The Position of the Athlete in the Social Structure of Ancient Greece

Socrates was famous for questions rather than answers. Even his one recorded intervention in Athenian politics was accomplished without a speech or a statement. Socrates was one of five men who were ordered by the Thirty Tyrants to detain Leon of Salamis. The others complied, and Leon was arrested and killed, but Socrates simply went home. He was likely saved from death only by the democratic restoration soon after. We should, therefore, pay all the more attention to what Socrates said on another occasion when his life was on the line, at the end of his trial for corrupting the youth of Athens (among other offences). Found guilty as charged, Socrates faced the death penalty, but had the opportunity of proposing an alternative sentence. He opted (or so Plato says) for the greatest honour the Athenian community could bestow:

>What is a fitting penalty for a poor man who is your benefactor and who needs leisure time for advising you? Nothing is more fitting than free meals for the rest of his life. And he deserves this more than a victor in the two-horse or four-horse chariot race at the Olympic Games. He makes you seem happy, but I make you really happy. And in any case, he does not need free meals, and I do.

This piece of provocation tells us all we need to know about the status of an Olympic victor in classical Athens, and indeed everywhere in the Greek world and at all times. Such a man stood at the furthest extreme from a convicted criminal, from a poor and eccentric criminal in particular. So it was that the wealthy and powerful – kings, tyrants, members of the aristocratic elite – spent enormous sums to raise and buy and race their horses and chariots at Olympia and to pay poets such as Simonides, Bacchylides and Pindar to sing their praises and to commission statues from the leading sculptors of the day. As for athletic victors at Olympia, they earned the same honours Socrates says were given to Athenian equestrians, a lifetime of free meals in the Prytaneion, and also (like them) front-row seats at festivals and even (though this is uncertain) a generous cash bonus; at Sparta, they fought at the side of the kings. Victories at the other Panhellenic games were similarly rewarded at Athens. And while those gained at local festivals might be less prestigious, they were far from negligible nonetheless: likewise commemorated in song and the occasions for statues, they were enumerated in numbing detail in ever-longer inscriptions from all over the Greek world up until the end of antiquity. Only political power surpassed success at Greek competitive festivals as a basis for prestige in ancient Greece. And just as the politically powerful believed such success legitimated and enhanced their position, athletic excellence could amount to a claim to political power in itself.

Of course, not every athlete was successful, and none won every time out. Was there a social cachet in participation itself? Pindar writes of three wrestlers who were defeated at the Pythian games at Delphi in the mid fifth century: ‘They ran home to their mothers/They slunk through the back alleys, separately and furtively/painfully stung by their loss.’ This may remind us of Reece Bobby in Talladega Nights: ‘If you’re not first, you’re last.’ There is no credit here for merely taking part. But then Pindar’s main concern is to flatter Aristomenes, for whose glory he writes, and stressing the height to which the wrestler’s win has elevated him serves that strategy. Some later inscriptions do present athletes as having competed worthily, notably, conspicuously, in a manner worthy of victory, at important festivals – but not actually winning. At the same time, Christians and gladiators, men (and women) on the margins of ancient society or mired in its lower depths, seek to represent themselves as athletes. There is nothing like this evidence earlier, and it may be viewed as a sign of a change in attitude, of a new regard for athletic competition itself and for those who practice it.

But we should be cautious about this conclusion: athletic activity was always informed by an elite ethos, even in democratic Athens. The competitive program comprised contests of strength, speed, and skill essentially unchanged from those which engaged Homer’s elite heroes. It was inherited from a milieu in which individual excellence mattered more than cooperation in a group; though tribal competitions involving team events (a boat race, perhaps a tug-of-war) were features of local festivals like Athens’ Panathenaea, they were restricted to citizens alone and never became part of the great Panhellenic festivals. It’s worth adding that most other events reserved for Athenians at the Panathenaea involved horses and that the festival, celebrated though it was in a radical democracy, featured more horse and chariot races than athletic contests. These were of course available only to the rich; and this is probably true, though to a lesser extent, for such team events as the tribal torch races. It is likely that these elite overtones always made competitive activity something to be proud of and display.

Here’s an example: The fourth-century BCE orator and politician, Aeschines, was sensitive about his family background. Demosthenes, his rival, liked to depict Aeschines’ father as a lowly schoolmaster, his mother as the devotee of an outlandish cult, his brother as ‘a painter of alabaster boxes and tambourines.’ Aeschines’ own account admits his father’s poverty, but claims that he had competed as an athlete in his youth. Similarly, his brother is said to have spent his free time in the gymnasium. And Aeschines himself lards his speeches with references to the lifestyle choices of the rich and famous, athletics prominent among them, and with suggestions that he too partakes of such pastimes. These links with athletics are clearly meant to establish Aeschines’ credentials as a member of the elite. He repays Demosthenes in the same coin, denying that his supporters include those who exercise along with him. ‘He hasn’t spent his time hunting wild boars or cultivating bodily vigour, but in hunting down men of property.’ It is left to Plutarch, centuries later, to mount a defence: Demosthenes’ guardians defrauded him of his father’s estate – he was, therefore, too poor to indulge in athletic activities – and he was besides sickly. Certainly ancient athletes made no effort to conceal their activities, readily identifiable as they were from their heavy musculature (there were no weight classes for boxers, wrestlers and pancratiasts , and they gorged themselves on meat to bulk up), their close-cropped hair (wrestlers and pancratiasts didn’t want to give their rivals a grip), their bodily vigour. (Aeschines says that this allowed Athenians to recognize those who exercised even if they didn’t visit the gymnasium themselves.) In later antiquity too, athletes flaunted their status, younger ones sporting the cirrus, the topknot which distinguished them from more experienced competitors.

We may say, then, that competitive success brought both esteem and more tangible rewards and that athletic activity and its trappings were always socially respectable and worth showing off. Athletics could thus enhance the social status of even the elite. Did sport also allow many Greeks of more humble origins to improve their social standing? Here we cannot be so certain.

Plutarch offers the following account of the origins and early career of Eumenes, later secretary to King Philip II of Macedon and ruler of Cappadocia.

>Duris says that the father of Eumenes of Cardia was a poor man who worked as a wagoner in the Thracian Chersonese; nevertheless, Eumenes got a liberal education in literature and athletics. While he was still a boy (Duris goes on), Philip visited and took the time to watch Cardian youths practicing the pankration and boys wrestling. Eumenes was so successful a wrestler and so clearly intelligent and brave that Philip, pleased, had him join his retinue. But I find those who say that Eumenes was favored by Philip on account of friendship with his father to be more plausible.

Two versions. As so often, we cannot say which (if either) is true. It is clear that Duris, a younger fourth-century contemporary of Eumenes, thought it unusual for a poor wagoner’s son to get training in athletics, but that he did not regard this as impossible, and that athletic ability, even among boys, could plausibly catch the eye of a king and lead on to fortune. Yet Plutarch (writing perhaps four hundred years later) is not convinced.

