CAN YOU AFFORD TO BE AN ATHLETIC DIRECTOR?
(Tuesday, June 10, 11:30 a.m. -12:30 p.m.)
Posed in the form of a question, "Can you afford to be an athletic director?" The purpose of this
came about at the February meeting of your Executive Committee of NACDA, at which time we were discussing some of the ways in which an athletic administrator can expand his or her income in addition to the base salary. We live in an environment where we see others on our staff having opportunities for income
in those fashions. We as athletic administrators should explore those opportunities as well. Today we
have two ideas that we want to present to you and we are going to present those to you, first of all, talking about deferred plans, and then second, we will be talking about radio and television programs for administrators. To introduce our first speaker is George King, past president of NACDA. He's from
Purdue University. We want to point out that there will be a question and answer period after each of our presenters. George.
Thank you, Bill. Bill said it right, most of us in this business have spent a lot of years worrying about what our coaches are making. Are we keeping up with the competitive people out there? We work hard
at that kind of thing and only in the last year or two have certain aspects of your own personal involvement in your retirement plans come into focus. About a year ago or a year and a half ago, I met Russ Steger. About a year and a half ago I got some information about Russ. I asked him to come and speak to the Big
Ten ADs. He did, and spent about two hours with it. Probably it may be too late for this guy, I don't know Russ still thinks he can work something out for me. I only have a few years left, but it was so exciting
a plan and so exciting an idea that in February at our executive meeting I brought it to the committee and they suggested that we put Russ on this program. This gentleman has had all the background you would want in athletics. He was a great player in his own day at the University of Illinois. In fact, Wayne Duke
says that Russ hit the longest home run that he has ever seen in his life, and Wayne has been in the businesi a little while. Russ served on the Athletic Board of Illinois. He has been a Board of Trustees member at Illinois. He has made a great deal of money. He shared that money with Illinois and other people. I think you are going to be as excited as I was when I heard the program because there comes a time when we have to think somewhat about ourselves. Russ Steger.
Thanks George. We all heard Bill Curry yesterday. I am not going to talk about being a Methodist. I am not going to talk about loving anybody. I am going to talk about greed and cash, just the things you talk about only with your wives or when you are driving your car or when you are in the bathroom. This is when you think about your compensation. I am damn good at this. I have made a great deal of money, I have lost a great deal of money. I have a great deal of money; gave a hell of a lot of money away to the
university. Unfortunately, this group is in what I call the desolate dark ages from compensation. I can't believe any of your people can answer the question that I put on this brochure. None of you can afford to
be an athletic director if you don't step out and do some of the things that I am going to talk about. You don't have to do them with me, but you should do them with yourself, because keeping score in this life is
the little bit of money you make.
I am going to talk about how you are going to make money. Now I've worked with at least half a dozen fellows and some gals in this business and I would say we have increased their take home pay by maybe anywhere from $200,000 to a million-three and with no magic; just knowing what the hell to do. But
first let me put you in the context of where you are. It is very important that you understand that you cannot make any more money than the president of your university. You have got to start with that concept. He is sitting there negotiating with you and he cannot pay you, no matter what your structure is financiall, he cannot pay you anymoremoney emotionally than he is making. That's why you must understand no matter how big a job you are doing, you've got to overcome the psychology of working with that person. It is
very important to do that. Theywillnot accept the psychology of your bringing an agent to the table. You have an intimate relationship with your chancellor. The president expects you to represent yourself and
you are the worst representative you could possibly have on these negotiations. Our role has been that we coach the coach. I think the best way to say there is no easy way to talk about money, you just got to
say it. I can't come out with all these 101 economic courses, they don't mean anything. You don't take that home every week or every month. You take home cash.
At Illinois we were threatened because our guy looked like he was starting to do a pretty good job. He said he had an opportunity to move on into professional athletics with much more income and a lot less red tape, faculty administration, general assembly people, all of that. I said, "Neale, I'll tell you, you
are not going to leave, no matter what I have to do." At that time I was on the board and had a little to say. He said he was making x dollars. I said if you can step aside for a moment and forget your income and let me give you a scenario that might make some sense, I want you and your wife to think about this.
