The Proposal [ Click icon (on the right of the page ) for " Full Screen " viewing ]
This booklet titled as “The Urgent Need to Rejuvenate Malaysian Hockey to World Class” has
its origin from the “Open Letter”. The “Open Letter” provides an insight as to the state of
affairs of Malaysian hockey. The text of the letter is as follows:
“102” former Malaysian hockey
internationals came together to support the
letter so as something could be done for
Malaysian hockey. The Minister of Youth &
Sports was very supportive of the call and
wanted a proposal from the group.
A 4 man team worked around the clock including setting-up a blog referred
as “102-formerhockeyinternationals.blogspot.com” as a means of
communication and keeping interested parties updated.
The 99 page booklet makes a critical analysis of hockey by reviewing the
components of the Game and Administration. The team has identified 22
elements from the 2 components and analysed their respective weakness and
The critical analysis of the 22 elements provided an in-depth outlook of the
state of Malaysian hockey. What appeared interesting is that there are 3 key
elements that can transform Malaysian hockey to World Class. They are: -
Accordingly, we have encompassed these 3 elements as part of the
“Recommendations” and also added another 3 elements i.e. Coaches,
Development and Database to reflect that they can be easily undertaken and
achievable. It is built on the principles of “Right person in the Right position”
and the term “excellence”.
Finally, we have also incorporated Chapter 6 i.e. “The Way Forward”. It
provides the “modus operandi” of implementing the said “Recommendations”
in the 3 key elements, which itself becomes the “first step” in the journey for
Malaysian hockey to achieve and sustain World Class status.
For “102” Former Hockey Internationals
Maninderjit Singh (Mike)
8th October 2008
1. Introduction 8 - 12
2. The Fundamentals 13 - 14
3. Methodology 15 - 16
4. Weakness & Strength 17 - 18
A. Game 19
Style Of Play 20
Coaches 22 - 23
Team Management 24
Support Team 25
Training And Tactical Methodology 26
Supervision And Monitoring 27
Development 28 - 29
Tournaments 31 - 33
Adoption Of Innovation And Technology In Sports Science,
Medical Science And I.T 34
Umpires/technical Delegates 35
B. Administration 36
Affiliates 37 - 38
Office Bearers 39 - 40
Strategic Planning 40
Selection Process 42
Database 44 - 45
Seminars And Training Courses 48 - 49
5. Recommendation 51 - 54
Affiliates 55 - 58
Office Bearers 59 - 61
Strategic Planning 62 - 73
Coaches 74 - 78
Development – Players and Coaches 79 - 84
Database 85 - 90
6. The Way Forward 91 - 97
Thank You YB Minister 98
Ends The Tenure of “102” Former Hockey Internationals
8. Acknowledgments 99
OPEN LETTER dated 23rd July 2008
The dismal state of performance of the various National teams:
1. Senior National Team - Failure to qualify for two Olympics – 2004 and 2008
- Failure to qualify for 2006 World Cup
- Last at the Sultan Azlan Shah Trophy 2008
2. Junior National Team - Struggled with “Minnows” hockey nations like
- Struggled with Singapore to a draw at Junior Asia
- 5th position at Junior Asia Cup 2008
3. Under 16 National Team – Lost all games in their European Tour 2008
The Open Letter calls for intervention to stop the slide in Malaysian Hockey.
In 4 days, 102 Former Malaysian Hockey Internationals from 1957 onwards
signed in support of the Open Letter.
The cross-section of the signatures is as follows:
a) 37 Olympians
b) 29 World Cuppers
c) 9 former National Coaches
d) 2 former National Team Managers
e) 10 former National Captains
f) 1 former World XI
g) 10 former Asian All-Stars
RECEIPIENTS OF THE OPEN LETTER
1. DYMM Sultan Azlan Shah – President of Honour of MHF
2. YAB Datuk Seri Najib Razak – Deputy Prime Minister &
Chairman of Cabinet Committee
3. YB Dato’ Ismail Sabri bin Yaakob – Minister of Youth and Sports
4. Y Bhg Dato’ Mohd Yasin – Ketua Setiausaha of KBS
5. Y Bhg Datuk Wira Mazlan Ahmad – Chairman of SAP
6. Y Bhg Datuk Zolkeples Embong – Director General of NSC
7. Y Bhg Datuk Dr Ramlan Aziz – Director General of ISN
8. Y Bhg Tan Sri Mohd Anwar – President of MHF
9. YAM Tunku Imran Tuanku Ja’afar – President of OCM
10. Affiliates of MHF
MEETING WITH YB MINISTER OF YOUTH & SPORTS
ON 4th AUGUST 2008
YB Minister of Youth & Sports met 8 Representatives of the “102” Former
• YB Minister had a frank open discussion on the current state of hockey.
• YB Minister wants a proposal looking at the weakness, how to overcome it
and the way to become a World Class hockey nation.
Key Objective : The urgent need to rejuvenate Malaysian
Hockey to World Class
Underlying : 1. Right person in the Right position
2. Road to Excellence
3. Good Governance and Accountability
• Identify the components and elements that is considered as
fundamental ingredients in Hockey.