This divergence of opinion neatly mirrors modern debates on the class backgrounds of ancient Greek athletes. Learned and lively books by E.N. Gardiner and H.A. Harris popularized the view that archaic Greek sport was marked by the love of competition for its own sake. The great Panhellenic festivals were the crowning glories of this spirit of amateurism because their well-born winners were satisfied with a wreath as a reward; prizes of value and the predominance of lower-class professionals who wanted to win them were (allegedly) later developments, causes of corruption and symptoms of decline. But this picture was ‘conceived by partisans of the nineteenth-century Anglo-American amateur movement.’

Gardiner, Harris, and the many who followed them supplied ancient precedent to legitimize, consciously or not, the ideology of the modern Olympic Movement, committed from the outset to restricting competition to a leisured elite. We now realize that there were no amateurs in antiquity.

The decline of the ideology of amateurism has thus made it easier to recognize the role that money and other material benefits always played in Greek athletics. But another element of the world conjured up by Gardiner and Harris – the early monopoly of aristocrats and their displacement by poorer competitors – remains controversial. David Young has pressed the case for the involvement of poorer athletes from the earliest days of organized festival competition in Greece, pointing to a cook, a goatherd, and a cowherd among early Olympians. Unfortunately, our information on these athletes usually dates from many years after their deaths, and is seldom self-explanatory. Was Coroebus, the first Olympic victor, a cook or a cult functionary involved in sacrifice? Is the designation influenced by its source, himself a cook in a work of fiction, Athenaeus’ Deipnosophistae? Certainly the humble but unnamed Olympic victor in one of the many anecdotes designed to show Diogenes’ disdain for convention is invented for the sake of a pun: he is said to be ‘tending sheep’ (probata nemonta) so that the Cynic philosopher can jeer at his quick transition from Olympia to Nemea. And the anecdote about Glaucus of Carystus, recognized as a pugilistic prodigy when he beat a ploughshare back into shape with his bare hands, is another story too good to be true. (A very similar tale is told of the discovery of the baseball slugger, Jimmy Foxx; this time it can be proved to be a fabrication.) It is significant that Aristotle (perhaps writing as a contemporary) notes that one such Olympic champion, a fishmonger, was exceptional.

We may also wonder how poorer athletes could afford the time and expense of training and travel to competitions; these were greatest at Olympia, not only distant and hard to reach but requiring athletes to spend thirty days on the site before competition began. Cities might honour victory and even recruit champions – one likely explanation for the fact that Crotoniates won twelve of twenty-seven Olympic stadion races for men between 588 and 484 and once made up the first seven finishers. But they were less willing to subsidize competitors before their success. Though it is often said that Greek cities began to support athletes in the early Hellenistic period, the evidence usually referred to, in fact, reveals the initiative of private individuals, and there is no reason to think that the athlete in question is poor. We cannot gauge the extent of such private subsidies. In one instance, from Egypt, the athletes whose training is supported may be slaves – poor enough, but also outside the usual ambit of Greek festival competition.

Young argues that poorer boys might win local events – natural ability would count for most at this age – and use their earnings to finance careers. This view has won adherents, Nick Fisher among them. It is true that Athens’ Panathenaea offered substantial prizes for athletic victors who were boys or ageneioi, ‘beardless youths,’ perhaps the equivalent of $50,000 today for the boys’ stadion race. Yet few local games can have been as generous as the Panathenaea, itself on offer only every four years; other prizes we know of were paltry by comparison. One indication: about 300 BCE, a coach approached the city council of Ephesus for funds to help a young athlete train and make a festival trip. The boy had already won at least one victory — and yet, it seems, had not earned enough to compete abroad without help. Furthermore, local games with valuable prizes attracted entrants from afar. If we are to judge from the findspots of Panathenaic amphoras, many were won by outsiders. In fact, attracting them might be a priority, important enough for an ex-archon to seek the emperor Septimius Severus’ assistance when athletes passed by the Panhellenia at Athens in the early third century of our era. Visiting victors included boys too: an inscription from the early second century BCE lists more foreign boys among champions at the Panathenaea than native Athenians. Among local competitors, better-off boys could afford more food and the private trainers Pindar praises. As for public trainers, paidotribai, the Athenian ephebate in which they played an important part is attested only from the later fourth century and may not have included the thetes, the poor majority of the population; its Hellenistic descendant was an unequivocally exclusive institution. Young has certainly established the possibility of poorer athletes taking part in archaic and classical competition, but we cannot say that their involvement in any significant numbers was probable. And in fact, though we know the names of quite a few Athenian athletes – Don Kyle’s catalogue lists 116 as certain or possible — there is none whose career follows the trajectory he lays out.

The proportion of elite and other athletes at later periods is beyond our reach and likely to remain so. We know of many athletes whose careers were studded with distinctions – multiple citizenships, magistracies, priesthoods, service on embassies. Do these testify to their origins among the elite for which such honours were usually reserved? Or are they the consequences of victory? We can rarely be sure. There can be no question about the elite status of those who joined athletic victories to success in equestrian competition (such as Sosibius, a major figure at the Egyptian court and Aratus, the Achaean leader of the late third century BCE). Family connections often offer a clue. The wrestler, Hermesianax, whose father and uncle contributed towards building a wall at Colophon about 300 BCE, must have come from a family with means. A series of inscriptions permits us to trace the progress of L. Septimius Flavianus Flavillianus of Oenoanda. This appears to follow the model put forward by Young: he enjoyed significant success at local festivals and went on to win five Panhellenic crowns before returning home for the Meleagria in the early third century of our era. But, in fact, his was no rags to riches tale: his father was a regional official, his aunt, an aristocrat who proudly carved her family lineage onto her tomb.

An important but puzzling piece of evidence is Artemidorus’ discussion of dreams in which a mother gives birth to an eagle. In a poor family, this portends a son who will rise in the ranks to command a military camp; among the rich, an emperor. A third boy, from the moderate or middling class, will become a famous athlete. What does Artemidorus intend by metrios here? Clearly not the top stratum of the population of the Roman Empire. H.W. Pleket understands the term to include the most successful artisans and intellectuals, doctors and lawyers, as well as members of local councils who did not hold high office. However, it is possible that the group he has in mind extends as high as the ‘curial order,’ the local elites of the many small and medium-size cities of the Roman east, who had not yet produced claimants to the imperial throne in Artemidorus’ day, the late second century of our era. Almost all the known victors in the Meleagria at Balboura in Asia Minor in the mid second century of our era belonged to such prominent local families. So too did those at Oenoanda, where ‘the social status of the local participants was high,’ and so too at Aphrodisias, Aezani, throughtout Lycia, among the winners at the Plataean Eleutheria. Nor were these well born athletes runners or pentathletes only, as has sometimes been suggested, shunning the dangerous and disfiguring combat events. It is pancratiasts who make up far and away the largest number of identifiable xystarchs, the leaders of athletes’ associations in the imperial period.