I did a little research on this, by the way, I found out that if Neale Stoner would stay at the University of Illinois, at the current age that he was, and what he had coming from a pension plan in Cal-Fullerton,
he would have at 60 approxima:t,e:!ya $35,000 pension. I said, "Neale, this is where I am going to help you. You cannot afford to retire from this job." I said to him quite casually, with some feeling of
intimidation like a used car dealer, "If I gave you a 100 percent pension would you consider staying at Illinois for the rest of your life?" Now I got his attention because he liked what he was doing. He had
some fringe benefits and looked like he could go to the Rose Bowl. His own ego was all puffed up. I asked him to think about that for a couple of days and then we will have a meeting. In essence that is what we
did. As soon as we got to the table with the administration, Neale turned to jelly. He couldn't say what he had to say so I asked him to leave the room because he was losing the deal. We took the Chancellor on, one
on one. I said, "Now listen, I know you are making $72,500 and you cannot pay this athletic director $80,000. Is that right or wrong?" He said, "Right, I just cannot do that." No matter what, Neale wasn't going to get that kind of money. I said, "Supposing we could divert a couple hundred thousand dollars, not payable
until he is age 60. I know that will create approximately $5,500 a month for the rest of his life. How
would you feel about that? You won't have to pay it for ten years." It was smooth as butter. The guy said that is fine, it's his money anyway. The athletic association is independent. All he had to do was approve the plan. Now we got a man that I came with some pretty hard numbers at him, and Neale will probably retire at minimum.
The goal in dealing with you folks is to try and get you a 100 percent pension every time. Your spending habits don't change from 64 to 65. You are going to spend the same damn money you did at 64. Now all of a sudden your income goes from $50,000 to $22,500, you're tending bar in Decatur, Illinois, that's
what the hell you are doing. I don't care about the coaches. I said to Stoner, "1 can replace Mike White and I can replace Lou Henson, but I am not going to replace you. Now do you understand that? Do I have to drawa picture or anything like that? You are my guy." I got a little strong there, but we weren't going
to lose him. I got a guy who is free and easy wheeling because he's got it all made. We have a laundry list of things you can negotiate for. There is no use going into them right now because when you talk to a broad spectrum of people like this there are guys who are 60, some who are 50, some new athletic directors who are 30. We have something in our bag of tricks for every age, every kind of school. In fact, I built the business based on this because I have gone around the country and there wasn't one guy that didn't want to sit down and say let's talk about my income.
We will also talk about your coaches and the two other people who are pretty vital in your deal. One
is the second guy you have right now. If you don't have a second guy, somebody is at that level helping you. We have to talk about his or her compensation. Then you have the female side, they need to be taken care
of. There are about four or five people on your team you are negotiating for. But if you don't start out at your level, you are going to be tending bar and it may be in Peoria, I'II jump you up from Decatur to Peoria now.
This is what we have done. I know that this group, and I don't say this derogatorily, is not in the money business. You are in entertainment, feeling the muscles in the locker room, getting whatever adulation you get out of alumni. You are in that business and that is dumb. The other thing we have done is talk to a lot of the professional young athletes. They are 2l-year-old graduates at many universities; their agents come in and talk about representing this big guy, bla, bla, bla. What they come up with is a checklist of all of the things a player can be paid for. I have negotiated with Magic Johnson, Larry Bird, Dr. J. Rick Sutcliffe, and Walter Pay ton. I said to those agents, "We don't want Pay ton at some housing development when he is 40 years old, begging for a job. That is going to make you look bad." The agents say, "Well, don't worry about that." The key question that you then ask the agent is, "Mr. Agent, what have you done with your own personal income?" You know what? They have all lost their ass. They are not very smart at all. They can get the kid paid, but don't know what to do with the money.
To give you a prime example, I have been called by Tony Dorsett's agent. Dorsett has been one of the top running backs in the NFL for ten years, but he has to work the next two years to pay the Internal Revenue Service and break even. We are going to budget $1,000 a month for him to live on, and the kid has gone through probably $5 million. When it is allover two years from now, Dorsett is going to be asking one of you guys for a job. That is a sin because nobody knew how to handle his money. I have seen the program for this Convention for the last years and nobody has ever talked to you about making money. Outside of Don Canham, the rest of you haven't made a damn cent. So there is a lit tie something out there for all of you. I could go through a whole presentation, but there are so many age brackets and so many personal problems you could encounter.
As an example, say you are going to apply for a job that is a toughie. Let's say for the sake of identification it is the Northwestern University job. I don't know if I would want to take that job
because I don't think they can ever win. I would not make a big issue out of my salary in that case.