• Analyze these components and elements and determine the
prevailing “weakness” and “strength”.
• Undertake the necessary “Recommendations” which:
1. Fulfills key objectives
2. Are practical and achievable
3. And able to withstand the “tests” of time
THE COMPONENTS OF
1. Style of play 1. Affiliates
2. Players 2. Office Bearers
3. Coaches 3. Strategic Planning
4. Team Management 4. Selection process
5. Support Team 5. Finance
6. Training Methodology & Tactical 6. Database
7. Supervision & Monitoring (Feedback Loop) 7. Staffing (Human Resources)
8. Development 8. Sponsors
9. Infrastructure 9. Seminars/Training Courses
10. Tournaments 10. Research
11. Adoption of Innovation and Technology In
Sport Science & Medicine
12. Umpires & Technical Delegates
1.STYLE OF PLAY
1. No basic Malaysian style of play, taking account of the strength and
weakness of Malaysian players.
2. Development program does not encourage various styles of play to
3. Current style of play is regimented and robotic in nature.
4. Slow in adapting to changes and the element of flexibility of play.
5. Current style of play does not adapt to full width and depth of field.
6. Lack of communication between players during game.
7. Team stability is weak when under pressure.
8. No indoor hockey therefore benefits from it are not derived.
1. Opportunity to play against teams that have different style of play.
1. Lack of talented pool of players - main supply chain is currently from
Sukan Teras Program/Sports School.
2. Lack of players with the right physique.
3. Lack of thinking players.
4. Lack of mental strength to cope with pressure.
5. Failure to maintain all round fitness, strength and diet.
6. Lack of leadership qualities in Senior players.
7. Lack of discipline on and off the field.
8. Lack of pride and commitment in representing the country.
9. No proper system to rotate players for international tournaments.
1. Young Team.
2. Players have speed and agility.
1. Lack of proper qualification to handle National teams.
2. Lack experience profile as a coach.
3. Lack success profile as a coach.
4. Lack the knowledge and demands of modern hockey - sports science
and sports medicine.
5. Lack understanding of the players - to motivate the best in them.
6. Lack analytical outlook to ascertain profile of competitors.
7. Lack the knowledge and understanding of adapting to modern
technology - to enhance team performance.
8. Lack of focus on the assignment.
9. Unable to create a discipline environment among players.
10. Insufficient qualified Indoor hockey coaches - the game is not
11. No proper salary scheme and pathway to create a career in
1. Usually former national players with knowledge of local
2. Salaries borne by NSC
1. There are no criteria in selection of Team Managers.
2. Those appointed lack Team Manager’s experience.
3. Responsibilities of Team Managers are not defined.
4. Appointments are ad-hoc – Tournament by tournament basis.
5. Do not have reasonable familiarity of the team and related issues.
6. No appreciation of coordinating with the Support Team.
1. Allocation for Team Manager is provided by NSC.
2. Team Manager are selected from Affiliates.
( Physical Trainer, Strength Trainer, Psychologist, Dietician, Medical, Video Team and Consultants )
1. No proper criteria in selecting Consultants to assist team.
2. There is lack of coordination in the usage of Support Team.
3. No planned schedule for maximizing the usage of Support Team.
4. Support team have no input on planning of training methodology.
5. No proper players database to capture each players profile on medical
and scientific results, which could assist in the selection process.
1. Support from NSC and ISN.
6.TRAINING AND TACTICAL METHODOLOGY
1. The current Training and Tactical Methodology (T&T) is poorly planned
without clear objectives including benchmarks.
2. T & T Methodology is prepared without incorporating expert views from
3. Lack of continuous review on T & T Methodology to take account of changing
aspect of the team and the game.
4. Current T&T Methodology does not take into account of timeline for the
peaking of players and team performance in line with ultimate targets.
5. No continuous analysis of competitors - to be used in T&T Methodology.
6. Lack of structure in T&T Methodology to facilitate movement of players to
7. Current T&T Methodology does not include techniques of Indoor hockey.
1. NSC has video database of competitors.
2. ISN provides the Support Team.
7.SUPERVISION AND MONITORING
1. No policies and SOP for independent monitoring and supervision
of Training and Tactical Methodology and game performance.
2. Current system left to Coaches and Team Management.
3. No effective follow up on post mortems of tournaments and game
4. No database - capturing various reports for follow up actions.
5. No proper review to reset standards and targets.
Note: This covers all areas including Development.
1. No comprehensive Development Plan.
2. Development Plan currently undertaken on a piece meal
Sukan Teras -its influence slowly being reduced.
Sports School -restricted to one school.
Project School -lack of qualified teachers in hockey.
( Tunas Cemerlang )
3. MHF have abdicated direct responsibilities on age-group and
Champion School tournament.
4. Most States Affiliates are not involved in Development.
5. No clear cut role and responsibility in Development between
NSC,MSSM and MHF.
