IIHF TEAM MANAGERS

MANUAL

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Concept and Layout: Harald Springfeld, OEHV Sportsmanager

Initiated and published in 2010 by the International Ice Hockey Federation, Brandschenkestrasse 50, 8027 Zürich, Switzerland Tel: +41-44-562-2200 Fax: +41-44-562-2239 Internet: www.iihf.com E-mail: iihf@iihf.com ©2007 by the International Ice Hockey Federation All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, or photocopying, recording or otherwise without prior permission of the copyright owner.

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TABLE OF CONTENTS The Team Manager Manual Page 5

The Team Manager Role and Responsibilities Skills Work with a Minimum of Guidance Learning on the Job Communication Communication Process Handling Disputes Adaptability Personal Management Group Effectiveness Professional Behaviour

Page 6 Page 7 Page 7 Page 8 Page 7 Page 8 Page 9 Page 10 Page 10 Page 10 Page 11 Page 11

Administration Data Management Pre Season Mid Season Post Season

Page 12 Page 12 Page 12 Page 12 Page 12

The Team Team staff Team staff Meeting The Coach and the Manager Teamwork Teambuilding Codes of Conduct Activities Emergency Action Plan (EAP) Risk Management

Page 13 Page 13 Page 13 Page 14 Page 15 Page 15 Page 16 Page 16 Page 17 Page 17

Records Master data sheet Contact lists Team roster Medical information Anti-Doping Game Sheet and Team Composition Form Competition season

Page 18 Page 18 Page 18 Page 18 Page 19 Page 19 Page 19 Page 19

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Season planning Team Manager - Season Check List Pre Season During the Season Post Season Team Calendar and Schedules Organising Games Playing in Tournaments Travelling

Page 20 Page 20 Page 20 Page 21 Page 22 Page 22 Page 23 Page 23 Page 24

Beginning the Season First Parent Meeting First Player meeting Games & Practices Volunteers

Page 25 Page 25 Page 25 Page 26 Page 26

Media and Public Relations Page 27

Budget and Budgetary Control Page 28

International Ice Hockey Federation Page 29

References Page 29

Appendix Page 30

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THE TEAM MANAGER MANUAL The most successful teams always rely on the support of others – team managers are an important member of a teams support staff. The role of the Team Manager is varied and vital to team success. The IIHF Team Managers Manual is an instructional and reference manual containing the roles, responsibilities and tasks for the ice hockey team manager. This manual provides information to assist Team Manager in the smooth operation of their. It identifies key topics that the Team Manager will need to address in the day-to-day operation of the team and also examine the need to delegate certain chores. As well as explaining everything needed to support a team on a daily basis, it also shows how to prepare and accompany teams for trips to camps, games and tournaments. Finally a number of appendices with a wide selection of sample forms and letters along with a glossary of terms are included to assist the Team Manager their preplanning and organization.

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THE TEAM MANAGER If you wanted use just two words to describe the team manager they would have to be “Lead and Serve”; as these are the words that best describes the responsibilities of a team manager. A (Team) Manager has wide range of responsibilities within the team. Of course they can delegate some of these jobs; however ultimately they are the one responsible for a smooth operation of the team throughout the season. By taking care of the off-ice operational and administrative aspects of the team, the manager enables the coach to focus on players with their on-ice development and play. By working together in this way the coach and manager provide productive training and competitive opportunities for all team members. The Team Manager is a central figure in creating the flow of communication – not only within the team (players, parents and coaches), but also with other groups outside of the team. Role and Responsibilities Initially the role of the manager is to design, develop and implement a strategic plan for all their teams’ off-ice activities in the most cost effective, time efficient and sports manner. They can have a say in all aspects of the team and staff, excluding matters directly connected to performance of practices and games. The manager needs to run the “day-to-day” operations and also organize the long term business of the team. While doing this the manager will end up filling many of the following roles: � Organiser & Coordinator � Communicator � Finance Director � Diplomat � Time Keeper � Disciplinarian � Fun & Social Organiser � Child Welfare Officer � First Aider � Delegator

� Problem Solver � Administrator � Mediator & Counsellor � Parent � Available � Fund Raiser � Planner � Psychologist � Facilitator

� Editor � Motivator � Leader � Role Model � Confidant � Listener � Negotiator � Record Keeper � Friend � …

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At the centre of all team activities should the athlete who has to deal with many different influencing factors. The roles and responsibilities of a team manager are both varied and wide-ranging. On the whole, the team manager must act in a professional manner, take responsibility and ensure the well-being of their players. Including:

� Provide a safe environment for the team members (child protection practices and health and safety standards,)

� Ethic of Fair Play (everybody has to abide by the Fair-Play Codes)

Skills Being a team manager is a challenging and rewarding role. The manager should understand the skills required to be a good manager and be willing to learn and improve these. Work with a Minimum of Guidance The reality for most Team Managers is that they must carry out pre-determined tasks often with the minimum outlay of time, energy, or both with no direction and training. The manager has to be very flexible to carry out these tasks and have the ability to use their common sense.

