British Ice Hockey Action Group

1
British Ice Hockey Action Group

• February 2007

2
Exec Summary

• British Ice Hockey Action Group formed to
  formalise stakeholder view of the sport and input
  into current review process
• Key areas of concern are threefold
• Lack of effective governance
• Strategic Vision Leadership
• Long-term welfare of the Sport
• Improvements in these areas could have a
  significant impact on the success of the sport
• Fully support implementation of UK Sports
  National Governing Body (NGB) framework
  restructure of existing governing body
• Proposal for new structure included

3
British Ice Hockey Action Group created to pull
together thinking across key stakeholder groups

• Initially driven by a small group of fans keen to
  give their support to a review of the sport led
  by Richard Caborn
• Efforts have been previously been made by bodies
  such as the Ice Hockey Supporters Association
  (IHSAUK), and the fans survey in 2006, but lacked
  commitment from Leagues Associations (LAs)
• Ongoing consultation with key stakeholders with
  insight into the sport to present a holistic view
• Ice Hockey Players Association - Owners
• Leading Ice Hockey writers - Players
• Current former LA administrators - Former
  officials
• Aim to provide positive and proactive solutions
  to some of the issues facing the sport

4
The current structure of Ice Hockey UK (IHUK) is
not conducive to strong Governance

• Board defined along affiliation lines based on
  League or Association
• Bob Wilkinson EIHA Alternate Director(Chairman)
• Neville Moralee EIHA Director (General Secretary)
• Stuart Robertson SIHL Director (Vice Chair)
• Glen Reilly SIHL Alternate Director
• Eamon Convery EIHL Director
• Mike Cowley EIHL Alternate Director
• 4 permanent members
• Current remit is only
• Ice Hockey UK acts as a consultative body to the
  Work Permits UK and has an input into the
  criteria that are laid down for players coming
  from non-EEU countries.
• Ice Hockey UK is responsible to the IIHF for the
  good order of the sport in the United Kingdom and
  is charged with ensuring that all overseas
  players are properly cleared to play and that the
  rules and by-laws of the IIHF are upheld
• Therefore limited remit on Governance

Information courtesy of IHUK Website
5
The lack of overall sport governance has resulted
in a number of issues.

• Governance
• Inadequate insurance (leading to the current
  investigation)
• Perception of a closed shop Board positions
  tend to be circulated amongst the same small
  group
• No transparency of process
• Differing disciplinary procedures by each LA
• Strategic Vision Leadership
• Appearance of maintaining the status quo rather
  than driving the sport forward
• Lack of unity inhibits partnership working eg
  with other Ice Sports Associations (see Appendix
  5)
• No published strategy perception of existing
  year to year
• Long-term welfare of the sport
• NGB run by a board linked directly to LAs
  resulting in limited neutrality power
• Board make-up based on LA split rather than by
  function
• Specialist skills experience (e.g. Strategy,
  Marketing) not represented at Board level
• No full-time CEO
• Lack of participation in Olympic qualification
  without consultation with key stakeholders
• Players
• GBSC major sponsor of the GB teams
• Resulted in a fall of 6 world ranking places to
  31st the first time GB have been outside the
  top 30

6
a revamped NGB structure would help to resolve
these issues

• Sports Governance
• Central disciplinary authority
• Compliance Insurance, accounting etc
• Transparent processes
• Financial management
• Strategic Vision Leadership
• 5 10 year plan for the sport
• Improved operations planning and management
• Better communications
• Consultancy to LAs on key topics
• E.g. Research, marketing
• Funding
• Long-term welfare of the sport
• Campaigning for additional facilities
• Olympic qualification
• Funding bids
• Business planning
• Central purchasing

7
A Fans survey completed in January 2006
highlighted the lack of a single NGB as a major
stumbling block to the future of the sport

• Survey supported and championed by current EIHL
  owner
• 1500 fans completed the online survey within a
  week
• It was felt that there was no effective
  arbitration body between clubs, leagues
  associations
• Unclear on the purpose of IHUK
• There is no single body co-ordinating the needs,
  wants, marketing presentation of the sport.no
  direction, no public profilewe exist from season
  to season, not knowing if our club will be back
  next year
• There is enormous potential in this sport but
  its all being frittered away. Get rid of the
  politics, get sensible and a lot more can happen.
  It will take work, it will take imagination, it
  will take WILL. If we all work together fans,
  owners, players, managers, juniors, seniors etc,
  then a lot more can happen.
• Copy of the Fans survey is attached as Appendix 4
• Findings published online and shared with LAs at
  no charge