6. The failure of involving the Universities in the Development
7. With 433 coaches, 222 district centers and 9000 players at the
Development level - results are not seen.
8. Project 2013 for Junior World Cup - omits the involvement of
9. Program 2013 does not set timeline targets.
10. No defined integration program beyond 2013.
11. Too much dependency on Government ie KBS & KP.
1. Every relevant parties want to get involved.
2. Government initiative to help hockey.
1. Insufficient pitches for modern hockey.
2. Available pitches are badly maintained.
3. Accessibility and affordability to use pitches.
4. Pitches are urban based.
5. No cheap alternative surfaces available for the development of
1. Government involved in building hockey pitches.
2. Pitches are mainly build to world standard.
Weakness - Domestic
1. Most States do not have or lack good participation in their League.
2. Lack of funds to organize the State League on a continuous basis.
3. Lack of marketing by States to national institutions to assist in
participating in State League.
4. State League organized in urban area because of accessibility to turf
1. National League participation has been declining over the years.
2. National League is controlled by 4 teams - essentially represented by
3. National League-Seniors and Juniors usually have problems related to
National team training.
4. No priority is given to National League because of international
1. Razak Cup has lost its glamour - always embroiled on issues of
current National players.
2. Lack of participation of Sabah and Sarawak in Razak Cup
1. Age group tournaments - MHF abdicating their responsibility in
2. MHF have cancelled Champion School after 20 years of legacy.
3. Age group rules have been tampered to the determent of the
Weakness - International
1. Hockey Calendar is not properly planned – International
matches take preference over Domestic League.
2. Lack of international invitation due to lower world ranking.
3. Test matches are planned on ad hoc basis.
4. Tours as warm up matches are played against lower ranking
teams or club side.
1. Government provides support for participating in tournaments
and warm up matches.
11.ADOPTION OF INNOVATION AND TECHNOLOGY IN SPORTS
SCIENCE, MEDICAL SCIENCE AND I.T
1. Lack of knowledge and understanding in technology to enhance the game.
2. Lack of interest in keeping abreast with technology to enhance performance in
3. Failure to organize seminars or participate in conferences on sports technology.
4. No specific person or committee to look into latest technology in sports.
5. No collaboration with Universities.
1. Existenance of ISN.
2. Government funding.
3. Higher learning Institution
– USM,Kubang Kerian
– University Multimedia(IT)
– UITM (Sports Science)
– UM ( Sports Science)
1. Lack of good quality umpires.
2. Lack of domestic league - exposure as part of training process.
3. Lack of seminars and courses.
4. Umpires Board is treated more as an appendix.
5. Lack of qualified instructors.
1. History of having world class umpires.
2. Hosted a number of international tournaments where the local
umpires have participated.
1. Role of Affiliates in MHF other than attending meetings and voting,
has not been defined.
2. Affiliates usually take a passive position.
Many do not contribute to the development of hockey
Do not have State League.
3. The direction of MHF is determined by Affiliates - who themselves lack
4. Competency of office bearers at Affiliates is questionable.
5. Affiliates depend on MHF and State MSN for funding.
6. Constitution does not permit participants at National League
and employers of national players to become Affiliates of MHF.
7. A clique system has developed and issues do not get proper
8. Affiliates lack marketing skills to attract industries to
participate in local league - which can help in funding and
employment of players.
1. State Governments usually support State Affiliates.
2. All States have their own governing body.
1. Office Bearers take it as voluntary work - level of commitment is
2. Leadership in the past have spent substantiate time at Affiliates
and MHF before being elected – not so now.
3. Office Bearers are elected on individuals basis – difficult to work
as a team.
4. Office Bearers lack good knowledge of modern international
hockey – would not be able to comprehend the need
5. Office Bearers do not appreciate the need of Strategic Planning
6. No defined polices and standard operating procedures in
decision making and may constitute abuse of power.
7. Lack of governance and transparency.
8. In MHF election there is too much politicking – Affiliates fail to
recognize the capability and the ability of candidate.
1. There are sufficient capable personalities.
2. Involvement of Affiliates in election represents democracy.
1. MHF does not have an operational Master Plan i.e. Short, Medium and
Long Term Strategy, its Action Plan, Targets and the financial
2. No capable people to undertake strategic planning in MHF.
3. No defined Policies supporting any current ad-hoc targets.
4. No Standard Operating Procedures (SOP) to support the Policies –
now undertaken on an ad-hoc basis.
5. No continuous review of Master Plan.
to modify strategy to changing scenarios.
to reset targets and financial implications.
1. Absence of Policies and SOPs on Coaches, Managers, Players,
Staff , Umpires and Officials.
2. Currently in the Selection Process full information is not
furnished e.g. each player’s detail not available - fitness, bio-
medical, mental strength and experience
3. The Selection Process does not undertake continous review of
each player’s performance.
4. No database details for coaches, players, umpires and officials
progress in term of assisting in selection process.
