CONCERNED AT THE DECLINING FORTUNE OF TRADITONALLY STRONG INDIAN HOCKEY TEAMS AT THE INTERNATIONAL MEETS, THE FEDERATION INTERNATIONALE DE HOCKEY (FIH) IN ASSOCIATION WITH THE INTERNATIONAL OLYMPIC COMMITTEE (IOC) UNDERTOOK A PROJECT TO PROMOTE INDIAN HOCKEY. THE INITIATIVE WAS FUNDED BY ‘OLYMPIC SOLIDARITY’ OF THE IOC. FIH’S FORMER MARKETING COMMITTEE CHAIRMAN BOB DAVIDZON, AFTER INTERACTING WITH VARIOUS STAKEHOLDERS, SUBMITTED HIS REPORT IN NOVEMBER 2006. THE REPORT IS REPRODUCED BELOW.

India: India is the 7th largest country in the world (more than 3 million sq.km) and most populous country (1.2 billion people), has 23 official languages strong religions and consists of 29 States and 6 so called Union territories subdivided into 602 districts in total all with a high degree of autonomy, India’s economy is by several criteria ranked in the top ten of the world and ranks second (to China) in the list of fastest growing economies. India’s per capita income of $3400 is ranked 122 in the world with the top 10% of income groups earning 33% of all income. The number of “rich Indians” has risen by 20% over 2005 (now reaching 83.000 = 0.007%). At the same time there are an estimated number of 12 million child labourers under the age of 14. India has worldwide the fastest growing service market with over 5 million small and medium sized businesses.

Hockey in India: Indian hockey (men) has dominated the world from as early as 1928 up until 1975 (with a short re-appearance at the Moscow Olympic Games with limited number of participants). In this glorious period it was undoubtedly:” the National Sport of India” The turning point in the performance of the national men’s team “coincides” with the decision by the International Hockey Federation (FIH) that all international world and continental events from 1976 onwards had/have to be played on certified synthetic turf. In fact the turning point is widely seen as the reason for the decline in view of the lack of synthetic pitches in India ever since. Even today India has only 26 synthetic pitches and due to climatic, economic and maintenance conditions quite a number of them are not in a very good shape either. A second “outside influence” often mentioned on the deterioration of performance is the series of changes in the Rules of hockey that do not benefit the Asian style of play. Women hockey has lived quietly along side the men during this painful period but did not have the “misery” of a glorious past. During these last three decades cricket has assumed large proportions and is now by far the dominating sport in India and is seen as the country’s flagship for sports (But not Olympic).

Within these very difficult circumstances officials of both IHF and IWHF have – with very limited numbers of professional manpower – done their utmost to try to keep the ship sailing nationally and to keep pace with the tremendous fast developments of the game internationally for which they should be complimented.

Given the described situation it is understandable that much reference to the glorious past is made by many stakeholders, who however also show a potential to join forces for a fight back to the top provided there is a clear and realistic underlying plan:

Given objectives for project Promotion of Indian Hockey

      •  re-establishing India’s position as a top six men’s and women’s hockey nation with realistic medal ambitions.

      •  establishing a development infrastructure which acknowledges the modern demands of competitive hockey.

      •  enhancing the Indian Hockey Confederation to provide a robust, vigorous and sustainable organisational structure for the development and both men’s and women’s hockey.

      •  taking a bold and strategic view of the future which recognises the need for strong professional administrative structures among all level hockey nations.

      •  providing a strong legacy from the current administration and succession planning for the future.

Present situation: At this moment there are three National Hockey (Con) Federations.

      •  Indian Hockey Federation: IHF (governing men’s hockey in India).

      •  Indian Women Hockey Federation: IWHF (governing women’s hockey in India).

      •  Indian Hockey Confederation: IHC (founded in 2000, to comply with the statutes and bye-laws of the FIH as the sole body – for men and women – representing India internationally).

The separate structure of hockey for men and women in India has historical, demographic and emotional backgrounds. There is however also a financial benefit whereas the two original federations are both recognised by the Indian Olympic Association (lOA) and the Sports Authority of India (SAI) and subsidised on national and state level. Possible cost savings through complete amalgamation will certainly not offset loss of subsidies. However there are a growing number of areas of common interest that should/could be dealt with by the IHC and its members. Over time the co-operation will no doubt bring benefits and should be encouraged both on national and state level.

