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The Proposal [ Click icon (on the right of the page ) for " Full Screen " viewing ]

  1. 1. Preface 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.
  2. 2. A 4 man team worked around the clock including setting-up a blog referred as “” 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 strength. 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: - Affiliates Office Bearers Strategic Planning
  3. 3. 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) Mirnawan Nawawi K Enbaraj 8th October 2008
  4. 4. CONTENT Pages 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 Players 21 Coaches 22 - 23 Team Management 24 Support Team 25 Training And Tactical Methodology 26 Supervision And Monitoring 27 Development 28 - 29 Infrastructure 30 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
  5. 5. Selection Process 42 Finance 43 Database 44 - 45 Staffing 46 Sponsors 47 Seminars And Training Courses 48 - 49 Research 50 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 7. Thank You YB Minister 98 Ends The Tenure of “102” Former Hockey Internationals 8. Acknowledgments 99
  6. 6. -8-
  7. 7. -9- INTRODUCTION 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 Austria - Struggled with Singapore to a draw at Junior Asia Cup 2008 - 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.
  8. 8. -10- SIGNATURE CAMPAIGN 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
  9. 9. -11- 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 on Sports 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
  10. 10. -12- MEETING WITH YB MINISTER OF YOUTH & SPORTS ON 4th AUGUST 2008 YB Minister of Youth & Sports met 8 Representatives of the “102” Former Hockey Internationals. • 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.
  11. 11. -13-
  12. 12. -14- THE FUNDAMENTALS Key Objective : The urgent need to rejuvenate Malaysian Hockey to World Class Underlying : 1. Right person in the Right position Principles 2. Road to Excellence Adopted 3. Good Governance and Accountability
  13. 13. -15-
  14. 14. -16- METHODOLOGY • 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
  15. 15. -17-
  16. 16. -18- THE COMPONENTS OF HOCKEY GAME ADMINISTRATION 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
  17. 17. -19-
  18. 18. -20- 1.STYLE OF PLAY Weakness 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 achieve flexibility. 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. Strength 1. Opportunity to play against teams that have different style of play.
  19. 19. -21- 2.PLAYERS Weakness 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. Strength 1. Young Team. 2. Players have speed and agility.
  20. 20. -22- 3.COACHES Weakness 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.
  21. 21. -23- 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 encouraged. 11. No proper salary scheme and pathway to create a career in coaching . Strength 1. Usually former national players with knowledge of local environment. 2. Salaries borne by NSC
  22. 22. -24- 4.TEAM MANAGEMENT Weakness 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. Strength 1. Allocation for Team Manager is provided by NSC. 2. Team Manager are selected from Affiliates.
  23. 23. -25- 5.SUPPORT TEAM ( Physical Trainer, Strength Trainer, Psychologist, Dietician, Medical, Video Team and Consultants ) Weakness 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. Strength 1. Support from NSC and ISN.
  24. 24. -26- 6.TRAINING AND TACTICAL METHODOLOGY Weakness 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 Support Team. 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 higher levels. 7. Current T&T Methodology does not include techniques of Indoor hockey. Strength 1. NSC has video database of competitors. 2. ISN provides the Support Team.
  25. 25. -27- 7.SUPERVISION AND MONITORING Weakness 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 with experts. 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.
  26. 26. -28- 8.DEVELOPMENT Weakness 1. No comprehensive Development Plan. 2. Development Plan currently undertaken on a piece meal approach: 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 program.
  27. 27. -29- 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 MSSM. 9. Program 2013 does not set timeline targets. 10. No defined integration program beyond 2013. 11. Too much dependency on Government ie KBS & KP. Strength 1. Every relevant parties want to get involved. 2. Government initiative to help hockey.
  28. 28. -30- 9.INFRASTRUCTURE Weakness 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 hockey. Strength 1. Government involved in building hockey pitches. 2. Pitches are mainly build to world standard.
  29. 29. -31- 10.TOURNAMENTS Weakness - Domestic State 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 pitches. National League 1. National League participation has been declining over the years. 2. National League is controlled by 4 teams - essentially represented by national players. 3. National League-Seniors and Juniors usually have problems related to National team training.
  30. 30. -32- 4. No priority is given to National League because of international commitments. Razak Cup 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 competition. Age-Group 1. Age group tournaments - MHF abdicating their responsibility in organizing tournaments. 2. MHF have cancelled Champion School after 20 years of legacy. 3. Age group rules have been tampered to the determent of the game.
  31. 31. -33- 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. Strength 1. Government provides support for participating in tournaments and warm up matches.
  32. 32. -34- 11.ADOPTION OF INNOVATION AND TECHNOLOGY IN SPORTS SCIENCE, MEDICAL SCIENCE AND I.T Weakness 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 game. 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. Strength 1. Existenance of ISN. 2. Government funding. 3. Higher learning Institution – USM,Kubang Kerian – University Multimedia(IT) – UITM (Sports Science) – UM ( Sports Science)
  33. 33. -35- 12.UMPIRES/TECHNICAL DELEGATES Weakness 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. Strength 1. History of having world class umpires. 2. Hosted a number of international tournaments where the local umpires have participated.
