division 2 and 2-year colleges and universities.

“I’m very happy to have Body-Solid on board as a convention sponsor in 2026,” said BOSCA Founder Jim Abbott. “Body-Solid is a leading provider of strength and fitness equipment and they are a natural partner for convention attendees that are focused more than ever on strength and conditioning development for their student-athletes.”

Since 1989, Body-Solid has provided professional-grade strength and conditioning equipment for university athletic programs. Based in Forest Park, Illinois, the company is a trusted partner in collegiate weight rooms worldwide, providing stability and safety for heavy lifting and explosive training. With one of the widest product offerings in the industry, including specialized racks and cardio equipment, Body-Solid delivers reliable, commercial-grade solutions that maximize floor space and help athletes reach their peak potential safely.

“Body-Solid has been dedicated to helping athletes worldwide train to reach their full potential for almost four decades," said Body-Solid CEO Scott McDonald. "We are thrilled to partner with BOSCA and to be involved in their upcoming events, including the convention taking place in our backyard of Chicago."

The 2026 BOSCA convention will be held July 12-14, 2026 in Chicago, IL. The convention features a comprehensive schedule of presentations and breakouts that are all led by small college athletic administrators. BOSCA is the only organization that focuses solely on D2, D3, NAIA, and 2-year administrators by providing relevant in-person and virtual training programs throughout the year. For more information on the convention CLICK HERE

For more information about BOSCA, visit their official website at smallcollegeathletics.com . To learn more about Body-Solid visit www.bodysolid.com

Small College Conversations: Justin Hay

Mon, 02 Mar 2026 22:59:03 GMT

Insights from Columbus State AD Justin Hay on revenue generation, facility upgrades and more.

Columbus State University's Director of Athletics Justin Hay joins College.town's Kristen Eargle to highlight the last year since being named AD, revenue generating ideas he has brought to south Georgia, and current fundraising and construction projects on the table right now. Hay weighs in on conversations around uniform sponsorship.

Small College Conversations: Brock Anundson

Wed, 25 Feb 2026 20:45:04 GMT

Insights from Alaska Fairbanks AD Brock Anundson on travel challenges, positioning the department for future success and more.

On this episode, College.town's Kristen Eargle is joined by Alaska Fairbanks Director of Athletics Brock Anundson on building a successful Division II program in Alaska. The two discuss ways Anundson overcomes travel expenses through partnerships and ways the student-athletes are supported. Anundson forecasts his priorities over the next few years.

Small College Conversations: Darin Keizer

Fri, 20 Feb 2026 17:10:51 GMT

Insights from Dordt AD Darin Keizer on managing joint-use facility ventures, coaching development and more.

Dordt Director of Athletics Darin Keizer joins College.town’s Kristen Eargle. They discuss his path to leadership, managing the joint venture with the City of Sioux Center for the American State Bank Sports Complex that draws a quarter-million visits a year and what’s next on the horizon for Dordt.

Small College Conversations: Steve Murray

Fri, 06 Feb 2026 17:09:06 GMT

Insights from retiring PSAC Commissioner Steve Murray on his career, conference membership and more.

PSAC Commissioner Steve Murray joins BOSCA Founder Jim Abbott on his path to the commissioner chair, the strategy of adding membership, the impact of NIL and the transfer portal to Division II and what challenges lie ahead for college athletics overall.

Small College Conversations: Dr. Ian Potter

Fri, 06 Feb 2026 17:07:39 GMT

Insights from Georgia Gwinnett AD Ian Potter on the launch of basketball, being the gatekeeper of the GGC culture and more.

Dr. Ian R. Potter, Georgia Gwinnett College Executive Athletics Director, joins College.town's Kristen Eargle on this episode of Small College Conversations to highlight the past two years of taking the big chair after serving as Deputy AD, what he learned from prior AD Darin Wilson and how to be the gatekeeper of culture. The two discuss adding men's and women's basketball and his position on adding more sports.

Small College Conversations: Terri Steeb Gronau

Mon, 19 Jan 2026 20:30:29 GMT

Insights from NCAA VP of Division II Terri Steeb Gronau on DII's new operating plan, championships, streaming and lots more.

NCAA Vice President of Division II Terri Steeb Gronau joins College.town’s Anthony Grassi from the 2026 NCAA Convention in Washington DC. The two discuss the state of Division II, the latest news in regards to changes to eligibility, championships, and what’s next strategically for the division.

Small College Conversations: Louise McCleary

Mon, 19 Jan 2026 18:08:45 GMT

Insights from NCAA VP of Division III Louise McCleary on the division's ongoing analysis, streaming, NIL and much more.

NCAA Vice President of Division III Louise McCleary joins College.town's Anthony Grassi at the 2026 NCAA Convention ahead of the DIII Business Session to discuss the state of the division, key legislative proposals and the division's upcoming analysis. McCleary also dives into streaming, NIL and more.

Small College Conversations: Marie Stroman

Wed, 07 Jan 2026 18:07:03 GMT

Insights from American Rivers Commissioner on the league's strategic plan, revenue generation and more.

College.town COO Maria Buckel sits down with Marie Stroman, American Rivers Conference Commissioner, from the 2025 Women Leaders in Sports Convention. They discuss the launch of the A-R-C’s strategic plan that involves adding a bowl game among other initiatives. Stroman weighs in on the multi-AQ proposal and generating revenue from the conference level.

Small College Conversations: Grant Farris

Tue, 06 Jan 2026 20:28:16 GMT

Insights from William Penn AD Grant Farris on success, roster sizes, early changes in his tenure and more.

William Penn Director of Athletics Grant Farris joins College.town’s Kristen Eargle to highlight his first six months leading, what key structural changes he’s implemented, adding sports, and what key ways he positioned himself for an AD role.

Small College Conversations: Kiki Baker Barnes

Tue, 30 Dec 2025 19:32:09 GMT

Insights from HBCUAC Commissioner Kiki Baker Barnes on expansion, conference championships, the partnership with Urban Edge Network and more.

Dr. Kiki Baker Barnes, HBCUAC Commissioner joins NAIA VP of Membership Value and Governance Chesney Sallee from the 2025 Women Leaders Convention in Kansas City. The two discuss Dr. Baker Barnes’ new book, the latest on the conference from Urban Edge to conference expansion.

Small College Conversations: Kristie Bowers

Wed, 17 Dec 2025 19:29:43 GMT

Insights from RPI AD Kristie Bowers on measuring success, leadership and more.

Wayne State University Deputy Athletic Director/Senior Woman Administrator Dr. Candice Turner sits down with RPI Associate Vice President & Director of Athletics Dr. Kristie Bowers from the 2025 Women Leaders Convention in Kansas City. The two have a candid conversation about leadership, the process of making a coaching change, measuring success and more!

Small College Conversations: Sandee Mott

Tue, 09 Dec 2025 02:28:17 GMT

Insights from Texas Woman's AD Katelyn Smith on DII, leading an all-women's department, leadership and more.

Wayne State University Deputy Athletic Director/Senior Woman Administrator Dr. Candice Turner sits down with Texas Woman’s University Executive Director of Athletics Sandee Mott from the 2025 Women Leaders Convention in Kansas City. The two discussed Mott’s approach to leadership, the current state of Division II and what does “owning it” mean in your area of influence.

Small College Conversations: Shana Levine and Abby Jarvis

Wed, 26 Nov 2025 20:22:00 GMT

Insights from Northwest Commissioner Shana Levine and Assistant Commissioner Abby Jarvis on rebuilding the conference, media rights and more.

Northwest Conference Commissioner Shana Levine and Assistant Commissioner Abby Jarvis join College.town's Anthony Grassi from the 2025 NACDA Convention. The trio talk about the state of the conference, setting vision, communicating through change and more!

Small College Conversations: Katelyn Smith

Tue, 25 Nov 2025 17:49:28 GMT

Insights from Adams State AD Katelyn Smith on professional development in the chair.

Adams State Director of Athletics Katelyn Smith joins College.town's Anthony Grassi from the 2025 NACDA Convention in Orlando. Smith shares her transition from coach to administrator, moving up the ladder and leading while growing in the AD role.

Small College Conversations: Kristin Gillette

Tue, 11 Nov 2025 22:22:26 GMT

Insights from Park (MO) AD Kristin Gillette on strategic planning, uniform sponsorships and more.

NAIA VP of Membership Value and Governance Chesney Sallee sits down with Park Director of Athletics Kristin Gillette from the 2025 Women Leaders Convention. The two discuss strategic planning, what’s needed from university leadership to be successful in today’s climate, lessons learned from uniform sponsorship and more!

Small College Conversations: Jacqie McWilliams Parker

Wed, 05 Nov 2025 20:24:56 GMT

Insights from CIAA Commissioner Jacqie McWilliams Parker on the state of DII, the latest with the CIAA and more.

Wayne State University Deputy Athletic Director/Senior Woman Administrator Dr. Candice Turner sits down with CIAA Commissioner Jacqie McWilliams Parker from the 2025 Women Leaders Convention in Kansas City. The two discuss McWilliams Parker's recent Nike Executive of the Year award, the latest initiatives of the conference and her perspective of the state of Division II.

Opendorse and BOSCA Renew Partnership to Support Small College Leaders in 2026

Tue, 04 Nov 2025 19:10:55 GMT

NIL leader continues investment in professional growth

(Oklahoma City, Okla. and Lincoln, Neb. – November 5, 2025) – Opendorse, the leading NIL technology, data, and service provider, has renewed its partnership with The Business of Small College Athletics (BOSCA) for 2026, marking another year of collaboration to advance education, visibility, and innovation in small college athletics.

Through this continued partnership, Opendorse and BOSCA will work together to equip small college administrators with the tools and expertise needed to navigate the evolving NIL landscape. In 2026, Opendorse will participate in six in-person BOSCA events, including five Regional Workshops and the annual BOSCA Summer Convention, providing direct engagement opportunities with leaders across NCAA Division II, Division III, NAIA, and two-year institutions.

The 2026 BOSCA Regional Workshop schedule includes:

- February 9, 2026 – Greenville, SC – Prisma Health Welcome Center at Unity Park

- February 16, 2026 – Lakeland, FL – Campus of Southeastern University

- February 23, 2026 – Belton, TX – Campus of the University of Mary Hardin-Baylor

- Fall dates and locations to be announced.

Opendorse will be a featured partner at the 2026 BOSCA Summer Convention, held July 12–14 in Chicago, Illinois. The convention will bring together small college administrators from across the nation for networking, professional development, and collaboration. Opendorse will host educational sessions, participate in presentations, and provide hands-on guidance focused on NIL trends and best practices for small college programs.

“BOSCA continues to be one of the most important forums for small college leaders,” said Jake Daugherty, Manager, Collegiate Partnerships at Opendorse. “We’re proud to partner with Jim Abbott to help educate the small college space on the evolving NIL landscape. As year five of NIL approaches, we’re excited to work alongside BOSCA to bring clarity and confidence to leaders across the country.”

“NIL has become part of the fabric of college athletics at every level and we are very happy to partner with the industry leader in the space,” said Jim Abbott, BOSCA Founder. “Opendorse serves many of the administrators and schools that we work with and we are grateful for their efforts to support professional development and networking opportunities.”

Opendorse and BOSCA share a belief that small college athletics deserve the same access, education, and opportunity as any other level. Through in-person learning and year-round collaboration, the partnership is helping administrators strengthen their programs and lead with confidence in the evolving NIL era.

About Opendorse

Opendorse is the technology, data, and service platform powering the Name, Image, and Likeness (NIL) industry for colleges, collectives, consumers, and commercial partners. More than 150,000 athlete influencers use Opendorse to build, promote, and monetize their personal brands through the largest athlete media network.

About BOSCA

BOSCA is the leader in providing professional development and networking opportunities for administrators at smaller colleges and universities. BOSCA serves NCAA D2, D3, NAIA, and 2-year college athletic administrators through in-person regional workshops, the annual BOSCA convention, and 2 virtual academies that focus on leadership and revenue generation. For more information about BOSCA visit www.smallcollegeathletics.com

For media inquiries, contact Opendorse SVP, Collegiate Services & Marketing Julian Valentin at julian.valentin@opendorse.com .

Small College Conversations: Tim Selgo

Mon, 03 Nov 2025 19:41:46 GMT

Insights from Mammoth Assistant VP Tim Selgo on today's challenges, leadership development and more.

Mammoth Assistant Vice President of Consulting Tim Selgo sits down for an in-depth conversation with College.town's Anthony Grassi. The two caught up at the 2025 NACDA Convention. Selgo talks about how to maximize leadership development opportunities, challenges in today's environment and how he walked through making various leadership changes.

Small College Conversations: Corey Borchardt

Tue, 28 Oct 2025 19:40:10 GMT

Insights from UMAC Commissioner Corey Borchardt on the conference's rebrand, launch of the UMAC Sports Network and more.

Upper Midwest Athletic Conference Commissioner Corey Borchardt joins College.town's Anthony Grassi from the 2025 NACDA Convention, where the two discuss the conference rebrand, the UMAC Sports Network and his philosophy of conference expansion.

Small College Conversations: Mike Hermann

Wed, 22 Oct 2025 20:18:53 GMT

Insights from Illinois Springfield AD Mike Hermann on community engagement, setting and implementing a vision and more.

University of Illinois Springfield Director of Athletics Mike Hermann stops by the College.town set to sit down with Anthony Grassi on wrapping up his first year as the AD at UIS and pulling from 20 years of experience being an AD overall. The two discuss Hermann's initiatives, structure and how to implement a vision with consistent feedback.

Embracing a New Moment for Division III

Wed, 22 Oct 2025 15:45:07 GMT

Denison AD Matt Tanney shares his perspective on the future Division III.

It is often unspoken, but Division III athletics holds significant standing in the NCAA landscape. Although we do not generate billions in television and media rights revenue like Division I, Division III now stands as the last bastion of amateur athletics designed to enrich the totality of students' collegiate experiences.

The House settlement approved in June created more fractures in Division I, as highlighted by the recent Knight Commission survey, with 62% of Division I leaders signaling a negative outlook on the future of the division.

The new realities of Division I create uncertainty in Division III. The roster caps resulting from House, combined with the transfer portal, are a potent disruptor in Division III. At Denison, we've already seen students transfer with the promise of Division I revenue-sharing and NIL opportunities at Division I programs. Amid these enterprise-changing dynamics in athletics, the forceful headwinds of higher education persist, including the enrollment cliff and other financial challenges.

Despite the dramatic reshaping of the NCAA, Division III remains perceived as largely monochromatic among its 420-plus institutions, most of which are located in the eastern half of the country. Yet, differences amongst Division III institutions are just as profound, if not more so, than in Division I. And those differences are rapidly accelerating as Division III institutions respond to a multitude of external challenges.

The number of institutions in Division I operating at the maximum $20.5 million revenue-share limit is a small percentage of the membership. Similarly, institutions with strong resources, facilities, and admissions positions in Division III are not necessarily representative of the broader membership.

To be clear, the widening chasm in Division III is not directly analogous to Division I - given the absence of billions of dollars - but the current environment in small college athletics remains ripe with opportunities for further differentiation across higher education. Simply put, Division III has always included a broad array of institutions with differing needs, but an obvious, growing variance across the membership threatens the cohesion of Division III and its core principles.

It's time to acknowledge the vast difference in athletics philosophies present on Division III campuses. Some institutions and conferences seek to maintain enrollments through a more expansive lens of athletics imitating Division I, such as NIL collectives and redshirting. It is abundantly clear there is a place for those approaches in intercollegiate athletics and space should exist within the NCAA.

At the same time, there must also be a home for institutions dedicated to a four-year athletics experience, a commitment to financial aid untethered to athletics ability, and a holistic athletics experience deeply integrated with campus. We should reaffirm these commitments for the future betterment of Division III.

In such a complex and evolving environment, it's a conversation we should all welcome.

BOSCA Announces Spring 2026 Workshop in Belton, TX

Tue, 21 Oct 2025 19:38:59 GMT

University of Mary Hardin Baylor to Host First Ever Texas Event

The Business of Small College Athletics (BOSCA) announced today plans for its first-ever regional workshop in Texas.

BOSCA Regional workshops are one-day professional development and networking events that are designed for athletic administrators at small colleges and universities in a region. The workshops are organized by a group of peer administrators that represent schools in the region and offer an affordable opportunity for growth and interaction with relevant topics and presenters.

The Texas regional workshop will be held on Monday, February 23, 2026 in the McLane Great Hall located on the campus of the University of Mary Hardin Baylor. Cost to register is $145 per administrator. Departments registering 4 or more administrators will pay a discounted fee of $130 per administrator.

“We are excited to host the BOSCA regional workshop at the University of Mary Hardin Baylor,” said Dr. Hunter Sims, Vice President for Athletics at UMHB. “We look forward growing and collaborating with our peers in the region to advance college athletics. BOSCA provides a perfect opportunity to work together, share and cultivate best practices to take back to our respective campuses.”

“BOSCA has been at the forefront of advancing professional development in small college athletics and I am honored to serve as a board member and as the chair of the steering committee for the inaugural Texas Regional Event. As our industry continues to evolve, it is essential that we adapt the way we provide professional development opportunities—whether through new spaces, formats, or locations.“ Chandler Short, Deputy Athletic Director – University of Central Oklahoma.

Registration for the Texas regional workshop is now open. To register visit the event webpage by CLICKING HERE.

BOSCA exists to provide professional development and growth opportunities to athletic administrators at D2, D3, NAIA, and 2-year colleges and universities. BOSCA provides multiple in-person workshops annually, virtual growth opportunities through the BOSCA Leadership Academy, BOSCA Revenue Generation Academy, and Fundamentals of Fundraising for Coaches, and campus consulting services among other offerings. To learn more about BOSCA or to discuss consulting needs or hosting an event in your region contact Jim Abbott at (405) 208-9133 or jim@smallcollegeathletics.com

Small College Conversations: Dr. Peter Dryer

Tue, 21 Oct 2025 19:21:55 GMT

Insights from Arizona Christian AD Peter Dryer on mission alignment, positioning ACU for success in the West and more.

Dr. Peter Dryer, Arizona Christian University Director of Athletics/Dean of Students, joins College.town's Anthony Grassi from the 2025 NACDA Convention. As Dryer was awarded one of the NACDA 2024-25 Athletics Directors of the Year, the two discuss his philosophy for approaching the athletics mission to align with the university and developing great rapport with leadership.

Small College Conversations: Laura Mooney and Mike Snyder

Mon, 20 Oct 2025 20:21:07 GMT

Insights from MCLA AD Laura Mooney and Pacific Lutheran AD Mike Snyder on the priorities for NADIIIAA.

Massachusetts College of Liberal Arts Assistant Dean of Athletics and Recreation Laura Mooney and Pacific Lutheran University Director of Athletics Mike Snyder join College.town’s Anthony Grassi from the 2025 NACDA Convention. The three discuss National Association of Division III Athletic administrators as Mooney is the president and Snyder is the immediate past president. Both outline the focus of the organization, mentorship and the future of Division III.

Small College Conversations: Devin Smith

Tue, 14 Oct 2025 20:30:08 GMT

Insights from Concordia (NE) AD Devin Smith on building a culture of success, leading his alma mater and more.

College.town's Anthony Grassi is joined by Concordia University, Nebraska Director of Athletics Devin Smith on this episode of Small College Conversations to dive into his 15th year with Bulldog Athletics, including a recent AD of the Year award. The two dive into the vision, culture and infrastructure that has led to the success.

BOSCA Announces Spring 2026 Workshop in Lakeland, FL

Mon, 13 Oct 2025 21:45:27 GMT

Opportunities for growth and networking for small college administrators in Florida

The Business of Small College Athletics (BOSCA) announced today plans for its Spring 2026 regional workshop in Lakeland, FL.

The Florida regional workshop will be held on Monday, February 16, 2026 in the D’Ann Brown Conference Center on the campus of Southeastern University in Lakeland, FL. Cost to register is $145 per administrator. Departments registering 4 or more administrators will pay a discounted fee of $130 per administrator.

“BOSCA is where small-college leaders get practical answers fast,” said Pennie Parker, Athletic Director at Rollins College. “If you want real solutions and strategies you can use Monday morning , the Florida workshop is a no-brainer for you and your staff.”

“When I was a new AD, attending BOSCA was the most important professional decision I made. Every time I attend now, I leave with new ideas and a new peer I can call on that can relate to the challenges that I face. BOSCA delivers actionable strategies and a community that sticks.”

Nik Rule, Steering Committee Chair, BOSCA Board Member, and Commissioner of the Heart of America Conference.

"“ Southeastern University is excited to host a BOSCA Regional Workshop," said Athletic Director Drew Watson.. "BOSCA delivers exceptional content that is invaluable for small college athletic administrators, offering insights and strategies that benefit everyone from newcomers and seasoned professionals. We look forward to welcoming BOSCA to our beautiful campus!”

Registration for the Florida regional workshop is now open. To register, visit the event webpage by CLICKING HERE.

Small College Conversations: Dan Mara

Fri, 10 Oct 2025 20:07:39 GMT

Insights from CACC Commissioner Dan Mara on the role of the commissioner, future of DII and more.

Central Atlantic Collegiate Conference Commissioner Dan Mara stops by the College.town set to visit with Anthony Grassi from the 2025 NACDA Convention for this installment of Small College Conversations. Mara shared his perspective from 20 year of leading the CACC, the role of a commissioner, and advice on working through tough decisions. The two discuss sprint football and the future of Division II.

AD in Residence: Wilmington AD Matt Croci

Fri, 10 Oct 2025 15:17:21 GMT

Wilmington AD Matt Croci dives into his first year in the chair, the Quakers' record eight-figure gift and more.

What was the biggest challenge you faced through your first year as AD? What was your biggest win in year one? What excites you most heading into year two?

The biggest challenge was getting up to speed on everything immediately. I didn’t start until September 1st, which meant classes had started, fall sports were rolling and winter/spring sports needed support to get their non-traditional days started. The train had left the station on a lot of things, so I needed to support but also stay out of the way a little bit and let our staff and coaches do their jobs while I listened and learned. I think the biggest win was an uptick in morale, building trust and buy-in from the staff.

What excites me most is having that first year under my belt, which is going to allow us to really look at things we can do better and improve on and be more efficient at.

You spent the majority of your career as a Men’s Basketball coach across Division III before stepping into this role. After one year in the AD chair, what would be the most impactful piece of advice you could give yourself on day one as AD?

Reach out to more experienced ADs to pick their brain on the things I may not know yet. I did that to a smaller degree, but I would increase that number significantly. My biggest concern going in was missing something that I didn’t think of as a first-time AD.

What lessons that you learned from your previous eight years as a Head Coach helped you most through your first year in the chair?

There are many similarities in the two roles. The biggest similarity is that it is still all about building relationships and culture, being organized and professional, and communicating clearly. I do feel it helps our coaches to know I did their job for 25 years and know what they’re going through. I want to support and help guide them toward their goals, like we did with our players.

The college recently received a $23 million gift from the late Women’s Basketball Head Coach Jerry Scheve to create a new facility and upgrade a number of things across the department. Walk us through your involvement in soliciting this record gift. What was your initial reaction to the significance of this donation? What will this funding mean for the department in the short and long term?

Jerry stopped by the office a few weeks into my start and we began getting together on a regular basis. We got along well through a lot of shared basketball and life experiences. He wore his passion for Wilmington College on his sleeve and I think he felt comfortable with my interests in the growth of the department. This was a total team effort in the process, with the leadership coming from our President and VP of Advancement. The gift will change the trajectory of our department, affecting all of our programs, people and physical spaces. Everyone will be touched in a positive way. And it goes beyond athletics, as he has invested in other programs on campus as well.

You announced plans to bring back Men’s and Women’s Golf and Tennis in 2026-27 after the sports were discontinued in 2013. What are the biggest hurdles to bringing those programs back online? Are you evaluating more sport sponsorship changes now that the Quakers will sponsor 20 sports?

The return of Golf and Tennis were initially driven by Jerry Scheve and his appreciation for those sports being around while he was coaching. The obvious hurdle are that we’re starting from scratch and you have to literally build the infrastructure from nothing. But that’s also an exciting part. We’ve talked to lots of folks involved in both sports to get advice, planning and ideas on how to do this right. Jerry’s mantra was to “play with the poise and intensity of a national championship team.” So we’re going to build these programs with that in mind.

How are you thinking about best positioning the Quakers amidst the shifts happening across college athletics and higher education?

We’re leaning into who we are, what we do well and what we have to offer student-athletes, instead of trying to be someone we’re not or focusing on what we don’t have. Our coaches are great at this. We have a lot to positives to sell and we’re going to hammer those. We’re a small school with big ideas and growth ahead. Enrollment is up, we’re adding academic programs, we’re improving our facilities. The leadership at the College, from Board to President to Senior staff to departments is aligned and focused on creating the best environment for our kids.

BOSCA Announces Spring 2026 Workshop in Greenville, SC

Wed, 08 Oct 2025 00:10:58 GMT

Relevant and affordable professional development for administrators in the region.

The Business of Small College Athletics (BOSCA) announced today plans for its Spring 2026 regional workshop in Greenville, SC.

The Carolinas regional workshop will be held on Monday, February 9, 2026 in the Prisma Health Welcome Center located in Unity Park in downtown Greenville, SC. Cost to register is $145 per administrator. Departments registering 4 or more administrators will pay a discounted fee of $130 per administrator.

“Bringing the BOSCA Regional to Greenville, SC is a tremendous opportunity for small college athletics administrators,” said Ian Potter, Athletic Director at Georgia Gwinnett College. “It provides a setting to share best practices, build relationships, and gain insights that strengthen our departments and ultimately enhance the student-athlete experience.”

"I could not be more excited to bring the BOSCA Regional Workshop back to Greenville, SC. It was a big hit in 2024, as it provided an opportunity for professional development for many small college athletics administrators and key campus partners from around the region, and I have no doubt that the 2026 event will be even more successful."

Jenn Bell, Workshop Chair, BOSCA Board Member and Athletic Director at Converse University.

Registration for the Carolinas regional workshop is now open. To register, visit the event webpage by CLICKING HERE.

Small College Conversations: Reagan Rossi

Tue, 07 Oct 2025 19:06:44 GMT

Insights from College of Idaho AD Reagan Rossi on professional development, delegation and more.

Reagan Rossi, College of Idaho Vice President of Athletics, joins College.town’s Anthony Grassi from the 2025 NACDA Convention. They discuss leadership, the transition from peer to AD and navigating leadership. One piece of advice after leading a department for nine years? “Delegation is key and then it’s trusting. I’ve learned to trust more.“

Small College Conversations: Kurt Patberg

Mon, 06 Oct 2025 18:40:17 GMT

Insights from CUNYAC Commissioner Kurt Patberg on the conference's contract with Mammoth, setting the league up for future success and more.

CUNYAC Commissioner and Mammoth VP of Sports Consulting Kurt Patberg sits down with College.town's Anthony Grassi to dive into Mammoth's three-year deal to run the league and position it for the future. The duo discuss Patberg's priorities, measures of success, how his experience as a former commissioner and consultant is a benefit to this role and the uniqueness of the CUNYAC.

Small College Conversations: Jake Daugherty

Mon, 06 Oct 2025 18:39:12 GMT

Insights from Opendorse's Jake Daugherty on NIL across small college athletics.

Jake Daugherty, Opendorse Manager of Collegiate Partnerships, joins BOSCA founder Jim Abbott on this episode of Small College Conversations to talk about all things NIL for small college. The two break down the state of NIL and how Opendorse offers full solutions for small colleges in an ever-changing landscape.

Small College Conversations: Kevin Jenkins

Wed, 24 Sep 2025 20:43:40 GMT

Insights from Lyon AD Kevin Jenkins on the transition from NAIA to DIII, building a new football stadium and more.

Kevin Jenkins, Lyon College Director of Athletics, joins College.town’s Anthony Grassi from the 2025 NACDA Convention in Orlando. Jenkins gives us a status update on the transition from NAIA to Division III as well as insider conversations with university leadership, staff and coaches from the announcement of the change to today. The two discuss building a new football stadium, using athletics as an enrollment driver, and the advantage of having longevity at one place as Jenkins starts year 40 in Batesville.

Small College Conversations: Lexie Vernon

Mon, 22 Sep 2025 21:27:13 GMT

Insights from RMAC Interim Commissioner Lexie Vernon on the future of DII, eligibility, employment, transfers and lots more.

RMAC Interim Commissioner Lexie Vernon sits down with College.town's Anthony Grassi to dive into the RMAC Presidents Council's position statement on the future of Division II. Vernon discusses the challenges with employment, eligibility and transfers that have trickled down from DI via litigation and legislation and explores what opportunities exist to solidify the future of small college athletics and the education-based model for athletics.

Small College Conversations: John Ashaolu

Wed, 17 Sep 2025 19:02:10 GMT

Insights from Lewis AD John Ashaolu on creating alignment, a culture of excellence and more.

Lewis University Assistant Vice President for Athletics John Ashaolu joins College.town’s Anthony Grassi from the 2025 NACDA Convention. The two reflect on Ashaolu’s first year as AD, setting goals, the criteria for adding women’s flag football as a sport and more. Ashaolu discussed the potential partnership with Lewis University and Christian Brothers University and the impact on athletics.

Dr. Danielle Lynch Announced as BOSCA Advisory Board Member

Tue, 16 Sep 2025 22:42:14 GMT

Haverford Athletic Director will help guide BOSCA offerings

The Business of Small College Athletics (BOSCA) announced today the addition of Dr. Danielle Lynch, Director of Athletics at Haverford College, to their Advisory Board.

Lynch has more than 20 years of experience in collegiate athletics administration and coaching. She assumed her current role at Haverford College in March of 2022 and has previous stops at Susquehanna University, Penn State – Harrisburg, Bucknell University, and The United States Military Academy (West Point).

“We are extremely happy to welcome Danielle to the BOSCA board,” said BOSCA Founder Jim Abbott. “Danielle’s passion for personal and professional growth combined with her willingness to give back to the profession make her a great fit as BOSCA continues to evolve and endeavors to provide the best professional development opportunities for small college athletic administrators.”

“Having been part of BOSCA for several years, I’ve seen firsthand how the board sparks collaboration and drives meaningful change in our field,” said Susquehanna University Athletic Director and former BOSCA board member Sharief Hashim. Danielle’s track record of building student-centered, solutions-oriented teams makes her an ideal addition, and I’m excited for the perspective she’ll bring!”

Lynch has been active in BOSCA programming having led a presentation on Diversity, Equity, and Inclusion at the 2022 convention, participating as a small group leader for the BOSCA Women in Small College Athletics programming, and engaging in a BOSCA regional workshop. As a member of the board she will have a more direct impact on all BOSCA programs and academies.

"I'm honored to join the BOSCA Advisory Board and contribute to an organization that truly understands the unique challenges and opportunities within small college athletics. I look forward to collaborating with colleagues across the country to support the professional development of small college athletics leaders and to advance the vital role athletics plays in fulfilling the mission of our institutions."
— Dr. Danielle Lynch, Director of Athletics, Haverford College

About BOSCA

BOSCA is dedicated to telling the Small College story, sharing insight from Small College pro’s and working to make the profession better and stronger. To accomplish this mission BOSCA hosts annual professional development workshops and virtual programming options that provide relevant growth opportunities for non-DI athletic administrators. Learn more about BOSCA at www.smallcollegeathletics.com

AD in Residence: Crowley’s Ridge AD Chris Perkins

Tue, 16 Sep 2025 05:12:50 GMT

Crowley's Ridge AD Chris Perkins dives into leading as a coach and AD, transitioning to the NAIA, fundraising and more.

You were hired as AD nearly two years ago after 17 seasons as Head Men’s Basketball Coach. Looking back, what were your first priorities or goals? And how did you and the college work to achieve those goals?

I worked for seven years as the Assistant Athletic Director under Paul McFadden as we went through the process of moving to the NAIA. I took over the Athletic Director position during our transition between the Continental Athletic Conference and the American Midwest Conference. The first goal was obviously to be accepted into the AMC. After we were accepted as members, then it just became the process of what we need to do to move our way up in the conference in each of our sports. What do we need to change to help us continue to move forward? We have looked at our facilities and just simply how we do things on a day-to-day basis to help us continue to move forward in the right direction.

What lessons were most important to learn as you transitioned from coach to AD? How do you manage the dual role of coach and AD, especially given the small staff at CRC? What advice would you give to current or future peers that may be in a similar dual role or transition from coaching to administration?

Organization!! I really have to work on my time management every day. This is my second time as an AD and Coach. I did both roles at Spalding University in Louisville, Kentucky, from 2003 till 2005. At the start of taking the AD role, I was very lucky here to work with a coaching staff that had been part of CRC in the process of changing not only associations but also conferences. All of our staff knew how things were done here. Everyone knew their role and it was an all-hands-on-deck approach. All of our coaches then, and even now with a nearly entirely new staff, each coach is ready and willing to do the “other things” that have to be done to make game days and really every day run smoothly. Coaches here are willing to run a clock or scoreboard, shot clock, keep a book, or do whatever they need to do to help each other. My advice would be to hire staff that are “All In” for the entire athletic department, not just your program.

Crowley’s Ridge has seen enrollment grow for six consecutive years, with the college recently announcing record enrollment, up 23% from last fall. What role has athletics played in increasing enrollment directly through more student-athletes and indirectly through increased visibility and campus environment? How do you balance the value of growing sport rosters versus adding new sports?

Each of our programs has target numbers that are set as the total number of student athletes for each program. Those numbers help to keep the Athletic Department’s part of enrollment at a set level. It helps to keep full rosters and JV teams for each of our sports. We hope that those numbers stay on target or even a little above to aid the Enrollment Office in CRC’s total enrollment numbers each year.

The college is in the midst of its $12M Mission Possible Capital Campaign. With select improvements to the Carter Activities Center already completed, how will this campaign impact the Pioneers if the funds are raised? What position does that put the department in moving forward?

That campaign is for major improvements to not only athletic facilities but also campus-wide improvements. We have a wonderful campus environment, but there can always be upgrades. Our gym, the Carter Center was the first facility improvement, with it being the main building that visitors to campus would likely see with home volleyball and basketball games. There are plans for improvements to both our baseball and softball facilities and a possible indoor facility. As the projects are completed, our current student athletes will definitely enjoy those improvements, and it will give us a major recruiting boost for the future.

CRC completed its first year as members of the AMC after eight years as an independent. How valuable has that transition been for the department? What has the impact been on the student-athlete experience and the bottom line?

Joining the AMC has given us more true “Rivalry” games. We now have in-state and regional conference games that add to the college experience. The Continental Athletic Conference was great for us. It gave us a starting place in the NAIA. The downside to CAC was the travel, both distance and cost. Our longest trip in the AMC was our shortest trip in the CAC. Our first year in the AMC was the first season in the last seven that I was not in an airport for a conference game trip.

What is your vision for CRC athletics? What are you and your team working towards to reach that vision?

We want to compete at the top national level in the NAIA. We are just like everyone else, trying to win conference and maybe even national championships. We have six new head coaches this fall that have more experience than the coaches they replaced. I am hoping that their experience will help us with in-game and recruiting experiences and help us to move toward those championship goals.

Small College Conversations: Dave DeCew

Fri, 12 Sep 2025 16:41:14 GMT

Insights from New England College AD Dave DeCew on the Pilgrims' process to add football, differentiation and more.

New England College Director of Athletics Dave DeCew joins College.town’s Kristen Eargle on this episode of Small College Conversations. The two discuss relaunching football after a 51-year hiatus. DeCew shares his perspective and vision, from the idea phase to planning to funding the addition, as well as the details of the Multi-Use Field project, which is set to open in the fall of 2026.

Small College Conversations: Ashley Walyuchow

Tue, 02 Sep 2025 16:24:54 GMT

Insights from Texas A&M-Victoria AD Ashley Walyuchow on the transition to join the A&M System, jersey sponsorships and more.

Texas A&M-Victoria Director of Athletics Ashley Walyuchow sits down with College.town's Anthony Grassi from the 2025 NACDA Convention in Orlando. The two discuss the university's transition from the University of Houston to the Texas A&M System and the impact on athletics. As the NAIA became the first collegiate sports association to allow uniform sponsorships, UHV became one of the first to go public with uniform sponsorships. They discuss the trends of that and more!

Small College Conversations: Stevie Baker-Watson

Mon, 25 Aug 2025 20:08:10 GMT

Insights from DePauw AD Stevie Baker-Watson on the future of DIII, leveraging the Monon Bell Classic and more.

DePauw Associate Vice President for Student Wellness and Theodore Katula Director of Athletics and Recreational SportsStevie Baker-Watson sits down with College.town’s Anthony Grassi from the 2025 NACDA Convention in Orlando. They discuss leveraging the Monon Bell Classic, the impact of NPI and scheduling and her expertise and approach in athletic training.

Small College Conversations: Nik Rule

Fri, 15 Aug 2025 20:19:58 GMT

Insights from Heart of America Commissioner Nik Rule on innovation from the conference office, media rights, the future of small college athletics and more.

Heart of America Athletic Conference Commissioner Nik Rule joins College.town’s Anthony Grassi from the 2025 NACDA Convention. The two discuss Rule’s cutting-edge approach in media rights negotiations, the vision for the conference and positioning for NAIA moving forward.

Small College Conversations: Russell Rogers and Jason Verdugo

Fri, 08 Aug 2025 19:19:08 GMT

Insights from Stevens AD Russell Rogers and UWEC AD Jason Verdugo on key issues around DIII.

On this episode of Small College Conversations, College.town's Anthony Grassi sits down with UW-Eau Claire's Director of Athletics Jason Verdugo and Steven's Assistant Vice President and Director of Athletics and Recreation Russell Rogers from the 2025 NACDA Convention. The trio discuss their involvement on the NCAA Division III Management Council, the impact of the House settlement, and forecasting on topics such as scheduling and championships.

BOSCA Announces Fall 2025 Regional Workshop Locations

Sat, 26 Jul 2025 19:55:43 GMT

Events scheduled for Columbus, OH and Kutztown, PA

The Business of Small College Athletics (BOSCA) announced today the dates and locations of two planned Fall 2025 Regional workshops.

“The biggest challenge that administrators have when it comes to professional development is the cost, said BOSCA Founder Jim Abbott.” It’s just not practical at a time when budgets are tighter than ever to buy a plane ticket, pay for a hotel and registration fee, and then participate in an event that focuses primarily on D1 institutions.” “Regional workshops provide departments the opportunity to bring multiple administrators to learn and interact with peers, all for less than a single flight to a national convention.”

Since 2023, BOSCA has organized successful regional workshops in Kansas City, MO, Kutztown, PA, Worcester, MA, Costa Mesa, CA, Winona, MN, and Greenville, SC. The Fall 2025 regional workshops will be held in Columbus, OH, and Kutztown, PA.

Monday, October 6, 2025 – Capital University, Columbus, OH

Registration is open now for the Columbus, OH regional workshop which will be held in on the campus of Capital University.

“What a fantastic opportunity this is, to have a quality workshop coming to our region, said Al King, Athletic Director at Ashland University. “I’ve found that having a forum that allows administrators to exchange ideas, hear from their colleagues, discus what’s trending in our world and work through various situations is of incredible value. I’m grateful to BOSCA for organizing this opportunity for growth and networking.”

Monday, October 13, 2025 – Kutztown University

Registration is now open for the regional workshop which will be held in Kutztown, PA on the campus of Kutztown University. This event is designed for administrators at D2, D3, NAIA, and NJCAA schools in the region.

“Kutztown University is excited to host a Fall 2025 BOSCA Regional Workshop. These workshops serve as a dynamic platform for professionals in small college athletics to come together, exchange ideas, and explore the latest developments impacting collegiate athletics.

In its 13 ^th year, BOSCA exists to provide professional development and growth opportunities to athletic administrators at D2, D3, NAIA, and 2-year colleges and universities. BOSCA provides multiple in-person workshops annually, virtual growth opportunities through the BOSCA Leadership Academy , BOSCA Revenue Generation Academy , and Fundamentals of Fundraising for Coaches , and campus consulting services among other offerings. More than 600 administrators have participated in BOSCA programming over the past year. To learn more about BOSCA or to discuss consulting needs or hosting an event in your region contact Jim Abbott at (405) 208-9133 or jim@smallcollegeathletics.com

A Perspective From the 86%

Thu, 24 Jul 2025 14:26:09 GMT

A viewpoint from the majority

College athletics is in the midst of a seismic shift. National headlines are dominated by debates over open transfers, NIL, athlete compensation, expanded eligibility, and skyrocketing financial investments. These are real issues—but primarily for a small fraction of institutions.

Roughly 350 of the over 1,800 schools sponsoring intercollegiate athletics are NCAA Division I. That’s less than 20%. And not all of them are opting into the House Settlement which aims to allow revenue sharing with athletes to resolve ongoing antitrust litigation. Recently, the President of the NCAA Charlie Baker, suggested that approximately 250 schools will opt in to the settlement…which is 14% of all schools.

Yet its these 14% that are driving 100% of the conversation. That is where the money and media attention are concentrated. I understand that. However, what about the other 86%?

Smaller colleges experience college athletics differently. Here's how the current hot-button issues actually play out for much of us.

Open Transfers for Athletes : This is not a major issue because schools have always allowed relatively open transfer movement (with some restrictions on in-conference transfer).

Paying Athletes : Most of our institutions operate on break-even budgets. A vast majority of our student-athletes pay part of their tuition. The economics are fundamentally different. Our athletes have a primary motivation of developing their athletic skills, benefitting from the incredible experience of teamwork, and personal growth that results from being part of something bigger than themselves.

NIL : While few of our athletes have large platforms, we believe in their right to earn. When it happens at smaller schools, it’s usually student-driven, creative, relatively small, and grounded in their hard work.

Escalating Financial Arms Races : Educational institutions of our size feel the pressure too—but our investments go toward student support, not luxury amenities or inflated contracts.

Eligibility Pressure : Calls for extended eligibility at the top level are largely NIL-motivated. Our focus should remain on helping students graduate in four years and contribute to society with a productive career—especially when the national conversation around student debt is louder than ever.

The issues of the 14% should not overshadow the realities of the 86%.

Unlike the issues at the larger 14% of educational institutions with athletic programs, our daily conversations are centered on the issues that positively and directly affect our campuses and students:

Institutional Health : The “Demographic Cliff” is real. College enrollments are shrinking due to plummeting birth rates from the 2008 financial crisis. While flagship universities may endure, many smaller institutions are facing existential threats.

Sustainable Athletics Models : We can't outspend the big schools. We must build lean, mission-aligned athletic departments that support enrollment and institutional goals.

Competitive Differentiation : Smaller institutions of higher education must continue to differentiate with prospective student athletes and with donors about the kind of student-athlete experience they offer, its advantages, and the goal of making them economically, and community productive graduates.

The Student-Athlete Experience : The aim is simple but ambitious—create meaningful experiences that lead to growth, graduation, and purpose-filled lives.

The mission of most smaller universities isn’t to copy the Power Four. It’s to educate, support, and launch young people into the world. That’s where the focus should be and should remain. And it is my hope that all who value education and athletics will support that critically important mission.

Five Priorities for High Achieving Conferences

Tue, 22 Jul 2025 18:12:41 GMT

Expectations have changed for conference offices

In a rapidly changing collegiate athletics landscape, small college conferences face a critical choice: adapt with intention or fall behind. The most innovative and influential conferences—those that elevate the student-athlete experience while growing institutional value—are doing more than maintaining the status quo. They are boldly shaping what comes next.

For those ready to lead, here are five areas that demand attention:

1. Creative Content

Visibility drives value. In the age of digital consumption, content is no longer a bonus—it’s a baseline. Cutting-edge conferences understand that storytelling, branding, and media coverage directly influence, fan engagement, sponsor appeal and being valued added to members in the recruiting process. Highlighting student-athletes through graphics, video, interviews, and behind-the-scenes access gives life to the mission and creates emotional investment. Whether it's a weekly highlight show, social media engagement, or a streaming platform, creative content is now a core responsibility, not a luxury.

2. Strong Governance

Innovation without structure is chaos. Conferences leading the way have redefined their governance models to be more transparent, proactive, and inclusive. That means engaged leadership from presidents, athletic directors, and sport-specific committees. It means clear onboarding processes for new members, defined expectations for behavior and compliance, and collaborative approaches to complex challenges. Modern governance isn’t about red tape—it’s about alignment, accountability, and empowering decision-makers to act with vision.

3. Strategic Partnerships

Thriving conferences aren’t succeeding in isolation—they’re forming intentional, win-win partnerships that generate revenue, unlock new resources, and strengthen their brand. Whether the partner is providing media rights, travel services, technology, or apparel, alignment is key. These relationships must go beyond transactional value and deliver reputable, vetted entities to member institutions—partners who are trustworthy, committed to service, and focused on building long-term, relationship-based opportunities.

Partnerships should not just put logos on banners—they should deliver trusted, relationship-driven opportunities that rise above the noise. In a landscape where institutions are constantly approached by dozens of vendors and sponsors, conferences have a responsibility to bring only reputable, vetted partners to the table. The right partnerships help members cut through the clutter, offering meaningful support that enhances championships, elevates leadership development, and enriches the overall experience for student-athletes, coaches, and administrators alike.

4. Enhanced Student-Athlete Experience

At the center of it all is the student-athlete. Conferences that grow are those that recognize this generation of athletes wants more: more leadership opportunities, more support, and more experiences that prepare them for life beyond competition. That includes programming in areas like financial literacy, mental health, NIL education, and diversity and inclusion. But it also means creating a championship atmosphere that feels big-time—right where they are. From the venue setup to media coverage and branded experiences, the best conferences are intentional about making each championship feel like the moment matters.

A forward-thinking conference finds ways to unify and amplify all these efforts across its membership, ensuring student-athletes leave not only with memories, but with momentum.

5. Smart Tech & Media Strategy

Technology should be a lever for innovation, not a burden. The best conferences are not just adopting tools—they are building strategies around them. That means leveraging streaming platforms, data analytics, centralized cloud systems, and automated workflows for scheduling, marketing, and communication. It also means ensuring member institutions are supported in using tech efficiently, so the product presented to the public is polished and professional.

Being cutting edge in the small college space doesn’t mean being flashy for the sake of attention—it means being thoughtful, bold, and unapologetically committed to growth. It’s about understanding the realities of our space and still choosing to lead. For conferences ready to evolve, these five areas are not suggestions—they’re imperatives.

The next five years are going to redefine what small college athletics looks like. The conferences willing to think big picture, take calculated risks, and innovate with purpose won’t just survive—they’ll thrive. The future will belong to those who create it.

Small College Conversations: Roberta Page

Mon, 21 Jul 2025 21:20:27 GMT

Insights from Slippery Rock AD Roberta Page on the state of DII, leadership at the national level, opportunities ahead and more.

On this episode of Small College Conversations, College.town’s Anthony Grassi sits down with Roberta Page, Slippery Rock Director of Athletics. Page is the chair of the NCAA Division II Management Council and the two discuss all of the latest decisions and conversations surrounding survey results, expansion, selection metrics and more!

BOSCA Announces Newest Virtual Training Program

Mon, 21 Jul 2025 19:33:45 GMT

Program designed to assist coaches with their fundraising efforts

BOSCA announced today its newest virtual training program, Fundamentals of Fundraising for Coaches , is now available for small college athletic departments. This training program is designed to provide coaching staffs with a better understanding of strategies that they can employ to enhance their fundraising efforts.

“At BOSCA we are determined to provide relevant opportunities and programs for small college athletics”, said BOSCA Founder Jim Abbott. “The biggest challenge that athletic department’s face is trying to provide a great experience to students while budgets get tighter and tighter.” “Fundraising is more important than ever.”

The virtual program is designed for group training and will include BOSCA designed curriculum, takeaways, and tips from veteran coaches who are successful fundraisers. Scheduling a training session is based on mutual availability and can be done by contacting Jim Abbott at jim@smallcollegeathletics.com For more specific program information including cost CLICK HERE

“Coaching requires so many skills including recruiting, monitoring academics, mental health awareness, and fundraising to name a few,” said Matt Donovan, Sr. Associate Athletic Director for Development at the University of Indianapolis. “Having a better grasp of fundraising fundamentals, strategies, and approaches will help ease some of the burden that coaches deal with in running their programs.”

BOSCA is the leader in small college athletics professional development. BOSCA provides in person growth opportunities annually through one-day regional workshops and the BOSCA convention. BOSCA provides virtual training each semester through the BOSCA Leadership Academy and the BOSCA Revenue Generation Academy . For more information visit www.smallcollegeathletics.com

Small College Conversations: Chris Kraftick

Tue, 15 Jul 2025 17:05:58 GMT

Insights from Cumberlands AD Chris Kraftick on the Patriots' culture of success, finances and more.

Cumberland Director of Athletics Chris Kraftick sits down with College.town's Anthony Grassi from the 2025 NACDA Convention. The two reflect on Kraftick's leadership and culture over the past decade, retaining successful coaches and why they are able to increase the student population without adding sports.

Small College Conversations: Dr. Cade Smith

Sun, 13 Jul 2025 20:56:35 GMT

Insights from Alabama-Huntsville AD Cade Smith on his transition from coach to AD, leadership development and more.

In this episode of Small College Conversations, D2.ticker’s Anthony Grassi caught up with The University of Alabama in Huntsville’s Director of Athletics Dr. Cade Smith. The two discuss in depth Smith’s transition from coaching to the interim AD role, his leadership approach and preparing for the potential for the main role. He outlined what things in his background best prepared him for this position and UAH’s next steps.

Small College Conversations: Corey Fipps

Fri, 20 Jun 2025 19:40:11 GMT

Insights from UPike AD Corey Fipps on his dual role as AD and Head Coach, The Bear Mountain Project and more

UPike Director of Athletics and Head Football Coach Corey Fipps joins NAIA.ticker's Kristen Eargle on this episode of Small College Conversations. Fipps shares his vision for handling dual roles and his approach to his career positioning for athletic administration. Fipps gives an update on The Bear Mountain Project and the long-term impact to the community.