Preliminary findings: After desk research of information gathered in over 40 interviews with a wide variety of stakeholders as well as submitted official documentation a picture emerges of

      •  “areas of concern” (both “organisational” and” hockey specific”)

      •  bullet points for (re) consideration!

The areas of concern form together a complex problematic situation and will have to be addressed in their entirety to achieve the objectives mentioned above.

Next Steps

      1.   The executive Board(s) of the IHC (IHF/IWHF) has/have to decide whether they recognise these “areas of the concern” and have to declare themselves fully prepared to work together with the project leader (and where appropriate specialized consultants) to further investigate some of the areas and to develop strategic options.

      2.   Where appropriate the solidness and feasibility of the options will be tested.

      3.   The Executive Board(s) of the IHC (IHF/IWHF) has/have to decide on preferred options.

      4.   Composition of strategic plan.

      5.   Composition of action plan with deadlines and Key Performance Indicators.

      6.   Implementation of plan and check on progress.

Annexures

Area’s of concern: (With bullet point for (re) consideration): Whereas a number of areas still have to be investigated further, preliminary findings (in alphabetical order) are listed below. Some of them apply to one Federation only, but most have significance to two or all three, Where “CO-OPERATION” is mentioned there looks to be a clear opportunity for working together between the IHC / IHF/ IWHF.

Communications: In our fast moving world it is a MUST to take advantage of the available information technology for two-way communication, both within the Federations and with the outside world.

      •   Website of IHF outdated and incomplete

      •   No website of IWHF or IHC.

      •   No formal “easy to find” e-mail addresses for IHC/IHF/IWHF.

      •   Incidental press releases about “good news” only.

      •   Lack of information, “difficult to approach” for press.

      •   Policy of non-reaction to press comments even when misquoted.

      •   Relationship with sport press in general.

      •   TV strategy.

      •   Gateway for Indian hockey to international hockey community.

      •   Lack of infrastructure for communication with members.

      •   Non-adherence to deadlines of outside agencies (FIH etc.).

      •   Introspective view (see annual reports) vary from opinions from outside.
      •   CO-OPERATION

Finance: “Money is the root of all evil”. Hence a sound financial basis as well as planning and control structure is essential for executing a strategic plan as well s for attracting money from a variety of sources

      •   Present financial situation.

      •   Follow up to comments of auditors (budgeting, internal control system, register of authority, asset registration, assets/liabilities check, documentary evidence, cash flow etc).

      •   choice of auditor(s).

      •   affiliation fee FIH.

      •   sponsor income (see also under” marketing/sponsoring).

Functioning of (con) federations: The formal constitutions of the Federation(s) are the basis for the actional functioning and must act as the safety belt for members and other stakeholders.

      •   Constitution of IHF and IWHF (out) dated (IWHF already in revision).

      •   Constitutions/bye laws mostly lack clear responsibilities and tasks of Committees in place.

      •   Constitution of IHF incomplete and confusing

      •   Lack of adherence to constitutions in place (IHC looks paper exercise).

      •   Hardly any co-operation between IHF and IWHF.

      •   Measure of control by AGMs.

      •   Allocation of tasks/responsibilities between IHC/IHF/IWHF.

      •   Election procedure/term of office/vulnerability (staggering?).

Marketing – sponsoring: These days the presentation/visibility of the sport and consequently the financial income from 3rd party sources form an essential if not if not indispensable ingredient for the viability of sports federations.

      •   No (clear) strategic plans: menu, candidates, presentations, time schedule, tariffs, amounts etc. act as it comes) (see also under “finance”).

      •   No clear information of contents of contracts to members.

      •   Lack of visibility on fund allocation for sponsors (where agreed).

      •   No co-ordination between IHC / IHF/ IWHF

      •   “Untapped” situation regarding” official suppliers”.

      •   No efforts for intra-sponsor activities.

      •   PHL (continuity, “who is the boss”, source of cost or Income?) (See also under “national Competitions / tournaments).

      •   COOPERATION

Membership: Active membership is the heart and soul of a federation and clarity regarding their involvement, dimension and potential form one of the building blocks of a strategic plan.