5. Lack of inputs from experts in the various discipline.
1. Council is responsible for the appointment of members of the
1. There is no planning and budgeting for their annual activities.
2. The financial reporting does not provide a basis of comparison.
3. The absence of budgeting exercise, MHF is not fully conversant on their source of
income and their expenditure – everything is undertaken on an ad-hoc basis.
4. No proper system of control in distribution and utilization of funds.
5. There is intermixing of personal fund with official fund.
6. No proper format of reporting - income and expenditure provided but not
7. No Internal Auditor to review financial statements and internal controls on a
continuous basis – not provided in Constitution.
1. Supported by the Government
2. Supported by a few corporate companies
3. Constitution provides External Auditors
1. No Policy and SOPs in MHF to create and operate electronic
2. No electronic database on players, coaches, umpires,
administration and officials.
3. For Development there is no database capturing 433 coaches and
222 center and 9000 players with regular reports on progress.
4. For Development, the training and tactical syllabus are not
accessible electronically including latest updates.
5. For National teams, integration of various reports - fitness, bio-
medical, performance, mental strength and experience are not
available for decision making.
6. For National coaches their training and tactical methodology,
progress report, regular updates, match performance analysis and
recommendations are not accessible for review and decision
7. Analysis of competitors’ profiles including game tactics, strength
and weakness are not available for game strategy.
8. Currently no staff in MHF is competent in handling electronic
1. NSC has a library of hockey match videos.
1. No annual planning for staff in their budgeting.
2. Job function only covers administrative staff.
3. Coaches, Consultants and General Manager are paid by NSC but
not part of MHF Organizational Structure.
4. GM post vacant since Jan 2008.
5. No IT personnel - MHF has no operational website and electronic
6. MHF official electronic correspondences are done on personal
e-mail address – MHF have no official email address.
1. MHF office is manned.
1. There is no planned Marketing Strategy to source for sponsors.
2. Dismal performance by the various National team - do not create an incentive
to attract sponsors.
3. To much of dependency on one or two sponsors i.e MILO and TNB.
4. Highly dependent on NSC for salaries of key personnel's and for major events.
5. No dedicated team to create new ideas to attract sponsors.
6. There is no system of annual or long term budgeting to forecast on the amount
of sponsorship required.
1. There are numerous companies that undertake Corporate Social
2. Government support for sports.
3. Government providing tax relief for sports sponsorship through OCM.
9.SEMINARS AND TRAINING COURSES
1. No policies on seminar and training courses with objectives
covering Coaches, Umpires, Administrators and Officials.
2. No specific budget and planned calendar of events.
3. Current seminar and training courses for coaches and umpires
are very standard - lack the input of technology and innovation.
4. Coaches involved in Development do not congregate regularly as
part of a seminar to discuss common problems strategy and
5. No proper guidelines for selection of participants for seminars
and training courses.
6. Failure to organize seminars and training courses conducted by
7. Failed to take opportunity to recommend participants to FIH
and OCM seminars or training courses.
8. Failure to collaborate with relevant Universities to organize
seminar or training courses relevant to MHF.
1. Existence of NSC, ISN and OCM to organize seminars and
2. Number of Universities with Sports Science and Sports
1. No policies to permit research - keep abreast with development in relation to
hockey to enhance performance.
2. No capable people in MHF to understand and implement latest development.
3. No collaboration with Institution of Higher Learning i.e. University to
undertake research to enhance performance of players and team.
4. No collaboration with ISN and Nutrition company to determine the proper
local diets to enhance body physique and performance.
5. No collaboration with Department of Psychology of relevant Universities to
find a system of training to strengthen the mind under various pressure
1. Existence of ISN.
2. Existence of various Universities with relevant Departments.
APPROACH TO RECOMMENDATIONS
• While we have undertaken a critical analysis of the weakness and
strength of the 2 components i.e. Game and Administration, the
Recommendations do not cover all the 22 elements of the 2
• They essentially cover what we refer to us the 3 main aspects of the
elements and 3 others. This provides an insight how the entire
recommendations can be easily undertaken.
• The choices have been made on the basis of their importance and
they reflect the main necessities of change.
Primary Objective Decision “Makers”
1. Style of play “Movers”
2. Office Bearers
3. Coaches INTERACTION
3. Strategic Planning
4. Team Management 1. Planning & Budgeting
2. Marketing Unit
5. Support Team BASED ON 3. Business Unit
6. Training Methodology & Tactical
7. Supervision & Monitoring (Feedback 4. Selection Process
Loop) 5. Finance
8. Development 6. Database
9. Infrastructure 7. Staffing
11. Adoption of Innovation and 9. Seminars/Training
Technology In Sport Science & Medicine SOP Courses
12. Umpires & Technical Delegates 10. Research
• Categories and the relevant criterias to become an Affiliate.
• The recommendation would require Constitutional amendments.
• Runs a State League of minimum of 6 teams
• Inter district League of minimum of 5 teams
• Development Program of minimum 150 players
• Mandatory participation in Razak Cup.