PLAYER

Media

Coaches

Parents

Manager

Referees

Teammates

Friends

Committee

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Ability to Learn on the Job Learning is an integral part of everyday life. Knowing how to learn is the key to acquiring new skills that develops the ability to think through problems and to overcome challenges. The team manager must be well prepared to ensure that all their duties are completed with competence and compliance. However, it is important for the manager to ask questions, if they are unsure of the answer to something. It is best to seek the correct guidance from the appropriate person or organisation. The ability to admit a lack of knowledge will be seen as sign of strength and a willingness to learn and develop. When learning and seeking guidance on an area of work it is important to approach the appropriate organisations responsible for that area of expertise; ensure that the information used is from the body that is seen as the “guiding light” for that area. This way the manager will make certain they are using best practise, correct policies and procedures at all times. Communication Communication is a process of transferring information from one source to another. The team manager must be able to communicate in a variety of ways and with many different people. Having good communication skills are the most important skills that a manager will possess. Communication is a two-way process in which there is an exchange of thoughts and ideas towards a mutually accepted goal or direction. The principles of effective communication are:

� Be enthusiastic � Be positive � Be demanding but considerate � Be a good listener � Give positive and constructive feedback � Treat all players, coaches and team staff as individuals while remembering they still

need to function as a group The one thing the team manager must always remember is that they are in a position of trust and that they are an advocate for not just their team, but also for the sport of ice hockey. Everything they do must reflect the responsibility and trust that has been placed in them while representing their team professionally at all times. As the first point of contact for the team, the manager will have contact with a number of people and be faced with a large number of tasks. These people can be split into two distinct groups; Internal and external

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Internal (within the sport)

External (outside the sport but provide support)

� Players � Coaches � Staff � Parent, carer’s , guardians � Other teams; Coaches, Managers,

players � Tournament organisers � Governing Body Representatives � League and Federation management � Discipline representatives � Other National Associations � International Ice Hockey Federation

� Facility/Sports centre managers � Media � Sponsors � Logistics companies –bus companies,

travel agents etc � Local/State/Province/County Councils and

Authorities � Support services such as Child Protection

Officers

The Communication Processes There are two main processes in face to face communication:

1. Verbal communication

This refers to the words that are used and what is being said during a conversation.

2. Nonverbal communication

Nonverbal communication is the process of sending and receiving wordless messages. These can be communicated through body language, gestures, posture, facial expression, eye contact and behaviour. They can also be object communication such as clothing that is worn, hairstyles or even symbols and jewellery. Nonverbal communication plays a key role in every person's day to day life; the importance of which can be illustrated in the figures below which show the way learn and understand during a conversation:

• 55% Body language—postures, gestures, and eye contact • 38% The tone of voice • 7% Words used in the communication process

That is 93% of the understanding comes from non-verbal communication. Only 7% refers to what is actually said during a conversation.

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Handling Disputes It is almost inevitable that there may be times when a team manager will have to act as a liaison between various groups and people to resolve disputes. One of the most common in youth hockey programs is between parents and coaches. The team manager should work with the coach and parents to try to resolve disputes at the team level. Open communication, consistency and mediation by the Team Manager are the key. The parents should be comfortable knowing they can bring their concerns to the manager and they will be dealt with fairly. One thing the manager could consider is implementing a “cooling off period” for everyone involved. Many disputes are caused because people react in the heat of the moment and when given time to cool off they may behave in a totally different manner. This period could be 24 hours giving all parties chances to think and reflect on their feelings and the best way in which to communicate them. Adaptability This term can be defined as a mixture of flexible problem solving and creative thinking. Team managers have to recognize and define problems; invent and implement solutions within the various constraints they may have; finally track and evaluate the results. New approaches to problem-solving and program development spring from the individual’s capacity of creative thinking. Personal Management A key to being effective in your role as a manager is good personal management. Solid personal management skills are often apparent by proper use of new technology or processes, creative thinking, integrity, high productivity and a pursuit of skill enhancement and are a key to being effective. Self motivation is the combination of desire, values, and beliefs that drives the person to take action. These three motivating factors are at the root of why people behave the way they do and how successful they are in their roles. Because you ultimately control your values, beliefs, and desires, you can influence your motivation. The better you are at self motivation, the more motivated others around you will be and the more successful your team will be.

