The Alarming Turnover Rate of Athletic Directors

By Dr. David Hoch, CMAA

In today's world of athletic directors, there are greater expectations and expanding roles. These increased responsibilities have been added while having less time and support to accomplish everything. This is a recipe for frustration, burnout and early departures from the profession. All of this brings about a huge frequency in the turnover of athletic directors.

The turnover rate of athletic directors is a national problem and one that should be a concern for most school districts. Whether as a superintendent, principal, athletic director or a host of educational positions, anytime a new person enters into a different setting or school there will be a period of transition. It is not uncommon for newcomers to take several months to a year to learn about the culture of a school, analyze what changes or improvements should occur and to develop a plan of action.

While a change is not necessarily good or bad, there is a transitional period when it occurs and the program loses consistency. Starting, stopping, changing and restarting can be unsettling and certainly stall momentum and important initiatives. During the past 14 years in Baltimore County, for example, one neighboring high school has had seven different athletic directors. Whenever this school seemed to take a half-step forward, it had to start all over again. This is hardly the prescription for success. 

Whether in the business sector or education, consistent leadership is a key to any good organization. It is difficult to change leaders and continue to make progress whether it is educational reform or running a quality athletic program. Decreasing the turnover rate of athletic directors is vital. The obvious question is what should be done about this serious problem?

The answer is as simple as providing more time and support for athletic directors. In 2000, the Maryland State Athletic Directors Association conducted a survey of its members to ascertain the status of the athletic director's position. Not surprisingly, the No. 1-listed problem was the lack of time to meet or accomplish all of the various tasks and responsibilities on their plate.

Around the country, the athletic director's position is not structured in a universal manner. Some may have the title of assistant principal with the oversight of the athletic program, and others may supervise all activities within the school. In Maryland, for example, most may also have to teach a few classes. That's correct, also teach some classes. These individuals have to attend to the countless details in running a full-fledged athletic program and then have to run to teach a class.

There are some principals who may even understand the time and energy that an athletic director devotes daily to the position. However, in the bigger picture, athletics is not a tested area, and not included in "No Child Left Behind." While athletics is the most visible aspect of education, it just doesn't warrant more available time or support - in the opinion of some principals or superintendents -  for the athletic director to do his job.

Of course, there are also supervisors who may be fairly clueless as to what is involved in athletic administration. This may create an even larger, more complicated problem and will necessitate an extensive educational effort. For example, it is fairly commonplace for an athletic director to:

- Hire, supervise and evaluate a coaching staff of anywhere between 50 to 70 coaches.

- Maintain eligibility, medical and injury records for all of the athletes.

- Attend or serve as the game manager for several hundred contests each year.

- Schedule buses and officials, arrange for field lining, provide for security personnel at contests. These only represent a quick sampling.

Creating more time for an athletic director shouldn't be that difficult. An obvious first step would be to hire an assistant, a secretary or even game managers. Any assistance that would release the athletic director from some of the evening responsibilities, which often extend to 14-hour days and 60-plus hours a week, would be beneficial. Removing teaching responsibilities would not only free up time during the day, but it would also eliminate the time needed for lesson plans, grading requirements, department meetings and other academic tasks, all of which cut into the efficient time management for an athletic director.

However, one athletic administrator in Baltimore County accurately pointed out that there are approximately 15,000 teachers and only 24 athletic directors. During negotiations, teachers have a gigantic advantage in terms of bargaining power as opposed to an extremely small, specialized group of athletic directors. The plight of the average athletic director does not generate much empathy.

This athletic administrator additionally explained that if you complain too much, most building or district administrators would simply take the stance of hiring another athletic director instead of helping create a better working environment. On the other hand, possible solutions do exist by eliminating teaching responsibilities and extra assignments such as lunch room duty, monitoring state assessment tests, hiring an assistant and other accommodations.

The issue of support is equally as simple to solve. By support, it should not be inferred that this means monetary efforts, although this wouldn't hurt. Rather, it is vital that the principal or superintendent, depending upon the hierarchal structure of your school system, backs up an athletic director when confronted with problems from misguided, disgruntled parents or coaches.

This does not mean that support emanating from principals or superintendents should be blind or without foundation, because it shouldn't. Athletic directors should always keep their supervisor informed and updated on all issues facing the school and athletic program. However, backing from the highest level is necessary and vital in order to maintain the integrity of the program, and provide legitimacy and support of the athletic director. 

The turnover rate of athletic directors should not only be a concern for those who serve in this position. Considering the educational value, the visibility of the athletic program and the benefits to the student-athletes, school and community, everyone including administrators, faculty, parents and the community members should be alarmed and take proactive steps to help curb this epidemic. 

Dr. David Hoch is the athletic director at Loch Raven High School in Towson, Maryland (Baltimore County). He assumed this position in 2003 after nine years as director of athletics at Eastern Technological High School in Baltimore County. He has 24 years experience coaching basketball, including 14 years on the collegiate level. Hoch, who has a doctorate in sports management from Temple University, is past president of the Maryland State Athletic Directors Association, and he formerly was president of the Maryland State Coaches Association. He has had more than 250 articles published in professional magazines and journals, as well as two textbook chapters. Hoch is a member of the NFHS Coaches' Quarterly Publications Committee and the NFHS High School Today Publications Committee.