8
The Group are committed to offering positive
solutions to resolve these issues and are keen to
work with the leagues and associations to create
an NGB that will meet all needs

• The Groups preferred solution is for UK Sport to
  undertake a thorough review of the Governance
  process of Ice Hockey
• As per the Investing in Change report from July
  2003
• To include the possibility of funding where
  appropriate
• Action Group also able to assist with further
  inputs into any review into the sport
• Arranging Market Research
• Collating representation from Players/Officials
• Action Group willing to offer relevant expertise
  on a voluntary basis to assist in the initial set
  up of a revised NGB
• Strategy/Marketing/Media/IT/Business planning etc
• Working with other Ice Sports Associations on
  promotion of new facilities maintaining current
  ice footprint

9
Next Steps

• Document to be circulated to key parties
• UK Sport
• Richard Caborn
• Review by Minister for Sport completed on 9th
  March
• On request, Action Group able to provide further
  assistance
• Market research
• Insights
• Attendance at meetings as part of review process
• Continued communication with key parties within
  the sport

10
Thank You
11
Appendix

• Appendix 1 Contact list for Action Group
• Appendix 2 UK Sport Governance Framework
• Appendix 3 Proposition for new NGB structure
• Appendix 4 - Fans Survey
• Appendix 5 Ice Hockey Stakeholders

12
Appendix 1 Action Group members

• Name Background Contact
• Dave Cunningham Lead contact founder of Action
  Group daviejojo_at_hotmail.com
• Julian Sykes IHSAUK supporters association
  jphsshop_at_jphs.co.uk
• Gordon McQuade Member of, but not representing,
  GBSC Committee GBSC.Funding_at_fsmail.net
• Claire Jefferies Strategy Marketing Orange
  UK. Fans Survey 2006 Claire.Jefferies_at_orange-ftgro
  up.com

13
Appendix 2 UK Sport Governance Framework
14
National Governing Bodies of Sport Success
Criteria/Model Framework

• Based on a study into Best Practice for NGBs
• Aimed at providing guidance success criteria
  for NGBs
• Categorised on size of sport within the UK
• Ice Hockey estimated to be level 3
• Includes measurement tools to identify strengths
  weaknesses
• NGB to then produce development plans to meet
  success criteria

15
Effective Corporate Governance
Role of CEO
Adherence to Best Practice
Strategic Plan
Strategic Review
16
Sports Business Administration Effectiveness
Equity Frameworks
Management Structure
Sports Development
Management Audit
Disciplinary Matters
Rules Regulations
17
Financial Management Commercial Strategy
Procedures Compliance
Ratio of fundingincome
Commercial Strategy
18
Performance Management Elite Performance
Measurement Systems
Talent Development
Coach Education Development
19
Services to Members
Services to be provided for members
Services to be provided for clubs
Communication with Members
20
Volunteer Event Management
Organising Competitions
Volunteer Development
Volunteer Recruitment
Hosting Major Events
21
Partnerships
Education
Local Authorities
Commercial Sector
22
Structure of Sport
Relationship with International federation
Relationships with Home countries
Model Structure
23
Appendix 3 Propositions for new NGB structure
24
Appendix 2 Propositions for new NGB structure

• Proposal of potential structure for further
  discussion
• Aimed at providing functional support whilst
  retaining input decision-making from member
  leagues associations
• Includes current incumbents to ensure continuity
  identifying areas of best practice in
  individual leagues associations and applying to
  wider audience
• Model 1 is based on UK Sport Governance Framework
  Burns Report on the FA Governance structure
• Model 2 uses Swiss Ice Hockey governance model as
  a reference
• Both solutions provide a voice for wider
  stakeholder group to improve communication
• Proposition is a discussion document only not a
  finalised proposal

25
Model 1 - Board make up and responsibilities
Chair/CEO
Officers

• Ensure mission strategic plan are updated
• Monitor plans targets
• Leadership, management administration of Board
• Promoting the NGB
• The Face of British Ice Hockey

• May be officers with specific roles and
  responsibilities falling under specific
  directorates e.g.
• Chief Medical Officer
• Doping Control
• Lobbying/Campaigning
• PR Officer

Strategy Marketing
Performance
EIHL
EIHA
Finance
Cross-sport Liaison
SIHA
Regulation Compliance

• Development of 5 year plan for sport in
  conjunction with LAs
• Delivery of development plan for NGB
• Stewardship to Strategic plan
• Media contact for the sport
• Marketing consultancy