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Group Effectiveness An effective group is a successful group. In management, effectiveness relates to getting the right things done. Peter Drucker explains that effectiveness is an important discipline and it “can be learned and must be earned.” 1 The word effective is sometimes used in a quantitative way, "being very or not very effective". However it does not inform on the direction (positive or negative) and the comparison to a standard of the given effect. Efficacy, on the other hand, is the ability to produce a desired amount of the effect, or success while achieving a given goal. Professional Behaviour The Team manager must:

� Act with integrity at all times. Integrity is consistency of actions, values, methods, measures and principles. It is the quality of having a sense of honesty and truthfulness in regard to the motivations for one's actions

� Show the highest standards of conduct towards managers, coaches of other teams that

must be characterised by professionalism, integrity, courtesy, good faith and respect

� Maintain the highest standards of personnel conduct and support the principles of fair play

1[Peter Drucker* 19.11.1909 in Vienna, † 11.11.2005 published works regarding theory and practical work in the management process.]

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Administration The administration of the team is one of the most important roles of a Team Manager. The manager should be able to deal with varies tasks in the operation of the team using a number of different media for example the computer, emails, internet, letters, texts and faxes. Data Management Just a note, remember when storing personal and sensitive information about your team such as contact details, medical information and passport/nationality information you must ensure you store it securely and that you share it only on a need to know basis. Your federation will be able to offer advice on your country’s rules and regulations within this field, commonly referred to as Data Protection. There are 3 distinct seasons in relation to team administration and planning:

Pre-season It is extremely important to start planning activities during the pre-season because when training and competition begins you will find your time may be limited. You will also need to ensure that you have all the ice time, camps, competitions/tournaments planned well in advance. Prior to the start of the season it is advisable to let everyone involved know exactly what documents and information are needed and which they have to present in the first meeting. Season During the season you will spend most of your time dealing with immediate and time critical administrative. Planning tasks such as ice time, fixtures, finances and routine team administration such as game day paperwork will be done almost weekly. Post Season Often one of the most forgotten about phases of the team managers calendar, the post season review is an opportunity to review the previous season, look at what went well, what challenges you faced and what you can improve on for next season.

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THE TEAM A team is defined as a group of people linked in a common purpose. This group is very good for performing tasks that are high in difficulty. A group in itself does not necessarily make-up a team. Teams normally have members with complementary skills and generate synergy through a coordinated effort which allows each member to maximize their strengths and minimize their weaknesses. To be successful, every member has to take care of his own task, working together with all persons involved. Team staff The key to success is having staff members that are professionals which make sure that the team will always be supported 100 %. Professional is this situation refers to their attitude and their approach to their role. Staff members can be anything from experienced hockey people to interested parents, but everyone will have one thing in common, a passion for hockey. No matter what the experience or background of the people, working together in a harmonious atmosphere is very important. This positive atmosphere will be projected to your players and those around the team. Usually a team’s staff is made up of 5 team members:

� Team Manager � Head-Coach � Assistant Coach � Team Doctor or Physiotherapist � Equipment Manager

Their duties should be clarified within the team staff itself and with the players to make sure that their responsibilities are understood. If you have any disputes to manage within the team staff it is imperative that these disputes are dealt with professionally and that they are kept behind closed doors. At no point should your players be aware of disputes as this can have a negative impact on their unity as a team and their performance on the ice. The staff are the leaders of the team and by getting that relationship right, you will have a great foundation on which to build your teams success. Team staff meeting Team staff meetings are very important for discussing and defining each member’s roles and responsibilities. It should open the lines of communication to deal with any situations that arise within the team. It is recommended that there be a regular monthly meeting and including one to beginning the season and one at the end. It is vitally important that everyone understands their

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roles and responsibilities and that their interaction with each other is agreed. During the meeting, make sure that you record all issues concerning the players and the team staff. The first team staff meeting is a good opportunity to discuss and clarify any open questions or problems. General Goals and Visions Roles within a staff � For every team member Information flow � Season game Schedules

� Non-sporting activities � Away travel � Tournaments � Special events � Practices and games � Timetable for pre-season meeting � “Team Call & Invitation”

Tournament/Event � Logistics � Transport � Accommodation & Board

Daily routines � Daily events (wake-up, changes) � Daily staff meetings � Player information (Daily schedule posting, schedule)

