markham mustangs final manual
DESCRIPTION
Final ProjectTRANSCRIPT
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Markham MustangsFinal Narrative
Sports ManagementMay 2013
Mary KhanjianArnaldo Rodriguez
Chris BellonEric Zullo
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Table of Contents
1. Introduction-Purpose of the Markham Mustangs 3
2. History/Background 4
3. Philosophy/Mission 5
4. Programs Offered 6
5. Code of Ethics 9
6. Administrative Organization
a. Flow Chart 12
b. Job Descriptions 15
c. Resumes 18
d. Hiring Practices 21
e. Communication-Running A Meeting 23
f. Program Evaluations 24
g. Job Performance Evaluation 26
7. Financial Responsibilities
a. Budget 27
b. Capital Budget 29
c. Purchase Orders 31
d. Inventory 33
8. Liability
a. Safety Practices 37
9. Public Relations
a. Advocating for OUR Profession 42
b. Marketing Strategies 43
c. Final Summary 45
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Purpose of the Markham Mustangs
The Markham Mustangs are a newly founded hockey organization playing out of the Markham,
Toronto, Ontario area. For the upcoming 2013 hockey season, the National Hockey League has
decided to expand, creating two new hockey organizations. With a newly built, state-of-the-art
arena called the GTA Centre, Markham received the opportunity to house one of those
organizations.
The purpose of this manual is to provide an in-depth look into our Markham Mustangs
organization. Besides seeing our mission statement and short history, the manual will go into
some other specifics about the Mustangs. It includes administrative information about jobs,
hiring practices, communication, and job performance, among other things. Information will also
be provided about some of the financial responsibilities of the organizations. This includes items
like the budget, capital budget, inventory lists, and purchase forms. Public relations will have
information about our marketing strategies and advocating for the purpose of joining the
Markham Mustangs staff.
A code of ethics that represents the Markham Mustangs will be seen within the manual.
Programs for the community will also be included. The Mustangs want to be a visible part of the
community through service and support. Safety practices will also be discussed as we want to
make sure all patrons of the facility are safe in their visit. The Markham Mustangs are committed
to being a successful hockey organization in the Greater Toronto Area. This manual will provide
insight into the many areas of the organization.
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History
Many years ago, when the NHL was expanding at a consistent rate in the late in 1970’s, hockey
was thriving in Canada. However, with time came problems and cities weren’t able to support
large franchises. In the mid 1990’s, two Canadian NHL franchises moved, those being Quebec
and Winnipeg, leaving hockey’s’ founders with only six teams. It’s now 2013 and Canada is
once again thriving. Winnipeg has already been moved back as a franchise and with the NHL’s
new divisional realignment, new franchises are on the way. One of these franchises was recently
decided upon and will be given to the city of Markham, Ontario.
The city of Markham was originally afraid to commit half of the $325 million dollar GTA
Centre, a brand new facility to house entertainment with the availability of an ice hockey
franchise. They decided to build the facility and now will house what they hoped, an NHL
franchise. The GTA Centre will also house a variety of entertainment events each year and will
help support the city. Eventually, there is a plan for Downtown Markham with a variety of
different shops, restaurants, entertainment, etc including a state-of-the-art transportation hub.
The team itself will be named the Markham Mustangs. The Head Coach will be Lindy Ruff and
the players on the team will come from the upcoming entry draft and an expansion draft put
together by the NHL. It will consist of current teams putting forth “available players,” allowing
the Mustangs to build a roster. We hope to build our way into the NHL and the city of Markham
as time goes on. The Mustangs are committed to helping support the great city of Markham and
all of its residents. We hope to build a rich history full of success and support.
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Mission Statement
The Mission of the Markham Mustangs is to provide a safe, fun, and exciting hockey
environment that includes a competitive franchise on the ice as well as an interactive off-ice
experience for all patrons. The Mustangs are committed….
• To deliver a competitive NHL franchise that fosters a pride among the organization, staff,
and fans that produces full support within the community.
• To provide an all-inclusive, state-of-the-art arena that allows for a full-game experience
both on and off the ice.
• To produce revenue that allows for the success of an NHL franchise as well as to help
support the local community and fans.
• To bring to the organization, community, and fans the Holy Grail of Hockey, the most
legendary trophy in all of sports, the Stanley Cup.
The Markham Mustangs have a variety of different programs offered each season for fans, season subscribers, children, and more. They are always on the website and sent through email to our subscriber list. Here are a few examples of program we offe
One of the programs the Markham Mustangs offer is our youth hockey camp for children 7years old. It is offered for 6 different weeks during the summer and includes an awesome Monday-Friday 9am-5pm experience. The training included is both on and offfun activities mixed in. Here is the flyer:
Programs Offered
The Markham Mustangs have a variety of different programs offered each season for fans, season subscribers, children, and more. They are always on the website and sent through email to our subscriber list. Here are a few examples of program we offer:
One of the programs the Markham Mustangs offer is our youth hockey camp for children 7years old. It is offered for 6 different weeks during the summer and includes an awesome
5pm experience. The training included is both on and off-ice, with plenty of fun activities mixed in. Here is the flyer:
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The Markham Mustangs have a variety of different programs offered each season for fans, season subscribers, children, and more. They are always on the website and sent through email to
One of the programs the Markham Mustangs offer is our youth hockey camp for children 7-17 years old. It is offered for 6 different weeks during the summer and includes an awesome
ice, with plenty of
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Another program offered to help the community will be our partnership with Markham
Stouffville Hospital where our players will visit every few weeks. It is just one of the many
community partnerships that we like to form with organizations in and around Markham. Here is
the information for this specific event:
A Day with the Pros
Markham Mustangs and the Markham Stouffville Hospital
The Markham Mustangs have many programs in place in order to enrich the community in which they are grounded. In conjunction with the Markham Stouffville Hospital in Markham, OT, the Mustangs have developed a program and schedule to visit the children in the Children’s Center of the hospital. As part of the Child Development Program and enrichment program in the children’s center, the players of the Mustangs will spend one day per month at the hospital. This is run on a solely volunteer basis, and no player is ever required to attend.
The program will run on the first Sunday of every month during the off-season. All memorabilia is donated, and children can take pictures, get autographs, and socialize for the duration of the day. This is an optional event for the children, but it has been a source of enjoyment for the children as well as the players.
2013-2014 Tentaive Dates and Times:
Sunday, July 7th 3:00pm – 6:00pm
Sunday August 4th 3:00pm – 6:00pm
Sunday, September 1st 3:00pm – 6:00pm
NO OCTOBER VISIT
Sunday, November 3rd 3:00pm – 6:00pm
Sunday, December 1st 3:00pm – 6:00pm
NO JANUARY VISIT
Sunday, February 2nd 3:00pm – 6:00pm
Sunday, March 2nd 3:00pm – 6:00pm
NO APRIL VISIT
Sunday, May 4th 3:00pm – 6:00pm
*Last visit for the year
Markham Mustangs
1. Respect
2. Integrity
3. Responsibility
4. Tolerance and Equality
5. Professional Conduct
Code of Ethics
Markham Mustangs
Code of Ethics
Tolerance and Equality
Professional Conduct
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Employee Code of Ethics
The Markham Mustangs are a professional hockey franchise dedicated to excellence in all
realms of service to the community and its patrons. As such, the highest of respect and
integrity are a requirement of all jobs associated with this prestigious organization. To uphold
these high standards, all employees, regardless of position, must adhere to the organizational
code of ethics. Failure to do so in any capacity will result in the employee’s termination of
employment with the Markham Mustangs.