Small College Conversations: Dr. Ivana Rich

Fri, 20 Jun 2025 18:56:46 GMT

Insights from Edward Waters VP/AD Ivana Rich on the the Tigers' transition to DII, fundraising initiatives and more.

Edward Waters Vice President & Director of Intercollegiate Athletics Dr. Ivana Rich joins D2.ticker's Anthony Grassi from the 2025 NCAA Convention. The two dive into the transition to Division II, what Rich learned in the process and the vision for NIL in Division II.

Small College Conversations: Jim Duncan

Wed, 18 Jun 2025 21:56:01 GMT

Insights from Rhodes AD Jim Duncan on creating the culture, earning trust, key issues and more.

Jim Duncan, Rhodes College Director of Athletics, joins D3.ticker’s Anthony Grassi from the 2025 NCAA Convention. Duncan shares his vision and earning trust with his student-athletes which is focused around him being present. Last year alone, Duncan attended 92 Rhodes College Sporting events. The two talk hiring, conference realignment and more!

Small College Conversation: Dr. Tim Sceggel

Wed, 18 Jun 2025 21:53:37 GMT

Insights from LeTourneau AD Tim Sceggel on the new Air Dome facility, presidential buy-in, conference membership moves and more.

Dr. Tim Sceggel, Vice President for Athletics at LeTourneau University, joins D3.ticker's Anthony Grassi from the 2025 NCAA Convention to provide an update on the Air Dome, the potential revenue generation of the facility, and his approach to leadership and building a positive culture in his department.

Small College Conversations: Jim Carr

Tue, 17 Jun 2025 21:23:25 GMT

Insights from NAIA President/CEO Jim Carr on the future of the association, the NAIA's streaming efforts, Congressional engagement and more.

NAIA’s President and CEO Jim Carr joins NAIA.ticker’s Anthony Grassi from the 2025 NACDA Convention in Orlando to dive into the latest news in college athletics and its impact on the association. Carr discusses legislation talks, media rights partnerships and the next steps for NAIA.

Small College Conversations: Matt Wilson

Mon, 09 Jun 2025 22:06:32 GMT

Insights from Gulf South Commissioner Matt Wilson on evaluating membership moves, the GSC's FloSports deal and more.

Matt Wilson, Gulf South Conference Commissioner, sits down with D2.ticker’s Anthony Grassi from the 2025 NCAA Convention on this episode of Small College Conversations. The two discuss the FloSports partnership, being a part of the Division II Think Tank, and adding the evaluation process of members to the conference.

Small College Conversations: Andrew Wu

Wed, 28 May 2025 21:19:46 GMT

Insights from Maryville College AD Andrew WU on his move to MC, setting the tone and more.

On this episode of Small College Conversations, D3.ticker's Anthony Grassi sits down with Maryville College Director of Athletics Andrew Wu. The two discuss his time as interim AD, the evaluation process, setting a vision early on. Wu elaborates on his perspective of coaches taking a leadership role in fundraising and the next big initiatives on the horizon at Maryville.

The Future of Small College Athletics

Mon, 26 May 2025 21:48:43 GMT

What Lies Ahead For Small College Athletics?

Just like a big box store, higher education is a business. For years the world has looked at colleges and universities as non-profit entities that serve the higher purpose of educating young people, conducting research, and providing a positive impact on society. While each of these priorities can commonly be found in higher education strategic plans, the fact is that plans require funding.

Colleges and universities generate revenue in a variety of ways including charitable gifts, federal grants, state funding, and enrollment. Without fail, for most institutions, enrollment revenue (tuition, fees, room/board) is the critical component on the balance sheet. For years, enrollment at colleges and universities has been declining. While there are outlier schools that have maintained or increased their enrollment, there are far more that have seen precipitous drops. Lower enrollment means less revenue and less revenue means smaller operating budgets, deferred maintenance, and difficult decisions.

This is a reality for many small colleges and universities who have faced these challenges for the past several years. During this time, athletic departments at these schools have seen their roles change dramatically. 25-30 years ago, athletic departments at NCAA D2 and D3 schools, as well as NAIA and 2-year schools primarily existed to bolster school and community pride, enhance campus life, and increase the visibility (think “front porch) of the university.

More recently, athletic departments have been asked to play a more significant role in the business enterprise of the institution. Virtually every small college has added sports in the past 10-20 years (989 new teams since 2020 in D2, D3, and NAIA alone). Small colleges have seen growth in traditional sports like football and also the advent of sports such as women’s wrestling, bowling, and cheer and dance to name a few. For a brief period, virtually every college was frantically working to create an Esports program, all with the idea that team rosters bring paying students. In many cases, small college athletic departments grew from 200 or so student-athletes to 500-600.

One of the first meetings that I had with the university cabinet when I became athletic director at Oklahoma City University was focused on enrollment. Everyone at the table was asked for ideas and I sheepishly (I was new and naïve) suggested that we could consider adding some teams or junior varsity sports. Over the next decade, we added 12 sports and more than doubled the size of our athletic department.

For many small colleges, adding sports offered temporary respite to revenue challenges. A new team brought new students and new revenue. Keep in mind that each new team also had expenses including coaching salaries, scholarships (or institutional discount), and operating expenses. However, at the same time that athletic departments were growing, schools were still losing traditional (non-athletes) student enrollment. In many cases, a school might add 200 students through athletics but still have lower overall enrollment. For many, flat enrollment from year to year was a success.

It has been commonplace over the past few years to see small colleges shutting down due to financial challenges. Flat or decreasing enrollment doesn’t provide the money necessary to maintain buildings and pay staff. Interestingly, few of these schools have challenges maintaining athletic rosters. Birmingham Southern, for example, had a great run in the NCAA D3 baseball world series even though the institution was closing. All of this to say, that full rosters do not guarantee institutional financial stability.

More recently, we’ve seen schools eliminate athletic programs to save money. Sonoma State, Bryn Athyn , and others have all decided that athletics doesn’t play a significant role in their institutional mission and as a result of financial pressures they are cutting all programs. On the other end of the spectrum, schools like Hartford and St. Francis , who formerly competed in NCAA Division 1, have (or will) transitioned to D3 in an effort to save on expenses and compete at a level that they feel best serves their mission.

It seems unlikely that there will be a significant number of schools that drop athletics entirely. On the contrary, many schools rely on athletics, perhaps overly so, to build enrollment and contribute to the bottom line. In some cases, athletics makes up more than 60% of the total student population on campuses.

On the other hand, it seems entirely likely that we will see a migration of schools from Division I as a result of the disparity in which these schools approach NIL and the pending House settlement that requires schools to cap roster sizes and commit to compensate student athletes. The two schools mentioned above (Hartford and St. Francis) chose to reclassify to Division III but it’s just a matter of time before we see other schools transitioning to Division II or creating reimagined levels and conferences within Division 1.

Understanding this history and the challenges that many schools face is important as we consider what the future of small college athletics might look like. But the real key, in my opinion, is what happens with the NCAA.

At a time when the business of higher education is immensely challenging, the financial contribution that the NCAA makes to its conferences and member schools is more important than ever. While the NCAA only allots a little over 4% to Division 2 and 3% to Division 3 these funds provide significant support to conference offices and cover most expenses for post-season competition. So, what happens if this money goes away or is significantly reduced?

It's not a stretch to think that the NCAA will continue to have significant challenges and changes. The organization faces hundreds of lawsuits with more added every week. More importantly, the large institutions, that already take the lion’s share of the NCAA’s revenues are making significant changes in the way they operate…most notably by paying millions of dollars to student-athletes. More than ever, competitive success at the highest level of college athletics is tied directly to payroll.

As the Power 4 schools continue to spend more, they are forced to look at ways to generate more revenue. Look no further than the fact that USC purposefully joined the same conference as Rutgers and Stanford now competes in the same league as Miami. None of this makes common sense but, I suppose, it does make financial sense. Why else would you fly 3,000 miles for a volleyball match? These examples and the resulting impact on the Pac-12 should serve as a warning and reminder that things can change and they can change very quickly.

Imagine if Power 4 schools, in their quest to find more and more revenue to fund their programs, decided to create their own basketball championship tournaments? The result would be a windfall of hundreds of millions of dollars for these schools all at the expense of smaller schools including every mid-major or non-football playing institution in the country that relies on the NCAA (which is funded primarily by the basketball tournament) for funding. It’s not hard to envision when you consider the recent NCAA governance proposal that seeks even more control for the Power 4.

Small college athletic leaders should be contemplating this scenario now. What would happen if the funding from the NCAA stopped or was dramatically reduced when the NCAA’s current television agreement expires in 2032? For Division 2 and 3 schools this would likely require an increase in the amount of conference dues paid (or a decrease in services provided for the conference) and additional budget dollars available for post-season travel. In short, the cost of doing business would increase significantly for schools that are already facing enrollment drops and budget cuts. For the most successful schools, post-season travel alone could become a $500,000 or more annual expense.

Many small college athletic departments are already underfunded. It’s not uncommon for a coach to face the reality of having to raise funds (in some cases 50%-60%) just to cover the operating costs of their program. Even the best funded programs face the challenge of maintaining their current operating levels while trying to figure out how to recruit student-athletes in the “pay for play” era. Something has to give.

Imagine sitting at the table for your annual budget committee meeting and telling the CFO (who has already asked you to cut 8% from your budget) that you need an increase of $10,000-$20,000 for conference and national dues and $300,000 for post-season travel. You’ll find out very quickly how much importance your institution places on competitive success because the reality is that virtually none of our institutions is prepared or even able to fork over that kind of money.

Whether there is a precipitous drop in the NCAA funding model or not there is no denying that significant changes are on the horizon for small college athletics. The question is, should you wait until your circumstances force you to address this or should you be planning for this eventuality now?

In addition to Hartford and St. Francis, a recent example of a proactive approach can be found at Azusa Pacific University . APU has a long and storied athletic history, having won 48 team national championships and 8 Directors’ Cups. The school recently announced that they are moving from Division 2 to Division 3. This decision will provide a revenue windfall for the school in that they are moving to a more geographically centered conference (no more trips to Hawaii for conference games) and to a conference that sponsors football. As a result, APU will save tens of thousands of dollars on team travel and generate new revenue by bringing back their football program.

Ego is the biggest challenge in making a decision like this. It’s rare to see schools like APU (or Hartford and St. Francis) make a decision that is perceived as moving down. That having been said, do your alumni really differentiate a victory over Occidental College as opposed to Biola University? The answer is unequivocally no.

The schools that you compete against and the “division” that you compete in does not enhance the value of your institution. As mentioned above, a successful athletic department does not guarantee or even significantly impact the financial stability of the institution. In small college athletics, success often just means “more expensive,” at a time when very few schools can afford it.

40 years ago, 25 institutions in Oklahoma were all members of the NAIA and competed against one another. While some of these schools have remained in the NAIA, others have transitioned to D2 and compete in the MIAA (Missouri), the GAC (Arkansas), and the Lone Star Conference (Texas). The result for all is significantly increased travel expenses with every school travelling out of state multiple times a year to compete. At the same time, each of these institutions has faced declining enrollment and for the public institutions, reduced state funding. This approach is not unique to Oklahoma nor is it sustainable in the long-term.

This year, a bill was proposed in the Oklahoma State Senate to create a new “Oklahoma based” Division 2 conference. The bill passed and currently sits on the Governor’s desk for signature. While it seems odd for a collection of state funded and private universities to rely on a political measure to help bring them back to the same grouping that they enjoyed years ago in the NAIA…it does make a lot of sense. What's also interesting is that this group of schools could create an NAIA conference without any political influence and begin competing for championships within a year. Doing so would require significant exit fees from their current conferences...something we'll discuss more later in this post.

When I contemplate the future of small college higher education I believe more resolutely than ever that athletics will continue to be an important part of campus. That having been said, it must be reimagined in a way that allows the institutions to sustainably support it. Most likely this will mean a reorganization of schools to create more geographically centered conferences with like-minded and similarly funded missions.

In a recent conversation on this topic with a collegiate athletic administrator, he described this as a “re-shuffling” of the deck. This might result in the lower 3 ^rd of Division I aligning with the upper two thirds of Division 2, and the lower third of Division 2 and the top third of Division 3 aligning with the NAIA. To a great extent, this might take schools back to the same athletic configurations that they competed in 30 years ago. Let’s face it, many of these schools have already switched conferences multiple times in the past few decades, what’s one more change going to hurt?

There are two immediate challenges that stand in the way of this approach. One, I’ve already mentioned…ego. Virtually every school that has transitioned to a different division or changed conferences sold it as a move up. “A school of our significance aspires to be the best; therefore, we are moving.” It takes a lot of guts to evaluate your athletic affiliations, and more importantly the financial health of your institution, and make a change based more on common sense than appearances (see Hartford, St. Francis, and Azusa Pacific). Why drive the Chevrolet that you can afford when everyone is impressed by your BMW? Not to mention, the contention a move of this nature might create among alumni and other individuals affiliated with the institution. The reality is that for many schools the environment that led them to transition year’s ago has now changed (or the makeup of the league they moved to has changed) and as a result what seemed like a logical decision at the time isn’t so obvious anymore.

The other big challenge is the conferences themselves. There has been so much conference movement over the years that conferences have built in punitive damages/buyouts for any school that wants to leave. Look no further than the ACC which recently quashed Florida State’s and Clemson’s efforts to leave (neither school could afford the buyout). The same issues exist now in small college athletic conferences where exit fees range from $25,000 to $250,000 in some cases. When you multiply this by the number of schools that would have to move to “reshuffle” the small college landscape the amount is staggering. Schools no longer have the freedom and flexibility to choose what’s right for them, unless they are willing to pay the fee that they willingly locked themselves in to.

As we look to determine the future of small college athletics, the only certainty is that there will continue to be changes. Much like we have continued to see again this year, colleges and universities will continue to close, enrollment is predicted to continue to drop, and the financial pressures will continue to mount. The future for those schools that survive and the ones that thrive most likely will have very little to do with athletics. Here’s hoping that small college leaders come together now with some of their peers in Division 1 to start envisioning a strategy that helps as many schools navigate the coming storm as safely and proactively as possible.

Small College Conversations: Stacey LaDew

Wed, 14 May 2025 19:42:16 GMT

Insights from SAA Commissioner Stacey LaDew on the league's rebrand, membership changes and more.

Stacey LaDew, Southern Athletic Association Commissioner, joins D3.ticker's Anthony Grassi from the 2025 NCAA Convention. They chat about the new rebrand, the changes to membership, and supporting the employees during the closing of Birmingham Southern from a conference perspective. LaDew discusses the importance of being visible and being boots on the ground to the membership.

Small College Conversations: Danielle Doerfler

Fri, 09 May 2025 21:35:52 GMT

Insights from Fontbonne AD Danielle Doerfler on handling the closure of an institution.

Danielle Doerfler, Fontbonne Director of Athletics, joins D3.ticker’s Maria Buckel from the 2025 NCAA Convention. The two discuss navigating, communicating and working through tough transitions as the school announced on March 11, 2024, that it plans to close after the summer 2025 term. Doerfler discusses ways she’s tried to retain staff and maximize the student-athlete experience while also navigating the change herself.

Small College Conversations: Mark Shook

Fri, 09 May 2025 21:14:40 GMT

Insights from new Hanover AD Mark Shook on his transition from Kentucky Wesleyan, the search process, handling sport cuts and more.

D3.ticker's Anthony Grassi sits down with Mark Shook at the 2025 NCAA Convention. Shook has been the Vice President/AD at Kentucky Wesleyan and is transitioning to the same role at Hanover. They dive into the search process, lessons learned and his approach and philosophy as he starts his first 90 days at Hanover.

Beyond the Headlines...What NIL Really Looks Like

Sat, 03 May 2025 20:38:50 GMT

Insights from BOSCA Partner Opendorse

“Nico Iamaleava’s dramatic NIL dispute with Tennessee cost him millions.”

“Duke, Kentucky, UNC reportedly spending over $10 million on NIL contracts.”

These are the headlines that dominate the NIL conversation. They fuel the idea that this era of college sports is chaotic and out of control. But those high-profile stories only tell part of the story. Beyond the noise, there’s a version of NIL that’s working. One rooted in authenticity.

“You have to have a story to tell before you have a story to sell.”

That’s the message from Laney Higgins, a Women’s Volleyball student-athlete at NCAA Division III Oglethorpe University. She breaks it down in her Opendorse NIL Masterclass lesson—emphasizing that building a brand starts with knowing who you are.

Higgins' story is proof of what’s possible. She launched a short-form video series called W4lking & T4lking, and through her consistency, she’s built an Instagram following of over 11,500. Her second season of the series was sponsored by Lululemon. Not bad for an athlete from a school with fewer than 1,500 students.

Higgins is not alone. Across the country, small school athletes are making the most of the NIL era—and their schools are helping them get there. At East Texas Baptist University, that support is clear.

ETBU was the first non-NCAA Division I school to partner with Opendorse. Since then, they’ve become a national leader in content, uploading more than 250,000 pieces of media for their student-athletes. That level of consistency gives athletes the content they need to build their personal brands every day, not just after the big moments.

Minnesota State is another standout. Their athletes use Opendorse to manage their personal brands and team up with local businesses. When schools give athletes the tools and support to succeed, they show up and take ownership of their opportunities.

That’s exactly what Jamie Nelson did while at Minnesota State. She brought her voice and creativity to a holiday campaign with a local Jamba Juice, building content that was fun, thoughtful, and true to her brand. It wasn’t a national deal, and it didn’t need to be.

Nelson has since transferred to the University of Minnesota, but her NIL journey started at a DII school. Minnesota State competes at the NCAA Division I level in Men’s and Women’s Ice Hockey but participates in DII for all other sports. Her story shows how meaningful opportunities don’t require a massive platform. They require initiative, and support.

Big moments don’t only belong to big schools. That’s why the Opendorse Bowl Series is returning in 2025, bringing top-ranked Division III football programs to Tom Benson Hall of Fame Stadium in Canton, Ohio. It’s a national stage for athletes who rarely get one, and a chance to build their personal brands.

Opendorse supports thousands of athletes at every level, from the SEC to the NJCAA and everywhere in between. The company is rooted in the understanding that NIL works best when it works for everyone.

In the last six months alone, small college athletes have earned over $200K through Opendorse. This isn’t pay for play. These are real NIL deals built on authentic partnerships, just like this one.

These activations happen when athletes have access to the right tools, education, and support, and when schools are willing to invest in their success. That’s why Opendorse is looking forward to connecting with small college leaders at the 2025 BOSCA Convention, taking place July 13-15 in Chicago.

BOSCA is the only event of its kind, focused entirely on professional development for non-NCAA Division I athletic departments. It’s a space for real conversations on the shared challenges that reflect the day-to-day work of small college administrators.

If you’re looking to learn from peers, strengthen your NIL strategy, provide world class products and services for your coaches, and build a better experience for your athletes—this is your room. Register today.

Small College Conversations: Dr. Ronald Reeves

Tue, 29 Apr 2025 20:46:29 GMT

Insights from Aquinas AD Ronald Reeves on his first year in the chair, facing presidential transitions, professional development and more.

Dr. Ronald Reeves, Aquinas Athletic Department's Director of Athletics, joins NAIA.ticker's Kristen Eargle in this episode of Small College Conversations to highlight his past year in taking over the Saints. The two discuss finishing in the top 10 in the NAIA Learfield Directors’ Cup, the organizational structure changes and strategies for forming relationships as Aquinas will the upcoming presidential change at the college.

AD in Residence: Gordon AD Jason Linders

Mon, 28 Apr 2025 18:55:24 GMT

Gordon AD Jason Linders dives into his leadership style and evolution, financial challenges, and more.

As Director of Athletics, how would you describe your leadership philosophy? How do you ensure that it resonates with both your staff and student-athletes? How has it evolved from your early days as a football coach through your career growing throughout Division I schools to being a high school AD to Gordon?

My leadership centers around people (student-athletes, coaches, staff, stakeholders) + GROWTH. We work to empower staff, communicate clear expectations, and provide support where needed, but for me leadership begins with people! How you influence others. How you treat people. How you recognize others and how you can best serve them. I love seeing other people develop – that’s my WHY! I try to serve our student-athletes, coaches, and staff daily with humility, understanding, and positive energy. We work to build trust and develop a culture of continuous improvement while glorifying Him through victory.

It’s all about relationships! We ensure that both our staff and student-athletes know our vision, mission, and objective, which is to increase brand affinity as one of the top Christian colleges in the nation for competitive excellence and the student-athlete experience while using our platform in Athletics to disciple young people to Christ. The head coaches rotate presenting different topics in our head coaches meeting, we typically conclude our staff meetings with a leadership initiative, sports supervisors discuss leadership with the head coaches they are serving, and our coaches teach leadership daily in their team meetings, team devotionals, practice, film sessions, player meetings, etc.

My leadership has evolved mainly around being more intentional in my thought process, thinking more globally, assessing the big picture vs. through the lens of a program or position group (when I was coaching), and using more emotional intelligence (social awareness, empathy, relationship management). Serving others is cliche, but as I tell my staff almost daily, leadership is not about a formal (or even informal) position of authority, it’s about the opportunity to build relationships, serve others, and provide guidance and/or resources to help others toward a specific direction or help them accomplish their goals.

You took over for an AD who had been with the college for more than three decades, including 14 leading the department. Over the last year, what have you done to understand the culture at Gordon, build trust with the student-athletes, staff, and campus, and create alignment with the college’s mission?

Culture is an organization’s brand and championship culture is built through consistency! I have always worked to be a culture builder. I really feel I've always been able to connect with people and build trust, communicate a clear vision, hire/recruit/develop people who fit the institution I am serving, and multiply their leadership. Leadership is about making everyone else better! I’ve done a lot of listening in almost one year here at Gordon, continue to build relationships with campus partners, ensure we are in alignment with campus leadership and the mission of Gordon College, and as a leader, I always feel we must communicate a plan with clear expectations, as well as work to communicate the facts, costs, and challenges. You also need to believe in people and make sure they know the desired outcome.

Schedule permitting, I try to attend as many home contests as possible. I’ve met with as many student-athletes (SAAC members, captains, and seniors) as I can to gauge positives & challenges regarding their student-athlete experience here at Gordon, and what we can do better as we walk alongside them in their spiritual formation.

On campus, I send a weekly email every Monday morning outlining any significant wins, updates, and our home events for that week to all faculty/staff, serve on campus committees, and work to attend campus events outside of Athletics. Earlier this academic year, we also served during Move-In Day to help the student body move in, participated in many campus events with our teams, organized the first-ever Athletics Chapel (worship, student-athlete testimony, keynote speaker, worship) earlier in March and that was well received, so we are working to build bridges with our campus partners, as well as faculty and staff to show a culture of collaboration.

What was the process for establishing the mission, vision, and core values of the department? How have you and will you engrain that into the day-to-day to create more buy-in?

We didn’t revise the mission or the core values of the department because we have been working on the strategic plan this academic year, but we have emphasized knowing and following that mission, and making decisions that are student-centered and consistent with our values (Faith, Character, Leadership, Competition, Service). Our vision is simply to create the best possible student-athlete experience here at Gordon College, including building and sustaining programs that disciple young people to Christ, compete for conference championships, graduate our student-athletes, and prepare them for life after sport. Our leadership team has worked within a steering committee consisting of several campus partners (and an outside consultant) to form a 4-5 year strategic plan, which we plan to finalize this summer to be able to introduce in August to several constituents, including campus leadership, alumni, donors, and our Board of Trustees. We work at building trust and buy-in daily towards a culture of continuous improvement and collaboration.

In light of the increasing financial pressures on small college athletics, what strategies do you have for maintaining a broad-based program of 24 varsity teams at Gordon?

Collaborating with our campus partners in the Controller’s Office, we look at budget simplification (while ensuring student-athlete experience exceeds expectations) by shifting non-essential operational expenses to Restricted accounts, intentionally capping allowable requests on specific line items, and work strategically within the parameters of our new adidas agreement (5-year agreement) which allocates promo funds for team apparel, uniforms, and equipment.

Collaborating with Advancement, we are working to cultivate relationships with our alumni base, increase the percentage of student-athlete alumni giving, being more strategic in how we fundraise (including our Clash of the Tartans event), exploring new corporate partnerships, etc. Being consistent with campus initiatives during the budget planning process, we look at areas where we can be more efficient with operating expenses, find different revenue streams, and continue to recruit prospective student-athletes who fit Gordon College, so we can not only continue roster enhancements, but help contribute to enrollment growth of the College.

Gordon College has seen impressive success in athletics under your leadership. What are the key factors that have contributed to building such a strong, consistent athletic program at the college? What specific things do you look for when hiring and adding to your team?

We have had some success in the classroom with one of the highest department GPAs recorded this past fall (23 of 24 teams with a 3.0 or higher team GPA), being more engaged on campus, in competition, and working to create a better student-athlete experience, but we have a long ways to go as a department to achieve consistent competitive excellence (which is where we all want to be). We all know college athletics is a result-oriented business, but it’s all about people! We’ve continued to have strong leadership and expertise in our soccer programs both of which consistently compete for conference championships (our women’s team qualified for the NCAA Championship last fall), our Rowing program has won back-to-back ACRA national championships in the lightweight women’s division, our men’s golf team had it’s highest finish in program history last fall finishing third, both Tennis programs have been consistently in the top 4 teams in the conference (the women lost in the semifinal round of the conference championship last fall), and our cross country/track & field programs continue to build overall depth (most notably with our All-American distance runner Rachel Brennan who has been a trailblazer for the program finishing 13th at the CC Championships and 8th at the Indoor Track Championships, respectively).

Some key factors continue to be the support we receive from our Board of Trustees, President Hammond, our campus leadership, faculty/staff, campus partners, and alumni, as well as current students. As evident in our Clash of the Tartans fundraising initiative this year, our percentage of alumni giving was up and 14 of our teams exceeded their 2025 program goals, so we’ve got some good momentum going into the spring seasons and I think our student-athletes feel supported, which hopefully continues to translate into wins on the field!

We look for professionals who are a Gordon fit, expertise in their respective sport, someone who genuinely wants to disciple young people to Christ, develop them, and prepare them for life after sport. We need great evaluators of talent who can build and sustain healthy team rosters, compete for conference championships, fundraise, graduate their players, and prepare them for life after sport!

What are your key initiatives for Gordon as you begin year two as AD and how have you prioritized those goals?

Our first priority is to recruit and retain top talent, especially in our head coach positions, keep building a culture of collaboration and continuous improvement, fundraise including building out our corporate partnerships, balance the budget, keep improving the student-athlete experience (i.e., nutrition options, sports performance program, sports medicine care, travel, adidas gear/apparel, facilities enhancements, student-athlete events, etc.).

As we complete our Strategic Plan, our priority areas include Faith, Learning and Living; Student-Athlete Well-Being and Performance; Competitive Excellence; Financial Responsibility and Sustainability; Campus and Community Engagement; and Commitment to Shalom.

AD in Residence: Loyola New Orleans AD Brett Simpson

Fri, 18 Apr 2025 05:00:59 GMT

Loyola New Orleans AD Brett Simpson dives into building relationships across campus, communication with your CEO, retention, the benefits of a big city and more.

You have been with the university for nearly three decades, serving as AD for the last 11 years. Throughout your time from Assistant Coach to AD, what have you done to build and cultivate relationships across the campus that help you in your position now?

The most important part of building relationships (especially across campus) is to earn the trust of your counterparts. The best way to do that is to create win-wins and deliver results. Our student-athletes deliver results in the classroom, which certainly helps with faculty relationships. In other areas across campus, we are good partners for the common good of the institution.

You are working with your third president. How have you changed your communication style or how you manage up with each leader?

I’ve had the pleasure of working for three very supportive presidents. The one constant with respect to communication with each of them was a focus on high-level strategic items to move our department and institution forward. Also, it is important to make them aware of threats that may affect us and how to turn those threats into future opportunities.

Small colleges across the country are often navigating the challenges of limited resources amid increasing costs. How do you prioritize budget allocation across different sports and initiatives to maximize the impact of limited funds?

I think we do a good job of establishing a baseline budget that is equitable from program to program. Outside of that, it’s very important to empower coaches to generate resources for their respective programs. Our coaches are given fundraising goals to help with the day-to-day operations of the program but also have the ability to work with donors on initiatives that they feel are important to their programs. We have a development officer from advancement who works with our coaches on these initiatives and communicates with campus leadership to make sure we are on the same page.

How do you approach the development and retention of coaches and administrative staff with limited resources?

Staff development is very important to us. We want our staff to learn and grow during their time at Loyola. We encourage them to be leaders in their field by serving on committees and in leadership positions in their professional associations. We have an impressive list of coaching and staff “alumni” who moved on to positions in Division I and professional sports. We have also been able to retain staff by giving them the autonomy to do their jobs and supporting them well. We have a good number of long-tenured staff who are invested in our Jesuit mission and love living in the city of New Orleans.

Being in a large city like New Orleans, how has Loyola Athletics leveraged its location to enhance the student-athlete experience and build community engagement? What is the impact of being neighbors with a Division I school like Tulane?

The city is a great asset for our department. Our campus is located in the heart of Uptown New Orleans and the streetcar literally stops at our front door. Our students engage with the local community in a myriad of ways, including the arts, music, professional sports, and a growing business community. Tulane has been a great neighbor for us. They opened their doors to us after Hurricane Ida tore the gym roof off. I’m not sure we would have won the 2022 men’s basketball national championship without their help, which included hosting an opening round in their gym.

What's your primary focus for the department in the coming years? Any major initiatives coming up?

We’re always monitoring the landscape of college athletics and evaluating what future programs to add to our portfolio. We are in the silent phase of a capital campaign with an emphasis on outdoor facilities to potentially add new sports. Our gym was built during a time when Loyola did not offer athletics, so we’ve retrofitted a recreational center to coexist with intercollegiate athletics. “The Den” could certainly use some TLC and we’re working hard to get that done.

Small College Conversations: Brandon Perry

Tue, 15 Apr 2025 21:01:16 GMT

Insights from Johnson AD Brandon Perry on building relationships with university leadership, industry challenges and more.

Johnson University Director of Athletics Brandon Perry joins NAIA.ticker’s Kristen Eargle on capitalizing off men's and women’s basketball success as well as diving into specific areas he invested in the programs that are leading to the success. The two talk about the transition to the NAIA, building relationships with University leadership and what challenges he anticipates that will impact NAIA from changes being made in NCAA Division I.

Engine Becomes 2025 BOSCA Convention Partner

Tue, 15 Apr 2025 13:48:21 GMT

Engine revolutionizes collegiate team travel

BOSCA announced today their partnership with Engine in conjunction with the 2025 BOSCA convention. This collaboration will support professional development and networking opportunities for athletic administrators at NCAA Division 3, NAIA, NCAA Division 2 and 2-year colleges and universities.

“I’m very happy to have Engine on board as a convention sponsor in 2025,” said BOSCA Founder Jim Abbott. “Travel plays such a significant part of successfully navigating the collegiate athletics landscape and Engine brings expertise in this area that will be invaluable to our convention attendees.”

Engine revolutionizes collegiate athletic travel with its innovative all-in-one platform designed specifically for team needs. Athletic administrators can seamlessly access over 750,000 properties while maintaining complete budget visibility and control. The modern travel platform manages everything from tournament hotels to flights, offering flexible booking options for groups of any size. Athletic departments enjoy an average 26% cost savings, dual loyalty rewards programs, and the convenience of Direct Bill processing—all without contracts.

"We're thrilled to partner with BOSCA to further streamline travel operations for collegiate sports teams and athletic administrators across NCAA, NAIA, and 2-year institutions," said Engine Director of Partnerships Joon Lee. "Our free group travel platform makes coordinating travel for athletic departments effortless, ensuring BOSCA members can focus on what matters most - developing their programs and supporting their student-athletes."

CLICK HERE to enjoy special travel savings.

The 2025 BOSCA convention will be held July 13-15, 2025 in Chicago, IL. The convention features a comprehensive schedule of presentations and breakouts that are all led by small college athletic administrators. BOSCA is the only organization that focuses solely on D2, D3, NAIA, and 2-year administrators by providing relevant in-person and virtual training programs throughout the year. For more information on the convention CLICK HERE

For more information about BOSCA, visit their official website at smallcollegeathletics.com . To learn more about Engine visit https://engine.com/

Small College Conversations: Jim Carr

Fri, 11 Apr 2025 14:17:03 GMT

Insights from NAIA President/CEO Jim Carr on the NAIA's new "The Right Way to Play" brand campaign.

NAIA President/CEO Jim Carr sits down with NAIA.ticker's Anthony Grassi to dive into the association's new "The Right Way to Play" brand campaign. The duo dig into the messaging and initial reception, what success looks like, how it impacts current and potential members, how the message fits into the higher education and education-based athletics model and more.

Small College Conversations: Gary Pine

Wed, 09 Apr 2025 16:06:24 GMT

Insights from Azusa Pacific AD Gary Pine on the Cougars' decision to move from Division II to Division III and more.

Jim Abbott, BOSCA Founder, is joined by Azusa Pacific Director of Athletics Gary Pine in this episode of Small College Conversations to dive into some of the reasons that prompted the school's announcement to move from Division II to Division III. The two discuss the reaction and the path forward.

Honest Game Announced as 2025 BOSCA Convention Partner

Mon, 07 Apr 2025 17:51:00 GMT

Honest Game provides academic and compliance support

BOSCA announced a new partnership with Honest Game as an official sponsor of the 2025 BOSCA Convention, supporting college coaches and compliance departments in driving efficiency and streamlining compliance processes.

Colleges and universities rely on Honest Game as the go-to solution for academic and compliance support. Acting as an extension of school staff, Honest Game provides on-demand expertise - functioning like an additional staff member to lighten the load and boost efficiency.

Managing initial eligibility is complex and time-consuming, especially for programs facing staffing shortages or recruits with multiple high school transcripts. Honest Game streamlines the process, delivering fast, accurate eligibility reports within 24 - 48 hours so athletic departments can focus on recruiting and retention.

With compliance departments stretched thin—especially with the growing demands of Name, Image, and Likeness (NIL)—schools often lack the time and resources to navigate the complexities of academic eligibility,” said Kim Michelson, CEO and Co-Founder of Honest Game. “Honest Game acts as an extension of their staff, starting the process much earlier to ensure no surprises with academic eligibility. By providing coaches and compliance teams with the expert-backed software and 24/7 support from academics and compliance experts, we empower them to recruit confidently, proactively address eligibility challenges, and safeguard their programs from costly setbacks and long-term risks.”

As transfer activity increases and compliance demands grow, schools need reliable, efficient solutions to stay competitive. BOSCA’s partnership with Honest Game delivers exactly that - giving athletic departments access to simple software that automates academic eligibility and expert, on-demand support that saves time, reduces eligibility risk, and protects program success.

“We are thrilled to welcome Honest Game as a new partner and convention sponsor in 2025,” said BOSCA Founder Jim Abbott. “Honest Game is a company committed to guiding the college and career journey and will be a valuable resource for our convention attendees.”

The 2025 BOSCA Convention will take place July 13–15 in Chicago, IL, featuring a comprehensive schedule of presentations and breakout sessions led by small college athletic administrators. BOSCA is the only organization focused solely on NCAA Division II, Division III, NAIA, and 2-year college administrators - providing year-round training, education, and peer-driven support both in-person and virtually.

For more information on the 2025 BOSCA convention, [CLICK HERE]

To learn more about Honest Game, visit honestgame.com

ARI Athletics Announced as 2025 BOSCA Convention Partner

Mon, 31 Mar 2025 20:13:18 GMT

2025 Convention to be held July 13-15, 2025 in Chicago

BOSCA announced today their partnership with ARI Athletics in conjunction with the 2025 BOSCA convention. This collaboration will support professional development and networking opportunities for athletic administrators at NCAA Division 3, NAIA, NCAA Division 2 and 2-year colleges and universities.

“I’m very happy to have ARI Athletics on board as a convention sponsor in 2025,” said BOSCA Founder Jim Abbott. “More than ever, small colleges rely on athletic recruiting to build rosters and manage enrollment. ARI brings expertise in this area that will be invaluable to our convention attendees.”

ARI Athletics is dedicated to providing innovative solutions built specifically for NCAA Division 3, NAIA, USCAA and NCCAA colleges and universities. The ARI Recruiting and Athlete Management CRM provides the intuitive tools coaches and athletic administrators need to manage and communicate with student-athletes, from recruit to alumni, and efficiently administer Compliance. ARI is the leader in enhancing collaboration and data sharing between Athletics and Admissions by providing turnkey, real-time integrations with Slate and Salesforce.

“ARI Athletics is honored to partner with BOSCA to provide intuitive tools that enable small college athletic administrators to more efficiently recruit, and retain student-athletes. We look forward to meeting and learning from the BOSCA community!” -Jim Slavin, CEO, ARI Athletics

For more information about BOSCA, visit their official website at smallcollegeathletics.com . To learn more about ARI Athletics visit https://ariathletics.com/

Small College Conversations: Miriam Merrill

Wed, 26 Mar 2025 17:30:27 GMT

Insights from Pomona-Pitzer AD Miriam Merrill on leading a department with multiple institutions, building alignment and more.

Dr. Miriam Merrill, Pomona-Pitzer Athletics Director of Athletics and Chair of Physical Education joins BOSCA’s Jim Abbott to discuss the dynamics of leading a department with multiple universities, forecasting college athletics and describing and implementing restorative justice.

Small College Conversations: Kim Pate

Mon, 24 Mar 2025 19:42:33 GMT

Insights from UIndy AD Kim Pate about her decision to join UIndy, building for success, core values and more.

Kim Pate, University of Indianapolis Director of Intercollegiate Athletics, joins D2.ticker’s Anthony Grassi from the 2025 NCAA Convention. Pate elaborates on taking the AD role at UIndy, assimilation to culture, and building the pillars of success: “You don’t arrive at excellence. You’re constantly driving.”

Genesee Nutrition Announced as 2025 Convention Partner

Mon, 24 Mar 2025 14:26:22 GMT

Protein bar provider to be the official convention snack break sponsor

BOSCA announced today the renewal of their partnership with Genesee Nutrition. Genesee Nutrition will be the official snack break sponsor for the 2025 BOSCA convention. This collaboration will support professional development and networking opportunities for athletic administrators from NCAA DII-DIII, NAIA, and two-year colleges and universities.

“I’m very happy to have Genesee Nutrition back on board as a convention sponsor in 2025,” said BOSCA Founder Jim Abbott. “Genesee’s protein bars fit the small college niche very well and I’m grateful for their willingness to continue to give back to BOSCA attendees.”

Genesee Nutrition is a family-owned, Colorado-based company dedicated to fueling athletes with premium nutrition. Our team of former college athletes and administrators brings a unique perspective and passion for small college athletics. Committed to redefining the protein bar, Genesee crafts bars that deliver both exceptional taste and optimal performance benefits. Each bar is packed with 20 grams of protein, made from natural and organic ingredients, and is non-GMO and gluten-free.

Launched in the fall of 2024, Genesee Nutrition’s collegiate partner program provides athletic departments the opportunity to receive a generous supply of protein bars to fuel their teams and athletes. Exclusive discounted pricing to replenish inventories and opportunities for resale on campus are just some of the benefits offered in the program.

“I am thrilled to have Genesee Nutrition partner and sponsor the upcoming 2025 BOSCA Convention,” said Will Carr, Genesee Nutrition founder. “As a former NJCAA and Division II athlete, I understand the importance of using proper nutrition as a tool to hit peak performance. This partnership allows us to connect with more athletic directors and universities, as we aim to fuel as many student-athletes and teams as possible with clean nutrition they can count on so that they can continue to reach their peak potential.”

The 2025 BOSCA convention will be held July 13-15, 2025 in Chicago, IL. The convention features a comprehensive schedule of presentations and breakouts that are all led by small college athletic administrators. BOSCA is the only organization that focuses solely on DII, DIII, NAIA, and two-year administrators by providing relevant in-person and virtual training programs throughout the year. For more information on the convention CLICK HERE

For more information about BOSCA, visit their official website at smallcollegeathletics.com . To learn more about Genesee Nutrition visit https://www.geneseenutrition.com/ .

Small College Conversations: Dustin Wilke

Fri, 21 Mar 2025 18:56:51 GMT

Insights from Sun Conference Commissioner Dustin Wilke on scheduling, sport sponsorship, the NAIA's positioning and more.

Sun Conference Commissioner Dustin Wilke joins NAIA.ticker's Kristen Eargle on this edition of Small College Conversations. The two outline conference partnerships with scheduling, marketing, emerging sports and more!

Small College Conversations: Doug Lipinski

Wed, 12 Mar 2025 19:00:24 GMT

Insights from West Texas A&M AD Doug Lipinski about why WT was the right fit for him, professional development and lots more.

Doug Lipinski, West Texas A&M Vice President of Athletics, joins D2.ticker's Anthony Grassi from the 2025 NCAA Convention in Nashville. Lipinksi shares about his first five months at WT, determining career steps and being a leader that encourages your team’s professional growth: “I think it’s our responsibility as leaders to allow our students, student athletes, and assistant coaches to have time with the AD. You have to give them access. The mentorship that I had gave us access to be in the room so you’re hearing things, you’re understanding things which obviously is developing you as a professional for later.”

Small College Conversations: Janet Eaton-Smith

Tue, 11 Mar 2025 16:01:09 GMT

Insights from Ottawa (KS) AD Janet Eaton Smith on her first year leading the Braves, hiring, crafting a vision and more.

On this episode of Small College Conversations, Ottawa AD Janet Eaton-Smith reflects on her first year leading the Braves. The two talk about building a team, hiring coaches, and growing and how to support emerging sports such as women's flag football.

Opendorse and BOSCA Renew Partnership for 2025

Tue, 11 Mar 2025 02:28:28 GMT

Leading NIL data, technology and service company continues investment in small college athletics.

– Opendorse, the leading NIL data, technology, and service company, has renewed its partnership with The Business of Small College Athletics (BOSCA) to spotlight its industry expertise and provide in-person interaction with small college athletics decision-makers. Opendorse will participate in five in-person BOSCA events in 2025, including four Regional Workshops and the BOSCA Summer Convention.

Through this partnership, Opendorse and BOSCA will work together to equip small college programs with the tools and knowledge needed to optimize NIL opportunities for their student-athletes. Opendorse representatives will be on-site at BOSCA events throughout the year, engaging with administrators and sharing best practices on athlete brand building, NIL program development, and revenue-generation strategies tailored for small college athletics.

The 2025 BOSCA Regional Workshop schedule includes:

- February 3, 2025 – Vanguard University (Costa Mesa, CA)

- February 17, 2025 – MId-America Nazarene University (Kansas City, MO)

- Fall locations and dates to be announced

Opendorse will also be a featured partner at the BOSCA Summer Convention in Chicago, Ill., from July 13-15, where small college administrators from across the country will convene for in-depth professional development and networking sessions.

“We look forward to renewing our mutually beneficial relationship with Opendorse for 2025,” said BOSCA Founder Jim Abbott. “Opendorse is a recognized leader in the small college NIL space, and we are grateful for their continued investment in growth opportunities for small college athletic administrators around the country.”

“Our team at Opendorse couldn’t be more excited to continue this partnership with BOSCA” said Jake Daugherty, Manager of Collegiate Partnerships at Opendorse. “Over the past few years, BOSCA and Opendorse have equipped small college leaders with the tools and expertise needed to navigate the evolving NIL landscape. By extending this partnership, we will continue to engage campus leaders and provide guidance as NIL develops at the small college level.”

Through this renewed partnership, Opendorse and BOSCA reinforce their shared commitment to empowering small college athletics by delivering hands-on education, expert-led discussions, and direct engagement opportunities. By collaborating on regional events and national conventions, Opendorse and BOSCA are ensuring that small college administrators have access to the latest NIL solutions tailored to small college athletics.

About Opendorse

Opendorse is the leading athlete network and collegiate technology company, providing products and services to the Name, Image & Likeness (NIL) endorsement industry. 150K+ athletes use Opendorse to build and monetize their name, image, and likeness with support from hundreds of colleges and thousands of brands, fans, donors, and partners.

About BOSCA

For media inquiries, contact Opendorse VP, Collegiate Services & Marketing Julian Valentin at julian.valentin@opendorse.com .

Small College Conversations: Jake Olkkola

Mon, 10 Mar 2025 21:12:10 GMT

Insights from NYU AD Jake Olkkola on his transition to NYU, campus collaboration, key initiatives for NYU and more.

New York University's Director of Athletics, Intramurals, and Recreation Jake Olkkola joins D3.ticker's Anthony Grassi from the 2025 NCAA Convention in Nashville. The two discuss Ollkola's first seven months in his new role, setting a new mission and the process he uses to develop relationships with key stakeholders and planning for the future and potential changes to college athletics.

Small College Conversations: Steve Brockelbank

Fri, 07 Mar 2025 20:55:17 GMT

Insights from Ferris State AD Steve Brockelbank on maintaining success, facilities, broader DII challenges and more.

Ferris State Director of Athletics Steve Brockelbank joins D2.ticker's Anthony Grassi from the 2025 NCAA Convention. The two discuss Brockelbank's take on sustaining success as the Bulldogs have won a national championship in three out of the last four years, scheduling non-conference games, as well as perspective around hot topics such as AQ Bids and more.

Small College Conversations: Jim Giacomazzi

Tue, 04 Mar 2025 21:36:08 GMT

Insights from Wayland Baptist AD Jim Giacomazzi on his transition out of coaching, onboarding a new president, and more.

Jim Giacomazzi, Wayland Baptist Director of Athletics, joins NAIA.ticker’s Kristen Eargle on this episode of Small COllege Conversations. The two discuss his decision to focus solely on his role as an AD after serving as AD and Head Volleyball Coach. Giacomazzi discusses building rapport with a new president, keys longevity at one institution and several initiatives on his plate: “I don’t look at challenges as a negative, it’s just our next project that we will be working on.”

BOSCA and Fanword Continue Partnership for 2025 Convention

Wed, 26 Feb 2025 03:44:03 GMT

Partnership supports professional development for small college athletic administrators

BOSCA announced today the renewal of their partnership with FanWord for the 2025 BOSCA convention. This collaboration will support professional development and networking opportunities for athletic administrators at NCAA Division 2, Division 3, NAIA, and 2-year colleges and universities.

“We are thrilled to continue our partnership with FanWord to support our 2025 BOSCA convention,” said BOSCA Founder Jim Abbott. “Like BOSCA, FanWord is committed to telling the story of small college athletics and supporting administrators in their efforts to successfully lead their departments. FanWord is a natural fit and we look forward to a prosperous year together in 2025.”

FanWord has established itself as one of the leading storytelling & technology companies in college athletics. Since last year’s convention alone, more than 50 small college athletics departments have partnered with FanWord and the company’s storytelling software, FanWord Assist.

FanWord Assist helps college sports communicators create high-quality, written storytelling content more efficiently, including game recaps, feature stories, and other articles. Given the growing demands on the profession, the tool was built to save communication teams time and resources while simultaneously helping them tell more stories and create more content.

“We couldn’t be more excited to continue our partnership with BOSCA,” said FanWord CEO, Chris Aumueller. “BOSCA is a wonderful organization, and we loved our time in Oklahoma City last year. We met a lot of incredible people since then and have formed some truly impactful partnerships and relationships. We can’t wait for Chicago.”

For more information about BOSCA, visit their official website at smallcollegeathletics.com . To learn more about FanWord and its software product, FanWord Assist, click here .

AD in Residence: Southwestern AD Matt O’Brien

Tue, 25 Feb 2025 16:42:17 GMT

Southwestern AD Matt O’Brien dives deep on head coach hiring, culture, evaluating success and more.

Southwestern has made several coaching hires recently. What qualities or characteristics do you prioritize when evaluating candidates? How do you weigh a competitive success experience against long-term program-building qualities or potential?

I believe the most important qualities to consider in candidates are character and work ethic. Knowledge of the sport and charisma are factors. However, I will always be focused on character and work ethic.

How have you refined your hiring process to identify candidates who fit your goals and align with Southwestern's values? What's an insight about the hiring process that you wish you had understood earlier in your career?

In refining our hiring process, we have been able to attract candidates aligned with Southwestern's values. We’ve made significant strides by emphasizing a collaborative and diverse interviewing process by involving a diverse group from our institution, including the president, HR directors, the admissions director, the sports information director, coaches, and student-athletes. This approach allows candidates to gain a comprehensive understanding of our culture and mission, which is important to us because we take pride in who we are.

One insight I wish I had grasped earlier in my career is the value of this comprehensive process. Engaging multiple perspectives not only enriches the evaluation but also helps candidates see how they might fit into our community.

After hiring a head coach, what does your onboarding and integration process look like to ensure their success within the department and on campus? How do you check in with new coaches over their first six to twelve months?

After hiring a head coach, we have a structured onboarding and integration process designed to set them up for success within the department and on campus. Our diverse, strong, committed athletic staff plays a crucial role from the day they first arrive to the completion of the first year. For instance, our sports information director excels at helping new coaches navigate essential elements like social media management and roster organization. Additionally, our associate athletic director provides personalized training on the budget process, ensuring that each coach understands the financial aspects of their role. We also have a recruiting coordinator who guides them through the logistics of our recruitment strategies at Southwestern.

To support new coaches during their first 6 to 12 months, we maintain regular check-ins to assess their progress and address any challenges they may face. This ongoing support helps foster a strong foundation for their success in our program.

Recruiting talented coaches is one challenge, but retaining them is another. What strategies have you implemented to ensure that your new hires feel supported and remain committed to Southwestern?

Recruiting talented coaches is certainly a challenge, but retaining them is equally important. To ensure our new hires feel supported and committed to Southwestern, we focus on providing them with the necessary tools for success in recruiting. We actively work to eliminate obstacles related to fundraising and recruitment so that coaches can concentrate on building their programs.