2. Club - Corporate including GLC’s Sports Club:
• All teams participating in MHL/MJHL/ National Indoor
• Adopt 5 new schools in each State, with the minimum of 60 players per
• Donate RM200,000 per year for 3 years
• Create own League either Outdoor or Indoor of minimum of 6
• Training Programme of minimum 50 Students - encourage in
setting up University Hockey Club.
4. Other Organisations:
• Donate RM250,000 per year for 5 years.
• Given full rights including voting rights.
• In the year, those Affiliates who do not fulfill the criterias, they
shall be downgraded to Associate Member without voting
• In the end of the second year if they have not rectified their
position, the Affiliate shall be suspended.
• The rationale in making such recommendations is to recognize
that the Affiliates are the principal stakeholders of MHF and
whatever they undertake has far reaching consequences.
• Being the principal stakeholder, their involvement can catalyst
the much needed change, so as Affiliates can play a key and an
active role in the “Rejuvenation” of Malaysian hockey to
• The criterias placed on permitting and sustaining Affiliation
with MHF ensures the Affiliates actively participate in the:
ii. Development at grassroots
iv. Providing employment opportunities for players
• If the Government provides the necessary incentives of
“double expenditure” tax breaks for sports i.e. for every
RM1.00 spent the tax deduction is RM2.00, many Corporate
organizations would readily become members.
• In a way this would assist MHF to source funds and become
financially independent to undertake their activities, thereby
easing the burden on the Government.
• This would bring a wider spectrum of Affiliates, who
themselves can assist in instilling the Corporate and Scientific
cultures that is much needed in MHF.
Vetting process (requires Constitution amendment)
Minimum Qualification :
• Professional or Graduate with minimum 3 years of service in hockey with
Affiliates or Governing body.
• A former hockey international or a current and/or former official of
international status who has served hockey for a period of 5 years either at
Affiliates or Governing body.
• Any other person who has served hockey for a period of 10 years either at
Affiliates or Governing body.
• Any person of special expertise that is deemed as a requirement for the proper
running of the Governing body shall be permitted to be nominated on approval
by an independent Election Committee of the Governing body.
• An independent Election Committee shall be constituted and vet all nominees
and also undertake the necessary election process.
• The “alter ego” of any organisation is the “people” who
provide the direction and manage it. In MHF, it is the
• If the Constitutional changes as recommended is
implemented than MHF would have a good mix of
Affiliates from States, Corporate (MNCs & GLCs),
Banks, Universities and others.
• Having this mix would bring a broad spectrum of
people and expertise into MHF.
• This would give rise to a “culture” of professional values,
which is the very basis of the concept of “excellence” – a
necessity for the road to achieve World Class status in
• The choices and qualities of personalities available for Office
Bearers would set a benchmark that provides a standard
that need to be followed in future years.
• The “Vetting” process sets the basis of the “quality” required
for aspiring candidates as Office Bearers of MHF.
• It essentially ensures that “The right person in the right
Strategic Planning is as follows:
1. Planning and Budgeting
• Master Plan
2. Marketing Unit
3. Business Unit
Rejuvenation of Malaysian Hockey through
Professionalism with Scientific and Corporate
approach incorporating good Governance with
the principles of Accountability, which permits
structures to be put in place so as Succession of
Leadership in the future shall continue the
responsibilities based on the foundation that
has been built.
To Rejuvenate the game of Hockey
throughout the country with the intention of
developing World Class players and officials
to bring Glory to the Nation.
Master Plan -
Short Term – next 2 years (No Targets)
• Junior World Cup 2009
• Asia Cup 2009
• Qualifying for World Cup 2010
Rebuilding process for both Junior and Senior teams for
Medium Term target.
Master Plan -
Medium Term – next 3 to 5 years
• 2010 Asian Games – Medal Target - Bronze
• 2010 World Cup – Expected not to qualify
• 2010 Commonwealth Games – No Target
• 2011 Asia Cup – Medal Target
• 2012 Qualifying for Olympics – To qualify
• 2012 Olympics – 9th or 10th position
• 2012 Junior Asia Cup – To qualify for Junior World Cup
Master Plan -
Long Term – more than 5 years –
• 2013 Asia Cup – Top 2 & qualify for World Cup
• 2013 Junior World Cup – 6th position
• 2014 World Cup – 6th to 8th position
• 2014 Asian Games – Top 2
• 2016 Olympics – 4th to 6th position
To devise Strategy and Action Plans to fulfill the targets
which should include all elements of the game components
and the remainder of administration components.
Master Plan - Policies
• Have clear cut policies on game components and administrative
• This will give definite pathway to achieve the Master Plan targets
• Any changes of policies must be endorsed by the MHF Council
• All policies must be properly documented similar to the Constitution
of MHF and to be use as a basis for decision making.
Master Plan - Standard Operating Procedures (SOPs)
• Have clear cut SOPs on game components and administrative
• SOPs assist in the process of undertaking the policies in a proper
• SOPs ensure good governance and concept of accountability.
• SOPs are similar to the Constitution of MHF must be documented
and be use daily for the operation of MHF.
• A strategic Budget Plan must be prepared on an annual basis
covering the period of Master Plan.
