SCHSL Commissioner Search, Stakeholder Survey Results

S O U T H C A R O L I N A H I G H S C H O O L L E A G U E EXECUTIVE SEARCH FOR COMMISSIONER BWP & ASSOCIATES 8 7 2 S . M i l w a u k e e A v e n u e # 2 2 1 , L i b e r t y v i l l e , I L 6 0 0 4 8 7 0 8 . 3 6 1 . 4 9 9 7 w w w . b w p a s s o c i a t e s . c o m

1 11/3/2026 11/3/2026 11/3/2026 BWP & Associates BWP & Associates 1 2 •Individual phone meetings with the Executive Committee, SCHSL staff and legislators (23 calls) •Survey sent to SCHSL members and other email lists •Through the survey and phone meetings, engagement reached a total of 438 individuals •Review and analysis of major trends from calls and surveys •Development of the DRAFT Leadership Profile Engagement Process Surveys Phone Meetings 1 2

2 11/3/2026 11/3/2026 11/3/2026 BWP & Associates BWP & Associates 3 4 Q1: Select from the list below the three most significant strengths of the South Carolina High School League 19% 22% 23% 27% 28% 31% 36% 36% 42% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% SCHSL organizational structure SCHSL Executive Committee SCHSL financial management and fundraising Appropriate avenues for participation and feedback from those served by the SCHSL Effective implementation of policies that uphold SCHSL's Mission, Purpose, and Beliefs SCHSL decision-making processes SCHSL communication with stakeholders SCHSL responsiveness to emerging challenges and issues SCHSL leadership and staff 3 4

3 11/3/2026 11/3/2026 11/3/2026 BWP & Associates BWP & Associates 5 6 Q2: Q3 What do you consider to be the three most important issues or concerns facing the South Carolina High School League in the next five years? Adaptability and Innovation Collaboration Communication Crisis Management Decision-Making and Problem-Solving Financial Management Fundraising Organizational Management Political Skills Public Relations Relationship Building Visibility Assuring transparency in decision-making when structural or other changes are made. Assuring actions which enrich students' educational experience and serve the needs of scholastic athletic programs throughout the state. Providing a cohesive atmosphere among members that promotes fair play, sportsmanship, and equity. Improving communication strategies that meet the needs of member schools and athletic programs. Assuring all policies and practices provide a program that promotes, protects, and conserves the health and physical welfare of all students. Providing a program that that supports properly trained administrators, coaches, and support staff. Addressing emerging challenges related to areas such as competitive fairness, transfers, and Name, Image, and Likeness (NIL). 0% 17% 26% 34% 34% 56% 60% 64% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% :Select from the list below the three most important leadership skills you would like a SCHSL Commissioner to have 2% 5% 9% 11% 12% 13% 22% 23% 25% 47% 54% 73% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 5 6

4 11/3/2026 11/3/2026 11/3/2026 BWP & Associates BWP & Associates 7 8 Q4: Q5: Select from the list below the three most important characteristics you would like a SCHSL Commissioner to exhibit 4% 4% 6% 10% 10% 20% 21% 23% 36% 43% 52% 68% 0% 0% 10% 10% 20% 20% 30% 30% 40% 40% 50% 50% 60% 60% 70% 70% 80% 80% 90% 90% 100% 100% Enthusiasm Innovation Politically Savvy Integrity Visionary Focus on student athletes Negotiator Risk Taker Team Builder Peace Maker Judgment Change Agent For each of the items below, indicate whether you believe the item is either extremely important, important, or not as importantin the new SCHSL Commissioner Innovation Politically Savvy Integrity Enthusiasm Focus on student athletes Risk Taker Negotiator Peace Maker Team Builder Visionary Judgment Change Agent 4% 4% 6% 10% 10% 20% 21% 23% 36% 43% 52% 68% 7 8