Around the team � Kit and Equipment � First Aid kit � Dress Code, Clothing

The Coach and the Manager The coach and the team manager are the key members in a team’s management structure. Both have to understand each other’s role and show flexibility in all issues. They must develop a good relationship because this relationship is critical for the team. Take your time to discuss every issue with the team coach, to find out their requests, requirements and all idea’s. Be able to discuss all issues in a friendly but direct way The team manager must concentrate on their area of responsibility and not interfere in the coaches i.e. team selection, line combinations…etc. The manager can communicate information to the coach that may impact on team selection, such as player’s health, welfare or behaviour. To manage this relationship and have a good co-operation the following points must be discussed on a regular basis:

� Area’s of responsibilities � On and off-ice jobs � Find out the coaches short and long term goals for the team � How these goals will affect your facilitating and planning of the team � Organise how you will both work in the dressing room/on the bench � Event / Season Follow-up

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Teamwork Teamwork is a joint venture between two or more people, in which every person contributes their different skills and expresses their individual interests and opinions to form the unity and efficiency of the group in order to achieve common goals. This does not mean that the individual is no longer important; however, it does mean that effective and efficient teamwork goes beyond individual accomplishments. The most effective teamwork is produced when all the individuals involved coordinate their contributions and work towards a common goal. Team Building Team building refers to a wide range of activities, for improving team performance. Team building is pursued via a variety of practices and is designed to develop a team. It is a large part in the theory and practice of organizational development. Reasons for Team Building include

� Improving communication � Making the workplace more enjoyable � Motivating a team � Getting to know each other � Getting everyone "onto the same page", including goal setting � Teaching the team self-regulation strategies � Helping participants to learn more about themselves (strengths and weaknesses) � Identifying and utilizing the strengths of team members � Improving team productivity � Practicing effective collaboration with team members

Codes of Conduct [Appendix A and Appendix B] A code of conduct is a summary of attitudes and behaviour that affects the team directly. The code should be discussed and negotiated within team staff and players. Every person involved in the team must have ownership in this agreement; as it has an effect to reach the sportive, personal and team goals. A code of conduct should be discussed and provided at the beginning of the season. It should include the topics:

� Conduct at practices, games, events and team functions � Locker Room conduct and procedures (prior and after the game or practice) � Team attitude � Respect � Harassment � Drugs / Alcohol / Anti-Doping

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The code of conduct should be handed out to the parents as well as to the players and team staff. It must be discussed and displayed clearly visible in the dressing room at all events. In addition to a team code of conduct you may also wish to implement a parent’s code of conduct. This would make the parents aware of what is expected of them in terms of support for the children and how they are expected to interact with the team and staff. Having a parental code of conduct in place may help to minimise disputes throughout the season. Activities Kick-off Meeting The Kick-off Meeting is the first meeting with the team staff. This meeting introduces the members of the team and provides the opportunity to discuss the role of each team member. This meeting would include the basic elements for the project and other project planning activities. Other basic elements may also be discussed at this meeting (goals, schedules, status reporting, etc.). Fundraising Fundraising is the process of soliciting and gathering money and other gifts in kind, by requesting donations from individuals, businesses, charitable foundations, governmental agencies or companies (sponsors). The parents and volunteers can help to keep in the fundraising events. The key to success is for the team to be 100% behind the actions of the fundraisers and to be available to assist in any activities. Team Photo Just as a souvenir and for documentation. Photo sessions for team photos as well as player and staff member portraits should be organised. The photos can be given to all participants

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Emergency Action Plan (EAP) [Appendix M] Emergency action principles (Plan) are the guiding rules to be employed by the people at the scene of an emergency. The nature of emergencies is such that it is impossible to set down a specific list of actions to be completed, before the event happens; so a framework of principles must be developed to form a basis of appropriate actions. The way in which the principles are followed will vary, based on the training the people involved in emergency have received, the support available from emergency services (and the time it will take to arrive) and the emergency itself. In the best case Emergency Action Plan includes 3 persons who are in charge of the situation. 1. Charge Person Qualified in first aid and emergency control 2. Call Person Responsible for the arena equipment and facility around and in the arena

and keeper of contact lists and maps 3. Control Person Assistant both the Person in Charge and the Call person to avoid

problems with the crowd or other problems Risk Management Risk Management is the identification, assessment and prioritizing of risks involved in the activities of a group. Then put into place a coordinated application of resources to minimize, monitor and control the probability and/or impact of any unfortunate events. For the most part, these methodologies consist of the following elements, performed, more or less, in the following order:

