A COMPLETE GUIDE FOR NEW ASSOCIATIONS AND CLUBS

Our country — Our game

TABLE OF CONTENTS

INTRODUCTION………………………………………………………………………………………………………………………………………. 1

CLA VISION STATEMENT………………………………………………………………………………………………………………….. 2

A: : PAST, PRESENT & FUTURE…………………………………………………………………………….. 3

B: LACROSSE PARTNERSHIPS……………………………………………………………………………………………………… 6 Today…………………………………………………………………………………………………………………………………………………. 6 Yesterday…………………………………………………………………………………………………………………………………………. 8 Tomorrow…………………………………………………………………………………………………………………………………………. 9

C: CLA STRUCTURE & GOVERNANCE………………………………………………………………………………………. 10 Executive Committee & Board of Directors………………………………………………………………………………. 11 Member Associations & Associate Member Associations…………………………………………………… 12

D: SECTORS………………………………………………………………………………………………………………………………………………. 13 Forms of Lacrosse………………………………………………………………………………………………………………………….. 13 Technical Development Programs………………………………………………………………………………………………. 16

E: STARTING A LACROSSE ASSOCIATION/CLUB……………………………………………………………… 18 How to Start a Lacrosse Association/Club……………………………………………………………………………… 18 What goes on at the First Meeting?...... 19 Sample Meeting Agenda……………………………………………………………………………………………………………….. 20

F: CLUB ORGANIZATION & ADMINISTRATION…………………………………………………………………….. 21 Association/Club Program Options …………………………………………………………………………………………… 21 Club Structure………………………………………………………………………………………………………………………………….. 22 Election of Officers…………………………………………………………………………………………………………………………… 24 Meetings……………………………………………………………………………………………………………………………………………. 25 Recording the Minutes…………………………………………………………………………………………………………………… 26 Checklist for an Effective Meeting……………………………………………………………………………………………….. 26 Membership Fees…………………………………………………………………………………………………………………………… 27 Volunteer Recruitment…………………………………………………………………………………………………………………… 27 Recruiting Methods………………………………………………………………………………………………………………………… 28 Incorporation……………………………………………………………………………………………………………………………………. 29 Liability…………………………………………………………………………………………………………………………………….. 30

G: FINANCIAL MANAGEMENT……………………………………………………………………………………… 31 Budget Planning………………………………………………………………………………………………………………………………. 31 Accounting………………………………………………………………………………………………………………………………………… 31 Getting Started…………………………………………………………………………………………………………………………………. 32 Cash Receipts………………………………………………………………………………………………………………………………….. 32 Deposit Book…………………………………………………………………………………………………………………………………….. 32 Cheque Book…………………………………………………………………………………………………………………………………….. 33 Petty Cash…………………………………………………………………………………………………………………………………………. 33 Bank Reconciliation………………………………………………………………………………………………………………………… 33 Invoicing……………………………………………………………………………………………………………………………………………… 34 Miscellaneous…………………………………………………………………………………………………………………………………. 34

PUBLIC RELATIONS………………………………………………………………………………………………………... 35 Media Relations……………………………………………………………………………………………………………………………….. 36

SPONSORSHIP & FUNDRAISING………………………………………………………………………………... 37

APPENDIX A: Sample Budget………………………………………………………………………………………. 38 APPENDIX B: Member Registration Form………………………………………………………………... 39 APPENDIX C; The Media Release………………………………………………………………………………... 40 APPENDIX D: Equipment Manufacturers …………………………………………………………………. 41

Copyright 2006 by the Canadian Lacrosse Association

All rights reserved. No part of this publication may be reproduced or transmitted in any form of by any means, electronic or mechanical, including photocopying, recording or any information storage or retrieval system without the permission in writing from the Canadian Lacrosse Association.

Lacrosse Handbook for New Clubs & Associations

Introduction

Lacrosse, “’s National Summer Sport”, is one of great tradition.

