surrounding their fi nances. The practice takes more time, but it helps eliminate wasteful spending while making sure precious dollars are only invested in areas where there’s an immediate need. “Budgets should be constructed
as a guideline that refl ects orga- nizational priorities while main- taining compliance with state and
$2,000 for me I’m going to spend $500 for something that’s necessary for their sport ...
“ ”
federal guidelines,” Mohney says. “When questioned or examined, thorough and accurate reports build trust from stakeholders such as coaches, the business offi ce and school community.” That’s important to keep in mind,
Mohney says. Other budgetary practices might be easier on your schedule, but fi nding justifi cation for dollars spent and items pur- chased shows your staff that you’re
If they raise
determined to address your pro- gram’s needs and not the things that can wait another year or two. That’s exactly how Quatromoni approaches his budget, though he was left with little choice after his funding was completely cut off. His department recently had $40,000 put back into its budget, but it’s still a far cry from where it used to be, and that’s forced him to complete- ly change the way he approaches spending. Coaches continue to make their requests, but Quatro- moni often has to turn them down. What he fi nds helpful is keeping a “wish list” of items they would like to purchase but can’t justify at the front end of the fi scal year. If at the end there is money left over, he’ll look to the list and determine what he can do. “I like to keep that list so if somebody says you have this much money and you have a day to spend it, I can spend it in fi ve minutes,” he says. “Otherwise, we’re only spending the bare minimum.”
All-Inclusive Meetings Most athletic directors make time to meet with coaches and
staff when preparing budgets, but that process has now become a necessity. Whether it’s apparel, equipment or travel arrangements, discussions between the two re- veal the best opportunities for sav- ings and the priorities that need to be addressed. Given the strength of your funding, it may be diffi - cult to accommodate a coach’s re- quests, but it’s still important that you include them in the process and let them know you take their
ATHLETIC DIRECTOR TAKEAWAYS
• A zero-based budget for athletic departments helps eliminate waste and analyze the most urgent needs.
• Athletic directors must meet indi- vidually with coaches and staff to determine savings opportunities.
• When considering pay-to-play, consider hardship waivers or other ways to help elevate par- ticipation rates.
Indicate No. 108 on inquiry card or visit:
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