� identify, characterize and assess threats � assess the vulnerability of critical assets to specific threats � determine the risk (i.e. expected consequences of specific types of situations on assets) � identify ways to reduce those risks � prioritize risk reduction measures based on a strategy

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RECORDS Record keeping is a very important aspect of being a team manager as every step regarding organisation must be traceable. Furthermore records, checklists and contact information will be made easier, especially in case of emergency or team accounts. The data has to be handled with care and discretion. Every user should sign a declaration that he will use the master data with care and only in ice hockey matters. Various documents to include in a binder:

� Contact Lists � Player Date � Team Roster � Forms (Game & Injury Reports) � Schedules � Arena Information � Federation Updates � Concept and goals � Budget � Correspondence, Reports

Master data sheet [Appendix C] At the beginning of the season every player and team staff member has to fill out the master data sheet. The master data sheet makes sure that all personal and ice hockey data from each person is up to date. This sheet must be kept updated at all times during the season. Contact lists Two different contact lists should be generated for use by members of the team.

� Management contact list [Appendix D] � Team contact list [Appendix E]

Team roster [Appendix F] All the information in the team roster should have the international standard. For the team staff their functions have to be listed. Team roster must include:

� Jersey Number � Family Name & Name � Position � Height � Weight � Date of birth � Shot � Club

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Medical Information [Appendix G] Handle every injury on your team seriously and with great care – especially if you work with children. In case of emergency or sickness you have to inform a doctor immediately and provide him with the personal medical information. The medical information sheet has to be kept updated at all times by the players and team staff with accident and insurance reports. Before the season or event (camp) begins the medical information sheet must be checked and updated. Anti-Doping The collective, world-wide effort to combat doping in sport was first conceived by the International Olympic Committee at meetings in Lausanne in 1999 with the creation of the World Anti-Doping Agency (WADA). In 2003, the World Anti-Doping Code became the core document adopted by the sport and governments as the framework for the global fight against doping in sport. More information can be found from the WADA website. www.wada-ama.org Therapeutic Use Exemption (TUE) Athletes, like all others, may have illnesses or conditions that require them to take medication. If the medication an athlete must take falls under the WADA List of Prohibited Substances, a Therapeutic Use Exemption (TUE) may give that athlete the authorization to take the required medicine. An application for a TUE can only be filled out by a doctor but the Team manager needs to be aware of this issue and familiar with the process. More information can be found at, http://www.iihf.com/iihf-home/sport/medical/anti-doping.html Game Sheet and Team Composition Form A game sheet is usually produced by an Off-ice Official before the game begins. The Team Manager, in co-operation with the coaching staff, should provide the necessary information (roster, Line-Ups, captains, etc.) to the Off-ice Officials so the sheet can be completed. The federation and in particular the responsible department must be informed immediately after the game about the game results and any special remarks. Competition Season – Check List A checklist is used as an aid for organisation and clarity of work to be completed. It helps to ensure consistency and completeness in carrying out a task. A basic example is the "to do list." and a more advanced checklist would be a schedule, which lays out tasks to be done according to time of day or other factors. To improve things and look into the future, make a check-list for each situation and share it within your organisation. Review the program after every event so that the work will improve with each event.

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SEASON PLANNING Team Managers must organise a method by which goals and objectives can be met during the season. To be effective and to ensure that both short and long-term goals are met, you must carefully map out an overall season plan that includes a schedule of practices, games, tournaments, fundraisers and socials for the whole season. Their can be many limitations in designing a seasonal plan (e.g. no control over practice times, player illness or tournament date changes). Nevertheless, a thorough season plan should be developed providing alternatives for these limitations if they occur. Seasonal planning means organising yourself for the entire hockey season and planning is a never ending process. The key is to plan and then be flexible! Start with plan that will take into account all aspects of the team during the season. Then feel free to make adjustments, as appropriate, throughout the season. Team Manager - Season Check List [Appendix O] A checklist is used as an aid to organisation and clarity of work to be completed. It helps to ensure consistency and completeness in carrying out a task. A basic example is the "to do list." A more advanced checklist would be a schedule, which lays out tasks to be done according to time of day or other factors. It is best to make a check-list for each situation and share it within your organisation. Review the program after every event so that the work will improve with each event. The season can be divided into three basic parts:

