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The Economics of Professional Sports League Broadcasts
Antitrust , Vol. 34, No. 1, Fall 2019. © 2019 by the American Bar Association. Reproduced with permission. All rights reserved. This information or any portion thereof may not be copied or disseminated in any form or by any means or stored in an electronic database or retrieval system without the express written consent of the American Bar Association. The Economics of Professional Sports League Broadcasts BY MICHAEL CRAGG, DANIEL FANARAS, AND DANIEL GAYNOR T HAS BEEN NEARLY TEN YEARS SINCE on its own; cooperation from other teams and the league is the Supreme Court’s American Needle decision, 1 and essential. 5 one might think that sports-related antitrust litigation As with many other collaborations, U.S. professional would have generated greater clarity for both legal and sports leagues operate ventures with a limited or “closed” economic principles relating to professional leagues membership that is designed to create incentives and effi - Igenerally, and those involving the output of sports leagues, ciencies that could not be achieved outside the league context. specifically. But this has not been the case. Many courts con - Each league, for example, has a set number of teams and play - tinue to struggle with myriad issues relating to professional ers as well as uniform equipment and playing rules. And the sports collaborations: defining broadcast “output,” deter - league, at the venture level, directs and coordinates the mar - mining what is (and is not) a venture-level product, assessing keting and the sale of broadcast rights, which typically are dis - various justifications of venture-level restraints, and con - tributed through league-wide agreements or those subject to structing the proper “but-for world” under a rule of reason restrictions determined by the venture. -
What NCAA V. Alston Means for Professional Sports Leagues Jodi S
What NCAA v. Alston Means for Professional Sports Leagues Jodi S. Balsam* The Supreme Court in Alston held that the National Collegiate Athletic Association (NCAA) and its member conferences violated the antitrust laws by collectively restricting, in the name of amateurism, the education-related benefits offered to college athletes.1 While the Court accepted that NCAA amateurism serves consumers by offering a brand of athletic contests distinct from professional sports, it found the NCAA’s fluctuating and incoherent definition of amateurism insufficient to justify the breadth of its student-athlete compensation rules.2 As a result, student athletes will now have access to, for example, graduate or vocational school tuition, payments for academic tutoring, paid post-eligibility internships, and similar education- related benefits, as long as these benefits are not tantamount to a professional athlete’s salary.3 Despite this defeat for the NCAA joint venture, the Court recognized the value of joint ventures generally, and clarified the framework for evaluating their competitive impact. Specifically referring to sports leagues, the unanimous Alston Court warned the lower courts against reflexively condemning joint venture arrangements that are necessary to create a product and advised deference to the business judgments of venture participants.4 Mining that vein of thought, this essay identifies three significant take-aways for professional sports leagues from the Alston decision: (1) “quick look” review is generally not appropriate to summarily disapprove sports league coordinated conduct under the antitrust laws; (2) “rule of reason” antitrust analysis does not require sports leagues to structure their business in the “least restrictive” way; and (3) to the extent a professional sports league is more analogous to an individual college athletic conference, as opposed to the entire NCAA, member clubs may have more latitude to coordinate their conduct without violating the antitrust laws. -
The Roger Goodell Standard: Is Commissioner Authority Good for Sports?