1. Respect
All employees must treat colleagues, regardless of rank or position, with equal respect.
Employees should communicate their views, beliefs, and ideas in a clear and respectful
manner with the goal of achieving a common objective. Derogatory or abusive language will
not be tolerated. Such behavior will lead to the probation or dismissal of the employee in
question.
2. Integrity
All employees, regardless of rank or position, are expected to carry out their specified job
description to the best of their abilities on a regular basis. Taking pride in the job that you do
is of upmost importance to the Mustangs organization. A primary objective in our
organization’s mission statement is “to provide an all-inclusive, state-of-the-art arena that
allows for a full-game experience both on and off the ice.” This objective cannot be met
without our team members’ commitment to excellence.
3. Responsibility
The Markham Mustangs hold all employees accountable for the successful performance of
their specified job description. Simply put, poor job performance will lead to probation or
dismissal of the employee in question. Furthermore, all employees are expected to maintain
punctuality in arriving to their assigned shifts on time. If an employee is unable to work a
particular shift, he or she must provide their associated supervisor a minimum of one week’s
notice to request the day off. If an employee is tardy due to unforeseeable events, he or she is
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required to contact their advisor as soon as possible to relay this information. The inability to
adhere to these basic responsibilities will result in the probation or dismissal of the employee
in question.
4. Tolerance and Equality
Under no circumstances are any employees permitted to participate in or facilitate actions of
discrimination based on gender, race, ethnicity, sexual orientation, self-expression, or values
of any kind. This is a zero tolerance policy upheld by the Markham Mustangs organization.
Failure to adhere to this policy will result in the immediate termination of the employee.
5. Professional Conduct
Professional and social conduct is required of all Markham Mustang employees. Employees
will wear appropriate attire specific to their job description; maintain a neat and orderly
appearance, practice good hygiene habits, and refrain from using foul language in the
workplace.
Additionally, employees must maintain strict professional relationships with all co-workers.
Any unwelcome sexual advancements including but not limited to sexual comments, sexual
gestures, inappropriate communication, or physical contact of any kind will result in the
immediate termination of the employee. In addition, the Markham Mustangs reserve the right
to take legal action against the offending employee in question, if necessary.
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Flow Chart
Board of Directors
Open communication between the entire staff will be imperative to the success of the
organization. Because there are essentially two separate operations running so closely together,
the directors of each organization must be in constant communication. The CEO of the GTA
Centre will direct all operations regarding the use of the centre, while the CEO and owner of the
Mustangs will oversee everything dealing with the team. The arena programs will each require
separate directors and operators.
This chart represents an all-channel type of communication. Everyone involved must
communicate openly. Within this group of directors, there is no hierarchy in terms of decision-
making. The GTA Centre and the Markham Mustangs must be mutually inclusive and
considerate.
CFO GTA Centre
CEO Markham Mustangs
Markham Mustangs Owner
CFO Markham Mustangs
GTA Centre Owner
CEO GTA Centre
GTA Centre Leadership
The CEO of the GTA Centre is the director of all operations. Beneath him is the Chief Financial
Officer, who is responsible for overseeing all budget
has a vice president who is next in command.
These positions make up the leadership team of the GTA Centre, although there are many
smaller departments that fall under these categories.
GTA Centre Leadership
The CEO of the GTA Centre is the director of all operations. Beneath him is the Chief Financial
Officer, who is responsible for overseeing all budget-related operations. Each of these officers
has a vice president who is next in command.
s make up the leadership team of the GTA Centre, although there are many
smaller departments that fall under these categories.
CEO, President
CFO
Executive VP
Financial VP
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The CEO of the GTA Centre is the director of all operations. Beneath him is the Chief Financial
related operations. Each of these officers
s make up the leadership team of the GTA Centre, although there are many
The Department of Marketing and Advertising is one of the most important parts of the
organization. Because this department is very large this flow
two of the departments that fall under the category of Marketing and Advertising. Other sub
departments include marketing, sales, team marketing, centre marketing, and others.
Marketing and Advertising
Advertisement
In-House Advertisement
Print Advertisement
Virtual Advertisement
Team Advertisement
The Department of Marketing and Advertising is one of the most important parts of the
department is very large this flow-chart shows the hierarchy of just
two of the departments that fall under the category of Marketing and Advertising. Other sub
departments include marketing, sales, team marketing, centre marketing, and others.
Marketing and Advertising
Advertisement
Advertisement
Public Relations
Community Relations
Sponsorships
Sponsorship Sales
Sponsorhip Account
Management
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The Department of Marketing and Advertising is one of the most important parts of the
chart shows the hierarchy of just
two of the departments that fall under the category of Marketing and Advertising. Other sub-
departments include marketing, sales, team marketing, centre marketing, and others.
Public Relations
Fan-Base Relations
Management
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Job Descriptions
Executive Management
Owner, Chairmen, Presidents, and Vice Presidents
Included in this area are all the departments including marketing, finance, partnership,
team operations, legal and business affairs, etc. These are the people who will lead and
run each department area and report to the top people within the organization.
Hockey Club Personnel
General Manager, Coaching Staff, Hockey Operations Staff, Scouting Staff, Athletic
Training Staff, Strength and Conditioning Staff
These are the people directly involved with the Markham Mustangs play on the ice. They
create, manage, and run the team in all aspects. The coaching staff will help turn the team
into a success along with the general manager. Meanwhile, hockey operations staff is
there for the players needs. The scouting staff is all over the world watching other top
hockey talent while the athletic training staff takes care of medical issues within the team.
The strength and conditioning helps the players off the ice with workouts.
Public Relations
This area will deal with the outside including the media and fans. They are concerned
with the image the Markham Mustangs represent, as well as the players on the team.
Their goal is for the Markham Mustangs to be and look like the best organization in the
NHL.
Marketing
This area will deal with promotional aspects of the team and its sponsors. It is their job to
get our name out there as well as our sponsors through use of different marketing
techniques.
Event Presentation
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This area deals with game-day operations. This includes making sure the game goes
along smoothly, but that the fans get an interactive experience when visiting the GTA
Centre as well. This area is always coming up with new ideas to make our fans
experience better.
Community Relations and Fan Development
This area deals with our outside programs with the fans and community. Being a staple-
point in the city of Markham, we want our fans and the community to benefit from the
organization. Our Youth Hockey Camps are part of this department, as well as most of
the programs out in the community and within our fanbase.
Finance
This area deals with the budget. Each department has a budget that they must stay within.
This area makes sure the team budget as a whole is in order and comes up with money
solutions to different things that are happening.
Legal and Business Affairs
This area deals with the hockey and legal business. Any legal problems the Mustangs
may have go to this department. Also, any outside deals with other companies and
organizations are dealt with by this department.