Association Rep
League rep
Association Rep

• Accounting responsibility
• Financial consultancy to LAs
• Development of business cases
• Stewardship of funding

• Doping control
• Discipline
• Insurance compliance
• Officials development
• Equal opportunities

• Management and development of National teams
• Seniors
• Juniors
• Womens
• Development of Elite athlete programme

• Working with NISA on key ice sports issues
• Working with NGOs
• Working across key stakeholders
• Liaison with Council
• Campaigning for new facilities

26
Model 1 Ice Hockey Council
Ice Hockey Council
Chair/CEO

• Approve changes to make up remit of NGB
• Stewardship of NGB KPIs
• Debating issues around hockey ? recommendations
  to Board for further investigation or
  consideration
• Communication of NGB activities to Stakeholder
  Groups

Elected council of 25 - 30 7 Clubs 5 Supporters
5 Player 3 Coaches 3 Officials 2 Press 1 NISA 1
BUSA 1 Sledge Hockey
Example
27
Model 2 - Organisation chart
EIHL EIHA SIHA
Consultation Body Player Rep Official
Rep Supporter Rep Rink Manager Rep
28
Model 2 - The Strategic Board

• Key Responsibilities
• The Creation of a 5 year plan to grow and develop
  the sport
• This plan should be rolling, and should encompass
  all aspects of the game from junior development
  to professional
• To develop the sport in a holistic fashion
• To communicate on changes within individual
  league or association structures and to work
  together to enable creative solutions to
  potential issues

29
Model 2 - Operational Board
EIHL EIHA SIHA NIIHF
Consultation Body Player Rep Official
Rep Supporter Rep Rink Manager Rep

• Key Responsibilities
• Player Registration (ITC Work Permits)
• Disciplinary Officiating
• PR Marketing for the Sport
• League Association liaison
• Two way communication with the consultation body
• Implementation, communication and measurement of
  the 5 year plan
• Mediation between leagues and associations in
  case of dispute

30
Appendix 4British Ice Hockey Fans Survey

• Claire Jefferies
• January 2006

31
Exec Summary

• Plenty of positives
• The sport has the potential for a healthy future
• Lots of great and unique things about the sport
  that can hook people in
• Fans keen to be involved and come up with
  positive, realistic solutions
• The issues raised are actionable
• Needs to be a real commitment to working together
  across all parties
• The sport must come first, not individual clubs
• There isnt one single league format that will
  please everyone
• Radical improvements required in sport governance
  and officiating standards

32
Introduction

• A survey was set up to study fans opinions on a
  series of questions
• Due to time restraints, this is a survey of the
  online fan base only
• The survey took the form of a series of multiple
  choice questions with some areas of free text for
  further comment
• The questionnaire went live on 10th January, and
  closed on 14th January

33
Response Profile

• At the close of the survey, there had been 1595
  responses
• 70 of these responses came from the EIHL fan
  base, with 24 from the EPL SNL
• The remainder include GB and ENL clubs
• This profile seems to reflect the make up of the
  overall fan base
• NB accurate attendance data for EPL/SNL clubs not
  available
• In general, there was an even weighting of
  responses by club
• Sheffield over represented, Coventry under
  represented
• Sheffield (Scimitars) over represented, Guildford
  under represented

34
Key findings Your hockey experiences

• 40 of fans have been watching the sport for more
  than 10 years, with 32 less than 5 years
• 68 of respondents go to every home game, with
  46 going to away matches once in a while
• About 40 of respondents are season ticket
  holders
• Those who dont own an ST would be attracted by a
  great discount or the ability to pay monthly or
  quarterly
• Most fans (58) consider the price they pay to be
  value for money, with over 30 believing it to be
  good value for money
• The match night experience was considered by most
  (62) to be OK, with 33 rating it as excellent
• For most people, the most important factors are
  the great atmosphere and having nail biting games
  rather than lots of goals or fights
• Over 93 of fans have introduced others to the
  sport, with over half of these becoming regular
  supporters

35
Key themes The best thing about hockey

• Fast, colourful, exciting, fair, honest, the
  sheer spectacle, the friendly fans, atmosphere,
  safe environment for kids adults
• Speed, skill, adrenaline, close games
• Its fast, fun, nail-biting, aggressive,
  intense. Not one good thing, its just awesome!
• As soon as I went to my first game I was hooked
• Great atmosphere
• The atmosphere during the games is amazingIts
  a fun and friendly atmosphere, even if the games
  keep you on the edge of your seat!
• Family sport
• A great night out, also something we do as a
  family
• Its a sport that can be watched by the whole
  family in a pleasant, non-threatening
  environment
• Meeting people
• I have met 90 of my social circle through
  hockey
• The relationship between players and fans, the
  refs and fans and the fans of the opposing
  teams.all having a drink after the game.
• I have met some of the best friends I have ever
  had through watching hockey