Additionally, we strive to foster an inclusive environment where support is paramount. We prioritize creating a culture where everyone collaborates and uplifts one another. By being mindful of this supportive atmosphere, we help our coaches feel valued and engaged, which is crucial for their long-term commitment to our institution.

How have you built and cultivated the culture you seek to have amidst personnel changes?

Building and cultivating the desired culture is indeed a challenging endeavor. I believe it is a continuous process that involves daily efforts to treat people with respect and to set a clear tone for our priorities. It starts by establishing a strong and collaborative connection with the Human Resources department. We stress the importance of time management, including punctuality, taking excellent care of our student-athletes, and fostering collaboration within the athletic department and across the whole institution to ensure we are all working towards what is best for the college. By consistently reinforcing these values, we create an environment that reflects the culture we aspire to achieve.

How do you approach evaluating success at Southwestern? What metrics or indicators do you track to measure the overall health of your athletic department?

When evaluating success at Southwestern, the primary metric we focus on is recruitment, as it is relatively straightforward to track and is critical for tuition-driven institutions. In addition to recruitment, we also monitor how well our programs are organized, including budget management and retention rates. While we do consider competitive performance as part of our evaluation, we prioritize the care and concern for our student-athletes. This holistic approach ensures that we maintain a healthy and thriving athletic department.

Small College Conversations: Stephanie Dutton

Mon, 24 Feb 2025 21:28:25 GMT

Insights from United East Commissioner Stephanie Dutton on the league's position after completing a merger, leading from the conference office and more.

Stephanie Dutton, Commissioner United East Conference, joins D3.ticker’s Anthony Grassi from Baltimore for the 2024 Women Leaders in Sports Convention. The two discuss her leadership as the conference has undergone significant evolution including a full rebrand that culminated with the launch of the United East Conference in the summer 2021 and the completion of a full conference merger with the Colonial States Athletic Conference (CSAC) in summer 2023. “I was building the airplane as it was flying at all times. We have a 25 page working document that we work through implementing our merger. There was no handbook or manual.” Dutton elaborates on what’s next for the conference.

Small College Conversations: Patrick Britz

Fri, 21 Feb 2025 21:29:00 GMT

Insights from SAC Commissioner Patrick Britz on his role, stability, leading a league, changes in DII and more.

South Atlantic Conference Commissioner Patrick Britz sits down with D2.ticker's Anthony Grassi from the 2025 NCAA Convention in Nashville. They discuss the role of the commissioner, keeping a fresh perspective, then dive into the latest news of the industry, from scheduling to post-season championships to how the conference has been able to maintain stability.

BOSCA and Summit Lockers Announce Partnership for 2025 Convention

Fri, 14 Feb 2025 13:49:15 GMT

Partnership supports professional development for small college athletic administrators

BOSCA announced today that Summit Lockers will be a partner for the 2025 BOSCA convention. This collaboration will support professional development and networking opportunities for athletic administrators at NCAA Division 2, Division 3, NAIA, and 2-year colleges and universities.

“It’s great to have Summit Lockers as a new partner to support our 2025 BOSCA convention,” said BOSCA Founder Jim Abbott. “Summit is committed to the small college space and we’re grateful for their willingness to invest in growth and professional development opportunities for athletic administrators.”

Summit Lockers is a leading provider of premium phenolic lockers, offering durable, secure, and visually appealing storage solutions for athletic, recreational, and academic facilities. Dedicated to craftsmanship and innovation, Summit manufactures and ships fully assembled lockers from their Columbia, SC, facility, ensuring exceptional quality and efficiency. Summit Lockers specializes in serving universities, colleges, and athletic programs, working closely with clients to design customized locker solutions tailored to their specific needs. Every project is executed with precision and attention to detail, delivering high-performance storage that meets exact specifications.

"Partnering with BOSCA enables us to support small college athletics by providing customized locker solutions that address the unique needs of their programs,” said Bennett Saunders, Business Development Manager at Summit Lockers. “We are excited to foster strong relationships within the BOSCA network and help institutions create spaces that inspire student-athletes and teams to excel."

The 13th annual BOSCA convention will be held July 13-15, 2025 in Chicago, IL. The convention features a comprehensive schedule of presentations and breakouts that are all led by small college athletic administrators. BOSCA is the only organization that focuses solely on D2, D3, NAIA, and 2-year administrators by providing relevant in-person and virtual training programs throughout the year. For more information on the convention CLICK HERE

For more information about BOSCA, visit their official website at smallcollegeathletics.com . To learn more about Summit Lockers, visit www.summitlockers.com

Small College Conversations: Candice Turner and Deborah Rodgers

Mon, 10 Feb 2025 22:03:54 GMT

Wayne State (MI)'s Candice Turner and Tuskegee's Deborah Rodgers discuss evaluating career opportunities, setting and reaching for goals and more.

Wayne State Deputy AD Candice Turner and Tuskegee Deputy Chief AD Deborah Rodgers join D2.ticker's Anthony Grassi from the 2024 Women Leaders Convention. The three dive into setting career goals, developing mentors, how to evaluate when it is time to take another opportunity and more!

Small College Conversations: Miles Gallagher

Wed, 05 Feb 2025 12:00:06 GMT

Insights from Teamworks Senior Business Development Executive Miles Gallagher on solutions for departments, his career move to join Teamworks and more.

Teamworks Senior Business Development Executive Miles Gallagher sits down with BOSCA Founder Jim Abbott to dive into his 11-year tenure at Millersville where he was AD for eight years, his move to Teamworks, solutions for small college athletic departments and more.

Small College Conversations: Nikki Ayers

Mon, 03 Feb 2025 20:22:21 GMT

Insights from Juniata AD Nikki Ayers on retrning to lead her alma mater, developing a competitive culture and more.

Nikki Ayers, Director of Athletics at Juniata, sits down with D3.ticker’s Anthony Grassi from the 2024 Women Leaders Convention to highlight Ayers return to leading her alma mater, creating a competitive culture, leadership development and much more!

MSA Sport, A Division of MSA Design, Becomes BOSCA Annual Partner

Fri, 31 Jan 2025 22:47:50 GMT

Design firm will support BOSCA's annual efforts

BOSCA announced today its strategic annual partnership with MSA Sport for 2025. This collaboration will support professional development and networking opportunities for athletic administrators at NCAA Division 2, Division 3, NAIA, and 2-year colleges and universities.

“I’m excited to have MSA Sport as a partner to provide professional development programming in 2025,” said BOSCA founder Jim Abbott. “MSA is well-positioned to provide value to the athletic administrators that we serve across the country and I’m looking forward to working alongside them.”

Since 1997, MSA Sport has been a trusted partner to higher education athletic departments, transforming the student-athlete and fan experience. As a national leader in sports facility planning and design, we combine innovation with a deep understanding of the unique needs of collegiate athletics. Our expertise spans stadium enhancements, training facilities, and recreation spaces, all tailored to elevate your program’s brand and impact. By working closely with athletic directors and their teams, we craft forward-thinking, technology-driven environments that foster pride, performance, and community—ensuring your institution stays at the cutting edge of collegiate sports. Together, we’ll create spaces that not only inspire excellence but also strengthen the connections that drive success.

"At MSA Sport, we believe that great athletic facilities do more than house events—they inspire excellence, build community, and elevate the entire collegiate experience. Our mission is to partner with athletic directors to create innovative, future-ready spaces that empower student-athletes, engage fans, and reflect the unique spirit of each institution. Together, we’re shaping environments that foster pride, performance, and lasting connections."
— Bill Baker, Vice President & Managing Partner, MSA Sport

As part of this partnership, MSA Sport will participate in several BOSCA-regional & national events throughout the year to connect with athletic administrators.

● February 3, 2025 – Southern California (Vanguard University)

● February 17, 2025 – Kansas City (Mid-America Nazarene University)

● July 13-15, 2025 – Chicago, IL (BOSCA National Convention)

● Fall dates and locations to be announced at a later date

For more information about BOSCA, visit their official website at smallcollegeathletics.com . To learn more about MSA Architecture, visit www.msaarch.com

AD in Residence: Williams AD Lisa Melendy

Fri, 31 Jan 2025 19:54:05 GMT

Williams AD Lisa Melendy on the recent staff reorganization, facility projects, prioritization and more.

Year fourteen as the AD, what are some of the things that take priority on your schedule now that may not have been as prevalent in year one?

In year fourteen, the well-being of our student-athletes is my top priority. We place a stronger emphasis on fostering community health, inclusion, and mental wellness, and we are now more proactive in managing risk—areas that we didn’t focus on as much in the early years. This shift is part of our ongoing commitment to ensuring the most positive and supportive developmental experience for every student-athlete, coach, and staff member within our department. Our goal is to create an environment where everyone is able to thrive.

Last April, the institution received a $10 million donation to renew the college’s athletics and wellness facilities. Part of that sum, along with a $105 million tax-exempt bond, will fund the construction of the new Multipurpose Recreation Center (MRC) following the sudden closure of the Towne Field House. What’s the latest on that project? What have you learned from going through this process?

The MRC project is on schedule and is set to open in January 2026. This initiative is moving forward faster than any previous project of its size at the College, a testament to the team's dedication and collaboration. The new facility will serve as a hub for our track, tennis, softball, and baseball teams, as well as our Outing Club. This process has taught us that focusing on the collective needs of our entire department, rather than catering to the interests of one group, fosters a collaborative spirit. It has brought together department members, colleagues, and students with a shared vision, and we’re proud not only of the final product but also of the respectful and thoughtful process that brought it to life.

This fall, you went through a reorganization and brought in two new senior staff members. What changes have been implemented from that reorganization? How impactful has the shift to a sport supervisor model been for your student-athletes and coaches?

The reorganization followed an in-depth self-study and external review that began before the pandemic. Transitioning to a sport supervisor model has enabled more direct communication between our coaches and the administration, strengthening our presence at team events and activities. In the past, as athletic director, I had 38 direct reports, which made it challenging to offer the support and attention required for effective day-to-day management and long-term planning. With the new structure, I have more bandwidth to reflect strategically on next steps, allowing for clearer communication about our department’s direction. Additionally, by separating the compliance and ADID roles, we’ve enhanced our ability to focus on education in both areas while fostering more comprehensive planning and the introduction of forward-thinking initiatives. On the admissions front, we now have the capacity to analyze data more effectively, which allows us to use resources more efficiently and understand trends in greater depth.

How do you determine your biggest priorities in 2025?

In 2025, our primary focus will be balancing the continued success of our athletics program with an expanded role in supporting the wellness of all students on campus. This includes conducting a comprehensive study to determine the optimal size and scope of facilities that can serve both our intercollegiate athletics and our physical education, club, intramural, and recreational programs. We are aligning this study with the College’s core values, which view athletics as an integral complement to the academic experience and support our commitment to developing the whole person. Our work will continue to prioritize well-being, inclusivity, and fostering strong, supportive communities. Every initiative will be focused on providing a positive, challenging, and competitive experience for our student-athletes.

What are some of the biggest challenges on your plate right now?

Like many Division III athletic departments, we are navigating significant budgetary challenges, particularly with the pressures of high inflation impacting many operational areas. Additionally, our facilities are aging, and we are focused on addressing deferred maintenance while right-sizing them to meet the current demands of our student body. We also face a complicated recruitment landscape, compounded by broader shifts occurring within college athletics, particularly at the Division I level. We are closely monitoring these changes and evaluating their potential impact on our commitment to the scholar-athlete model, which remains central to our mission. Balancing these challenges while upholding our values and maintaining our competitive edge will be critical as we move forward.

Tarkett Sports Becomes BOSCA Annual Partner

Tue, 28 Jan 2025 21:47:31 GMT

Leader in sports construction and surfacing joins forces with BOSCA

BOSCA announced today its strategic annual partnership with Tarkett Sports for 2025. This collaboration will support professional development and networking opportunities for athletic administrators at NCAA Division 2, Division 3, NAIA, and 2-year colleges and universities.

“Tarkett Sports is a leader in the industry and I’m so grateful for their willingness to invest in growth opportunities for small college administrators,” said BOSCA founder Jim Abbott. “2025 is shaping up to be the best year ever for BOSCA and I look forward to working alongside Tarkett Sports to make that happen.”

Tarkett Sports is a world leader in sports construction and surfacing. Providing architectural design, full-scope construction services, and a comprehensive portfolio of industry-leading systems, Tarkett Sports delivers a seamless turnkey experience for its clients.

“Tarkett Sports is dedicated to supporting colleges and universities of all sizes in fostering athletic participation and enhancing the student-athlete experience,” said Jeremy Capo, Vice President of Collegiate Development, Tarkett Sports. “Partnering with BOSCA to advance this shared mission is an exciting opportunity to further our commitment to collegiate athletics.”

As part of this partnership, Tarkett Sports will attend several BOSCA-regional & national events throughout the year to connect with athletic administrators.

● February 3, 2025 – Southern California (Vanguard University)

● February 17, 2025 – Kansas City (Mid-America Nazarene University)

● July 13-15, 2025 – Chicago, IL (BOSCA National Convention)

● Fall dates and locations to be announced at a later date

For more information about BOSCA, visit their official website at smallcollegeathletics.com. To learn more about Tarkett Sports, visit www.tarkettsports.com

Small College Conversations: Mike Racy

Mon, 27 Jan 2025 19:47:18 GMT

Insights from MIAA Commissioner Mike Racy about the state of Division II and college athletics, membership, revenue growth and more.

MIAA Commissioner Mike Racy sits down with D2.ticker's Anthony Grassi from the 2025 NCAA Convention in Nashville. The two talk candidly about the state of Division II from conversations around realignment and the forging of divisions. Racy also shares an update on MIAA growth and revenue streams.

Small College Conversations: Charles Edkins

Mon, 27 Jan 2025 19:45:10 GMT

Insights from Misericordia AD Charles Edkins about the Misericordia Mystique, supporting coaches, evaluating sport additions and more.

Misericordia Director of Athletics Charles Edkins joins D3.ticker’s Kristen Eargle to discuss many of the trending topics in DIvision III. Edkins discusses the metrics that are used to evaluate what sports to add as 22 sports have been added since 1992. The two discuss the athletic training shortage and the emphasis as well as hiring coaches to find the right fit to embody the Misericordia Mystique.

Small College Conversations: Louise McCleary

Mon, 20 Jan 2025 19:48:48 GMT

Insights from NCAA VP of DIII Louise McCleary on the division's priorities, livestreaming and fan engagement, leading a membership driven organization and more.

NCAA Vice President of Division III Louise McCleary sits down with D3.ticker's Anthony Grassi at the 2025 NCAA Convention to dive into the state of the division, DIII's priorities, livestreaming, NPI, leading a membership driven organization and more.

Small College Conversations: Terri Steeb Gronau

Mon, 20 Jan 2025 19:47:07 GMT

Insights from NCAA VP of DII Terri Steeb Gronau on the division's priorities, the DII Think Tank, postseason selection criteria, leadership and more.

NCAA Vice President of Division II and Liaison to the Board of Governors Terri Steeb Gronau sits down with D2.ticker's Anthony Grassi at the 2025 NCAA Convention to dive into the state of the division, DII's priorities, the evaluation of a metric for postseason selections, leading a membership driven organization and more.

BOSCA and Teamworks Announce 2025 Partnership

Tue, 14 Jan 2025 17:44:54 GMT

Leading software provider supports professional development programming

BOSCA announced today the renewal of its strategic partnership with Teamworks for 2025. This collaboration is set to support hundreds of Division II, Division III, NAIA, and two-year colleges across North America, providing them with cutting-edge technology to enhance communication, accountability, transparency, and workflow management within athletic departments.

“I’m excited to have Teamworks on board as a BOSCA partner for 2025," said BOSCA Founder Jim Abbott. "Teamworks is a leader in providing cutting-edge technology solutions and I’m grateful for their willingness to invest in professional development and growth opportunities for small college athletic administrators.”

Teamworks is dedicated to equipping small college athletic programs with tools to navigate the complexities of modern sports management. The partnership underscores Teamworks' mission to simplify operations and focus on what matters most: supporting athletes and driving team success.

Zach Watson, Teamworks' Manager of Sales, emphasized the significance of this milestone: "We’re proud to join forces with BOSCA and extend our commitment to empowering small college athletic departments. Our goal is to provide these institutions with the technology and resources they need to operate more effectively, freeing up their time to focus on their student-athletes and programs."

Through its integrated platform, Teamworks will offer BOSCA members tools to streamline operations, improve collaboration, and enhance the overall student-athlete experience.

Meet Us on the Road in 2025!

As part of this partnership, Teamworks will attend several BOSCA-regional & national events throughout the year to connect with athletic administrators and demonstrate the platform’s capabilities. Here’s where you can find us:

● February 3, 2025 – Southern California (Vanguard University)

● February 17, 2025 – Kansas City (Mid-America Nazarene University)

● July 13-15, 2025 – Chicago, IL (BOSCA National Convention)

● Fall dates and locations to be announced at a later date

By joining forces, Teamworks and BOSCA are poised to redefine how small college athletics programs operate, paving the way for a brighter and more efficient future in sports.

For more information about BOSCA, visit their official website at smallcollegeathletics.com . To explore Teamworks’ comprehensive solutions for athletic organizations, visit teamworks.com .

Small College Conversations: Pennie Parker

Fri, 10 Jan 2025 19:51:28 GMT

Insights from Rollins AD Pennie Parker on culture, remaining fresh after nearly two decades as AD, the value of serving on committees and more.

Pennie Parker, Rollins Associate Vice President/AD, joins D2.ticker’s Anthony Grassi from the 2024 Women Leaders Convention in Baltimore. Parker shares her perspective on culture and strategy as AD for the past 19 years. They also discuss planning for the transition for the new president at Rollins.

AD in Residence: Nelson AD Jesse Godding

Thu, 09 Jan 2025 17:51:22 GMT

Nelson AD Jesse Godding on the impact of the university's rebrand, growth through athletics, facility projects, the future for the NAIA and more.

You’re in year 13 as an AD after serving as a head football coach. SAC Athletic Director of the Year three times to Godding (2014, 2021, 2022) and he was named a Cushman and Wakefield NACDA Athletic Director of the Year in 2023. What’ve been the biggest contributing factors in your ability to build momentum and maintain success in your athletics department?

I would begin by saying there is no overnight success in athletics, just fortunate individuals with the correct blend of experience, skill set, and setting in which to thrive.

Experientially, my upbringing, athletic involvement, and opportunities to be in under-resourced situations provided me not only a breadth of experiences but also depth in those experiences that provide solutions and knowledge for present-day concerns.

The administrative, human relations, self-awareness, and desire to learn and grow are a skill set that I believe I was gifted with but was also honed by multiple mentors and leadership situations.

Lastly, Nelson University has provided me with a transformational environment to work and improve as a person and leader. Supportive administrators and institutional staff, motivated head coaches, and a personal desire to say “Yes” to opportunities to serve at the institutional, conference, and national levels have enabled me to flourish in the Nelson setting.

As succinctly as possible, that sums up the factors that have helped Nelson build momentum and success over my tenure as athletic director.

During your tenure, the number of sport programs and student-athletes has more than doubled at Nelson. What have been the biggest challenges through that growth? What is the optimal number of sports and student-athletes overall and in relation to overall enrollment?

In 2011-2012, Nelson University had less than 200 athletes with football as a sport. In Fall 2024 there were 497 countable athletes, and the football team had only grown about 20% from the Fall 2011 numbers. Obviously, adding sports made a difference in those numbers, but a larger factor was the decision to embrace athletics as an enrollment management tool. Granted, that is not a new strategy in the NAIA, but it was not a practice at Nelson University prior to my term as athletic director.

One challenge with a greater percentage of athletes in the undergrad population at Nelson University is avoiding cultural drift. Hiring practices and consistent reinforcement of mission and values have allowed athletics as a subculture within Nelson University to avoid becoming a counterculture.

A second challenge is the ability of the university to scale up within the athletic department to support the influx of student-athletes. Scaling up can come in the form of support staff, full-time head and assistant coaches, fundraising, facility improvements, and operational budgets. All the areas cited have been challenges during my time as athletic director and by no means would I state we have achieved all that is necessary in these areas, but the effort continues.

The question of optimal growth for the athletic department is another ongoing challenge. As of the Fall 2013 semester, student-athletes accounted for 22% of the undergraduate students at Nelson University. By Fall 2024 that percentage had risen to 54% of the Nelson University undergraduate population. There is a recognition among leadership at Nelson University that multiple colleges and universities operate at a larger percentage of student-athletes in the undergraduate population, but the ongoing philosophical question is where should Nelson University settle. The recognition that athletics can recruit and continue to grow is offset by the larger concerns of the university regarding possible effects on mission and values and continuing to pour additional resources into athletics as opposed to other institutional pursuits.

The university is in the first year of its new name, Nelson University. What has the impact been, if any, on athletics, recruiting, external relations?

It may be too early to state specific impacts of the name change, but there is reason to believe that the reasoning behind the name change will see benefits in all those areas. The purpose of the name change was not to alter the mission and values of the institution. Rather, the capacity to market a conservative Christian university in the 21st century drove the name change.

As athletic director, I anticipate potential student-athletes taking a longer look at Nelson University as opposed to SAGU. That was a firm consideration in a name change. Rather than having potential student-athletes, donors, and other interested parties review the name and move on, there is a hope that the name change will provide an opportunity for them to engage further with the university, and we have anecdotally begun to see that occur.

You cut the ribbon on your new athletic complex on November 1, with fundraising efforts for phase two ongoing. What are the latest fundraising, construction and timeline updates? Once completed, how will this help shape the future of the athletic department?

Due to the scope of the project and having the name change rebranding as an interlude to the project, Nelson anticipates this project continuing for quite some time. Phase One completion highlighted the need to do something with the baseball and softball seating, press boxes, concessions, restrooms and other aesthetics for those spaces that were not included in the original project scope.

I reference the name change because the necessity of rebranding multiple areas of athletics siphoned some project funds in the past 8-10 months.

The goal for Phase Two is to prepare the campus for on-site football. Scoreboards, bleachers, press box, sound system, IT and media, and crowd management are all part of the next phase of the project.

The role of the Nelson University Development Office has been instrumental in this collaboration with their fundraising efforts.

Ultimately, we believe the project will position Nelson University for recruitment and competition for the next couple of decades. Obviously, there are always improvements that come along, but the desire is to position the university for recruitment in Texas, a state where high school facilities rival some Division I schools and tremendous facilities for practice and competition for present and future student-athletes.

What are some of the most significant hurdles you’re facing now? And how do you prioritize what will be Nelson’s next initiatives?

As an institution, Nelson University is at a philosophical crossroads concerning a homeostasis point for athletic growth. This is not merely a discussion of percentage of the undergrad student-athletes desired in the student body. Involved in the discussion are athletic discount rate and net revenue and a continuing review of the future of athletics.

The rising cost of operational budgets is a concern. Post-Covid economics brought about some inflationary costs in everything from food to the cost of sport balls. Operational budgets for most institutions have not kept pace with the increasing operational costs. There is significant tension in athletic departments shouldering more of these costs through fundraising in an effort to stay consistent or continue to better the student-athlete experience on a campus.

Fundraising has become an increasing priority for individual sports and athletic departments. The ability to find new markets for donors and sponsorships is a continuing challenge. You continue to attempt to develop inroads to new sources, create interesting inventory for potential donors, and attempt to avoid donor fatigue with parents and others who have faithfully supported athletics.

A significant hurdle that will be faced in an era of student-athlete mobility for institutions such as Nelson University is to significantly impact student-athletes within the time frame they attend your university. Educational institutions have missions and values that they would like graduates to adopt and carry out when they move beyond the halls of education. How do we create initiatives on our campus to maximally impact the one- or two-year individual who leaves to pursue a better opportunity?

Your current principles for operation guide your priorities moving forward. There are three lenses that drive priorities for Nelson Athletics. First, for Nelson University, the mission of the institution is the umbrella under which all priorities are considered and prioritized. Second, I have always strove to accept the fact that, at any given time, athletics may take a backseat to other priorities at the institution. For example, academics, student development, and campus maintenance will at times rank in priority above athletic needs. As athletic director, you have to view priorities in consideration of the larger university. A third consideration is the continual pursuit of customer service to students.

You are a leader in NAIA having been a member of the NAIA National Administrative Council, serving as the 1st VP of the NAIA-ADA and more. From that lens, what are 2-3 things you’re advocating to keep the association trending in the right direction?

The NAIA is an organization with exceptional leadership at the national office level. I am often amazed at the dedication, creativity, and longevity of the staff. To say the least, these are turbulent times in athletics. Governance associations can find it difficult to see around the corner. The challenge for governance committees and the national office in the NAIA is being nimble enough to respond to the changes in the athletic landscape.

First and foremost, NAIA transfer policies have to create opportunities for non-NAIA student-athletes to attend NAIA institutions without being impeded by policies and procedures that inhibit the ability of student-athletes to transfer and NAIA institutions to recruit with the same advantages as institutions in other governance organizations. In an era of extended eligibility, open recruitment of NAIA rosters, and rising student-athlete self-determination, the NAIA needs to respond to changes in the transfer environment quickly. But you have to balance that with a measured view of the athletic landscape. Knee-jerk responses to complicated issues are not best for the student-athlete or the NAIA.

I would like to see the NAIA be different in its responses to the growing number of incidents of coach and player behavior I see occurring in athletics. In the law of the seed, if you plant a seed, something grows. I do not wish to make the answer to this question a social commentary, but I hope there is strong enough leadership and a determination to truly be Champions of Character in the NAIA in an attempt to combat some of the “weeds” that have grown in athletics. I have always felt the Champions of Character blended well with individual campus initiatives for character development and spiritual formation. Rather than see that eroded in this era, I would like to see the NAIA truly stand for a right way to play.

Chandler Short Named to BOSCA Advisory Board

Mon, 06 Jan 2025 15:12:19 GMT

UCO Deputy AD will provide strategic insights for BOSCA offerings.

The Business of Small College Athletics (BOSCA) announced today the addition of Chandler Short, Deputy Athletic Director/SWA at the University of Central Oklahoma, to their Advisory Board.

Short is a rising star in collegiate athletics and has already served BOSCA in multiple ways including leading presentations at the BOSCA Convention and participating as a guest presenter during BOSCA academies. In her role as a BOSCA advisory board member, Short will provide input on strategic priorities for the organization and help grow professional development initiatives.

“I’m so excited to have Chandler Short joining the BOSCA advisory board,” said BOSCA Founder Jim Abbott. “Chandler has a great grasp of the priorities for BOSCA and I’m certain that she will bring her own ideas and initiatives that profoundly impact our direction moving forward.”

Short spent 6 years working in athletic administration at her alma mater, McPherson College. She held positions as the Assistant Athletic Director/SWA and as Athletic Director during that time. In 2023, Short joined the staff at the University of Central Oklahoma where she leads the efforts for UCO’s corporate sales and marketing programs, and alumni relations, while providing oversight to multimedia and communications in addition to serving as SWA. Short has a master’s degree from the University of Oklahoma in higher education with an emphasis in Intercollegiate Athletic Administration and a doctorate from Southern Methodist University in higher education.

"BOSCA has been at the forefront of advancing professional development in small college athletics, and I am excited to serve as a board member,” said Short. “As our industry continues to evolve, it’s essential that we adapt our approach to professional growth, ensuring it aligns with the dynamic needs of the field."

About BOSCA

BOSCA is dedicated to helping small college athletic administrators grow in the profession. To accomplish this mission BOSCA hosts annual professional development workshops, a summer convention, and virtual programming academies that provide relevant growth opportunities for athletic administrators at NCAA Division 2, Division 3, NAIA, and 2-year colleges and universities. Learn more about BOSCA at www.smallcollegeathletics.com

2024 AD Hiring Trends

Fri, 03 Jan 2025 19:51:13 GMT

A look at the athletic director hires from this past year across small college athletics.

In 2024, there were 118 AD hires across Division II, Division III and NAIA. Those hires break down to 45 in both DII and DII and 28 in NAIA, meaning 14.8% of DII schools, 10.59% of DIII schools and 11.81% of NAIA members hired new ADs in the last year.

One notable trend was the disparity in where ADs were hired from, with DII schools leaning more towards external candidates while NAIA members favored internal hires.

In Division II, the 31 external hires broke down as follows:

Division II: 13 (41.94%)
Division I: 8 (25.81%)
Division III: 4 (12.90%)
Outside: 4 (12.9%)
NAIA: 2 (6.45%)

Comparably, those external hires in DIII were:

Division III: 13 (54.17%)
Division II: 4 (16.67%)
Division I: 3 (12.5%)
Outside: 3 (12.5%)
NAIA: 1 (4.17%)

69.4% of AD hires in 2024 were first-time ADs. Of the internal AD hires across small college athletics, all but three individuals (2 in DIII and 1 in NAIA) were first-time ADs. With hires of external candidates, 53% of those individuals were previously ADs. That broke down to 61.3% of DII external hires, 50% of DIII external hires and 28.6% of external hires having sat in the chair before.

The NAIA led all divisions with the hire of current coaches to the AD chair, with 39.3% being hired as a coach and another 25% of

hires having been former coaches in their career. In DIII, 20% of hires were active coaches and 37.8% were former coaches. Both of those trended heavily to be internal hires, with current and former coaches accounting for 78.6% of DIII and NAIA AD hires.

The majority of hires this past year were men, with DII, DIII and NAIA following a similar 75/25 male/female split. In Division II, seven of the 11 female hires had previous AD experience. That was not the case for DIII and NAIA, where three DIII female hires were ADs and just one NAIA female AD hire was previously an AD. The lone female AD hired for a new role, Janet Eaton-Smith at Ottawa (KS) was also the only female AD hire who was an external hire. Comparatively in DIII and in DII, 41.7% and 30%, respectively, were internal hires, slightly below the overall trend line.

DII led small college athletics with the most minority AD hires with 11. Four of those hires were at HBCUs, leaving the non-HBCU minority percentage at 17.07%. Similarly, in the NAIA, two of the five minority hires were at HBCUS.

The overwhelming majority of AD hires in 2024 held Master's degrees as their highest level of education.

Master's: 66.9%
Bachelor's: 18.6%
Doctorate: 13.6%

Small College Conversations: Mike Hall

Fri, 20 Dec 2024 21:43:47 GMT

Insights from SSAC Commissioner Mike Hall on collaboration with peers, key NAIA issues and more.

Southern States Athletic Conference Commissioner Mike Hall joins NAIA.ticker's Kristen Eargle to give the latest on partnerships, brand sponsorships, neutral-site championships and more. Hall also reflects on his transition from an athletics director to a commissioner and what skill set is becoming more pivotal in today's landscape.

Small College Conversations: Lesley Irvine

Mon, 16 Dec 2024 21:07:26 GMT

Insights from Colorado College AD Lesley Irvine on leading a multi-divisional program, positioning, the transition from coach to AD and more.

Colorado College VP/AD Lesley Irvine joins D3.ticker’s Anthony Grassi to discuss leading an athletics department with the intricacies of competing in multi-divisions and three different conferences. “It’s getting your hands on the information. I set aside time to just read.” Irvine discusses top challenges as well as leveraging Olympic Sports in Colorado Springs.

AD in Residence: Alaska Anchorage AD Ryan Swartwood

Thu, 12 Dec 2024 16:26:54 GMT

Alaska Anchorage AD Ryan Swartwood shares his vision for UAA, insights as a multidisivional school, keys for extraordinary Volleyball support and more.

Recently, you broke the DII Volleyball regular season attendance record when UAA hosted Alaska Fairbanks. You also have three of the five most attended regular-season games in the history of DII. How has the volleyball program created such a dedicated fanbase? What initiatives have been tried and successful to boost fan engagement and attendance? What are some of the ways you have been intentional to expand visibility and drive fans to the sport?

Our former Head Coach (Chris Green) led the UAA Volleyball program for 15 years. Coach Green did an excellent job in developing the comprehensive program. I credit him with the inspiration and success of the first ‘Pack the House’ match in 2022.

When Coach Green resigned, his Assistant Stacie Meisner was named Head Coach. In turn, ‘Pack the House’ had become an annual event.

At UAA, we embrace comprehensive sport program administration. We pride ourselves on attention to the details. Growing up in Merced, California, I was a San Francisco 49ers fan. Hall of Fame Coach Bill Walsh wrote a book, The Score Takes Care of Itself. It includes many outstanding principles that we have tried to emulate in our program. In short, I believe the success of a program is the success of the individual interconnected component pieces.

The success of our Volleyball program has been an attractant to the university community. We are also in a good position where our programs have a dedicated following. We have a spectacular fan base and a fantastic facility; the Alaska Airlines Center is a $100 million arena with a capacity of 5,000.

For Volleyball events, we start planning and promotion of ticket sales months in advance. We work with Orange Slice Marketing Agency here in Anchorage to promote the event on radio and social media. Outreach to the youth Volleyball community is also a key component.

It has been a great feeling for our department and our community to set an attendance record once again, and planning for 2025 ‘Pack the House’ is already underway.

UAA has taken some steps to develop NIL resources for student-athletes, launching the Seawolf NIL Exchange with Teamworks Influencer and partnering with Influxer for merchandise. Why was now the right time to roll out these partnerships? What impact has NIL had so far, and what impact do you hope these partnerships will have on your student-athletes and department?

It seems as if NIL has come as a shock to many people. The Alston Supreme Court ruling in 2021 opened the door, and the NCAA in turn changed their rules and regulations.

Over the past 3 years it has been a disruptive force in the affairs of athletic programs across the country. In turn, UAA continues to find our way forward – despite the disparity across Division 1 and 2.

I feel that we are continuing to find the best way to develop a sustainable model, yet questions remain. With that said, I believe after 3 years, it is a future reality and appears a dramatically untapped opportunity across D2 Athletics.

Compared to D1 schools, at UAA our funding would seem a fraction of the larger schools/power conferences. Yet the model remains the same. We are seeking all available intelligence across the industry to determine what is most relevant in our foreseeable future. This requires an adaptive and agile mindset. Competitive-minded!

We see the Seawolf NIL Exchange and Influxer Merchandise as the foundation of a sustainable NIL program here at UAA.

As a multi-divisional school with Men’s Hockey and Women’s Gymnastics competing at the Division I level, how are you approaching all of those significant changes? Do you have plans for post-House? How are those decisions impacting how you think about supporting your Division II programs?

While we are a multi-divisional school, we don’t consider that as unusual. For many years, it has been our reality. And it has helped us develop an open-minded and adaptive mindset.

I believe there has never been a time when industry intelligence has been more important. I am fortunate to have ‘professional working relationships’ with 30 ADs and executives across the industry. Tapping into their wealth of knowledge, skills and experiences has been a tremendous learning experience.

Additionally, collaboration is a huge consideration. Sharing experiences with others is vital. Many would argue collegiality in college athletics has gone by the wayside. My experience has been quite different. Friends, colleagues and advocates in different conferences around the country have been as accessible to me as I am to them!

I am especially intrigued with the ‘logic’ of each of the 2 divisions. The Division I experience helps us with Division II, and Division II helps us with Division I. We continue to make decisions that bring the greatest good to the department.

You’ve endured significant challenges at UAA during your tenure from the passing of an AD, through the pandemic, a litany of funding challenges and state budget cuts and more. How did you lead the department through those times? On the budget cuts specifically, what learnings would you pass along to your peers who may be experiencing similar challenges?

I have learned to see problems and challenges as a normal part of life. Not to say I do not feel their effect, I just elect not to dwell on them. I feel the key is to keep moving and maintain a forward focus.

With regard to our budget, I am comfortable with my perspectives, though they may be different. My perspective is that resources are always limited, so they should be treated as special.

When I’m looking at our budget, it can appear to be a daunting process. There are so many considerations: start-up costs, continuing costs, surprise costs, one-time costs, gender equity costs, and more.

When making decisions, I am thinking of the most effective use of resources and the fulfillment of our Annual Operations Plan. I also think of efficiency. We do not have resources to waste. And time is a resource. Thinking of meeting schedules! I also think of reporting, as we are a public institution and accountable to reporting and audit. Additionally, my mind is constantly focused on sustainability, providing efficient and uninterrupted services to our constituents.

When you look to add staff members, what particular things do you have to overcome and what seems to resonate with potential candidates looking to work at UAA? How may UAA be different, from a work standpoint, than previous institutions you have worked at?

We have been fortunate to have a stable and seasoned professional staff. Perhaps my favorite example is our Senior Associate AD/SWA Dede Allen. Dede has 30 years of service at UAA and represents the heart and soul of this department.

When I consider what drew me to Alaska, it was largely a sense of adventure. Alaska is a beautiful place; our campus overlooks the Chugach Mountain Range. So if you love the outdoors, this is a destination. At the same time, Anchorage is a cosmopolitan city with fantastic amenities. And there is an international airport ten minutes from campus, as we are one of the top cargo hubs in the world.

UAA offers spectacular learning opportunities. We pride ourselves on creating a work environment that encourages self-improvement and growth in our knowledge, skills, and experiences. We also have a spectacular facility in which to work – all in the service of our wonderful student-athletes and our university community.

We certainly have a number of nuances here. We are a multi-divisional school, and our teams fly to all ‘away’ competitions.

What is your vision for UAA athletics? How do you go about determining what takes priority in building your vision for the Seawolves?

My most significant professional achievement was the opportunity to work for (and with) Chancellor Sean Parnell. Chancellor Parnell is the former governor of the State of Alaska. The Chancellor has provided me with presence and access, two things every AD in the country would hope for. Chancellor Parnell is actively engaged as a university leader, administrator, community member and fan.

Additionally, our System President Pat Pitney truly understands and embraces college athletics. She is an Olympic Gold Medalist in air rifle.

As such, my vision is very much aligned with the strategic vision of university leadership and their plans for the future of the university.

When we consider priorities for the department, we collaborate as an athletics senior staff and set our top priorities and goals for the year ahead as part of an Annual Operations Plan.

We track our progress and achievements on those priorities and goals on a regular basis, including our weekly senior staff meetings. This keeps priorities and goals front of mind.

Small College Conversations - Andrea Ricketts-Preston

Mon, 09 Dec 2024 15:58:50 GMT

Insights from Mount Holyoke AD Andrea Ricketts-Preston on her first 90 days in the chair, building culture and more.

Andrea Ricketts-Preston, Mount Holyoke College Director of Athletics and Chair of Physical Education joins D3.ticker’s Anthony Grassi from the 2024 Women Leaders Convention. The two discuss the first three months in the role as Ricketts-Present worked remotely, building culture and the vision for the next decade.

Small College Conversations - Karen Carty

Fri, 06 Dec 2024 21:53:18 GMT

Insights from Virgin Islands AD Karen Carty on evaluating career opportunities, unique challenges for UVI and more.

Dr. Karen M. Carty, Director of Athletics at the University of the Virgin Islands, joins NAIA.ticker’s Anthony Grassi from the 2024 Women Leaders in Sports. The two discuss Carty’s first year as AD, overcoming challenges that present leading teams across two islands and outlining the initiatives over the next few years.

Small College Conversations - Bren Stevens

Wed, 04 Dec 2024 21:19:15 GMT

Insights from Charleston AD Bren Stevens on leadership development, emotional intelligence and lots more.

Dr. Bren Stevens, University of Charleston Vice President and Director of Athletics, joins D2.ticker’s Anthony Grassi from the 2024 Women Leaders in Sports. The discuss leadership styles, incorporating leadership development into staff training, identifying emotional intelligence and other core values in hiring and more!

Small College Conversations - Dan Schumacher

Mon, 02 Dec 2024 21:30:27 GMT

Insights from Northland AD Dan Schumacher on leading through the college's financial challenges, a new model, industry challenges and lots more.

Dan Schumacher, Northland College's Executive Director of Intercollegiate Athletics, joins D3.ticker's Kristen Eargle to discuss his leadership vision and the past few months as Northland College Board of Trustees voted to approve a refocused model for the College which will allow the institution to remain open. Schumacher shares about how he connected with student-athletes, hired coaches and maintained stability.

Small College Conversations - Erika Wallace

Wed, 27 Nov 2024 20:38:05 GMT

Insights from Wayne State AD Erika Wallace about leveraging partnerships locally, revenue generation, serving as Women's Basketball Committee Chair and more.

Wayne State University Director of Athletics Erika Wallace joins D2.ticker’s Anthony Grassi. Wallace highlights the new Wayne State Fieldhouse built in collaboration with NBA G League Motor City Cruise, the building process, opportunities for revenue generation as well as her personal perspective of leadership and the progression from interim to full-time Director of Athletics.

Small College Conversations - Chesney Sallee

Tue, 26 Nov 2024 21:10:21 GMT

Insights from NAIA VP of Membership Value and Governance Chesney Sallee on her growth, driving value, leading in a membership-driven organization and more.

Chesney Sallee, NAIA VP of Membership Value and Governance, joins NAIA.ticker’s Anthony Grassi from the 2024 Women Leaders in Sports Convention for this episode of Small College Conversations. Salle discusses her own career path and progression as a leader as well as identifying what’s separating the NAIA and future growth of the league.

Small College Conversations - Chris Graham

Mon, 25 Nov 2024 19:54:24 GMT

Insights from RMAC Commissioner Chris Graham on the state of football in DII, supporting and developing leaders and more.

Rocky Mountain Athletic Conference Commissioner Chris Graham joins D2.ticker’s Anthony Grassi from the 2024 Women Leaders in Sports Convention for a Small College Conversation. Graham talks about honoring Nike Lifetime Achievement Former Director of Athletics at Regis University Barbara Schroeder as well as advocating for others to thrive in the profession. Graham weighs in on in direction of many topics including Division II football.

AD in Residence: MIT AD G. Anthony Grant Ph.D.

Wed, 20 Nov 2024 22:46:24 GMT

MIT AD G. Anthony Grant dives into leading such a prestigious academic institution, fostering continued success, leadership challenges and more.

You direct a department that supports one of the most comprehensive Division III athletic programs in the country with 33 intercollegiate teams, in addition to overseeing recreation for an institution with an enrollment of over 11,000. As you enter your fourth full academic year leading the Engineers, how do you go about leading the organization and setting and achieving goals to move MIT forward?

MIT is a fascinating place and it’s personally gratifying for me to lead a department that has a significant impact on the student population at a world-renowned institution. In addition to sponsoring 33 intercollegiate athletic programs and a comprehensive recreation program, we also sponsor a wide range of club sport and intramural programs, as well as a robust Physical Education and Wellness curriculum, which is part of the General Institute Requirement. We are one of the few departments on campus that has a touchpoint with every student on campus. Every day I think about how we can position our department to fulfill our mission to more effectively meet the needs of our students and the broader MIT community, while also positioning our athletic programs for sustained success and the pursuit of excellence.

When you became the AD at MIT and MSU Denver before that, you succeeded ADs who had been there for well over a decade. How did you approach taking over for such respected, established leaders?

I have learned a great deal from both Joan McDermott (MSU Denver) and Julie Soriero (MIT). They are both transformational leaders that made long-lasting impacts at their respective institutions and on the national scale. They are both Hall of Fame athletic administrators that deserve all their impressive accolades. Fortunately, for me, they left behind departments with strong foundations that I could build upon. During the first few months at each institution, I was able to take the time to learn about the department and get to know the student-athletes, coaches, staff, alumni, and key campus constituents to truly assess what the needs of our programs were before implementing the direction for the department under my leadership and vision.

MIT has finished in the top 25 of the Division III LEARFIELD Directors' Cup every year since 2010-11, finishing inside the top 10 most years. What are a handful of things that seem to be playing a part in this success? How have you worked to foster continued success?

There is an expectation that we strive for excellence in everything that we do. Our success is not just defined by our wins and losses; it’s really defined by the investment that we make in our student-athletes to ensure they are receiving a high-quality and well-rounded experience during their time here at MIT. The success of our programs started with a commitment to elevating the athletic experience for our student-athletes to align with the academic experience that they were receiving in the classrooms and the labs. We have been able to recruit student-athletes who are not only gifted academically, but who are also talented athletes. MIT has a 4% acceptance rate. The admissions process for our student-athletes is the same as it is for the general student population, which presents a challenge in recruiting. However, we have committed and talented coaches and staff who work diligently to identify outstanding student-athletes who not only meet the academic profile of the institution, but who can also compete at a high level.

We are only as successful as our people. Over the years, we have been intentional in making investments in areas that will enhance the student-athlete experience and secure resources that will position our coaches and staff for sustained success in support of our student-athletes.

MIT is one of the most prestigious institutions in the world. Two questions: How have you gone about building relationships across campus? And how are you tapping into those resources on campus to benefit athletics?

It goes without saying that the academic enterprise clearly drives MIT, which makes developing relationships with faculty essential. In my role, I serve as Department Head, in addition to my role as Director of Athletics. Serving as a member of the faculty allows me to engage with faculty in other departments across campus and collaborate within the Institute governance structure. As I noted earlier, our department is one of the few departments that has a touchpoint with every student on campus. We also play a key role in supporting the Institute’s overall commitment to health and wellbeing throughout campus. Through our physical education and wellness curriculum, clubs and intramural offerings, and campus recreation resources, we can collaborate with faculty and other key offices on campus to create and secure innovative resources that not only benefit our intercollegiate athletics programs, but our general student population as well.

What is the biggest challenge your department is facing and how are you and your team thinking about how to solve it?

Our challenges are consistent with what most athletics departments are facing. We are monitoring the changing landscape of the NCAA and how these changes will impact Division III, particularly as it relates to NIL, monetization of DIII assets, conference realignment, changing transfer regulations and its impact on recruiting, in addition to how to meet the needs of our student-athletes more effectively, to name a few. There are numerous external factors impacting our enterprise and there are no easy answers to solve these problems. These are challenges that we track on a regular basis. My team and I continue to educate ourselves (as well as our internal and external constituents) on what is occurring across the broader landscape to develop strategies that will position our department to be able to respond and take proactive measures to address these challenges, when possible.

You’ve worked at the Division I, II and III levels, what are some of the nuances of Division III that you have learned to navigate in leadership?

I have developed an appreciation for my experiences in all three divisions. While MIT is a multi-divisional department competing primarily at the Division III level, the scope and scale of the department are comparable to many Division I athletics departments, with our crew programs competing in Division I but with a Division III philosophy. The philosophy at the Division III level is clear in its commitment to ensuring that a student-athlete’s activities are conducted as an integral part of their educational experience. At this level, there is more intentionality in fostering an environment that positions our student-athletes for success in competition, while also supporting their nonathletic pursuits. I have always had a holistic approach to enhancing the student-athlete experience, but ensuring that the athletic responsibilities for our student-athletes do not detract from their academic pursuits and involvement in other activities on campus is more of a point of emphasis at the Division III level.

As someone who has more than nine years of experience in the chair, what career advice would you give to aspiring ADs? And what would you prioritize early in your career if you were to start over?

The first piece of advice that I would provide anyone who aspires to become an AD is to be clear about their motivation for why they want to move into the “chair” and not waiver from their core values. It is your responsibility to set the direction and embed the culture within your respective departments to position your student-athletes, coaches, and staff to thrive. While being an AD is extremely rewarding, this is a position that also has its fair share of challenges, including navigating pressures both internally and externally. Often our decisions have a broader impact on the individuals within the respective programs we lead. Anyone who aspires to be an AD (or leader in any organization for that matter) needs to not only be clear about their motivation and core values but be able to use it as a guide to make decisions for the overall benefit of the department, even when it's difficult or unpopular.

Authenticity as a leader is extremely important. Develop a leadership style that is consistent with who you are as a person. Stay true to yourself. Be honest enough to admit your mistakes and hold yourself accountable, just as much (if not more) than the team you lead.

Pursue positions at institutions aligned with your core values and that have a shared vision for the success of the athletics department and commitment to the students we serve.

It is immensely important to have a team of mentors who you can share ideas with, talk through challenging situations with, and who can tell you when you are wrong. Leadership can be lonely at times and my mentors have been an invaluable support to me over the years.

Lastly, it is extremely easy to become consumed by the time demands and pressures associated with being an athletics director. In this position, you are constantly serving and pouring into others. It is important not to forget about taking time out for yourself and your family. I was not particularly good about that early in my career. I am being more intentional about doing a better job of establishing more of a balance when I can.

AD in Residence: Lewis-Clark State AD Ronnie Palmer

Thu, 14 Nov 2024 22:32:22 GMT

Lewis-Clark State AD Ronnie Palmer shares his insights into his first 90 days, keys for success, why LCSC was a good fit for him and more.

Congratulations on your new role! What was your focus in your first 90 days since you have been in the athletic department?

Thank you! My primary focus in the first 90 days has been to deeply understand the culture, strengths, and areas for growth within LC’s athletics. I wanted to build relationships with our student-athletes, coaches, and staff and open lines of communication with them. It’s essential to foster a collaborative environment so we can create a clear path forward. I’m also making a point to listen to the broader campus community/stakeholders to ensure our department aligns with the mission and vision of LC State and the LC Valley.

Why is LC the right place for you? Coming from Division II, what is it about Lewis-Clark and being an NAIA Institution that drew you to this opportunity?

LC has a unique and close-knit community that values the holistic growth of our student-athletes, which is something that really resonates with me. The college’s commitment to balancing academic excellence with athletic achievement aligns well with my own values. Coming from Division II, I’ve seen how impactful athletics can be on a campus culture, and I’m excited to bring that experience to the NAIA level, where the community focus and student-centered approach allow us to build meaningful, lasting relationships.

While NAIA and NCAA Division II have a lot in common—both offer a competitive athletic experience and prioritize balancing academics with athletics—each has a unique vibe and community feel.

How important is it for LCSC to continue to host the NAIA World Series?

Hosting the NAIA World Series is incredibly important to LC. It’s more than just a tournament; it’s a tradition and a point of pride for our campus and the Lewiston community. This event showcases our facilities, our town, and our commitment to athletics on a national stage. It also has a significant economic impact on the area and brings together fans, families, and alumni. We are committed to keeping this tradition alive and enhancing the experience for everyone involved.