While promoting skill and finesse, it also develops the concept of teamwork and is a great way to stay fit. In order for the sport of lacrosse to keep developing at all levels across Canada, a solid foundation at the grass roots level must be established.

The local lacrosse association/club is responsible for all of the lacrosse activities in their geographic area whether it be a town, city or district. This undertaking may seem overwhelming at first, but the purpose of this handbook is to provide you and your association/club with an overview of how the Canadian Lacrosse Association and its members are governed and what information the local association/club can access from these various bodies in order get started or stay current with lacrosse programs across Canada.

This resource is designed to provide basic information on such topics as organiza- tional structure, administration, finance, insurance, recruitment, facilities, marketing (including promotion and fundraising), and information on coaching and officiating. It will also provide you with a list of valuable resources and contacts which may assist you on a continual basis.

For additional copies of this manual or further assistance, please contact your pro- vincial association or:

The Canadian Lacrosse Association 2211 Riverside Drive, Suite B-4 , ON, K1H7X5

Telephone: (613) 260-2028 Fax: (613) 260-2029 E-mail: [email protected] Website: www.lacrosse.ca

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Lacrosse Handbook for New Clubs & Associations

Canadian Lacrosse Association - Vision Statement

“The Canadian Lacrosse Association is recognized as the governing body responsible for all aspects of Canada’s National Summer Sport. In its commitment to enhance the growth of the game and development of the sport of lacrosse throughout Canada, the Association provides guidance, direction and stability to its members through a strong, pro- active, moral and ethical leadership. The Canada Lacrosse Association is structured to be supportive of and responsive to the needs of its Member Associates and international partners. Through the implemen- tation and communication of sound policies and effective management and planning, the CLA is able to promote and deliver quality programs to all interested parties. This vision is supported by an efficient and ef- fective use of human and financial resources.” —May 1994

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Lacrosse Handbook for New Clubs & Associations

A. Lacrosse: Past, Present & Future

Lacrosse is unique in the annals of Canadian sport. In 1994, the government of Canada officially designated lacrosse as “Canada’s National Summer Sport.” was given a similar designa- tion as “Canada’s National Winter Sport.” Not only is it Canada’s Official Summer Sport, it also holds the distinction of being the country’s first sport. It is a game steeped in great tradition and heritage, while boasting a promising future.

Although no one can say with certainty when lacrosse began, native tribes in the St. Lawrence River area played the game long before the first European settlers reached Canada. Because the First Nations people believed that lacrosse was handed down to them by the Creator, the game was endowed with great spirituality. Today, lacrosse continues to have special meaning to the native people of .

The earliest record of lacrosse dates back to 1683, when the French missionary, Jean de Breeder, wrote of seeing native people playing a game with sticks and a ball. He called it “la crosse” because the sticks reminded him of a bishop’s crozier, or “crossed”, but the players know it by various names, including “baggataway”, which is derived from an Ojibway word mean- ing “ball,” “tewaarathon,” a Mohawk word meaning “little brother of war.”

The first official demonstration of the sport to settlers was given in 1834 by a team from the Kahnawake reserve near . By 1842, the Montreal Athletic Club had formed a team and through the rest of the decade, many games were played between native people and the townspeople. Lacrosse began to boom in 1867, the year of Confederation, when the number of teams rose from six to eight and the National Lacrosse Association, the predecessor of today’s Canadian Lacrosse Association, was formed in Kingston, . Much of the credit for the sport’s rise goes to Dr. George Beers, a Montreal dentist, and a man often called “The Father of Modern La- crosse.” Beers was an enthusiastic player and organizer who, as well as being the driving force behind the formation of the new associa- tion, also proposed the game’s first code of rules. Beers tireless pro- motion also established lacrosse’s reputation as Canada’s National Game.