36
Key Themes The worst thing about hockey

• There is no single body co-ordinating the needs,
  wants, marketing presentation of the sport.no
  direction, no public profilewe exist from season
  to season, not knowing if our club will be back
  next year
• Officiating
• The poor, inconsistent officiating
• There is no visible training or improvement of
  officiating
• Disjointed structure
• The way the Elite BNL have treated the fans on
  both sides
• No real independent governing body (i.e. FA,
  FIFA)
• Everyone for themselves mentality
• Lack of stability
• Clubs exist almost year on year
• No common goals between the team owners
• Lack of Publicity/Marketing
• Not enough advertising and PR is done to get
  more people interested.you only need to see one
  game and youre hooked
• The fans the football mentality
• The gradual slide towards the soccer fan
  mentality
• The occasional muppets who try and spoil it for
  everyone

37
Key Findings The Leagues

• No fans believed that a league with less than 8
  teams was viable, with the ideal figure being
  between 10 12
• 57 felt that having promotion relegation was
  important, with 51 believing that this was the
  optimum league structure
• 19 believed the current format was the most
  appropriate
• 70 of fans felt that having a farm team
  agreement was a great idea, although only 7 of
  fans were from the EPL/SNL
• About 23 of the EPL/SNL fan base were in favour
  of a farm team system
• May be skewed by over representation of Scimitars
  fans
• 46 of fans believe the wage cap doesnt work,
  with 47 of those that do, believing it is set at
  about the right level
• 39 believed it was too low

38
Key Themes The Leagues

• I personally dont believe there is a format out
  there that would keep everyone happy.
• Wage caps
• Wage caps are too easily gotten roundthe people
  who police it are the people who circumvent it
• The wage cap might be too low, but can teams
  stand a rise?
• Raise the wage cap, but dont include British
  players within it
• Farm teams
• Not farm teams, but formal links and two way
  contracts
• I like the idea of farm teams.but what does the
  Farm team get out of the deal?
• Farms teams with real affiliation to the
  development team money, time assistance
• Farm teams are a bad idea because I for one
  would not pay to watch a farm team
• Promotion Relegation
• Only viable if all teams have a reasonably level
  playing field
• Promotion/relegation issue from EPL ? EIHL is
  difficult due to 4 import rule more importantly
  a financial nightmare
• Promotion relegation is the only way a sport
  can exist in the UK
• League size
• The Elite league doesnt have enough
  teams.games against Nottingham are watered down
  compared to before
• The EIHL currently does not have enough teams to
  make an entertaining league
• Its really made a change seeing 12 opponents in
  the EPL because theyre all a little bit
  different

39
Key findings The Players

• In general, the import levels in the respective
  leagues were considered to be about right
• 45 of fans believed the import level had a
  direct bearing on how entertaining a game is
• Fans generally felt that dual nationals should
  continue to be classed as imports, but it was
  felt that there shouldnt be a restriction on the
  number of imports that required work permits
• 85 of respondents felt that junior development
  was very important to a senior club, with only 2
  believing that it should not be the role of the
  senior club
• It was also felt that senior clubs should take on
  as many under 19 players as possible

40
Key Themes The Players

• I think the fans like to see a certain number of
  imports fast, skilful players, but the biggest
  cheer is reserved for the kids who score goals or
  put in a hardworking performance.
• Import levels
• Import levels should always be reviewed to allow
  for increasing numbers of local players who make
  the grade
• The 5050 rule of the former BNL was a good
  balance
• Level of imports should remain static until
  development of Brits has improved
• Junior Development
• Everyone loves to see a home grown youngster
  rise through the ranks
• A local lad with a local accent being so proud
  of who he played for thats what teams need
• Junior development is very important, however I
  do not pay my hard earned cash to watch kids!
• I believe senior clubs should use their veteran
  pros in junior development
• Definition of an import
• Dual Nationals should only qualify as British
  after a set length of continuous play
• A residency qualification could be more
  appropriatewe could then reduce the number of
  work permit players
• Any player who has not come through a British
  development programme should be classed as an
  import