LC saw a 16.5% increase in freshman enrollment. What has and can athletics at LC do to support enrollment growth for the institution?

Athletics can be a powerful tool for drawing students to campus. A successful athletic program creates a buzz and sense of pride that extends beyond the teams themselves. We plan to leverage this momentum by building more community engagement opportunities and expanding our recruiting efforts, ensuring prospective students see LC as a place where they can thrive both athletically and academically. Collaborating with our admissions team to showcase our facilities, coaches, and student-athlete success stories is also key.

What have you identified as the keys to success for athletics at LC State? How do you plan on supporting those keys?

The keys to success lie in providing our student-athletes with the resources they need to excel in the classroom, on the field, and as individuals. This means strengthening support in areas like academic advising, mental health, and professional development, as well as fostering a winning culture built on respect, accountability, and teamwork. We’re also focused on maintaining our top-notch facilities and providing the resources our coaching staffs need to be successful. By investing in these areas, we’re setting the stage for sustainable success.

How do you go about prioritizing setting a vision and what initiatives you will tackle first? And what’s the biggest challenge on your plate over the next year that you are excited to tackle?

Setting a vision starts with assessing where we currently stand and listening to feedback from our stakeholders. From there, it’s about setting realistic, actionable goals that build toward our long-term vision of elevating LC athletics. My priority initiatives include enhancing student-athlete services, developing/fostering community partnerships, and bolstering alumni relations to increase support for our programs. The biggest challenge I’m looking forward to is expanding new revenue-generating ideas and sources. It’s a big task, but one that will position LC State to support our student-athletes and help us compete at a high level.

Small College Conversations - Jen Flowers

Thu, 14 Nov 2024 21:00:49 GMT

Insights from Southwest Minnesota State AD Jen Flowers on leadership, her career path and more.

In this episode, Jen Flowers, Director of Athletics at Southwest Minnesota State, joins BOSCA Founder Jim Abbott on her career path and vision for leadership.

Small College Conversations - Crystal Gibson

Wed, 13 Nov 2024 20:51:52 GMT

Insights from St. Mary's (MD) AD Crystal Gibson on her leadership role within DIII, career transitions, navigating presidential changes and more.

Crystal Gibbons, St. Mary's College Director of Athletics and Recreation, sits down with D3.ticker’s Anthony Grassi from the 2024 Women Leaders in Sports Convention in Baltimore. They discuss Gibbons career path from coach to director of athletics and navigating upcoming change with a new president incoming at St. Mary’s College.

Expert Roundtable: Uniform Partnerships

Tue, 12 Nov 2024 20:58:26 GMT

Four NAIA ADs dive into being first-moves on uniform partnerships, motivations, their sales processes, how revenue will be used and more.

How important was it to be a first-mover on this new revenue opportunity?

Chad Briscoe (Grace) - One of our pillars in the Grace athletic department is Christian excellence, and pursuing that excellence hopefully creates opportunities to be an industry leader at times both on and off the field of athletic competition. This was a great opportunity to be at the forefront of a new initiative in the NAIA, which fortunately worked out for our institution.

Robyn Daugherty (John Brown) - I think approaching potential sponsors as quickly as possible after the legislation passed gave us the opportunity to really tailor the sponsorship to what works for us and what works for the vendor. Without historical data in place, it really gives you the opportunity to bring creativity and flexibility to an agreement.

Kristin Gillette (Park (MO)) - The importance for us was that this new opportunity generated revenue to relieve our operations budget. Finding a sponsor that could financially support our program allowed us to extend our uniform budget line further.

Ashley Walyuchow (Houston-Victoria) - It wasn’t important to strike while the iron was hot. I have long been a proponent of advertising on uniforms and pitched a proposal to the NAIA years ago that was not approved. I think as long as we don’t look like NASCAR and it is done tastefully with the parameters the NAIA put in place, it’s a logical move to increase the revenue we need in small college athletics, especially with the inflation we have been seeing.

What motivated the decision to seek out a uniform partnership?

Briscoe (Grace) - One of the many things I love about being a member of the NAIA is that they are always on the cutting edge of innovation and forward thinking in intercollegiate athletics. When the sponsorship opportunity was passed at the convention in Kansas City last April, I met with our President Dr. Drew Flamm and assistant athletic directors, and we began the discussion of exploring potential partnerships to see if we could find a uniform sponsor.

Daugherty (John Brown) - For JBU, we really saw the financial value. With inflation really impacting our budgets, we knew that if we could find sponsors to fund our uniforms, we could continue to provide our student-athletes with the same level of equipment and supplies.

Gillette (Park (MO)) - The motivation is the win-win combination for the company and our athletics department. Anytime we can grow a relationship and the visibility of a company in our community, which then improves the student-athlete experience, is a win.

Walyuchow (Houston-Victoria) - The opportunity to help our team budgets. Some discussions have taken longer than others, such as golf, because the costs are more significant. Golf was a quicker pitch and answer than say teams with larger uniform numbers, as the cost of those sponsorships is higher.

Why did you decide to sign a sport-specific or all-encompassing uniform partnership?

Briscoe (Grace) - Building unity within our department has always been a priority for our culture. As we thought about this partnership, we discussed all options: do we all of our sports have a separate sponsors or do we explore finding one sponsor for all our programs? In the end, we felt it was best to find a sponsor that would serve as the sponsor for all our programs.

Daugherty (John Brown) - As I thought about uniform sponsors, I was open to either, but I knew that the number of businesses that could do a department-wide sponsorship was limited. I also wanted this to be an opportunity for a real partnership between a sport and a business – where there were shared interests and benefits for both.

Gillette (Park (MO)) - Unfortunately, we were not in a position yet to have that relationship ready to roll for all-encompassing. So, for us, we are working with companies that have a team connection. We are equipping our coaches with materials and a value proposition to assist in connecting these partnerships.

Walyuchow (Houston-Victoria) - For us, it made sense to do it this way. We didn’t really identify one sponsor that we felt could do all our uniforms.

Walk us through this sales process. Who all was involved? Did you seek out this specific partner for this opportunity?

Briscoe (Grace) - We are fortunate in Winona Lake/Warsaw, Indiana, to be called the Orthopedic Capital of the World. We are blessed to have two Fortune 500 companies in our community. Our President Dr. Drew Flamm has very close connections and partnerships within the community, and we wanted to leverage those connections as we put together the sponsorship opportunity. We did seek out Zimmer Biomet as the exclusive partner for this historic uniform sponsorship. As I have shared from the beginning, this partnership was about more than financial support/gain. Our community is very close and working with the Orthopaedic companies, we have many internship opportunities for our students, class experiences for our students to learn from leaders in the industry and ongoing collaboration with many projects that enhance our community and campus.

Daugherty (John Brown) - I began by talking to coaches and letting them be involved as much as they wanted to. And, as someone who has been at JBU for 30+ years and in this community for 40+ years, I felt I could identify some possibilities. For our first sponsorship, the XCTF coaches led the process, and I gave advice as we moved through the negotiation, but there is no way this would have happened without the coaches being heavily involved. For our second sponsorship, I was the main contact and worked directly with the business contact, while also making sure the coach had input on all the details. For our third sponsorship, which is currently in the early stages, the head coach and a former student-athlete are working together on details. My input at this point is to ensure it’s a fair partnership/sponsorship and it’s built with the same foundational principles as the others. Each sport’s uniform pricing varies, with some having home/away and some with just one jersey. Some sponsors may want to look at pre-game warm-up options in addition to uniforms. Bottom line: we want the sponsor to feel good about the advertising they are receiving. We don’t want it to just be a “money grab” mentality. It was also important to us to have the sponsor logo sublimated into our jersey. We wanted to be able to offer the sponsorship for the life of the jersey — not just a patch for a year.

Gillette (Park (MO)) - Park Athletics took the last two years to develop a strategic plan that now provides us direction and gives us a clear message to share. Our Pirate Fund has launched and our staff is equipped to take advantage of rule changes such as this. We have been hard at work developing a relationship and work flow with our advancement office to help us make the asks and then provide the appropriate donor paperwork.

But honestly, Coach Jason Kline has the relationship with Hardscape Construction. They wanted to support his program. It is a three-year agreement with the sponsorship dollars being paid over the three years. It took several dinners and some Pirate gear, but it was clear they wanted to support our student athletes.

Walyuchow (Houston-Victoria) - We looked at the cost of uniforms for each sport and put a value on the exposure that 2.5 million impressions we generate via social media would bring, as most of the exposure would be in pictures used in stories, recaps and social posts, and what that would bring to a potential sponsor, and then set a price point that we feel is a win-win for the sponsor and our department. For golf, we approached our golf course partners as an obvious first right of refusal, and 2 of the 3 courses we use jumped on board immediately. I involved the coaches in talking with the head pros at the courses as they have established relationships. The dollars raised help operations and stretch our budget by covering the cost of the uniforms.

Have received any push back from faculty/staff, student-athletes, or alumni?

Briscoe (Grace) - We have only received great feedback and support from our campus community, student-athletes and alumni. We have many alumni who work in the orthopedic world and have shared their great support for this new opportunity.

Daugherty (John Brown) - I have not received any pushback at this time. I have had to explain to some in our community about the size restriction of the logo. Some watch a lot of professional sports and see the large logos and text and how it diminishes a team name.

Gillette (Park (MO)) - We have only received positive feedback.

Walyuchow (Houston-Victoria) - So far, it has been well received by all stakeholders.

What will the impact of this partnership be on your department?

Briscoe (Grace) - The impact has been great to continue to share about Grace College and all the Lord is doing on our campus in Winona Lake, IN, as we prepare students to impact the world for Christ. The funding will go to continue to support our 19 varsity athletic programs.

Daugherty (John Brown) - At this time, the funds stay within the sport that wears the sponsored uniform. As I said before, at this time, these sponsorships are helping our teams continue to provide the same amount of equipment and supplies as in the past, even though costs have risen.

Gillette (Park (MO)) - The first year covers the cost of the uniforms. Year 2 & 3 will help us fill in any additional uniforms needed. With these expenses covered, it allows us to stretch our dollars for items that we typically have to ask the students to fundraise. It is a relief to the school and family and friends that do not have to be asked for additional dollars.

Walyuchow (Houston-Victoria) - I am hoping once we get this established, potential sponsors will be lining up to be associated with us in this way. The funds will be used for operational support.

What lessons would you give to your peers about signing a uniform partnership?

Briscoe (Grace) - The NAIA helping member institutions generate additional revenue streams is a tremendous opportunity for athletic department growth. I would encourage building relationships with those in your area/community who might have a desire to give back to your institution. It is important to show the potential partner what their logo looks like on the uniform and the success on and off the field/court that your athletic teams have built. We talked about academic success, being a champion of character institution and the service our teams provide in the community. I would also share the return on their investment at our level is not TV exposure but it is life impact and being associated with an institution who is pursuing excellence and impact lives to be future leaders in the world.

Daugherty (John Brown) - Go into this as a partnership, not just a sponsorship. Be open to unique, creative ideas that bring value to both the institution and the sponsor.

Gillette (Park (MO)) - Take a look at your sphere of influence and ask the question, where is there a win-win combination? We are asking that same question throughout the department to help provide the same experience for all teams in our department. Other items to consider:

Work with your sports information and communications offices to understand visibility metrics for all of your assets.
Know your uniform expense line history.
Make the ask.

Walyuchow (Houston-Victoria) - Be realistic. We are not D1 programs with six-figure donors hanging around. Be realistic with your valuations. The money you receive will allow your dollars budgeted for uniforms to go further as the sponsorship at our school will pay for the uniforms and help operations.

Small College Conversations - Denisha Hendricks

Fri, 08 Nov 2024 22:11:52 GMT

Insights from Johnson C. Smith AD Denisha Hendricks on her first 90 days with the Bulls, balancing leadership roles, capitalizing on success and more.

Johnson C. Smith’s Director of Athletics Denisha Hendricks sits down with D2.ticker’s Anthony Grassi from the 2024 Women Leaders in Sports Convention. In this episode, the two discuss the changes in college athletics and Hendricks career path having had experience as an AD at Divisions I, II and III.

Sisson Joins BOSCA Advisory Board

Fri, 08 Nov 2024 16:48:47 GMT

Saint Mary's of Minnesota Athletic Director Brings Insight and Experience

The Business of Small College Athletics (BOSCA) announced today the addition of Brian Sisson, Athletic Director at Saint Mary’s University of Minnesota, to their Advisory Board.

Sisson is a BOSCA veteran having participated in the summer workshop as both an attendee and presenter on multiple occasions. Sisson also served on the steering committee for the successful BOSCA regional workshop that was held in Winona, MN.

“I’m excited to have a veteran Division III administrator like Brian joining our advisory board,” said BOSCA Founder Jim Abbott. “Brian’s experience, drive for professional growth, and determination to give back to the profession make him a great fit as BOSCA continues to evolve and endeavors to provide the best professional development opportunities for small college athletic administrators.”

Sisson has worked in collegiate athletics for the past 17 years including the last 7 at Saint Mary’s in addition to stints at Lewis University, Benedictine University, and Loyola University Chicago. He has participated as a member of multiple NCAA and MIAC committees over the years.

“I am fortunate to have been involved with BOSCA basically from the beginning”, said Sisson. For over a decade BOSCA has helped me grow every year and become the best version of myself and most importantly one to help serve others. I’m thankful for this opportunity to serve and I look forward to giving back and helping others on their career path and helping BOSCA get better every day.”

About BOSCA

BOSCA is dedicated to telling the Small College story, sharing insight from Small College pro’s and working to make the profession better and stronger. To accomplish this mission BOSCA hosts annual professional development workshops, a summer convention, and virtual programming academies that provide relevant growth opportunities for non-DI athletic administrators. Learn more about BOSCA at www.smallcollegeathletics.com

BOSCA Announces Spring 2025 Regional Workshop Locations and Dates

Wed, 06 Nov 2024 03:45:39 GMT

Spring events to be held in Southern California and Kansas City

The Business of Small College Athletics (BOSCA) announced today the dates and locations of two planned Spring 2025 Regional workshops.

“The biggest challenge that administrators have when it comes to professional development is the cost, said BOSCA Founder Jim Abbott.” “Regional workshops provide departments the opportunity to bring multiple administrators to learn and interact with peers.”

Since 2023, BOSCA has organized successful regional workshops in multiple locations around the country. The Spring 2025 regional workshops will be held in Southern California and Kansas City.

Monday, February 3, 2025 Vanguard University

Registration is open now for the Southern California regional workshop which will be held in Costa Mesa, CA on the campus of Vanguard University.

"The BOSCA name and reputation has grown across the country over the past decade, and we're excited that it is coming to Southern California for the first time,” said Gary Pine, Athletic Director at Azusa Pacific University. “With so many colleges and universities in the area, this BOSCA event will be highly engaging and impactful to so many working in the college sports industry."

“BOSCA has had a tremendous impact on my career,” said Jeff Bussell, Athletic Director at Vanguard University. “The events have been transformational in the development of athletic administrators across the country. I’m thrilled to have the opportunity to bring BOSCA to the West Coast and host at Vanguard University.”

Monday, February 17, 2025 – MidAmerica Nazarene University

Registration is now open for the regional workshop which will be held in Olathe, KS on the campus of MidAmerica Nazarene University. This event is designed for administrators at D2, D3, NAIA, and 2-year schools in Kansas City region.

““I’m very much looking forward to the BOSCA Regional Workshop in Kansas City,” said Andy Peterson, Athletic Director at Northwest Missouri State University. Every time I attend a BOSCA event I take away something that positively impacts how I operate as an athletic director, challenges my thinking, and gets me thinking strategically. It’s so easy to get lost in the day-to-day work of our athletic worlds - especially during the winter when it seems everything is happening all at once - so I’m excited to have that strategic mindset refreshed again this year, learn from my peers, and continue to build our network of small college athletic departments throughout the region.”

“We are excited to welcome back BOSCA to the Kansas City area,” said Kristy Bayer, Athletic Director at Rockhurst University. “BOSCA is an excellent way for our institutions to get affordable professional development opportunities on topics that really resonate with what we deal with at the small college level.”

In its 13th year, BOSCA exists to provide professional development and growth opportunities to athletic administrators at D2, D3, NAIA, and NJCAA colleges and universities. BOSCA provides multiple in-person workshops annually, virtual growth opportunities through the BOSCA Leadership Academy and BOSCA Revenue Generation Academy, and campus consulting services among other offerings. To learn more about BOSCA or to discuss consulting needs or hosting an event in your region contact Jim Abbott at (405) 208-9133 or jim@smallcollegeathletics.com

AD in Residence: Shenandoah AD DeShon Foxx

Tue, 05 Nov 2024 22:44:04 GMT

Shenandoah AD DeShon Foxx dives into his first 90 days in the role, professional development, fundraising initiatives and more.

Congratulations on your new role! What was your focus in your first 90 days since you have been in the athletic department recently and come from the other side of campus?

Our first 90 days were all about building a foundation rooted in trust, communication, and a shared vision. Transitioning from my role in advancement to leading athletics, I was especially aware of the need to align our goals with the university’s broader mission. This alignment would ensure that athletics continues to be a positive part of Shenandoah University’s community and academic goals.

One of the first things we did as a team was to sit down and discuss the culture we wanted to create. Together, we established our core values under the acronym “ELITE”: Excellence, Leadership, Integrity, Trust, and Endurance . These values became our compass, guiding every decision and interaction. We wanted everyone—coaches, administrative staff, and student-athletes—to feel ownership and buy-in to the vision. This sense of shared purpose has already laid a strong foundation for a collaborative, team-centered culture.

In the first 30 days , we focused on connecting with stakeholders across the university and athletics community. I prioritized meeting with university leadership—our president, provost, and key administrators—to ensure we understood their expectations and shared their vision for Shenandoah Athletics. These early conversations were crucial in building trust and opening the door for future collaboration.

Internally, we conducted one-on-one meetings with the athletics staff, head coaches, and team captains. Listening to their experiences and aspirations provided valuable insights into the strengths and areas for improvement within each program and facility. This initial stage was all about understanding our people and programs deeply—what drives them, where they’re thriving, and where they need support. It also allowed us to conduct a thorough SWOT analysis, identifying opportunities for growth and areas that required immediate attention, setting the stage for thoughtful, strategic decisions.

In the next 30 days , we shifted gears from discovery to strategy. Using the insights gathered, we began crafting a vision and mission specific to Shenandoah Athletics that aligns with the university’s goals and community values. We established both short-term and long-term goals, key initiatives, and success metrics to measure our progress. Forming a cohesive leadership team was also a priority; we wanted to establish clear roles and responsibilities to ensure that our goals were met with accountability and transparency. Additionally, we built a communication plan to keep everyone informed about our progress, creating an open channel between athletics and the broader university community.

One major initiative during this period was the launch of the 1875 Club, our new fundraising program designed to support the holistic development of student-athletes. We spent time developing membership tiers, benefits, and strategies for marketing and outreach. My team and I believe that the 1875 Club will be transformative for Shenandoah Athletics, fostering a community of supporters who are directly invested in our student-athletes' success, from new uniforms to enhanced facilities and experiential learning opportunities.

We also took a proactive approach to compliance and student-athlete welfare. It was essential to make sure we weren’t just meeting requirements but setting a standard for support, whether in mental health resources, academic support, or career planning. By creating a thorough support framework, we’re making Shenandoah Athletics a place where student-athletes can thrive on and off the field.

In the final 30 days , we focused on implementing the key initiatives outlined in our strategic plan. This included rolling out initial programs, refining policies, and beginning improvements in priority areas like facilities, communications, and community engagement. We launched outreach initiatives to connect with alumni and local supporters, fostering relationships that are integral to our long-term success.

This period also involved building mechanisms to monitor progress and gather feedback. We implemented a system for regular check-ins and progress reviews to ensure our actions align with our mission and goals. Adjustments were made as needed, informed by feedback from staff, students, and alumni.

Why is Shenandoah the right place for you to develop as a leader? What about SU allowed you to grow?

Shenandoah has been the ideal place for me to develop as a leader, thanks in large part to the support and guidance of President Fitzsimmons and Senior VP and VP for Advancement Mitch Moore. From the day I arrived in 2021, they have been dedicated to fostering my growth, pouring into my leadership development in ways that have enabled me to expand my perspective, gain confidence, and think boldly. They have created an environment where leaders are empowered to try new things, to take risks, and to bring innovative ideas to life, all while feeling fully supported.

At Shenandoah, we embrace a culture of innovation and grit. President Fitzsimmons and our administration have cultivated a place where taking initiative is encouraged and leaders are given the freedom to develop programs that not only reflect our values but also have a lasting impact on our students and community. This level of trust has allowed me to collaborate across departments, build relationships with incredible colleagues, and align athletics with the broader mission of Shenandoah University.

What makes Shenandoah truly special is its community-centered approach and the commitment to seeing each of us succeed. It’s not just about achieving department goals but about fostering growth for everyone involved. Working here has been a journey of learning and building—whether developing initiatives that support our student-athletes or finding new ways to engage alumni and the community. It’s this blend of mentorship, shared purpose, and a supportive environment that makes Shenandoah an exceptional place to lead and make an enduring impact.

Being part of this dynamic, collaborative culture has provided me with the opportunity to lead authentically and drive forward initiatives that matter. I couldn’t be more grateful to be part of a university that aligns so closely with my values and vision for meaningful, team-centered progress.

You’ve recently promoted from within for a few recent hires. What’s your strategy for building your team, rewarding those who are making an impact right there on campus and adding others from outside?

Building a cohesive, high-performing team starts with a commitment to servant leadership, where we are all here in service to one another. My goal is to create an environment where each person feels supported and empowered to pursue excellence—not just for the department, but for their personal growth as well. I’m incredibly fortunate to work with SU’s talented leadership and a team of phenomenal people who strive to achieve at the highest levels. They bring diversity of thought, dedication, and a willingness to put others first, all of which are essential for building a successful, collaborative culture.

Our strategy for building this team combines recognizing and promoting the talent we have within Shenandoah and selectively adding fresh perspectives from outside the university. Internal promotions are essential for reinforcing loyalty and showing that we value those who have made a direct impact. These individuals embody our core values of Excellence, Leadership, Integrity, Trust, and Endurance (ELITE) , which serve as our north star. They understand and buy into the culture we’re building, and they help shape it further by setting an example of what it means to serve others and work towards shared goals.

When hiring externally, we look for people who are not only talented and driven but who also align with our values of servant leadership. We want individuals who are go-getters, unafraid to innovate and try new things, and who see the value in over-communicating and working closely with others. Bringing in these fresh perspectives adds to the diversity of thought on our team and helps us continually grow, adapt, and evolve.

To me, building a team also means supporting their individual goals. I aim to create an environment with endless opportunities for growth and development. Rewarding their hard work is not just about recognizing what they bring to Shenandoah Athletics; it’s about helping them achieve their own career and personal aspirations. Empowerment is key—it allows each person to take ownership of their role and feel truly invested in our collective success. This approach fosters a culture of buy-in and mutual respect, where everyone feels a sense of pride in being part of Shenandoah Athletics.

Given your fundraising background, how have you structured the 1875 Club and development efforts with the Hornets to best support the needs of student-athletes and the department?

The 1875 Club is at the heart of our commitment to supporting the holistic development of our student-athletes. It’s structured with a vision to provide crucial resources that enhance their academic, athletic, personal, and professional growth. Our approach includes various levels of giving, from annual support funds to facilities upgrades and experiential learning opportunities. Each tier is designed to allow donors to contribute in a way that aligns with their interests while making a meaningful impact on our programs.

I’ve been fortunate to establish relationships with key stakeholders who care deeply about the positive direction we’re moving in. Listening to their aspirations for Shenandoah Athletics and hearing their thoughts on how we can continue to evolve has been invaluable. It has helped me build a foundation of trust and unity, aligning our objectives with the university’s goals and our community's expectations.

The 1875 Club is structured not only to raise funds but to create a community around Shenandoah Athletics. We want our donors to feel like they are genuinely part of this journey. This club provides an opportunity for individuals to engage with SU Athletics on a deeper level, offering them closer insight into our programs, our student-athletes, and our future plans. By inviting alumni, friends, and corporate partners to join us intentionally, we’re fostering a shared vision and a culture of support that benefits everyone involved.

Our advancement team at SU has been phenomenal, working alongside us to cultivate relationships and strategize in ways that make the 1875 Club sustainable and impactful over the long term.

How were you able to build relationships with University leadership and show you were capable of handling the role of being an AD while you were in an assistant AD role?

When I was in the role of Assistant AD, my thoughts weren’t really on becoming the Athletic Director; instead, I was focused on serving our coaches, student-athletes, and the campus community in the best way I could. For me, it was about asking, “How can I make things better for those around me in this role?” Building relationships and trust with university leadership naturally grew from this mindset. I aimed to approach every task—no matter how big or small—with dedication, thoroughness, and a passion for doing it right.

I believe in paying attention to details, communicating clearly, and approaching everything with a sense of responsibility. Whether it was supporting coaches, helping student-athletes, or working on department projects, I approached each task as an opportunity to make a positive impact. This approach, I think, showed leadership that I was someone who cared deeply about contributing to Shenandoah’s mission and supporting the university’s goals.

Through this steady, intentional work, I built relationships across the campus. I wasn’t trying to prove anything; instead, I focused on staying true to the responsibilities at hand, always looking to help where I could and aligning our department’s goals with the broader vision for Shenandoah. This grounded, service-focused approach created a foundation of trust, allowing me to grow within the department and contribute in ways that prepared me, even if unintentionally, for the AD role.

How do you go about prioritizing setting a vision and what initiatives you will tackle first? And what's the biggest challenge on your plate over the next year that you are excited to tackle?

Setting a vision as a department is a collaborative process. We start by listening to the experiences and insights of our athletes, coaches, staff, and key stakeholders, which gives us a grounded perspective on where we are and what we need to achieve. From there, we align our vision with Shenandoah’s larger mission, ensuring that our goals reflect both the university's objectives and the unique values within our department.

With the foundational guidance of our ELITE values—Excellence, Leadership, Integrity, Trust, and Endurance—we prioritize initiatives that will have the most immediate and meaningful impact. One of our first key initiatives has been the 1875 Club, which underscores our commitment to supporting student-athletes holistically by addressing their athletic, academic, social, and professional growth. This creates lasting relationships that benefit both the student-athletes and the Shenandoah community.

Looking ahead, one of our biggest challenges—and an exciting one—is increasing community engagement. We’re in a great position to strengthen our ties with alumni, local businesses, and supporters, and this will play a crucial role in sustaining and growing the resources available to our student-athletes. As we work to build up our infrastructure and expand support services, community engagement becomes essential. It’s an opportunity to bring others into our journey in a way that feels purposeful, showing them the direct impact they can have on the lives and successes of our athletes.

Additionally, we’re looking at how we can evolve our programs to prepare student-athletes more comprehensively. The goal is to not only focus on athletic achievements but also on their academic success, personal development, and readiness for professional life after college. This vision of holistic development means collaborating closely with staff and coaches to find new ways to integrate leadership training, career planning, and support networks into our programs.

Growth, in every sense of the word, is what drives us forward. By prioritizing initiatives that align with our core values and the needs of our athletes, we’re working together to build a department that supports success both on and off the field. The year ahead presents opportunities to deepen our impact and leave a lasting legacy of support, growth, and community around Shenandoah Athletics.

Small College Conversations - Kiki Baker Barnes

Tue, 05 Nov 2024 21:02:12 GMT

Insights from HBCUAC Commissioner Kiki Baker Barnes on career transitions, leadership, the league's rebrand and lots more.

Dr. Kiki Baker Barnes, HBCUAC Commissioner, joins NAIA.ticker’s Anthony Grassi on Small College Conversations. The two dive into how Dr. Barnes identifies leaders, molds and motivates and drives other to success. They also discuss the recent rebrand for the conference and upcoming initiatives.

Small College Conversations - Rachel Burleson

Mon, 04 Nov 2024 21:35:04 GMT

Insights from Embry-Riddle AD Rachel Burleson on her first 100 days, succeeding successful ADs, building a model DII department and more.

Rachel Burleson, Embry-Riddle’s Athletics Director, joins D2.ticker’s Anthony Grassi from the 2024 Women Leaders in Sports Convention as Rachel was named the Division II Executive of the Year. The two discuss how to evaluate whether a potential job could be successful, Burleson’s first 100 days as AD, and implementing changes while the former AD is still on staff.

Small College Conversations - Ayanna Tweedy

Wed, 30 Oct 2024 21:02:45 GMT

Insights from Rose-Hulman AD Ayanna Tweedy about her fit at RHIT, changes to the hiring process, facility renovations and lots more.

Ayanna Tweedy, Rose-Hulman Athletic Director, joins D3.ticker’s Anthony Grassi from the 2024 Women Leaders in Sports Convention. Tweedy was awarded the Nike Division III Executive of the Year Award by Women Leaders in Sports. The two discuss the changes Tweedy has made to the hiring process in month one of becoming the AD three years ago as well as the latest on construction projects and career path advice.

BOSCA Announces 2025 Convention Dates and Location

Tue, 29 Oct 2024 20:43:25 GMT

13th Annual Event to be Held in Chicago

BOSCA announced today that the 2025 Summer Convention will be held July 13th – 15th in Chicago. Registration for the convention is open now.

The 2025 convention will be the 13th version of the event that started in 2012 and marks the first time that the convention has been held outside of Oklahoma City. “We are excited to go to Chicago for our 2025 convention,” said BOSCA board member and Northwestern College Athletic Director Tony Hoops. “Work on the convention has already begun and I’m certain that this will be our best convention yet.”

BOSCA is the only professional development organization that is run by current and former small college athletic administrators. The BOSCA convention focuses entirely on the needs and challenges faced by professionals working in NCAA Division 2, NCAA Division 3, NAIA, and 2-year colleges and universities.

“The summer convention really is the premiere professional development opportunity for D2, D3, NAIA, and 2-year athletic administrators,” said BOSCA founder Jim Abbott. “I’m excited to be able to provide another great opportunity for idea sharing, professional interaction and growth, and networking.”

The convention features peer-led professional development sessions on a broad range of topics, small group and roundtable sessions, collateral materials and takeaways, and multiple opportunities to network and interact with other attendees. For more information visit https://www.smallcollegeathletics.com/2025-summer-convention

About BOSCA: BOSCA is dedicated to providing growth and networking opportunities for small college athletic administrators. Since 2012 BOSCA has hosted an annual convention that brings together small college athletic administrators from around the country to share ideas and grow. BOSCA also provides two virtual training academies each semester focused on leadership and external revenue generation. In 2023 BOSCA created regional workshops that bring in-person professional development events to regions around the country. To date, five regions has hosted BOSCA workshops and four more are planned for 2025. For more information about BOSCA contact Jim Abbott at jim@smallcollegeathletics.com or (405) 208-9133

What Administrators are saying about BOSCA professional development:

“BOSCA is a great resource to grow in collegiate athletics. The convention is designed for professional development and creates a unique opportunity to network with colleagues at peer institutions. I would highly recommend participating in BOSCA”.

Doug Lipinksi, Athletic Director – West Texas A&M University

" BOSCA is an absolute trailblazer, carving out its own unique path for those affiliated with small colleges. I was fully engaged in every component of the convention, because finally, all of the information felt completely relevant to my lived experiences in the small college space. I was able to connect easily with people from around the country, spanning all divisions and governing bodies, sharing unique perspectives on scenarios we all experience regularly.

Alaina Smith Walker, Assistant AD - Internal Operations - Life University

“I learned so much from the BOSCA workshop and made important connections with administrators that will benefit my professional growth in impactful ways.”

Adrienne Shibles, Associate AD/SWA – Bates College

“The BOSCA summer convention is one of the most concise, relevant, and rewarding professional development experiences of my career.”

Sean Johnson, Athletic Director – Newberry College

“The BOSCA workshop was excellent. There was a lot of meaningful and relevant professional development and there were plenty of networking opportunities. I'm looking forward to attending the next event!”

Don Faulstick, Athletic Director – Amherst College

“BOSCA is A GAME CHANGER! I’ve been too multiple BOSCA conventions and walked away every time feeling recharged, inspired, and equipped with practical knowledge and tools to excel and thrive in my position.”

Darnell Smith, Athletic Director – Texas A&M University – San Antonio

BOSCA is a great way to recharge and connect with others in the industry. BOSCA has always been an event I refer back to throughout the year when implementing new ideas into the department. You ALWAYS leave with something GREAT!

Chandler Short, Associate Athletic Director/SWA – University of Central Oklahoma

This was my first time attending a BOSCA event, and based upon what I experienced, it will not be my last. It was great to have an opportunity to meet in person with administrators in other divisions/conferences that I typically only get to trade emails with, and I look forward to continuing to carry those relationships forward in the future.

Shane Drahota, Sr. Deputy Athletic Director – Minnesota State University

Small College Conversations - Jayme Pendergast

Tue, 29 Oct 2024 20:25:01 GMT

Insights from Life AD Jayme Pendergast on her leadership style and growth, sport sponsorship decisions, managing the relationship with her president and more.

Jayme Pendergast, Life Director of Athletics, joins NAIA.ticker’s Anthony Grassi from the 2024 Women Leaders in Sports Convention. Pendergast reflects on a year that earned her the Nike NAIA Executive of the Year Award by Women Leaders in Sports. The two talk many topics including being elevated and supervising prior colleagues, hiring coaches, and the metrics in adding sports.

Small College Conversations - John Lewandowski

Mon, 28 Oct 2024 19:51:18 GMT

Insights from Saginaw Valley State AD John Lewandowski on his first year in the chair, pain points and opportunities for small regional public schools and lots more.

John G. Lewandowski, Saginaw Valley State University Vice President for Intercollegiate Athletics, talks about his first year as Director of Athletics with D2.ticker’s Kristen Eargle. He discusses strategy, building alignment and providing value to the University.

Leveraging DIII Football Success

Wed, 23 Oct 2024 12:47:18 GMT

Three DIII ADs discuss the impact on-field success has on their department and institution, how they handle gameday, conversations with coaches and more.

How has on-field success helped elevate the exposure of the institution and athletics? How are you tracking the impact it has on your brand, fundraising, ticket sales, enrollment, etc?

Kim Blum (University of Wisconsin – La Crosse) - The most noticeable difference about success with the football program is attendance at our home games. This has increased significantly in the past 3 years. There is additional engagement with the football-specific social media platforms as well. There is a tangible excitement surrounding the football program when they are winning – most notably amongst alumni and community members. Enrollment at our institution is strong and stable, so football success is not a variable in that regard.

Sarah Dehring (Alma) - No matter the size of an institution, there will be a large impact when a football program is successful. After we upset Mount Union last season in the 2nd round of NCAA playoffs, I was in California visiting a colleague at another NCAA DII institution. My colleague invited me to speak to one of her classes. When I told the class that I was from Alma College, several students gasped and said, "You just beat Mount Union!" Alma College Football has made its mark on NCAA DIII football, which has directly correlated to Alma College receiving more national exposure.

Alma College Athletics works very closely with every department across campus, including but not limited to marketing, advancement, financial services, and admissions. This connection with these departments helps maximize the impact while staying consistent with our promotion of our other athletics programs. The athletics administrative team tracks our ticket sales for each game and monitors our social media and livestream engagement on a regular basis. When a team succeeds in their field of competition, it helps massively to gain exposure for the department. Simply put, people like to be associated with winning and celebrate the success of those around them in all aspects of life. Our Sports Information staff keeps tabs on Alma’s social media and livestream metrics throughout the year, with the goal on social media being a rolling growth of 2-5% in total following and general engagement.

Mike Urtz (SUNY Cortland) - The outcry of support from so many high school and college administrators and coaches has been unbelievable. It’s been coming from nearly everywhere in the Northeast. It’s been very flattering, to say the least. Our alumni have been over the top with excitement and pride…and giving for that matter. Our fundraising has seen a positive spike, to say the least. We also had an additional 2,500 applications to attend college here at Cortland this past year.

I wouldn’t say we have specific tracking in place, but some examples would be the amount of national championship gear that was sold in the weeks and months after the championship. We generated over $250K in sales. Additionally, we sold out season tickets for this fall in about 45 minutes.

Walk us through your schedule on a home football game day. Who are you meeting with? How much of the game do you watch? Where are you looking to prevent "fires?”

Blum (University of Wisconsin – La Crosse) - The operation of football requires “all hands on deck.” Several of our administrators, myself included, arrive at 8:00 a.m. for a 1:00 p.m. kickoff. Oftentimes we have cars already lined up to get into the tailgate lots before us. We utilize sport management students to assist throughout the day, from set-up to tear-down and everything to make the game happen. We utilize our own athletic teams to provide the manpower for parking attendants, ticket sellers, ticket takers, and security, which requires a lot of instruction. I also greet guests who are coming to the suites. Throughout the day, I am assisting our staff with any and all needs. Typically once the game starts, I am able to spend time with our guests and alumni in between helping our staff with whatever needs to be done. I feel as though I watch very little of the game itself. Our main focus throughout a game is ensuring a safe environment for players, coaches, and fans.

Dehring (Alma) - We are an all-hands-on deck operation on game days. I arrive early, meet with alumni or board members first thing in the morning, and then report to the front gate of Bahlke Field to assist with security and gameday flow. Two of my favorite parts of the day are being at the front gate as the football team is led by a bagpiper for their Scotsmen Walk through campus to their locker room and being there to open the front gates as the marching band enters the facility. Coach Couch and I are not superstitious, but he and I always fist bump as the team enters the field for the National Anthem.

Once things settle down at the front gates, I am in the south endzone with our students, alumni and friends watching the game.

Occasionally, I get pulled from where I stand in the south endzone to deal with “fires,” but most of the incidents on game day happen in the south endzone anyway. One of the main reasons I stand in that space is so I can assist our security team in monitoring the crowd. At the start of our first home game a few seasons ago, we did have an actual fire in our main athletics building. That was the first and only time since Jason Couch has been our coach that we did not fist bump as the team entered the field. We made up for it at halftime though!

Urtz (SUNY Cortland) - I am blessed with a wonderful team and staff that help deliver on each and every home game. I really can’t take any of the credit as two of my associate athletic directors handle all of the game day management. We also have a fantastic team within Facilities that plays a role in this. Then you add on our Sports Information team to assist in delivering the game to so many. Finally, we have a Development Team, led by our VP, here at each game looking to entertain guests and alums. It’s quite a process, to be honest. Too much to write. I typically meet with donors and friends of football early in the game, then hope to make my way to the sidelines for the second half.

While your current coach has had success, how are you thinking about the future of the program to either keep your current coach, plan for succession, etc.?

Blum (University of Wisconsin – La Crosse) - Whether it is the football coach or the coach of any other program, if they are providing an experience for our student-athletes that is impactful, then we want to do our best to retain that person. I always advocate for that person to stay based on what is important to them in their decision-making process. Being in the state system makes that a complex thing to navigate, and sometimes that is not possible. It is always a fear of mine that a good coach I care about very much will be offered new opportunities to further their career. We understand and support this, even though it might not be best for UWL in the moment. We have a strong university and a historical athletic tradition that is attractive to coaches, so I try to stay confident that we will continue to move our programs forward even though we may be turning the page. That being said, I always remain hopeful that our coaches will stay here and continue to build on the tradition we have here and keep providing amazing experiences for our student-athletes. Coach Janus does an excellent job in all aspects of the program – success on the field, shaping culture, helping men grow, and graduating students.

Dehring (Alma) - Consistency in coaching is critical for a program's success. Jason Couch has done an unbelievable job creating the KILTstyle culture within the team, staff, alumni, and friends of the program. The institution is committed to keeping good people that have a strong, positive influence on Alma College. With that said, as an alum, Jason Couch is very committed to the current and future successes of Alma College. If Jason were to leave Alma College, he is committed to leaving it in a place where the next head coach can continue the success of the program.

Urtz (SUNY Cortland) - Every AD is constantly thinking of this, or should be anyway. Let’s just say I will do everything I can to keep who we have here, but I also need to keep my eyes open on who’s doing what at other campuses and keep my ear to the ground in the event we encounter a change here.

What is your communication or meeting schedule with your head coach in-season? How are those conversations structured?

Blum (University of Wisconsin – La Crosse) - I meet with our head football coach formally once a week during the season, and perhaps a little less in the off-season. Our coaches can track me down at any time if they need something. Our conversations are very informal in our set meetings. Coaches have the chance to let me know what’s happening on and off the field. I might have some questions about the team or the players as well. We strategize issues and concerns as they arise. The post-season evaluation meeting has a formal structure to it.

Dehring (Alma) - We have regularly scheduled one-on-ones throughout the entire year. During the season, we meet quite a bit more, on an as-needed basis. On average, we are connecting informally every day, but more formally around once a week.

I believe it is important to meet a coach or staff member in their space, so I go to Jason's office. He prepares a list of items to discuss with me, and I follow up with a list of items to discuss with him. If anything needs follow-up, we try to follow up within 24 to 48 hours. As things come up, we text to see when the other is available or swing by each other's office. Once we are through both of our lists, we talk casually about things like family, travel, etc. Our relationship is not all work. I believe it is important to know the people you are working with to build and grow trust and a consistent culture.

Urtz (SUNY Cortland) - Informal and a few times a week. It’s more about a check-in and giving support. I like to check in with coaches on their time, not mine.

How do you incorporate your coach into plans to leverage success without distracting from the program?

Blum (University of Wisconsin – La Crosse) - Our coach lets me know what he needs to help him make the experience for the football team the best they can be. I feel that I have a handle on what those needs are and advocate accordingly. I’m not sure that I would specifically leverage wins and losses to advance our program, but rather advocate for the needs of the student-athletes to be able to continue to compete at the national level (i.e., extended travel). I respect the strong vision that Coach Janus has for the program while honoring the long history of football at UWL.

Dehring (Alma) - Jason Couch is one of a kind. He has so much care and love for the players on the team and the institution. He is always reaching out to discuss ways to improve the success of Alma College overall. During the season, I think it is a welcomed distraction to discuss other things. With that said, at the end of the day, his number one goal is to win games. He does not allow outside events, campus commitments, etc. to distract from that goal.

Urtz (SUNY Cortland) - We are blessed here with a coach that truly gets the big picture and is always willing to provide extra time where he’s wanted. He is a true team player for the entire college and community when it comes to that. He does so much more than just coach football for Cortland. We are blessed to have him on our team.

Small College Conversations - Sue Sylijebeck

Tue, 22 Oct 2024 20:19:16 GMT

Insights from Siena Heights AD Sue Syljebeck on the transition from coaching to administration, new sport programs and lots more.

NAIA.ticker’s Kristen Eargle to chat with Sue Syljebeck, Siena Heights Vice President of Athletics, to discuss the transition from coaching to solely focusing on the administrative side. The two discuss navigating the relationship of hiring and managing your own predecessor, adding sports and specifically women’s flag football. Syljebeck highlighted the relationship with the Detroit Lions and how the relationship between the NFL added visibility for adding the flag football with the Lions hosting a flag football camp on campus at Siena Heights.

Small College Conversations - James M. DuBose, Jr.

Wed, 16 Oct 2024 20:21:33 GMT

Insights from ECSU AD James Dubose, Jr. on taking the interim role, the allocation of NC gambling revenue, improving the student-athlete experience and more.

Elizabeth City State Director of Athletics James M. DuBose, Jr. joins D2.ticker’s Kristen Eargle for Small College Conversations to highlight this past two years since taking over at ECSU. DuBose took the role as interim AD and shares with Eargle what specific things he did to set a vision and ultimately win the permanent job as well as two to three initiatives he is driving in order offer ECSU student-athletes the same experience as they would have in Division I.

AD in Residence: Lindsey Wilson AD Willis Pooler

Tue, 15 Oct 2024 04:25:33 GMT

Lindsey Wilson AD Willis Pooler dives into LWC's culture of success, alignment and longevity, the benefit of hiring alumni and more.

What would you attribute to building and sustaining success Lindsey Wilson has had during your tenure?

I have been extremely fortunate to work at an institution that appreciates and supports competitive intercollegiate athletics. If that is the position of the administration, you have an opportunity to be highly successful. With that comes great responsibility, so you have to hire outstanding coaches who are able to recruit and develop the absolute best student-athletes on our level. I have been blessed to hire and work with a lot of great coaches. When you have so many talented people in your department, it helps create a culture of excellence. They are highly competitive people who invest so much in their student-athletes and provide the kind of leadership that gets the kind of results we have gotten over the years. Additionally, when you have an abundance of scholarship support from the administration, you get to work with amazing student-athletes. We have had some of the best NAIA student-athletes in the history of the organization. And so many are outstanding people as well. This has been a successful formula for us to achieve the long-term success we have had here.

As someone who has been a coach prior to becoming the AD at your alma mater, how do you think about recruitment and retention and supporting your coaches’ efforts?

Identifying and keeping great coaches can be challenging. At a place like Lindsey Wilson, they know they are going to have the support they need to have one of the best programs in the NAIA. At that point, you get what you work for. Another way we support our coaches is by continually investing in their programs when they overachieve. The philosophy being, if we invest a dollar and get two dollars in return, we are going to emphasize those programs. We do a lot in that way to keep our coaches. On the flip side, living in rural Kentucky is not for everyone. We have had some really good coaches leave us for this reason, and I have interviewed and offered some who did not come to us because of the surroundings and went on to win national championships at other institutions. For the record, I love Columbia, Kentucky. The people are the best and it has been a great place to raise my kids.

You are in year 22 as the AD at LWC and your president is in year 27. How has that longevity been beneficial for the Blue Raiders? What have you done over the last 20+ years to create alignment and develop the relationship with your president?

It is a blessing and a curse. We are very like-minded when it comes to competitive athletics. Dr. Luckey played baseball at Wabash College. He is possibly the most competitive person I know. As long as he is the president, I know he is going to prioritize the culture that has been created at Lindsey Wilson. He loves to surround himself with staff and students who are high achievers. This extends outside of athletics. We also have great programs in theater and singing as well, to name a couple. The curse might be that he has extremely high expectations and expects results for the investment we make in our programs. And he should.

It has been a great partnership in developing our main campus. When I was hired as Director of Athletics in 2003, we had 407 student-athletes. Today we have over 800. Athletics has been the primary driver of the growth and viability of our Columbia campus. He is a great listener when I have ideas about new and existing programs. And we have done a very good job of executing plans when new programs have been added. The beauty here is sharing our mission with so many students who would not necessarily choose us without our athletic programs. We also could not have become a complete department without a shared vision. We used to be known for our soccer programs only. But as we saw small successes in our other programs over time, we made strategic investments to create a department where almost all of our programs have the ability to compete for national championships.

The majority of your coaching staff are alumni or former coaches for the Blue Raiders. What is the benefit of hiring someone with ties to the college? How much of an added bonus is it for a candidate to have LWC ties?

I think the biggest benefits are knowing our culture and Columbia, Kentucky. It is a reminder that you are always interviewing for a job. I know them by how they carried themselves as student-athletes. I know their habits and why they were successful at Lindsey Wilson. I have a lot of confidence in the alums we hire to create meaningful experiences for our student-athletes while helping develop them into successful graduates and adults.

I am always going to hire the best person for the job, regardless of where they graduated from. It is important for me to hire good people to mentor our student-athletes. I think when you are in the hiring process and it is close between two candidates, the known is better than the unknown. And the alums I hire are known and good people. That is definitely an added bonus.

What are some of the biggest opportunities you see for growth within NAIA athletics, both for your institution and for the association as a whole?

The NAIA has been wise to add championship sports to its offerings. This has allowed us to expand our program offerings while recruiting and enrolling new student-athletes that have an opportunity to compete for national championships. There is also a lot of uncertainty regarding the future structure of the NCAA. There could be a potential opportunity for the NAIA to be appealing to NCAA members depending on any changes that might impact NCAA institutions.

As someone who has more than twenty years of experience in the chair, what career advice would you give to aspiring ADs? And what would you prioritize early in your career if you were to start over?

I think being a head coach before moving into administration was extremely valuable for me, especially on our level. Knowing what your coaches do daily, the highs and the lows, how you can help them, and working to provide things they need to be successful are valuable components to being a successful AD. Experience in their seat is a great asset. Keep your boss happy! Understand the culture of your institution and how you can play a vital role in achieving institutional priorities. Be curious and ask questions. Do not be afraid to provide input.

I would prioritize networking a bit more. There are some good mentors out there.

Small College Conversations - Aleesha Rabedeaux

Fri, 11 Oct 2024 18:58:42 GMT

Insights from William Penn AD Aleesha Rabedeaux on transitioning from coach to administrator, leadership, hiring, balance as a parent and more.

Aleesha Rabedeaux, William Penn Director of Athletics, joins NAIA.ticker’s Kristen Eargle to talk about becoming an athletics director after a career in coaching college volleyball and how important it is to build relationships with colleagues. Rabedeaux discusses navigating being a young mother as a leader in college athletics and building culture though hiring the right teammates and encouraging a family environment.

RMAC and Hudl Elevate the Fan Experience With Digital Ticketing and Livestreaming

Thu, 10 Oct 2024 14:58:32 GMT

Hudl helped the conference administration at the RMAC and their athletic directors further streamline their operations by offering event tickets for purchase and integrated live streaming.

When the conference administration at the Rocky Mountain Athletic Conference looked to simplify and modernize their ticketing process, they started to look at systems already in place within the conference. They found one common thread—all the teams were on Hudl .

Hudl, the world’s leading provider of cloud-based video analysis tools for more than 230,000 teams globally, offers teams across sport a complete suite of video and data products that ensures coaches have the information and insights they need to be their best.

In the fall of 2021, the RMAC adopted Hudl as its conference-wide streaming solution on the RMAC Network. With the launch of Hudl Tickets, they chose Hudl again to help manage ticketing for all conference championship events in the 2024-25 season—becoming the third collegiate conference to use Hudl for championship ticketing.