Ticket Sales, Service, and Retention
This area deals with everything related to tickets for Markham Mustangs games.
Everything season tickets, to ticket packages, to single game tickets, this department
deals with that. Also, any problems fans and customers may be having with their current
seats.
Corporate Hospitality
This area deals with making sure our customers and fans are happy. The game-experience
in the GTA Centre should be one that is not forgotten. Our staff is trained to be
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respectful, helpful, and fun to be around. Any issue with our staff or team is handled by
this department.
These are the main areas of the Markham Mustangs staff. Other jobs are needed/added on a go-to
basis depending upon the situation at hand. These departments all hold different amounts of staff,
but as a whole, we work as one organization to make our team a success in all areas.
References:
New york rangers directory, 2012-13. (n.d.). Retrieved from http://rangers.nhl.com/club/page.htm?id=54019
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Chr is topher Be l lon , CSCS
(845) 642-8059
6 Mary Ann Court • Stony Point, NY 10980
EDUCATION
Degree Institution Date Major
M.A. Montclair State University Expected May 2013 Exercise ScienceMontclair, New Jersey
Capstone Research Project: A Comparison of Muscle Activity and Low Back Load between a Unilateral and a Bilateral Squat Exercise
B.S. Montclair State University May 2011 Physical Education &Montclair, New Jersey Health
FIELD EXPERIENCE
September 2011 – Present: Graduate Research AssistantMontclair State University, Montclair, New Jersey.
Primary responsibilities include reviewing literature, research project management including subject recruitment, data collection, data processing and analysis, and IRB and manuscript preparation.
Advised by Dr. Steven Leigh and Dr. William Sullivan, faculty members of the department of Exercise Science and Physical Education.
June 2010 – Present: Sports Performance CoachVelocity Sports Performance, Mahwah, New Jersey.
Primary responsibilities include teaching the Velocity Speed Development Curriculum, designing and implementing Strength & Conditioning programs, and athlete assessment. Specializes in training high school, college, and professional ice hockey players.
Mentored by Sean Donellan, ATC, CSCS, Sports Performance Director of the New York Islanders, and Derrek Douglas, CSCS, Head Strength & Conditioning Coach to the New York Islanders.
PROFESSIONAL CERTIFICATIONS
• Certified Physical Education/Health Teacher
• Certified Strength and Conditioning Specialist (NSCA)
• USA Weightlifting Level 1 Sports Performance Coach
• CPR & First Aid certified, American Red Cross
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Er ic Zu l lo
(908) 930-7365
5 Clinton Place • Avenel, NJ 07001
EDUCATION
Degree Institution Date Major
M.A. Montclair State University Expected January 2014 Coaching/Sports Montclair, New Jersey Administration
B.S. Montclair State University May 2011 Physical Education &Montclair, New Jersey Health, Education
FIELD EXPERIENCE
January 2012 – Present: Graduate Research AssistantMontclair State University, Montclair, New Jersey.
Primary responsibilities include reviewing literature, teaching class, assisting research, coordinating e-portfolios, among other things.
Advised by Dr. Robert Horn along with faculty members of the department of Exercise Science and Physical Education.
2001 – Present: Ice Hockey OfficialUSA Hockey
Primary responsibilities include management of youth and high school ice hockey games as an on-ice official. Officiating requires many different skills including communication, patience, and management.
Have worked 2010, 2012, and 2013 NJYHL Playoffs as well as 2013 NJSIAA Playoff games. Attended 2012 Atlantic District Camp.
PROFESSIONAL CERTIFICATIONS
• Certified Physical Education/Health Teacher
• Certified Ice Hockey Official (Level 3)
• Certified Ice Hockey Coach (Level 4)
• Certified CPR, First Aid, American Red Cross
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568 Wyckoff AveWyckoff, NJ 07481
Mary [email protected]
(201)994-6194
Education
M.A. Montclair State University; Montclair, NJExercise Science (Anticipated May 2014)GPA: 4.0
B.S. DeSales University; Center Valley, PAMajor: Psychology – Clinical/Counseling (May 2010)GPA: 3.682
Achievements
Graduate Assistant in Exercise Science Department, Early completion of Undergraduate Degree (3 years), Dean’s List (6 semesters), Faith and Reason Honors Program (by invitation), Trustee Merit Scholarship, Academic Department Scholarship
Experience
Graduate Assistant Master of Science in Exercise Science Fall 2012 – PresentMontclair State University
Certified Health Coach Graduation January 2013Institute of Integrative Nutrition
Certified Personal Trainer February 2012National Academy of Sports Medicine
TRX Suspension Trainer Course November 2011Completed Individual and Group Suspension Courses
Work ExperienceSports Performance Coach March 2012 – Present
Velocity Sports Performance300 Corporate DriveMahwah, NJ 07430
Coordinator of Youth Ministry August 2010 – June 2012Mary Help of Christians Academy
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659 Belmont AvenueNorth Haledon, NJ 07508(973)790-6200
Involvement
Baltimore Marathon (October 2009, October 2010), Kickboxing, College Intramural Volleyball, College Intramural Ultimate Frisbee, High School Varsity Soccer
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Hiring Practices
When hiring our Markham Mustangs staff which includes a wide array of employees in a
number of different areas, we are committed to finding the best employees available for that
position. Through a partnership with the NHL, the Markham Mustangs use online applications
through TeamWorkOnline.com for all job areas. When jobs become available, they are listed
through NHL Hockey Jobs at the website http://hockeyjobs.nhl.com/teamwork/jobs/default.cfm.
Applicants will see the open jobs based on job field. Once the application period is over, the
Markham Mustangs review the applicants, cut the number down to an appropriate amount, and
set up interviews with the remaining, selected candidates.
When conducting our hiring process in Markham, we will follow a basic yet imperative list of
steps to ensure the best applicants are interviewed and/or hired. These practices include:
Determining the need for a new
position
Planning meeting
Create the job description
Post job within organization
Post job on NHL.com
Cut down applications
Interview remaining applicants
Final meeting
Human Resources check
Sign contract
When the Markham Mustangs determine that a position needs to be filled, a planning meeting if
first scheduled. At this meeting, hiring managers and human resources executives will meet with
the department leaders needing the position filled. At this meeting, many things will be talked
about. Some of these include jobs specifics such as job title, salary, qualifications needed, full or
part time, among plenty of other things. When this meeting is done, it is determined whether a
job description and posting will be needed. If so, the job is posted for one week through the
organization employee website. Therefore, it allows all our current employees an opportunity for
promotion, job change, etc.
Once this week is over, the job description will be posted on NHL.com with the opportunity for
anyone to put in an application. The job description will have an end date on it. After this, all
applications will be reviewed and narrowed to a selected amount of applicants. Once this is
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determined, the interview process will be carried out. This interview is led by the department
president (or other determined staff). They will make the final decision on who is hired by the
organization. Once this is decided, a meeting will be set up with the new employee. Here is when
they will get the specifics on the job, get a tour of the facility, and do everything that human
resources needs done including background checks, tax forms, etc.
Once everything is agreed upon, a contract will be signed and that person officially becomes the
newest edition to the Markham Mustangs. Markham follows all laws and ethics during their
hiring process. We pride ourselves on the fairness we use during our hiring process and stand by
our employees because they are chosen for a reason.