41
Key Findings The Sport

• 79 of fans believe they have an in depth
  knowledge of the rules
• 53 of fans rank officiating as poor, with 44
  believing it is OK
• 85 of fans would be prepared to pay a small
  additional sum to a ring fenced fund to pay for
  officials development
• 63 understand how the disciplinary process
  works, with 75 believing it works to some extent
• Fans believe that fighting is an integral part of
  the sport, and also believe that the penalties
  for fighting are at the right level
• 60 of fans dont understand the role of IHUK
  within the sport
• 94 of fans believe the sport has the potential
  for growth
• 88 of fans believe the national team is
  important
• The most important factors to the enjoyment of
  the game are, in order of importance
• Having entertaining matches
• A stable structure
• Variety of opponents
• Use of British players
• Having highest quality players
• Local rivalries
• 74 of fans are willing to get involved in
  building the vision of the sport in the future

42
Key Themes The Sport

• There is enormous potential in this sport but
  its all being frittered away. Get rid of the
  politics, get sensible and a lot more can happen.
  It will take work, it will take imagination, it
  will take WILL. If we all work together fans,
  owners, players, managers, juniors, seniors etc,
  then a lot more can happen.
• Structure
• I feel the whole of the UK would benefit from
  having all the leagues and teams under the
  control of a body that is separate from the teams
  owners
• With regards to IHUK, I know what theyre
  supposed to do, but what do they actually do?
• IHUK and its equivalents over the past years
  have been guilty of total inaction when a
  steadying hand has been requiredthey have been
  notable by their absence when a crisis has hit
  the sport
• IHUK do as good a job as they can with the lack
  of support/ funding available
• Officiating
• Some proper coaching for officials needs to
  happen
• We need a variety of refs not just regional
  ones, and they should be trained to a high
  standard
• There is no consistency
• Everyone has views on officiating I do
  sympathise because Im sure its a really
  difficult job. The abuse they receive from
  supporters, players coaches is not acceptable
  sometimes
• Disciplinary
• The disciplinary processappears to depend on
  who you play for
• The disciplinary process seems to be a huge
  secret
• Disciplinary process should be more open If
  something happens, there should be a formal
  league statement
• GB Team
• We need a strong national team to put the sport
  on the map
• It is a disgrace that team GB were not allowed
  to enter the Olympics how did this happen?
• I have no problem with the GB team, but I
  havent seen them play, and I wouldnt travel far
  to see them

43
What Single change would you make?

• Even split between two key factors
• Independent governing body/Single league
  structure
• Greater publicity, advertising TV coverage
• Secondary factors included
• More teams in the league
• Quality of officiating

44
Have your Say.

• Hockey has the potential to rival other
  mainstream sports. Political infighting and
  selfishness have plagued the sport
• We cannot keep going with a boom and bust
  strategy for ice hockey in this country
• I am of the opinion that Ice Hockey is one of
  the best kept secrets in this country
• Unless there are changes soon, my family season
  ticket money will be spent elsewhere
• The owners and league officials and
  administrators of all clubs/leagues need to get
  together to unify the sport
• Last years inter-divisional tournaments were
  great
• Lets take this chance to get ice hockey sorted
• A stable and unified structure.could be hugely
  marketable
• It is a great sport in Belfast it has brought
  in communities together in a way no other sport
  has ever done
• We should have more of these surveys to monitor
  what people think of the sport
• With the winter olympics on terrestrial TV,
  there is an opportunity to ride the popular
  bandwagon
• Fans want to be entertained, not told what they
  find entertainingIf I never see another Steelers
  v Panthers game again I will be fine!
• I love the sport

45
Summary What do fans want?

• There is no single league structure that will
  meet the needs of all fans as well as the team
  owners
• There is however a clear consensus in bringing
  independent governance into hockey
• Preferably a revised and strengthened overall
  governing body for the entire sport
• Alternatively, control removed from the team
  owners into an Exec board
• Main parties who have influence and control over
  the sport need to start working together for the
  best solutions for the SPORT rather than
  individual gain
• Greater clarity and communication required across
  main areas
• In particular, communication of disciplinary
  process and outcomes
• An acknowledgment of the importance of junior
  development, developing innovative ways to
  improve the standard of British players whilst
  maintaining a high quality, entertaining on ice
  product
• Improved advertising and marketing of the sport
• Improving the standards of officiating
• Most fans are prepared to pay towards this, on
  the proviso that there are visible improvements
  in consistency
• To be listened to and heard to be respected as
  customers