5 11/3/2026 11/3/2026 11/3/2026 BWP & Associates BWP & Associates 9 10 Q5: Q6: For each of the items below, indicate whether you believe the item is either extremely important, important, or not as importantin the new SCHSL Commissioner 17% 32% 24% 42 % 42 % 65% 65% 62% 68% 54% 44% 25% 21% 34% 59% 62% 48% 41% 41% 44% 54% 50% 54% 53% 40% 27% 25% 37% 39% 32% 35% 33% 35% 34% 34% 35% 7% 10% 17% 3 % 3 % 14% 2% 4% 5% 16% 1% 11% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Experience with operations management including the leadership,… Experience with executive oversight of specific duties, salary, and expenses Experience with funds management and financial reporting Experience with fundraising Experience working with Boards, Commissions, and elected officials Experience with public relations Experience with using technology for management and internal and… Experience as a school district administrator Experience as a high school athletic coach Experience as a high school Athletic Director Experience as a student athlete Experience as a parent of a student athlete Experience as a classroom teacher Experience in a multi-cultural environment Experience in strategic planning Experience in South Carolina or the Southeast 1% 2% 4% 8% 48% 63% 65% 73% 83% 92% extremely important important not as important Please indicate all that apply to you 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% I am a member of the SCHSL Executive Committee or the SCHSL staff. I am or have been a high school or middle school athletic coach. I am or have been a teacher or building administrator. I am or have been a school Athletic Director. I am or have been a superintendent or district office staff member. My children attend or have attended schools in South Carolina. My children are or have been student athletes in South Carolina. I am or have been a student athlete in South Carolina. I hold an elected political office. I am or have been a school board member. 9 10

6 11/3/2026 11/3/2026 11/3/2026 BWP & Associates BWP & Associates 11 12 Q7:If you are employed by a school district, please specify your position Support staff (includes secretary, instructional assistant, custodian, bus driver, food service, maintenance) Teacher Other Administrator Other certified staff 0% 3% 10% 9% 10% 20% 30% 40% 44% 45% 50% 60% 70% 80% 90% 100% •Strong history of service •Stability of the League •Organization is membership-driven •Diversity of membership •League is focused on student-athletes •League has addressed competitive adjustments •Excellent financial management •Specific process for inclusive decision- making 11 12

7 11/3/2026 • • • • • • • • League vision in a changing environment Eligibility, transfers, competitive balance, and NIL Changing and challenging political environment Lack of public and political understanding of the League’s work Communication with members, legislators, the public, and other stakeholders Need to “tell the League’s story” versus allowing others to do so Being proactive versus reactive Does the League’s organizational structure meet changing needs? BWP & Associates11/3/2026 11/3/2026 BWP & Associates 13 14 •Organizational Management •Financial Management • Communications •Professional Qualities 13 14

8 11/3/2026 • • • • • • • • Ability to delegate Strategic planni ng s kill s Ability to anticipate emerging trends •Ability to mak e ma xim u m use of resources Knowledge of structures and systems to meet critical functions Experience in motivation, management, development, a evaluation of personnel Understands how technology can improve service and efficiency Comfort with innovation (“thinking out of the box”) Able to make decisions based on by-laws, facts, data, rea and best practices Loremipsumdolorsitamet,consecteturadipiscingelit. Quisquemolestie nisleusemtristique,sitametconvallisexaliquam. Maecenas variuslectus hendreritaugu blandit. Lorem ipsum dolor sit amet, consectetur adipiscing elit. Quisque molestie nisleusemtristique,sitametconvallisexaliquam.Maecenas variuslectus hendrerit augue blandit. BENEFIT 02 BENEFIT 02 KEY ATTRIBUTES FOR NEW COMMISSIONER ORGANIZATIONAL MANAGEMENT11/3/2026 BWP & Associates 15 16 •Skilled in fundraising, marketing, and partnership development •Experience in budget development and oversight o adopted budgets KEY ATTRIBUTES FOR NEW COMMISSIONER FINANCIAL MANAGEMENT 11/3/2026 BWP & Associates 16 15

