As the athletics administrator, my primary responsibility is to monitor and engage in every purchase of the school's athletic equipment and services that are made by the athletic department on its behalf. The investments are classified into two categories: the recurring and long-term investments. In this case, the focus dwells on the vast array of recurring expenses based on my personal experience. Such costs are crucial to the smooth running of operations across the athletics department (Evers, 2013). One of these expenses is the athletic equipment which includes balls, protective gear, nets, racquets, nets, bats, sticks, wickets, footwear, weightlifting belts, and portable basketball nets among many others.
The equipment is recurrent since the sporting industry has evolved with regular production of new products to promote efficiency and protection in sports participation. The other recurring expense is the fee for contests and tournaments for the respective games. On this note, competitions are held regularly within a semester which requires the contribution of a certain amount of money for participation (McEvoy, Morse & Shapiro, 2014). Custodial and security services are the other recurring expenses as they form the some of the essential aspects of a successful athletic department through promoting discipline in the fields and courts (Katz et al., 2015). The other recurring expenses are the auxiliary services which require regular investments to facilitate the operation of food services, athletics halls and lockers, and the maintenance of fields and courts among others.
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Besides, there are the administrative costs which include payments offered to coaches, team managers, support staff, and trainers. Such costs are essential to running the team and ensuring that players are exposed to quality care, skills, and mentorship programs (Lawrence, 2013). Finally, the department also has to engage in conventional marketing approaches to ensure that the upcoming games receive a high turnout of supporters. This can be done using social media platforms, producing and distributing posters and holding campaigns to create awareness for the games.
References
Evers, J. (2013). Budgeting and purchasing. In Blackburn, M. L., Forsyth, E., Olson, J., & Whitehead, B. (Eds.), NIAAA’s guide to interscholastic athletic administration. Champaign, Illinois: Human Kinetics.
Katz, M., Pfleegor, A. G., Schaeperkoetter, C., & Bass, J. (2015). Factors for success in NCAA Division III athletics. Journal of Issues in Intercollegiate Athletics , 8 , 102-122.
Lawrence, H. (2013). The impact of intercollegiate athletics financial inequalities. Journal of Intercollegiate Sport , 6 (1), 25-43.
McEvoy, C., Morse, A., & Shapiro, S. (2014). Factors influencing collegiate athletic department revenues.