Were there no athletes from outside the elite? Certainly there were. We may adduce third and second century victors in local contests at Sicyon, who make up a group quite distinct from the wealthy citizens who contributed to fund-raising campaigns. Among individuals, we may point to an Olympic champion in pankration in the early second century of our era, whose cognomen, Domesticus, hints at servile origin for his family, and an Egyptian boxer and priest of an athletic guild, nicknamed ‘the dummy,’ who was illiterate. Phorystas of Tanagra, victorious herald at an unspecified ‘noble contest of Zeus’ in the mid third century of our era, triumphed elsewhere with his ‘winged feet’. Is he another athlete of (at least relatively) humble origins? As does Nigel Crowther, I accept that such heralds (and trumpeters too) were likely to be of lower status than other competitors at Panhellenic festivals. Unlike him, however, I regard the reference to ‘winged feet’ as a reference to speaking without stopping for breath, not to athletic competition: we can’t count Phorystas. A fragment of Plutarch speaks of a certain Nicandas, a Boeotian contemporary and a shoemaker, who had nevertheless spent some time at palaestrae. But there is nothing to say that he used whatever he learned there in festival competition.

Examples there are, then, of poorer athletes, but there are not so many that we can talk (as Don Kyle does) of the ‘democratization’ of the Olympics. On the contrary, it is best to accept the conclusion of Pleket, the most thorough investigator of the social status of Greek athletes in later antiquity: ‘From Pindar’s time until Roman Imperial times, members of the upper class were never absent in sport (neither in the running events nor in the body-contact sports).’ And indeed, though victors were eager to claim distinctions of every kind, as first of their city or among Ionians to win an event, or first of all competitors to win in three age classes, or twice on one day, none advertises himself as the first of his family or social class. If ancient athletes did rise in social status through their success in competition, they weren’t eager for their contemporaries to find out. As a result, they are hidden from us as well.

### References

Bartels, J. (2004) ‘Zwischen Adelsprivileg und Massenphänomen. Sport und griechische Gesellschaft,’ in Bartels et al., eds, Sportschau. Antike Athleten in Aktion (Bonn) 7-17.

Fisher, N. (1998) ‘Gymnasia and the democratic values of leisure’ in P. Cartledge et al., eds, Kosmos. Essays in Order, Conflict and Community in Classical Athens (Cambridge) 84-104.

Gardiner, E.N. (1910) Greek Athletic Sports and Festivals (London).

Golden, M. (2008). Greek Sport and Social Status (Austin).

Harris, H.A. (1964) Greek Athletes and Athletics (London).

Hubbard, T. (2008) ‘Contemporary sport sociology and ancient Greek athletics,’ Leisure Studies 27: 379-93.

Kyle, D.G. (1987) Athletics in Ancient Athens (Leiden).

Kyle, D.G. (1997) ‘The first 100 Olympiads: a process of decline or democratization?,’ Nikephoros 10: 53-75.

Mann, C. (2001) Athlet und Polis im archaischen und frühklassischen Griechenland (Göttingen).

Pleket, H.W. (2001) ‘Zur Soziologie des antiken Sports,’ Nikephoros 14: 157-212.

Pritchard, D. (2003) ‘Athletics, education and participation in classical Athens’, in D.J. Phillips and Pritchard, eds, Sport and Festival in the Ancient Greek World (Swansea) 293-349.

Young, D.C. (1984) The Olympic Myth of Greek Amateur Athletics (Chicago).

2013-11-25T17:36:14-06:00August 3rd, 2010|Sports Facilities, Sports Studies and Sports Psychology|Comments Off on The Position of the Athlete in the Social Structure of Ancient Greece

Educating Sports Entrepreneurs: Matching Theory to Practice

Abstract

Sports entrepreneurship courses are part of sports management programs because some students hope to own their own sports-oriented business, and major sports conglomerates look to hire employees with entrepreneurial skills. Sports management instructors prepare students for these challenges. However, not all sports entrepreneurship instructors have owned their own businesses nor worked for large sports corporations. As a result, this study was conducted to determine if sports entrepreneurship instructors and sports entrepreneurs agree on the content that should be taught in sports entrepreneurship courses in order to prepare students for the real-world.

Results of the study indicate that sports entrepreneurship instructors do agree on a set of content standards for sports entrepreneurship courses, specifically, the Consortium for Entrepreneurship Education National Content Standards (1). Additionally, when ranking the content skills, sports entrepreneurship instructors and sports entrepreneurs agreed on four of the five top skills students should be taught in order to be successful sports entrepreneurs.

Key Words: Sports Entrepreneurship, Entrepreneurs, Sports Education, Sports Entrepreneurship Courses

Introduction

Sport management programs continue to grow in number. Since the first sport management program was developed at Ohio University in 1966, programs continue to spread across the United States and the world. According to the North American Society for Sport Management, there are more than 200 sport management programs in the United States alone (6). This growth has prompted a need for innovation within sport management curricula and the development of courses that are high quality, content-rich, and flexible.
The sports industry is the third largest industry in the United States, accounting for more than $213 billion dollars a year in revenues (3). Kurtzman (4) outlined the importance of sports tourism as the impetus for the pursuit of business entrepreneurship, economic impact, and profitability. He categorized sports tourism jobs into categories of events, resorts, cruises, tours and attractions – along with listed subgroups in those categories. These subgroups, such as sports events planning and sports tour operators, are areas that are ripe for entrepreneurial endeavors.

An industry as large as the sports industry requires educated people to run a variety of sports related businesses. However, it should not be assumed that sports entrepreneurs are only owners of professional sports franchises. The sports industry entails a variety of sub-businesses, both large and small. For example, there are owners of health club facilities, sports arena and facility operators, league owner/operators, sporting goods store owners, sports ticket agencies, and sport physical therapists – just to name a few. Sport management students take sport entrepreneurship courses in order to learn the skills that are necessary to operate these types of sport-related businesses.
On the other hand, sport management instructors are entrusted with preparing their students for jobs in sport-oriented businesses. It is up to them to develop effective curriculum that prepares students for careers in an industry that is constantly changing and evolving. However, not all sport entrepreneurship instructors have owned their own businesses nor worked for large sports corporations. Research into what type of content and skills sport entrepreneurship instructors are teaching was sorely needed.
This study was conducted to compare what sport entrepreneurship instructors and practicing sport entrepreneurs believe are the important skills necessary to teach sport entrepreneurship students in order to be successful in running sport-oriented businesses. It is relevant to sports entrepreneurship educators as well as students of sports management programs – in regards to gauging what is currently being taught in sports entrepreneurship courses.

Methods

There were two research populations for this study. The research populations included: 1) NASPE/NASSM instructors of sport entrepreneurship courses in college level sport management programs that are accredited by the National Association for Sport and Physical Education (NASPE) and the North American Society for Sport Management (NASSM). 2) Sport entrepreneurs located throughout the United States in a variety of sports oriented businesses.

Two hundred and seventeen (217) sport management instructors were identified through their faculty web pages. However, it should be noted that this was not a complete list of sport entrepreneurship instructors, because there is no way to determine how many of these sport management instructors actually taught sport entrepreneurship courses. The instructors that were contacted, were all members of sport management programs, and taught sports management related courses at the time the data was gathered. However, all sport management programs do not have sport entrepreneurship courses, nor do all sport management professors teach sport entrepreneurship. Therefore, it was impossible to get an exact count of how many sport entrepreneurship instructors exist in NASPE/NASSM accredited sport management programs. Ultimately, 43 (N = 43) sport entrepreneurship instructors participated in the study.

