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Hockey Structure in Ontario and Recruiting Volunteers. Sudbury 2011. Goal of Session. To provide some education. To challenge our minds on structure and volunteers. To challenge the current philosophies.
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Hockey Structure in Ontario and Recruiting Volunteers Sudbury 2011
Goal of Session • To provide some education. • To challenge our minds on structure and volunteers. • To challenge the current philosophies. • To challenge ourselves to be proud of the great job we have done and be critical of what we need to do to expand from a great to exceptional. Accept the challenges so you may feel the exhilaration of victory. General George S. Patton
Core Philosophies As volunteers or operators we are in the game to serve the youth player. Organizations and volunteers need to concede that no one owns the player, the player is our key resource that can choose another activity at anytime and without them we don’t have a game or a role to play. Parents and players need to recognize that hockey is not a right, it is a privilege and with all privileges comes the responsibility to embrace the game with the rules in place. The game is bigger then any one person or organization and will continue to be played even if structured hockey doesn’t exist. Competition in the Hockey Canada family should only be between teams on the ice and players vying for spots on those teams.
Hockey Canada • National Governing Body that is the conduit and voice to Sport Canada, Federal Government and IIHF. • To develop National Recommendations that we strive to meet and National Standards that we must adopt that are best for the game. • To operate in a manner that is best for the development of the game nationally. • Conduct National and International Competitions • Support and foster the growth of the Branches while ensuring the Branches are operating consistent to Hockey Canada recommendations and standards.
OHF (Branch) • To be a productive member of Hockey Canada. Balancing being the voice of the Members of the Branch to HC and a partner in doing what is best for the game Nationally. • To develop plans and implement recommendations and standards developed by Hockey Canada. • To develop Branch recommendations and standards that are in the best interest of the Branch Membership. • To support and foster the Member Partners and to ensure that they are operating within the recommendations and standards of HC and Branch.
NOHA (MP) • To be a productive Member of the Branch. To balance being the voice for its Members to the OHF and to make decisions that are best for the OHF as a whole. • To operate and execute the recommendations and standards of HC and the Branch within their jurisdiction. • To develop recommendations to adapt for geographical differences in their jurisdiction. • To proactively manage complaints within their membership expeditiously. • To support and foster the growth of MHA’s within their jurisdiction, while ensuring they are operating consistent to the direction set and in the best interest of the player.
MHA • To recruit and retain players in the game of hockey. • To recruit and retain volunteers to provide the game of hockey and serve the players. • To develop the players to the highest level the player is capable of in a safe and fun environment. • To immediately address complaints or concerns of players as the front line ambassadors for the game. • To promote the Hockey Canada family and work collectively to grow the Hockey Canada family. • To be proactive in providing input and suggestions to the Member Partners and Branch to better the game.
Structure Task At Hand Challenge Solutions Player first philosophy. Willingness to work on solutions rather then relying on status quo. Elevating your game and expecting the same of the other organizations. Release need for power so we all do our jobs. Work together to get kids in the game where it best suits them not us. Organizational teamwork. • Current regulations are all based on proprietary rights of players rather then development of players. • Current structure breeds competition between MHA’s and MHA’s, between MHA’s and MP, between MP and MP etc. • Current structure is conflicted by power and who has the power. • Current structure is confusing to the player and parent that just wants to play the game. • Current structure has significant overlap of responsibility.
Types of Volunteers Super Volunteer No Choice Volunteer Weekend Warrior Volunteer I Am Here But only have an hour Volunteer
Volunteer Stats in Ontario Reasons Did Want to Volunteer Reasons Didn’t Want To Volunteer Didn’t have enough time. Couldn’t make a long term commitment. No one asked them to volunteer. Didn’t know how to become involved. • Contribution to the Community. • Use skills and experiences. • Personally affected by the cause or organization. • Explore own strengths.
VP of Marketing • VP of Marketing of a Major Corporation that is retiring that wants to provide his services of a volunteer. • Offers his time and skills to be a Officer of Hockey Canada and bring his expertise to entire organization. • Provided the pathway to achieve the position. (MHA, Member Partner, Branch and then Hockey Canada. • 20 Years after he has offered his time he is in the position with Hockey Canada except his skills are outdated as marketing has changed since he retired 20 years ago. OUR GOAL: HOW DO WE GET THE VOLUNTEER TO THE RIGHT POSITION, AT THE RIGHT TIME TO MAKE US EXCEPTIONAL.
The Need • Hockey Canada Programming has long run on volunteers and its future depends on the maximization of volunteers and their limited time. • Without volunteers the cost will increase and the potential market segment to serve will decrease. • It will become a sport only for the elite of society. • There are goals on recruitment of players to the game, but without recruitment of volunteers there won’t be a structured hockey to recruit players to.
The Task At Hand The Challenge The Solution Competency Based Job Descriptions Reduction in Red Tape Task oriented volunteering. Smaller Boards Mixture of experts and long serving volunteers. Succession Planning Using technology to maximize volunteer time. Cover expenses but don’t pay, ensure experience is sufficient. • Aging volunteers • Youth volunteers with different priorities • Youth volunteers with less time. • Structure interfering with best results • Maximization of volunteer capabilities • Paid volunteers (expectation or new norm)