“Hudl's continued expansion and innovation in the college athletics space made them an exciting partner for us moving forward,” said Lexie Vernon, Senior Associate Commissioner of the RMAC. “What convinced us to choose Hudl Ticketing as our provider for conference events was the seamless integration it offered. Given our positive experience with Hudl for streaming, having a centralized platform for both viewing and ticket purchases was a significant advantage.”

This partnership aims to centralize the conference’s ticketing and livestreaming services, creating an elevated postseason experience and improving communications around championship events for the entire RMAC. Specifically, as more and more venues across the country go cashless, the need to implement a digital ticketing solution has never been more top of mind. Integrating the digital ticketing workflow into existing tools that RMAC schools were already using made immediate sense.

What Hudl Tickets brings to schools—and conferences.

Hudl Tickets offers fans a simplified purchasing process and a built-in way for organizations to generate revenue. Fans buy tickets on the school’s Hudl profile and receive them via email with a QR code - similar to digital workflows common with professional sporting events and concerts. When fans arrive at the gates, they’ll scan the QR code on their phone for a frictionless entry. Ticketing is linked to your team's schedule in Hudl. Once your schedule is added and Hudl Tickets is activated, a button will appear on your team page for fans to purchase tickets to the events of your choosing.

“We hope that partnering with Hudl for both ticketing and streaming will provide our RMAC fans with a simplified, streamlined service—a one-stop-shop for all their ticketing and viewing needs,” said Vernon. “Our goal is to enhance the overall fan experience by making it easier and more convenient to engage with our events.”

After every game, your staff will receive a detailed overview of tickets sold and revenue generated, so you can know exactly how much money is tied to each game. Digitizing the process eliminates the need to have cash on hand, creating a more secure, smoother process for your event staff.

With Hudl’s new fan tools, schools and conferences can add tickets in addition to livestreaming. So, if fans are unable to attend the event, they can watch a stream from the same Hudl profile that powers your ticketing via the RMAC Network , home to all matches in the Conference.

It’s cost-free to add Hudl Tickets to your gameday process with an athletic department package, and you don't have to limit your events to athletics to offer digital ticketing. You have the additional option to offer season passes, reserved seating and single-game tickets too, and you set the prices for all ticket types.

“The support from Hudl has been excellent, ensuring a smooth process for both our team and our viewers,” Vernon added. “Overall, it's been a great addition to our operations.”

Want to modernize your gameday experience?

Check out the new fan tools and add Hudl Tickets for your fans.

An Evolving "Foot" Print - The Athletics Apparel & Equipment Team Dealer Evolution

Fri, 27 Sep 2024 20:16:11 GMT

Insights from BOSCA Sponsor Game One

Throughout all levels of intercollegiate athletics, having an all-school apparel deal is a common core tenet for athletics departments. In attempting to maximize resources, provide quality apparel and equipment for their student-athletes, and efficiently stretch and manage department and sports program budgets, the all-school deal is a common best practice.

There are numerous advantages to having an apparel team dealer to help service an athletics department’s relationship with their brand provider. At the Autonomy Five level, each of those institutions deal directly with the brand and have a dedicated account representative for their department (a “direct” school). Most institutions at the NCAA Division II, III, NAIA, and NJCAA levels deal directly with a team dealer.

Advantages of dealing directly with a team dealer include streamlined branding opportunities, ease of access for all teams and support staff in the selection, procurement, and fulfillment processes, along with best practices in utilizing negotiated discounts and promotional dollars to assist sport programs in stretching resources.

Just as intercollegiate athletics continues to evolve, the apparel and equipment team dealer industry does as well. National team dealers have relationships with all major brands from an apparel, footwear, equipment, and supplies standpoint. In addition to access, service, communication, and collaboration, your coaches, equipment staff, campus, and alumni can benefit from a high level of service.

The thought leadership behind an effective team dealer model includes the ability to serve colleges locally, support them regionally, and complete the circle of service on a national level, if necessary. By incorporating purchasing power, operational efficiencies, and delivery mechanisms, they deliver both product and service at expedited levels.

“Your work culture shapes your overall experience and enjoyment. Companies that emphasize and reward grit have employees who develop this skill. It’s about working hard, learning, and improving. Resilience in the face of setbacks,” said Pat Weber, President and CEO of Game One, a national team dealer that evolved from a handful of regional dealers coming together as one national company in early 2021.

“At Game One, we believe in a strong sense of purpose and priorities. It starts from our core values: relentless, gritty, changemaker, teammate, and hungry. This means going above and beyond for our ADs, coaches, athletes, teammates, and vendors. And ultimately, our grit separates our success from everyone else. We are thrilled with our recent growth in serving colleges and universities across the nation. The schools we serve align solidly with who we are. We embrace the individual and innovative spirit on each campus to celebrate talented student-athletes and provide them championship resources.”

To borrow a military analogy, attention-to-detail in the SERVICE aspect of any college partnership is our force multiplier at Game One. A force multiplier is anything that amplifies your effort to produce more output. Your successful coaches and administrators are force multipliers, as their recruiting acumen and commitment to student-athlete success allows them to impact more lives in one year than some do in a lifetime. With an experienced and committed service team, an effective team dealer is proven to be relentless in their SERVICE force multiplier.

As more institutions have either converted to the team dealer model, gone through a brand or service provider transition, or signed new team dealer contracts, the benefits have already begun to pay dividends for their departments.

Key best practices to look for when selecting a team dealer for your brand include:

* Consistent communication from your account representative and regional sales manager

* Access to a Vice President and head of college partnerships (exclusive to Game One)

* Streamlined national inventory management system that maximizes timely delivery

* Online opportunities to work with your account representative on customized artwork

* Access to brand partners beyond apparel and footwear to maximize purchasing power

* Detailed calendars on booking windows to ensure timely delivery.

A “concierge level of white-glove service” is what we promise at Game One. This means extra layers of service to improve efficiency across all logistical details of the ordering and fulfillment process. As part of that added layer of service, our reps can provide hands-on training (in-person, remote, or a combination) on how to maximize partner school agreements and increase threshold spends across the entire institution (still benefiting athletics without the added expense to athletics).

"After spending time getting to know the leadership team with our newly acquired team dealer and working through details, we felt assured that our account would be a priority. The infrastructure of the company and relational focus of the staff was apparent. We enter this new chapter with high confidence that they will provide great service to the size department that we have become," proclaimed Arabie Conner, former Director of Athletics at Ottawa (KS) University. "Additionally, this partnership allows us to continue our long-standing relationship with our brand partner, which was an important and significant factor."

As an extension of both your equipment operations and athletics business office, team dealers should make the selection, ordering, purchasing, and delivery process a turnkey experience. Monthly inventory spreadsheets for your coaches and equipment staff are an added layer of efficiency and support.

With a nationwide footprint and regional inventory and fulfillment centers, the opportunities for products and services to customers from coast to coast. From bustling cities to remote rural areas, a team dealer’s reach can span far and wide, connecting communities and delivering value to your entire institution.

“We are thrilled to be an official partner with the Business of Small College Athletics,” Weber noted. “Having a father who played football at an NAIA institution (Tabor College) and myself who played basketball at the same level (Montana Tech) provides great pride in being a partner with BOSCA.”

For more information on Game One, please contact tim.mcmurray@game-one.com

AD in Residence: Western Colorado AD Miles Van Hee

Wed, 25 Sep 2024 06:17:10 GMT

Western Colorado AD Miles Van Hee dives into recent facility projects, fundraising, NIL, the gameday experience and more.

You oversaw the $43.9 million renovation of the Mountaineer Bowl Event Complex stadium. The project was paid for entirely by private funds. Where did you see the most traction in fundraising for this project? What are your key takeaways that you can apply to future projects?

This project has had many attempts over the years, and we were so fortunate for the support of the many donors and university leaders, but most importantly for our main donor, Paul Rady, that funded the vast majority of the $43.9 million project in the Mountaineer Bowl at The Rady Family Sports Complex. We started in 2018 with what we thought was full state funding to address a simple functional and necessary press box for $5mm. That state funding fell through, and we started over from scratch to seek private funds. In 2019, the university started the Elevate Western campaign to specifically raise funds for the Mountaineer Bowl. We were also working on expanding our master facilities plan to incorporate a turf field. With the unwavering support of 1978 alumnus Paul Rady and his wife Katy, they agreed to fully fund our first ever turf field at the Katy O. Rady Turf Field, home of our Women’s Soccer Program. During the construction of the $2mm brand new facility, we proposed the vision of a new Mountaineer Bowl Press box. A year later, University Interim President Nancy Chisolm proposed the new press box for the Mountaineer Bowl to Paul Rady and he graciously agreed to invest in our project. This investment then expanded into a complete renovation of the entire complex of the Mountaineer Bowl and Katy O Rady Field at the Rady Family Sports Complex.

Our facility now encompasses a new press box with corporate suites, gameday locker rooms for Football, Track & Field and Soccer, a new turf playing field and track, an expanded scoreboard and videoboard, and lighting. The new Mountaineer Bowl at The Rady Family Sports Complex officially opened Saturday, September 7, for our first home game opener—the first ever night game under lights for the Mountaineers in our home stadium. We broke attendance records and finished the night off with a win against Midwestern State. In addition, we’ve had over 10 private donors who have invested from $25k to $1mm and many $10k and $5k donors, which has helped us garner an additional $2.2mm. We just finalized a major gift of $1mm to name the field in Mountaineer Bowl as the MOJO field with a generous donation from 1977 alumnus, Michael Johnson. The Mountaineer Bowl renovation was a two-year project, and the construction and architectural team from Mesa Properties were absolutely amazing to work with.

My takeaways as an AD would be to stay heavily involved with the construction side and to keep communication high with all involved. In addition, continue to cultivate relationships with the entire Mountaineer community of donors, university staff, the local community, alumni, fans and friends of Western Colorado University. So many people played a key role in this project and will continue to play a key role in the future success of Mountaineer Athletics and Western Colorado University. I’m very fortunate to be surrounded by all who care so deeply about Mountaineer Athletics and our traditions. The support of our current president, Brad Baca, has been nothing short of phenomenal. Genuinely, this has been a team effort all around. The Mountaineer Bowl at The Rady Family Sports Complex will be transformative for our entire university and community, but especially for all our student-athletes, coaches and staff.

For both this project and broadly, how has your longevity at WCU positively impacted your ability to bring in major gifts? And what has been key to longevity and maintaining relationships throughout your time in Gunnison?

I’ve been a Mountaineer since 1990! I began as a wrestler, then assistant coach, and eventually became the Head Wrestling Coach in 1997. Then in 2017, I had the honor of becoming the Athletic Director for the university I love. I hope that when I talk to people about the possibility of them investing in our institution, they can sense the passion I have for all of Mountaineer Athletics. As a former athlete and coach myself, I understand the obstacles and the opportunities. I simply want to build upon the foundation that so many people have laid for Mountaineer Athletics. Many administrators, university leaders, alumni, coaches and staff have paved the way for building relationships with those that can make an impact. We have been working hard to continue to build upon those relationships and expand our outreach to others. And we will continue to build relationships for the future.

Being a team player on campus, building trust and relationships so that you’ve got the backing of the entire university to be able to raise that bar as a team is key.

How will the department’s operations this fall change now that football will be back at the Mountaineer Bowl after two years of playing at Rady Field (home of the women’s soccer program)? What do you anticipate the effect that the change will have on both programs? The overall student-athlete experience? The fan experience, including boosters? Your staff?

The impact has been tremendous. Record-breaking attendance at the grand opening game is evidence that the fans are excited about our new facility. These amazing, state-of-the-art facilities will attract new recruits as well as help us retain our current student athletes. It is already making an impact on the Mountaineer spirit as we have expanded the game day atmosphere utilizing our new high-end Musco lights, which provide light shows that can be synchronized to music to create special effects, and our new 10mm 1250 sq ft video board — the largest in the RMAC. In addition, we’ve added a fan cam to engage our fans on the video board. The student body absolutely loves it. The WOW factor cannot be overstated. It is simply remarkable. The fans and athletes are proud and, honestly, still in a little disbelief that this is our new normal. The student-athletes have a facility that matches how they feel about being a Mountaineer. This is a championship-caliber facility. Facilities don’t win games, but they definitely elevate the esprit de corps and give the extra boost that makes a difference.

As for how operations will change this fall, those changes will be palpable. For the past two years, we’ve had to create a football stadium on a soccer field. We had to set up makeshift press boxes, filming platforms, and coaches’ boxes out of conex shipping containers, as well as portable play clocks, portable bathrooms, concessions, and weatherport tents used as locker rooms for the home and visiting teams. We had to transport two teams of 70 in four rotating 15-passenger vans just to get them to the field from their main locker rooms. And because we were playing on a soccer field, we had to build padded walls on each end zone to meet safety criteria. These operations are a thing of the past. Fans had to sit on the mountain backing up to the soccer field in their own chairs in the dirt while watching for rocks and cactus for the past two years to watch the football games as there weren’t enough bleachers in that facility to accommodate all the fans. These will be memories our hardy fans will look back on with pride, but they will now enjoy having a place to sit inside this remarkable renovated stadium this fall, which includes optional reserved seatback seating. The new corporate suites at the renovated stadium have added a new layer of operations for us this season. The President’s Suite accommodates 50 people so that we can host our boosters and other dignitaries, as well as three suites that are available for groups to purchase. We’ve added a video board programming team to make sure we are utilizing our new board to the fullest. Something we’ve never had to do in the past. We also have a new concessions concourse, new ticketing procedures and reserved seating — again, adding new tasks for game-day operations. Our staff has taken everything in stride, even as they are working harder than ever before. But as we get more games under our belt, each week we will get more and more efficient. Everyone on the staff has been so supportive, as they understand the impact and importance of this new facility.

As for our teams, the soccer team has been gracious in sharing their field with football for the past two years, but I’m sure they are happy to have their field back as their own. And they now have new locker rooms in the new facility, so their experience is elevated as well. And the football team and outdoor track teams have been amazingly resilient for the past two years without a place to call their own. Never complaining, just working hard and getting the job done, as the football team made it to the playoffs last year and the outdoor track team had one of their best national finishes in 2023. For these programs, now that their new stadium is a reality, it has got to be a very surreal experience.

Prior to becoming an AD, you had a lot of success as a coach including being named DII National Coach of the Year and multiple national champions. What are some criteria you use in hiring coaches? What are things that are easy to miss in the hiring process?

Better people make better leaders. We look for coaches that can truly lead. Coaches that understand what it takes to be successful at the D2 level have the passion, work ethic and vision to create a culture of belonging and character. As the great John Wooden has said, “Be more concerned about your character than your reputation.” We all need to check our egos at the door and do what’s best for our student-athletes. Character is what you really are; your reputation is merely what others think you are. We’re looking to hire coaches that truly want to make an impact on our university and be ambassadors for their sport or position. Coaches who understand their role and how they are building the program for the next leader. Our coaches must wear many hats; however, character trumps all. At Western, coaches must also be great recruiters and understand how to utilize the resources they have and build relationships to expand their resources. In addition, great coaches must have outstanding relationships with their athletes. This is something that is easy to miss in the hiring process. Most coaches don’t list former athletes as references, and so it’s easy to miss their perspective, which is crucial. A coaching candidate might seem to check all the boxes, but if they can’t connect with their athletes, everything else is meaningless.

What is your short- and long-term vision for NIL at your school, in the RMAC and in DII?

Influxer has been a great start with our NIL platform as a co-licensed NIL merchandise deal available for all our student-athletes to activate multiple lines of merchandise to be sold via Influxer’s e-commerce platform. We just signed on 9 months ago, so we are in the early stages; however, many of our student-athletes have taken advantage of their platform to make a small profit.

Most recently in August, we had a special opportunity to elevate our NIL platform by teaming up with current NFL star running back and Western alum, Austin Ekeler, with the Eksperience App. Eksperience is a first-of-its-kind tech NIL platform for our student-athletes and Western Colorado to connect fans directly with their favorite student-athletes in customizable ways that fit their style, personality and availability. Austin is the founder of Eksperience, the platform that is designed to break down the barriers between athletes and fans while building community around sports. We are proud to be the first university to sign on with Austin’s innovative NIL platform and provide another opportunity for our student-athletes to engage with our Mountaineer fans and community. Since we signed on with Austin, we have made national news in Sports Illustrated, resulting in over 2,000 new downloads of the Eksperience app, which has already provided revenues directly to our student-athletes.

If you had the authority to make any changes in DII, what are the 1-3 changes you would make for the betterment of the division?

I feel overall, DII is in a good spot. I would like to see the amateurism of DII held to a reasonable extent and keep the playing field level as much as possible by continuing the current model of capped scholarship equivalencies. I would also like to see DII eliminate the transfer portal but continue to allow student-athletes to transfer without penalty if they are in good academic standing. For the student-athletes not in good academic standing, I’d love to see a realistic standard met of transferable credits to make sure the student-athlete stays on schedule to graduate.

Small College Conversations - Tony Hoops

Tue, 24 Sep 2024 19:03:48 GMT

Insights from Northwestern AD Tony Hoops about his first year leading the Raiders, NAIA challenges and opportunities and more.

Tony Hoops, Vice President for Athletics at Northwestern College, joins NAIA.ticker’s Kristen Eargle to dive into the early success the Raiders have had in year one of Hoops’s tenure. Hoops talks three initiatives he’s implemented in year one: the Student-Athlete Leadership Team (SALT), and Northwestern's first Raiders Giving Day. The two dive into investigating retention, finding the right roster size and growing revenue streams.

Small College Conversations - Cleive Adams

Mon, 23 Sep 2024 16:40:48 GMT

Insights from Ferrum AD Cleive Adams on the transition from DIII to DII, moving from coaching to administration, alignment and more.

Cleive Adams, Director of Athletics at Ferrum College, joins D3.ticker’s Kristen Eargle to dive into the transition of a 20+ year coaching career to becoming an Athletic Director at Ferrum. The two discuss Ferrum moving from Division III to Division II, including the biggest challenge they are anticipating in transitioning. Adams sought advice from his fellow ADs in Division II on what was key in the transition, which was hiring a good compliance officer.

Drive & Company and The Business of Small College Athletics Announce Strategic Partnership

Mon, 16 Sep 2024 17:32:42 GMT

BOSCA and the parent company of D2.ticker, D3.ticker and NAIA.ticker are teaming up.

Drive & Company (D&C), the publisher and parent company of industry-leading newsletters D1.ticker, D2.ticker, D3.ticker, NAIA.ticker and Coaches.Wire, as well as the corporate home of AthleticDirectorU.com, D1.classroom, D1.dossiers, CollegeSports.jobs and D1.relocation, is entering into a strategic partnership with the Business of Small College Athletics (BOSCA), the industry leader in small college athletics professional development, to further enhance the services both organizations provide to the small college athletics community.

Through this new partnership, D&C will co-brand small college print and video interviews with BOSCA in D2.ticker, D3.ticker and NAIA.ticker and post the co-branded content on the BOSCA website, making it easier than ever for small college athletics professionals to stay up to date on what their colleagues around the industry are saying. The agreement also provides D&C with enhanced visibility and participation in year-round BOSCA programming and events.

“Drive & Company is committed to creating value and efficiency for college athletic professionals. As a former Division III AD, I understand the importance of being informed of all the changes in college athletics while also having limited time outside to do so,” said Maria Buckel, Drive & Company Chief Operating Officer. “ I also know there is so much great work being done on campuses across the country that is not being reported by any media source. We are thrilled to work with Jim Abbott and BOSCA to help amplify this work.”

“It’s exciting to formalize our relationship with Drive & Company, " said BOSCA Founder Jim Abbott. “BOSCA exists to promote the achievements of small college athletic administrators and to provide those professionals with relevant professional development opportunities.” “Working alongside D&C opens up new and exciting ways that we can achieve that mission.”

About Drive & Company

Drive & Company launched in 2013 with its flagship product, D1.ticker, which provides an efficient yet holistic view of the industry’s most important news to those who want to gain an advantage in college athletics. The success of D1.ticker over the past decade-plus has led to the creation of additional publications & products: D2.ticker, D3.ticker & NAIA.ticker solve the same efficient news consumption challenge for decision-makers in DII, DIII & NAIA, respectively. D&C also offers Coaches.wire, the most comprehensive coaching transaction tracker in all of college athletics, AthleticDirectorU, a rich thought-leadership content platform for leaders in college athletics, and D1.classroom, which preps college students through news, knowledge & decision-making tools to build a clear understanding of skills needed to flourish professionally in college athletics.

About BOSCA

BOSCA is the only professional development organization that focuses entirely on small college athletic administrators. Founded in 2012, BOSCA provides an annual convention each summer as well as one-day regional workshops in the spring and fall. BOSCA also provides virtual professional development academies that focus on leadership and revenue generation. For more information visit www.smallcollegeathletics.com

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Small College Conversations - Chad Briscoe

Tue, 10 Sep 2024 19:55:06 GMT

Insights from Grace AD Chad Briscoe on their historic uniform partnership and more.

Grace College AD Chad Briscoe discusses the Lancers' historic uniform partnership and more.

Leveraging DII Football Success

Wed, 04 Sep 2024 15:05:44 GMT

Four DII ADs dive into how on-field football success impacts their departments, their gameday schedules, relationships with coaches and more.

How has on-field success helped elevate the exposure of the institution and athletics? How are you tracking the impact it has on your brand, fundraising, ticket sales, enrollment, etc.?

David Hansburg (Colorado School of Mines) - We worked hard before our football team got really good, so we were prepared to elevate our brand once we became national championship contenders. We created the best game-day experience possible. In Marv Kay Stadium, we added a beer garden area, a kid’s zone and improved our cheer and dance teams and our band. We improved our booster club (Oredigger Club) and built up a strong football family and friends club. Football games became great campus and community events.

We also developed strong relationships with the local media. Denver is a pro sports town with four Division I football programs in the state as well. Our Athletics Communications office did a great job pitching compelling stories about our student athletes at Mines to the local media. Our football games were televised locally. This helped us stand out in a crowded media market.

Once football went from good to great, we were really positioned well. Our games started selling out and local media stories became national media stories. We were ready because our whole athletics staff was bought into the idea of producing a top-notch, high-quality event BEFORE we were national contenders on the field.

We are definitely seeing more applications nationally instead of just regionally. Anecdotally, our football success has given us name recognition nationally instead of just regionally as well. When I was in Indianapolis for Management Council meetings this summer, Charlie Baker told me he thought Mines had a great brand! That’s a solid data point.

More importantly than increasing attendance, which was already good, we were able to raise ticket prices. No one balked, and our ticket revenue doubled. Our alumni are so proud and our campus fundraising has increased significantly. We are wrapping up a campus fundraising campaign that has raised $484 million so far and athletics has been a big part of the momentum to raise such a large amount.

The overall revenue from our local sponsors has also grown by almost 300%. It is hard to not love a bunch of nerdy students who win. People want to be part of our Oredigger football success.

Renee Hellert (Kutztown) - The recent on-field success of our football program has definitely generated excitement among our student body, our alumni and the local community. Game days on campus are exciting and boost the activity and energy on campus. There is great pride in the program and with pride comes a positive campus culture. With last season’s NCAA Regional Championship and a trip to the NCAA DII National Semifinals, the institution saw increased exposure, not only at the local level, but at the national level. This absolutely helps to strengthen the brand of our department and assists in recruiting for all our athletic programs. In terms of tracking the impact, we have seen an increase in ticket sales with those who purchase online in advance. I am sure there will be further impact that is yet to be seen, including final ticket sales for the season, increased retention and improved recruiting within Athletics.

Matt Howdeshell (Central Missouri) - Nothing impacts the overall brand, visibility, and recognition of an institution like a successful athletic department. Possibly the most high-profile sport of an athletic department is a football program. Last year was a record year for UCM Football including but not limited to:

Tied program record for wins in a season
Tied program record for furthest advanced in NCAA postseason
NCAA D-II Player of the Year in Zach Zebrowski winning the Harlon Hill award
MIAA Football Co-Champions
Coach Josh Lamberson recognized as the Coach of the Year
Broke numerous offensive school, conference, and national records

It was also a record year off the field for Mules Football. Some of our highlights last year off the field included:

Football attendance up 34%
Overall attendance up 22% (all sports)
Averaged over 9,000 per game for FB
Ticket sales revenue up 26%
Sponsorship revenue up 19%
Conducted an alcohol sales pilot study, beginning with football and including basketball and baseball.
Most views on the MIAA Network

The data above has helped us monetize the increase in interest and revenue for football and has been helpful in facilitating conversations with ticket holders, sponsors, and donors for future growth. Some key initiatives to capitalize on this success and metrics include:

Implemented partnership with Taymar Sales U to modernize ticket sales and sponsorship strategies, adding full-time staff, and maximizing revenues
Updated ticket sales timeline - season tickets on sale earliest they have ever been
Renewal rate near 100%
Record number of new season tickets sold
Outbound ticket sales approach
Targeting group ticket sales
Implementation of alcohol sales to the public at football, volleyball, basketball, and baseball
Restructuring of annual fund to a philanthropic model
Annual fund membership up 22% over final FY 24 membership
Revenue up 36% over final FY 24 revenue
Suite Enhancement Strategy
Targeted enhancements of suites
Updated pricing strategy, based on peer benchmarking, for suite holders to extend their lease, and spread price increases over a longer term.
Due to high demand, we created a waitlist for suite holders, prioritizing how long suite holders have been on the waitlist and overall investment in UCM Athletics
Developing strategies for future suite growth to meet demand
Alumni Engagement
Reunion plans to recognize 5 championship teams
Field level endzone hospitality area for all former student-athletes
Opportunities to purchase travel packages with the team
Encouragement of annual fund membership
Major gift cultivation

Kim Pate (Lenoir-Rhyne) - The success of our football program has helped elevate the overall athletic department’s reputation and brand as a perennial national contender not only in football but in multiple sports. We have been blessed to sustain success in football for the past 8 out of 10 years. This past year, our team advanced to the National Semifinals and lost to the eventual National Champion. We have also had two players drafted to the NFL in the past 4 years, including Kyle Dugger, who is the starting safety for the New England Patriots, and Dareke Young, who is a receiver and plays on special teams for the Seattle Seahawks. The exposure we received as a university when Kyle was drafted as a second-round draft pick and the first pick for the Patriots was unlike anything we’d expected. The exposure on national news outlets and social media was incredible. As a result, the Lenoir-Rhyne University name is now recognized by football fans all across the country.

We have seen our annual fundraising increase significantly and have been able to complete over $30 million transformational facility upgrades with the majority funded through external contributions and support. Notably, we were able to build a new athletic sports performance center and athletic weight room along with an $17 million comprehensive renovation to our football/lacrosse stadium, as well as a complete update competition arena. We have seen annual giving, corporate sponsorship and ticket revenue almost triple. Our social media following has really taken off for both the athletic department and football accounts. Our game attendance at football has increased along with student and community support. We ranked at the top of our conference and 7th nationally in accumulated attendance and 10th in average attendance this past year. We have not experienced an increase in overall institutional enrollment but have seen an increase in athletic enrollment.

Walk us through your schedule on a home football game day. Who are you meeting with? How much of the game do you watch? Where are you looking to prevent “fires”?

Hansburg (Colorado School of Mines) - Our Assistant AD for Internal Operations, Carolyn Dennee, is our football administrator and runs the games. She is the best football game operations person in the country. Our staff is amazing and I haven’t had any turnover on my senior staff in seven years. I don’t come to the game too early or I would just be in the way. We rarely have fires, and if we do, our crew puts them out quickly.

I arrive about two hours before kickoff and will be sure to visit any important tailgates, people or events that are outside the stadium. An hour before kickoff, I will go visit the QB Club tailgate in our East endzone. This is the family and friends of our players and coaches group. There are a few important traditions with the QB Club group that I have to participate in and then I go to the field with about 30-40 minutes left on the clock before kickoff. I like to wish my coaches, the opposing coaches and the officials good luck and a good game.

From there, I go up to the President’s Suite, where our biggest donors and campus executive team will be. I have learned to be able to watch almost every play while also connecting with the important people in the President’s Suite.

At halftime, I like to walk through our Blaster Room, where our Oredigger Club members are, so I can say hello to some more key people. I go through the concourse to see how concessions and merchandise sales are going and then out into the beer garden, where I can find a lot of our former letterwinners. Between the third and fourth quarters, I have to be on the field to honor our donor of the game and then I typically stay on the field for the rest of the game. If our opponent’s AD is there, I will try to track them down as well to say hello.

When the game ends, if we win, I go into the locker room for the singing of the Helluva Engineer song. If we lose, I don’t go into the locker room. Thirty minutes after most games end, my staff and I meet in the equipment room for decompression activities and informal quality control discussions. Football gameday is definitely a great day at Mines.

Hellert (Kutztown) - At Kutztown, our football home games are an “all hands-on deck” operation. Our entire administrative team and support staff have roles and responsibilities each game day. My main responsibility on a game day is to support all of them in their roles and ensure that they have the resources they need to complete their tasks and assignments. Each of our home games has additional programming that takes place, it could be a specific theme, we could be hosting special guests, honoring alumni or celebrating the success in other areas of the institution. My role is to ensure our special guests and honorees feel welcomed and engaged with the event and that these events run seamlessly, without interference of the contest. Most of the “fires” tend to happen prior to the game, in areas of ticketing, traffic, parking, and tailgating, so I can float and be of assistance when needed. I get to watch a majority of the contest but am always alert and aware of what is happening in the areas surrounding the field of play.

Howdeshell (Central Missouri) - When it comes to preventing “fires,” the best strategy is to be proactive. It is important to plan for as many issues as possible in the week(s) leading up to the game and ensure everyone is clear on responsibilities. We are fortunate to have a great team that does a good job of planning ahead to reduce surprises on gameday. When fires do happen, they are empowered to solve them. If needed, I am available to assist.

On home football game days, I like to be very active and visible. I try to arrive at the facility 5-6 hours before kickoff. Each week, I make a list of groups to touch-base with, be visible with and see if they need any support:

Internal:
Game operations and management staff
Officials
Support staffs (athletic training, strength, equipment, etc.)
Ticket staff
Concessions & Catering
Radio & streaming broadcast teams
Campus partners
Cheer & Dance coaches and student-athletes
Football coaches and student-athletes on the sideline during pregame
External
Student-athlete parent, football alumni and Cardinal & Black Fund tailgates
Walk-through other tailgate lots
Pregame fan-fest area
Mule Walk (team entrance to the stadium with band, live mules, etc.)
Visiting AD and coach
Pregame & halftime on-field recognitions
Suite holders and invited game guests
Endzone hospitality area

I try to watch as much of the game as possible. I prefer watching the game from the field level to capture the energy and enthusiasm and watch the first quarter from here to get a feel. During the quarter break, I will make a pass through the concourse to check on the fan experience and concessions while making my way up to the suites. I will spend the 2nd and 3rd quarters visiting with our suite holders and invited guests, which includes current and prospective supporters. Where I watch the 4th quarter, depends on how the game is going. If the game is close and highly contested, I will watch the game from the field and bring down a few donors/alumni with me. If the game is in-hand, I will continue to visit with our supporters in the suites.

Pate (Lenoir-Rhyne) - As far as game management, I empower my staff to handle the game day operations and logistics. I have a great team and they are outstanding at what they do. Our team does an excellent job of pre-planning ahead of the season and then looking for ways to continuously elevate the game-day experience. We will address any major issues that may arise in game and then recap the following Monday and discuss any game-day operations adjustments that need to be made.

I arrive approximately four hours ahead of the game and make my way over to the gold tailgate lot where our prime VIP parking area is located. This is a really unique aspect of our game environment where our Bears Club members park directly behind the press box next to the practice football/lacrosse field, which is the ultimate tailgating experience for families (safe area with bounce houses, face painting, and kids playing pickup football). Once the gates open, I make my rounds between the Bears Club Pavilion hospitality area, where we host between 600 and 800 members and guests and provide catered food and beverages.

I typically am involved with a pregame on-field presentation and then once the game kicks off, I bounce between the VIP suites, our club seating area, and the President’s Box. I probably take in sixty percent of the game, but my primary focus is on engaging our donors and alums, while also making sure we are providing a high-level game environment for our fans.

While your current coach has had success, how are you thinking about the future of the program to either keep your current coach, plan for succession, etc.?

Hansburg (Colorado School of Mines) - Last season was the third season in a row with a different head coach, but we never lost the nucleus of our assistant coaches. We were fortunate to have great coordinators on both sides of the ball who each became head coach when the position came open. After Pete Sterbick, our current coach, took the team to the National Championship last season, we adjusted his compensation in such a way that we hope he will stay for a long time. We also adjusted our current coordinators and assistant coaches during the last two head coach transitions and we retained them all.

A few years ago, we also implemented a bonus structure for all of our coaches at Mines. The more success their team has on the field and in the classroom, the more bonus money they can earn. This has helped us retain our football staff.

I always hope that my coordinators are developing in a way that prepares them to be a head coach if the current boss leaves. Mines is such a unique school in so many ways. This makes continuity, if possible, very important. This is especially true when a program is having success.

In college football, you always have to be ready for change when you have a very successful program. We make every effort to make Mines a difficult place to leave for all of our coaches. I am always on the lookout, though, to see what programs are succeeding around the country. I pay special attention to high academic programs where students have to perform in the classroom as well as on the field. Coaches who can succeed in a tough academic environment and who recruit and retain student athletes in those settings have a higher chance of succeeding at Mines.

Hellert (Kutztown) - We are very fortunate to have a highly skilled and experienced coaching staff. Coach Clements is an unbelievable talent that will be very difficult to replace if the time comes. He models a coaching style that is focused on developing each athlete to become the best that they can be while directing the entire team toward a common goal. He is a true educator and motivator. Kutztown University has shown that it is committed to Coach Clements and is supportive of the direction he wants to take KU football in the future.

Howdeshell (Central Missouri) - Last year was one of the most successful football seasons in school history. An important ingredient for success is continuity. Retaining our head coach, coaching staff, and key student-athletes was a priority. Because of the impact that success had on our institution, athletic department, generated revenues, and our supportive president, we were able to offer our head coach a very competitive contract extension with incentives and adjustments to the assistant coach salary pool. We were able to launch D-II’s first fee-free marketplace to assist our student-athletes in maximizing their name, image, and likeness, encouraging them to remain at UCM. In addition, because of the support of our loyal alumni, we were able to renovate our football coaches’ offices and meeting rooms to further demonstrate our investment in the program. All these enhancements were key to ensuring continuity into this season and beyond.

Pate (Lenoir-Rhyne) - This is a real challenge for successful programs, and we’ve experienced a fair amount of turnover of our head football coach in the past decade. We’ve had three head coaches leave for Division I head coaching positions in the past ten years including the last two who both ended up at FCS Mercer University. I joke that Mercer should just send LR a finder’s fee instead of hiring a search firm the next time. In all seriousness, my first goal is to recruit a talented coach at the helm of our program who is a great fit for our university. I am looking for someone who is competitive, ambitious, and has big goals and aspirations for both our program and his career. Therefore, I have never faulted a coach for bettering themselves by taking a DI head coach position. I would love to keep a coach for a long time, but I recognize if they have success, they are going to get calls and opportunities. I’ve had to learn to be prepared for it. Ideally, I’d like to have an assistant in waiting who is ready to step in, but that is not always an option. I have asked the last three coaches to be intentional about recruiting at least one assistant who could potentially succeed them when they get their next opportunity. I also develop a short list of proven successful head coaches and upcoming assistants. I try to maintain ongoing dialogue with the head coach about renegotiating or extending their contract once they have demonstrated success. Finally, we have been intentional about giving the staff the tools to sustain success.

We provide some of the best facilities in Division II; we invest in staffing to make sure we can attract quality assistant coaches, and we also are leading in the NIL space by partnering with initially Opendorse and now Basepath. Our alumni have also started a collective to provide both endorsement and educational opportunities for our student-athletes. From a retention standpoint, we offer some bonus incentives, but my goal is to make LR the best DII job in the country so a coach will not be inclined to take another DII or low-resource DI program.

What is your communication or meeting schedule with your head coach in-season? How are those conversations structured?

Hansburg (Colorado School of Mines) - I try to check in with my coach once per week during the season. I usually like to visit the football offices late Monday or early Tuesday. I always ask how the film looked from the last game and what the film on our upcoming opponent looks like. As a former football coach myself, I love to hear what Pete thinks from an X and O standpoint. He is a really good coach and hearing his take on things is very interesting and fun for me. I always ask if there is anything he needs from me or my staff as well.

Hellert (Kutztown) - We continue our monthly formal one-on-one during the season, but there are additional informal drop-in meetings throughout the traditional playing season that address more immediate items surrounding game day, player personnel and miscellaneous items. The conversations in the scheduled one-on-one have more structure, as we discuss recruitment and retention of our team, the overall student-athlete experience and the future of KU football. Informal conversations have very little structure and are typically addressing questions or concerns that need immediate attention or just an overall check-in to see how we can better support the program throughout the season.

Howdeshell (Central Missouri) - Last year, in my first year, we met weekly in-season on Monday mornings to recap the previous week and discuss the upcoming week. In these conversations, we each had our agenda items. I let coach cover his items first to ensure he had what he needed from me to succeed. I shared department updates, discussed items for coach to be aware of, asked for program updates, injury/roster/staff updates and opponent overview. This was to ensure consistent and proactive communication while we developed our working relationship. Going into year two, we communicate nearly daily, and our meeting schedule has adjusted to biweekly.

Pate (Lenoir-Rhyne) - Once fall camp starts, I try not to put any formal meetings on their schedule and connect casually whenever we have an opportunity. I will stop by their office or catch them at lunch in the cafeteria. During the season, I will try to catch them early in the week to check in to get their insight on the state of our team or our opponent and ask if they need anything. My goal is to listen and offer support and to make sure I have a good understanding of where the program is and what, if any, challenges they may be dealing with (on and off the field). I want to make sure we are aligned and lockstep on messaging and the direction of the program. I really enjoy traveling to away games and find it shows support to both the coaches and student-athletes, while also giving me an opportunity to connect with parents and our most devoted fans. I’ve only missed one game in eight years. I can also be a little more of a fan and watch the entire game, while gaining a better understanding of our competition’s facilities and game environment. I always walk away with some new ideas for marketing or to enhance our fan and student-athlete experience.

How do you incorporate your coach into plans to leverage success without distracting from the program?

Hansburg (Colorado School of Mines) - The most important thing is winning the right way. To increase our chances, I try to leave my coaches alone during the season. As AD, I want them 110% focused on coaching their team and winning. Anything I can do to keep them from being distracted is important. When the season is over and we have another extremely successful year, it is time for Coach to get out there and leverage success with donors, campus constituents, the Golden community and on the recruiting trail.

Hellert (Kutztown) - Coach Clements understands how the success of the football program benefits our institution and our department. There are constant conversations on how we can leverage the success of our football program with administration, donors and community partners to benefit all our student-athletes and strengthen all our programs.

Howdeshell (Central Missouri) - Our head coach is a great communicator who is outstanding with alumni and community members. Honestly, we probably do not utilize him as much as we could in-season so he is focused on preparing the team.We are fortunate to have a Director o f Football Operations (DFO) who helps our head coach and coaching staff to handle most of the administrative, off-the-field items for the program. If there are any administrative “housekeeping” items, we refer those to our DFO. In season, especially, we only include the head coach in high-level administrative items he needs to be aware of. In doing so, we can be efficient with Coach’s time and focus and give him targeted speaking points for strategic appearances: weekly coaches shows, weekly radio segments/interviews, video segments, donor/alumni meetings, community groups, etc.

Pate (Lenoir-Rhyne) - It starts in the recruiting process when hiring a coach to make sure they understand the bigger picture and how important it is for them in their role to engage with donors and both internal and external stakeholders. I would never want to distract from what a coach needed to do to prepare their team, but I am looking for a partner who is willing to carve out time away from the team to meet with donors or attend an important fundraising event. Our external team will work closely with a new coach to get them in front of key groups and donors to introduce them to our campus and community. I also think engagement with faculty and groups across campus is important. In the offseason, our FAR will coordinate inviting the coach to Faculty Senate meetings to speak. It’s obviously a balance, but our external team will try to take as much of the planning and coordination off the head coach's plate and simply ask them to show up and coordinate on what we need them to do.

AD in Residence: Case Western Reserve AD TJ Shelton

Thu, 29 Aug 2024 20:09:06 GMT

Case Western AD TJ Shelton discusses his priorities for the Spartans, developing relationship across campus, student-athlete experience and more.

As you start your third academic year in the chair, how do you pinpoint and work towards your priorities each year? And what will those be for this year?

When I arrived at Case Western Reserve University (CWRU), we conducted a SOAR analysis, which gave me a great understanding of how the staff and coaches felt about the key initiatives for both short-term and long-term goals. From that feedback, I developed our strategic initiatives that would guide our decision-making and resource allocation. It also provided a great opportunity to align with the Division of Student Affairs and President Kaler’s university initiatives. I’ve always been a firm believer in the idea that the athletics strategic initiative should be aligned with the university. This provides the opportunity for us to tell the story of our student-athletes and teams in connection to the great work that they are doing in the classroom and in the community. In our pursuit of comprehensive excellence, the key initiatives include student-athlete well-being; other areas of focus are conducting staffing plan and compensation reviews; fiscal assessment; facility master plan; alumni and donor engagement; admissions and recruiting; student-athlete championship experience and culture; and diversity and inclusion review.

How are you evaluating the resources and opportunities provided to DIII student-athletes as you seek to provide the best possible student-athlete experience?

I’ve placed an emphasis on myself and the administrative staff engaging with our student-athletes as much as possible. It’s important to be visible and accessible to gain their trust and respect. The Student-Athlete Advisory Committee (SAAC) is essential to our program’s success. It’s a priority for me to be available to support the teams. Whether that’s attending practice, traveling with teams, or catching up before or after practice, it's a great way to get a pulse on what’s going on in their world and how we as administrators can enhance that experience. In addition, the post season surveys are another method to get feedback on how well we are meeting the student-athlete’s expectations. They share their experience and what improvements they would like to see. I also conduct exit interviews with graduating seniors. These sessions are valuable and can provide another opportunity to connect on a personal level.

At a high academic caliber institution, how do you balance the financial implications of NIL with the education-related learnings that can come from executing deals?

We’ve taken the approach of focusing on compliance related to Name, Image and Likeness (NIL) deals, along with helping student-athletes develop their brands and marketing skills. Our priority is to follow the rules and regulations of the NCAA. We are working with the Director of Entrepreneurship at CWRU Micheal Goldberg, who also serves as the Faculty Athletic Representative, to assist with creating the program and evaluating student-athletes' presentations to Brands.

We have a handful of student athletes who are a part of an NIL club, while a few others are doing service for products. We want to give the student-athletes the tools to learn how to develop, promote and enhance their personal brand.

Some championships-related questions. How do you feel about the implementation of the NCAA Power Index and will it impact how your coaches schedule? What is your opinion of the division’s move to create a national platform for championships live streams and stipends to offset preliminary round championships?

The selection process to gain access to post-season championships has always been a focal point for championship sport committees. I applaud the efforts of the committee to continue to strengthen the methods to have a fair and equitable selection process, knowing we have a large membership. Our coaches have discussed the potential impact on scheduling, but ultimately, we focus on regional competition with some out-of-region competitions to provide our student-athletes with a unique experience. The University Athletic Association and Presidents Athletic Conference for football provide tremendous competition week-in and week-out and put us in position to earn a postseason bid.

I applaud President Baker’s initiative to enhance live streams during the postseason. DIII championships are extremely competitive, and this will provide the fanbase with the opportunity to watch some highly competitive competitions across the country. In addition, the addition of financial support for preliminary rounds provides proof the NCAA is committed to enhancing the championship experience for student-athletes and fans.

At a large institution like Case Western, what tangible steps are you taking to create relationships on campus and effectively communicate up to your VP or president?

I believe as the Athletic Director at CWRU, it is one of my most important roles as the administrator. For our department to be successful, I must lead by example by building relationships on campus so others in the organization can network and understand how we work together as an institution. As a member of the VP of Student Affairs' executive team, I have a seat at the table to share athletics' key initiatives along with the success of our student-athletes. I’ve had the privilege to present our strategic plan and roadmap to championship success to the Board of Trustees and during the President’s cabinet meetings. These are great opportunities to share our story, but I also have the opportunity to connect with university deans and department heads. I also often invite our campus partners to our department meetings so they can share the resources they have that can assist our student-athletes and coaches to be successful. Departments such as admissions, health and counseling services, career office, and academic advising are just a few that have collaborated with each other to build authentic relationships that support our department’s mission, vision and values.

Prior to this role, you served as the Senior Associate AD at Ohio State under long-time AD Gene Smith. What were some things that you learned under his leadership and what are two to three key pieces of advice you would give someone who aspires to become an athletic director? How did your 15 years with the Buckeyes inform how you lead the department given your past DIII experience?

Being able to serve under a leader such as Gene Smith was remarkable. His leadership style was authentic, inclusive, and the true definition of a servant leader. I gained valuable insights throughout my 15 years at Ohio State. What stood out the most was the way that Gene cared deeply about the student-athlete experience and immediately provided resources to meet their needs. This included adding nutrition stations, hiring full-time sports psychologists, along with the creation of the Eugene D. Smith Leadership Institute, are investments that were made for the growth and development of student-athletes. Secondly, the perception that athletics at the DI level is siloed from the rest of the university was far from the truth. We were aligned and fully integrated into the campus community, and this provided the much-needed political capital throughout the university to build partnerships from the board of trustees to the alumni association to student life. The third lesson to be known was his servant leadership style and decision-making based on core values. Gene was an empathetic leader who led with integrity and respect. This was instrumental in making decisions. He was consistent and fair.

The advice that I would like to share with aspiring ADs is to truly understand their “why” and “purpose” as it relates to being in the chair and the demands of the position. Finding a mentor that you can bounce ideas off of and have candid conversations with is key. It's also important to gain experience in all areas of athletic operations. Understanding how various areas operate, such as fundraising, business operations, academic support, and event management, will make them more marketable and well-rounded. My 15 years at OSU, along with my 15 years at DIII WashU, helped prepare me for the leadership role at CWRU. I would sum up my career as “other duties assigned,” as I really worked strategically to not only perform my assigned job duties at a high level but also seek out stretch roles within the department that would provide additional experience. Having a strong network of mentors throughout the industry is important. Building authentic relationships with individuals who have taken the journey and laid the foundation for my success was instrumental to my growth and development.

Small College Conversations - Tiffani Selhorst

Tue, 27 Aug 2024 18:45:27 GMT

Insights from Defiance AD Tiffani Selhorst on the transition from NCAA DIII to the NAIA, culture, staffing athletic trainers, and more.

Defiance College Director of Athletics Tiffani Selhorst joins NAIA.ticker's Kristen Eargle to dive into her first year in the role that encompassed moving from Division III to NAIA, exceeding revenue goals and tackling such as challenges as staffing athletic trainers.

Netting Pros Becomes BOSCA Partner

Mon, 26 Aug 2024 13:46:42 GMT

Leader in custom netting, wall padding and more supports small college athletic administrators.

The Business of Small College Athletics (BOSCA) announced a new partnership agreement with Netting Professionals.

Introduced in 2012 and coordinated by Collegiate Resource Management, LLC, BOSCA is the nation’s only professional development organization that focuses entirely on the needs of athletic administrators at smaller colleges and universities, catering to NCAA Division II, NCAA Division III, NAIA, and 2-year athletic departments.

Netting Professionals is a recognized leader in custom netting, wall padding, windscreen, and more in college athletic fields and facilities throughout the United States. Netting Pros specializes in sports facility design, fabrication, and installation of custom netting and wall padding while offering complimentary 3D modeling and design, graphic design and a wide range of custom netting and padding solutions.

“We are excited to partner with Netting Pros to provide the premier professional development opportunities for small college athletic administrators,” said Jim Abbott, BOSCA Founder. “Netting Pros provides a great array of products and services that are a perfect fit for the audiences that we serve. “I’m grateful for their willingness to contribute to the continued development of athletic administrators.”

“Netting Pros has partnered with numerous organizations and leagues over the years with the goal of ‘Improving Programs One Facility at a Time’. By partnering with BOSCA and small college athletic administrators, we feel like we can continue to further our goal in helping educate and provide facility design assistance and solutions in custom netting and wall padding for small college programs and facilities throughout the United States.”

2024 marks the 12 ^th year for BOSCA. BOSCA provides multiple workshops during each year that provide professional development and networking opportunities and also provides virtual growth opportunities through the BOSCA Leadership and BOSCA Revenue Generation Academies. For more information visit www.smallcollegeathletics.com For more information about Netting Pros visit www.nettingpros.com or contact Netting Pros at info@nettingpros.com or 844-620-2707.

Small College Conversations - Darnell Smith

Tue, 20 Aug 2024 16:03:50 GMT

Insights from Texas A&M-San Antonio AD Darnell Smith on creating a department from scratch, his vision for the Jaguars, building strategic plans and more.

Texas A&M San Antonio Director of Athletics Darnell Smith joins NAIA.ticker’s Kristen Eargle on Small College Conversations presented by CollegeSports.jobs. Since starting as A&M-San Antonio's inaugural athletic director in 2019, Smith has spearheaded the successful introduction of men's and women's soccer, softball, and men's golf and added men's and women's basketball for the 2024-25 season. As the Red River Athletic Conference Athletic Director of the Year, Smith discusses his vision for the Jaguars that spans the next 5 to even 20 plus years to build the infrastructure of an athletics department from the ground up.

AD in Residence: Hiram AD Scott Pohlman

Tue, 20 Aug 2024 16:00:12 GMT

Hiram AD Scott Pohlman dives into the Terriers' decision to change conferences, sport sponsorship, head coach hiring and evaluations, advice for ADs and more.

Hiram is heading back to the PAC after more than 3 decades. Why was now the right time to make this move? What was the criteria that led you to this decision?