The second research population consisted of 250 sport-oriented businesses. The researcher randomly selected four sport-oriented businesses in each of the fifty states in the United States of America. Small sport-oriented businesses were chosen, as opposed to utilizing owners of large sports conglomerates. This is because they represented a good mix of sport-oriented businesses and they were more indicative of the types of businesses that would have been opened by recently graduating sports management students. Ultimately 67 (N = 67) sport entrepreneurs participated in the study.

The research instruments that were used to conduct this study were two questionnaires that were developed and piloted by the researcher and reviewed by a panel of experts to achieve validity and reliability.

The questionnaires were administered via email and regular mail for both research populations. The questionnaires were made available over the Internet to maximize participation. The researcher created electronic versions of the questionnaires and administered them on the Internet using www.surveymonkey.com.

Results

The Instructor Group was comprised of 88.4% males and 11.6% females, with 60.4% of the overall population between the ages of 36 and 55. A doctorate or master’s degree was held by 72.1% of the population. 60.4% were associate or full professors. 88.4% had 5+ years of general teaching experience. 90.7% had some type of online teaching experience. 93% had some type of blended teaching experience. 81.4% taught in 4-year colleges or universities or in graduate programs. Finally, 79.1% had sports entrepreneurship courses as an elective at their respective institutions.

An analysis of the descriptive data of the Sport Entrepreneur Group was as follows. 85.1% of the Sport Entrepreneur Group were males whereas 14.9% were female. 68.6% were between the ages of 36 and 55. 82.1% had some type of college degree. Sporting goods store owners were the largest type of business represented by this group at 37%. 25.4% of the Sport Entrepreneur respondents were relatively new businesses that had been in existence less than five years. On the opposite end, 20.9% of the group had been in business for over 25 years. The largest legal structure was a sole proprietorship at 34.3%. 38.8% of the business had over $500,000 in revenues. 17.9% only had themselves as the only employee whereas 83.6% had anywhere up to 14 employees.

To address the question of whether there is a universal set of content standards in sports entrepreneurship courses, both groups were asked if they thought that CEE’s National Content Standards (1) (Appendix A) were a complete list of all of the skills and traits necessary for sports entrepreneurship students to learn in order to become successful business owners. The results were as follows:

Table 1.1 Are CEE’s National Content Standards Complete? (Instructors)

Yes or No Frequency Percent
Yes 41 95.3
No 2 4.7

Table 1.2 Are CEE’s National Content Standards Complete? (Sports Entrepreneurs)

Yes or No Frequency Percent
Yes 65 97.0
No 2 3.0
2013-11-25T17:45:31-06:00July 6th, 2010|Sports Coaching, Sports Facilities, Sports Management|Comments Off on Educating Sports Entrepreneurs: Matching Theory to Practice

A Comparision of Athletic Training Program Financial Resources

Abstract

Athletic departments have budgets for each team. Included within the athletic department master budget includes an athletic training budget. However, unlike sports programs, the athletic training budget goes not towards its own needs, but the needs of the sports teams. The size of the athletic training budget is proportional to the number of sports and the number of athletes’ athletic trainers’ service. For example, schools with football require more athletic training supplies, time, and people than schools without. The only research conducted that compared the size of the financial resources between athletic training budgets comes from 1992. The research indicated that the range of money available for the care of athletics at the college and high school ranged from $926 to $96. Since then the education of athletic training has changed both athletic training programs and their budgets. New research into the similarities and differences between athletic training budgets is a must.

Introduction

Like any other program in athletics the athletic training budget takes up a significant portion of the athletic department budget. However, unlike sports programs, the athletic training budget goes not towards its own needs, but the needs of the sports teams. Every school with athletic trainers and an athletic training budget must develop a budget based on the needs of the sports teams. For example, schools with football require more athletic training supplies, time, and people than schools without. More popular athletic departments have larger budgets to meet the needs of their athletic teams. The assumption is that athletic training budgets change to meet the demands of the teams of whom they cover. The variables include the size of the school, number of athletes, division of athletics, gender of athletes, and number of athletic trainers. The question that arises is: do schools with these comparable variables have comparable budgets?

Budgets

A budget is a plan for the coordination of resources and expenditures (Horine, 1991). It is also a tool for estimating receipts and disbursement over a period of time (Mayo, 1978). Fried (2008) defines a budget as a road map that shows a business where it is going to spend its money. In regards to athletic training, Dr. Richard Ray (2000) defined a budget as a qualitative expression of the athletic trainers’ management plan. Dr. Ray explains that a budget interrelates with inventory control and purchasing to create a financial planning network for an athletic training program.

In his book ‘Management Strategies in Athletic Training’ (2000), Dr. Ray explains several examples of budgets available for athletic training programs. The first budget Dr. Ray lists is the incremental or spending ceiling budget (Wildavsky, 1975). This budget requires athletic trainers to justify expenditures that exceed the previous year’s budget. The second is the spending reduction model. The spending reduction model decreases a budget to preserve institutions funds. Institutions in financial crisis use this budget more often whereas academic programs rarely use it. The third budget is the zero-based budget. In the zero-based budget every expense must be justified without reference to previous spending patterns. This budget is tedious and requires micromanagement of the athletic administration. Athletic trainers rarely rely upon this budget because of the constant changes in athletics from year to year.

The fourth budget type is the fixed budget. This budget form projects expenditures and revenue on a monthly basis. The budget is useful in large revenue driven sports clinics and rarely used in academic settings. The fifth budget is the variable budget. Similarly to fixed budgets, academic athletic training programs do not use the variable budget. Institutions using the variable budget adjust the budget monthly so as to assure that expenditures do not exceed revenue. The sixth budget is the lump sum budget. Referred sometimes as the single pot budget, money sits in a single account for a program without specifying how or where the money is to be spent. Programs using the lump sum budget may use it as a spending ceiling or spending reduction budget. The seventh budget is the performance budget. This budget allocates funds for discrete activities such as rehabilitation, injury treatment, administration, patient education, first aid, and pregame preparation. The performance budget separates each section into ‘mini’ budgets. Athletic training programs rarely use the performance budget because of the difficulty in analyzing activity costs.

The budget athletic trainers’ use more often than any other budget type is the eighth budget, the line item budget. The line item budget allocates a fixed amount of money for each sub function of an athletic training program. These sub-functions include; expendable supplies, equipment repair, team physician services, and medical insurance. Athletic training programs use the line item budget extensively because of the control that it provides the head athletic trainer. The flexibility of the budget provides the athletic trainer the ability to dictate how much money they want to spend in one area. For example, if an athletic trainer knows that next year’s football team will be twice the size it is this year, he may decide to expand the expendable supplies (tape) budget and reduce the equipment repair budget to meet the needs of the coming year. This flexibility grants the athletic trainer the greatest freedom at determining his success or failure the next year.