If you have any further questions regarding our hiring process, please contact human resources.
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Communication-Running a Meeting
The Markham Mustangs use a number of different methods for communication around the
office. Since we are such a big organization with thousands of employees, ownership and the
executive staff will keep in touch with emails and memos as needed. When it comes to separate
departments, leaders in those areas will hold monthly meetings. When holding these meetings,
department leaders go through a number of different steps to ensure it will be full of needed
information and goals. Here is the breakdown:
1. Plan Before-What is the purpose of the meeting? What is the desired outcome? Is the
meeting necessary? What is the meeting agenda?
2. Set Guidelines-How the meeting will be run. Jobs for the meeting. Rules for the meeting
(questions, one conversation at a time, etc).
3. Encourage Positive Behaviors-Keep the meeting positive. Don’t focus on negativity.
Need the team to be in the best shape they can be. Have goals for them.
4. Make it Interactive-Have some good things to show the staff. Make it interesting for them
and not boring. Keep their attention. Have fun.
5. Closure-Make sure to close the meeting. Answer all questions. Have a good final thought
before leaving.
The Mustangs also have a number of different technological advances in the office to allow for
meetings of all forms. For instance, Skype allows employees to hold video meetings who may
not be in Markham, Ontario. Scouts that are in Europe and spread throughout North America
will now be able to Skype with hockey operations staff. The Mustangs also use text, e-mail,
phone, fax, and plenty of other methods. Meetings are a necessary part of any business, however,
they must be held for a reason. They must have a plan and operate in an interesting, timely
fashion. We feel as if our communication goes above and beyond with our employees.
References
Running a meeting. (n.d.). Retrieved from
http://web.mit.edu/2.009/www/resources/mediaAndArticles/3_MeetingPrimer.pdf
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Program Evaluations
When it comes to running a program whether it be for employees, fans, customers, the
community, etc, the Markham Mustangs want to make it as positive and successful as possible.
Therefore, we have a very well-planned evaluation method. We take our programs very seriously
and if there are ways to make it better, we always want to figure out those ways. Evaluation is
not for negativity, but for growth. We hope to work with our employees and programs to make
them the best possible experience. Our evaluation method goes as follows:
What program evaluation does for us…
Understand, verify, and increase the impact of programs on the fans, customers, clients,
etc.
Improve delivery of the program to help improve effectiveness and possibly lower
operating cost.
Verify that our programs are doing what they are supposed to do.
Help management spark thinking about the program and what it is all about for the
possibility of further growth and development of that program.
Produce data that can be used for public relations and marketing techniques.
Produce comparisons between programs to see where they fit and how to make them
better.
What we think about when designing an evaluation…
For what purpose is this evaluation being done?
Who are the audiences participating in this program?
What type of evaluation is best for this program?
How can information be collected?
When must we have this information for improvement of the program?
Types of evaluation we may use…
Goal-Based Evaluation: Evaluating the extent to which the program is meeting the
predetermined goals.
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Process Evaluation: Collecting data from employees and program attendees to receive
feedback of the program. This allows further changes.
Outcomes Evaluation: If the program had a specific outcome needed, did it reach that
outcome and what can be done to improve the outcome.
This portion shows some of our evaluation methods. We are always adding tools to help in
evaluation of our programs. We encourage our fans and customers to contact us about
improvement of our programs and how to get involved.
Reference
McNamara, C. (2002). A basic guide to program evaluation. Retrieved from
http://www.tgci.com/magazine/A Basic Guide to Program Evaluation.pdf
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Job Performance Evaluations
The Markham Mustangs do quarterly job performance evaluations carried out by department
leaders. This is for the improvement of both the individual employee and the department as a
whole. In most cases, it is never mean to put down any employee, however, to develop them into
the way Markham sees best fit. When we do our job evaluations, a number of things are taken
into consideration. These are:
Training level or qualifications requirements
Knowledge and skills requirements
Complexity of tasks
Interaction with various levels of the organization
Problem-solving and independent judgment
Accountability and responsibility
Decision-making authority
Degree of supervision required
Cross-training requirements
Working conditions
Degree of difficulty in filling job
Job evaluations are great tools for Markham management to have so they can have the best
employees possible. We pride ourselves on having a hard-working, determined staff.
Reference
Heathfield, S. (n.d.). Conduct a job evaluation. Retrieved from http://office.microsoft.com/en-
us/infopath-help/conduct-a-job-evaluation-HA001189535.aspx
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Budget
The NHL does not release income statements outlining the current breakdown of
revenue, expenses, or other financial information for any teams. However, select information
regarding league-wide financial protocols is addressed in the latest NHL Collective Bargaining
Agreement ("NHL collective bargaining," 2013). For example, protocols discussed in this
document include annual player salary agreements, revenue sharing, and playoff incentives
("NHL collective bargaining," 2013). Accordingly, the majority of information that generated
our 2013 season budget and estimated our 2014 and 2015 season budgets was extracted from this
league document.
Additionally, other financial figures such as broadcast revenue, merchandise revenue, and
hockey operations revenue and expenses were generated from the 2009 Phoenix Coyotes
financial summary ("Phoenix coyotes hockey," 2009). The Phoenix Coyotes were facing
bankruptcy during that particular season and were amongst the least financially stabile teams in
the league. Although we anticipate the Markham Mustangs to be infinitely more successful than
the Phoenix Coyotes due to the hockey culture that exists in Toronto, most expansion teams do
not have immediate financial success and take time to establish a substantial profit margin.
Therefore, we used these figures as additional guidelines when generating our estimated 2013
budget.
References:
Nhl collective bargaining agreement summary. (2013, January 10). Retrieved from
http://cdn.agilitycms.com/nhlpacom/PDF/Summary-of-Terms-1-10-13.pdf.
Phoenix coyotes hockey club summary income statement. (2009, June 30). Retrieved from
http://qph.is.quoracdn.net/main-qimg-dbb69d6fa5047b8716450e7bc2e9e0f2.