1. Pre season

2. During the season

3. Post season The length of time for each part of the season is dependent on the schedule of your team. Pre season The Pre-Season is a very important time for whole team and the team manager in particular. When the season is organised and planned in detail well in advance, more time is available to solve problems. If problems do occur the team manager will be the trouble shooter and will be prepared to handle them. The Pre-Season starts when all participants have been appointed for the up-coming season. It should begin with a meeting of all persons involved the staff and National Association

� Player registrations/transfers � Insurance � Coaching aims for the coming season

This is extremely important as it will form a large part of your work program

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� Ice time planning for games, training and tournaments � League & tournament administration

Update on rules and regulations Update contact details for your team with the organisation personnel

� Budgets and Funding � League/NGB Affiliation fees � Agree Team Fees for the year � Awareness of changes in rules and regulations (IIHF, National Federation and league,

also changes in legal regulations that impact on your team such as Child Protection) � Fixtures administration � Transport and logistics

Block booking your team’s transport may result in significant savings Keep some flexibility in case your schedule changes, you do not want to be hit with

cancellation fees if your schedule changes � Plan tournaments, camps and games � Kit (Equipment and clothing, Dress Code) � Anti doping

Awareness of changes in the banned lists – available from WADA Communicate changes to your players

� Safety – risk assessments etc � Publicity and Sponsorship � Staff/Volunteers

Recruit enough staff or volunteers. Remember you will also need their contact, medication and emergency contact details

Ensure that the relevant background checks have been made on all the people involved with your team. This is so they are cleared as safe to work within your organisation. It is important to note that this may be a legal duty depending on your countries statutory laws. Please check with your federation to ensure you are fully compliant with their regulations.

� Trophies/Man of the match awards/trophies/medals � Player administration � Information

Contact Medical Emergency Contact

During the Season

� Fixtures administration � Dispute management � Discipline (penalty) administration

It is vital that you keep track of your teams penalty points to ensure you are icing a legal team at all times

� Game day administration � Anti doping administration

Therapeutic use exemptions are in place Testing is being conducted in a safe and effective manner and that athletes are

providing up to date whereabouts if required � Management of your sponsors

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While in the heat of the season sponsors often get forgotten about. Send them a report on how the team is doing, Explain how their sponsorship is being used and the impact their support is having

on the team Remember, it’s as important to retain a sponsor as it is to attract a new one

� Player welfare Monitor you players progress with the coaches Monitor and help the player manage any injuries Kit safety. Many players may end up with damaged kit that could be dangerous to

the welfare of themselves and other players on the ice. Consider appointing an equipment manager to assist in managing the team kit Offer support where required. Remember you must support their education -hockey balance. Ice hockey is a

passion that will always be there but education must be considered paramount and be supported, especially during exam time which often coincides with end of season tournaments and play-off’s

Post Season

Review of the season � Meet with players, coaches, club staff, facility staff, sponsors, league and federation

representatives to review the season what went well what can be improved on next season

� The outcome of these meetings will form part of your pre season planning � Check in detail

Games, Practices and tournaments Budget Problems Player Development New solution and Ideas Next season, forecast Check the kit

� Say thank you To your players – why not have an awards night To the team staff and volunteers They have worked hard through the season, you could consider having awards

dedicated to their hard work and achievements � To your Sponsors

Report back to your sponsors on the season Consider inviting them to your end of season meeting or awards night

� Close the budget and balance the books Team Calendar and Schedules [Appendix’s K] To provide all participants with an overview about the activities of the whole season, a 12- month season schedule must be worked out as well as monthly, weekly or sometimes daily programs. This overview has to be kept update with any changes and sent to all players, team staff and the management.

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Organising Games There are many details and items that must be looked after to make certain that all aspects of the game will work. The key points to organise a game are:

� Ice rental � Book officials � Check dressing room and security � Number of volunteers needed � Player invitation � Player IDs and/or passports – originals and copies � Guest invitation

Playing in Tournaments If it is decided that the team attends or hosts a tournament there are many things the team manager has to take into consideration when making the arrangements.

HOSTING AWAY

Time Restrictions � Is there ice time available � What dates work for the team � Does the Association have a

request/application deadline?

� Will the tournament fit into the teams regular schedule

� When do fees need to be paid

Costs � Ice Rental � Official fees � Prizes � What funds have to be raised?

� Travel (transportation, visa’s) � Entrance fee � Staff reimbursed for expenses � What funds have to be raised?

Competition � What teams should be invited? Back ups?

� Level of play � Level of play

Format � What will the set-up be: how

many games, round robin, play- offs, overtime, etc.?

� Number of games the team will pay � What is the set-up? Special rules? � Is same day travel an option or is

accommodation required?