A typical athletic training budget provides the athletic trainer the opportunity to cover the responsibilities of the position. Normal line items include; expendable supplies, capital equipment, equipment repair, and operating costs. Occasionally items including continuing education, malpractice insurance, postage, and telephone charges are included in the athletic training budget. What the athletic training budget covers depends for each athletic department. Some athletic departments add continuing education and postage to the general athletic fund.

Prior to 2004 athletic training programs incurred the cost of athletic training students as part of their budget. In 2004 the national accreditation body of athletic training education the Commission on Accreditation of Athletic Training Education (CAATE) ended the internship route for athletic training students thus ending athletic training compensation. The commission felt that students attended athletic training programs in order to become athletic trainers, and they do so because they have a desire to do so. To pay them for their educational clinical experience contradicts the purpose of the education program. The size of an athletic training budget does depend on several variables including the size of the athletic department.

God did not create all athletic departments equally. This is evident by the different divisions of athletics. A larger athletic department includes more teams and more athletes. To accommodate those sports and athletes, schools must build facilities and hire more coaches and staff. The most distinguishable variables between athletic departments include the division of athletics, number of athletes, number of sports, ratio of female to male athletes, and school size. These variables affect the athletic training budget tremendously. However, variables do not depend upon each other. For example, in 2008 the University of Notre Dame had only 8300 undergraduate students with 752 student-athletes (Notre Dame, 2008) compared to the University of Michigan that had 38,900 undergraduate students and 745 student-athletes (University of Michigan, 2008). Despite the huge difference in the student population, the schools play each other in athletics all the time. To date, only one researcher has investigated the comparison of athletic training budgets using these variables.

In 1992 Dr. James Rankin conducted research where the focus was to investigate the amount of money in athletic training budgets that is spent on athletes. In his research Dr. Rankin submitted surveys to 250 head athletic trainers at universities, colleges, high schools, professional football teams, and sports medicine clinics. All athletic programs included football and, except for the professional football teams, had female athletic teams.

The response rate to the surveys was 57.2% with 143 surveys returned. After analyzing the data the professional football programs and sports medicine clinic programs where eliminated because the results did not compare to traditional athletic training (Rankin, 1992; p. 344). Remaining college surveys included schools from NCAA divisions I, I-AA, II, and III programs. Also included were surveys from high school athletic trainers.

The surveys reported that the average size of all athletic departments included 295 male athletes and 175 female athletes for a total average of 471 per department. The average number of male teams was 9.65 and female teams at 8.51 for a total average of 18 teams per department. The largest departments belonged to Division I programs whereas the smallest departments belonged Division II programs. High schools averaged 490 athletes and 18 teams. Despite the comparable number of athletes and teams between large Division I universities (486 athletes, 17.5 teams) and high schools (490 athletes, 18 teams), larger universities had more athletic trainers on staff (4.4 on average) than high schools (1.1)(Rankin, 1992; p. 348).

Regardless of where the budget surveys came from, each included items pertaining to the normal budgetary concerns: 1) Expendable supplies include athletic tape, bandages, dressings, pharmaceuticals, and single use items. The range of budgets in Division I universities ranged from $40,000 to $205,000 in this section. 2) Capital equipment includes items designed to last longer than one year such as taping and treatment tables, whirlpools, therapeutic modalities, and stools. 3) Maintenance money to keep equipment calibrated and running. From all schools the smallest maintenance budget came from Division II schools. 4) Operating costs such as office supplies and athletic training students. 5) Contracted expenses include items such as heat and air conditioning, water, sewer, electricity, and facility debt reduction. The surveys report that a majority of these expenses where paid by the athletic department and did not come directly from the athletic training budget except for telephone charges. 6) Team physician expenses. 7) Athletic insurance. A majority of schools carry second dollar insurance, meaning that if an athlete has medical expenses because of an injury sustained during an athletic event the school will pay for medical expenses after the athlete’s insurance. 8) Athletic trainers’ salaries and benefits. The survey, conducted in 1992, shows a range of salaries for athletic trainers from $18,000 to $70,000 (Rankin 1992; p. 347). 9) Athletic trainers’ perks, including professional dues, travel expenses, and malpractice insurance. Finally, 10) a purchasing bid system where programs are required to obtain bids prior to purchasing supplies and equipment.

The results indicated that the range of money available to spend on athletes was wide comparatively. When Rankin calculated the total, he only included athletic training salaries, expendable supplies, athletic training students, and medical insurance into the equation. Athletic training budgets for Division I schools lead by having $926 per athlete in their budget. Division I-AA was second with $462 per athlete, then Division II with $293, then Division III with $181, and finally high school with $96 per student (Rankin 1992; p. 349). Rankin noted that as the program level decreased, salaries took a larger percentage of the athletic training budget even though the number of athletic trainers decreased (Rankin 1992; p. 349).

Discussion

The most amazing information gathered from the research obtaining to athletic training budgets is the lack of data that exists. It was not the results of the research by Rankin that was a surprise. It is common knowledge in the athletic training profession that the larger athletic departments with Division I athletics have a much larger budget. What is surprising is the fact that no one has picked up the torch to conduct further research investigating if the trend discovered by Rankin continues.

Since the reporting of this data, the educational aspect of the profession of athletic training has changed. At the time of the report, academic athletic training programs provided students two paths towards becoming certified. One entailed completing an accredited program designed around didactic information combined with clinical observation and practice. The second involved an internship type of program designed around the gathering of clinical hours with very little didactic intervention. In 2004 the profession of athletic training removed this second method towards certification. The reason was to improve the quality of students seeking certification thus improving the profession.

By doing this, athletic training students shifted titles from assistant athletic trainers to students, thus ending any reimbursement for services and eliminating a line item in athletic training budgets for students. Regardless of the percentage of budgets freed by this change in academic titles, larger schools continue to enjoy budgets head and shoulders above other smaller schools with the same number of athletes and sports.

The work by Rankin demands that researchers collect new data. When they do, they should hypothesize that the data will be similar to Rankin’s data. The only difference should be the amount of money spent. The similarities will be that larger schools still have greater financial resources over smaller athletic departments. Hopefully, the research will continue.

Summary

Athletic training budgets are part of larger athletic department budgets. These budgets go to purchase supplies, equipment, salaries, insurance, and operating costs to maintain athletic training programs. Unlike athletic team budgets, athletic training budgets do not support athletic trainers, but rather the teams that athletic trainers cover. The discrepancy between athletic departments is noticeable both by athletic talent, size of school, and the financial recourses available. How then do athletic training budgets compare from school to school? In 1992 James Rankin gathered data to assess the differences in the financial resources available to college and high school athletic training programs. The research indicated that the range of money available to spend per athlete at these schools ranged from $926 to $96. Larger Division I athletic departments provided the largest financial resources available to athletic trainers and high schools provided the smallest. The results from this data come from 17 years ago. Since then the education of athletic training has changed athletic training programs and their budgets. New research into the similarities and differences between athletic training budgets is a must.

References

Fried, G., Shapiro, S.J., & DeSchriver, T. (2008). Sport finance. Champaign, IL: Human Kinetics.

