UT has been screwed up for years. "dysfunctional" is putting it mildly. the BB hire will be an acid test of if it is getting back on track. see below:
CHALK TALK
VOLUNTEER STYLE
VOLUME V
MARCH 6, 2014
While it is difficult to pinpoint the exact timing of when Tennessees decline began with the football program it is apparent what led to that decline. As with most declines it started slowly, somewhat under the radar and grew to where a once championship level program was fighting to stay in the top half of the SEC. Four head coaches in a six year period, three straight seasons without a bowl and two consecutive losses to Vanderbilt will get your attention.
Today Chalk Talk looks at the reasons behind the decline. This comes after eighteen months of talking to people involved both directly and indirectly at the university as well as some no longer with the university. We look at the off the field issues that were of tremendous importance not only in successful times but in unsuccessful times as well. Please notice the emphasis on off the field issues. I have rewritten this particular Chalk Talk at least a dozen times trying to strike the right tone in detailing how in less than a decade, over site requirements, fiduciary responsibilities and basic communication and trust between academics and athletics almost disappeared from the university. Hopefully you will get a clear understanding of:
WHY WE ARE WHERE WE ARE
In 1999 Dr. Joe Johnson retired followed in 2002 by the retirement of Doug Dickey. A clear succession plan for either was not in place and the university would pay dearly for that lack of preparation.
Dr. Johnsons retirement ended fifty years of leadership from presidents that grew up in the Tennessee system, the exception being Lamar Alexander. Dr. Andy Holt served six years as vice president and twenty as president, Dr. Ed Boling nine years as VP and eighteen as president. Alexander was president for three years followed by Dr. Johnson who spent twenty five years as vice president and ten in the presidents office. In the ensuing ten years six different men would serve in that capacity. Excluding interims Dr. Johnson and Eli Fly only one of the other four, the current president had any experience in the Tennessee system. For a decade following Dr. Johnson, experience at the university was no longer deemed important by the leadership of the board of trust. Too inbred was a problem. Presidents needed to come from somewhere other than The University of Tennessee system. Indeed having experience at the University of Tennessee on your resume seemed to be an automatic disqualifier.
Ironically the leadership of the board were themselves inbred.
Bob Woodruff and Doug Dickey were the athletic directors during the majority of this time. Both former head coaches steeped in Tennessee tradition, both men were highly respected by their peers and the academic part of the university. Each had the trust of the presidents they worked for. With both everyone knew who the boss was and where the boss stood on the key issues. From Neyland in 1926 through Dickeys leaving in 2002 every University of Tennessee athletic director had a strong coaching background and a strong University of Tennessee background. Indeed all were former head coaches in the Southeastern Conference Neyland, Barnhill, Wyatt and Dickey for the Big Orange and Woodruff at Florida.
The reporting authority for the athletic department for this period was the President of the UT system in the belief that the athletic program was a state wide program and not limited to the Knoxville campus.
Cooperation between the athletic department and the provost was built on trust and communication. Key admissions and curriculum issues were handled behind closed doors for the most part. When disagreements could not be solved the president was called in. This system worked well for half of a decade.
The Thornton Center was built in the mid 90s by the athletic department, a huge boost for all athletes in all sports. All operational costs are covered by the athletic department. Because of a disagreement in supervision, a kind description of the situation at the time, the university assumed control around the turn of the century. What had been a top priority for the athletic department became just another academic help area for the university. The head of the Thornton center now reported to the provost and not the athletic director.
The Vols enjoyed thirty-two years of former players as head football coach starting in 1977, sixteen by John Majors and sixteen by Phillip Fulmer. Both won multiple conference championships and Fulmer a national championship. Being native Tennesseans as well as graduates of the university gave each the advantage of knowing the history of this great university. Additionally each knew the key players within the university and built relationships that developed trust between the football program and the university. And the key players knew them as well. The Tennessee brand grew back to the top of college football under these Tennessee men. As late as 2001 the Volunteers were one game away from playing for another national championship. As either a player or coach for the Big Orange these two men were part of seven of the thirteen SEC championships won by the Volunteers.
THE DECLINE BEGINS
Post Dr. Johnson and Coach Dickey, starting in the early 2000s the leadership of the university and the athletic department changed dramatically. Because of the constant turnover in the president and chancellor positions oversight of the athletic department was almost nonexistent. Communication between the athletic department and the provost nearly ceased as neither trusted the other when it came to matters of admissions and curriculum. The void in presidential leadership made the situation worse as there was no one to settle the issues of disagreement. When there is a void someone will fill it, normally the stronger personality. That someone was the provost.
Three key areas vital to any football program were affected: admission exceptions, curriculum help for borderline athletes, and the Thornton center for academic help. In other words the football program was having problems getting key players admitted, finding classes to put them in and keeping them eligible through the Thornton center. All three of these areas were controlled by the provost office. Without trust and communication and with a president unable or unwilling to step in, things went south in a hurry. Admission requirements increased, exceptions decreased, and helpful curriculums went away.