The president of Northwestern would say, "I'm getting $110,000, the vice chancellor is at $92,500, the assistant vice presidents are at $74,200, and you are going to be at $80,000," and that is all that he is interested in negotiating at. But if I was the Northwestern candidate, the big negotiation would be severance terms for when you get fired. That is what you fight for when you take a job like that and I am sure there are jobs out there like that right now. Go for the long ball boys, don't go for the short term.
The greatest thing I got out of my athletic days at Illinois was that Roy Elliott told me, "Do not
go into coaching and do not sell sporting goods," which was good advice. I have made a hell of a lot of money doing something else and it has all been because of the people. It has nothing to do with how smart I am. I've just created the guys I went to school with and I stayed with them for a long period of time. As a point of reference, one of the investment firms published a book on the top 100 companies in Illinois, as to who their directors are, what the sales are, and how big they are. Forty of the presidents of those companies are friends and clients of mine. I can't miss, they have all the say and I'm the friend now.
All I'm saying is that you have a friend and I can help you in many ways. As I say, you are the worst negotiator in the world when you are working for yourself. If you are taking notes, the four things you have to look at are: what if I die on the job; what if I am disabled on the job; how am I going to retire and get out of the job and how am I going to negotiate the down side, if I get fired and the income is secondary? So we will rehearse you on those questions.
I have had a lot of fun, we had a lot of funny conversation. There is some help out there if you will just look for it. There aren't many people who are qualified. I just got myself into this by doing a lot
of it. I am glad to answer any questions now. George, is that appropriate? Are we on that time schedule?
Russ, give them a scenario for a guy 50 years old using this kind of program. Where does this money come from, the $100,000 or $200,000? What does it mean at the age of 60 or 65? Just give them a quick
Alright, let's take a scenario where you have some children through school, you are age 50 and you're I athletic director. Your program is semi-successful. If we got to the table, take whatever income they think is appropriate, whatever the number might be. If you had that commitment that president would love
to do that. He doesn't want to raise your salary but he will give you $200 now, you can't control it, it il set out in advance. Or if you took $100, it would be roughly half of that. This is conceptually what
we have done. We have pushed some money out so that Stoner can afford to retire, that's what he's gotten out of this whole deal. In the meantime, we have some bonuses based on whether he goes to some bowl games, or whether he goes to the Final Four. We have all kinds of good things on the table for him. We also
want to be sure the president gets damn good seats at all the athletic events. Since I've been in this business, about three or four years, I have talked to seven presidents of major universities. They
have the same damn problem that you have. They can't make any money because then the chancellor under him can't make any money.
Here's an interesting little sidelight. Some crazy fool from Illinois gave us $40 million, but in order to accept the $40 million gift from Arnold Beckman, we have to hire a guy who will be the highest paid employee in the history of the state of Illinois, just to run that building that the guy gave us the money for. And the president said, "What the hell am I going to do, how am I going to pay this guy?" So, we are currently working on his little program. It is going to look on paper like he doesn't make much money, but he is going to make $200,000 and we are going to see that he gets it.
Now a couple of little wrinkles we put in with your coaches. People always ask, "What does the coach make?" and the press eats it up. They love that, saying the coach is overpaid. He's lost seven games anc you're paying him this kind of money. One of the things we have come up with is hiring coaches for ten months and making them consultants for the other twomonths. We cut his income in half and so we can say from this podium that Mike White makes $40,000 at the University of Illinois. Now, if you believe that, yc are dumb as hell. We pay him a lot of money but it doesn't look too bad because we have done all of
these things you can do. If you have any questions, I will be glad to field them. How about it Don, you need any money? I would love to work for you. I guess I startled you all to death. You never heard
this Economics 101 course I just gave you, but that is what it is all about. Jimmie McDowell makes more money than anybody I know of, for crying out loud.
FROM THE FLOOR:
We have a problem, being from a small school. We are in a union and we can't make these negotiations that you are talking about. What could we do?
In most institutions there are third-party associations like foundations, such as educational foundations. What we have to do is work something out with them, that is the key to it. I am sure there are other organizations that work very closely with the university and you can get around the unionization problem by working with them.
We have to do that at Illinois. Our foundation partially subsidizes our president, because in most instances his job at the university is not educating. His job is raising half a billion dollars to run the University of Illinois. If you think goal line stands are tough, try to get legislators to move on the money. So presidents earn their money. Take care of them through other sources of revenues. One of the things we did with the president of the University of Illinois, could do with most any president
because they have that visibility, was find some major corporations controlled by Illinois people. We put them on the Board of Directors and those fees can average anywhere from $18,000 to $40,000.