MONDELLI 2017 THE ROGER GOODELL STANDARD: IS COMMISSIONER AUTHORITY GOOD FOR SPORTS? Michael Mondelli* I. INTRODUCTION .............................................................................. 192 II. THE POWERS THE COMMISSIONERS OF THE NFL, MLB, NBA, AND NHL ........................................................................................ 194 A. The MLB Commissioner’s Authority .............................. 194 B. The NHL Commissioner’s Authority .............................. 196 C. The NBA Commissioner’s Authority .............................. 198 D. The NFL Commissioner’s Authority .............................. 200 E. The Ubiquity of “The Best Interest of the League” Clause ............................................................................ 201 III. ANALYSIS OF LEGAL RAMIFICATIONS OF COMMISSIONER DISCIPLINE ILLUSTRATED BY DEFLATEGATE ........................ 202 A. Deflategate: Before the Courts ....................................... 203 B. NFL Mgmt. Council v. NFL Players Ass’n .................... 205 C. Goodell’s Appeal: NFL Mgmt. Council v. NFL Players Ass’n ............................................................................... 207 IV. LEGISLATION IN OPPOSITION TO THE “BEST INTEREST OF THE LEAGUE” CLAUSE .................................................................. 209 A. Why Commissioner’s Broad Authority Is Unfair and Creates Wide-Ranging Problems ................................. 209 B. Privacy and Constitutional Rights Legislation .............. 213 C. Arbitration Legislation ................................................... -
Federal Communications Commission FCC 02-287 Before the Federal
Federal Communications Commission FCC 02-287 Before the Federal Communications Commission Washington, D.C. 20554 In the Matter of: ) ) Implementation of the Satellite Home Viewer ) Improvement Act of 1999: ) CS Docket No. 00-2 ) Application of Network Non-Duplication, ) Syndicated Exclusivity, and Sports Blackout ) Rules To Satellite Retransmissions of Broadcast ) Signals ) ORDER ON RECONSIDERATION Adopted: October 10, 2002 Released: October 17, 2002 By the Commission: TABLE OF CONTENTS Paragraph I. INTRODUCTION ........................................................................................................................... 2 II. BACKGROUND AND SUMMARY OF PETITIONS................................................................... 3 III. ORDER ON RECONSIDERATION............................................................................................... 4 A. Transition Phase-In Period.................................................................................................. 4 B. Sports Blackout Rule .......................................................................................................... 6 1. The sports blackout rule applied to retransmission of network stations. ............... 6 2. Forty-eight hour Notification Period ..................................................................... 9 C. Definition of “Local” for Purposes of the Application of the Sports Blackout Rules ................................................................................................................................ -
Scope and Authority of Sports League Commissioner Disciplinary Power: Bounty and Beyond
Scope and Authority of Sports League Commissioner Disciplinary Power: Bounty and Beyond Adriano Pacifici I. Introduction ................................................................................................... 93 II. Creation and Evolution of today’s “Commissioner” .................................... 95 III. Power of Commissioners’ Review Under Each League’s Current CBA, Constitution, and By-Laws .......................................................... 99 A. Major League Baseball ................................................................... 100 B. National Hockey League ................................................................ 101 C. National Basketball League ............................................................ 102 D. National Football League ............................................................... 103 IV. NFL’s Disciplinary Review Issues through the lens of the “BountyGate” Scandal ......................................................................... 105 A. Background ..................................................................................... 105 B. Commissioner Goodell’s Initial Decision, & Decision on Appeal .......................................................................................... 106 C. NFLPA Files Lawsuit ..................................................................... 107 D. Evident Partiality ............................................................................ 108 E. Tagliabue Decision ........................................................................ -
Arizona Sports League + Small Goal Soccer About Azsl + Sgs
ARIZONA SPORTS LEAGUE + SMALL GOAL SOCCER ABOUT AZSL + SGS ● 40,000 active adults annual participation. ● 121k+ adults annual participation ● 50,000 eblast database ● Sends Team USA to 6v6 Soccer World Cup ● 20,000+ Social Ecosystem ● Created Regional & National 6v6 Soccer ● Create & organize adult leagues in soccer, National Final Tournaments bowling, volleyball, pickleball, flag football, ● Created and run soccer leagues in 20+ softball, lacrosse, dodgeball. Markets ● Create & organize tournaments: Sports ● Leagues Run Year Round Festivals, Adult Camp, CAMP ASU, Charity ● 50k+ person eblast database Bowling Tournaments, FIFA Tournaments, ● 20k+ Social Ecosystem Corporate Cups, Rocky Point Beach Soccer Tournaments & more. CHECK OUT VIDEOS OF OUR EVENTS CHECK OUT VIDEOS OF OUR EVENTS CHECK OUT VIDEOS OF OUR EVENTS 121K ATHLETES* SGS DEMOGRAPHICS Total includes athletes who play more than 