The landscape of collegiate athletics is changing and evolving. If you look at Dl, Dll, and Dlll, conferences across the country are realigning. Some of the change is due to economic reasons and some for a more competitive balance. When we evaluated the move from the NCAC to the PAC, three factors came into play: missed class time, economics, and competitive balance. Looking at football as an example, the PAC has devised a north and a south division. Our furthest north division games will be one hour and ten minutes from campus. In the NCAC, our furthest in-conference game is six hours from Hiram. The furthest PAC conference game is only two hours and fifteen minutes from campus. Not only have we drastically reduced travel costs, but we will not have any games that require our teams to have overnight stays. The move to the PAC also comes with a competitive balance for our teams. Member institutions in the PAC are more demographically aligned with Hiram College.

You will be adding men’s ice hockey, women’s lacrosse and women’s bowling starting in the 2025-26 season. How do you decide what sports to add? Bigger picture, how involved is campus when adding sports or discussing roster sizes given the impact athletics has on enrollment?

At Hiram College, we have a process in place when adding new athletic teams and evaluating current athletic teams.

When adding a new sport, we first look at the demographics associated with the sport. (Is the sport popular in our geographic area and does the typical student athlete in that sport compare with the demographics of our campus?) If the answer is yes, a proposal is drafted. We look at the probability of being able to successfully recruit for that sport; we look at coaches' salaries; we look at the overall operating budget for that sport for a three-year period; and we look to see if the sport is sustainable economically over a three-year period. During this phase, we also look at the strain the proposed sport will add to our athletic facilities, which include locker room space and practice times. We also look at the strain placed on our athletic training staff.

If the proposed sport is not economically sustainable, we will not add the sport. If the answer is yes, the proposal is sent to a committee. The committee is made up of a cross-section of campus. The committee reviews the proposal, asks questions and then a vote is taken. If approved, we usually hire a new coach and allow them to recruit for a year prior to playing our first games. During the interview process, we lay out all the expectations for the program, which include roster sizes and budget. It should be noted that at the end of each year, we sit down with each coach and establish recruiting goals for the upcoming year. If a team consistently falls below recruiting goals and ends up costing the college more to support them financially than they bring in, we will evaluate the program.

Hiram will be the only Division III men’s ice hockey team in the state of Ohio. How much leverage do you think that will give you?

We believe that it will play a significant role in our ability to recruit student athletes for our hockey team. There are a number of club hockey teams in Ohio at the Dl, Dll, and Dlll level, but as stated in your question, no Dlll institution in Ohio, other than Hiram, is associated with the NCAA. We feel that being a student-athlete at the collegiate level plays a role in future success when placed on a graduating senior's resume.

You were the Terriers softball coach prior to being elevated. As a former coach, what are some criteria you use in determining hiring coaches? What are things that are easy to miss in the hiring process?

As stated in a previous answer, we spend a great deal of time talking to coaching candidates and outlining all expectations during the interview process. This allows candidates the opportunity to ask pointed questions and allows both us and the candidate the opportunity to see if it would be a good fit. We talk to candidates at length about our four pillars of winning: 1). Winning on the field, court or pool; 2). Winning at recruiting – both the quality of the recruitable athlete and the number of expected recruits to bring in; 3). Winning at team retention rate; and 4). Winning in our graduation rates. We look for coaches who have made a difference in the programs they are coming from. Even if they come from a losing program, we look to see if they made positive strides during the time they were at their institutions. Wins and losses do not always translate to a good coach. One of the most important factors is hiring a coach who understands what Dlll stands for. The candidate has to understand that the student-athlete is a student first and then an athlete. In my opinion, a coach and student-athletes can be successful in both.

One of the hardest things to judge, and sometimes miss, is team chemistry and their interaction with the members of their teams. For me, a good indication of a successful coach is how well the coach knows their players and how well the players know the coach.

What are some areas you are looking to grow revenue?

We do not focus on any one area of revenue. All streams of revenue are equally important. In Dlll, you cannot solely rely on revenue from ticket sales; crowds are often small. Putting winning teams on the field or court will increase revenue a little, but in my experience, not significantly. As stated in an earlier question, we also evaluate each program. We evaluate each team as a source of revenue for the college. We also look at advertising, concessions, and individual team fundraising as additional sources of revenue.

What are two to three key pieces of advice you would give someone who aspires to become an athletic director?

It’s your department. Your employer is paying you to do a job. Before accepting the position, know and understand the expectations. Trust your instincts and don’t be afraid to take risks. Everyone can point out problems within an organization. Before discussing problems, look at the problems from all angles to see what the true nature of the problem is. Once identified, offer several different solutions to the problems. Most importantly, be honest with your employees. In my opinion, supervisors are sometimes too worried about hurting employees' feelings. It has been my experience that employees, more times than not, desire true and honest feedback.

What You Should Know Before You Build It

Tue, 13 Aug 2024 18:49:53 GMT

Presented by CollegeSports.jobs

If athletics is the front porch of the university, your facilities are your curb appeal — the thing that provides a first impression to student-athletes, coaches, students and supporters. Increased construction costs, enrollment challenges, the continued push for new student-athletes, the support of benefactors and more all come into play when constructing a new facility. We sat down with four small-college ADs who share their perspectives on their most important takeaways from past projects, funding sources, constituent involvement, revenue generation and more.

When developing a strategy for constructing a new facility, what are the top 3 things you learned from your last construction project?

Greg Cooper (Heidelberg) - I always like to start with our core needs and list them out. Then create a list of wants as a second tier.

The next step is making sure you have the right people at the table to ensure the facility designs are meeting your needs and that area experts are able to verify that you have the correct information.

The most important need in our current project is flexibility. That applies to the multiple things:

Having more than one site identified in our case was important because of our topography and the expense of building in different locations
Having flexibility in layout of the facility was very important. We made three very different big picture layouts/designs early on in the process so that we could vet them with the different oversight groups on campus, in the city and surrounding neighborhoods.
Each rendition had a different price point and understanding your capabilities for fundraising and making sure you don’t design a building that is unrealistic for your budget was important early on. That is why the three different designs were very valuable
Flexibility in architecture. Understanding that what architects design and what you can afford often don’t align. The willingness to make changes there to save on costs but also make sure you are meeting the original needs of the project can be hard to balance. We as a campus became serious about this project about 4 years ago and we are just now building the facility. It is a long runway to bring a facility of this size to fruition so flexibility is a must.

Ryan Erlacher (Augusta) - 1) Making sure communication with all parties involved is prioritized. 2) Transparency is important for those impacted by the construction. 3) Always be ready for the unexpected, must be able to adapt.

Mike Powicki (Wayne State College) - Get your architect and GC on board together as early as possible, especially during the time when developing your project cost model.

As a Division II institution, a shared-use facility model shows value, partnership, and fiscal responsibility to your campus and community. This strategy was definitely important in getting our project approved. It also opened doors to different donors who did not want to ONLY support athletics.

Get out in front of our primary donor targets for lead gifts (pre-Program State phase). We began socializing the idea of our current project with our top handful of stakeholders two years prior to it even getting approved. We received some lead financial commitments early to provide confidence to our Chancellor’s office we could raise a significant portion of the funding externally.

Ken Ralph (Southwestern) - Keep your primary project committee small and nimble. Empower people to make decisions in real time to enable your architects and contractors to keep to their schedule. This keeps change orders to a minimum as well.

Keep the primary purpose of your facility in mind with every decision you make. Do not get distracted by small items which fall outside of your set goals for the facility. Too often donors, administrators, Trustees, or even architects try to get certain elements incorporated which are not in keeping with the purpose of the construction. Keep those conversations at bay.

Be sure to coordinate your vocabulary with all involved parties. For example, when an athletics administrator talks about an “Athletics Training Room” many people from outside of sports tend to think of that as a weight room. Take time and come up with clear terms everyone can use together such as “Sports Medicine Facility” or “Strength & Conditioning Center.” Miscommunication can doom a project.

What were the main reasons you built your last facility?

Cooper (Heidelberg) - We have been talking about the need for our fieldhouse for over 20 years. Our athletics department has grown to the point, about five years ago, that we were completely out of space. We had data to show that our lack of indoor recreation and athletic spaces was a big deterrent in the recruiting and retention of student-athletes. If we wanted to improve that issue, we had to make this project a reality.

Erlacher (Augusta) - 1) To meet the needs of our student-athletes, coaches, and staff. 2) To offer modern facilities that will represent our University and athletics program well. 3) To allow our program to be as competitive as possible by offering first-class facilities.

Powicki (Wayne State College) - Our new facility is only one component of a $30M athletics and recreation construction project to increase and improve the amount of quality, programmable, indoor athletic and recreation space we have available on campus. We hired an architect consulting firm to conduct a feasibility study and facility analysis to provide data to show to our President and Board. This study was critically important in justifying the need to move forward with our project.

Ralph (Southwestern) - The last major project for me was a softball facility. It was to replace a severely outdated facility and also to help the school meet its Title IX obligations. Everything about the facility was chosen to ensure the team had the best possible training and competition environment. The goal was to build a facility that would be spoken about as being among the best in the region.

From a funding perspective, what avenues did you explore previously and what would be on the table now?

Cooper (Heidelberg) - We are very fortunate that our project is 100% donor-funded. We did explore USDA loans, venture capitalists, and bridge construction loans as well, but ended up raising everything needed internally.

Erlacher (Augusta) - Private funding is always a great first option. We focus on a lot of naming rights opportunities to help fund facility projects. It’s always great to match a donor with a potential new space, especially alumni who take pride in their alma mater or a family naming a space after a loved one who has passed. University funding and/or state funding is always helpful, but sometimes there are challenges associated with securing those funds.

Powicki (Wayne State College) - Public funds are typically not available for athletic and recreation projects in our state, so we used to somewhat rely on the college cash and fee money to get projects done. Our current project is the largest single project WSC has conducted, so to even get the project budget going, we had to commit to fundraising $5.5M. Then we had to strategically piece the rest of it together from a variety of funding sources (i.e. bonds, budgeted capital improvement funds, college reserves, and a small amount of student fee money).

Past projects across campus were mainly college-funded, but moving forward, we understand that private support for projects will need to be a significant component of the funding model.

Ralph (Southwestern) - Almost all of the projects I’ve been involved with have been funded through philanthropy. We’ve been pretty creative in how we’ve pulled together the funding using a variety of approaches, but mostly I’ve been fortunate to have willing partners to join the project. The biggest thing is to be able to sell the vision for the completed facility and to get others to share in your excitement.

Who do you include in the process? How much campus involvement is expected in facilities to serve the overall student-body and not just athletics? If student fees were used, how much say did the students have in the facility being built and designed?

Cooper (Heidelberg) - The project I am referencing for most of my answers is our field house, which is about 112,000 square feet and contains a 200m track building, a separate 50-yard turf field, weight rooms, locker rooms and many other support spaces. We included constituent groups from all over campus. The facility will house our Masters of Athletic Training program, as well as club sports, intramurals, and almost every varsity athletic team will use the facility.

We had an initial planning committee that was small, about 8-10 people, but we did bring in content experts for specifics like track design and feedback from our coaches, weight room equipment feedback from coaches, and Athletic Training staff weighed in on the design and equipment of their areas. You don’t build a project of this size in a silo. If you don't get feedback, you won't get buy-in from the campus community.

Erlacher (Augusta) - It’s important to include every area, office or department involved in the new space. It’s also important to include students in the design phase; their voice and opinion are crucial to new facility buy-in. However, you don’t want to include too many individuals to the point where it drastically slows down the process, but over-communicating and including a diverse group of key constituents are important.

Powicki (Wayne State College) - For the feasibility study, we established a broad-based planning committee that consisted of athletics staff, student-athletes, general students, coaches, faculty (in our Human Sports and Health department), and other WSC staff. We also hosted focus groups and provided surveys with athletic teams, general student population, and club/intramural programs. Student fee money made up less than 5% of our funding, but we still wanted their feedback as renovating our REC Center was a part of the overall project, so understanding their priorities was still very important. We sold this as not just an athletics project, but a project to support many user groups and overall student life, health, and recreation.

Ralph (Southwestern) - This is a tricky question and my answer will not be popular with some of my colleagues. The more people involved in the planning and design, the more opportunity for a fractured approach to the final project. Every group is going to try to ensure their one area of purpose is included and most times the budget does not allow for that. There are a lot of buildings around the country I tour and realize it was designed by a committee. Everything ends up smaller than expected and cut up. No one is completely happy with the finished project. Everyone complains. This is why it is important to determine the direction of the facility before attempting to gather feedback and keep all of that feedback in line with the direction of the project. I know colleges all love to talk about “collegiality” and “incorporating all voices,” but that can dilute a project. You certainly want to gain insight from others on campus to be sure you are not missing anything, as it is easy to operate with a blind spot, but it is best to do this very early in the process. If you are bringing a big donor to the table for the project, it is important to get together with them to ensure the primary vision is followed. If state money or student fees become the driver, you might not have any choice but to involve a wider group of constituents. If this is the case, it is important to be a good leader in committee discussions and keep the project objectives top-of-mind for everyone involved.

What has changed now that you did not encounter the last time you did a facility upgrade or build?

Cooper (Heidelberg) - A lot has changed for me personally, as this is my first capital project at this university. The previous project was a gym only at a public school in a different state. There were stark differences in philosophies between those two schools. The public university would not sacrifice design elements to get more space in the building. That was very frustrating to work through. I think that facility could have been so much better had they been willing to cut out architectural wants to prioritize student needs. This time around, we did not do that. We stayed focused on our needs and sacrificed our wants to serve the students better.

Erlacher (Augusta) - The amount of time you must plan for in advance regarding delays, product availability and adequate staffing is much different than 5-10 years ago.

Powicki (Wayne State College) - 1) Volatility of commodity prices and overall cost of construction. We built a new football stadium press box four years ago and I would guess that project would have cost double today. 2) Availability of skilled labor and subs. 3) Long delays in the availability of larger mechanical equipment (i.e. transformers).

Ralph (Southwestern) - We are just in a more challenging time to attract and retain students. Beautiful facilities do a lot to add value to your campus, but you have to realize that the way your institution looks today might be very different than what you see in 10 years. Institutions are going to be judicious in how they look at managing debt, so that might take some funding opportunities off the table.

What are your priorities for fan experience?

Cooper (Heidelberg) - I think we were very purposeful in our ADA considerations, but this is a student building first, so fans were a second tier of priority. This facility is primarily a practice, academic and recreation building, so fans' perspectives only came up when thinking about seating for graduations, flow of the building for camps and seating for track meets.

Erlacher (Augusta) - We want our fans to have the best possible experience they can have during our events, and offering great facilities plays a vital role towards that goal. We want them to feel safe in a clean venue, be able to experience first-class facilities, and walk away with a favorable opinion of what we have to offer. We want the experience to be extremely positive and one that will encourage them to return.

Powicki (Wayne State College) - As we have constructed/renovated athletic facilities recently, there has been a significant emphasis on the fan experience and our ability to monetize that experience (i.e. club level in our football stadium and club level in our volleyball/basketball arena). As a part of this current project, we placed an emphasis on creating enhanced way-finding, better parking access, and additional ticketing areas for fans to improve fan engagement and facility access.

Ralph (Southwestern) - People like to go to places where they feel comfortable. In all of your projects, you should include a budget for building wayfinding to assist people in understanding the facility layout. Public spaces need to be uncrowded, well-lit, and safe. Seating comfort adds a lot, especially if you have some in your fanbase who are getting older or if you have sports where the men and women play back-to-back and it is a long stretch if the seats are uncomfortable.

How much focus do you put into ensuring a facility could generate ancillary revenue? If it is a point of emphasis, how did you go about incorporating those multi-purpose elements into the facility?

Cooper (Heidelberg) - That was a big focus for us. We wanted this facility to be able to serve our current students first, then be a revenue generator as a second priority. Due to our geography, we will have significant demand to use the facility from schools, club teams and the community. We plan to hire a person to oversee the building and one of the key job functions will be revenue generation.

I think we were very purposeful in our design to allow for 5-6 different activities to be going on at any one time. There could be groups in the meeting rooms having study tables or watching film, another group could be on the track, another on the turf, another on the courts or multiple groups on the courts, another in the weightroom and another in the functional training area. All of that could happen without much overlap or crossing of paths.

Erlacher (Augusta) - It really depends on the type of facility and the goals of the project. For us, it's not a priority but something we do plan for. It’s important in the design phase that intentional efforts are made to include conversations on revenue generation and creative ways to create new opportunities.

Powicki (Wayne State College) - It was not one of the primary tenants of our project, but we certainly have been brainstorming how we can capitalize on our new indoor facility to generate revenue through youth teams/practices, high school rentals/events and additional WSC-sponsored camps, which all generate revenue. We built this facility to primarily support our campus needs, so it will still be a work in progress to find times for these ancillary revenue-generating programs.

Ralph (Southwestern) - Focus on the needs of your teams/institution first. Don’t allow yourself to get distracted with the “possibility” of generating external revenue from your facility. Design to your specific purpose, and if the final design has the opportunity to generate revenue, then you can make plans to maximize it then. To be honest, almost everybody overestimates how much revenue their facilities will make, so don’t let ancillary revenue possibilities dictate design.

What would you do differently the next time you have a facility project?

Cooper (Heidelberg) - I feel like we got really close to meeting our initial goals of this project. I don’t think I would do much differently. We had to make some significant changes due to requirements of the city and firecode that were not in the original designs, but you have to accept during a project of this size that some things are out of your control and move on.

I still liked our alternative site better than where we are building, but overall it still works in different ways. At the end of the day, we are getting the best building we could afford working within the constraints we were given, and it will be truly transformative for our students. That is what it is all about.

Erlacher (Augusta) - 1) Greater focus on transparency of the construction process with all involved, including the expectations we have for the contractor. 2) Making sure the timeline provided is one that includes accountability and monetary penalties if certain goals are not met on time.

Powicki (Wayne State College) - First thing up top, during a CMR process, getting the GC on board as early as possible to be working side-by-side with the architect to develop the budget.

Ralph (Southwestern) - Every project is different and every project is special in its own way, so I am not sure if there is any “one thing” I’d change as each project is unique. Here are some things I wouldn’t change.

Hire architects who are willing to design your vision for your purpose, not their vision for their purpose. Architects who are good listeners are worth their weight in gold.
Assist people on campus with understanding and repeating the “elevator speech” for the project. The more people bought into the approach, the fewer issues down the road. It also helps with donors when all decision makers on campus can confidently repeat the project details and the vocabulary matches. The alignment of leadership goes a long way toward ensuring a successful project.
Don’t put a shovel in the ground until you're sure the design is solid. Too many projects are derailed by change orders eating up the budget.
Focus on the primary purpose of your project and don’t let external forces detract you from building the facility you need for your students. Remember that you are the subject matter expert here and stay confident in your abilities.
Do your homework. Tour other facilities and take good notes. Speak with others in the industry and learn what you can about their projects. Share important “comps” with your architect so they can use them in design and planning. Have a set list of product suppliers you like to get them included in the process (scoreboards, seating, lockers, etc).
If you hire a contractor who has advertised experience in building athletic facilities, be sure the construction manager assigned to you has that experience. Just because the contractor has built such facilities it does not mean the staff assigned to your project has done so.
One big thing to remember…have fun! Building a new facility is exciting and if people see you having fun with it their confidence in seeing a successful product grows. We have a lot of stressful things to deal with every day. Let the joy of bringing a new facility online help you stay excited about everything you do on the job.

AD in Residence: Indiana Tech AD Jessie Biggs

Fri, 02 Aug 2024 19:06:22 GMT

Indiana Tech AD Jessie Biggs joins us to discuss elevating the Warriors' level of success, revenue growth, sport sponsorship, transitioning to sit in the big chair and more.

The Warriors have captured the WHAC All-Sports Trophy/Commissioner Cup every year since 2016-17 and are one year removed from winning the first ever Learfield Directors' Cup. What do you attribute to the success of your department? How have you continued and elevated the level of success during your tenure? How beneficial or challenging was it succeeding a successful AD?

To win the Fred Smith All Sports Cup for the WHAC is a tremendous accomplishment along with the Learfield Directors’ Cup. It is a testament to Indiana Tech’s commitment to every sport in the athletic department. Team and Individual National Championships are always something we will celebrate and be proud of, but these two department awards are special. We are a well-rounded department with plenty of opportunity in a variety of sports.

These accomplishments are the credit of an incredible staff and an administration that can use creative ways of thinking to achieve success. Our coaches are some of the best in the country.

When taking a leadership role in an organization or team there are really three approaches: one blow it up. This is similar to a rebuild of an athletic team. Culture, structure, organization, personnel all must change. This takes years. The second, I call fertilize the garden. It’s all there, it’s built, the soil is good. It’s a leader’s job to identify tweaks and minor adjustments that don’t uproot the plants but help them grow and be more efficient. The third is stay out of the way. The boulders rolling. Let your team do their jobs. I would say when I took over at Indiana Tech it was between a two and a three. Having worked for Tech seven previous years I knew there were some minor more budget friendly and process orientated things to put in place but for the most part this department is soundly built with great people. The history and longevity of Athletics at Tech is there. The University support and communication between the Athletic department and other departments across campus is also there. That communication is nurtured, welcomed and critical for continued success.

You have been with Indiana Tech for 12 years. You were promoted from within five years ago to the AD chair. For those that aspire to stay at their own institutions, how were you able to prove to campus leaders and the community that you had the skills set to lead in the event the opportunity came along?

Having an administration that was willing to promote and hire within is valuable. A big picture mindset and thinking is key to any leadership role. There must be a “why” for decisions and it has to be for the betterment of the group. For coaches looking to move into administration eventually a willingness to work for the department outside of your sport as a coach is a visual example of being all in for the department. Volunteering for site supervision, committees, working Hall of Fame any of those tasks show you are there for more than just the sport you coach.

Managing budgets. If you can’t manage a one sport five-figure budget as a coach what makes someone think you can manage a 28 sport seven-figure budget as an AD?

Managing people. So much of leadership is how you can meet people where they feel the most comfortable and, in a position to succeed. Proving you can do this in a student-athlete team setting in regard to respect, discipline, gratitude, servant leadership and success is a good indicator on your ability to lead a group of staff.

Given your department’s success, what are your criteria for hiring head coaches? How do you determine fit when hiring a head coach?

We are looking to hire great humans. Seems easy enough but can take time. Unfortunately, great humans are getting out of college coaching or turned off of ever starting for various reasons. We will take a great human, team player for the department, with a willingness and passion to learn and help mentor them through learning the college coaching world. We are fortunate to have remarkable support staff and seasoned coaches that can mentor individuals through some of the hardships and decisions that come along with coaching.

Indiana Tech has added a number of sports in the last few years. How do you decide what sports to add?

For adding sports there are several factors that come into play and are discussed. The sport must be growing at the youth and high school level. Does it fit within our enrollment strategy? JV opportunities, Title IX compliance, conference affiliations, budget costs (travel, facilities, operating etc.)

Bigger picture, how involved is campus when adding sports or discussing roster sizes given the impact athletics has on enrollment?

Once a new sport is discussed and thrown into the mix our athletics, admissions, student affairs, and finance teams work together to develop an implementation plan and pro forma to ensure that we select new athletics programs that ultimately will be successful and make good business sense.

Where are you and Indiana Tech looking to grow or increase revenue?

Athletics is the main driver of enrollment for our traditional programming. It is something that brings a unique and special feel to our main campus. Athletics is a huge part of our daily campus vibe. A growing population leads to revenue opportunities in on campus food eateries, new dormitories and expanded athletic facilities that can be rented out to the community.

As a university our post-traditional and online programs are an area of focus and an expanded portfolio of online programming has been a focal point.

What are some of the challenges that you are tracking from a national perspective and how do you see that impacting Warriors Athletics?

Obviously, the declining number of high school students entering college is a concern. One recent area that I think will impact NAIA athletics and enrollment in the future is the increase in NCAA scholarships. This is very concerning to me as I think more of those teams will max out roster space which will take away from student-athletes at the NAIA level. Some of our higher enrollment sports, baseball, men’s lacrosse, track and field saw some of the biggest scholarship jumps. Recruiting for enrollment is going to get tougher over the next decade. As many NAIA schools are looking to add JV teams for enrollment and opportunity the numbers must add up. Net tuition revenue, discount rate, ROA the adjustment the NCAA just made will have an impact on all of these. What will we have to offer to get recruits five years from now? What will the quality of play across the NAIA look like; especially in some of the less populated sports? One thing I enjoy about my job is the ever-changing challenges that present themselves. It is something that keeps me on my toes and allows for creative and innovative problem solving.

Registration Open for Fall 2024 BOSCA Academy Cohorts

Wed, 17 Jul 2024 13:16:10 GMT

Virtual Sessions provide training on Leadership and Revenue Generation for Athletic Administrators

BOSCA announced today that registration is now open for the fall 2024 cohorts of the BOSCA Leadership Academy and BOSCA Revenue Generation Academy.

BOSCA Academies are designed to bring learning opportunities to administrators in a convenient virtual format. Unlike conventions that compress learning opportunities into a few days, BOSCA academies take place over 2-3 months giving participants opportunities to digest class information and develop questions for follow up. Academy cohorts have 20 or fewer participants allowing for an intimate learning environment and multiple opportunities to network and interact with other administrators enrolled in each class.

“We emphasize building skills and expanding understanding in the academies, said BOSCA Founder Jim Abbott.” “The cohorts are relatively small which allows plenty of opportunities for questions and interactions and class sessions are spread out over a semester.” “Most importantly, you don’t have to wait several months for the next convention, which may or may not fit into your budget or have programming that is relevant to you.”

The BOSCA Revenue Generation Academy focuses on building the skills and programs necessary to create sustainable external revenue generation programs for small college athletic departments. The academy provides a comprehensive look at revenue generation and provides examples of ways to build successful approaches.

“The BOSCA Revenue Generation Academy is an amazing resource,” said Casey Lish, Sr. Assoc. AD for External Relations at West Texas A&M University. “Regardless of the current situation your institution is in when it comes to generating revenue, this academy provides valuable information that can benefit any athletic department. Jim and John have years of experience and do a great job of leading this academy and incorporating guest speakers with proven success that give you access to immediate takeaways that can have a positive impact at your institution. I highly recommend the BOSCA Revenue Generation Academy to any small college athletic program.”

The BOSCA Leadership Academy is designed to expedite the growth and development of collegiate athletic leaders and better prepare them to navigate the challenges of leading an athletic department. The academy combines a broad overview of skills and approaches necessary for success with practical examples and materials that participants can utilize.

“The BOSCA Leadership Academy gave me the tools I needed to successfully transition into the AD chair, said Mark Shook, athletic director at Kentucky Wesleyan College.” Jim Abbott & John Phillips are leaders in our field that provided our cohort ideas, advice, and materials that were practical and useful in helping shape some of my early plans as AD. I’d recommend this to anyone in our profession who wants to fortify their toolbox – and make life-long career friends in the process.”

Space in each academy is limited to 20 participants and includes five (5) virtual sessions, academy curricular materials, engagement with BOSCA guest faculty, and access to BOSCA collateral materials. Cohorts for each academy begin in September, 2024. For more information visit https://www.smallcollegeathletics.com/leadership or contact Jim Abbott at (405) 208-9133 or jim@smallcollegeathletics.com

BOSCA Announces 2024 Fall Workshop Locations

Sun, 07 Jul 2024 14:55:38 GMT

2024 Regional Workshops to Take Place in Worcester, MA and Winona, MN

The Business of Small College Athletics (BOSCA) announced today the dates and locations of two planned Fall 2024 Regional workshops.

Since 2023, BOSCA has organized successful regional workshops in Kansas City, MO, Kutztown, PA, and Greenville, SC. The Fall 2024 regional workshops will be held in Worcester, MA, and Winona, MN.

In its 12 ^th year, BOSCA exists to provide professional development and growth opportunities to athletic administrators at D2, D3, NAIA, and NJCAA colleges and universities. BOSCA provides multiple in-person workshops annually, virtual growth opportunities through the BOSCA Leadership Academy and BOSCA Revenue Generation Academy, and campus consulting services among other offerings. To learn more about BOSCA or to discuss consulting needs or hosting an event in your region contact Jim Abbott at (405) 208-9133 or jim@smallcollegeathletics.com

Regional Workshop Sponsors

Six Secrets of Selecting LED Sports Lighting

Fri, 21 Jun 2024 16:46:23 GMT

Insights from BOSCA partner Musco Sports Lighting

Over the past decade, LED lighting has become a cost-effective and energy-saving solution for sports lighting projects. The rise of LED solutions has also put advanced special effects and light shows within reach of venues of all shapes and sizes. Here are six secrets of selecting a reliable LED solution that enhances the player and fan experience at your facility.

1. ALL LED SPORTS LIGHTING IS NOT CREATED EQUAL.

Every manufacturer’s LED equipment will perform differently. This is especially true in complex applications like sports lighting, where variables that influence system design include facility type and size, seating capacity, television/video broadcast video requirements, pole setbacks, community light ordinances, climate conditions, and proximity to neighbors. When selecting a lighting provider, look for a company with a history of R&D innovation and the flexibility to tailor their system to the unique needs of your facility.

2. SHOWS AREN’T JUST FOR PROS.

On-field light shows used to be available primarily to the largest schools and professional stadiums. But the advance of LED technology has increased the accessibility of color-changing lights, special effects, and custom light shows synchronized to music.

When it was time to replace the 35-year-old halogen lighting on their baseball and soccer fields, Meridian Community College installed a new Total Light Control—TLC for LED™ system that includes Musco’s Show-Light® entertainment technology. Color-changing lights and advanced light-show effects pump up the crowd, energize players, and enhance the game environment. “When the lights first started flashing our baseball players poured out of the dugout and were making a big deal about it,” remembers Meridian Community College President Tom Huebner. “I looked over at the coach and said, ‘That is why we got the lights.’”

3. A COMPLETE SYSTEM OUTPERFORMS PARTS AND PIECES.

Many sports lighting manufacturers only sell LED fixtures, and then build out their system with pieces and parts from different suppliers. For the best performance and reliability, look for a complete system from a manufacturer that provides lighting, structural, electrical components, and integrated surge protection all built to work together.

When Ouachita Baptist University decided to upgrade the lighting at its Cliff Harris Stadium, Athletic Director David Sharp took a tour of Musco’s manufacturing facility in Muscatine, Iowa, and left feeling more confident than ever.

“Musco took me all the way from where they do the fittings for the bases, to the pole installations and fittings, to the wire coating for the electrical, to the process for securing the structural crossarms,” he said. “Seeing the whole process there, it was really easy to see why Musco is who they are—and I knew we had made the right decision in staying with Musco.”

5. IT’S IMPORTANT TO MINIMIZE SPILL AND GLARE.

Glare is light that ends up in your point guard’s eyes when she’s trying to make a clutch shot, or that causes an outfielder to squint as they’re looking for a fly ball. Glare is a close cousin to spill, which refers to any illumination that ends up in an unwanted area beyond the field of play – like a nearby park, waterway, or home. Controlling glare is important for comfort, visibility, and athletic performance, while limiting spill is important for protecting neighbors and the night sky. Musco’s solutions include patented optics and visor technology to evenly distribute light only where it’s intended.

6. NO SPORTS LIGHTING IS MAINTENANCE-FREE.

Every sports lighting solution requires maintenance. It is important to be clear on the length and details of your system's warranty so that you know who is responsible for scheduling, performing, and paying for any necessary service. For comprehensive coverage, look for a combination of proactive system monitoring and a parts-and-labor warranty that is backed by a network of regionally based technicians who can provide timely service.

About Musco

Musco is the world leader in sports lighting, with innovations in glare reduction and light control responsible to the needs of facility owners, users, neighbors, and the night sky. Musco brings nearly 50 years of experience to state-of-the-art LED lighting systems at neighborhood fields, parks, and major stadiums and arenas. Musco backs its LED solutions with a long-term warranty covering parts and labor. Visit https://promo.musco.com/bosca to learn more and connect with your Musco representative.

The Value of Getting Involved Beyond Your Campus

Wed, 19 Jun 2024 16:41:34 GMT

How service on conference and national committees can benefit you and your department.

I had a great visit with my friend Tim Selgo recently to record the BOSCA Small College Conversations podcast. Tim is a legend in the business having led Grand Valley State University to multiple National Championships and multiple Directors Cup’s. Tim is one of the few, and perhaps only, non-Division I AD’s to become President of NACDA.

My conversation with Tim helped me reflect on my own path as an athletic director. I recall attending conventions in my first year or two and seeing administrators like Tim who were at the front of the room in leadership roles. I admired and appreciated these folks and was immediately drawn to them. Visiting with leaders like this engrained in me the idea that I wanted to follow their example of being involved in conference, regional, and national committees and efforts.

In my third year as an AD, I joined Larry Carpenter (another legendary AD from Lee University) for lunch at the NAIA convention. At the time, Larry was the President of the NAIA Athletic Director’s Association and engaged in various other leadership positions within the NAIA. I asked Larry about his path to this position and told him that I thought that I’d like to get more involved. Larry encouraged my participation and ultimately nominated me to serve on the ADA. Little did I know that this was the start of an incredibly rewarding experience of growth, development and giving back to the profession.

I encourage any administrator to follow the same path and get involved. While it’s true that this is going to require a time commitment on your behalf, the benefits far outweigh the time sacrifice that you’ll make. Here are some of the reasons administrators should aspire to serve beyond their campus.

1. Awareness and input on critical issues . A primary benefit of service on national committees is understanding the important issues that are being discussed. Policy and rule changes often take months or years to talk through before implementation. Having a seat at the table when these items are brought up gives you and your department a head start in understanding what the implications of these changes might be and gives you time to prepare for their implementation. Importantly, you also get a voice in shaping these policies.

2. Growing your network and learning from other leaders . Committees are groups of administrators that face some of the same challenges that you do. The smaller nature of the committee lends itself to real opportunities to get to know your peers and discuss how they approach leading their department. This is an excellent growth opportunity, and you never know when you’ll need to reach out to one of these people for a reference on a prospective coach or advice on an issue that you’re facing. More than that, the time spent together gives a real opportunity to develop a closer relationship with your peers.

3. Visibility…for your institution and you . The primary reason that I knew about Grand Valley State University was because I admired Tim Selgo. Service on national committees and boards brings exposure for your institution (I was never listed as Jim Abbott, it was always Jim Abbott – Oklahoma City University) and increases your visibility as a leader in the profession. I once heard a senior executive from a search firm say that we’re not looking for administrators that are “members” of organizations…we’re looking for administrators that are leading those organizations.”

4. Advocacy for your department and conference. As mentioned in #1 above, these groups deal with real issues that will impact your department and peers within your conference. Being at the table ensures that your voice is heard, and the impacts are understood and considered before significant changes are made.

5. Contributing to something bigger than yourself. Your institution has made a decision to be nationally affiliated with the NCAA, NAIA, or NJCAA. Similarly, you’ve chosen to participate as a member of a conference. Your experience in these organizations is only going to be as good as they are. Rather than sit back and complain about deficiencies that you see, get involved and be determined to help improve them or at least gain a more detailed understanding of why they exist.

There are numerous ways to get involved in either conference, regional or national committees and organizations. Whether this is service through the NCAA, NAIA, or some other organization, a first step is just familiarizing yourself with the opportunities that exist. Once you identify an opportunity that might appeal to you then reach out to someone who is currently serving and ask them how they got started…and how you might get involved. You’ll be better for it and glad that you did.

BOSCA Partners With Genesee Nutrition for 2024 Workshop

Mon, 10 Jun 2024 14:04:08 GMT

Protein Bar Company Will Be the Official Snack Break Sponsor

The Business of Small College Athletics (BOSCA) announced a new partnership agreement with Genesee Nutrition for the 2024 BOSCA Summer Workshop.

Introduced in 2012 and coordinated by Collegiate Resource Management, LLC, the BOSCA Workshop is the nation’s only professional development event designed specifically for athletic administrators at smaller colleges and universities, catering to NCAA Division II, NCAA Division III, NAIA, and NJCAA athletic departments. The Workshop is an opportunity for attendees to network, share insights, and learn how to better navigate the unique challenges smaller athletic departments face.

Genesee Nutrition is a family-owned, Colorado-based company on a mission to redefine what a protein bar can be. Their bars are crafted with natural and organic ingredients, are non-GMO, and are gluten-free, delivering 20 grams of protein per bar. Healthy and delicious snacks for people on-the-go.

“We are excited to partner with Genesee Nutrition to provide the premier professional development opportunity for small college athletic administrators,” said Jim Abbott, BOSCA Founder. “Genesee Nutrition provides a quality product that is perfect for athletic departments looking to provide healthy snacks for their student-athletes and staff.” “I’m grateful for their willingness to contribute to this workshop and the continued development of athletic administrators.”

“I am thrilled to have Genesee Nutrition partner and sponsor the upcoming 2024 BOSCA Workshop,” said Will Carr, Genesee Nutrition founder. “As a former NJCAA and D2 athlete, I understand the importance of using proper nutrition as a tool to hit peak performance. This partnership allows us to connect with more athletic directors and universities, as we aim to fuel as many student-athletes and teams as possible with clean nutrition they can count on so that they can continue to train, exercise, & enjoy their sport.”

2024 marks the 12 ^th edition of the BOSCA Workshop. Registration for the Summer Workshop is open now. For more information visit www.smallcollegeathletics.com For more information about Genesee Nutrition collegiate partnership opportunities, please visit geneseenutrition.com or contact Will Carr, will@geneseenutrition.com

PracticePlan Becomes 2024 BOSCA Partner

Fri, 12 Apr 2024 19:36:32 GMT

Innovative platform assists the facility rental process.

The Business of Small College Athletics (BOSCA) announced a new partnership agreement with PracticePlan for the 2024 BOSCA Summer Workshop

PracticePlan provides an innovative platform that allows colleges and universities to increase visibility
and market their athletic facilities to potential renters or users. It also allows area users to see facilities
that are available and make rental decisions based on price, availability, and proximity. There is no cost for colleges and universities to use PracticePlan's platform to streamline their rental processes and increase rental volume.

“We are excited to partner with PracticePlan to provide the premier professional development opportunity for small college athletic administrators,” said Jim Abbott, BOSCA Founder. “Practice Plan has a unique platform that allows athletic departments to better organize and monetize their facilities through rentals, and they are a natural fit for our event.” “I’m grateful for their willingness to contribute to the continued development of athletic administrators.”

“We are thrilled to serve as a contributing partner for BOSCA and the doors that will open with athletic
departments at the college level, improving utilization and revenues for these entities” said John Brochu, CEO of PracticePlan.

2024 marks the 12 ^th edition of the BOSCA Workshop. Registration for the Summer Workshop is open now. For more information visit www.smallcollegeathletics.com For more information about PracticePlan collegiate partnership opportunities, please contact Kevin Parker - kevin.parker@practiceplan.io or call (469) 667-2280

About BOSCA : BOSCA exists to provide growth and networking opportunities for administrators at NCAA D2, D3, NAIA, and NJCAA colleges and universities. To that end, BOSCA hosts an annual summer workshop and two regional one-day workshops each year. BOSCA also provides campus consulting services and virtual learning opportunities through the BOSCA Leadership Academy and BOSCA Revenue Generation Academy. For more information about BOSCA contact Jim Abbott at (405) 208-9133.

Hanging Up the Whistle...The Coach to Administrator Transition

jabbott@okcu.edu (Jim Abbott) — Sun, 25 Feb 2024 18:37:32 GMT

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

When you coach, it is a part of you. It consumes you. Your family experiences the ups and downs with you. Your entire life revolves around the stage you are in the calendar related to your season; championship season, recruiting season, camp season, etc. While it shouldn’t be this way, your self-worth is measured by your team’s success. What happens when you are no longer a coach? When you cut that tie? When you don’t have a season or game to prepare for? When you are no longer Coach Bayer?

It was my second to last season at Arkansas Tech. We had pretty consistent success over the last decade. I knew how to win there. I found the formula. Things were good. But I wasn’t excited anymore. Sure, I was excited on game day, and after a victory, but the rest of coaching didn’t excite me anymore. We were driving back from the middle of nowhere Arkansas, after a conference victory. I was scrunched up on the front seat of the bus trying to find the “perfect position,” which by the way, does not exist. The air conditioning was dripping on me. I was positioned right next to the team trash bag. And at that moment, I was ready to be done.

I will explore three phases of the coach to administrator transition. The Decision, The Preparation, The Aftermath .

The Decision

Some of us leave on our own. Some of us are asked to leave. Regardless of how the decision is made, you mentally have to prepare yourself for a feeling of loss. I had a routine at Arkansas Tech for 14 years. That was my court, my locker room, my fellow coaches, my office. When you leave coaching, you give that to someone else. But what you have to remember was that was never yours. There were people before you. There will be people after you. You were a placeholder for a period of time, and hopefully you left a lasting impression and gave student-athletes the experience that they will carry with them for a lifetime. The hardest thing to realize is that everything and everyone MOVES ON. When I go back to Arkansas Tech, most of the students and staff don’t know me. And that is okay. You have to be okay with walking away and knowing this upfront. I was fortunate because I took another job, on another campus, out of state. I tried to cut the connection because it was best for the future of the program and new coach transition.

When do you know you are done and aren’t reacting to a tough loss, player related issue, or frustration with recruiting? I started to have a feeling of indifference with every upcoming phase of the year. I loved championships but didn’t like anything in between. I started to feel like my life was one long Ground Hogs Day. I loved my players and institution, but I wasn’t passionate about every phase of the year. As a coach, you have to be passionate about preparation and training. Major red flag – I didn’t enjoy practice anymore. So I waited for the right time and right opportunity, and it came along shortly after.

The Preparation

At the age of 25, I took the head coaching job at Arkansas Tech. I always knew I wanted to eventually be an athletic director. With that professional vision in mind, I prepared myself as well as I could professionally for when that time came. I had 15 years to work on my skillset. While no one is truly ever ready, I wanted to make sure I did everything within my control to ensure I was adequately prepared. I served as Senior Woman Administrator and Associate Athletic Director during my time as a head coach. I was able to gain valuable administrative experience to prepare myself for my coaching retirement. Even if you don’t have an administrative title, while you are coaching, you can also build your administrative arsenal.

My strongest piece of advice is to serve on committees. This can be within your coaching group, governing body (NAIA, NJCAA, NCAA), campus, or even within your living community. This is more than a space filler on your resume. You will expand your network, while gaining valuable knowledge about your organization.

Let your current athletic director know that you want to build your athletic administrative portfolio. He/She can help direct you to future opportunities. I was fortunate enough to have two ADs who greatly supported my ambitions, Steve Mullins and Kent Weiser. They directed me to leadership programs, allowed me to represent them at campus meetings, and encouraged me to participate in conference business. They helped me be strategic about my path to the AD chair.

As I was preparing for the AD interview, I was discouraged because I didn’t have a lot of fundraising experience. I mentioned this to Tim Selgo, a DII legend and my former AD when I played at Grand Valley. He said, “What do you mean you don’t have fundraising experience?! You were a successful head coach for 14 years. Your recruiting is your fundraising. You have years of experience.” You can sell. You can speak in front of groups. You can persuade people. This is an underrated skill, that is greatly transferable to external roles in athletics.

The Aftermath

You have left your coaching career behind. How do you make the best of your career as a “recovering coach?”

I learned quickly that it is easier to maintain a healthy, active lifestyle as a coach. Three hours of your day was devoted to being active in practice. Your schedule may not be as rigid as a coach, so you have the flexibility to squeeze in a workout. As an administrator, you can log more desk time. I learned this lesson the hard way. Commit to substituting that active practice time with a workout. Walk during your lunch. Get an Apple Watch, so it can tell you to move/stand.

You will need to adopt a mindset shift. As a coach, you were an advocate for your players, budget, court time, and everything necessary for your team to be successful. As an administrator, not only do you look out for the entire department, but your decisions and actions need to be in the best interests of the entire university. You don’t have a singular domain anymore. You need to contribute to the collective good of university operations.

One of the more difficult practices for me was to take off my “coaching lens.” As an administrator, I initially was quick to side or support the coach. While I still feel empathetic and supportive of our coaches, as an AD, I have learned to get everyone’s perspective and to see situations from a non-coaching viewpoint. My coaching background is an asset when trying to relate and understand coaches, but I have had to check myself early on in my career, so that asset didn’t turn into a liability.

Still today, people ask me if I miss coaching. I feel fultilled as a coach. I accomplished what I wanted to and have many wonderful memories and relations. But, no, I do not miss it. What I learned as a coach serves me well as an administrator today. Coaching is a hard road, but it is one of the most worthwhile and rewarding professions one can be privileged to have. I have found that being an athletic director provides it's own set of challenges and rewards as well. Your path may forever lie in coaching or you may be deciding your next step. You may have transitioned out, but in your heart, mind, and body, you will always be a coach.

Unlocking the Power of NIL for Small College Athletics

Fri, 09 Feb 2024 13:21:17 GMT

NIL Insights from BOSCA Sponsor Opendorse

As we approach the third year of NIL in collegiate sports, one thing is clear: the opportunity and excitement is not confined to the grand arenas of Division I. Administrators, coaches, and stakeholders across the spectrum of small college athletics have increasingly embraced this new era and enhanced their support to help every athlete succeed.

For our team at Opendorse, this momentum is clear. In addition to partnerships with over 70 Non-Division I institutions, we have developed strategic relationships with leading associations and conferences including the NAIA, NJCAA, MIAA (D2), KCAC (NAIA), and OAC (D3). We also recently announced the Opendorse Bowl Series , a historic event featuring top teams from four Division III conferences (HCAC, NCAC, OAC, and PAC).

Despite the media’s focus on NIL in Division I sports, make no mistake; these new rights have created opportunities and impact at every level.

Real Opportunity at Every Level

In addition to our role as a partner for institutions and athletic departments, Opendorse works hand-in-hand with brands and businesses to discover athletes and complete NIL deals.

Since NIL’s inception in 2021, more than 400 small college athletes have used Opendorse to complete commercial NIL opportunities with brands.

Average NIL earnings for athletes vary by sport and division, and currently stand at the following:

DII - $390

DIII - $400

NAIA - $235

So, how can institutions best-support their student-athletes to maximize this opportunity?

1. Maximize Access to Opportunities

Making athletes accessible to interested businesses, brands and supporters is the first step to institutional NIL success. For our partners, this means a marketplace where athletes can easily be found and securely contacted for potential opportunities. We believe this to be the ‘front door’ of NIL for an institution.

Here, athletes receive a personalized profile that they can promote on their own social media channels and set their own pricing and activities of interest (eg: social media promotions, camps, appearances, and more). Athletes also gain insight into their own market rate of these activities based on social media followers, school, sport and more.

2. Empower with Education

NIL is still new to college sports and questions naturally abound. And while many large-school athletes can find NIL success simply through school affiliation or mass exposure, athletes at smaller schools often find success through creative endeavor and personal skills. These opportunities include building a large social media audience, hosting local camps and lessons, niche interests including art and music, and proactively connecting with local businesses.

While these are largely personal endeavors, athletes need insight into how their passions and skills can effectively and safely be monetized alongside their college experience. Additionally, tax preparation, policy changes, compliance, contract negotiation and other best practices are of high importance to help athletes successfully navigate this space.

Opendorse has existed as a leader in athlete marketing for over a decade is proudly provides virtual and on-site sessions to athletes and partners as well as expert webinars and digital on-demand education. Our curriculum is geared to support athletes with actionable, real-world applications for how to approach NIL; not only to succeed in their four years on campus, but throughout their early professional lives.

3. Centralize NIL Operations

This is a constantly shifting, evolving ecosystem that impacts every part of an athletic department. Our most successful partners tend to be those that bring clarity to their athletes and institutions by centralizing their operations. By facilitating communications, compliance, and commercial opportunities under one industry-leading roof, our partners and their athletes can simply daily efforts and maximize their opportunities on and off campus.

The NIL market has and will continue to grow and change throughout every level of college athletics. Please reach out at Opendorse.com/contact to discuss how you can continue to best-support and maximize opportunities for athletes at your institution.

BOSCA Announces Partnership with Game One

Wed, 24 Jan 2024 14:17:32 GMT

Team Sports Provider Expands Support of Professional Development Opportunities

The Business of Small College Athletics (BOSCA) announced a new partnership with Game One that positions the company as a preferred apparel and equipment sponsor for both the BOSCA regional workshop (Greenville, SC) in February and the 2024 BOSCA Workshop (Oklahoma City) in July 14-16, 2024.

With Game One as a BOSCA athletics team dealer partner, athletic administrators will gain expanded professional development opportunities and perspective from the benefits of a national team dealer model as it relates to serving their athletics apparel, footwear, and equipment needs.

“We are excited to partner with Game One to provide the premier professional development opportunity for small college athletic administrators,” said Jim Abbott, BOSCA Founder. “Game One is a national leader in the sports apparel, footwear, and equipment space, and they are a natural fit for our event.” “I’m grateful for their willingness to contribute to the continued development of athletic administrators.”

As a national team dealer in the collegiate space, Game One is a one-stop shop for premium intercollegiate athletic uniforms, apparel, footwear, and more. The company’s growth in the collegiate space has grown by almost 20 percent in the last 12 months.

“We are thrilled to serve as a contributing partner for BOSCA and the doors that will open with athletic departments at the college level,” said Pat Weber, President of Game One. “One of our company’s core values is being a great teammate, and the opportunity to be that for so many terrific athletics administrators is both humbling and invigorating. Having a father who played football at the NAIA level (Tabor College) and myself who played basketball at the NAIA level (Montana Tech) provides great pride in being a partner with BOSCA.”

2024 marks the 12 ^th edition of the BOSCA Workshop. Registration for the Summer Workshop is open now. For more information visit www.smallcollegeathletics.com For more information about Game One collegiate partnership opportunities, please contact Tim McMurray, Senior Director of College Partnerships ( tim.mcmurray@game-one.com ).