Other Considerations

� Is there accommodation for visiting teams

� What activities are available to team during down time?

� What prizes does the team receive? � Does a team roster need to be sent

or any other documents?

(from Hockey Canada)

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Travelling Organizing the trip Travelling should be a fun experience and be a great opportunity for the team to get to know each other. Preparation should be done well in advance of the trip and must fit into the team budget. Money can be saved by getting companies to support the management. A pick-up and drop off schedule should be made defining the meeting point of all the players. It is the responsibility of the team staff to take care of the players until the bus arrives or until they are met by their parents. Permission Slips [Appendix L] A permission slip is a form in which the parent provides authorisation for minor aged children (under 18) to travel under the supervision of the team or club to an event. Permission slips are required by law in many places in order for an organisation to be allowed to travel. Almost all nations have laws present that require minors to have their parents or legal guardian’s permission to be transported by another adult. The permission slips should include all the details regarding the journey and/or travel.

� Date Time and Destination � Travel Arrangements and Itinerary � Contact Information � Other business (i.e. money, clothing etc.)

Equipment For both practices and games a team can use a lot of equipment. All players should be responsible for their own equipment. The team management has in co-operation with the equipment manager to consider and arrange the following:

� Jerseys and Socks – game and practice (if applicable) � Pucks First Aid Kit � Staff needs – Coaches, Physiotherapist, Equipment Manager and Team Manager � Refer IIHF Equipment Manager Manual

Insurance Especially for travelling there must (should) be a group insurance which includes or covers following positions. The insurance should be valid all over the world.

� Medical Expenses including evacuation (unlimited cover) � Dental treatment � Repatriation in case of illness/injury (unlimited cover) � Liability insurance

bodily injury Material damage Sexual Misconduct Directors and Officers

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BEGINNING THE SEASON Ultimately the most important thing is what happens on the ice, but this is not everything that needs to be taken care of! So do all areas and aspects of the game; getting the players, coaches and referees on the ice must be organised. Working with the federation officials and parents must be planned to help in the smooth operation of the club. First Parent Meeting [Appendix N] The first parent meeting is one of the keys in working with the parents and involving them into the program. This meeting is an opportunity to establish an open line of communication between the staff and the parents. Ideally, it should be scheduled before the season possibly during the first practice camp. The program should be presented in a positive and professional manner including the presentation of the goals and visions the team has. Following points need to be presented:

� Introduction team staff � Season Planning � Update Contact details � Team Philosophy and Goals � Co-operation, Expectations � Budget, Payments � Follow-Up � Parents Code of Conduct � School & education process of players

There should be at least two additional meetings that build on this cooperation and deal with any problems that may have arisen. These meetings should take place in the middle of the season and when the season is finished and include the following points:

� Progress of the players � Evaluation of the team � Problem solving � Budget � Feedback from the parents

First Player meeting At the first Player meeting in the locker room the players have to be informed about all the issues for the upcoming season like:

� Responsibilities inside the team � Introduction of team staff � Schedules - practices, games, tournaments � Code of Conduct � Dress Code � Goals (team and federation)

The dressing room should be the living room of the players, a sanctuary where they can be a team and enjoy being together. It is also the place where you can get 100% for their attention, because they are there to play ice hockey.

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Games & Practice [Appendix] At every practice and game the team manager should be the first and the last person in the arena. There are different responsibilities regarding

� Home Games � Away Games � Practices

The most affective way to handle these responsibilities is by using checklists that detail all the work that must be done. Volunteers However, a team manager can’t handle everything by himself. The manager must learn how to delegate some of their work thus assigning the authority and responsibility to another person to carry out specific activities. However, the person who delegated the tasks remains accountable for the outcome of the work. The requirements for delegation are trust, honesty and a good preparation prior to the events. The better everything is prepared the fewer problems a team manager will have with the volunteers. It can be a good idea to involve parents if their responsibility is clear and defined before the mission starts. Volunteers have to build up and led to all the various tasks inside the organisation. Sometimes there should also be a volunteer coordinator who is responsible for assignments and is able to organise with all required skills. Their assignments are specific and can include following positions as they can help the team:

� Jersey and Equipment Care � Games Volunteers (time keeper, stats sheets) � Safety Person, First Aider � Event Organiser (Tournament director) � Social Event Coordinator (celebrations, team pictures) � Fundraising coordinator

September 2010 Page 27

MEDIA AND PUBLIC RELATIONS Keeping the media and the public informed of the teams activities can help to reach the goals of presenting the team/federation in a professional manner, make them interesting for sponsors and government. It must be remembered that publicity can come in both ways positive and negative so the way this must be done carefully In preparation of the press releases and media contact following points should be considered:

