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Competition & Control In The Gridiron Marketplace: Findings From the Intercollegiate Athletics

Competition & Control In The Gridiron Marketplace: Findings From the Intercollegiate Athletics Leadership Database Jennifer Lee Hoffman, PhD University of Washington. The Gridiron Marketplace. Intensely competitive environment (Knight Commission, 2010) Conference realignment

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Competition & Control In The Gridiron Marketplace: Findings From the Intercollegiate Athletics

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  1. Competition & Control In The Gridiron Marketplace: Findings From the Intercollegiate Athletics Leadership Database Jennifer Lee Hoffman, PhD University of Washington

  2. The Gridiron Marketplace • Intensely competitive environment (Knight Commission, 2010) • Conference realignment • Bidding wars for prominent coaches • Growing emphasis on winning (Knight Commission, 2010) • Beliefs that increased spending generates success & revenue • Concerns over program integrity • New NCAA accountability measures proposed • Football Bowl Subdivision (FBS) Playoffs 2014-15 Season • Generate $600 million in new revenue (Grasgreen, 2012) The challenge has been developing measures to evaluate pressures that shape the gridiron marketplace.

  3. Intercollegiate Athletics Leadership (IAL) Database • Compiles data on Division I FBS presidents, athletic directors, & head coaches; non-coaching personnel • Provides a system to examine evidence about the relationship between the escalation in spending, program success & revenue increases • Initial database queries generated baseline measures on average terms and turnover of FBS presidents, athletic directors, & head coaches

  4. Initial IAL Database Queries • What has been the turnover of Presidents, Athletic Directors, & Head Coaches at Division I FBS programs? • What has been the average term of Presidents, Athletic Directors, & Head Coaches at Division I FBS programs over the past 21 years? • Are there differences in the average term by conference (including AQ & Non-AQ)? • Where is the greatest expansion of non-coaching personnel in Division I FBS programs?

  5. How the IAL Database is Structured President Athletic Director Presidents, Athletic Directors • Oversee athletic program “On the Field” Coaching Staff • Skill development, game strategy • Perform coaching during practice & games “Off the Field” Non-Coaching Personnel • Support coaches for on the field activities • Not permitted coach in traditional football drills or games; some recruiting limitations • Perform other program operations and coordination *GAs increase to 4 in 2012 Head Coach (1) Assistants (9) GA (2)* Admin & Support Football Operations Strength Coordinator Video Coordinator Equipment Manager

  6. What are the turnover trends with today’s national championship format? President & AD Down, Head Coach Up Average Turnover Pre-BCS & Post-BCS, 2006

  7. What is the average term since 1991? Head Coach Average Term is Lowest 1991-2011 Average Term By Position

  8. What is the term by conference affiliation? No Change in President Term by Conference President Average Term By BCS Status

  9. What is the term by conference affiliation? AD Term Longer in AQ Conferences Athletic Director Average Term By BCS Status

  10. What is the influence of conference affiliation? Non-AQ Head Coach Average is Lower

  11. Where is expansion in non-coaching personnel? Football Operations at the Assistant & Associate AD Level Change in Football Operations Titles

  12. Initial IAL Database Findings • Average Term • Athletic Directors: Higher, especially among AQ Conferences • President & Head Coach: Less variation between AQ & Non-AQ Conferences • Turnover • Head Coach: Up slightly post-BCS • Non-Coaching Personnel • Greatest Increase: Football Operations, Video Coordinator • Greatest Decrease: Recruiting Coordinator Future reporting will track turnover and average term trends, adding changes in salary costs following head coach turnover.

  13. Next Queries from the IAL Database • IAL Database • Monitor cohort averages, turnover • Compare trends by current BCS post-season & new playoff system • Future Reporting • Introduce salary costs, win/loss, departure data • Follow changes in football operations & 4 GAs • Expand to Division I FCS Future reporting from the IAL database will add new evidence that addresses program costs and turnover in the college football gridiron marketplace.

  14. Policy Considerations Data from the IAL database offers evidence for institutions wrestling with conflicts between educational mission and the gridiron marketplace to consider such as: • Identifying conditions that lead to coaching turnover • Understanding the financial impact of coaching turnover • Recognizing patterns of hiring dismissed coaches • Highlighting issues of accountability related to the term of head coaches, athletic directors, & presidents • Illustrating the impact of playoff system revenue increases

  15. Conclusion In the gridiron marketplace, “be(ing) market-smart & mission centered does not lessen the conflicts, but does provide operating principles for letting the academy proceed in the face of those conflicts” (Zemsky, 2009) The IAL database provides a system to examine evidence, informing operating principles that address conflicts in the gridiron marketplace.

  16. For More Information: www.knightcommission.org jennilee@uw.edu

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