• Annually a two year Budget has to be prepared.
• Preparation of Budget must commence a minimum of 3 months
before the year end.
• All components of income and expenditure must be justified by the
various Committees or Units.
• The Treasurer is totally responsible for preparation of Budget.
• The strategic Budget Plan and the two year annual Budget must be
approved by the AGM.
• The Financial reports must carry comparative figures of “actual
versus budget” and any variances must be properly explained.
• Any expenditure which is not provided in the Budget, requires
various processe of approval at Management Committee and the
Council depending on the amount.
1. To device various strategy to attract new Affiliates into MHF based
on the recommended criterias for admission of Affiliates.
2. Some of the strategy are:
i. To encourage corporate organization such as Banks, Multi-
National Companies, GLCs to become Affiliates as part of their
Corporate Social Responsibility (CSR) role.
ii. The Marketing Units to recommend to the Government for “Tax
Breaks” such as “double deduction relief” on:
• Donations from the Affiliates
• Development Cost undertaken by the respective Affiliates
• Employment of Hockey Players between the age of 18 to 25
years old including the training for skills and education.
1. The Governing body to seek “Charitable Status” as the way to
solicit funds for promotion and development of hockey activities.
2. The Business Unit’s responsibility is to seek various sources of
funds to meet the budgeted expenditure of the Governing body.
3. Collaboration with various Sports Event Managers and Sports
Marketing Group to solicit funds on a agreed basis.
4. Obtaining various concessions on a long-term basis from
Authorities so as to create a regular stream of income.
5. Liaising with various Government agencies to sponsor
international tournaments as an idea of selling hockey
tournaments as part of Tourism.
6. Developing other business scheme that provides sources of
regular income to meet annual budget.
• If we get the mix of Affiliates and the wider spectrum of Office
Bearers, it is an automatic progression that Strategic Planning
becomes an essential operational tool of MHF.
• Such is the benefit place on getting “The right person in the right
• Strategic Planning brings into being a “Master Plan” conceived by
the decision makers on achieving the ultimate target.
• A Master Plan is the timetable of the objective putting together
Strategy and Action Plans with intermediary targets as a point of
“stocktake”, to determine the progress to the ultimate target.
• The operations of the Master Plan creates itself defined
Policies and Standard Operating Procedures (SOPs), which
ensures that the goals are properly achieved.
• The workings of the Master Plan have cost implications and
Budgeting becomes a vital tool.
• With Budgeting, the issue of the source of funds becomes an
• For MHF to slowly become financially independent, the
aspects of “Marketing and Business Unit” are integral part of
the operations of MHF.
• Minimum Qualification
• FIH Level 1 to Master Coach
• FIH High Level Performance
• Sport Science Level 3
• Minimum Experience
• 10 years of Coaching experience
• Must have handled one of the National team (Minimum period
of 2 years)
• Success Profile
• Provide a list of achievement with the various teams.
• Consideration shall be weighted in favour of success in handling
• Technology Aspects
• List know how and experience on Technologies related to sports.
• Tactical and Training Methodology
• State the basic Tactical and Training Methodology adapted in the
• Any modifications taking into account of changing phases of
• Listing manner of experience and interaction with support team i.e.
sports science, biomedical experts, fitness & strength coaches,
dietician and psychologist.
Standard Operating Procedures (SOPs)
Appointment of Coaches:
1. Allocation in the Budget
2. Duration and Terms of the Contract
3. Obtain recommendation for Coaches from FIH, AHF and
top hockey playing countries.
4. Appoint a Panel to shortlist candidates
Contd: Standard Operating Procedures (SOPs)
5. Provide shortlisted candidates:
i. Objectives and targets of Master Plan
ii. To review current National Senior and Junior
iii. Facilities and services available.
6. Shortlisted candidates shall be encouraged to provide a brief idea in
writing of their Action Plan to achieve the Objectives of the Master
7. Conduct open interview by Panel.
8. Panel recommends Coaches on a ranking basis.
• The concept of “Right person in the Right position” as enunciated in
the recommendation to “Office Bearers” is the very principle that
needs to be adopted in the selection and appointment of Coaches.
• “The Right person in the Right position” embodies the aspect of
“excellence” a key ingredient in moving to World Class status.
• “Excellence” is a word manifested in qualified coaches who have the
relevant experience and success profiles to support.
• “Excellence” must start from the very source i.e. Coaches who
demands the same from the players.
• The criterias set for appointment of National Coaches is built on this
Development – Players and Coaches
• A Comprehensive Development Program using the Affiliates participation
• Each State minimum of 150 players
• Each Club adopting a minimum of 5 “new schools” in a State. Minimum
60 players per school.
• University Training Program of minimum 50 students – encourage
setting up of Hockey Club.
• MHF funding States where adoption scheme is not put in place
• The above MHF Development program shall provide an additional 7000
• Develop clear cut objectives and targets in line with Master Plan taking into
account of age groups.
