The league has two General Meetings a year where team representatives, committee members and any other interested members are expected to attend and contribute. The meetings take place in September and May. Each committee is responsible for setting the agenda at the meeting with regards to their needs to discuss any issues and keeping the league updated with the progress and development of their projects. Members are encouraged to add to the agenda.
Projects and Tasks Being worked on by the Membership
Click here to see the list:
Governance Structure
General development of policies and rules' process
1. Committee discussion boards and agendas
2. League discussion board
3. Post in newsletter
4. Add to General Meeting agenda
Committees
There are currently five main committees in development: Fair Play, Operations, Membership, Communications and Finance. Members can keep updated with their development below.
This committee can be contacted at gthlao-at-hockeyaa.net
Head of Operations
Julie Martin - Twisted Sisters
Referee Coordinator Neil McNeil
Timekeeper Coordinator Sue Vanstone - CCCP
Referees Steve McNeil
Neil McNeil
Timekeepers
Keith Sherbanowski Sam Brooks
GTHLAKids
Head of GTHLAKids
Thomas Carroll - Parkdale
Assistance From...
Tom Carroll - Parkdale
Priscilla Yu - LTS Tom Paterson - Morningstars
Murray Cooke - Morningstars
Operations' Meetings
TBA
Operations' Projects
This spreadsheet can be viewed on a full page
3. Membership
This committee can be contacted at gthlamembership-at-hockeyaa.net
Head of Membership
Priscilla Yu – Lookin' to Score
Logs Volunteer Hours Paul Chisholm – Morningstars
Wanderers Supervisor Julie Martin - Twisted Sisters
Other Committee Members
Karl McNelly - The Meat
Membership Committee Meetings
TBA
Membership Projects
(Standby the project list needs extra time to load)
This spreadsheet can be viewed on a full page
4. HAA Communications
This committee can be contacted at communications-at-hockeyaa.net
Head of Communications Committee
Sarah Knox - Twisted Sisters
Communications Meetings
March 3rd, 6PM EST via Skype
Communications Projects
TBP
5. Finance
Members can view the GTHLA's finances through sending a request to finance-at-hockeyaa.net
Book keeping assistance
Jennifer Pierce
Sponsorship Development
Jason Abrams - The Meat
GTHLA Management Development
Purpose: The GTHLA is developing a management infrastructure that will lead the league in being effective, sustainable and efficient in maintaining its core values and pursuing its goals and mission.
Currently, the league has two General Meetings a year where members discuss the most pertinent issues that league management is addressing.
The day to day management of the league will be supervised by the established and developing committees. As the committees develop it will launch a more formal governance structure. All GTHLA members are encouraged to participate with as many committees they are interested in and have time for.
All committees, workgroups and boards will have these basic beginning expectations to build from:
They will be responsible in maintaining the values and mission of our league and always strive to improve the efficiency and effectiveness of our enterprise. Workgroup, committee and Board members will be responsible for their attitudes and actions as well as take the initiative to make things happen. They will seek mutually beneficial goals and be empathic listeners to inspire openness and trust.
At meetings, it will be the responsibility of those attending to familiarize themselves with the background and histories through reading the relevant blogs, minutes, discussion board topics and newsletters. Meetings aren’t meant for auditing, they’re only for those interested in participating and mobilizing to get things done. Everyone attending must end each meeting having actions that they will be taking responsibility for. We’ll keep our membership up to speed with our progress through our current modes of communication (Blogs, website, newsletters and GM meetings) and any new effective ones we can develop. This process will inherently identify those in our membership who will take responsibility in getting things done, who want to better understand all the business and organizational aspects needed in order for our enterprise to run with its principles and strive towards its goals. This will help us develop more effective league management.
As we build our governance, we will also continue to build metrics for measuring success in relation to our core values and mission. (e.g. our penalty minute restrictions)
Meetings can be done through a conference call (preferably through Skype) or face to face.
Expanded attributes we’re looking for from our management:
• A strong value system that makes the member immune to opportunistic actions that may operate to undermine the fundamental integrity of the league.
• A belief in the dignity of all people, regardless of their station in life, coupled with the ability to separate objectively superior performance from that which is unacceptable by the standards established by the league.
• A finely tuned ability to grasp the interests of the various constituencies within the league and to blend them into a fabric of great strength and endurance in pursuit of the league’s goals and to the ultimate benefit of the membership representing the values of the league.
• Must have a clear understanding of the types of talent needed, work at identifying strong candidates and conduct effective due diligence on possible committee, workgroup and board candidates.
• Must formulate strategies for goal attainment, implement them and manage detailed actions required to execute strategies effectively.
• Carefully evaluate plans to achieve goals
• Clearly understand the situation of the league and evaluate results. React appropriately to the results by holding members accountable and rewarding or intervening as necessary.
• Must not interfere or micromanage and undermine effectiveness of others’ responsibility
• Willingness to act decisively
• Ideally, an effective board, committee or workgroup is a self-managed group in which, as colleagues, all collaborate and individual leadership rotates in an informal way depending on the issue and each participant’s expertise and interests.
• Must devote time to understand what is going on in the business
• Must attend at least 75% of meetings
• Must evaluate their own performance
• Must build and maintain a system of self-perpetuating leadership within committees, workgroups and boards.
• Must know their limits and turn to more expert advisors when their judgement so dictates
Founder
Tom Goodwin
Most of the loose ends with our management development are being logged at gthla.blogspot.com. Information here includes minutes, goals, principles, core values, mission statement and much more.
1. Committee discussion boards and agendas