1 season 65k Players 12.6k Players 6.1k Players 3.2k Players 4.7k Players 5.9k Players 19.7k Players 3.9k Players Highly diverse participation 70% Male 30% Female Mostly young professionals & college age students (21-35) 40K+ ATHLETES* AZSL DEMOGRAPHICS Total includes athletes who play more than 1 season 40k+ Players Highly diverse participation 60% Male 40% Female Mostly young professionals & college age students (21-35) OUR CHARITY CHANGE YOUR STARS FOUNDATION IN 2020 WE: ● Brought 25 kids Christmas Shopping ● Gave 50 kids in Mexico a soccer clinic, lunch, shirts, soccer balls & water bottles. ● Sent 50 kids to overnight camp at Camp Tontozona ● Took 100 lower-income children to the Harlem Globetrotters ● Brought 25 kids Back-To-School shopping ● Sent 15 kids to week-long Summer Camp ● Took 100 lower-income children to Monster Jam ● Gave 50 refugees winter jackets ● Gave rent assistance to a single-parent family about to get evicted. -
Adult Sports Policies and Procedures
Adult Sports Policies and Procedures A. Introduction The City of Ames Parks and Recreation Department reserves the right to make changes to this document as necessary during the course of the season. These will regard only matters of very unusual circumstances deemed necessary by the City of Ames Parks and Recreation. B. Liability Statement The City of Ames Parks and Recreation, its employees or appointed agents assume no responsibility for any personal injury or loss that any team member or spectator may incur as a result of these programs. Individuals are encouraged to have their own personal health/accident plan for any such injuries that occur. Players may be held responsible for unnecessary damage that may occur as a result of misconduct in a facility. C. Apparel 1. Jewelry can not be worn in league contests. An exception will be made for religious or medical medallions and flat band rings (medallions should be taped down if worn). 2. Hats can not be worn during league contests Exception: hats may be worn in softball 3. Participants must wear a t-shirt at all times D. Eligibility 1. Individual Eligibility Requirements i. Players must be 17 years of age as of the start of league play to be eligible ii. No player competing for a high school, junior college, college or university team will be eligible to participate in the Parks and Recreation Adult Sports Leagues in the same division of play, while in season. iii. Participants who have played at the collegiate level within the past four years may only play on a team competing at the “A” level of play. -
Parity and Predictability of Competitions
Parity and Predictability of Competitions E. Ben-Naim,1, ¤ F. Vazquez,1, 2, y and S. Redner1, 2, z 1Theoretical Division and Center for Nonlinear Studies, Los Alamos National Laboratory, Los Alamos, New Mexico 87545 2Department of Physics, Boston University, Boston, Massachusetts 02215 We present an extensive statistical analysis of the results of all sports competitions in ¯ve major sports leagues in England and the United States. We characterize the parity among teams by the variance in the winning fraction from season-end standings data and quantify the predictability of games by the frequency of upsets from game results data. We introduce a novel mathematical model in which the underdog team wins with a ¯xed upset probability. This model quantitatively relates the parity among teams with the predictability of the games, and it can be used to estimate the upset frequency from standings data. What is the most competitive sports league? We 1 answer this question via an extensive statistical survey (a) of game results in ¯ve major sports. Previous stud- 0.8 ies have separately characterized parity (Fort 1995) and predictability (Stern 1997, Wesson 2002, Lundh 2006) of 0.6 sports competitions. In this investigation, we relate par- F(x) 0.4 NFL ity with predictability using a novel theoretical model in NBA NHL which the underdog wins with a ¯xed upset probability. MLB Our results provide further evidence that the likelihood 0.2 of upsets is a useful measure of competitiveness in a given 0 sport (Wesson 2002, Lundh 2006). This characterization 0 0.2 0.4 0.6 0.8 1 complements the myriad of available statistics on the out- x comes of sports events (Albert 2005, Stern 1991, Gembris FIG. -
Team Payroll Versus Performance in Professional Sports: Is Increased Spending Associated with Greater Success?
Team Payroll Versus Performance in Professional Sports: Is Increased Spending Associated with Greater Success? Grant Shorin Professor Peter S. Arcidiacono, Faculty Advisor Professor Kent P. Kimbrough, Seminar Advisor Duke University Durham, North Carolina 2017 Grant graduated with High Distinction in Economics and a minor in Statistical Science in May 2017. Following graduation, he will be working in San Francisco as an Analyst at Altman Vilandrie & Company, a strategy consulting group that focuses on the telecom, media, and technology sectors. He can be contacted at [email protected]. Acknowledgements I would like to thank my thesis advisor, Peter Arcidiacono, for his valuable guidance. I would also like to acknowledge my honors seminar instructor, Kent Kimbrough, for his continued support and feedback. Lastly, I would like to recognize my honors seminar classmates for their helpful comments throughout the year. 2 Abstract Professional sports are a billion-dollar industry, with player salaries accounting for the largest expenditure. Comparing results between the four major North American leagues (MLB, NBA, NHL, and NFL) and examining data from 1995 through 2015, this paper seeks to answer the following question: do teams that have higher payrolls achieve greater success, as measured by their regular season, postseason, and financial performance? Multiple data visualizations highlight unique relationships across the three dimensions and between each sport, while subsequent empirical analysis supports these findings. After standardizing payroll values and using a fixed effects model to control for team-specific factors, this paper finds that higher payroll spending is associated with an increase in regular season winning percentage in all sports (but is less meaningful in the NFL), a substantial rise in the likelihood of winning the championship in the NBA and NHL, and a lower operating income in all sports. -