• A full time qualified and experienced Director of Development (DOD) to provide
a detailed Action Plan to achieve the objectives and targets including
supervision and monitoring. It also covers Indoor Hockey.
Development – Players and Coaches
• Under the Development Program, within States inter schools development
tournament shall be held followed by Inter State Development
• These tournaments shall provide a basis to scout talents as part of supply
chain to the National teams.
• The Development Program conducted shall be captured in the Database
including details of Training and Tactical Methodology, players profile
and the various progress reports.
• DOD shall also liaise with MSSM and State MSN as part of their
development program The DOD shall assist in creating a larger base of
players incorporating Sukan Teras and Tunas Cemerlang.
• The 3 Development Programs shall be operating concurrently in any State
i.e proposed MHF program, Sukan Teras and Tunas Cemerlang. This
would create a competitive spirit within the State which is good for the
promotion and development of hockey.
Development – Players and Coaches
• The Development Program shall encourage States, Clubs, Universities
and other Organizations to employ former internationals as coaches.
• The DOD shall formulate the terms of appointment of coaches for
development and assist in their appointment. A scheme shall be put in
place to encourage Coaches to be upgraded to National levels.
• Coaches shall be required to attend regular coaching qualification
courses and other courses including indoor hockey to fulfill targets that
shall be set for them.
• Coaches shall adopt Training and Tactical Methodology that is prepared
• Coaches details and progress shall be maintained in the Database for
purposes of reference.
• DOD shall also assist MSSM in getting relevant teachers to attend
coaching courses to assist in the MSSM Development program.
Development – Players and Coaches
Standard Operating Procedures (SOPs)
• Formation of a Development Committee – Structure and Function
• Budget allocation as part of the annual planning exercise.
• Setting up Objectives and targets in line with Master Plan.
• Appointment of Director of Development (DOD) based on certain
– Experience Profile
– Success Profile
– Understanding of local conditions and culture
Development – Players and Coaches
Standard Operating Procedures (SOPs)
• Review DOD’s preparation of Action Plan - are in line with the
• Coordinate and supervise the implementation of the Development
• Review the Database for progress report on the Development
program including reports on Training and Tactical Methodology,
Players, Coaches and Tournaments.
• At all Council Meetings the Affiliates shall provide a progress
report of their respective Development program and also DOD’s
• To achieve World Class status in hockey is not an overnight effort.
More so to sustain it, there is a need to ensure the existence of a
“feeder system” i.e. “supply chain” of players, who have come through
a planned Development program ready to fit into the retiring “shoes’
of the hockey internationals.
• What has been recommended is essentially to ensure that the principal
stakeholder i.e. Affiliates be part of the Development process.
• The Policies that is created from the Master Plan and the SOPs would
provide the basis to create and operate the “feeder system”.
• The competitive nature that arises between MHF undertaken
Development program, Sukan Teras and Tunas Cemerlang would
create competition among players for places to enter into the “feeder
system” for National teams.
• The Affiliates orientated program would also enlarge the “supply
base” for the “feeder system”, from 9000 to 16 000 players.
• MHF to establish an “operational” website carrying past and present
information pertaining to Malaysian hockey.
• To establish an intranet with an e-mail system between MHF
organizational structure, the Affiliates and outside parties
• All electronic correspondences must be undertaken through this e-mail
• A System Administrator shall be responsible for monitoring and
maintaining the system.
• Establishment of an electronic database carrying players, coaches,
team managers, training and tactical methodologies for Seniors,
Juniors and Development teams.
• Basic Reports and Progress Report from Coaches, Support Team
and Team Management shall be incorporated into the various
• In a Selection process, the decision makers shall have full
accessibility to all necessary information from the database.
• The database shall also carry competitors’ profiles and their tactical
approach – responsibilities of the various National Coaches.
• The database shall also have collection of Malaysia’s games and
competitors’ games as a basis for case study and analysis.
• All relevant information should be extracted by the Coaches and
Team Management to be utilize as a base to enhance players and
team performance during matches.
Standard Operating Procedures (SOPs)
• Ascertain Capital Budget and Operating Budget for a such a system.
• Seek expertise advice from various Universities and other hockey
world class nations of their operating system and list strength and
weakness including the aspect of it being user friendly.
• Identify the system required both in terms of software and hardware
including cost elements.
• Identify staff requirement to maintain such system and operating
cost on an annual basis.
• Seek necessary approval on the software and equipments required
plus staffing including timeline for implementation.
Standard Operating Procedures (SOPs)
• Organize Seminar and Training Courses prior to the
implementation so that users are aware of the system.
• Draw up the guidelines of who, when and how the necessary reports
shall be documented.
• In the process of implementing the system, various tiers of
accessibility should be created, which are related to specified people.
• A Senior staff shall be responsible for monitoring and supervising
the system. The staff shall report to the Management Committee and
Council on a regular basis.
• The system shall also ensure that Affiliates have accessibility to
certain levels as a function of intranet.
• We can have “The Right person in the Right position” who
embodies the principles of “excellence” but to get the best,
these people need accessibility to the “Right information” at
the “Right time”.