9 11/3/2026 • • • • • • • • •• • • • • • • • • • Trust builder Visible, accessible, flexible, and inclusive Capacity to grow and learn as a leader Athletic administration or other high-level education leadership background Experience working with a Board Experience in a complex political environment Understands levels InAtebgirliitty t aon md a ck o e u m r a gx iem u m u s e o f r e s o u r c e sL o r e m ip s um d olo r s it a m e t , c o n s e c te tu ra d ip is c ingelit. Quisquemolestie B thE N E F I T 0 2e wo rk “ o n t h e ground” at school/district nisleusemtristique, sit ametconvallis ex aliquam. Maecenas variuslectus Willing to listheenndreritaugueblandit. Strong team-builder and collaborative influence Effective coBmmE N E F I T 0 2u ni ca to r w ith the public, politicians, and internalandexternalstakeholders CAobnilsietyn tsou sm b a uk ie l d m e a r x im u m u s e o f r e s o u r c e sL o re m ip s u m d olo r s it a m e t , c o n s e c te tu ra d ip is c ingelit. Quisquemolestie nisleusemtristique, sit ametconvallis ex aliquam. Maecenas variuslectus Partnership b u i l d e rh e nd re r i ta ug ueblandit. Ability to foster and articulate a shared vision for the SCHS Ability to work in a complex political environment Ability to explain decisions and policies to multiple audie Can effectively “tell the League’s story” KEY ATTRIBUTES FOR NEW COMMISSIONER KEY ATTRIBUTES FOR NEW COMMISSIONER PERSONAL QUALITIES11/3/2026 BWP & Associates COMMUNICATION BWP & Associates 11/3/2026 17 18 17 18

10 11/3/2026 11/3/2026 11/3/2026 BWP & Associates BWP & Associates 19 20 APPROVE FINAL LEADERSHIP PROFILE FINALIZE POSITION ANNOUNCEMENT FINALIZE ADVERTISING SITES DETERMINE COMPENSATION STATEMENT PROPOSEDCOMPENSATION STATEMENT: “Commissionercompensation packagecommensuratewithexperienceand compensationincomparablestates.” 19 20

11 11/3/2026 11/3/2026 BWP & Associates 21 21

(Executive Committee, SCHSL Staff, Legislators – 23 TOTAL) 1 | Page SCHSL STAKEHOLDER PHONE CALL FEEDBACK Strengths • • • Challenges • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • Made competitive balance adjustments Strong foundation because of long history Resource for ADs and administrators in member schools Strong knowledge of what needs to be Institutional knowledge of staff Diverse League of�ice staff Focus on student athletes done Protects education of students – Puts it Managing costs Responsive to concerns about playoffs Organization is still membership-driven �irst Strong, experienced people working in New hearing of�icer structure schools and district New legislation will improve relations The way in which the League is governed with the General Assembly League of�ice follows and enforces Provides necessary regulation established bylaws Overall structure and processes for Provides some level of consistency decision-making Need for a vision of what “good” looks like Executive Committee has not acted like a governing board until recently Long history of the organization can be a challenge Diversity of organization is also a Transfer rules Eligibility controversies challenge Recent controversies have improved All schools are equal Large, diverse organization Values members student-athletes Provides opportunities and support for Advocates for education-based athletics Gives people a voice processes Commissioner and staff have an 'open Many good people door’ Diverse representation of the entire state on the Executive Committee Executive Committee looks at all sides of an issue Transparent process to change by-laws is Fair enforcement of rules The by-laws work well in place By-laws and processes are open and transparent Membership-focused organization where members develop the rules and by-laws Good �inancial standing – 4 years of Stability over a long period rebates to members