� Establish and figure out your (local) media contact � Identify deadlines for getting information to them (eg review of event, results) � Watch what you say and how you say it � Confirm the context in which the information you have given will be printed � Respect the confidentiality of information about team members and players

The media want:

� Clarity, brief information and accuracy � Always begin the release with the main point of news interest, in case the report is cut

short. The first paragraph should be able to stand on its own � Names should be given in full, with the relevant position of player status included � Avoid unexplained initials, jargon and stories

The 6 Questions The information you supply should at least always answer the following questions:

� Who? � What? � When? � Where? � Why? � How?

Other Points to Consider

� All press releases should be typed, using double spacing and a generous margin. They

should be a maximum of one page… � Sentences should be short and to the point. � A paragraph should not continue onto a second page. � Always put a contact name and number at the bottom of the press release in case the

media contact wants to follow up the story � Supply a Team picture and Team Logo

The media will make up their own headline, but you can provide catchy options…

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BUDGET AND BUDETARY CONTROL Budget A budget generally refers to a list of all planned expenses and revenues. It is a plan for spending and raising money. It is an important concept and organizational plan stated in monetary terms. The purpose of budgeting is to:

� provide a forecast of revenues and expenditures � enable the actual financial operation of the business to be measured against the forecast

Expenses can be � Ice Time for Games and practice � Travel to Events/tournaments � General Operations � Miscellaneous payments � Equipment

Income can come from

� Financial support from Federation / Government � Sponsors � Fundraising

The budget should include every possible expense which can be incurred. The skill of planning a budget is to provide a realistic estimate of expenses for the events that are already planed. As other offers and invites are received for the team during the season you must co-operate with sponsors, volunteers and parents to raise money to meet these expenditures. Once the budget is finalised and approved this is usually the all the money you will have to work with during the season. Extra money should be budgeted into the budget in case of emergency or for unforeseen expenses. Budgetary Control Controlling the budget is another managerial function and as important as planning and organising because the money must be there to perform all the planned events. So it is very important to keep the budget and expenses updated at every time. The characteristics of Budget Control are:

� Continuous process � Management process � Adhered to at every level of the organizational structure � Forward looking � Closely linked with planning � A tool for achieving organizational activities

September 2010 Page 29

INTERNATIONAL ICE HOCKEY FEDERATION The IIHF is the governing body of international ice hockey and inline hockey. The IIHF is has 69 member associations, each of which is the national governing body of the sport in its nation. Besides controlling the international rulebook, processing international player transfers, and dictating officiating guidelines, the IIHF runs numerous development programs designed to bring ice hockey to a broader population. Also included in the documents and guidelines the IIHF produce are Regulations for the sport and championships. All of these documents can be downloaded from www.IIHF.com or by contacting your member National Associations by IIHF. REFERENCES

• Hockey Canada Team Manager’s Manual (2007) • The Successful Sports Team Manager (2000) • Wikipedia: the free encyclopaedia • IIHF Hockey Development Camps 2007-2009

This manual has been used to support the IIHF Team Manager Program during the IIHF Hockey Development Camps in 2008, 2009, 2010. A special thank you must go out to all the Team Managers that participated during these camps and also the other Manager Mentors who contributed to this manual.

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APPENDIX This section includes a range of sample forms giving general information and ideas that you might find useful in the role as a team manager. Some of the information team managers have contains confidential information. They have to be kept in a secure place. All the sample forms are provided in three separately files which can be easily updated and personnel customized. Document Description Page Name of File

A Code of conduct for players Page IIHF team manager manual Appendix.pdf

B Code of conduct for parents Page IIHF team manager manual Appendix.pdf

C Master data sheet Page IIHF team manager manual Appendix.pdf

D Management Contact list Page IIHF team manager manual Appendix.pdf

E Team Contact List Page IIHF team manager manual sample forms.xls

F Team Roster Page IIHF team manager manual sample forms.xls

G Medical Information Page IIHF team manager manual Appendix.pdf

K Team calendar and schedules Page IIHF team manager manual sample forms.xls

L Permission Slips Page IIHF team manager manual Appendix.pdf

M Emergency Action Plan (EAP) Page IIHF team manager manual Appendix.pdf

N First Parent Meeting Page IIHF team manager manual Appendix.pdf

O Team Manager Seasonal Check List Page IIHF team manager manual Appendix.pdf

P All Budgetary Forms Page IIHF team manager manual budget forms.xls