So, I can take care of your president. I don't know if I can take care of you, but I sure as hell can take care of your president. Then if he is making money, you've got a tough sell, because he is going to go home and say, "Mary, that athletic director is making more money than I do," and that won't sell. You will be gone in a year. You might do a great job, but you will be gone. You'll be at Sonoma State; I had dinner with a guy from'Sonoma, I don't know where in the hell that is. That didn't sound like o~e of the great spots of the world to me. Is that all?
FROM THE FLOOR:
I'm a guy who just retired. You go into a president's office and you say, "Okay, you are going to put up $200,000 up front." Some of them are crying that they don't have any money and the athletic department
doesn't have any money. How can you justify it?
If he doesn't have the pure cash, what you do is negotiate the contract predicted on the fact that
he might have put the $200,000 up. Let's say you are a man of 40 years old. We've got 20 years to work
on you; all you do is negotiate the contract to provide you with x number of dollars a month. That's why you've got to know your position.
Let's say your pension right now will be a 30 percent pension if you retire. Let's suppose that you are making $40,000; 30 percent of that is $12,000. Well, you can't retire on that. That is only $12,000, so you need to make that up. All you do to get the commitment from the president is get him to agree to come up with the money down the line by contract. You become a general creditor of the
university, which is not too bad, because I don't see the universities going under unless you are a very private and small school. Then you have to get a lot of front money. But even then he doesn't necessarily have to put up the money.
In fact, at Illinois right now with the interest rates so bad, it was my suggestion that we do not
fund our athletic director's contract. The interest rates are so low that I suggested we buy a zero coupon bond that is heavily discounted, to payoff at age 60. That is fancy footwork; I have given you the
single wing and double punt and everything when I have given you that. Their financial office said, "What a hell of an idea that is."
Here is a little game you can pl~y at home. If you put $100 down right now and you assume 10% interest. in 97 years you will have a million dollars. That is what a zero coupon bond can do. Another guy I worked with had an administrator who said. "I can do all of those things." He stood as tall as he possibly could stand and said. "We don't need you." After three weeks he called me up and said. "I don't even know what the hell you are talking about. How am I going to do this? My president says I have to do this," So I had him on his knees. I said. "I am going to save your job." I went down to the school and we worked out the details.
You have to remember their egos are involved, too. They immediately say, "I can do that." But that's baloney, they can't do that. I'm in this business, I'm a professional. He's just a salaried guy working for the administration. Nobody is going to beat me out on a deal like that unless I haven't done my homework.
Making money is fun. I enjoy it and I am good at it. I hope you can make some money, we owe it to you You guys are probably in the waste land of compensation. I hope that your administrative people appreciate you as much as we appreciate the job that most of the directors in the Big Ten have done. With that, Georgie, I will retire; thank you very much for inviting me.
I just want to close briefly by saying two things to you that come from conversations with Russ. We spend so much time being certain that our coaches and others are taken care of that many times we have forgotten ourselves. You can go to a lot of different people to get the plan in place, but the key is first, that your salary per year is really frozen for the reasons he said. As an athletic director you are not going to make so much more from a salary standpoint than those around you --the vice presidents, the presidents, the chancellors and all the others.
The second thing that's really key is that we probably make enough to make a pretty decent living year-by-year, but we also have a lot of complimentary things that happen to us that are kind of nice. We establish a way of life. I like to play the nice golf courses I can't afford to pay and play them, but I always have someone that is taking me out to Eagle Creek or whatever. I enjoy that.
The real key to this program is what happens to you when you retire, whether that is 60, 62, 65
or 70 years of age. You have to at least hope to keep a way of life, or some degree of a way of life, that you have had for 15, 20 or 30 years. That is what this plan can do for you. It can do it for you in a very easy way, once you get into it and understand what the hell it is all about. But you really have to sit down and discuss it tq understand where it is coming from.
That is the kicker, to be able to do something for yourself. As Russ says, it is tough for us
to do it ourselves, but not if you get some board members, some good friend that is in the administration who understands what you are doing and that it is really not going to cost them that much.
Russ found that it's not really a very hard sell, but you need to know what the base is and that
it's not really going to be that expensive. Yet, you will come out in a much better fashion years down the road. It's just a shame that it didn't happen 10 or 15 years ago, because I am on the last leg and I am probably too late for this program. There are a lot of you out there who still may have a shot, however, so if you really get into it you will enjoy it, I'm sure. It is an interesting program.