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Item # Expense Item Expected 2013 Projected 2014 Projected 2015 Notes100 Player Salaries* $70,200,000 $64,300,000 $67,200,000 2015= 50% difference between 13' and 14'
200 Coaching Staff $8,000,000 $8,800,000 $9,680,000 Coaching Staff= + 10%/year201 Head Coach $2,500,000 $2,750,000 $3,025,000202 Assitant Coach $1,200,000 $1,320,000 $1,452,000
203 Assitant Coach $1,200,000 $1,320,000 $1,452,000
204 Goaltending Coach $1,100,000 $1,210,000 $1,331,000
205 Strength and Conditioning Coach$1,000,000 $1,100,000 $1,210,000
206 Video Coach $1,000,000 $1,100,000 $1,210,000
300 Team Doctors $1,400,000 $1,498,000 $1,602,860 Team Doctors= + 7%/year301 Athletic Trainer $500,000 $535,000 $572,450
302 Physical Therapist $500,000 $535,000 $572,450
303 Massage Therapist $250,000 $267,500 $286,225
304 Outside Team Specialists $150,000 $160,500 $171,735
400 Scouting Staff $2,400,000 $2,448,000 $2,496,960 Scouting Staff= +2%/year (low increase b/c of high salary)401 Head North America Scout $800,000 $816,000 $832,320402 Head European Scout $800,000 $816,000 $832,320403 College Scout $500,000 $510,000 $520,200404 Amatuer Scout $300,000 $306,000 $312,120
500 Rink Staff $1,750,000 $1,837,500 $1,929,375 Rink Staff= + 5%/year501 Ice Crew $750,000 $787,500 $826,875502 Arena Technology/Updating $500,000 $525,000 $551,250503 Game Day Staff $500,000 $525,000 $551,250
600 Office Staff $14,600,000 $16,352,000 $18,314,240 Office Staff= +12%/year601 President $2,600,000 $2,912,000 $3,261,440602 Vice President $1,600,000 $1,792,000 $2,007,040603 General Manager $1,600,000 $1,792,000 $2,007,040604 Assistant General Manager $700,000 $784,000 $878,080605 Office Staff $8,100,000 $9,072,000 $10,160,640
700 Equipment $190,000 $190,000 $190,000 Equipment= + 0%/year701 Hockey $100,000 $100,000 $100,000702 Strength and Conditioning $10,000 $10,000 $10,000703 Medical $10,000 $10,000 $10,000704 Arena Supplies $70,000 $70,000 $70,000
800 Utilities $4,800,000 $5,088,000 $5,393,280 Utilities= +6%/year801 Electricity $2,000,000 $2,120,000 $2,247,200802 Plumbing, Heating, Cooling $1,500,000 $1,590,000 $1,685,400803 Water $500,000 $530,000 $561,800804 Internet, TV, Phone, etc $800,000 $848,000 $898,880
900 Travel Expenses $875,000 $1,175,000 $1,175,000 Travel Expenses=+4%/year901 Plane/Bus $750,000 $1,050,000 $1,050,000902 Hotel Rooms $75,000 $75,000 $75,000903 Food $50,000 $50,000 $50,000
Total $104,215,000 $101,688,500 $107,981,715Item # Revenue Item**100 League Distribution $13,500,000 $13,500,000 $13,500,000200 Broadcast Revenue $8,300,000 $8,715,000 $9,150,750 Broadcast Revenue= +5%/year
300 Ticket Revenue $50,000,000 $57,500,000 $63,250,000 Ticket Revenue= +15% in 2014/+10% in 2015
400 Suite Revenue $10,000,000 $11,500,000 $12,650,000 Suite Revenue= +15% in 2014/+10% in 2015 (Consistent with Ticket Sales Revenue)
500 Sponsorship $10,000,000 $12,000,000 $14,400,000 Sponsorship= +20%/year
600 Concessions $3,500,000 $4,025,000 $4,628,750 Concessions= +15% in 2014/ +10% in 2015 (Consistent with Ticket Sales Revenue)
700 Parking/Merchandise $1,500,000 $1,725,000$1,650,000.0 Parking/Merchandise= +15% in 2014/+10% in 2015(Consistent with Ticket Sales Revenue)
800 Other Hockey Related Revenue
$2,000,000 $2,400,000 $2,880,000Other Hockey Related Reveune= +20%/year
900 Non-Hockey Revenue $1,500,000 $1,800,000 $2,160,000Non-Hockey Revenue= +20%/year
1000 Playoffs (if made)*** $25,000,000 $50,000,000 $75,000,000 ***See text below
Total $125,300,000 $163,165,000 $199,269,500*According to 2013 NHL Collective Bargaining Agreement ("Nhl collective bargaining," 2013)
***Dependent on making the playoffs in 2013, advancing to Round 2 in 2014, and advancing to Round 3 in 2015
References:
Nhl collective bargaining agreement summary. (2013, January 10). Retrieved from http://cdn.agilitycms.com/nhlpacom/PDF/Summary-of-Terms-1-10-13.pdf.
Phoenix coyotes hockey club summary income statement. (2009, June 30). Retrieved from http://qph.is.quoracdn.net/main-qimg-dbb69d6fa5047b8716450e7bc2e9e0f2.
**According to 2013 NHL Collective Bargaining Agreement ("Nhl collective bargaining," 2013) and 2009 Phoenix Coyotes Summary Income Statement ("Phoenix coyotes hockey," 2009)
29
Capital Budget
Item 2013 2014 2015 2016
Arena Cost $325,000,000
Scoreboard $6,000,000
Zamboni $100,000
Team Airplane $7,000,000
Team Bus $2,000,000
Practice Facility $30,000,000
5 Level Parking Garage $8,000,000
The capital budget is comprised of large items that are essential to the long-term growth
and success of the Markham Mustangs organization. For example, the GTA Centre is the arena
in which the Mustangs will play. In estimating the cost of the building, we researched the cost of
other new NHL arenas, such as the Prudential Center, home of the New Jersey Devils
(“Prudential center vision,”). In addition to a new facility, vital equipment such as a zamboni and
a scoreboard will be required to successfully host regular season home games (“How much
does,”; Golden, 2013).
While these purchases will address the 41 regular season home games at the GTA Centre,
the team will still be in need of proper travel arrangements for the additional 41 away games. As
such, a team airplane and bus will have to be purchased for the 2014 season (“Sports teams
with,”; Littal, 2013). The largest expense on the capital budget within the first four seasons,
however, will be the cost of a new practice facility. This financial estimation was based on the
cost of the Washington Capitals new practice facility: the Kettler Capitals Iceplex (“Kettler
capitals iceplex,”). That facility cost the Capitals $42.5 million because it was built on top of an
8 level parking garage. We subtracted $12.5 million from this expense, which would have been
the cost of the 8 level parking garage, to arrive at the cost $30 million. With respect to our
growing fan base, additional parking will also be needed for home games at the GTA Centre. To
combat the demand for additional parking, as 5 level parking garage will be built prior to the
30
2016 season (“Parking garage cost,”). Due to the high cost of the team’s new practice facility in
2015, this will be the only purchase on the team’s capital budget for the season.
References:
Golden, E. (2013, February 8). Centurylink center's new arena scoreboard to offer better view.
Retrieved from http://www.omaha.com/article/20130208/NEWS/702089930
How much does a zamboni ice resurfacer cost? . (n.d.). Retrieved from
http://www.zamboni.com/faqs/how-much-does-a-zamboni-ice-resurfacer-cost/
Kettler capitals iceplex. (n.d.). Retrieved from http://capitals.nhl.com/club/page.htm?id=42982
Littal, R. (2013, February 19). Cowbo'ys new team bus "the elegant lady"cost $2.5 million.