Horine, L. (1991). Administration of physical education and sports programs (2nd ed). Dubuque, IA: Brown.

Mayo, H.B. (1978). Basic finance. Philadelphia: Saunders.

Notre Dame, (2008). How many students attend Notre Dame? Retrieved on September 20, 2009 from http://admissions.nd.edu/.

Rankin, J.M. (1992). Financial resources for conducting athletic training programs in the collegiate and high school settings. Journal of Athletic Training, 27, 344-349.

Ray, R.R. (2000). Management strategies in athletic training. Champaign, IL: Human Kinetics. University of Michigan, (2008). Enrollment data fall 2008. Retrieved on September 20, 2009 from http://mmd.umich.edu/forum/michigan.php#enrollment

Wildavsky, A. (1975). Budgeting: a comparative theory of budgeting process. Boston: Little, Brown.

2015-10-02T23:26:05-05:00January 8th, 2010|Sports Facilities, Sports Management|Comments Off on A Comparision of Athletic Training Program Financial Resources

Economic Impact of Equestrians on Aiken, South Carolina

Abstract

The equestrians have played a critical role in the growth and development of the Aiken County economy. The equestrian activities in Aiken, South Carolina, consist of many different events such as polo, horse racing, horse showing, carriage driving, and fox hunting, to name a few. The input-output analysis of the Aiken equestrian industry reveals that its operations have a substantial impact on output, jobs, and income in Aiken County. Like any other industry, the equestrian industry makes a variety of input purchases that translate into flow of funds throughout the local economy. The indirect and induced effects of the equestrian industry work through numerous other sectors within the local economy and contribute to Aiken County’s economic growth and development.

Introduction

The equestrians have played a critical role in the growth and development of the Aiken County economy. Besides the local economy, the equestrian migration from the north effected Aiken’s culture and businesses. Just like any other equestrian group, the Aiken equestrians are fragmented with numerous groups, associations, and stakeholders. All of them have different interests and goals. The goal of this paper is to define the Aiken County equestrian industry and to define its economic impact on Aiken County’s economy. In order to determine the nature and scope of the local equestrian industry, an equestrian survey was designed and conducted. The survey was aimed at the equestrian enthusiasts who live and work in Aiken and Aiken County. The data obtained from this survey was utilized to provide descriptive and normative analysis of the equestrian industry and its economic profile and impact.

Equestrian Activities in Aiken County

The equestrian population, activities, and events are constantly growing in Aiken, South Carolina. The equestrian activities consist of many different events such as polo, horse racing, horse showing, carriage driving, and fox hunting, to name a few. In order to define and analyze a complex sector such as the equestrian one, an equestrian survey was conducted. The purpose of this survey was to highlight a set of equine-related activities that are present in Aiken. The survey was distributed to randomly selected individuals considered to be horse owners and/or enthusiasts. An electronic version of the survey was sent to several different equestrian associations with an appeal to share the survey with their members. Furthermore, hard copies of the survey were placed at different locations in Aiken and 20% of the participants returned their responses. The survey had eight sections with questions related to equine activities, inventory, labor and capital expenses, equine expenses, gross receipts, tourism related activities, and general information.

The first survey question asked participants to define their equestrian activities in the past 12 months while specifically determining the number of days spent in Aiken versus the number of days spent in other counties in South Carolina and elsewhere. Figure 1 illustrates participants’ responses to the first question. The obtained data suggests that a majority of the equestrian activities are pleasure related (48%), followed by competition (21%), breeding (18%), and racing (13%). Individuals whose equestrian activities consist of pleasure riding and breeding spend more than 50% of their time in Aiken, while racing and competition account for one-third of responders’ time spent in Aiken. Responses indicate that the states of Pennsylvania, Delaware, and Wyoming are “other locations” where “local” equestrian enthusiasts spend their time.

When asked to define more specific activities within major categories, 17% and 21% of participants report that they enjoy fox hunting and polo, respectively. According to the survey results, the polo activists spend more than 55% of their time in Aiken, versus 45% for fox hunting enthusiasts. Fourteen percent of the survey participants indicate that trial riding (both English and Western) is their preferred equestrian activity in Aiken. These particular equestrian individuals spend about 30% of their time in Aiken and the other 70% outside of South Carolina. Eight percent of the participants report dressage as their main equestrian activity with 44% of their time spent in Aiken. Five percent consider driving as their leading discipline with 35% of their time in Aiken and 65% outside of South Carolina. Nineteen percent of the respondents are jumper and/or hunter enthusiasts with 47% of their time spent in Aiken. Four percent of participants select lessons, training, and fundraising as their dominant equestrian activity with 43% of their time spent in Aiken. Figure 2 illustrates different types of equestrian activities conducted in Aiken.

Horse Population in Aiken County

To address the equine inventory in Aiken, the second survey question asked participants to identify the equine breed they own or board. According to the data, the estimated total equine inventory in Aiken County tops 6,785 horses. As indicated by Figure 3, the most dominant breed is still Thoroughbred (32%) followed by Quarter Horse (22%), Warm Blood (9%), Ponies (9%), Tennessee Walker (6%), Pinto/Paint (6%), Miniature (5%), Mules and Donkeys (4%), Draft Horses (2%), and several other breeds (5%).

The obtained data was used to estimate the total and average value of equine inventory in Aiken County. Table 1 provides the estimated average value per breed for Aiken County. According to this data, the most valuable breed in Aiken is Warm Blood ($17,907.00) followed by Thoroughbred ($16,982.00). The survey showed the average equine value for all breeds is $5,002.00. The total estimated equine value for all breeds included in survey is $59,086,223. This somewhat higher total value of all horses in Aiken County is due to a high percentage of Thoroughbred horses present in the county and their respective high market value.

Table 1
Estimated Horse Value Per Breed

Equine Breed Per horse value
TN Walker 2908
Thoroughbred 16982
Miniature 1684
Quarter Horse 3735
Draft Horse 2980
Warm Blood 17907
Mules/Donkeys 1016
Ponies 1557
Pinto/Paint 2904
Other 3350

Equestrian Industry Capital Expenditures and Gross Receipts

The equestrian industry is very important to the local economy as it affects numerous and diverse activities such as agriculture, business, sport, entertainment, and recreation. The equestrian industry has introduced thousands of new people to the area in terms of owners, riders, trainers, etc. In order to determine the scope of the equestrian sector, the survey respondents were asked several questions about their capital expenditures and gross receipts. The participants were asked to list their annual capital related costs for the following categories: new equine purchases, new building and equipment investment, building and equipment depreciation, fencing investment, and interest on investment. The largest capital expenditure were new building and equipment investments (56%) followed by the new equine purchases (36%). Figure 4 illustrates capital related spending for the year 2007.

In addition to this, the respondents were asked to list the value of their personal property, business property, land, and any other category they relate to their equestrian activities. The responses indicate that business property (e.g. farm, barn) are the most valuable properties in this category (49%) followed by personal property (39%), and land (11%). Figure 5 illustrates these responses.