The Growing Power of the NBA Commissioner
CORE Metadata, citation and similar papers at core.ac.uk Provided by Via Sapientiae: The Institutional Repository at DePaul University DePaul Journal of Sports Law Volume 7 Issue 1 Fall 2010 Article 3 Why So Stern?: The Growing Power of the NBA Commissioner Michael R. Wilson Follow this and additional works at: https://via.library.depaul.edu/jslcp Recommended Citation Michael R. Wilson, Why So Stern?: The Growing Power of the NBA Commissioner, 7 DePaul J. Sports L. & Contemp. Probs. 45 (2010) Available at: https://via.library.depaul.edu/jslcp/vol7/iss1/3 This Article is brought to you for free and open access by the College of Law at Via Sapientiae. It has been accepted for inclusion in DePaul Journal of Sports Law by an authorized editor of Via Sapientiae. For more information, please contact [email protected]. WHY SO STERN?: THE GROWING POWER OF THE NBA COMMISSIONER Michael R. Wilson* I. INTRODUCTION Former National Basketball Association ("NBA") player Dennis Rodman was a source of controversy throughout his career and re- ceived significant attention from NBA commissioner David Stern. In 1997, Stern qualified his authority to punish Rodman and NBA play- ers generally, stating "I want to make it clear that I'm not going to punish [Rodman] for what he does off the court. I'm going to let the media crucify him for that. .This is still America, and my jurisdiction is still the basketball court."' Despite this statement, David Stern has enjoyed expansive discipli- nary authority that extends beyond the basketball court, micromanag- ing virtually all player conduct so long as it is related to a player's employment with the NBA. -
National Standards for Youth Sports Modifying the Sports Environment for a Healthier Youth
National Standards For Youth Sports Modifying the Sports Environment for a Healthier Youth Compiled By: National Alliance for Youth Sports 2008 Edition www.NAYS.org An Introduction to the National Standards for Youth Sports The National Alliance for Youth Sports (NAYS) is pleased to release this revised edition of the National Standards for Youth Sports. The original version of the National Standards for Youth Sports were released in 1987 to provide direction for parents to follow when developing and administering youth sport for children. Since then, the Standards have served as the blueprint for how thousands of recreation professionals have conducted their youth sports programs through the years in an effort to meet the needs of all their participants. In December 2007, a dedicated group of professional youth sports administrators convened during the International Youth Sports Congress in Orlando, Florida to re-examine the Standards in relation to the current youth sports environment. This new edition reflects the consensus of this group and addresses a variety of topics that currently affect the delivery of youth sports programs. The purpose of these Standards is to provide a framework by which youth sports programs are designed and executed. While the previous edition was focused on parents and the role of parents within the youth sports landscape, this new version is directed to the league and program administrators. The National Standards for Youth Sports place in motion a nation policy for youth sports. In addition to the nine standards, we have included three additional sections that provide information to parents, volunteer coaches and participants to explain what the National Standards for Youth Sports specifically mean to each group. -
Anomalies in Tournament Design: the Madness of March Madness
Working Paper Series, Paper No. 09-10 Anomalies in Tournament Design: The Madness of March Madness Robert Baumann†, Victor A. Matheson††, and Cara Howe††† October 2009 Abstract Tournament design is of crucial importance in competitive sports. The primary goal of effective tournament design is to provide incentives for the participants to maximize their performance both during the tournament and in the time period leading up to the tournament. In spectator sports, a secondary goal of tournament design is to also promote interesting match ups that generate fan interest. Seeded tournaments, in general, promote both goals. Teams or individuals with strong performances leading up to a tournament receive higher seeds which increase their chances of progressing further in the tournament. Furthermore, seeding ensures that the strongest teams or players are most likely to meet in the final rounds of the tournament when fan interest is at its peak. Under some distributions of team or player skill, however, a seeding system can introduce anomalies that could affect incentives. Our analysis of the NCAA men’s basketball tournament uncovers such an anomaly. The seeding system in this tournament gives teams with better success in the regular season more favorable first round match ups, but the tournament is not reseeded as the games progress. Therefore, while higher seeds progress to the 2nd round of the tournament at uniformly higher rates than lower seeds, this relationship breaks down in later rounds. We find that 10th and 11th seeds average more wins and typically progress farther in the tournament than 8th and 9th seeds. This finding violates the intended incentive structure of seeded tournaments.