2 | Page • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • Competitive balance/Multiplier/Level Future of Name/Image/Likeness (NIL) Political landscape and challenges from legislature playing �ield Relationship with legislature Increased involvement of legislature Changing political landscape and climate Need for a legislative liaison Disproportionate in�luence of private and charter schools SCHSL is reactive versus proactive – Slow to react to changing environment Needs to “pitch” ideas versus “catch” them Too late reacting to emerging issues and Allowed others to control the narrative trends Communication with members – Not Internal communication always consistent Lack of staff at League of�ice – No one Employee pay scales are inequitable charged with HR Employee handbook not consistently followed Lack of professional development Lack to trust within the League opportunities for League staff Communication of rationale behind Engaging the public in a proactive way decisions to the public League has not “told the League’s story” Inaccurate public perception and allowed others to do so Lack of understanding of rules and by- External communication Deadlines for schools need to be clearer Need for staff to visit schools – see things “�irst-hand” Communication has gone downhill Website not user-friendly laws by members and the public Proactive communication Messaging and marketing Dealing with a system where disgruntled parents go right to legislators League is treated like it is a formal governmental entity when it isn’t Consistency in decision-making Rules enforcement Appeals not always heard in a timely way Need to simplify the rule book Common sense in decision-making Rules about classi�ication are not always Transfer rules not clear clear Realignment structure needs more continuity No formal onboarding process for members taking on new roles Athletes and coaches have changed. League has not adjusted Does organizational structure meet current needs? Morale and working conditions at League Professional behavior of League staff of�ice Hiring is often political versus based on merit League being based in Columbia is often inconvenient. More Zoom meetings or place Deputy Commissioners in satellite of�ices? Website is hard to navigate for needed information Technology needs upgrading (Example – Combined database for answering basic questions) Ineffective evaluation structure for the Inadequate focus on students Everyone is an expert about sports Sports can bring out the worst in people Commissioner

3 | Page Desired Attributes • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • Can look at the organization and its structure with “fresh eyes” Respects the history of the League but can chart a new direction and change Capable of learning and growing as a leader From outside the organization From inside the organization Experience with athletics Understands NFHS rules Sees the Executive Committee as a partner in making good decisions for students Focuses on best interests of students Personable – Can connect with people Familiarity with the state Team and systems builder/Strong organizer Coalition builder Courage to do the right thing Fair and even-handed Open and transparent Builds trust with internal stakeholders and the public Can delegate and hold staff accountable Can put “the right people in the right seats” Can use technology to increase responsiveness and ef�icency Ability to work with and collaborate with superintendents, principals, and ADs Understands and values the work done “on the ground” Familiarity with school district operations Working knowledge of athletics Understands the challenges facing smaller schools and districts Elite communicator (Can connect “from the barbershop to the statehouse”) Can “tell the League’s story” Proactive and articulate communicator with both internal and external stakeholders Communications skills with both traditional and Internet-based media Marketing and messaging skills Ability to make independent judgments based on relevant circumstances Ability to work within the current Politically savvy political environment and with legislators Can �ind non-wedge issues to create momentum Relationship builder Can work collaboratively with membership Change agent Knowledge of national trends and practices CEO-type abilities Integrity Forward-thinking about how to expand opportunities for students Innovative/”Thinks out of the box” Open to new ideas Has a vision for SC athletics – “Vision caster” Understands what is happening at the school level Focused on opportunities for students Uses research and best practices in decision-making Can make complex decisions and concepts understandable Can “look politicians in the eye” and explain policies and decisions Can effectively explain policies and decisions to the public Analytical about budgets

4 | Page • • • • • • • • • • • • • • • • • • Has experience in fundraising and partnership development Expertise in budget development and management Can “stretch” resources Financial management and fundraising expertise Strong steward of resources Connects budget to key organizational needs Understands “ripple effects” of budget decisions Ability to work with membership in a collaborative way High professional expectations for staff Morale builder Values opinions of staff Transparent Visible and accessible. Not just seen at championships Leads by example Adaptable to new circumstances/Flexible Inclusive Good listener Firm, fair, consistent, predictable

BWP & Associates| 1 DRAFT South Carolina High School League Commissioner LEADERSHIP PROFILE Role Overview and Qualifications The South Carolina High School League (SCHSL) seeks an articulate, collaborative, forward- thinking, student-oriented Commissioner with broad athletic and leadership experience. The Commissioner will partner with a range of stakeholder groups to provide programs that promote, support, and enrich young people's educational experiences. A proven record of success as a school athletic administrator and/or in another high-level educational leadership role is preferred, along with experience working with a board. A bachelor's degree is required; an advanced degree is preferred, and familiarity with South Carolina and/or the Southeast is preferred. The recent stakeholder engagement process identified the following skills and attributes for the successful candidate: Organizational Management Establishes efficient internal structures and systems to support the League's critical functions. Motivates, manages, and develops staff; delegates responsibility; and holds staff accountable. Uses technology to improve service and efficiency. Makes fair, transparent, and measured decisions after considering all aspects of a situation. Promotes constructive change through collaboration with stakeholders. Demonstrates strong strategic planning skills. Anticipates long-term trends and challenges and plans proactively to address them. Responds to unexpected problems and challenges with flexibility and composure. Thinks creatively and remains open to new and innovative ideas. Financial Management Demonstrates experience developing realistic budgets that align with organizational goals. Establishes transparent procedures for budget management and oversight. Continuously reviews resource allocation to identify ways to better meet organizational needs and priorities. Brings significant experience in fundraising, marketing, and sponsorship development.

