Letter from the Publisher

CHANGE THE PERCEPTION AND CHANGE THE RESULTS
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There is a perception among the general public about what makes a coach qualified and someone who is ready to be a head coach. The accepted logic is a coach who is a proven winner as a head coach or coordinator is an acceptable choice. Athletic directors understand, and buy into this perception. Unless and until this perception is changed, jobs will continue to be filled in the traditional manner.

It is understandable that decision-makers use qualifications that allow them to minimize their risk of failure, rather than maximize the potential for success. These men and women are seeking safe choices, ones that will not threaten their job security if the new head coach does not work out well. These decision-makers seek "safe" choices that will reaffirm support for the university administration, and unify the fan base. What makes a coach a safe hire is subject to debate, but what cannot be debated is the fact that the use of narrowly defined criteria for selecting a coach deprives some very qualified candidates of a chance.

During this past firing and hiring season in Division I-A college football, 23 jobs opened, and most were filled by ADs traveling the path of least resistance: a coach from a smaller school moved up or a coordinator got a chance to run his own show. They hired coaches that the ticket-buying alumni and fans know or have heard of before.

In reality, the decision-makers, at both college and professional levels, have developed a list of qualifications that systematically excludes most candidates, not just minority coaches (i.e. seeking only "proven" head coaches and/or coordinators from winning programs). Coaches from Division I-AA, II, III, NAIA, etc. very seldom get any consideration, nor position coaches at the 115 Division I-A programs, irrespective of their experience or pedigree. The effect of this list of qualifications has the result of being discriminatory more dramatically to minority candidates since so few are either head coaches and/or coordinators at winning programs.

I recently have been asked by the executive committee of the Black Coaches Association to work with the organization as a consultant. The focus of my project is simple: to maximize the opportunities for minority coaching candidates.

My advice, guidance and counsel is founded on my belief that the most effective way to assist minority candidates, as well as coaches not fitting the traditional "safe" hire mold, is to increase both public and intra-professional awareness of these exceptionally well-qualified candidates, thus making them attractive to college and professional teams looking for a head coach.

The best way to accomplish this mission is through a strategic media campaign, which will culminate in the June 2001 special issue of our publication, American Football Monthly, highlighting fifty premiere minority candidates. It is my hope this will become an annual "special' issue" of our magazine, and, after being put directly in the hands of persons and organizations in positions to make a difference, will have great long-term impact on the coaching industry.

Sincerely,

Barry Terranova

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