Retrieved from http://blacksportsonline.com/home/2013/02/cowboys-new-team-bus-the-
elegant-lady-cost-2-5-million-photos/
Parking garage cost estimates for for parking garage in national, u.s.. (n.d.). Retrieved from
http://www.reedconstructiondata.com/rsmeans/models/garage
Prudential center vision. (n.d.). Retrieved from http://www.prucenter.com/default.asp?id=88
Sports teams with the deluxe treatment. (2012, January 24). Retrieved from
http://www.investopedia.com/financial-edge/0112/sports-teams-with-the-deluxe-
treatment.aspx
Purchase Orders
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32
33
InventoryFood Court
Item # Item Name Unit Cost Units Total0100 Commercial Fryer 16,898.60$ 1 16,898.60$ 0101 Compact Commercial Microwave 1,196.52$ 2 2,393.04$ 0102 Gas Convection Oven, Double Stack, Standard Depth 6,430.00$ 1 6,430.00$ 0103 Commercial Range Hood, 48"x96" 2,339.00$ 1 2,339.00$ 0104 Commercial Gas Range, 10 burners, 2 ovens 3,400.00$ 1 3,400.00$
0105Undercounter Ice Machine - Cuber, Compact 175 lb. Production, 80 lb. Storage Capacity 879.10$ 1 879.10$
0106Walk In Cooler - Indoor, Quick Ship Capsule Pak 8 ft. x 10 ft. With Floor 7,989.00$ 1 7,989.00$
0107 Sandwich Table - 2 Doors, (12) Sixth-Size Pans, 12 Cu. Ft. 2,368.00$ 1 2,368.00$ 0108 Fountainette with Countertop Fountainette 3,948.00$ 2 7,896.00$
0109Soft Serve Ice Cream and Frozen Yogurt Machine - Medium Volume, (4) 4 oz. Servings per Minute 15,415.40$ 1 15,415.40$
0110 Ice Cream Cone Dispenser - Stainless Steel 6,359.00$ 1 6,359.00$ 0111 Ice Cream Topping Dispenser - Acrylic Eight Drawers 119.00$ 1 119.00$ 0200 Pom Tongs, Kool Touch, 12" 9.19$ 8 73.52$ 0201 Heavy Duty Measuring Cups, Set of 4 10.89$ 4 43.56$ 0202 Heavy Duty Measurin Spoons, Set of 4 7.49$ 4 29.96$ 0203 Polycarbonate Measuring Pitcher, 4qt capacity 11.09$ 4 44.36$ 0204 Hamburger Turner 17.59$ 8 140.72$ 0205 Heavy Duty 8oz Ladle 14.99$ 4 59.96$ 0206 High Heat 13.5" Spatula 10.69$ 8 85.52$ 0207 Stainless Steel Heavy Duty French Whisk 12" 9.59$ 4 38.36$ 0208 Fryer Skimmer, Mesh 8" Round 6.69$ 2 13.38$ 0209 Cold Food Pan - Camwear, Full-Size, 13-11/16 Quart 17.00$ 12 204.00$ 0210 Food Pan Cover with Handle Full-Size Camwear Pans 12.00$ 12 144.00$
0211Extra Heavy Duty Sheet Pan Combo Deal 40 Heavy Duty Sheet Pans and Heavy Duty Baker's Rack 1,519.00$ 1 1,519.00$
0212 Fry Pan - Nonstick CeramiGuard II Finish 8"Diam. 30.99$ 4 123.96$ 0213 Fry Pan - Nonstick CeramiGuard II Finish 10"Diam. 42.29$ 4 169.16$ 0214 Fry Pan - Nonstick CeramiGuard II Finish 12"Diam. 59.99$ 4 239.96$ 0215 Fry Pan - Nonstick CeramiGuard II Finish 14"Diam. 88.89$ 4 355.56$
0216Ultra Heavy Duty Weight Aluminum Cookware - Sauce Pot, 20 Qt. 169.00$ 2 338.00$
0217 Sauce Pot with Cover - Optio Stainless Steel 10 Qt. 61.89$ 4 247.56$ 0218 Commercial Cutting Board - Microban Colors, 18"Wx24"D 47.69$ 6 286.14$ 0219 Classic 7 Piece Knife Set 439.00$ 3 1,317.00$
0220Commercial Standard Large Height Manual Can Opener - Stainless Steel Clamp Base 289.00$ 1 289.00$
0221Electric Food Slicer - Heavy Duty Stainless Steel, Two Speed Automatic 5,203.00$ 1 5,203.00$
0222 Hamburger Patty Press 6" Patty Diam. 562.00$ 1 562.00$ 0223 Vita-Prep 3 Food Blender - 64 oz. Capacity, 3 HP 596.00$ 2 1,192.00$ 0224 Continuous Feed Food Processor - 1-1/2HP 1,599.00$ 1 1,599.00$ 0225 Commercial Fry Cutter and Wedger 205.00$ 1 205.00$ 0226 Commercial Twister Chip Fry Cutter 219.00$ 1 219.00$ 0227 Mixer - Tabletop 6 Quart 449.99$ 2 899.98$ 0228 Stainless Steel Mixing Bowl - 20 Qt. 18.29$ 2 36.58$ 0229 Stainless Steel Mixing Bowl - 13 Qt. 10.79$ 8 86.32$ 0230 Stainless Steel Mixing Bowl - 8 Qt. 8.39$ 10 83.90$ 0231 Oven Mitt - 17" Long 9.69$ 6 58.14$ 0232 Non-Latex Gloves 8.69$ 4 34.76$ 0233 Aluminum Foil Roll 18"Wx1000 ft. 84.99$ 4 339.96$ 0234 Roll of PVC Film 18"Wx1000 ft. Long 26.29$ 4 105.16$ 0235 Kitchen Work Table 96"Wx30"Dx36"H, Stainless Steel Top 372.00$ 3 1,116.00$
34
0300Ladder Back Chair and Table Combo Deal - (4) Chairs with Designer Vinyl Seat, (1) Table 359.00$ 24 8,616.00$
0301 Booster Seat with Rubber Stoppers 37.69$ 8 301.52$
0302Sturdy Chair Youth Seat with Microban - Plastic without Casters 155.00$ 8 1,240.00$
0303 Plastic Food Tray, 13-13/16"Wx17-3/4"D 477.00$ 1 477.00$ 0304 Hot Dog Steamer with Bun Steamer Merchandiser 46.29$ 3 138.87$ 0305 Chili and Cheese Warmer - 21"Wx13"Dx17"H 300.00$ 2 600.00$ 0306 Hot Dog Bags - Foil, 3-1/2"Wx8-1/2"L 64.99$ 1 64.99$ 0307 Hot Food Display Case - Slant 36" Width 2,599.00$ 2 5,198.00$ 0308 Nacho Chip Warmer and Nacho Cheese Dispenser Combo 691.00$ 1 691.00$ 0309 Popcorn Popper - Galaxy High Performance 18 oz. Popper 2,019.00$ 1 2,019.00$
0310Condiment Dispenser Station - High Capacity 2 Pumps, 4 Inserts 341.00$ 2 682.00$
0311 Lid, Straw and Condiment Organizer - Black Plastic, Wide 114.00$ 2 228.00$ 0312 Pizza Merchandiser - Illuminated 772.00$ 1 772.00$ 0313 Fountain Drink Machine 400 lb. Ice Storage Capacity 8,749.00$ 1 8,749.00$ 0314 Refrigerated Water Cooler Wall Model 589.00$ 10 5,890.00$ 0400 Contemporary Symbol Sign 4.89$ 30 146.70$ 0401 Mopping Combo Deal 99.99$ 1 99.99$ 0402 Value Wet Floor Sign 16.79$ 2 33.58$ 0403 Meridian Grease Resistant Mat 39"Wx58-1/2"D 94.19$ 8 753.52$
0404Prepackaged Dishtable Soil Table, Left to Right Flow, 5 ft. Width 859.00$ 1 859.00$
0405 Standard Economy Unit Waste Receptacle 23"Wx23"Dx43"H 565.00$ 8 4,520.00$
0406Foam Soap Dispenser - 4-7/8"Wx4-1/2"Dx11"H, 1000 ml. Capacity 19.99$ 24 479.76$
0407 Toilet Tissue Dispenser - Holds (2) 9" Rolls 34.39$ 24 825.36$ 0408 Contura Rectangular Sanitary Napkin Receptacle 29.99$ 12 359.88$ 0409 Jumbo Roll Toilet Tissue, 9" Diam, 2000 ft. 34.29$ 25 857.25$ 0410 Baby Changing Table - Horizontal Table 229.00$ 3 687.00$ 0411 Integra Lever Roll Towel Dispenser 43.29$ 24 1,038.96$ 0412 Xlerator Hand Dryer in White Thermoset Resin 400.00$ 12 4,800.00$
Totals: 408 141,118.00$
Number Category0100 Kitchen Equipment0200 Food Preparation0300 Food Service0400 Miscellaneous
Key
All Food Court items sourced through Central Restaurant Products www.centralrestaurant.com
All food products sourced through:Empire Foods, Ltd.