  34. 34. -36-
  35. 35. -37- 1.AFFILIATES Weakness 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 the direction. 4. Competency of office bearers at Affiliates is questionable. 5. Affiliates depend on MHF and State MSN for funding.
  36. 36. -38- 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 attention. 8. Affiliates lack marketing skills to attract industries to participate in local league - which can help in funding and employment of players. Strength 1. State Governments usually support State Affiliates. 2. All States have their own governing body.
  37. 37. -39- 2.OFFICE BEARERS Weakness 1. Office Bearers take it as voluntary work - level of commitment is questionable. 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 requirements. 5. Office Bearers do not appreciate the need of Strategic Planning for hockey.
  38. 38. -40- 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. Strength 1. There are sufficient capable personalities. 2. Involvement of Affiliates in election represents democracy.
  39. 39. -41- 3.STRATEGIC PLANNING Weakness 1. MHF does not have an operational Master Plan i.e. Short, Medium and Long Term Strategy, its Action Plan, Targets and the financial implications. 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. Strength Not Available
  40. 40. -42- 4.SELECTION PROCESS Weakness 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. Strength 1. Council is responsible for the appointment of members of the Selection Committee.
  41. 41. -43- 5.FINANCE Weakness 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 balance sheet. 7. No Internal Auditor to review financial statements and internal controls on a continuous basis – not provided in Constitution. Strength 1. Supported by the Government 2. Supported by a few corporate companies 3. Constitution provides External Auditors
  42. 42. -44- 6.DATABASE Weakness 1. No Policy and SOPs in MHF to create and operate electronic database. 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.
  43. 43. -45- 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 making. 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 database. Strength 1. NSC has a library of hockey match videos.
  44. 44. -46- 7.STAFFING Weakness 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 database. 6. MHF official electronic correspondences are done on personal e-mail address – MHF have no official email address. Strength 1. MHF office is manned.
  45. 45. -47- 8.SPONSORS Weakness 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. Strength 1. There are numerous companies that undertake Corporate Social Responsibility. (CSR) 2. Government support for sports. 3. Government providing tax relief for sports sponsorship through OCM.
  46. 46. -48- 9.SEMINARS AND TRAINING COURSES Weakness 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 tactics.
  47. 47. -49- 5. No proper guidelines for selection of participants for seminars and training courses. 6. Failure to organize seminars and training courses conducted by foreign experts. 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. Strength 1. Existence of NSC, ISN and OCM to organize seminars and training courses. 2. Number of Universities with Sports Science and Sports Medicine Department.
  48. 48. -50- 10.RESEARCH Weakness 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 conditions. Strength 1. Existence of ISN. 2. Existence of various Universities with relevant Departments.
  49. 49. -51-
  50. 50. -52- 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 components. • 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.
  51. 51. -53- Hockey Governing Body Primary Objective Decision “Makers” GAME ADMINISTRATION 1. Affiliates 1. Style of play “Movers” 2. Office Bearers 2. Players 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 “Shakers” Loop) 5. Finance MASTER PLAN 8. Development 6. Database + 9. Infrastructure 7. Staffing 10. Tournaments POLICIES 8. Sponsors + 11. Adoption of Innovation and 9. Seminars/Training Technology In Sport Science & Medicine SOP Courses 12. Umpires & Technical Delegates 10. Research
  52. 52. -54- CHOICES OF RECOMMENDATION • Affiliates “MOVERS” • Office Bearers • Strategic Planning “SHAKERS” • Database • Coaches • Development
  53. 53. -55- AFFILIATES • Categories and the relevant criterias to become an Affiliate. • The recommendation would require Constitutional amendments. 1. State: • Runs a State League of minimum of 6 teams And/or • Inter district League of minimum of 5 teams And/or • Development Program of minimum 150 players And • Mandatory participation in Razak Cup. 2. Club - Corporate including GLC’s Sports Club: • All teams participating in MHL/MJHL/ National Indoor And • Adopt 5 new schools in each State, with the minimum of 60 players per school Or • Donate RM200,000 per year for 3 years
  54. 54. -56- AFFILIATES (contd) 3. University: • Create own League either Outdoor or Indoor of minimum of 6 teams And • Training Programme of minimum 50 Students - encourage in setting up University Hockey Club. 4. Other Organisations: • Donate RM250,000 per year for 5 years. Conditions: • 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 rights. • In the end of the second year if they have not rectified their position, the Affiliate shall be suspended.
  55. 55. -57- AFFILIATES (Contd) The Rationale • 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 World Class. • The criterias placed on permitting and sustaining Affiliation with MHF ensures the Affiliates actively participate in the: i. Game ii. Development at grassroots iii. Funding iv. Providing employment opportunities for players
  56. 56. -58- AFFILIATES (Contd) • 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.