Exceptions for athletes are a way of life for top tier university football programs, especially in the Southeastern Conference. In a class of twenty-five, six or seven would normally be special admits to the university approved by the president (now the chancellor). Anyone admitted must meet the minimums of the NCAA but not necessarily the minimums of the university. Presidents from Andy Holt through Joe Johnson understood this, approved it and instructed their provost to facilitate those admissions.
With Woodruff and Dickey each president trusted these exceptions would have the ability to work towards graduation, knowing academic help was in place and administered by the athletic department. Both of these men were strong leaders who held individual head coaches accountable for the players they brought to the university. Woodruff and Dickey understood the position athletics would put the president in if the exceptions he approved caused problems to the university. Again, trust and leadership was so important. That all ended when Dickey retired. So did the trust factor so important to any organization.
The fourth key area affected by poor leadership and oversight was the financial situation in the athletic department. I have been unable to find anyone in the administration of the university who will admit to overseeing buyouts of coaches and athletic directors or the building projects that are ongoing today. Our current athletic director inherited a reserve fund of less than $2 million. This is a dangerously low amount for a department with an annual budget of over $100 million. $30 to $40 million is the minimum you would like to have in reserve. When any athletic department is forced to borrow from the university of which they are a part, especially one with an annual budget as large as Tennessees, red flags show up. Competence and leadership begin to be questioned.
By 2011 Tennessee was in a world of hurt, much worse that most believed.
A botched, classless in season firing of a hall of fame coach, the hiring of a west coast renegade that lasted less than one year and nearly put the institution under the NCAA jail, followed by a coaching search that ended with the hiring of an inexperienced son of a SEC legend brought to an end a forgettable era of the Volunteer athletic department.
Dave Hart became the seventh athletic director of the University of Tennessee in September of 2011. His charge, get the football program healthy and back to championship contention.
WHERE WE ARE TODAY - MARCH, 2014
If Butch Jones is the most important hire of the Dave Hart era then Dr. Joe Scogin is a close second. Scogin was brought in from the University of Missouri to head the Thornton Center and help rebuild the relationship between the athletic department and the provosts office. A key component of the move included Dr. Scogin being both a senior associate athletic director AND an assistant provost. I have been unable to find another university with this dual position, a trailblazing move in my opinion. By holding both positions Dr. Scogin has credibility with both the academic and athletic interests of the university. Mr. Hart knows that any hope for on field success depends on working with the provost office to ensure we remain competitive with our rivals. Dr. Scogin was hired to facilitate that cooperation. Early results have been dramatic. One year ago not only was the football program facing a potential bowl ban because of poor academic progress, it also was close to realizing forced scholarship reductions. Now, the latest APR (academic progress report) was perfect, a rarity in the NCAA. The athletic department announced last month that twenty-four of twenty-five seniors would graduate this year. The Thornton center has transformed into a vibrant workplace where athletes are receiving the help so necessary in todays athletic environment. What had been an embarrassment now was a huge plus, especially when talking to prospective recruits and their parents. A future Chalk Talk will detail the turnaround in the Thornton center and the impact it has on many of the athletes that are part of the university.
Most importantly the improvement in the three key areas discussed above, admission exceptions, curriculum help for borderline athletes and the Thornton Center for academic help has been exceptional, not to mention the overall restoration in communication and trust between the provost and the athletic department. Without these areas being addressed and restored the football program had little chance of success. Just as there was plenty of blame to go around in our decline many should share in the credit for the 180 degree turnaround. Certainly Dr. Cheek and Dr. Martin on the university side and Dave Hart and Dr. Scogin have worked closely to regain the trust that is so important for success. I am sure many more have worked diligently in both areas. Bottom line, I have been assured the athletic department has zero concerns in both admissions and curriculum with the provosts office.
As discussed above the fourth area of concern is the financial situation in the athletic department. Reserve funds continue to be under $2 million and prospects for getting back to an acceptable level are probably several years down the road when the new SEC network and new television contracts kick in. Conservative estimates are an additional $15 million per year which, if accurate, would increase the Southeastern Conference yearly payout to the athletic department to near the $35 million level. Additionally the university agreed to a three year waiver on annual payments of approximately $7 million per year two years ago. An extension of or better yet the elimination of the annual payment is a must in my opinion to enable the athletic department to reach an acceptable reserve level in the near future. Certainly a competitive football team would help and that is now possible primarily because the athletic department and the academic administration are once again working together in the best interests of the university.
A closing thought
in an earlier Chalk Talk General Neylands reliance on unity of command or leadership was highlighted. What became very clear during the research on this article was how little unity of command came from the board of trust, the presidents office, the chancellor/provost and the athletic director during our decline. The good news, it appears these groups once again are leading and the entire university should benefit.