• These days, demands from modern hockey are far reaching as
they are not only field based but also reports from:
v. Nutritional experts
• Any decision made on players require these aspects and such
voluminous reports can only be achieved vis viz the electronic
• Equally such details are also essential during the game
so as to enhance players and team performance.
• World Class teams have turned to such operational tool
to ensure the optimum use of their players in a game
based on various reports, which is formatted into a
• The database also acts as a “feedback” system, which
assists in supervising and monitoring the essential
ingredients in determining progress of players and the
The Way Forward
1. “Rejuvenation” literally means to make it younger or new. For
Malaysian hockey it means:
• New Purpose
• New Ideas
• New People
• Dismal performance of National teams at all levels.
• Lack of good quality Players, Coaches, Officials and
• Bad image due to allegations on Match Fixing and Money
lending among players and coaches.
3. Analysis of the “weakness and strength” of the components in hockey
reveals the depth of decay in Malaysian hockey.
4. What is “The Way Forward” for Malaysian hockey?
The need to undertake a “Major Transplant” i.e. Structural
changes in order for hockey to firstly survive and then for Malaysia
to become World Class hockey nation.
5. Recommendations reveal requirement for structural changes in 3
• Office Bearers
• Strategic Planning
6. Structural changes in hockey’s context is “Constitutional”
amendments to MHF’s Constitution.
7. To undertake this, the current set-up and structure must approve
8. Effectively the current set-up will lose control of MHF and this is
where the problem shall arise.
9. A “verbal” commitment for structural changes may be easily
promised but may not be the case in implementation as 23 of the
Affiliates must support it.
10. For hockey to survive and Malaysia to become a World Class hockey
nation, an immediate but careful intervention is required by the
11. The relevant parties are:-
• Ministry of Youth & Sports (KBS)
• National Sports Council (NSC)
• Olympic Council of Malaysia (OCM)
KBS and NSC have been the principal driving force in Sports and
particularly in hockey. They have been the major source of funds for
OCM is the parent body for National Sports Associations (NSAs)
12. The intervention need not necessary be solely on performance only. It
must also include the issues that has troubled Malaysian hockey:
• Allegations on Match fixing and Money lending.
• Incurring huge debts.
• Issues pertaining to bidding and organizing of Junior World Cup which seems
different from the support NSC had provided in writing.
• The need to spent RM34.0 million for Junior World Cup during the current
world economic climate.
• The failure to constitute the three man Panel to undertake the investigation on
the performance of the National teams.
13. The intervention we propose is for the “relevant parties” to undertake it in the
i. Main Intervention Strategy
This Intervention Strategy is to request MHF themselves to undertake the
necessary Constitutional amendments as per “Recommendations” and also
officially address the issues outlined in the preceding point No 12.
ii. Alternate Intervention Strategy
This option shall only be exercised if MHF fails to undertake the Main
Intervention Strategy. The Alternate Intervention Strategy requires the
“relevant parties” to set-up a “Special Committee” with the help of the Sports
Commissioner under the Sports Act, so as to take control of MHF and
reconstitute as per “Recommendations” including the other main issues as per
point No 12.
14. The Main Intervention Strategy would require the “relevant parties”
to set-up a “Task Force” and the timetable so as MHF can undertake
the necessary work properly and report the progress to the “Task
15. This Main Intervention Strategy can be undertaken immediately as
part of the BGM or through an EGM.
16. The Main Intervention Strategy becomes a “Self regulating”
methodology for MHF to undertake it themselves.
17. Time is an essence while monitoring and supervision by “Task Force”
18. For any reasons` MHF refuses to undertake the proposed Main
Intervention Strategy or in implementing the Strategy, the “Task
Force” believes it may not be achieved, then the “relevant parties”
would have to consider implementing the Alternate Intervention
19. In doing so, the “Special Committee” that is to take control of MHF,
should reconstitute MHF within a specified period. Thereafter hand
back MHF to the Affiliates including the new members.
20. The Alternate Intervention Strategy is a drastic measure and it is
essential the International Hockey Federation (FIH) be duly
informed. OCM’s presences would assist in the matter.
21. If the reason for the drastic measure is justifiable, there is no
reason why FIH would have any major objection, so long as MHF
is handed back to the Affiliates in the timely manner.
22. The Intervention Strategy is essentially to set a foundation for
MHF to move in the right direction with the various stakeholders
playing a key role through qualitative inputs.
23. Ultimately it is to ensure that the “Right person is in the Right
position” embodying the principles of “Excellence” who shall take
Malaysia to World Class and sustain the position.
“102” Former Hockey Internationals express their gratitude to:
DYMM Sultan Azlan Shah
YAB Datuk Seri Najib Razak
YB Dato’ Ismail Sabri bin Yaakob
Y Bhg Datuk Wira Mazlan Ahmad
Y Bhg Datuk Zolkeples Embong
Y Bhg Datuk Dr Ramlan Aziz
Olympic Council of Malaysia (OCM)
Malaysian Exim Development Sdn Bhd