When asked about the taxes they pay to state and local government, the respondents indicate that the taxes paid to state government account for 46% of their total tax burden, followed by Aiken County taxes (32%), and Aiken City taxes (19%). The government permits, licenses, and/or contracts account for 3% of total tax spending of the Aiken equestrian industry.

Employment and Labor Earnings

The equestrian industry has its effect on the local labor market as well. Survey question # 3 asked respondents to report the number of full-time, part-time, and seasonal workers they employed for the past 12 months. Besides these three labor categories, two other categories – family members and others – were also choices for respondents. According to the results obtained from the survey, far more full-time workers are employed by the Aiken equestrian industry than any other worker. Seasonal workers are the second largest labor category, followed by family members, part-time, and other workers. Not every survey participant provided employment and labor earning responses. The total number of all workers across survey respondents who answered these two questions was 751. Such a high number of workers clearly support the constant care and management which horses require. Figure 6 summarizes the responses regarding equine related labor. The respondents report 243 full-time, 106 part-time, and 200 seasonal workers employed by the Aiken equestrian industry. In addition, there are 163 family members who contribute to the local equestrian sector. Under the “other” category, respondents indicate 39 contract-workers were hired during the past 12 months. Question # 3 also asked respondents to indicate the total equine-related payroll expenses for the past 12 months. The total reported payroll in 2007 was $3,122,300.00. This indicates a relatively high level of compensation given the fact that almost 22% of equine related labor are family members and 41% are part-time and seasonal workers combined.

Tourism Related Activities and Benefits

Tourism activity generates a wide variety of benefits to the local economy such as tax revenues from travel-related expenditures and new employment opportunities. When tourists arrive in an area, they spend money on products and services acquired from the local business community. Businesses that benefit directly from tourism include lodging establishments, restaurants and bars, recreational facilities, amusement parks, gas/convenience stores, department stores, and sporting goods retailers. Over the past several decades, tourism in Aiken County has been steadily increasing and this growth can be related to the boom in the equestrian industry. The equestrian industry is bringing more and more people in for riding lessons, to watch the shows, to shop in the equine stores, to buy horses, and to attend polo and other equestrian events.

The survey of tourists was conducted during the spring time and that is when the Aiken equestrian community draws the most attention due to the Triple Crown events. A total of 96 surveys were filled-out and the data was analyzed to reveal some important characteristics of tourists visiting Aiken. Fifty percent of respondents had previously been to Aiken on more than one occasion. This indicates a high rate of return visitors with a majority of them stating that they repeat this visit at least 2-4 times. Generally, the people that responded with a higher number of return visits to Aiken also indicated a family and/or friend connection with Aiken or a horse association referral.

Figure 7 illustrates the results from the question that asked participants about the events that brought them to Aiken. The majority of respondents were either visiting family/friends (37%) or they were visiting a horse event (34%). For some of the respondents, these two categories were interchangeable. The other three “referral” categories for tourists to choose from were golf (11%), historical attractions (9%), and other (9%). The visitors who had family/friends and horse association connections also indicated that they did not need tour guide services while in Aiken. These respondents also characterized Aiken as “exciting for tourists” (67%). The remaining 33% stated that Aiken was not particularly exciting either because there is “no nightlife for single tourists” or there is very “limited activity for families.”

Economic Impact of the Equestrian Industry on Aiken County’s Economy

The equine related businesses bring over a billion dollars into the South Carolina economy and support suppliers throughout the state. These contributions are very important as industries such as tourism, marketing, and many others are impacted by the equestrian industry. This is important from the economic perspective as it is much easier to grow and maintain an existing, productive industry than to build a new one. Therefore, in this section the equestrian expenditures are reported as they serve as a main determinant of the size of this industry.

Table 2
Total Equestrian Related Expenditures in 2007

Expenditure Category Dollar Value Percentages
Boarding Fees 1,449,125 10%
Equine Purchases 2,496,000 18%
Stable Lease 629,000 4%
Animal Health 2,132,875 15%
Feed 1,215,195 9%
Grooming 2,299,735 16%
Fees 2,933,350 21%
Maintenance 1,014,720 7%
Total 14,170,000 100%

There are several main sources of equestrians’ expenditures in Aiken County. The equestrian survey asked participants to report their equestrian related expenditures for 2007. All together there were 32 expenditure categories which were combined into eight groups: boarding fees, equine purchases, stable lease payments, animal health, feed, grooming, fees, and maintenance. The total equestrian industry expenditures (without labor and capital costs) for 2007 were $14.17 million and are reported in Table 2.

As Table 2 and Figure 8 indicate, the equestrian expenditures were spread widely among the eight selected categories. The main expenditure categories reported by the participants were horse-related fees (21%), which include training, track, breeding, and show/tournament related fees. The second largest category was new equine purchases (18%). Grooming came in the third place (16%) and includes expenses such as farrier, clothing and other supplies (for both individuals and horses), grooming supplies, saddle & tack, advertisement, utilities, insurance, etc. The fourth largest category was animal health (15%), which included veterinarian fees, medicine, hospital-surgery/lab work, and other health related services. Boarding fees accounted for 10% of total equestrian expenditure while feed (feed, feed supplements, seeds, etc) and maintenance expenditures (fertilizers, building and equipment repair, fencing, etc) accounted for 9% and 7% respectively.

This study estimates an annual cost of $7,393.00 per horse, which amounts to $50.163 million in total spending produced by the equestrian sector. This immediate impact of the equestrian industry on Aiken County’s economy is a solid base for the County’s economic growth and development. However, in addition to the direct economic impact of the Aiken equestrian industry, there are additional indirect effects or so called “ripple” effects that get created by the initial equestrian spending. Numerous workers in Aiken County are employed by the local equestrian industry and those jobs provide workers with income which enables them to purchase goods and services from our local economy. These purchases are translated into additional economic impacts of the Aiken equestrian industry. These multiplied effects are explained and discussed in the following section.

Input-Output Analysis, Multiplier Effects & Economic Impact

It is important to measure the interrelationship of the equestrian industry with other industries in Aiken County. This study uses an economic input-output analysis in order to understand the inter-industry relationships between the Aiken equestrian industry and the local economy as well as the long-term impacts that result from equestrian businesses and activities. There are numerous economic models that can generate economic multipliers and estimate the long term benefits of an industry. However, this study uses the economic impact software program IMPLAN (IMpact Analysis for PLANning) to estimate the total economic contribution of the equestrian industry to the Aiken County economy. With this input-output model the purchases and sales of commodities between industries, businesses, and final consumers can be easily traced and analyzed. The input-output model uses the multiplier analysis to estimate the direct and indirect contribution of an industry. For example, total spending by the equestrian industry for labor, feed, veterinarian services, insurance, etc. create employment and income for businesses in those sectors. The output multiplier will measure the effect of a $1 change in an industry’s sales on the output of all other local industries.