46
So what could this look like?

• A governing body, with responsibility from top to
  bottom of the sport is set up
• Has real power and authority, and a budget to
  allow expenditure to help the sport grow
• To include management of the wage cap
• A 5 year plan for the sport is produced,
  outlining where were going, and what steps are
  being taken to get us there
• This is communicated to the fan base, and adhered
  to
• There remains 2 senior leagues in the UK, but
  strong links between them, with the aim, in
  future, to have a sustainable promotion
  relegation system
• Current teams outside the professional sphere who
  wish to re-enter are provided for
• The level of imports is reviewed in line with the
  5 year plan, with the long term aim of increasing
  the level of British players at a sustainable
  level without losing the entertainment factor
• An import should remain a non-British trained
  player
• However, there is the potential to have a new
  category of e.g. British resident to encourage
  longer term commitment from players with a
  corresponding decrease in the number of work
  permit players allowed
• Bench sizes could potentially increase to allow
  for additional young British players to gain
  additional experience to be outside the wage
  cap
• A fully funded officiating programme is
  developed, with each senior game being supervised
  both on match night, and post match via video
• All senior officials to receive written feedback
  on a monthly basis
• Training and development programme to be set up
  for up and coming officials
• A successful GB team, full of home grown talent
  continues the climb up the world rankings, aiming
  for a top 10 world ranking to release government
  funding
• Aiming also for Vancouver 2010 qualification
• A clear structure for junior development is set
  out rewarding clubs for developing young
  players
• A key role for our top imports is working with
  junior clubs particularly at the U16 and U19
  levels this becomes part of the job
  specification
• Formal links between teams in the two leagues
  where appropriate not necessarily farm teams,
  but allowing for X number of two way players for
  example with like for like replacement to ensure
  the development team doesnt suffer

47
Next Steps Fans

• Survey findings to be presented to EIHL Board
  meeting on 18th January
• Forwarding of specific questions raised to EIHL
• Prepared and sent as a separate list
• Collating the ideas generated so far
• Also to be forwarded to the EIHL
• Communication of this report to EIHA, SIHA
  NIIHF
• Possibility of Offline survey to support these
  findings
• Assistance may be required to rollout survey
• May also be further online surveys to supplement
  findings
• Most of all, thank you to all those who took the
  time to respond.

48
Next Steps Regional organisations

• Opportunity to complete reciprocal study on
  behalf of EIHA/SIHA/NIIHF
• Identify aims and objectives of the team owners
• Identify potential areas to bring a more holistic
  view of the sport
• Pull together with fans vision and complete gap
  analysis
• To extend into full strategy study on the way
  forward for the sport
• Develop 5 year plan for the league/sport
• Potential to undertake same piece of work with
  EIHL
• Please see attached proposal on completing a
  strategy study for the sport

49
Appendix 5 British Ice Hockey Stakeholders
50
Team Owners
Ice Sport Associations
Sponsors
NGOs
UK Sport, BOA, Sport England, Sport Scotland.
Limited funding (4kpa)
Sponsorship commercial activities undertaken at
club/league level
Shareholders. Sit on board of relevant league.
Major financial investors
Including National Ice Skating Association,
British Sledge Hockey Association, British
Universities Sports Association, Curling
Officials
Rink Operators Management
Critical component of game. Paid by central fund
(EIHL) or by club on game night. Annually trained
IHUK
Planet ice major player owns several rinks in
UK. Key to securing ice time adequate facilities
Work Permits, Good order of sport, run national
teams programme
GBSC
Main sponsor of GB teams (all levels). First
national supporters club in World
British Ice Hockey
Journalists
Critical to improving media coverage. Historians
of the sport. Annual player awards custodians
of Hall of Fame
Players
IHPA represents players at all levels. Concerns
over insurance player protection.
Leagues
Volunteers
Supporters
National associations
Elite league run by its member clubs. EPL, SNL
etc run by national associations. No formalised
links between leagues e.g. promotion/relegation
Sport heavily reliant on volunteers off ice
officials, fundraisers, parents, supporters
clubs. Administered at club level. No overall
training/reward programme
No formal input into running of sport. Attendance
figures declining. Individual campaigns eg save
our rink, save our teams
IIHF
English Scottish associations based on
historical set up. Run the League competitions
with the exception of EIHL. Strong Junior dvlpmt
focus
World Governing Body. Sanctions IHUK to run sport
in UK
Stakeholders identified, not necessarily bought in
51
Data courtesy of Powerplay Magazine