About BOSCA: BOSCA exists to provide growth and networking opportunities for administrators at NCAA D2, D3, NAIA, and NJCAA colleges and universities. To that end, BOSCA hosts an annual summer workshop and two regional one-day workshops each year. BOSCA also provides campus consulting services and virtual learning opportunities through the BOSCA Leadership Academy and BOSCA Revenue Generation Academy.

Registration Open for 2024 BOSCA Summer Workshop

Sat, 13 Jan 2024 19:09:59 GMT

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

Registration is now open for the 2024 Business of Small College Athletics Summer Workshop. The event, which will be held July 14-16, 2024 in Oklahoma City, marks the 12 ^th anniversary of the workshop.

BOSCA was started in 2012 by Oklahoma City University Athletic Director Jim Abbott. Abbott’s vision from the start was to create a forum that provided more relevant professional development programming that was led by administrators from smaller colleges and universities. BOSCA has held true to that mission by focusing on meeting the needs of athletic administrators from NCAA D2 and D3, NAIA, and NJCAA institutions.

“As a relative newcomer to athletic administration, BOSCA has been a terrific event for me,” said Mark McCarter, Assistant AD for External Operations at the University of Alabama in Huntsville. “The workshop sessions provide a treasure trove of ideas and the professional connections and friendships I've made are invaluable. Come the first of January and the new calendar goes on the wall, BOSCA week is one of the first things I circle.”

The summer workshop is the seminal event of the calendar year for BOSCA which also provides virtual academies focused on revenue generation and leadership, campus consulting services in a variety of areas, virtual chats and webinars, and regional one-day workshops in the Spring and Fall.

“The BOSCA workshops are a strong building block for College Athletic Professionals who are interested in true growth,” said Shawn Summe, Athletic Director at Avila University. “Not only do you get to hear from Professionals who have a wealth of experience, you get the opportunity to pick their brains throughout the event and get to know them on a true level. This is the best opportunity for networking on a professional level that I have participated in.”

Click here for workshop registration details . For more information about the BOSCA workshop, to recommend presentation ideas, or discuss any other BOSCA offering, contact Jim Abbott at (405) 208-9133 or jim@smallcollegeathletics.com

Expectations for Senior Administrators in Athletics

Fri, 12 Jan 2024 20:42:34 GMT

Providing value as an Assistant or Associate AD

Assistant and Associate Athletic Directors play a key role in the success of any collegiate athletic department. These senior administrators oversee specific areas like compliance, development, facilities, internal operations and more. Like most Athletic Directors, I got my start in collegiate athletics in one of these roles and will tell you that a key to my success when I later led a department was finding incredible lieutenants to fill these positions.

When I hired senior administrators to work in our department, I gave them all the job description that we had put together with human resources, but I also communicated to them what I thought a successful senior administrator would achieve in our department. Here is a summary of what my expectations were.

1. Do your job well. This sounds simple but I always told my people that “I want you to be so good at what you do that I wonder what we ever did without you.” Focus on the important aspects/job responsibilities that you have first. Be accountable and hold others accountable.

2. Look for opportunities to help us improve in other areas. Small colleges have small staffs and I wanted senior staff that were willing to look at our overall operation and find areas where they could contribute in other ways. I always tried to stretch our staff and reward their ability to take on expanded roles.

3. Set the Example – Senior administrators have to set the example in terms of being mission-focused which means clearly understanding strategic priorities and making sure that important decisions are mission focused. Similarly, they set the example for work-ethic (which includes knowing when someone needs a break), positivity, and teamwork.

4. Revenue and Recruiting is everybody’s responsibility. I expected staff members to pitch in wherever possible with fundraising and recruiting efforts. This meant spending extra time helping meet the needs of fans and donors and adding prospects to our donor list. It also meant being proactive in helping coaches with campus visits, etc.

5. Advocate – Sr. Administrators play an important role (not unlike and assistant coach) in the mid-level of the department. It’s important that they are consistent in communicating departmental priorities with coaches and helping them achieve those goals. Similarly, they are in a unique position to communicate needs to the Athletic Director. In some cases, coaches might be more communicative with senior administrators than they would be with the AD. When these issues have merit the senior administrator has a responsibility to make sure it is addressed.

6. Speak frankly and express your opinions whether they line up with mine or not. Leading the department can be a lonely job. If I ask what you think about a particular issue then I want to know your honest assessment, whether it aligns with my position or not. Remember that there is a fine line between expressing your opinion and being overly critical in these conversations and remember that you’ll be expected to support the final decision regardless.

7. Develop a growth mindset. Interact with peers in the conference and nationally to find out what current trends are and develop new approaches that we should be considering. Participate in professional development whether it is virtual, casual conversation, or conventions. Participate in professional organizations and aspire to gain a leadership role.

8. Be engaged on campus. Work on committees and be present at important campus events. The AD cannot be the only visible representative of the athletic department on campus.

9. Share with me your ambitions so that I can help you achieve them. Make sure that your AD knows what your career goals are. If those goals are focused on continued growth in collegiate athletics, then they are in a unique position to help expand your experiences and network in a way that will help you grow and better prepare you for the opportunity that you desire. That having been said, make sure that you are focused on doing your job to the best of your ability instead of focusing on finding the next one.

10. Contribute to our “EARN IT” culture. Do the little things every day that contribute to our success and encourage/recognize the same from others.

11. Help solve problems before they get to the AD’s office. Athletic departments can grind to a halt when issues arise. Be a proactive problem solver and help other staff develop the skills necessary to avoid these issues. This helps free the AD up to work in other areas and be more productive.

12. Be a great communicator. Keep the AD apprised of any issues that could become significant and make sure that you are consistently communicating with staff that you supervise and interact with.

Hoops Joins BOSCA Advisory Board

Mon, 04 Dec 2023 13:00:01 GMT

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

The Business of Small College Athletics (BOSCA) announced today the addition of Tony Hoops, Vice President for Athletics at Northwestern College (IA) to their Advisory Board.

Hoops is a BOSCA veteran having participated in the summer workshop as both an attendee and presenter on multiple occasions. Hoops also served on the steering committee for the first-ever BOSCA regional workshop that was held in Kansas City in February 2023.

“Tony is a rising star in collegiate athletic administration and I’m excited to have him joining our advisory board,” said BOSCA Founder Jim Abbott. “Tony’s experience, drive for professional growth, and determination to give back to the profession make him a great fit as BOSCA continues to evolve and endeavors to provide the best professional development opportunities for small college athletic administrators.”

“Tony is a well-respected athletic director who has had much professional success”, said Rockhurst University athletic director and BOSCA board member Kristy Bayer. “He has been a loyal contributor and supporter of BOSCA through the years. His insights, strategies, and leadership will be a welcome addition to the board.”

Hoops was named Vice President for Athletics at Northwestern College (IA) in August of 2023. He leads a department with 22 varsity sports that annually compete for GPAC and NAIA championships. Prior to his current position Hoops served as Director of Athletics at Bethel College (KS) for six years.

“It is an honor to join a distinguished group of innovative athletic industry leaders on the BOSCA board, said Hoops. BOSCA has influenced my professional growth more than anything else within my career path as an AD. I look forward to giving back and enhancing this great organization to impact our great small college sports industry just like it has impacted mine.”

About BOSCA

BOSCA Announces Regional Workshop in South Carolina

Tue, 07 Nov 2023 03:49:27 GMT

Professional development designed for small college athletic administrators

The Business of Small College Athletics (BOSCA) will host its third one-day regional workshop to be held in South Carolina in Spring, 2024. The one-day event will be hosted on the campus of North Greenville University on Monday, February 19, 2024.

BOSCA was founded in 2012 to provide more relevant professional development and networking opportunities to non-Division I athletic administrators. BOSCA has offered an annual workshop in Oklahoma City since 2012 and added virtual programming through the BOSCA Leadership Academy and BOSCA Revenue Generation Academy in 2021. In 2023 BOSCA hosted regional one-day workshops in Kansas City and Kutztown, PA.

“In many cases, the biggest hurdle to professional development is the cost”, said BOSCA founder Jim Abbott. “As a result, less and less staff members get an opportunity to participate in growth opportunities. I’m excited to work together with the steering committee to create a convenient and affordable opportunity for small college administrators in the region to come together to grow, network, and learn.”

“Bringing a BOSCA Regional Workshop to the Carolinas is going to benefit many small college athletic administrators in our region”, said BOSCA board member and Converse University Athletic Director Jenn Bell. “This regional workshop will enable our peers to grow their network and add more tools to their administrative toolkits. BOSCA is about connecting small college athletic professionals facing similar challenges and opportunities, while also providing professional development that is relevant to their everyday experiences and can be implemented almost immediately when they return to their campuses. I am so thankful for what I have gained through my involvement with BOSCA, and I look forward to seeing my regional peers grow alongside me in February.”

“North Greenville University is proud to host this BOSCA regional workshop”, said NGU Athletic Director Jan McDonald. “This event offers athletic administrators in the Carolinas region an opportunity to share and discuss topics with other athletic administrators from smaller colleges and universities. Peers coming together is a great way to gain ideas and knowledge that have and may work well for them in their athletic programs.”

Registration for this event is open now and the cost to attend is only $135 per person. Registration includes a full day of workshop sessions, workshop takeaways, and lunch. Attendance at this event is limited and the deadline to register is Monday, February 12, 2024.

For more information about this event, information on group discounts, or to discuss hosting a BOSCA regional workshop in your area, contact Jim Abbott at jim@smallcollegeathletics.com

Jeff Mason Selected for BOSCA Board

Tue, 31 Oct 2023 01:48:36 GMT

Central Missouri Associate AD will help guide BOSCA efforts.

The Business of Small College Athletics (BOSCA) announced today the addition of Jeff Mason, Associate Athletic Director at the University of Central Missouri (NCAA Division II), to their Advisory Board.

Mason is a seasoned BOSCA alumnus having attended, and presented at, multiple workshops. Additionally, he has been a featured guest of various BOSCA digital programming. Those presentations have included social media policy and execution, revenue generation, and event management.

“Jeff is one of the brightest young administrators in the country and he will be a great addition to the BOSCA Advisory Board,” said BOSCA Founder Jim Abbott. “Jeff’s passion for personal growth is surpassed only by his willingness to help others in the profession and I look forward to working with him as we continue to expand the reach of BOSCA offerings.”

Mason has served in the UCM Athletic Department in several roles since beginning as a graduate assistant in 2013. He was promoted to his current role, Associate Athletic Director of External Operations, in August of 2023. Today, he leads the external units at Central Missouri including fundraising, sponsorship, licensing, event streaming, event management, media relations, ticketing, and creative content.

“I’m grateful for the opportunity to give back to BOSCA – an organization that has meant so much to me, personally,” said Mason. “Some of the strongest connections I have in this industry are rooted in BOSCA. I’m grateful to Jim Abbott for all that he’s done to assist countless administrators get better in their efforts to advance our student-athletes, coaches, and institutions. I’m eager to pay that forward.”

About BOSCA

BOSCA Announces Fall 2023 Regional Workshop in Kutztown, PA

Mon, 24 Jul 2023 14:09:01 GMT

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

The Business of Small College Athletics (BOSCA) will host its second regional workshop to be held in Kutztown, PA. The one-day event will be hosted on the campus of Kutztown University on Monday, October 2, 2023.

BOSCA was founded in 2012 to provide more relevant professional development and networking opportunities to non-Division I athletic administrators. BOSCA has offered an annual workshop in Oklahoma City since 2012 and added virtual programming through the BOSCA Leadership Academy and BOSCA Revenue Generation Academy in 2021. BOSCA hosted its first regional one-day event in Kansas City, MO in February, 2023.

“I’m looking forward to facilitating this opportunity for growth, networking, and idea sharing in Kutztown”, said BOSCA founder Jim Abbott. “Professional development doesn’t have to happen once a year at a convention that requires a flight, multiple nights in a hotel, and a registration fee. This event allows a convenient and affordable opportunity for small college administrators in the region to come together to grow and learn.” I wish that opportunities like this had been available to me when I was leading a department.

“With so many small colleges in the region, Kutztown University is excited to host this fall's BOSCA Regional Workshop, said Renee Hellert, Athletic Director at Kutztown University. This event is a great professional development opportunity focused on relevant topics in the realm of small college athletic administration. The workshop will welcome athletic administrators from around the region creating a space to network and learn from peers in the field. . “BOSCA has been such a great educational outlet to share ideas, help problem solve, and build a professional network of small college athletic professionals who have similar experiences. “I look forward to this opportunity to interact with peers, share ideas, and provide my staff with opportunities for growth.”

Registration for this event is open now and the cost to attend is only $115 per person. Registration includes a full day of workshop sessions, workshop takeaways, and lunch. Attendance at this event is limited and the deadline to register is Monday, September 18, 2023. For more details or to register click here.

For more information about this event or other BOSCA offerings, contact Jim Abbott at jim@smallcollegeathletics.com

Social Media Game Changer - 5 Strategies to Revolutionize Your Recruiting

Fri, 02 Jun 2023 17:38:13 GMT

Insights from BOSCA sponsor Gipper

In the competitive landscape of college athletic recruitment, standing out from the crowd is essential. Social media has revolutionized the way college athletic teams connect with prospective student-athletes. By leveraging the power of social media platforms, you can enhance your recruitment efforts and attract top talent to your program. Read on to explore five effective ways to use social media to level up your athletic recruitment game.

Showcase Your Program's Culture: Social media provides a platform to showcase the unique culture and values of your athletic program. Share behind-the-scenes glimpses of team practices, locker room camaraderie, and team-building activities. Highlight the supportive and inclusive environment that distinguishes your program from others. By portraying your program's culture authentically, you'll attract like-minded student-athletes who align with your team's values.

2. Create Captivating Visual Content: Visual content has a strong impact on social media. Utilize high-quality photos and videos to capture the essence of your program and its facilities. Showcase your state-of-the-art training facilities, game- atmosphere, and exciting moments on and off the field. Create captivating highlight reels that demonstrate the skills and achievements of your athletes. Compelling visual content not only attracts attention but also gives prospects a glimpse into the experiences they can expect as part of your program.

3. Engage Prospective Student-Athletes: Engagement is key when using social media for athletic recruitment. Actively interact with prospective student-athletes who express interest or reach out to your program. Respond to their comments, messages, and inquiries promptly and personally. Show genuine interest in their achievements, ask questions about their goals, and provide valuable information about your program. Engaging with prospects creates a positive impression and demonstrates your commitment to their journey.

4. Highlight Success Stories: One of the most compelling ways to attract prospective student-athletes is by showcasing success stories. Share stories of current and former athletes who have excelled in both academics and sports within your program. Feature their accomplishments, growth, and experiences, emphasizing the opportunities your program provides for personal and athletic development. These success stories serve as powerful testimonials that inspire and motivate aspiring student-athletes.

5. Utilize Hashtags and Influencers: Harness the power of hashtags to increase the reach and visibility of your recruitment efforts. Create unique hashtags specific to your program and encourage prospects to use them when posting about their athletic endeavors. Additionally, consider partnering with influencers, such as current student-athletes, alumni, or sports industry professionals, to promote your program. Influencers can share their experiences, highlight the benefits of your program, and attract a wider audience of prospective student-athletes.

Social media has become a game-changer in the world of athletic recruitment. By leveraging the power of platforms like Facebook, Instagram, Twitter, and YouTube, college athletic teams can significantly enhance their recruitment efforts. Embrace the opportunities social media presents, and watch as your recruitment efforts soar to new heights!

Are you ready to take your athletic recruitment to the next level with social media? Gipper is the #1 social media content creation & management platform for collegiate athletics. Powering social at athletic departments across all NCAA, NJCAA, & NAIA divisions. Learn more about what gipper can do for your program here!

Synthetic Turf Justifies Its Cost

Tue, 23 May 2023 13:11:22 GMT

Insights from BOSCA Sponsor CEI Engineering

One of the biggest questions asked about synthetic turf is can it endure in heavy rains and flood prone areas? The following case study answers this exact question of how synthetic turf addressed the needs of a school that was continually subjected to an abundance of rainfall and multiple natural disasters.

Vidor High School, located 90 miles east of Houston, saw the wrath of Hurricane Harvey and Tropical Storm Imelda, both of which left the field beneath floodwaters. The difference in these two storms is immediately prior to Imelda, Vidor completed the process of installing granular-infill synthetic turf.

As a result of Vidor’s very soft subgrade and high groundwater table, the school district looked at the standard design of granular-infill synthetic turf, but this type of turf involves drying and compacting the subgrade soils and then capping them with an impermeable pond liner to prevent water from reaching the subgrade. Thus, the integrity of this design relies wholly upon preventing water from reaching the subgrade. In low lying areas such as Vidor, the possibility of the groundwater table rising up from beneath is common, even anticipated, when flooding occurs.

The standa rd design was not enough for Vidor. They needed a subgrade that could both breathe and allow groundwater to rise and lower without trapping water beneath a pond liner.

The solution was one that had been previously used at McNeese State University and the University of Louisiana at Lafayette where bowl-type stadium designs positioned field surfaces that sit lower than the water table. For these CEI Engineering provided designs using rock structural base layers with cement stabilized subgrade layers that were capped with permeable geotextile fabric. This design provides a subgrade that does not lose strength when saturated and is permeable; allowing groundwater to rise and recede naturally without trapping water.

Groundwater was not the only concern for Vidor's field. Hurricane Harvey proved that the field needed to be able to survive a flood event. The permeable subgrade design would enable the foundation to weather such a storm, but the turf system needed to be taken care of as well. Granular-infill synthetic turf is a stable surface, but it incorporates BB sized particles of crumb rubber and sand that are prone to displacement when submerged.

To deal with this, CEI specified a turf system that would incorporate a high face-weight value of turf fiber and a combination of monofilament fibers and LSR (slit-film) fibers that would provide a field to encapsulate the granular infill from the onset. Little did we know at the time of design that it would be put to test so soon! Less than two weeks after Vidor's field reached substantial completion, Tropical Storm Imelda struck.

Although t his storm was not as vast reaching as Harvey, for Vidor and other Gulf areas the impact was the same or even worse. Much of Vidor, including the stadium, was again under water. How did it weather? The school and the community had countless things to worry about, but the stadium field was not one of them. Just one day after flood waters receded, the team was able to resume use of the field with no substantial issues or damage, only minor cleaning and grooming. School officials were able to place their focus where it belonged - on their campuses and community.

If the Vidor field had been grass, it would have been too wet to use, costing the school significant revenue from gate fees and concessions that they plan on as part of their annual budget. The school would have had to relocate their events or risk additional damage to the field if used, causing substantial losses in the short and long term.

"I absolutely believe what is underneath the turf and the base foundation is the most important part of the construction of the athletic field and the synthetic turf. Although the field has only been in use for a little over a month. we have seen many rainfall events including flood, and the field has remained in excellent shape because of the subgrade and drainage system that was provided by the civil engineer," said David Croak, Assistant Superintendent of Business & Operations at Vidor ISD.

While the costs of constructing and maintaining a grass field, over time, are similar to that of a synthetic turf field, turf fields offer a much greater return on investment in many ways, but in particular the reliability of the field that students, coaches, and the community can count on.

Need help with a project on your campus? Visit https://ceieng.com/industries/outdoor-sports-facilities/ to learn more about how CEI Engineering can help.

Gipper Signs On as BOSCA Partner

Mon, 22 May 2023 14:40:39 GMT

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

Gipper Media Inc. (Gipper), the leading social media content creation and management platform for sub-professional sports, and the Business of Small College Athletics (BOSCA), The Leader in Small College Athletics Professional Development announced a partnership. The comprehensive partnership will include an integrated marketing presence throughout the 2023 BOSCA workshop enabling Gipper to connect with and support workshop attendees.

With access to a wide range of ready-made templates that can be customized in seconds, on any device, and without needing any design experience, BOSCA attendees will be able to create and share more social media content than ever. Additionally, attendees will receive professional development from the Gipper team in an effort to educate them about social media best practices and will be provided affordable access to all Gipper plans.

“I’m excited to have Gipper involved as a sponsor of the 2023 BOSCA workshop," said Jim Abbott, BOSCA Founder. "Social Media plays such a vital role in telling the stories of athletic departments across the country and Gipper provides easy to use solutions that allow departments to maximize results in this area. They are a great fit for BOSCA.”

"Celebrating this partnership with the Business of Small College Athletics is an incredible achievement for us" said Matthew Glick, Founder and CEO of Gipper. "BOSCA's commitment to serving athletic administrators is perfectly in line with Gipper's mission. College athletic departments often face the challenge of effectively covering their numerous teams and student-athletes due to resource constraints. With Gipper, administrators can save time and generate high-quality sports graphics to enhance their program's image, showcase their student-athletes, and engage with stakeholders to drive revenue. This partnership with BOSCA is a significant opportunity for Gipper to extend its leadership position as the go-to social media graphics solution platform in the college industry, and our team is thrilled to get started with Jim and the entire BOSCA team!"

About Gipper:

Gipper supercharges digital storytelling for sports organizations of all sizes. Our platform helps athletic administrators and coaches create professional-looking sports graphics in seconds for use on social media, websites, and signage. Gipper empowers sports professionals to connect with their communities in a way that increases engagement, fosters brand affinity, fuels talent acquisition, and drives sponsorship opportunities.

About Collegiate Resource Management:

Collegiate Resource Management annually produces the BOSCA workshop and exists to promote and assist administrators in small college athletic departments. We specialize in working with D2, D3, NAIA, and NJCAA colleges and universities. With a focus on external operations and leadership development we can help improve the productivity of your department and help you visualize and achieve your mission and goals. Whether it is helping you improve areas that you are already working on or directing your efforts toward new opportunities, we can help you achieve your strategic initiatives.

Learn More:

Gipper x BOSCA: gipper.com/partner/bosca

College Sports Solutions: gipper.com/collegiate-athletics

Try Gipper for free at: platform.gogipper.com

Top Factors to Consider When Choosing The Right Sound System

jabbott@okcu.edu (Jim Abbott) — Fri, 12 May 2023 21:50:54 GMT

Insights from BOSCA Sponsor Nevco

The rush and wave of excitement that overcomes spectators at an event with top quality sound can make the experience unforgettable.

When a fan in the stands feels like they are part of the action- from the rumbling and shaking of bleachers to the pumping up of the crowd, starting line-ups and more, sound directly contributes to the enjoyment these experiences provide. Delivering a game-day atmosphere with impeccable sound elevates crowd involvement and can set your facility apart from the rest.

When it comes to choosing a sound system, there are a couple of factors to consider that can help inform and provide confidence that the decision you make is the best one for your facilities.

VENUE SIZE

Venues come in all shapes and sizes and the audible needs of a large stadium are going to be very different from a small gym or auditorium. Therefore, any sound system you choose should be designed to cater to the specific needs of each facility it serves.

The number of seats your facility houses, where they are located, and the size of your facility should all be considered because it is imperative that the audio system of choice has the capability to guarantee complete coverage with quality sound reaching each person. The provider you choose should also be willing to listen and work with you on your overall game-day production, assessing your facilities and production set-up to have a better understanding of your needs for game-day. Those details will help you find the right fit, preventing the audio levels of a stadium with thousands of seats from being too quiet or the audio in a small venue from damaging ear drums. No facility, no matter its size or design, should be left behind in delivering a top quality experience.

VENUE TYPE

An important question you must ask when choosing your audio systems is: What is my venue used for? Is it primarily reserved for athletics, or is it the site of graduations and other university events as well? Defining what your venue is capable of, or what you want it to specifically be designed for, will help you make the right choice to deliver an unparalleled experience for your student-athletes, coaches and patrons.

An unparalleled experience cannot happen without also considering the acoustics of your venue to ensure the sound being produced is reaching your audience in the most optimal way. Each facility is different and should not be met with a “one size fits all” approach. When meeting with a sound engineer, be sure to take note of the options being presented to you.

· Do their sound solutions feature multiple options such as number of speakers, or a wall-mount versus a center-hung cluster?

· The direction the speakers are facing and if they have the capability to reach every person

· Are they taking the time to explain the reasoning behind their recommendations for your facility?

Questions like these and the answers behind them will help you gain insight into the experience of your audio provider and their actual ability to meet your needs.

QUALITY BEHIND THE PRODUCTS

There may be plenty of options to choose from when it comes to selecting a sound system and it may be enticing to choose the cheapest one. However, the cheapest option may also come with its own price if it means sacrificing the quality of your audio. Finding out if the products are not just reliable and long-lasting, but convenient and simple to utilize should factor into your decision-making process. Consider the following:

· Research the manufacturers and their market reputation

· Consult with fellow administrators at other colleges and universities who use those vendors

· Evaluate their ease of use and integration with your other scoring equipment

WARRANTY AND CUSTOMER SERVICE

The selection process of a sound system is a decision that should not be taken lightly, but also be backed up by a quality warranty that eliminates as much risk or doubt as possible. If an audio solution provider is confident in the reliability of their products, they should be able to offer the best warranties in the industry and value the idea of becoming your trusted partner. And should any issues arise, they should also be able to provide quick and responsive customer service to quickly get your facilities back up and running.

AUDIO SYSTEMS FROM NEVCO

Nevco partners with the industry-leading sound manufacturers to design the best-in-class solutions with a turnkey approach. All components are integrated and optimized by Nevco for complete compatibility with video and control room solutions with minimal power requirements, resulting in faster installation and lower installation costs. Because of the confidence Nevco has in the reliability of its sound systems, they come with the best warranties in the industry.

Nevco’s Stadium Pro 1000 and 2000 outdoor sound systems provide two options dependent on the size of your facility. Both systems are discreetly located at the scoreboard with a custom design front mesh face scrim. The Stadium Pro 1000, which comes with two speakers and a subwoofer, is ideal for smaller venues up to 5,000 seats. The Stadium Pro 2000 is designed for facilities with more than 100 linear yards of stands or more than 5,000 seats and comes with four speakers and a pair of subwoofers.

Nevco’s indoor sound solutions are the Arena Pro 1000 and 2000. The Arena Pro 1000 is a wall-mounted system with two speakers and subwoofers in custom-designed speaker cabinets with printable front mesh scrim, ideal for a space no larger than 130 x 120. The Arena Pro 2000 is a center-hung cluster with four speakers and two subwoofers, ideal for spaces up to 160 x 120.

Nevco’s audio systems are designed to meet the specific needs of facilities based on their size. If your venue needs exceed what the standard systems provide, we will work with you to engineer a custom sound solution for your facility.

For more information about Nevco sound systems, scoreboards, or video products visit www.nevco.com

Stipends Offered for 2023 Summer Workshop

Thu, 04 May 2023 15:30:41 GMT

Stipends cover workshop registration expense

BOSCA is pleased to announce that we will be offering five stipends to deserving administrators that will cover the registration expense to attend the 2023 Summer workshop in Oklahoma City. Click HERE to register! Winners will be announced on June 1, 2023.

BOSCA Founder Abbott Selected for NACDA Hall of Fame

Fri, 14 Apr 2023 14:00:01 GMT

Veteran administrator to be honored at 2023 convention

NACDA announced today that BOSCA Founder Jim Abbott will be inducted into their Hall of Fame during the 2023 convention.

Abbott founded the Business of Small College Athletics (BOSCA) in 2012 and has grown the organization’s offerings to now include year-round professional development opportunities for non-D1 athletic administrators. BOSCA provides an annual summer workshop, two virtual training academies (Leadership and Revenue Generation), regional events, and a plethora of other relevant professional development programs designed to spotlight the efforts of administrators in smaller athletic departments. BOSCA is the only professional development organization focused on non-D1 institutions.

Abbott served as Director of Athletics at Oklahoma City University (OCU) for 19 years before retiring in December 2021. He has worked in athletics and higher education administration for over 30 years, including a previous stint at OCU as assistant athletics director from 1991-94.

In competition, Oklahoma City achieved sustained success under Abbott's watch, including capturing the LEARFIELD Directors’ Cup on three occasions, capturing 48 team national championships, and winning at least one team national championship every year of his tenure.. Throughout Abbott's time as athletics director, the Stars placed in the top-15 of the Directors’ Cup rankings every year.

Abbott oversaw the growth of the OCU athletics department through the implementation of several new sports on campus. OCU added men's and women's cross country and track & field, volleyball, men's and women's rowing, men's and women's wrestling, competitive cheerleading, competitive pom/dance and STUNT under his guidance, bringing OCU's athletics offerings to 22 varsity intercollegiate programs.

Abbott spearheaded fundraising efforts that resulted in more than $20 million in new facilities and renovations including the Ann Lacy Softball Stadium, Brian Harvey Field, the Devon Boathouse, the Knight Strength and Conditioning Facility and the Jim Wade Athletic Office Suite. Abbott also spearheaded efforts of the Champions Club, OCU's athletics booster club, and the department's largest annual fundraising event, the Sports Spectacular dinner and auction.

Abbott was recognized twice as the NAIA National Athletics Director of the Year (2008-09, 2016-17), was a three-time NACDA Under Armour Athletics Director of the Year (2009-10, 2014-15 and 2017-18), and was named the Sooner Athletic Conference Athletics Director of the Year on six occasions, the last time in 2018-19. In 2017-18, he was inducted into the OCU Athletics Hall of Fame.

During his time in the AD chair, Abbott’s committee service included: the NAIA Membership Committee, Oklahoma Sports Hall of Fame Executive Council, chairman of the NAIA Hall of Fame Selection Committee, member of the Greater Oklahoma City Sports Consortium, and a Board member for Chi Alpha Sigma National Student-Athlete Honor Society. Abbott previously served as President of the NAIA Athletics Directors Association, was a member of the NAIA-ADA Board of Directors, and a member of the NAIA National Administrative Council. He was a member of the NACDA Executive Committee from 2015-19.

BOSCA Announces Partnership With Chi Alpha Sigma

Wed, 22 Feb 2023 02:27:54 GMT

National Student- Athlete Honor Society joins forces with BOSCA

Chi Alpha Sigma/The National College Athlete Honor Society has become a partner of the Business of Small College Athletics (BOSCA). BOSCA is the premiere professional development event for small college athletic administrators. 2023 marks the 11 ^th annual workshop designed for professionals working in Division II, Division III, NJCAA, and NAIA athletic departments. The 2023 workshop will be held in Oklahoma City July 30 – August 1, 2023.

As a BOSCA partner, Chi Alpha Sigma will receive visibility on the BOSCA website, participate in the annual BOSCA workshop and regional workshops, as well as participating as a sponsor of Small College Conversations…the BOSCA podcast.

“I’m very excited to be partnering with Chi Alpha Sigma to continue to provide relevant professional development and networking opportunities for small college athletic administrators. Chi Alpha Sigma is a great resource for athletic departments that desire to better celebrate the academic and athletic achievements of their student-athletes. They are a great fit for us and I see this being a mutually beneficial partnership.” - Jim Abbott, BOSCA Founder

“Chi Alpha Sigma/The National College Athlete Honor Society is excited to partner with the Business of Small College Athletics to further support and celebrate outstanding student-athletes around the country. We look forward to being an excellent resource for small college administrators as they continue to lead their institutions on the path to excellence in athletics and academics.””

- Kellen Wells-Mangold, Executive Director – Chi Alpha Sigma

Registration for 2023 BOSCA Workshop is open now. For more information visit www.smallcollegeathletics.com .

ABOUT CHI ALPHA SIGMA/NATIONAL COLLEGE ATHLETE HONOR SOCIETY

Founded in 1996, Chi Alpha Sigma is a nonprofit organization established to recognize college student-athletes who excel both on and off the field of competition. Chi Alpha Sigma is the first and only academic fraternity that specifically recognizes four-year collegiate student-athletes for their athletic and academic successes. Chi Alpha Sigma provides outstanding student-athletes with an opportunity to become connected within a fraternal association that aligns their educational and athletic successes for a lifetime. More than 300 chapters exist nationally. For information about starting a chapter on your campus visit www.chialphasigma.org

ABOUT BOSCA

The Business of Small College Athletics was founded in 2012 with the mission of providing professional development and networking opportunities for collegiate athletic administrators in non Division 1 athletic departments. BOSCA provides virtual academies each semester focused on leadership development and revenue generation, spotlights administrators through the BOSCA Podcast – Small College Conversations, and provides in-person professional development through the annual workshop and regional workshops. For more information visit www.smallcollegeathletics.com

Get Started

Tue, 07 Feb 2023 04:19:17 GMT

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

“Start where you are. Use what you have. Do what you can.”

Arthur Ashe

Status quo isn’t good enough…and I’m fine with that. As an Athletic Director my goal was to never reach my full potential personally or as a department. I encouraged our staff to dream, to have a vision for the future of our programs and I often asked, “how can we get better?”

In college athletic departments we face lots of challenges that inhibit our growth and productivity. Small staffs, inadequate resources, fear of failure, and time limitations are 4 of the most prominent obstacles. The other big obstacles are procrastination and ownership. We all tend to put things off and to feel like “that’s someone else’s responsibility.” The success of your department is everyone’s responsibility and the time to focus your efforts on improvement is now…Get Started!

Start Where You Are

To accomplish anything in life it’s important to have a plan. I’m a proponent of documenting and building plans of action…something I had no idea about when I became an AD. Plans, however, are only as good as the action that follows. To give you an example; Denney Crabaugh was the Hall of Fame baseball coach at OCU and he met with me early in my tenure as AD to discuss his facility needs on campus. During the meeting he handed me a document that he had created that listed lights, new bleachers, a new entryway, and various other amenities that were critical to his programs success. I knew that Denney had created this plan nearly a decade earlier, so I asked him “what have you accomplished thus far?” Denney, looked at me and said, “we were kind of just waiting for the day that a donor showed up with a million dollars to fund the project.”

A plan without action is like lining up for the race but not running. You’re never going to get to the finish line if you don’t get moving. From that initial meeting, Denney and I created and acted on the steps necessary to complete every component of the plan that he had outlined. We literally accomplished every facility enhancement that he had dreamed of…then we created a new plan, new dreams, and new action steps to achieve them.

Use What You Have

One of the reasons that I started BOSCA is because I couldn’t relate to my peers at the Division I level. They had huge staffs to do the work and countless alums (with resources) to fund their efforts. Working at a smaller college is just different and unique. In my early days the only other administrative staff members in the OCU athletic department were an administrative assistant and part-time SID. We had not developed any external revenue programs and generated around $40,000 per year in gifts. At a time when our greatest need was additional resources, something many current day athletic departments can relate to, we had literally no revenue streams. I had a staff that was unanimous in their position that they needed more resources, but no one was working to develop them. As a result, I spent much of my time the first few years in my position training coaches how to cultivate relationships and ask for contributions. We were fortunate to have good facilities but didn’t have any sponsors so immediately we developed partnership programs that provided funds to support our efforts. We developed an annual golf tournament and other fundraising events that earned meager funds in the beginning but grew into dependable sources of substantial support for our department. The key for our success in growing annual revenue from $40,000 to $800,000 was to quit worrying about what we didn’t have and start making the most of what we did have! To accomplish this, we had to get everyone rowing together in the same direction.

Virtually any athletic department could follow the same plan. Every department has a built-in set of supporters who are all prospects. Alumni, community members, corporations, parents, etc are all prospects to support our efforts. Most every campus has facilities that are well positioned to highlight sponsors, host camps and other events that generate revenue. Create a plan and use what you have.

Do What You Can

Whenever I talked to my dad about big projects that I was facing he would ask me “how do you eat an elephant…one bite at a time.” His point was that you can’t just jump from the starting line to the finish…you have to take the steps in between first and have the patience and perseverance to complete the job! Sometimes we are so daunted by the volume of work that lays before us that we just don’t know where to start. I often dealt with staff that were so concerned with the challenges of accomplishing a goal that they couldn’t get started trying to achieve it. My constant reminder was “don’t be so worried about the hurdles that you can’t see the finish line.”

My good friend Matt Donovan from the University of Indianapolis likes to remind people that Rome wasn’t built in a day. Matt is one of the most successful small college fundraisers in the country, but he’ll be the first to tell you that his success at UIndy had humble beginnings. When Matt started in his position UIndy had less than 50 donors to their department…over the years he built that to more than 2,000! You don’t make gains like that overnight. Matt’s success is the result of years of consistent effort, goal setting, planning, and action. Year after year the goals and possibilities grew and the achievements which once seemed impossible became realistic and obtainable…and then they created new goals!

Only you can determine what the realistic goals and opportunities for your department are. Be consistent in working toward accomplishing those goals and then set new goals. You’ll find that your persistent efforts will be rewarded, and your goals will continue to grow. The journey of a thousand miles starts with a single step…GET STARTED.

2023 BOSCA Workshop Registration Open

jabbott@okcu.edu (Jim Abbott) — Sun, 22 Jan 2023 16:38:26 GMT

Oklahoma City, July 30 - August 1, 2023

Collegiate Resource Management announced today that the 2023 Business of Small College Athletics (BOSCA) workshop will be held Sunday, July 30 ^th through Tuesday, August 1, 2023 in Oklahoma City. Registration for the event is open now.

2023 marks the 11 ^th year for the workshop which is the only event of it’s kind that is focused on providing relevant professional development and networking opportunities for non-Division I athletic administrators. The workshop features professional development sessions led by small college administrators and multiple networking sessions.

“Professional growth was always a passion of mine”, said BOSCA Founder and former Oklahoma City University Athletic Director Jim Abbott. “The biggest challenge was finding sessions and topics that related to my position at a smaller college. You just can’t listen to a DI AD talk about how they run their department and relate to it. Ultimately, this led me to create BOSCA to ensure that administrators like me had better opportunities to connect and build skills that would propel their careers. I look forward to hosting again this summer.”

BOSCA is a leader in providing professional growth opportunities for small college administrators. In addition to the annual summer workshop, BOSCA provides virtual training programs through its Leadership and Revenue Generation Academies, produces a monthly podcast featuring small college administrators, provides virtual programming throughout the year, and will host its first one-day regional workshop beginning in Spring, 2023.

For more information about registration or sponsorship opportunities visit https://www.smallcollegeathletics.com/workshop

The Road to the AD's Chair

jabbott@okcu.edu (Jim Abbott) — Mon, 09 Jan 2023 13:39:26 GMT

Advice on positioning yourself to become an Athletic Director

If you search “ How to Become an Athletic Director ” on the internet, you’ll be directed to several websites featuring sports management academic programs. Not surprisingly, most of these sites will tell you that the first step to becoming an AD is to get a sports management degree…preferably at their institution! While education is important, my advice is to focus on building relevant experience and a professional network that you can rely on if you want to become an AD.

When I started as an athletic director in 2002, I was the first full-time AD in the conference. My peers all had additional responsibilities as head coaches or academic chairs. As the complexities of the job evolved over the years schools began to realize that it was unrealistic to expect the AD to also have other duties that required significant time and focus. University presidents understood the importance of athletics as a contributing enterprise on campus and the need to make sure that this enterprise was led by an administrator that could maximize results.

Leading an athletic department in the 21 ^st century is an important and time-consuming job. In many cases, athletic departments have grown from 8-10 sports to 20 or more. AD’s must be versatile and possess skills including budget management, strategic planning, human resource management (believe me when I say that this area alone can eat up a lot of time), event management, understanding of compliance and eligibility, fundraising and revenue generation skills, managing conference and national affiliations, enrollment management, and a variety of other areas.

For those that desire to become an AD, there are steps that you can take to build the experience necessary to lead a department. Here’s a look at some of the things that prospective AD’s should consider.

Education – Working in a leadership position in higher education will almost always require you to get an advanced degree. Universities value education and a master’s degree will better position you for leadership. In my opinion, it’s not critical that your degree be in a sports related field (though I will admit that my master’s is in Sports Administration), but it is important that you get one. Likely areas of study to consider would be in Business or Education. For those already working as an Assistant or Associate AD, I urge you to take advantage of tuition remission opportunities at your school and begin work on your Masters.

Event Management – If you work in collegiate sports you’ll attend and manage a lot of games and events. Some of this is a simple as having an intimate understanding of ticket sales, managing concessions, game protocols, etc. More advanced opportunities would include responsibility for managing conference and national tournaments.

Talk to Your AD and Others – If you are currently an Assistant or Associate AD then it’s important that you talk to your current AD to make them aware of your ambitions. Ask them for opportunities to be engaged in other areas and ask their advice for positioning yourself for opportunities to advance. Similarly, reach out to other AD’s or conference commissioners to ask their advice and to make them aware of your professional goals. This is also an effective way to build your network.

Network – The longer you work in college athletics the smaller the world becomes…if you actively work to grow your network. There is an art to connecting with others and it requires thought and effort. Start by being engaged in conference activities and committees, reach out to your peers at other schools, attend national conventions, seek out opportunities for involvement beyond your campus be it service on a national or regional committee, or affiliation with a professional development organization. Utilize social media to follow and connect with other administrators around the country. Social media was a great way for me to make an initial connection and many of the folks that I followed later became close friends.

Sports Administration/Supervision - When I started as an AD I had every head coach report to me. As time went on and we added sports I made the decision to delegate sport administration to my Associate AD’s. Being the direct report for a sport offers an Asst/Assoc. AD great experience and frees up the AD to utilize precious time in other areas. For those that aspire to become an AD, adding responsibilities as a sport administrator to your resume will better prepare you for what’s to come, give you a better understanding of the day to day issues a sport deals with, and make you a more attractive prospect.

Budget Management – University budgets are tighter than ever before. Gaining an understanding of the budget process, and actively managing budgets is necessary experience as you work to become an AD. This includes scholarship budgets in addition to operations. The more thoroughly you understand this process and help manage it on a day-to-day basis the better.

External Relations – These days, the fastest route to the AD’s chair is through external relations. That’s not to say that it’s the only way as there are plenty of AD’s that came up through Sports Information, Compliance, Coaching, or jobs outside of athletics. However, fundraising is a required activity in virtually every collegiate AD job description. As such, the more experience and documented success you can have in this area the better.

Hiring/Human Resources – This was the area that I was least prepared for when I became an AD. I just didn’t grasp that amount of time that I would spend managing, evaluating, goal setting, hiring, firing, etc. While nothing can prepare you for the first time you have to terminate a staff member, it’s important to gain experience in this area. To some extent this will occur as you gain sports administration experience. Any supervisory experience, including overseeing GA’s, will be worthwhile for you.

Professional Development – While you can gain a lot of great experience on your own campus and from peers in your conference, I strongly encourage you to engage in professional development associations and conferences. In 19 years as an AD, I went to the NAIA convention and NACDA every year. When that wasn’t enough, I created BOSCA so that I could get more growth opportunities that spoke to the challenges that I faced at a smaller college. My advice is to not just join an organization but seek to lead it. Join a committee, do the work, become engaged, and help set the future direction by giving back and leading sessions on your own.

I always urge patience to those people who express a desire to become an Athletic Director. Virtually all AD’s start at the bottom and accumulate experience before getting the opportunity to lead a department. Athletic administration is a VERY competitive field and there are many hours of non-glamourous tasks to complete during the “accumulating experience” phase of this journey. Every day that you climb the ladder in this profession is an audition. Make the most of those opportunities to prove your value to your department and to show your capabilities to handle additional duties well.

Don't be so focused on the job that you want that your current job suffers. You'll be counting on a great reference from the folks you work with now, make every effort to impress them and earn a positive recommendation. Beyond that, be strategic and deliberate in how you approach building skills, maturing in the profession, understanding the different functions of the department, and building your professional network. Do so will leave you better prepared, a little less overwhelmed, and make you a better prospect when AD opportunities arise.

Jones Joins BOSCA Advisory Board

jabbott@okcu.edu (Jim Abbott) — Tue, 13 Dec 2022 15:06:13 GMT

Veteran Administrator Will Contribute to Strategic Direction

The Business of Small College Athletics (BOSCA) announced today the addition of Matt Jones, Executive Director of the Hinds Community College Foundation, to their Advisory Board.

Jones, a veteran small college athletics administrator has more than 20 years of athletic administrative experience. From 2001-2020 Jones worked in several key roles at Delta State University culminating as Senior Associate Athletic Director. Jones provided strategic planning and direction for external relations and his efforts resulted in record revenue generation for the department. Jones then moved to Samford University where he served as the Senior Associate Athletic Director for External Affairs.

In 2021, Jones was named as the Executive Director of the Hinds Community College Foundation. In this role, Jones leads the development and external revenue efforts of one of the southeast’s largest two-year institutions of higher learning. Each year, the Hinds Foundation awards more than $3 million dollars in scholarships to deserving students while also offering much needed financial resources for faculty & staff in their pursuit of offering a high-quality education at an affordable price.

“Matt Jones is an outstanding addition to the BOSCA Advisory Board,” said BOSCA Founder Jim Abbott. I have known Matt for the past decade and relied on his expertise and guidance on many occasions. He has a passion for helping others and will bring great insight and experience to aid our efforts to provide relevant opportunities for small college athletic administrators to grow and succeed in their job.”

“As a BOSCA alum, I know just how influential this organization can be to the development of small college athletics administrators and I am honored to have this opportunity to serve, said Jones. After a 20-plus year career in intercollegiate athletics, I’ve moved on to lead the Foundation at one of the southeast’s largest community colleges. I’m excited to be able to share my experiences with the next generation of athletics administrators.”

About BOSCA

Bell Appointed to BOSCA Advisory Board

jabbott@okcu.edu (Jim Abbott) — Mon, 12 Dec 2022 22:50:42 GMT

Converse Athletic Director Brings Diverse Experience

The Business of Small College Athletics (BOSCA) announced today that Jenn Bell, Athletic Director at Converse University, has been added to the BOSCA Advisory Board.

Since arriving in the summer of 2018, Bell has made significant changes throughout the Converse athletic department. Under Bell’s leadership, the Valkyries have developed a winning culture – in the classroom, in the sports venue, and in the community. Throughout the institution’s recent model change, Bell led the department through a successful transition from a single-gender athletics program to a coed program by adding six male sports, esports, and a spirit squad to the list of athletic programs offered at Converse University. With these eight additions, Converse Athletics now offers 21 athletic programs, which more than doubles the number of student-athletes within the department. As the new programs have been added, more staff members have been brought on board, and the department has nearly doubled in size with the addition of assistant coaches and additional administrators.

“We are thrilled to have Jenn Bell join the BOSCA Advisory Board,” said BOSCA Founder Jim Abbott. “Jenn’s background as a coach and administrator and her passion for personal growth position her perfectly to contribute to our goals to provide the best professional development opportunities for small college athletic administrators.”

“I am honored to be selected as an advisory board member for BOSCA,” Bell said. “Being part of an organization that focuses on and empowers small college athletic administrators has been a game changer for my professional growth. Not only have the workshops and programming provided me with more resources and confidence as a fairly new director of athletics, but the network of small college athletic administrators has been incredibly influential along the way. I look forward to working with the advisory board as we continue to focus on serving others in this ever-changing world of college athletics.”

About BOSCA: BOSCA is dedicated to telling the Small College story, sharing insight from Small College pro’s and working to make the profession better and stronger. To accomplish this mission BOSCA hosts annual professional development workshops and virtual programming options that provide relevant growth opportunities for non-DI athletic administrators. Learn more about BOSCA at www.smallcollegeathletics.com

Ashaolu Joins BOSCA Advisory Board

jabbott@okcu.edu (Jim Abbott) — Thu, 08 Dec 2022 22:43:40 GMT

Point Park Athletic Director Focused on Giving Back to the Profession

The Business of Small College Athletics (BOSCA) announced today the addition of John Ashaolu, Athletic Director at Point Park University, to their Advisory Board.

Ashaolu was appointed as Athletic Director at Point Park in August of 2018. Point Park has flourished under his leadership reaching new heights in competitive success, academic achievement, and community engagement. Ashaolu has also developed community and sponsor engagement programs that have led to significant increases in external revenue generation and multiple facility upgrades.

Prior to coming to Point Park Ashaolu served as the Director of Athletics and Student Programs at Community College of Beaver County and worked on men’s basketball coaching staffs at Trinity Valley Community College, Duquesne University, and East Carolina University. In addition to BOSCA, Ashaolu is active in NAIA National Committees, MOAA, NAADD, and NACDA.

“It is truly exciting to add John Ashaolu to our BOSCA Advisory Board, said BOSCA Founder Jim Abbott. John is very engaged as an athletic administrator and brings a level of experience and passion for growth that our board will benefit from. I look forward to his contributions and have no doubt that he will have a positive impact on programming that we provide to administrators around the country.”

“I am elated to serve an organization that is truly intentional about positively impacting college athletic departments across the country, Ashaolu said. I am thankful for the professional development opportunities that BOSCA has provided for me as well as the opportunity to build meaningful relationships with colleagues in our industry. These relationships are essential to the future of college sports, and I look forward to ‘paying it forward’ to an organization that has poured into me”

About BOSCA

BOSCA Announces Regional Workshop in Kansas City

jabbott@okcu.edu (Jim Abbott) — Sat, 03 Dec 2022 16:45:10 GMT

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

The Business of Small College Athletics (BOSCA) will host its first ever regional workshop to be held in Kansas City, MO. The one-day event will be hosted on the campus of Rockhurst University on Monday, February 20, 2023.

“I’m looking forward to facilitating this opportunity for growth, networking, and idea sharing in Kansas City”, said BOSCA founder Jim Abbott. “Professional development doesn’t have to happen once a year at a convention that requires a flight, multiple nights in a hotel, and a registration fee. This event allows a convenient and affordable opportunity for small college administrators in the region to come together to grow and learn.” My hope is that Kansas City will be the first of many regional events that we host in the future.”

“With so many small colleges near the Kansas City area, we are excited to host and welcome current and new BOSCA participants to this event, said Kristy Bayer, Rockhurst University Athletic Director and BOSCA Advisory Board Member. “BOSCA has been such a great educational outlet to share ideas, help problem solve, and build a professional network of small college athletic professionals who have similar experiences for me personally. “I look forward to another opportunity to interact with peers, share ideas, and provide my staff with opportunities for growth.”