Thank you, George. RuBs, a lot of us have heard your presentation for the first time today and we know that there are a lot of good ideas there in terms of looking out for long-range considerations in our
careers in athletic administration.
The second part of our program today. ladies and gentlemen. deals with radio and television programs for administrators. Our panelist is Richard Giannini. a Senior Associate Athletic Director at the University of Florida. I have had the privilege of working with Richard for the past eight years at Florida. He has been not only a very loyal friend but a very close associate in the business. I think that it can be said that Richard Giannini is the person at our school most responsible for any success that the University of Florida has enjoyed. Richard is creative. has the technical knowledge and a relentless pursuit of detail. Some people can put shoe leather to dreams and such is Richard's ability in intercollegiate athletics.
Five years ago, he established for me a television program that featured our spring sports teams and our Lady Gator teams. That program has been successful in modest terms, but successful for me financially for the last five years, and I have appreciated that. Richard has handled, from an internal standpoint as an employee of the association, all the logistics surrounding our radio and television coaches' shows and administrators' shows, which is an unusual situation for most campuses. Therefore, I am asking him to come up here now and tell you how it works. Richard.
RICHARD GIANNINI :
Thank you very much, Bill. I want to start off by saying I think the field of athletic administratio is certainly losing a tremendous man with Bill Carr deciding to leave the University of Florida. Not only am I losing a great friend, because he has been like a brother to me; I just think it is a sad day in
our profession when we lose someone of his caliber in our group. So, Bill, I wish you all the best of luck in the world and I know that whatever it is you do, you are going to be successful.
There are a lot of other people in this room who have meant a lot to me over the years as I have developed an expertise in the field of radio and television. One is Doug Dickey, who is now the
athletic director at the University of Tennessee. I had the opportunity to work with Doug one year in developing the coaches' shows at the University of Florida. I learned a lot from him, and I will discuss I learned that really has meant a lot to me.
Another gentleman is Tom Hansen. 1 had the privilege of working at the NCAA as Director of
Marketing and Promotions under Tom Hansen, and 1 don't think there is anybody in our business that knows college football television any better than Tom. When 1 was with the NCAA 1 also had an opportunity to do some things with Don Canham, and 1 learned a lot from him and his methods of operation. RuBs, 1
agree with you that there are not many people in this room that have done the things that Don Canham has done, or made the money he has made.
Homer, I would like to say to you that 1 was unbelievably impressed with Bill Curry. 1 wish 1 had
the opportunity to have a coach's show that had Bill on. He is a great Methodist preacher, and 1 can see him every Sunday morning up there preaching for Georgia Tech football. 1 guarantee you he will sell a lot of people on Tech football. 1 only wonder why you brought him here, because 1 know next year any ADs in this room who have an opening for a head football coach are certainly going to be calling Bill Curry. 1 know he would be the number one guy on my list.
Let me get into what I have come to talk to you about, radio and television and how the athl~tic director can supplement his income and the income of his staff members. As we have talked about here
this morning, it is difficult for an athletic director to make more than the president of the university. It is not difficult for the head football coach or the head basketball coach to make more money than
the president of the university, but it is for the athletic director. One of the great ways that football and basketball coaches have supplemented their income and come up with a strong package is through radio and television. They have also done it through endorsements. But, now you read in all kinds of magazines and athletic literature that presidents are looking at limitations on these salaries. We do have to
become creative, therefore, in how we are going to supplement the salary of not only the athletic director but also his staff members and coaches.
We look at it differently, and I know you all look at it the same way as we do at the University of Florida. We are in a tremendously visible situation when the president of the university can dismiss
its chief athletic fund raiser, who may have raised $30 million or $40 million dollars, and there may be two Lines about it in the paper. If the athletic dlrector dismissed his tennis coach, however, because
for the past five years he didn't win over 500 games or had some other problems, there would be all kinds of things written about it in the newspaper. On one side you would have the people that agree with the athletic director and on the other side you would have the friends of the tennis coach, pumping the
sports editor of the paper, saying what a bad decision it was. It is incredible, the public scrutiny
we go under in athletics, but of course, that is the name of the game. Obviously, there are a lot of us that enjoy that or we would not be here today.
The main purpose of what we try to do in the area of radio and television, the ultimate purpose, is
the promotional advancement of your program. If you are looking at it to make money then you are going at it in the wrong way and are not going to be successful. I would say this to the coaches that handle their own shows: if you are looking at it straight from the financ1al rewards and not for the promotional advantage you will get and the quality of program you do, you are not going to be successful. You really have to make sure when you go at it that you are putting together a first-class product, and that is your ultimate goal.