      •   Active/non active members

      •   Registration of members

      •   Registration of players

      •   Actual inventory players

      •   Subscriptions

      •   Position academies/universities/institutions

      •   Role states/districts/ “clubs”/ SAI (Centres of Excellence/training centres/schools)

Office Management: Federations can no longer be run effectively by honorary officers only and professional support from a well equipped office is a pre-condition to supply the necessary support and to execute agreed plans.

      •   Staff numbers (in view of tasks to be executed)

      •   Vulnerability

      •   Succession plan

      •   Work Plan + budget

      •   Office equipment

      •   Removal planning (in view of upgrade facilities)

      •   CO-OPERATION between Federation offices

Hockey specific: National teams: National teams are the flagships of the Federations and – when performing well — the major contributor to the image and activeness of the sport in the broadest sense (including TV and sponsoring). At top level, details make the difference!

      •   Selection procedure players and team management (see also under “coaching”).

      •   Talent Scouting

      •   Camp strategy/accommodation and consequences.

      •   International team management (size, quality, consistency, job descriptions).

      •   Training/playing exposure to “foreign hockey”

      •   Master plan coaching for sub-junior, junior, senior teams (see also under “coaching”).

      •   Rules knowledge and playing discipline, code of conduct.

      •   Career planning

      •   Players panel

      •   Remuneration of players / staff

      •   Transferable documentation on players and team management (medical, fitness, performance. CV etc.) (See also under “medical).

Medical: Exploiting the available medical know how and experience is a major ingredient to the flourishing of the sport at all levels.

      •   Structured assistance from SAI

      •   Fitness tests (mental/physical)

      •   (Over) load of youngsters

      •   Nutrition of players

      •   Transferable medical records on players (see also under “national teams”)

Doping procedures

      •   Medical personnel in team management on tour.

      •   Medical personnel in camp

      •   Injury treatment and recording

      •   Function and work plan of medical committees in IHC

      •   CO-OPERATION

Umpiring: No hockey without umpires

      •   Recognition and support from the top of the Federations

      •   Players discipline

      •   Coaches/team managers responsibility

      •   Umpire remuneration / protection (esp, at PHL)

      •   Actual inventory

      •   Grading system requirements/ tests

      •   State focal points / communication

      •   International (appointment) strategy

      •   Updating umpires/ Players on rules changes

      •   Input on rules changes to FIH

      •   Effectivity of clinics
      •   CO-OPERATON

Coaching: The wide variety of (international) coaching and training modules available should be explored to draft and implement “made to measure modules for India” for coaching at all levels.

      •   Contents of SAI coaching course

      •   Refresher Courses coaches

      •   Inventory of hockey coaches (with quality levels)

      •   Allocation of coaches

      •   Remuneration of coaches

      •   Selection of national coaches and their successors (see also under “national teams”)

      •   Master plan for National coaching (see also under “national teams”)

      •   CO-OPERATION

Synthetic pitches: An expensive requirement for international level and stimulus for national development.

      •   No national records on existing (some 30) pitches (date, brand, status, exploitation, maintenance, floodlights etc).

      •   Allocation of new pitches up to Sports Authority of India and individual States.

      •   Strategic IHC plan on preference for allocation (key areas).

      •   Information/advice to SAI/States on construction and maintenance!!

      •   Support presentation for assisting members to convince State authorities.

National competitions / tournaments: The “lifeline” between international al and grassroot level!!

      •   Programming / sanctioning national tournaments

      •   Participation rights/obligations

      •   Capitation fees

      •   Sponsorship rules

      •   Technical/disciplinary control

      •   PHL consequences/influences (see also under” marketing/sponsorship”)

      •   National camps/national tournaments

      •   Universities

Youth development: The future belongs to the young

      •   Recruitment

      •   Target groups

      •   Scouting

      •   Career development

      •   Role SAI/schools

      •   Role private academies

      •   Role universities

      •   Nutrition/medical coaching

And last but not least

Gap grass roots — international level

      •   Lack of identification with and admiration for what should be the international “heroes” of the youth.

      •   Performance of internationals

      •   Creating/promoting “heroes”

      •   (Access to “heroes” (participation in national tournaments / competitions).

      •   Compulsory youth clinics by “heroes” at local level.

      •   Participation in Youth marathon

      •   Many more….