205 Torbay RdUnits 6 & 7ON. L3R 1G7www.empirefoods.ca
35
InventoryHockey
0500 Helmets (Home Colors) 150.00$ 24 3,600.00$ 0501 Helmets (Away Colors) 150.00$ 24 3,600.00$ 0502 Team Jerseys (Home) 150.00$ 24 3,600.00$ 0503 Team Jerseys (Away) 150.00$ 24 3,600.00$ 0504 Team Jerseys (Practice) 100.00$ 24 2,400.00$ 0505 Hockey Socks (Home) 20.00$ 24 480.00$ 0506 Hockey Socks (Away) 20.00$ 24 480.00$ 0507 Hockey Socks (Practice) 20.00$ 24 480.00$ 0508 Shoulder Pads 75.00$ 24 1,800.00$ 0509 Elbow Pads 65.00$ 24 1,560.00$ 0510 Hockey Pants 100.00$ 24 2,400.00$ 0511 Shin Pads 100.00$ 24 2,400.00$ 0512 Jock Straps 50.00$ 24 1,200.00$ 0513 Skates 700.00$ 24 16,800.00$ 0514 Mouth Guards 40.00$ 24 960.00$ 0515 Goalie Masks 1,500.00$ 2 3,000.00$ 0516 Goalie Leg Pads 2,500.00$ 2 5,000.00$ 0517 Goalie Glove 300.00$ 2 600.00$ 0518 Goalie Blocker 250.00$ 2 500.00$ 0519 Goalie Skates 700.00$ 2 1,400.00$ 0520 Hockey Sticks 200.00$ 2 400.00$ 0521 Extra Skate Laces 8.00$ 48 384.00$ 0522 Skate Sharpener 5,000.00$ 3 15,000.00$ 0523 Hockey Tape 3.00$ 100 300.00$ 0524 Practice Pucks 1.00$ 200 200.00$ 0525 Game Pucks 1.00$ 500 500.00$ 0526 NHL Regulation Hockey Nets 500.00$ 4 2,000.00$ 0527 Water Bottles 10.00$ 25 250.00$ 0528 Hockey Equipment Bags 50.00$ 24 1,200.00$ 0529 Under Armor Undershirts 50.00$ 48 2,400.00$ 0530 Dry Erase Boards 50.00$ 4 200.00$ 0531 Dry Erase Markers 5.00$ 20 100.00$ 0600 Power Racks 600.00$ 4 2,400.00$ 0601 Olympic Lifting Platforms 2,000.00$ 4 8,000.00$ 0602 Benches 200.00$ 4 800.00$ 0603 Dumbbells 1,000.00$ 4 4,000.00$ 0604 Barbells (Olympic Weightlifting) 250.00$ 4 1,000.00$ 0605 Barbells (Standard) 150.00$ 4 600.00$ 0606 Olympic Weightlifting Bumper Plates 500.00$ 8 4,000.00$ 0607 Weight Plates 350.00$ 4 1,400.00$ 0608 Stability Balls 40.00$ 6 240.00$ 0609 Slideboards 300.00$ 3 900.00$ 0610 Stationary Bicycles 160.00$ 10 1,600.00$ 0611 Kettlebells 250.00$ 20 5,000.00$ 0612 FMS Kit 170.00$ 3 510.00$ 0613 Resistance Tubing 50.00$ 10 500.00$ 0614 Resistance Sleds 350.00$ 14 4,900.00$ 0615 Resistance Sled Harness & Tow Rope 60.00$ 18 1,080.00$ 0616 Turf 10,000.00$ 1 10,000.00$ 0617 Cones 2.00$ 20 40.00$ 0700 Physical Therapy Tables 400.00$ 5 2,000.00$ 0701 Electrostimulation Machines 800.00$ 5 4,000.00$ 0702 Bandages 10.00$ 10 100.00$ 0703 Gauze Pads 5.00$ 50 250.00$ 0704 Stitching Equipment 100.00$ 10 1,000.00$ 0705 Latex Gloves 8.00$ 5 40.00$ 0706 Aquatic Therapy Pool 1,300.00$ 1 1,300.00$ 0707 Biodex Medical Systems Unit 10,000.00$ 1 10,000.00$
36
Number Category0500 Hockey Equipment0600 Strength & Conditioning0700 Medical Supplies0800 Arena Maintenance
Key
0708 Stretch Straps 6.00$ 10 60.00$ 0709 Athletic Training Tape 3.00$ 50 150.00$ 0710 First Aid Kit 25.00$ 5 125.00$ 0711 Manual Muscle Tester 1,000.00$ 1 1,000.00$ 0801 Zamboni 20,000.00$ 4 80,000.00$ 0802 Tool Kit 190.00$ 10 1,900.00$ 0803 Brooms 20.00$ 100 2,000.00$ 0804 Mopping Bucket 50.00$ 10 500.00$ 0805 Mop 10.00$ 10 100.00$ 0806 Employee Uniforms 50.00$ 500 25,000.00$ 0807 Caution Tape 5.00$ 20 100.00$ 0808 Survailence Camera System 15,000.00$ 1 15,000.00$ 0809 Paper Towels 25.00$ 300 7,500.00$ 0810 Toilet Paper 2.00$ 500 1,000.00$ 0811 Floor Cleaner 16.00$ 10 160.00$ 0812 Vacuum 100.00$ 5 500.00$ 0813 Floor Burnisher 1,000.00$ 5 5,000.00$ 0814 Paint 10.00$ 20 200.00$ 0815 Paint Brushes/Rollers 3.00$ 20 60.00$ 0816 Garbage Bags 15.00$ 1000 15,000.00$
Totals: 4157 299,809.00$
Liability Management Handbook
1. Statement of Purpose
2. NHL Fan Code of Conduct
3. Markham Mustangs Risk Assumed/Waiver Liability
4. Risk Management Checklist
5. GTA Centre Emergency Action Plan
Safety Practices
Markham Mustangs
Liability Management Handbook
Statement of Purpose
NHL Fan Code of Conduct
Markham Mustangs Risk Assumed/Waiver Liability
4. Risk Management Checklist
5. GTA Centre Emergency Action Plan
37
Markham Mustangs Risk Assumed/Waiver Liability
38
Statement of Purpose
The purpose of the Liability Handbook is to minimize the risk of incidence or injury to all
patrons and employees while attending a Markham Mustangs affiliated event. Various safety
measures and procedures outlined in this document include but are not limited to the code of
conduct for employees and patrons, ticket waiver liability, risk management checklist, and
the GTA Centre emergency action plan. By making a consistent effort to abide by these
protocols, the Markham Mustangs organization will fulfill the promise to the fans set forth in
the mission statement to provide a safe, fun, and exciting environment at all GTA Centre
events.
