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By Donna A Lopiano

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At the college level, few qualifications other than previous experience as a coach are required. Thus, to the extent that it is possible, an effort by the athletic director to express the role and function of sport in education will be appreciated by higher administration. Similarly, efforts to hire coaches and other staff who are certified educators and have the same credentials as the faculty or have coaching licenses issued by national sport governing associations will contribute to increased respect for the athletic program and serve to reduce the ambiguity between sport and education programs.

Before the athletic director takes the gift of knowledge from others, he or she should be willing to give time and effort in return. The workload and time required to run an athletic department would be reasonable excuses for any athletic director to stay close to home and become isolated. But the leader of the athletic program simply cannot let this happen. Study of the careers of top athletic directors shows that they said yes when asked to chair or serve on committees, run for elected office, give speeches to local groups, or become involved in conference and athletic association committees in highly visible ways.

This process is critical to the success of the department. If higher salaries for coaches are desired, compelling factual and statistical arguments must be made in support of such a proposal. , other schools in the conference, other schools who have achieved the level of athletic excellence to which the school aspires)? How will the school benefit if the salaries necessary to attract better quality coaches are provided? Do legal considerations support arguments for salary increases, such as laws requiring nondiscrimination on the basis of sex?

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