  57. 57. -59- OFFICE BEARERS 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. Note: • An independent Election Committee shall be constituted and vet all nominees and also undertake the necessary election process.
  58. 58. -60- OFFICE BEARERS (Contd) The Rationale • The “alter ego” of any organisation is the “people” who provide the direction and manage it. In MHF, it is the Office Bearers. • 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.
  59. 59. -61- OFFICE BEARERS (Contd) • 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 hockey. • 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 position”.
  60. 60. -62- STRATEGIC PLANNING Strategic Planning is as follows: 1. Planning and Budgeting • Master Plan • Budgeting 2. Marketing Unit 3. Business Unit
  61. 61. -63- Master Plan 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.
  62. 62. -64- Master Plan 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.
  63. 63. -65- 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.
  64. 64. -66- 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
  65. 65. -67- 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.
  66. 66. -68- Master Plan - Policies • Have clear cut policies on game components and administrative components • 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 components • SOPs assist in the process of undertaking the policies in a proper manner. • 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.
  67. 67. -69- Budgeting • 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.
  68. 68. -70- Marketing Unit 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.
  69. 69. -71- Business Unit 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.
  70. 70. -72- STRATEGIC PLANNING The Rationale • 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 position”. • 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.
  71. 71. -73- STRATEGIC PLANNING (Contd) • 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 important ingredient. • For MHF to slowly become financially independent, the aspects of “Marketing and Business Unit” are integral part of the operations of MHF.
  72. 72. -74- COACHES Policies: • 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)
  73. 73. -75- COACHES (Contd) • Success Profile • Provide a list of achievement with the various teams. • Consideration shall be weighted in favour of success in handling National teams. • 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 past. • Any modifications taking into account of changing phases of hockey. • Listing manner of experience and interaction with support team i.e. sports science, biomedical experts, fitness & strength coaches, dietician and psychologist.
  74. 74. -76- COACHES (Contd) 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
  75. 75. -77- COACHES (Contd) Contd: Standard Operating Procedures (SOPs) 5. Provide shortlisted candidates: i. Objectives and targets of Master Plan ii. To review current National Senior and Junior players. 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 Plan. 7. Conduct open interview by Panel. 8. Panel recommends Coaches on a ranking basis.
  76. 76. -78- COACHES (Contd) The Rationale • 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 rationale.
  77. 77. -79- Development – Players and Coaches Policies: Players • 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 players. • 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.
  78. 78. -80- Development – Players and Coaches (contd) • Under the Development Program, within States inter schools development tournament shall be held followed by Inter State Development tournament. • 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.
  79. 79. -81- Development – Players and Coaches (contd) 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 by DOD. • 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.
  80. 80. -82- Development – Players and Coaches (contd) 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 criteria: – Qualification – Experience Profile – Success Profile – Understanding of local conditions and culture
  81. 81. -83- Development – Players and Coaches (contd) Standard Operating Procedures (SOPs) • Review DOD’s preparation of Action Plan - are in line with the Master Plan. • Coordinate and supervise the implementation of the Development program. • 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 independent report.
  82. 82. -84- DEVELOPMENT (Contd) The Rationale • 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.
  83. 83. -85- DATABASE Policies: • 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 system. • 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.
  84. 84. -86- DATABASE (contd) • Basic Reports and Progress Report from Coaches, Support Team and Team Management shall be incorporated into the various categories. • 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.
  85. 85. -87- DATABASE (contd) 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.
  86. 86. -88- DATABASE (contd) 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.
  87. 87. -89- DATABASE (Contd) The Rationale • 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: i. Fitness ii. Strength iii. Bio-Medical iv. Psychologist v. Nutritional experts vi. Competitors • Any decision made on players require these aspects and such voluminous reports can only be achieved vis viz the electronic database.
  88. 88. -90- DATABASE (Contd) • 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 laptop computer. • The database also acts as a “feedback” system, which assists in supervising and monitoring the essential ingredients in determining progress of players and the team.
  89. 89. -91-
  90. 90. -92- The Way Forward 1. “Rejuvenation” literally means to make it younger or new. For Malaysian hockey it means: • New Purpose • New Ideas • New People 2. Why? • Dismal performance of National teams at all levels. • Lack of good quality Players, Coaches, Officials and Administrators. • 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.
  91. 91. -93- 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 key areas:- • Affiliates • 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 such amendments. 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.
  92. 92. -94- 10. For hockey to survive and Malaysia to become a World Class hockey nation, an immediate but careful intervention is required by the relevant parties. 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 MHF. 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.
  93. 93. -95- • 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 following manner. 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.
  94. 94. -96- 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 Force”. 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” is fundamental. 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 Strategy. 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.
  95. 95. -97- 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.
  96. 96. -98-
  97. 97. -99- ACKNOWLEDGMENTS “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) The Media Malaysian Exim Development Sdn Bhd Murali Elangovan