National Hockey League Fan Code of Conduct
The National Hockey League and its Member Clubs are committed to creating a safe and
comfortable environment and enjoyable entertainment experience. NHL fans have a right to
expect an environment in which they will be treated in a consistent, professional and courteous
manner by all venue, team and League personnel. The Players and Officials have the same
rights. Accordingly, fans are responsible for their own conduct. The following standards have
been established with respect to fan conduct:
Fans are entitled to enjoy the hockey experience free from disruptive or inconsiderate
behaviors or unruly actions.
Fans may not interfere with the event and/or athletes in any manner.
Fans shall refrain from using abusive language or obscene gestures.
Fans may not engage in fighting, throwing objects or other behavior deemed detrimental
to the experience of other guests and those who engage in any of these actions will
immediately be ejected from the game.
Fans are encouraged to report inappropriate behavior to venue staff.
Fans who choose to consume alcohol must do so in a legal and responsible manner.
Intervention with an intoxicated or impaired fan will be handled in a prompt and safe
manner.
39
Fans shall comply with requests from venue staff regarding venue operational and
emergency procedures.
Fans may not engage in unauthorized commercial activity while on venue property.
Violation of the Fan Code of Conduct may result in eviction from the venue without a
ticket refund.
The NHL and its Member Clubs thank you for adhering to the provisions of the NHL Fan
Code of Conduct.
("NHL fan code," )
Markham Mustangs Risk Assumed/Waiver Liability
The following statement or risk assumption and waiver liability is printed on all Markham
Mustang event tickets:
Upon admittance to the GTA Centre, the ticket holder voluntarily assumes all risks and
dangers associated with attending the professional hockey event. These inherent risks and
dangers include, but are not limited to, property damage, personal injury, or death due to
physical harm. Ticket holders agree that the Markham Mustangs hockey club is not
responsible for any such risks and dangers. Furthermore, all patrons are willingly entering the
sporting event at their own risk and subsequently forfeit liability of the Markham Mustangs
organization for any potential incidences or injuries as described above.
(“Phoenix coyotes season,”)
Risk Management Checklist
1. Employees
Are all employees qualified to perform the jobs to which they are assigned?
Are all employees certified in CPR through the American Red Cross?
Do all employees possess adequate knowledge of the Emergency Action Plan?
Are all employees regularly evaluated on their job performance?
Do all employees know the “chain of command” and their associated supervisor?
2. Equipment
40
Is the facility equipment being properly utilized for its intended purpose?
Is the equipment certified by an accredited organization?
Is the equipment regularly checked for quality and kept up-to-date?
Is an equipment inventory performed on a regular basis?
Is damaged equipment stored separately from properly functioning equipment?
3. GTA Centre
Is the facility equipped with clearly marked Emergency Exits?
Is the facility equipped with adequate AED units?
Is the facility equipped with adequate first aid kits?
Is the facility equipped with adequate emergency stations?
If so, are those emergency stations staffed with adequate medical professionals?
Is the facility regularly monitored for suspicious activity (i.e.-unattended bags)?
Is the emergency action plan (EAP) practiced on a monthly basis?
4. Policies and Procedures
Are there policies and procedures for patron admission into the GTA Centre?
Are there policies and procedures for patron departure from the GTA Centre?
Are there policies for handling situations of patron disorderly conduct?
Are there policies and procedures for public transportation?
Are there policies and procedures in place for the cancellation of an event?
GTA Centre Emergency Action Plan
Emergency Personnel: Emergency Medical Services are on site for all GTA Centre events.
EMS will be located outside the west (lead unit) and south entrances of the arena. Additionally,
EMS will also be located outside the teams’ locker rooms on the west side of the arena. Police
officers will be stationed at the same locations as the EMS and dispersed in all four corners of
the arena. Team Doctors and Certified Athletic Trainers are on site for competition and all team
practices; paramedic crew is on site for competition.
Emergency Communication: In the event of an emergency, the nearest GTA Centre employee
41
will dial the direct telephone line to lead EMS unit located at the west entrance of the arena. The
EMS unit will travel to the scene of the incident while the police officer will dial 911 and
organize a police escort to the nearest hospital outside the exit closest to the incident.
Emergency Equipment: Both the home and away benches will be supplied with AED units and
a first aid kid. All EMS units will be required to possess standard emergency equipment
including, but not limited to, a stretcher, splints, AED unit, and first aid kit.
Role of First Responders: In the event of a serious injury to an athlete, the Team Doctor or
Athletic Trainer will provide immediate care until an EMS unit arrives on the scene.
In the event of a serious injury to a fan or patron, the nearest GTA employee or police officer
will secure the scene and call for the nearest EMS unit.
Upon securing the injured patron or athlete, the EMS will leave the facility through the closest
exit, where an organized police escort will be waiting.
References
Phoenix coyotes season ticket policy. (n. d.). Retrieved from
http://coyotes.nhl.com/club/page.htm?id=79535.
NHL fan code of conduct. (n. d.). Retrieved from
http://mapleleafs.nhl.com/club/pageprint.htm?id=80786.
42
Advocating for OUR Profession
Here is a video about NHL Hockey that clearly defines why one would want to work within the sport.
http://www.youtube.com/watch?v=LQgtmTZdIF8
Marketing Strategies
Brochure
43
44
45
Summary
The primary mission of the Markham Mustangs is to provide a safe, fun, and exciting hockey
environment that includes a competitive franchise on the ice as well as an interactive off-ice
experience for all patrons. We will fulfill this commitment to our fans by providing a competitive
NHL hockey team, a state-of-the-art sports arena, and recreational and financial support to the
Markham community. In doing so, we will not only be establishing a tradition of excellence for
the Mustangs organization, but for the entire city of Markham as well. Most importantly,
however, the Markham Mustangs will quickly become recognized as an elite organization in the
National Hockey League and a perennial Stanley Cup contender.
Throughout this process, our group learned a great amount in the area of management and
organization. Step by step as we built this “NHL Franchise” project, we were learning new
things in all different areas of management. We had a group that worked well together and really
did a nice job making this manual a success.