DRAFT Leadership Profile Communication and Stakeholder Engagement Communicates a clear vision for athletics in South Carolina. Demonstrates political awareness and works effectively in a complex political environment. Communicates effectively with diverse individuals and groups inside and outside the organization. Builds consensus by engaging stakeholder groups with differing perspectives. Develops partnerships with other entities. Brings experience with conventional and internet-based media to connect with stakeholders and the public. Clearly explains how League Bylaws, data, research, and best practices inform decisions and policy direction. Makes complex issues and decisions understandable to multiple audiences. Tells the League's story in a compelling way. Professional Qualities Understands and respects the day-to-day work of coaches, athletic directors, principals, and superintendents. Demonstrates courage and integrity, projecting confidence grounded in experience and expertise. Builds a positive culture of trust and respect through openness and fairness toward all. Unites people by fostering cooperative working relationships. Strives to be a visible, accessible leader who sets a positive, inclusive tone for the League.

Position Announcement: The Executive Committee of the South Carolina High School League (SCHSL) seeks an accomplished leader with coaching and/or Athletic Director experience to serve as the League’s next Commissioner. Familiarity with South Carolina and/or the Southeast is preferred. The new Commissioner will begin service on or around March 1, 2027. The South Carolina High School League is an equal opportunity employer. Application/Selection Procedure/Salary/Licensure -Applicants interested in this position must complete the BWP Applicant Data Form online at www.bwpassociates.com. The application should include a letter of interest explaining why you are seeking the position, a current resume, and three letters of reference. Submit these materials electronically with the online Applicant Data Form. Candidates invited to interview with the Executive Committee must provide official transcripts. Chief Executive Leader: The Commissioner of the South Carolina High School League (SCHSL) leads the advancement of interscholastic athletics across South Carolina. The Commissioner provides direction with a steadfast dedication to student-athlete achievement, competitive fairness, school support, safety, sportsmanship, and ongoing improvement. The Commissioner establishes the League’s strategic direction by transforming its mission into clear priorities, measurable goals, and actionable plans. By collaborating with the Executive Committee, member schools, educational leaders, athletic directors, coaches, officials, student-athletes, families, elected officials , families and community partners, the Commissioner addresses challenges, implements effective solutions, and elevates the overall athletic experience. For additional information, visit https://schsl.org/jobs and the BWP & Associates website at www.bwpassociates.com. Qualifications: A proven record of success as a school athletic administrator or senior educational leader is preferred, along with experience working with a board. A bachelor's degree is required. Candidates with an advanced degree, familiarity with South Carolina and/or the Southeast, and a master's degree in education, administration, or athletic administration are preferred. Candidates should also have at least five years of experience in related fields. SOUTH CAROLINA HIGH LEAGUE (SCHSL) IS SEEKING A COMMISSIONER

The final salary and benefits package for the selected candidate will be negotiated and determined based on demonstrated experience, qualifications, and compensation in comparable states, subject to approval by the SCHSL Executive Committee. Application Deadline – All letters of application and required materials must be submitted to BWP & Associates by January 8, 2027 new Commissioner is anticipated to begin duties on or around March 1, 2027. BWP Search Team: Dr. Percy Mack: 803-730-9419 Dr. Frank Morgan 803-572-2591 For More Information: [www.bwpassociates.com](http://www.bwpassociates.com) SCHSL COMMISSIONER