The intention is to use the input-output model to estimate the “multiplier” portion of the equestrian industry’s impact on the Aiken County economy. However, the “equestrian industry” is not a well defined industry by the existing standard defined by the North American Industry Classification System (NAICS). In other words, while there are numerous other industries well defined by the United States Census Bureau and NAICS (e.g. farming, mining, manufacturing, trade, etc.), the equestrian activities are considered to be a part of the agricultural sector. Therefore, any spending regarding the equestrian sector (according to this definition) contribute to supporting the suppliers of the agricultural sector. However, the equestrian industry goes beyond the agricultural sector. Many race tracks and stables in Aiken County are not part of farm operations and not all horses are kept on farms. This makes it difficult to use a standard input-output model to estimate the economic impact of our local equestrian industry. Given the responses obtained from the equestrian and the tourist surveys, this study defines an equestrian industry as the one that reaches and affects numerous other industries and activities such as the agricultural sector, farm construction and maintenance, hunting, sporting goods, real estate, veterinary services, accounting and advertising services, hotels and other accommodations, and spectator sports. Based on the findings from the two surveys conducted, these 11 different industrial activities are closely related and affected by the Aiken equestrian industry. Therefore, when the economic impacts of the equestrian industry were estimated, a unique model that reflects diverse and multiple-industry related activities of the Aiken equestrian industry was created. All 11 above mentioned industries were combined and averaged out to obtain an economic impact that the equestrian industry has on our local economy.

The study estimates four different kinds of equestrian industry effects on our local economy:

  1. Direct Effects are associated with the Aiken equestrian industry’s direct gross receipts.
  2. Indirect Effects represent the relationship between different firms working through input purchases of goods and services.
  3. Induced Effects are economic impacts that arise from spending of household income earned by workers employed by the Aiken equestrian industry.
  4. Total Economic Impact of the Aiken equestrian industry is calculated as the sum of the direct, indirect, and induced effects of the Aiken equestrian industry.

The economic benefits gathered by the Aiken community are best measured in terms of the number of jobs created and the amount of personal income accruing to local residents. In the case of the equestrian industry, there are certain direct effects associated with the $50.163 million in total spending and estimated 1,329 full-time workers. The impacts of the equestrian industry on employment are given in Figure 9. As mentioned earlier, the Aiken equestrian industry itself accounts for 1,329 jobs. There are an additional 283 jobs due to indirect effects and 202 jobs due to induced effects. In total, 1,814 jobs in Aiken County can be attributed to the operations of the equestrian industry. The estimated 1,329 jobs translate into 1.7% of total jobs in Aiken County and this makes the equestrian sector an important local employer.

Furthermore, this study estimates the impact of the equestrian industry on the local household income. These estimates are given in Figure 10. There are $16.93 million in income effects that result directly from the local equestrian industry. In addition to this, there are indirect linkages that account for an additional $2.09 million, and the induced effects are another $217,513.00. In total, the impact of the Aiken equestrian industry on household income is estimated to be $19.25 million annually in 2007.

Finally, the economic impact of the Aiken equestrian industry can also be gauged by analyzing the effect of an average dollar in output on our local economy. In terms of the output multiplier of the equestrian industry, one dollar of spending by this industry leads to $1.65 of spending in the local economy. In other words, for every dollar of spending made by local equestrians, an additional 65 cents is generated for the Aiken County economy. Relative to other industries that dominate the Aiken economy, this multiplier is smaller than the ones produced by the manufacturing sector (2.05) or the construction sector (2.10). However, the equestrian multiplier is still larger than the FIRE multiplier of 1.51 (FIRE – Finance, Insurance, and Real Estate). Figure 5.4 illustrates direct, indirect, induced, and total output effects that the Aiken equestrian industry has on our local economy. The $50.16 million in direct gross receipts leads to an additional $11.76 million in indirect effects and an additional $9.89 million in induced effects for a total of $71.82 million.

Therefore, the key indicators of equestrian activities include total industry output, total income, and employment. Table 3 and Figure 12 summarize all the above mentioned effects of the equestrian industry on our local economy. The total estimated impacts of the Aiken equestrian industry are $71.81 million in gross output, 1,814 workers, and $19.25 million in labor earnings. The indirect effects are $11.76 in gross output, 283 workers, and $2.09 million in labor earnings, while the induced effects are $9.89 in gross output, 202 workers, and $217,513 in labor earnings.

Table 3

Total Impact Direct Impact Indirect Impact Induced Impact
Gross Output $71,817,514.65 $50,163,380 $11,764,446.86 $9,889,687.79
Household Income $19,250,943.46 $16,937,618.10 $2,095,812.09 $217,513.27
Employment 1814 1329 283 202

This input-output analysis of the Aiken equestrian industry reveals that its operations have a substantial impact on output, jobs, and income in Aiken County. Like any other industry, the equestrian industry makes a variety of input purchases that translate into flow of funds throughout the local economy. The indirect and induced effects of the equestrian industry work through numerous other sectors within the local economy and contribute to Aiken County’s economic growth and development.

Summary

The equestrian industry of Aiken provides many economic and cultural benefits to the people who live here. Aiken’s equine industry presents itself in many different ways starting from local business development to veterinarians, furriers, dentists, boarders, and other businesses closely related to horses. The current study estimates substantial benefits to the Aiken County economy through the creation of jobs, labor income, and output. Besides the economic benefits and contributions, the equine industry is very influential as it effects Aiken’s social, cultural, and financial environments. Given Aiken County’s strong reliance on industries susceptible to external factors – industries such as administrative and waste services, manufacturing, and construction – it is a recommendation of the current study to nurture the equestrian industry as an important economic cluster. The equestrian industry is an existing economic cluster of firms and institutions whose activities interconnect with the rest of the Aiken County economy. Nurturing the equestrian industry of Aiken should be the long-term goal. Industries such as tourism, accounting, marketing, and many others are impacted by continued growth of the Aiken equestrian industry.

References

South Carolina Department of Agriculture. (2008). South Carolina Market Bulletin. (Volume 83). Columbia, South Carolina: Author.

U.S. Bureau of Census. (2007), North American Industry Classification System. Washington, DC: Author.

Dr. Sanela Porca and Dr. J. Ralph Byington
School of Business Administration
University of South Carolina Aiken
Aiken, South Carolina 29801
803.641.3340

2016-10-12T15:01:23-05:00January 8th, 2010|Sports Facilities, Sports Management, Sports Studies and Sports Psychology|Comments Off on Economic Impact of Equestrians on Aiken, South Carolina

Do BCS Schools Have an Advantage over Non-BCS schools in APR Rankings? An Early Examination

Abstract

This paper will examine academics and athletics. In particular it will review the NCAA’s newest academic measuring tool, the Academic Progress Report. The APR was the NCAA’s response to calls for academic integrity. It is intended to ensure eligibility for student-athletes and to serve as a check and balance on athletic departments. The scores are meant to provide institutions with a clear set of goals for each team and to set a higher priority on academics in collegiate athletic departments. We will try and answer the question: Do BSC schools have an advantage over non-BCS schools in APR rankings?
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2016-10-20T14:15:38-05:00October 5th, 2009|Contemporary Sports Issues, Sports Facilities, Sports Management|Comments Off on Do BCS Schools Have an Advantage over Non-BCS schools in APR Rankings? An Early Examination
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