Registration for this event is open now and the cost to attend is only $85 per person. Registration includes a full day of workshop sessions, workshop takeaways, and lunch. Attendance at this event is limited and the deadline to register is Monday, February 6, 2023. For more details or to register click here.

For more information about this event or other BOSCA offerings, contact Jim Abbott at jim@smallcollegeathletics.com

Registration Open for Spring 2023 BOSCA Academies

jabbott@okcu.edu (Jim Abbott) — Fri, 02 Dec 2022 14:47:43 GMT

Virtual cohorts begin in January, 2023

Registration is open now for the 2023 Spring cohorts of the BOSCA Leadership Academy and the BOSCA Revenue Generation Academy. Space for each cohort is limited to 15 administrators.

The BOSCA Leadership Academy is focused on building the administrative skills necessary to lead a small college athletic department. Academy participants meet virtually in 5 sessions that provide a broad outline designed to cover all administrative aspects of running a successful, mission focused, department.

The BOSCA Revenue Generation Academy is focused on building sustainable external revenue generation programs in small college athletic departments. Academy participants meet virtually in 5 sessions that provide focused instruction on building successful revenue generation programs in your department.

Each session is led by veteran administrators Jim Abbott and John Phillips . The pair have more than 50 years of combined experience working as small college athletic administrators. If you have questions about either BOSCA Academy contact Jim Abbott at (405) 208-9133 or jim@smallcollegeathletics.com

As a new Athletic Director, the timing and content of the BOSCA Leadership Academy could not have come at a better time. The curriculum challenged me to think critically about how we are building our program here at Rocky Mountain College, and was a great way to connect with other small college administrators. Jim Abbott and John Phillips' experience and passion for small college athletics helped provide me with much needed confidence, as I took on the challenges of running an athletic department for the first time. I am a better AD because of this program and would highly recommend it to any small college administrator wanting to make their department better!"

Jim Klemann, Athletic Director - Rocky Mountain College

“I have been blessed to have a mentor and friend in Jim Abbott, whom I met over 8 years ago at my first BOSCA event in 2013. Pursuing a new career path from 15 years of coaching to full time athletics administrator, Jim took me under his wing and has been a valuable resource in my success. Jim and the network of professionals I met through BOSCA were one phone call away to help me navigate the challenges as a new athletic director. BOSCA is a first-class workshop filled with sharing, learning, and networking that transforms leaders. The impact on BOSCA attendees has been life-changing. Jim has discovered what matters most in life, which is to reach beyond himself and to invest his life in empowering others to fulfill their potential as athletic administrators. There is no question in my mind that any person who is wishing to grow as an athletic administrator should participate in the BOSCA Leadership Academy. Without Jim’s mentorship, I would not be where I am today.”

Jeff Bussell, Athletic Director – Vanguard University

## The Business of Small College Athletics is a leader in providing professional development opportunities for small college athletic administrators. 2023 marks the 11th year for the BOSCA workshop and the 2nd full year for BOSCA virtual academies . For more information contact Jim Abbott at jim@smallcollegeathletics.com

Affordable Ways to Rebrand Your Athletic Department

Thu, 16 Jun 2022 22:17:37 GMT

Insight from

When spring sports are winding down and your staff is taking some well-deserved time off, this is a good time to evaluate your branding and your facilities. Simply ask yourself a few questions. Are the logos and color schemes of your campus offices and facilities consistent with your brand? Are the graphics and designs on your walls and windows representative of the messages your staff communicates to student-athletes and potential recruits?

Signage is important in any business, and we understand budget may be a factor and the size of your facilities may make it seem overwhelming, but our team can help make any sports signage project a little less stressful.

“Source One Digital is one of the largest and most diverse grand format digital printing companies in the industry. Backed by our experienced designers, digital printing specialists, and pre-flight engineers, we utilize the very latest printing equipment and technology to achieve brilliant, consistent color across all projects. By producing almost everything in-house, prices are more competitive. As a signage innovator, Source One Digital has extensive experience as a reliable, top-notch graphics partner for leading national brands, retailers, and sports organizations.”

Source One Digital can work together with your staff to put together a plan that will help your department raise the necessary funding and offer ideas that will fit your budget while leaving a lasting impact on your facilities. Below are some ideas on how you can engage your alumni and sponsors to help update the branding of your facilities:

Alumni: Celebrating past team and individual accomplishments are a great way to showcase the history of your athletic program, while enhancing the graphics and branding of these areas. Create a dedicated space for each team and involve alumni to help fund graphics that highlight images and championships from past teams through different wall graphics and displays.

Source One Digital will work together with your team to set a budget to make it happen, we will work with you from concept to completion, including a plan that alumni can support.

Sponsors: Using sponsored sports signage is a great way to increase branding. Ask yourself, are there any large empty spaces such as Baseball, Softball, or Tennis fencing in your facility that could be branded? Are there spaces such as sidelines of lacrosse or soccer that could be utilized? Working together with sponsors to highlight and showcase their businesses while creating branding that also showcases your colors and logos is a great way to update your facilities through the partnership of sponsors. Source One Digital can work together with your staff to create a program, so you know exactly what is needed to update your spaces without any costs coming out of your athletic budget.

For more information on how you can get started contact Source One Digital

NIL is for Everyone - How small college athletes are dipping into the NIL game

Mon, 13 Jun 2022 01:49:49 GMT

Insight from

NIL is for everyone. And sometimes that means a deal in 280 characters or less. With social media posts accounting for 68% of all NIL activities, student-athletes of all sports, gender and size of school can build their brand and make money. Tens of thousands of college athletes have utilized Opendorse since July 1, 2021, to find deals and monetize their name, image and likeness – all in a safe and compliant way. Whether located in a city of one million or a town of 100, brands, fans, supporters and donors are confident in the power of the student-athlete voice and see the value they provide to communities.

BY THE NUMBERS

It’s not just the Power 5 student-athletes accepting deals. Division II, III and NAIA schools are just as committed to helping their athletes monetize their NIL. Since July 1, 2021, the average compensation per Division II athlete is $204 and $309 per Division III athlete. With some deals in the thousands, student-athletes are proving you don't need to attend a large school to make NIL work.

“Any student-athlete that is willing to put in the work can capitalize off their NIL,” Opendorse CEO Blake Lawrence said. "It's not just the big-name players at the big-name schools. Student-athletes are their own brands and have created following that brands and sponsors see value in.”

Opendorse data shows that on average, 73.5% of total NIL compensation across Division I, II, and III comes from men’s sports, and 26.5% of total compensation comes from women’s sports.

With many student-athletes tethered to local communities, small businesses are looking to them to form partnerships.

Through Opendorse’s Pitch Anything feature, (402) Creamery, an ice cream shop in Lincoln, Nebraska, connected with Nebraska volleyball setter Nicklin Hames and her teammates for a unique partnership. The volleyball players created their own limited edition ice cream flavor with proceeds supporting a local nonprofit. The Huskers were asked to market their ice cream on social media and make an in-person appearance.

ACTIVITIES

Through Opendorse, athletes from every sport and level of play have connected with national and local brands to partner with. Below are a few examples of how small college student-athletes are cashing in on their NIL.

Bre Socker, St. John Fisher College field hockey, Dunkin Donuts

Trevor Bassitt, Ashland University track and field, BOSU Fitness, merchandise

Eli Cross, Lindsey Wilson College football, GummiShot Energy

Caleb Eagans, East Texas Baptist University football, Marshall, Texas, Dairy Queen

Emma Hoffart, Missouri Western State University softball, Degree

THE VALUE

Just as one practices to be the best on the field, navigating NIL also takes practice. Opendorse’s education solution is here to assist student-athletes in the process of capitalizing on their NIL. Learning how to build their own brand, manage it, promote it and preserve it, the education and financial literacy skills that student-athletes develop will take them far beyond the field of play or classroom.

“NIL has been my training ground for the greater world of sports and endorsements,” Tucker La Belle, former Clarke University lacrosse player said. “I am nowhere near to being finished.”

HOW TO GET STARTED ON OPENDORSE

Opendorse makes it easy for student-athletes to sign up, browse, complete and disclose deals. With more than 100 schools and conferences utilizing Opendorse as the preferred transactional method, ensuring the safety and compliance of student-athletes is our top priority. Learn how to get started on Opendorse.

Modernize Your School’s History and Legacy with a Digital Wall of Fame

Sun, 05 Jun 2022 16:56:30 GMT

Insight from Nevco

In a changing world, the Wall of Fame began with a simple question- how to communicate with people the way they are used to consuming information today.

While trophy cases, yearbooks or banners have preserved special memories that make up the history and legacy of a school, it became clear this could be achieved in a less static and more engaging way in the digital age to bring the history to life. The digital Wall of Fame is an interactive resource that allows the entire story of a school to be found in one place and quickly accessed by anyone at the touch of a fingertip.

VitalSigns, a company that has specialized in storytelling platforms across mobile, digital signage and web applications for nearly 25 years, began working with focus groups of athletic directors to bring the concept to life and it was not long before it became reality as more and more schools decided to modernize their Hall of Fame.

Nevco and VitalSigns Team Up

It did not take long for the Wall of Fame to come into the purview of Nevco, the oldest and largest privately held scoreboard manufacturer in the world that has been proud to provide over 100,000 installations through the course of 80 years and counting. Upon visiting different arenas and complexes throughout the country, one question kept coming up- “Do you have this product?”

A partnership was soon born to offer the best product, value and support in the industry.

Tell the Stories

The technology is just the tool and the avenue- it is the story that matters and what people care about the most. Now, trophies, banners or record boards of athletic triumphs or a work of art can have a story and face to it. Pictures, videos, press clippings, programs, books and more can all be part of the Wall of Fame and help you tell the story of your school. The options are endless and the size of the audience you reach is endless because the compelling content will also be available on your website- not just in a physical location at your school.

“The Wall of Fame has been a great, high-tech modern addition to our facility at Mercyhurst University and our fans, students and community love it,” said Allison Brace, Director of Club Sports and Administrative Services at Mercyhurst University in Erie, Pennsylvania.

“The programming is easy to learn, understand and implement, which makes updating the system for viewers as easy as ‘One, Two, Three.’ The staff have been incredible to work with and the customer support they have provided has been top notch. We are thrilled to have the Wall of Fame in our athletic center lobby.”

How To Tell the Stories

The Wall of Fame is available in a Wall Mount, Floor Stand or Wall Enclosure style, ranging from 55 to 85-inch displays to best suit the needs of your school. The content itself features 21 different template options, over 50 design layout possibilities and new templates or layouts can be created based on need.

Overall, the Wall of Fame was designed to share the entire legacy of a school, not just athletics, academics or the arts alone. Hall of Fame members, induction ceremonies, video tributes, historical teams, records, student art, yearbooks, class composites, distinguished alumni, the history of your school itself and more can all be preserved forever. And, there is no limit to the amount of content that can be shared.

Assistance and Support

When you get a Wall of Fame for your school, you also get a content advocate who is an expert and will provide support for the lifetime of ownership. It is their duty to understand your purpose and why you brought this asset to your school. They will help you visualize and execute the layout, making it easy to navigate your school’s content and help employ the best practices. They are there to help train you so it can simply become as simple as plugging and placing new content. Whether school personnel want to start uploading content themselves or utilize a hands-off approach and have the content advocate do the uploading, they are there to assist you through the entire process.

Getting Started

The story of your school matters and we are proud to help you share that story with as many people as possible.

To learn more, you can visit https://nevco.com/digital-wall-of-fame/ . If you’re ready to start planning your school’s Wall of Fame, call 800-851-4040 to get in touch with your dedicated Nevco scoring and display consultant.

Small College Conversations - Connor Smith

jabbott@okcu.edu (Jim Abbott) — Wed, 11 May 2022 02:32:36 GMT

Insights from Dallas Baptist University Athletic Director Connor Smith

This episode of Small College Conversations features John Ashaolu, Athletic Director at Point Park University. John shares with Nik Rule, athletic director at William Penn University, some of his insights and experiences as a small college athletic administrator.

Digital Wallets: Donors Payment Method of Choice

jabbott@okcu.edu (Jim Abbott) — Mon, 09 May 2022 14:04:37 GMT

Insight from BOSCA Sponsor GiveCampus

Small College Conversations - John Ashaolu

jabbott@okcu.edu (Jim Abbott) — Mon, 04 Apr 2022 21:55:50 GMT

Insights from Point Park University Athletic Director John Ashaolu

BOSCA Presents - Maximizing the Role of the Senior Woman Administrator

jabbott@okcu.edu (Jim Abbott) — Sun, 27 Mar 2022 22:34:16 GMT

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

Maximizing the role of the Senior Woman Administrator is the focus of this panel session moderated by Kristy Bayer (Athletic Director at Rockhurst University). Panelists include Jenn Bell (Athletic Director at Converse University), Angela Pohl (Deputy AD/SWA at Saginaw Valley State University), and Dr. Chris Ratcliff (Athletic Director at Rogers State University).

BOSCA is grateful to Mammoth Sports Construction and CEI Engineering for their sponsorship of this "BOSCA Presents" virtual session.

Small College Conversations - Dr. Micah Parker

jabbott@okcu.edu (Jim Abbott) — Tue, 15 Mar 2022 02:55:05 GMT

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

This episode of Small College Conversations features Dr. Micah Parker , Athletic Director at Northwestern (IA) College. Micah talks about how he made the transition from coach to administrator, moving from Division I to the NAIA, his staff communication strategy, and challenges facing college athletics moving forward, among other topics.

Montford Joins BOSCA Advisory Board

jabbott@okcu.edu (Jim Abbott) — Wed, 02 Feb 2022 16:51:22 GMT

USCB Veteran brings expertise to BOSCA board.

The Business of Small College Athletics (BOSCA) announced today that Genia Montford from the University of South Carolina – Beaufort has been added to the BOSCA Advisory Board.

Montford has worked at USC-Beaufort since 2003 and currently serves as the Associate Athletic Director/Senior Woman Administrator. In her position, Montford oversees auxiliary services - eligibility and compliance, sports medicine, and sports information as well as providing supervision for the Sand Sharks Track and Field programs.

In addition to her work on campus Montford has been actively engaged in Sun Conference efforts. Montford is a two-time recipient (2020 & 2021) of the Sun Conference Charles Morris Administrator of the Year Award in recognition of her leadership within USCB Athletics and the Sun Conference.

“I’m excited to add Genia Montford to our BOSCA board”, said BOSCA founder Jim Abbott. “Genia has a heart for helping others in our industry and she will be a great addition to our group as we continue to work to provide relevant programming for small college athletic administrators.”

“BOSCA has had an incredible impact on my development as an athletic administrator, allowing me to learn from and network with other small college athletic administrators throughout the country. Given the impact that BOSCA has had on me professionally, it makes the opportunity to serve BOSCA as an advisory board member, even more special. I look forward to working with Jim and the advisory board to continue to build meaningful professional development opportunities for small college athletic administrators.

## The Business of Small College Athletics is a leader in providing professional development opportunities for small college athletic administrators. 2022 marks the 10th year for the BOSCA workshop. For more information contact Jim Abbott at jim@smallcollegeathletics.com

Small College Conversations - Stevie Baker-Watson

jabbott@okcu.edu (Jim Abbott) — Fri, 28 Jan 2022 18:57:06 GMT

Insights from DePauw University Athletic Director Stevie Baker-Watson

This episode of Small College Conversations features Stevie Baker-Wats on, Athletic Director at DePauw University. Stevie talks about how she got her start in athletics eventually ending up in administration, her involvement on the National level including her recent participation on the NCAA Constitution Committee and shares other insights from her experience leading a Division III athletic department.

Registration Open for 10th Annual BOSCA Workshop

Tue, 11 Jan 2022 15:52:24 GMT

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

Collegiate Resource Management announced today the dates for the 2022 Business of Small College Athletics (BOSCA) workshop. The workshop, designed specifically for athletic administrators at Division 2, Division 3, NAIA, and NJCAA institutions, is the only event of its kind that focuses entirely on the professional development needs of administrators at smaller colleges and universities.

2022 marks the tenth anniversary of the BOSCA workshop. The event will be held at the Sheraton Hotel Downtown in Oklahoma City July 17-19, 2022. Registration for the event is open now and can be completed online at www.smallcollegeathletics.com/register

“I’m excited to celebrate the tenth anniversary of BOSCA this year”, said BOSCA Founder and former Oklahoma City University Athletic Director, Jim Abbott. “From the beginning, the goal of BOSCA has been to become the leader in small college athletics professional development. We look forward to continuing our efforts to provide relevant growth and networking opportunities.”

BOSCA now offers virtual programming throughout the year with BOSCA Presents webinars and spotlights leading administrators through Small College Conversations and the BOSCA Podcast. New offerings in 2022 include the BOSCA Leadership Academy , a structured growth and mentorship program designed to help athletic administrators navigate the challenges that they face on campus.

Questions? Contact Jim Abbott – (405) 208-9133 or jim@smallcollegeathletics.com

Keys to Success as a Small College Athletic Director

jabbott@okcu.edu (Jim Abbott) — Tue, 26 Oct 2021 13:19:59 GMT

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

This session features a panel conversation led by BOSCA Founder Jim Abbott, and featuring Jessie Rosa (Athletic Director at Auburn University at Montgomery), Darin Wilson (Athletic Director at Georgia Gwinnett College), and John Phillips (Athletic Director at Embry-Riddle Aeronautical University).

BOSCA is grateful to Mammoth Sports Construction and CEI Engineering for their sponsorship of this "BOSCA Presents" virtual session.

BOSCA Leadership Academy Announced

Tue, 19 Oct 2021 01:11:20 GMT

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

OKLAHOMA CITY, OKLAHOMA – Business of Small College Athletics (BOSCA) Founder Jim Abbott announced today the creation of the BOSCA Leadership Academy to provide leadership training for athletic directors at small colleges and universities. The academy builds on the success of the annual BOSCA workshop and will provide in-depth training, structured mentoring, and networking for small college athletic administrators.

“I remember well my first years as an athletic director, said BOSCA Founder Jim Abbott.” I was overwhelmed and underprepared for the plethora of issues that I had to deal with. I would have loved to have had a group of peers that was led by veteran administrators that I could rely on to help me understand priorities and navigate challenges. The BOSCA Leadership Academy is designed to provide just that, said Abbott.”

Abbott will work together with John Phillips, Athletic Director at Embry-Riddle Aeronautical University, to create the academy coursework and lead monthly sessions. “Unlike most conventions that last a couple of days and provide you with a variety of sessions…some that you aren’t really interested in. The academy is designed over a five-month period which allows participants to really digest the information that is discussed and come back with pertinent questions that relate to things happening on their campus now, said Phillips”

The cohort for the BOSCA Leadership Academy will be limited to 20 participants. For more information or to register visit the website at www.smallcollegeathletics.com/leadership

Questions? Contact Jim Abbott – (405) 208-9133 or jim@smallcollegeathletics.com

Rising Coaches Signs On as Workshop Sponsor

Tue, 06 Jul 2021 13:35:32 GMT

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

OKLAHOMA CITY, OKLAHOMA – The Business of Small College Athletics (BOSCA) today announced Rising Coaches Search & Consulting as the Exclusive Search Firm Sponsor for the 2021 BOSCA Workshop to be held July 19-20, 2021 in Oklahoma City.

Rising Coaches Search & Consulting was founded in 2019 and is a branch of Rising Coaches. They specialize in identifying, vetting and recruiting candidates for small college athletic positions at a small college price. Over the last twelve years, Rising Coaches has become one of the most trusted brands in developing college basketball coaches. Now they have turned their focus to the search space where they have assisted in over 15 searches in the last year in a variety of sports and administrative positions.

“ We are thrilled to welcome Rising Coaches to the BOSCA family as our exclusive search firm partner. I appreciate the commitment that Rising Coaches makes to help improve the leadership of small college athletic departments and look forward to their involvement at the BOSCA workshop."

Jim Abbott, Founder, Business of Small College Athletics

“We are so excited to support and be a part of the BOSCA Workshop. Rising Coaches is completely aligned with the mission and values of BOSCA. We can’t wait to build relationships and provide value for those in attendance."

Adam Gordon, CEO, Rising Coaches

This year marks the ninth edition of the BOSCA Workshop.

###

ABOUT RISING COACHES SEARCH AND CONSULTING
Rising Coaches Search & Consulting was created to fill a void in resources available to small colleges in regard to their hiring needs. We start off by learning about the needs of our clients. What type of employee are they looking for? We then identify, vet and recruit a diverse and talented pool of candidates that may not normally apply to a tradition job posting… all at a small college price.

To learn more about Rising Coaches Search & Consulting or to view a list of testimonials please visit www.risingcoaches.com/search-firm or contact adam@risingcoaches.com

GameTime Continues BOSCA Partnership

Fri, 02 Jul 2021 17:54:28 GMT

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

OKLAHOMA CITY, OKLAHOMA -- The Business of Small College Athletics (BOSCA) has announced that Neptune GameTime Custom Music Solution will be the exclusive custom music solutions provider for the 2021 BOSCA Workshop that will be held July 19-20, 2021, in Oklahoma City.

Neptune GameTime specializes in creating a high-energy, professional gameday atmosphere featuring 100% guaranteed lyric-safe music. GameTime is used by more than 1,000 high schools and colleges across the United States. With GameTime, SID’s, AD’s, and coaches can stop worrying about screening music and focus on their players and opponents. The complete customization as well as one-touch playback control offered by GameTime will take your sports events to the next level. GameTime is also known for its exceptional customer service and dedication to make each partner college feel like family.

“We’ve been a part of BOSCA since the second year of the event, and it’s just been so fun to watch it grow over the years,” Eric Jontra, CMC Neptune President, said. “We’ve met a good number of our college GameTime partners at BOSCA, so it’s an event we look forward to every year. We’ve learned a lot about the unique challenges and opportunities involved with college athletics thanks to our involvement with BOSCA, and a lot of the improvements we’ve made to GameTime over the years have come as a direct result of things we’ve heard from attendees.”

“I’m grateful for the commitment that GameTime has to small college athletics and their products are a natural fit for our athletic departments,” Jim Abbott, BOSCA Founder, said. “We are excited to have GameTime back on board as a presenting sponsor of the workshop in 2021.”

2021 marks the 9 ^th year of the Business of Small College Athletics workshop. The event is the only one of its kind that focuses entirely on idea sharing and networking opportunities for administrators working in D2, D3, NAIA, and NJCAA athletic departments.

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About Collegiate Resource Management

Collegiate Resource Management exists to promote and assist administrators in small college athletic departments. We specialize in working with D2, D3, NAIA, and NJCAA colleges and universities. With a focus on external operations and leadership development we can help improve the productivity of your department and help you visualize and achieve your mission and goals. Whether it is helping you improve areas that you are already working on or directing your efforts toward new opportunities, we can help you achieve your strategic initiatives.

Source One Digital signs on as BOSCA Partner

Thu, 29 Apr 2021 20:53:53 GMT

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

OKLAHOMA CITY, OKLAHOMA – The Business of Small College Athletics (BOSCA) today announced Source One Digital as the Exclusive Signage Sponsor for the 2021 BOSCA Workshop to be held July 19-20, 2021 in Oklahoma City.

Source One Digital has extensive experience providing custom graphics and sponsor signage for collegiate, semi-pro and professional sports teams around the country. The organization works with collegiate clients on a daily basis to provide solutions that are designed to enhance the branding for both athletic and academic programs. Source One Digital is well recognized in the industry for their customer service, product quality, and attention to detail when it comes to working together with schools to offer customized solutions that help them achieve their goals while staying within their budget.

“We are thrilled to welcome Source One Digital to the BOSCA family as our exclusive signage provider. We look forward to learning more from their expertise and showcasing their products designed to enhance and brand small college athletic departments.”

Jim Abbott, Founder, Business of Small College Athletics

“Source One Digital is thrilled to be able to partner with the BOSCA and sponsor its upcoming Workshop. We’re excited to attend this great event and the opportunity to work together with small colleges to learn more about their program goals and customize solutions to help them improve their branding across campus.”

George Atkinson, Vice President of Marketing & Sales, Source One Digital

Learn more about Source One Digital

This year marks the ninth edition of the BOSCA Workshop. Registration is now open. For more information visit www.smallcollegeathletics.com.

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About Collegiate Resource Management

Nevco and BOSCA Renew Partnership

Tue, 20 Apr 2021 03:05:51 GMT

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

Nevco Sports, LLC is proud to announce their continued partnership with The Business of Small College Athletics (BOSCA). Nevco, the largest private manufacturer and provider of scoreboards, LED video displays, and fully integrated scoring and audio solutions, has been selected as an official partner for the fourth consecutive year as the 9 ^th Annual BOSCA Workshop commences on July 18-20, in Oklahoma City, OK.

Nevco has teamed up with numerous colleges of various sizes ranging from small community colleges developing their athletics programs to large, NCAA Division I universities seeking to maximize their sponsorship and advertising revenue potential and boost their recruiting efforts. Nevco recognizes the inner workings of facilities and works hand-in-hand with their partners to understand their unique needs and challenges to design and manufacture innovative custom curated scoring solutions for each venue.

“We are excited and extremely proud to continue our partnership with BOSCA. We value the opportunity to be a go-to resource and partner for this critically important segment of Nevco customers. We look forward to engaging with professionals from colleges of all sizes and support each institution in their vision to take their game-day atmosphere to the next level,” said Nevco CEO and President Jeff Fiorini.

The Business of Small College Athletics is a professional development workshop that focuses on the external relations and revenue generation needs of NCAA Division II, NAIA, NCAA Division III, and NJCAA collegiate athletic departments. 2021 marks the 9 ^th year of the workshop, which continuously grows, drawing attendees from collegiate athletic departments across North America.

“We are excited to partner with leaders like Nevco, who provide state of the art scoreboards and video displays, to present the 2021 Business of Small College Athletics workshop. Nevco understands the needs of small college athletic departments and is perfectly positioned to work alongside our schools in meeting their goals and objectives,” said Jim Abbott, Founder of the annual BOSCA workshop.

About The Business of Small College Athletics: BOSCA is a workshop for Small College Athletic Administrators that is led by Small College Athletic Administrators. The workshop provides attendees the opportunity to learn from and network with other Administrators that understand the unique challenges of operating in smaller athletic departments with limited staff and resources. For more information on the BOSCA workshop visit : www.smallcollegeathletics.com

About Nevco: Nevco is the largest private manufacturer and provider of video display, scoring and audio solutions. For over 85 years, Nevco has provided colleges, universities, high schools, park and recreation groups, and other organizations with the most innovative scoring and LED video display products in the industry. Nevco is known for its specialty in designing custom facility solutions, quality of products, and superior long term financial value. Today, Nevco scoreboards, message centers and video displays are used to enhance the fan experience at events in more than 100,000 locations around the world. For more information on Nevco, visit their website at www.nevco.com .

Small College Conversations - Courtney Lovely-Evans

jabbott@okcu.edu (Jim Abbott) — Mon, 12 Apr 2021 19:09:19 GMT

Insights from Palm Beach Atlantic Athletic Director Courtney Lovely-Evans

This episode of Small College Conversations features Courtney Lovely-Evans , Athletic Director at Palm Beach Atlantic University. Courtney shares about how she got her start in college athletics, female administrators that influenced her career, her role on the NCAA Division II management council, and important attributes for successful athletic directors.

2021 BOSCA Workshop Registration Now Open

Thu, 08 Apr 2021 14:51:25 GMT

Join us July 19-20, 2021 in Oklahoma City

Registration for the 2021 Business of Small College Athletics workshop is now open. The 2021 event will take place July 19-20 in downtown Oklahoma City and feature a comprehensive agenda of presentations designed to provide insights and growth opportunities for administrators working in small college athletic departments.

BOSCA is the only professional development workshop that focuses entirely on D2, D3, NAIA, and NJCAA athletic administrators. The workshop was founded in 2011 and this year's event is the 9th annual gathering. All workshop sessions will be held at the Sheraton Oklahoma City Downtown and special rates are available for attendees.

What they're saying about BOSCA

"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

"BOSCA was one of the best workshops I have ever attended. I would describe the experience as "hands on." The presentations were interactive and allowed for both the presenters and attendees to share best practices as well as engage in problem solving discussions. As a first time AD I felt welcomed and found it very easy to network and ask questions. Everyone in attendance was willing to share their ideas and talk with you to help develop your own."

Traci Murphy, Athletic Director – Daemen College

"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 (MN)

From Now ON Announced as BOSCA Partner

Wed, 07 Apr 2021 16:26:16 GMT

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

OKLAHOMA CITY, OKLAHOMA – The Business of Small College Athletics (BOSCA) today announced From Now ON as the Exclusive Mobile App Sponsor for the 2021 BOSCA Workshop to be held July 2019-20, 2021 in Oklahoma City.

From Now On is the provider of FanX™, a mobile app platform being used by colleges to create one-stop-shop experiences to improve communication and engagement with fans. In the wake of COVID-19, athletics marketers and administrators are relying on FanX to help create new digital revenue opportunities and manage contactless experiences. With From Now On as the event’s exclusive mobile app sponsor, athletics administrators will gain perspective into how colleges at all levels of the game are utilizing digital assets to engage students and fans around the country.

“We are thrilled to welcome From Now ON to the BOSCA family as our exclusive mobile app solution. We look forward to learning more from their expertise and showcasing their suite of products designed to enhance small college athletic departments.”

Jim Abbott, Founder, Business of Small College Athletics

“Our team is excited to be a part of the 9th annual BOSCA workshop. Some of the most creative ideas we’ve seen have come from small colleges we’ve had the pleasure to partner with. We’re looking forward to learning from this year’s attendees as much as we are to sharing our own industry insights!

Sue Thaden, CEO, From Now On

This year marks the ninth edition of the BOSCA Workshop. Registration is now open. For more information visit www.smallcollegeathletics.com .

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About Collegiate Resource Management

ABOUT FROM NOW ON
At From Now On, our focus is on facilitating anytime, anywhere fan engagement through contactless mobile technology. Our flagship FanX™ Mobile Engagement Platform serves our growing roster of 90+ colleges, high schools, teams, venues and championship events to deliver personalized experiences to fans in-venue, on the go, and throughout the offseason at all levels of the game.

To learn more about From Now On and the FanX™ platform please visit https://from-now-on.com / or follow From Now On: Twitter , Instagram or LinkedIn !

HomeTown Ticketing Announced as BOSCA Partner

Fri, 02 Apr 2021 02:44:26 GMT

HomeTown to be exclusive ticketing sponsor for 2021 BOSCA workshop

HomeTown Ticketing has been named the Exclusive Ticketing Sponsor of the Business of Small College Athletics (BOSCA). BOSCA is the premiere professional development event for small college athletic administrators. 2021 marks the 9 ^th annual workshop designed for professionals working in Division II, Division III, NJCAA, and NAIA athletic departments. The 2021 workshop will be held in Oklahoma City July 19-20, 2021.

As a BOSCA partner, HomeTown will also provide the registration platform for the event and be on hand throughout the workshop to share expertise on touchless and cashless ticketing solutions to colleges and universities. Hometown will also provide a stipend that covers the cost of workshop registration for one administrator attending the event.

“We are thrilled to partner with HomeTown Ticketing to present the 2021 workshop and to manage the registration process for attendees this year.” “Hometown’s expertise in providing state of the art touchless ticketing solutions makes them a natural fit for our event.”
- Jim Abbott, Athletic Director at Oklahoma City University & Founder of BOSCA Workshop

“HomeTown Ticketing is excited to partner with the Business of Small College Athletics for their workshop. We are looking forward to getting to meet the attendees and learn how we can continue to provide the ticketing solutions they need to have safe and successful events on their campuses.”

- Ryan Hart, Chairman & CEO | HomeTown Ticketing, Inc.

Registration for BOSCA Workshop will open on April 5. For more information visit www.smallcollegeathletics.com.

ABOUT HOMETOWN TICKETING

HomeTown Ticketing is the leading digital ticketing provider in both K-12 and collegiate spaces, serving schools, districts, conferences, and associations at no cost. A professional-level and fully automated ticketing solution, HomeTown's in-house developed, proprietary ticketing platform is tailored specifically to the needs of schools and governing bodies. Benefits of the HomeTown system include unmatched value through easy-to-use purchasing and redemption options, custom box-offices, event and fan specific reporting tools, and secure financial management features to streamline operations and increase financial transparency. Intuitive and easy-to-use for both event organizers and ticket buyers, HomeTown never touches the event organizer's funds, which are available and accessible within 24 hours from a ticket sale. Learn more about HomeTown at www.hometownticketing.com | @hometowntix

ABOUT COLLEGIATE RESOURCE MANAGEMENT

Musco Lighting Announced as BOSCA Partner

Thu, 25 Mar 2021 19:52:05 GMT

Musco to be exclusive lighting sponsor for 2021 BOSCA workshop

OKLAHOMA CITY, OKLAHOMA – The Business of Small College Athletics (BOSCA) announced a new partnership with Musco Lighting that positions the company as the exclusive lighting sponsor of the 2021 BOSCA Workshop.

With Musco as the event’s exclusive lighting sponsor, athletic administrators will gain expanded professional development opportunities and perspective from the world leader in sports lighting.

“We are excited to partner with Musco Lighting to provide the premier professional development opportunity for small college athletic administrators,” said Jim Abbott, Athletic Director at Oklahoma City University and Founder of the BOSCA Workshop. “Musco is a global leader in the sports lighting business and they are a natural fit for our event.”

Musco has been developing lighting solutions for more than 40 years, with its systems being featured in professional and collegiate venues of all sizes and at every level of sports. Musco’s experience and research has guided the industry’s recent transition to LED stadium and arena lighting, installing its TLC for LED® system everywhere from smaller college and university stadiums to major venues such as Notre Dame Stadium, Bryant-Denny Stadium, and SoFi Stadium, among many others.

“We’ve been partnering on projects with smaller colleges and universities for decades, we know how hard-working and dedicated the athletic administrators at those institutions are,” said Jeff Rogers, President of Musco. “We strongly support the mission of the BOSCA Workshop and are excited to be a part of the 2021 event.”

This year marks the ninth edition of the BOSCA Workshop. Registration will open on April 5. For more information visit www.smallcollegeathletics.com.

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About Collegiate Resource Management

About Musco Lighting

Since 1976, Musco has specialized in the design and manufacture of sports and large-area lighting with innovations in light quality, glare reduction, and light control responsible to the needs of facility owners, users, neighbors, and the night sky. Musco’s TLC for LED™ system technology delivers a level of light control and uniformity that can’t be matched, and is the solution of choice for neighborhood fields, collegiate and professional stadiums and arenas, international speedways, and global events such as the Olympic Games. Musco backs its LED solutions with a long-term warranty covering parts and labor, eliminating maintenance concerns and costs for its customers.

BOSCA PRESENTS - Branding and the Bottom Line

jabbott@okcu.edu (Jim Abbott) — Thu, 25 Mar 2021 02:23:34 GMT

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

This session features a panel conversation led by John Hartwell, Creative Director at Hartwell Studio Works, and panelists Devin Crosby (Athletic Director) and Sherrie Weldon (CMO) sharing their insights and experiences in their efforts to re-brand the Lynn University athletic department.

BOSCA is grateful to Mammoth Sports Construction and CEI Engineering for their sponsorship of this "BOSCA Presents" virtual session.

BOSCA Announces 2021 Advisory Board

Thu, 18 Mar 2021 15:18:49 GMT

Board will implement strategic initiatives that guide the future for BOSCA

The Business of Small College Athletics (BOSCA) announced today the creation of its first ever Advisory Board. Board members are tasked with making a commitment to give back to the collegiate athletics profession, mentoring future leaders, and helping grow the BOSCA brand and network. The group will help spearhead strategic efforts that guide the future of BOSCA.

BOSCA founder Jim Abbott said, “I’m excited to have leaders from around the country that are committed to personal growth and passionate about helping others advance their careers in collegiate athletics.” “The expertise that this group brings to the table is phenomenal and I look forward to working with the board to grow BOSCA offerings and expand the impact that we have on the industry.”

“I am thrilled to have been asked to serve on the inaugural advisory board for BOSCA”, said John Phillips, Athletic Director at Embry Riddle University. “Having attended this event every year since 2015, I know firsthand the value of this event. I am grateful to Jim Abbott for his leadership in starting this workshop that has now grown into one of the premiere events in collegiate athletics. BOSCA has been an incredibly positive influence in my life and my professional career, and I look forward to having the opportunity to help pay it forward.”

The Business of Small College Athletics is the only professional development workshop designed specifically for athletic administrators at smaller colleges and universities. Started in 2012, the event caters to administrators from NCAA Division 2, NCAA Division 3, NAIA, and NJCAA athletic departments. 2021 marks the 9 ^th edition of the BOSCA workshop. For more information, visit the website at www.smallcollegeathletics.com

BOSCA Board Members - click here to view the full board

John Phillips (Chair), Athletic Director – Embry Riddle University (NCAA Division 2)

Kristy Bayer, Deputy Athletic Director – Emporia State University (NCAA Division 2)

Matt Donovan, Sr. Associate Athletic Director – University of Indianapolis (NCAA Division 2)

Sharief Hashim, Athletic Director – Susquehanna University (NCAA Division 3)

Grant Kelly, Sr. Associate Athletic Director – Johns Hopkins University (NCAA Division 3)

Angela Pohl, Deputy Athletic Director – Saginaw Valley State University (NCAA Division 2)

Jake Ripple, Athletic Director – Dodge City Community College (NJCAA)

Nik Rule, Athletic Director – William Penn University (NAIA)

Brock Wissmiller, Sr. Associate Athletic Director – Upper Iowa University (NCAA Division 2)

John Hartwell, Creative Director - Hartwell Studio Works

Jeremy Capo, Assistant Vice President – Mammoth Sports Construction (Ex-Officio)

Jim Abbott - Founder

Small College Conversations - Troy Tucker

jabbott@okcu.edu (Jim Abbott) — Mon, 08 Mar 2021 16:10:51 GMT

Insights from Northampton Community College Athletic Director Troy Tucker

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.

DATES ANNOUNCED FOR 2021 WORKSHOP

Thu, 04 Mar 2021 14:37:42 GMT

9th annual workshop returns in-person in 2021

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)

BOSCA PRESENTS - Strategic Approaches To Adding New Sports

jabbott@okcu.edu (Jim Abbott) — Sat, 27 Feb 2021 03:07:23 GMT

Strategies and Insights for Adding New Sports Programs to Your Athletic Department

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.

Small College Conversations - Kristofer Schnatz

jabbott@okcu.edu (Jim Abbott) — Fri, 12 Feb 2021 20:54:02 GMT

Insights from United States Merchant Marine Academy Athletic Director Kristofer Schnatz

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.

Small College Conversations - Jeff Bain

jabbott@okcu.edu (Jim Abbott) — Tue, 12 Jan 2021 14:37:24 GMT

Insights from Martin Methodist College Athletic Director Jeff Bain

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.

Career Advice from The Wisdom Group

Wed, 06 Jan 2021 20:02:51 GMT

Insights on growing in athletics.

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!

BOSCA PRESENTS - What Coaches Need From Their AD's

jabbott@okcu.edu (Jim Abbott) — Wed, 23 Dec 2020 03:43:30 GMT

What Coaches Need From Their AD's

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.

Small College Conversations - Harry Stinson

jabbott@okcu.edu (Jim Abbott) — Mon, 07 Dec 2020 15:54:49 GMT

Insights from Lincoln University Athletic Director - Harry Stinson

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.

Building Athletic Facilities

Fri, 04 Dec 2020 18:09:57 GMT

You can't get from A to E without checking the boxes for B, C, and D!

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!

FEATURED: CANYON ISD, WEATHERFORD ISD, AND MCNEESE STATE UNIVERSITY

PHOTO CREDITS: JEFF BRESEE

Collected Wisdom - Sharief Hashim

jabbott@okcu.edu (Jim Abbott) — Tue, 01 Dec 2020 01:47:44 GMT

Insights from Small College Athletic Administrators - Interviewed November, 2020

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!

BOSCA PRESENTS - Fundraising During a Pandemic

jabbott@okcu.edu (Jim Abbott) — Mon, 23 Nov 2020 01:53:46 GMT

Fundraising Strategies and Insights During the Covid 19 Pandemic

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.

Small College Conversations - Sam Atkinson

jabbott@okcu.edu (Jim Abbott) — Wed, 04 Nov 2020 17:31:27 GMT

Insights from Gallaudet University Assoc. AD, Communications - Sam Atkinson

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 - Christina Hundley

jabbott@okcu.edu (Jim Abbott) — Mon, 02 Nov 2020 14:07:06 GMT

Insights from Small College Athletic Administrators - Interviewed October, 2020

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.

BOSCA PRESENTS - October 2020

jabbott@okcu.edu (Jim Abbott) — Mon, 26 Oct 2020 02:39:05 GMT

"Keep Chopping Wood, Unlock the Potential of Your Leadership, Your Team, and Your Culture."

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.

Small College Conversations - Joel Smith

jabbott@okcu.edu (Jim Abbott) — Mon, 12 Oct 2020 02:52:08 GMT

Insights from Chadron State College AD and D2 ADA President, Joel Smith

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 - Kim Pate

jabbott@okcu.edu (Jim Abbott) — Tue, 06 Oct 2020 12:46:43 GMT

Insights from Small College Athletic Administrators - Interviewed September, 2020

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.

BOSCA PRESENTS - 9/22/20

jabbott@okcu.edu (Jim Abbott) — Mon, 28 Sep 2020 01:46:56 GMT

"Surrounding Yourself With Great People - Keys to Hiring Successful Coaches & Administrators

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.

Small College Conversations - Jim Abbott

jabbott@okcu.edu (Jim Abbott) — Fri, 11 Sep 2020 21:40:05 GMT

Insights from BOSCA Founder Jim Abbott

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 - Bill Popp

jabbott@okcu.edu (Jim Abbott) — Mon, 07 Sep 2020 20:51:40 GMT

Insights from Small College Athletic Administrators - Interviewed August, 2020

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.

BOSCA Professional Development Moving Online

jabbott@okcu.edu (Jim Abbott) — Thu, 03 Sep 2020 20:40:02 GMT

Virtual offerings and more on tap.

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.

Cultural Intelligence

jabbott@okcu.edu (Jim Abbott) — Thu, 25 Jun 2020 02:41:50 GMT

A conversation about racial inequities in sport and society

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

Planning a Turf Field Project

Mon, 23 Mar 2020 18:32:24 GMT

5 Factors to Evaluate When Considering a Turf Field Project

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

BOSCA Announces Spring Workshop

Tue, 17 Sep 2019 16:56:29 GMT

Baltimore to host event in April, 2020

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

First Year as an Athletic Director

Fri, 30 Nov 2018 20:32:05 GMT

Insights into being a new AD

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.

An Interesting Ride So Far

Tue, 18 Sep 2018 01:58:39 GMT

Personal insight on 10 eventful years at my Alma Mater

Presented By:

Post written by: Jeff Mason, Athletic Development Officer - University of Central Missouri

With students back on campus, it marks the beginning of my tenth year at the University of Central Missouri. A decade – even if it is spanned across undergrad, graduate school, and full-time employment – is quite a stretch on one college campus these days. So earlier this summer, with some of the best and brightest in college athletics collected for NACDA, I once again grinned at the questions: Are you ever going to leave Central Missouri? Are you looking around? What do you want the next step to be?

To start that conversation, I always have set this out first: I was never supposed to be at Central Missouri this long.

When I showed up on campus as a freshman, I knew I wanted to study marketing. I loved it. Everything about it. But it wasn’t until sophomore year that I realized sports marketing was the move. From there, I took the advice of a mentor and started mapping the next steps.

I quickly figured out what is common knowledge in college athletics: When it comes to a masters in sports management, Ohio University is going to be near the top of the list. After a few conversations, that’s where my list began. There were others on the list for the sake of due diligence, but I networked and found graduates of the program in my area and immediately set to work. I knew what I wanted and I had a roadmap to get there.

My roadmap took one hell of a detour in the fall semester of my senior year.

For about a year, I’d been dealing with what would best be described as hand tremors. I was treated for neurological symptoms, bloodwork done a number of times, and even enjoyed a ‘nerve conduction velocity’ test (they essentially shock your nerves to see how quickly the nerves fire back). In November of that year, the doctor I had been seeing finally threw in the towel and decided to send me to a specialist he knew. But first, “We’re going to send you for an MRI. Just to double-check. In and out. We won’t even use contrast.”

(Spoiler alert: They had to use contrast.)

After classes on a Thursday afternoon, I made the drive up to St. Luke’s Hospital in Kansas City. I’ll skip past all of the paperwork and banter. The short of it is this: They pop me in the machine and put some music on (because an MRI machine is terribly loud). After half a dozen songs, a voice comes in the headphones: “Jeff, we’re going to give you some contrast and pop you back in for one last scan.”

So much for ‘We won’t even use contrast,’ Doc.

I go back in for another song. Then another. Followed by another. It’s ten more songs and I’m done.

I finally get to escape the annoyingly loud tube, go sit in the lobby for half an hour, before I’m told they’ll have to send it to my doctor for a reading. The next morning, I wake up to an 8 a.m. call from my doctor. “We got the scans back… unfortunately they didn’t come back clean.” Well, what does that mean? “We found a brain tumor.”

Now that we’ve arrived at the dramatic part – let me bring you the rest of the way much quicker. The tumor was a Pilocytic Astrocytoma. We knew going into the surgery this type of tumor is rarely cancerous and mine held true – a benign tumor near the cerebellum. They found the tumor on Thursday night, I got the call on Friday morning, met the brain surgeon the following Tuesday, and on Monday, November 19th, 2012, I had it removed. All is well – no worries – but that’s not the point of this post.

When I went in for surgery during Thanksgiving break, I had already spoken to my professors, an academic advisor, and even the Dean of my college. The path was clear: I’d take ‘incompletes’ on all of my fall courses and get back to work in the spring – still on path for graduation on time.

The issue: Masters programs aren’t too eager to look at applicants with no grades to be shown for their entire senior year. I quickly found out that my idea of Ohio University – or any other noted graduate program – wasn’t going to come to fruition on my timeline. I would finish my degree on time and graduate with honors but it was clear: My roadmap was toast.

I’m now – after hundreds of words – turning your attention back to the University of Central Missouri.

Prior to my MRI adventure (and all that it entailed), I had begun volunteering with Central Missouri’s Athletic Department. Shawn Jones, who was then the Senior Associate AD for External Operations, had agreed to let me work with UCM Athletics to start getting some experience. In doing so, he’d also introduced me to a lot of the team working with the Mules and Jennies – students, coaches, administrators, and even people outside of Central Missouri. In the final weeks of undergrad, Shawn Jones offered me a position with UCM Athletics as a graduate assistant and here I am years later – still explaining our beautiful, angry Mule mascot to everyone who asks.

The fact that I’m still at Central Missouri really boils down to three pieces. They’re pieces I describe to anyone willing to listen when it comes to finding a career in college athletics:

1. Keep perspective: There are going to be some really tough days where the hours are beating you down, things don’t go right, and you get through it all. My fiancé has heard me complain about odds and ends more than I ever care to admit. But at the end of the day, we’re working on sidelines, court baselines, and in press boxes. It was a brain tumor that kept me at Central Missouri – and I’m incredibly grateful for that (as crazy as that may sound). I’m lucky in a lot of ways and I make a constant effort to remember that.

2. Find people who open doors for you: As I begin my sixth year working for UCM Athletics, I’m entering the second year in a role for the third time. Two years as a graduate assistant, two years as the Marketing Assistant, and now my second year as a Development Officer. Each time I’ve been ready for a fresh challenge, the leadership at Central Missouri has opened a door to allow me to grow and take on something new. I’ve taken on all sorts of roles and responsibilities because they threw them at me and I’m better off for it. On the other hand, I have peers at other institutions locked into a role with a constant anxiety about ‘What’s next?’ because they’ve reached the ceiling. Seeing it, hearing about it, and discussing it with those folks helped me understand what an opportunity I’ve had at Central Missouri to have the bar raised every time I meet it. You’ll never understand how valuable that can be until you’ve experience it firsthand. Go find it. If you’ve already got it, be sure to appreciate it.

3. Embrace challenges and pushing forward: When I accepted a full-time position with Central Missouri, I was very straightforward with my Athletic Director in our conversations. I had another offer on the table and was really considering leaving. But at the end of the day, I told him “I’m staying because I think we’re damn good – but we can be even better.” I wanted to jump in and get my hands dirty in a number of areas I believed we could improve. Looking back on it, I couldn’t be happier with the decision. Rather than leave for the sake of leaving, I saw an opportunity in front of me and squared up. Without that decision (and every opportunity I was given thereafter), I’m not sure where I’d be right now – but I don’t think I’d be this far along in my career.

At the end of the day, I have a lot of reasons for being at Central Missouri for a tenth year. Make no mistake: There will come a time where I leave the Mules and Jennies for a new opportunity. I know that I eventually want to leave my comfort zone, find a new challenge, and explain the beautiful, angry Mule mascot to some new faces. But for right now, I’m excited for what’s in front of me. I’m excited for where my path has brought me. I’m excited to take everything I’ve learned to date, both personally and professionally, and pour it into another incredible stretch for the Mules and Jennies.

Collected Wisdom - Jessie Rosa

Mon, 20 Aug 2018 19:33:54 GMT

Athletic Director - Auburn University at Montgomery

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.

The Chat is Where It's At

Sun, 12 Aug 2018 20:10:07 GMT

Weekly #scachat provides professional development for small college athletic administrators

Presented By:

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 - Paul Plinske

Tue, 31 Jul 2018 14:43:07 GMT

Athletic Director - Colorado State University - Pueblo

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.

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.

Don't Just Join...LEAD

Sat, 21 Jul 2018 17:05:07 GMT

Aspire for leadership roles in professional development organizations.

Presented By:

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 - Aaron Sagraves

Tue, 17 Jul 2018 17:50:05 GMT

Asst. A.D. Ext. Rel/Communications - Cornerstone University

Presented By:

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.