As Bill explained, we control the coaches' shows; the finance committee of our athletic board negotiates the contracts with the coaches. They negotiate the talent the coach will get through these shows and then it is up to me to produce the revenue to pay the talent. But, basically it is the
same instance if it is a program for the athletic director. And how do you sell the president of the university on this, how do you sell your athletic board? We sell them on the exposure that we are providing for the University of Florida, and we cover the whole rainbow when it comes to radio and television. We cover live play-by-play, the pre-and post-game shows, the talk shows on the radio and the daily reports
on the radio. On television, we have delayed telecasts and weekly highlight shows, so we cover the whole gamut. With our football and basketball shows we blanket the whole state of Florida. With our athletic director's show we are really in one market, Gainesville, Florida.
When you look at the amount of exposure that we are giving the University of Florida, the university couldn't buy it. If they had to go out and buy the time that we are giving the university for nothing it would be incredible, millions of dollars over a period of time. That is one of the things you are giving to your university, whether it is a football coach's show, basketball coach's show or an athletic director's show.
What we have done with the athletic director's show is make it a continuation of the football and basketball coaches' shows. We start in September and go straight through to May. Every week we have a program highlighting the University of Florida and its athletic department. The athletic director's show is a thirty-minute program and the whole basis of it is to promote our non-revenue sports, both men's and women's. You can get into a problem if you have your swimming coach trying to put a radio or
television deal together, or if you have your tennis coach or golf coach doing it, but this way the athletic director can promote his entire non-revenue sports programs, both men's and women's by putting the arrangement together himself and doing it that way. As far as the income goes, he can do anything
he wants to with that income. He can supplement his own income or he can give bonuses to his non-revenue sports coaches, and that is where it can become very successful.
I would just like to talk briefly of the opportunities that an athletic director could have when it comes to radio and television. Basically. in radio there would be two types of programs. One would be
a daily report. either two. five or ten minutes. If I was an athletic director. I would go to the station that originates my live football and basketball broadcasts. or to a radio station in my particular community that is going to promote my sports programs better than anybody else. That is one package that you can put together. Also. you can do that in blocks of times: your football coach and basketball coach may have daily reports. and then you have a ten-week or thirteen-week period where you know you'll have
the AD's report. You could go year-round and then you can sell the sponsorship in blocks of times. Each month or each quarter you could have a different sponsor. If it is just a ten-week series. you might have two sponsors. one for the first five weeks and one for the second five weeks.
Another tremendous situation we found at the University of Florida, although some people in this room will disagree with me, was a talk show. A talk show can be a tremendous way to promote your
program, even though a lot of people say, "Well, you have to be careful with the questions that are going to come up." We have a statewide talk show on football and basketball and it has been tremendous. Over the eight years we have done it we really have not had any problems. In fact, if the coaches did get a negative comment they were able to take that negative comment, turn it around, have a positive experience from it and really gain a lot of friends and a tremendous amount of respect from that.
I think it is a great way to promote your program. It is one way of taking your program to the public and saying, "Fine. Here I am, shoot at me," but I am willing to do that. I guarantee you will get tough questions but we wouldn't be here today if we couldn't handle those. In all the cases at the University of Florida, in those eight years we have never had a critical or negative comment that wasn't turned around and put in the positive to make us look better. It is a great way to promote.
In football we had a sixty-minute show and in basketball we had a thirty-minute show. Next year we are going to expand basketball to an hour. You can use that time to promote anything you want to, and
an athletic director can continue that same concept after the basketball season is over or for any amount of time. It is a great way, though, to promote your non-revenue sport coaches. Each week you can have a guest on your show, and the sponsorship money can be given as guest appearance money.
In television, there are basically a couple of opportunities. One would be a mini-type feature where you would get a sponsor to put together a mini-feature, promoting a particular sport to be run preferably in a news block. The sponsor would get a t~n-second spot, basically an I.D. You can set this sponsorship at a certain level and negotiate with the television station to get it at another
level. The money you get you can use to supplement salaries for your non-revenue sport coaches. At the University of Florida, five years ago, we started what we called a Gator Spotlight, a ten-week program that continued after the basketball coach's show. It was shown just in Gainesville, but basically it was to promote our non-revenue sports. In the ten weeks we broke even.