Summer 2016
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          A. Fair Play
          B. Operations
                    I. GTHLAKids
                    II. Mingles
          C. Membership
          D. HAA Communications
          E. Finance
General League Meetings
The league has two General Meetings a year where team representatives, committee members and any other interested members are expected to attend and contribute. The meetings take place in September and May. Each committee is responsible for setting the agenda at the meeting with regards to their needs to discuss any issues and keeping the league updated with the progress and development of their projects. Members are encouraged to add to the agenda.
Agenda requests can be posted on our discussion board at
Minutes from past meetings can bee seen

Projects and Tasks Being worked on by the Membership

Click here to see the list: 



Governance Structure



General development of policies and rules' process


1. Committee discussion boards and agendas
2. League discussion board
3. Post in newsletter
4. Add to General Meeting agenda




There are currently five main committees in development: Fair Play, Operations, Membership, Communications and Finance. Members can keep updated with their development below.


          A. Fair Play
          B. Operations
                    I. GTHLAKids
                    II. Mingles
          C. Membership
          D. HAA Communications
          E. Finance

Many GTHLA members help manage the annual HAA Hockey Summit of the Arts. You can see the management details for the event at

General Management development background is



1. Fair Play Committee


The committee can be contacted at



Mike Loveless - Chair

Doug Spooner - Parkdale
Dave Bidini - Morningstars
Ryan Murphy - Ultimate Warriors
Corbin Smith - Friendly Giants


Advisory to Executive
Tom Goodwin - Founder
Julie Martin - Operations Manager
Neil McNeil - Referee Coordinator




Fair Play Committee Meetings

Contact if you can help out and participate with this committee

The Fair Play Committee Resource Website is located here:

Fair Play Committee Projects


This spreadsheet can be viewed on a full page

Fair Play Processes can be viewed

2. Operations



This committee can be contacted at


Head of Operations
Julie Martin - Twisted Sisters

Referee Coordinator
Neil McNeil

Timekeeper Coordinator
Sue Vanstone - CCCP


Steve McNeil
Neil McNeil



Keith Sherbanowski

Sam Brooks




Head of GTHLAKids
Thomas Carroll - Parkdale


Assistance From...

Tom Carroll - Parkdale
Priscilla Yu - LTS

Tom Paterson - Morningstars  
Murray Cooke - Morningstars




Operations' Meetings


Operations' Projects


 This spreadsheet can be viewed on a full page



3. Membership


This committee can be contacted at


Head of Membership
Priscilla Yu – Lookin' to Score

Logs Volunteer Hours
Paul Chisholm – Morningstars

Wanderers Supervisor
Julie Martin - Twisted Sisters

Other Committee Members

Karl McNelly - The Meat



Membership Committee Meetings


Membership Projects

(Standby the project list needs extra time to load)

This spreadsheet can be viewed on a full page




4. HAA Communications


This committee can be contacted at


Head of Communications Committee
Sarah Knox - Twisted Sisters

Communications Meetings

March 3rd, 6PM EST via Skype

Communications Projects



5. Finance


Members can view the GTHLA's finances through sending a request to

Book keeping assistance
Jennifer Pierce

Sponsorship Development
Jason Abrams - The Meat


GTHLA Management Development


Purpose: The GTHLA is developing a management infrastructure that will lead the league in being effective, sustainable and efficient in maintaining its core values and pursuing its goals and mission.

Currently, the league has two General Meetings a year where members discuss the most pertinent issues that league management is addressing.

The day to day management of the league will be supervised by the established and developing committees. As the committees develop it will launch a more formal governance structure. All GTHLA members are encouraged to participate with as many committees they are interested in and have time for.

All committees, workgroups and boards will have these basic beginning expectations to build from:

They will be responsible in maintaining the values and mission of our league and always strive to improve the efficiency and effectiveness of our enterprise. Workgroup, committee and Board members will be responsible for their attitudes and actions as well as take the initiative to make things happen. They will seek mutually beneficial goals and be empathic listeners to inspire openness and trust.

At meetings, it will be the responsibility of those attending to familiarize themselves with the background and histories through reading the relevant blogs, minutes, discussion board topics and newsletters. Meetings aren’t meant for auditing, they’re only for those interested in participating and mobilizing to get things done. Everyone attending must end each meeting having actions that they will be taking responsibility for. We’ll keep our membership up to speed with our progress through our current modes of communication (Blogs, website, newsletters and GM meetings) and any new effective ones we can develop. This process will inherently identify those in our membership who will take responsibility in getting things done, who want to better understand all the business and organizational aspects needed in order for our enterprise to run with its principles and strive towards its goals. This will help us develop more effective league management.

As we build our governance, we will also continue to build metrics for measuring success in relation to our core values and mission. (e.g. our penalty minute restrictions)

Meetings can be done through a conference call (preferably through Skype) or face to face.

Expanded attributes we’re looking for from our management:
• A strong value system that makes the member immune to opportunistic actions that may operate to undermine the fundamental integrity of the league.

• A belief in the dignity of all people, regardless of their station in life, coupled with the ability to separate objectively superior performance from that which is unacceptable by the standards established by the league.

• A finely tuned ability to grasp the interests of the various constituencies within the league and to blend them into a fabric of great strength and endurance in pursuit of the league’s goals and to the ultimate benefit of the membership representing the values of the league.

• Must have a clear understanding of the types of talent needed, work at identifying strong candidates and conduct effective due diligence on possible committee, workgroup and board candidates.
• Must formulate strategies for goal attainment, implement them and manage detailed actions required to execute strategies effectively.

• Carefully evaluate plans to achieve goals

• Clearly understand the situation of the league and evaluate results. React appropriately to the results by holding members accountable and rewarding or intervening as necessary.

• Must not interfere or micromanage and undermine effectiveness of others’ responsibility

• Willingness to act decisively

• Ideally, an effective board, committee or workgroup is a self-managed group in which, as colleagues, all collaborate and individual leadership rotates in an informal way depending on the issue and each participant’s expertise and interests.

• Must devote time to understand what is going on in the business

• Must attend at least 75% of meetings

• Must evaluate their own performance

• Must build and maintain a system of self-perpetuating leadership within committees, workgroups and boards.
• Must know their limits and turn to more expert advisors when their judgement so dictates




Tom Goodwin



Most of the loose ends with our management development are being logged at Information here includes minutes, goals, principles, core values, mission statement and much more.

(Photos by Mike Loveless - Bloody Knuckles)