Boom years followed and interest in the game spread outside Can- ada’s boarders. Lacrosse was played at both the 1904 and 1908 Olympics with Canada winning both competitions. The same decade saw the birth of the prestigious Mann and Minto Cups, which are synonymous with the Canadian Lacrosse Championships. La- crosse was also an Olympic exhibition sport at the 1928 (Amsterdam), 1932 () and the 1948 (Amsterdam) Olym- pic Games, as well as part of an international exhibition series held in conjunction with the 1984 in Los Angeles. Demon- strations were also held at the Montreal Olympics in 1976, in , Georgia at the 1996 Games, and at the 1994 Commonwealth 3 Games, hosted in Victoria, .

Lacrosse Handbook for New Clubs & Associations

Various factors, such as war and the rise of other summer , gradually cut into lacrosse’s popularity. In the 1930s, determined to pump new life into lacrosse and at the same time take advantage of the available throughout the country, Canadian organizers led a move away from outdoor to indoor . Box lacrosse quickly gained popularity and re- mains the discipline most widely played in Canada. However, field lacrosse is currently enjoying renewed growth, and , a version of the game played in Canadian schools, is increasing in popularity.

Throughout its history, lacrosse has attracted outstanding athletes, including many who excelled in other sports. Hockey legend played lacrosse while growing up in , Ontario. NHL standouts and Gary Roberts were also fine lacrosse players. In addition, for- mer Montreal Canadians stalwart turned hockey executive John Ferguson also played the game. Earlier, two of the greatest hockey stars of the century – Hall of Famers Fred “Cyclone” Taylor and Edouard “Newsy” Lalonde - played lacrosse during the summer months.

Most of the 300 recruits who volunteered for Conn Smyth’s World War II unit, the 30th Light Anti- Aircraft Battery, sometimes dubbed “The Sportsmen’s Battery,” were gifted athletes and included every member of the , which at the time had just won the 1941 .

The notables are not confined to Canada’s sporting fields. Two of the country’s best known Prime Ministers – Lester B. Pearson and Pierre Trudeau – played the game, as did Canadian born movie star Michael J. Fox. Then there are the big names who give their lives to lacrosse. Heading the list is , known as “The Magnificent Mohawk” during his heyday which spanned the ‘60s and ‘70s, as well as scoring sensation John (Shooter) Davis, and perennial standouts of the ‘90s twins Gary and of Victoria, B.C. and John Travares of , Ontario.

Lacrosse has also produced several great organizations, such as the Salmon- bellies whose roots go back to the 1890’s, as well as the Excelsiors, Montreal Sham- rocks, Brooklin Redmen, Victoria Royal Waxmen, St. Catharines Athletics, and , Peter- borough, , Whitby, , Orangeville and Six Nations Lacrosse Clubs.

Many of Canada’s best have shone, not only for their own club teams and Mann or ac- tion, but in American colleges where the game is extremely popular and provided education to standout players, such as Stan Cockerton, John Grant Jr. Taylor Wray, and A. J. Shannon, to men- tion but a few.

In 1998, the was established with teams in Calgary, Toronto, Roches- ter, Buffalo and Philadelphia, which attracted players from many provinces in Canada to star in the League. Players have included Chris Gill, Kurt Malusky (B.C.), Caleb Toth, Blaine Manning (), Casey Zaph (), Tracey Kelusky, , (Ontario), Fink (Nova Sco- tia), as well as North American Natives including Corry Bomberry, Kim Squires, and Darby Powless who grew up in Canada. Both the college and professional leagues have been highly successful in attracting sponsors and in obtaining national television coverage on CBS, Prime Sports and ESPN. In Canada, inroads have been made with CTV SportsNet, The Score and Rogers Cable Network.

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Lacrosse Handbook for New Clubs & Associations

Lacrosse has also made great strides at the international level. World championships in junior and senior men’s and women’s field lacrosse are held every four years with intercrosse festivals held annually. Along with Canada, the world leaders in the game are the , Great Brit- ain, and Austria. Historically, Canadians have faired extremely well at the international level. The Canadian men won the world title in 1978 in England. On the 20th anniversary of the victory, they finished second at the 1998 Worlds held in , Maryland, in a championship game that has been hailed as one of the greatest to date. Canada’s national women’s team has been equally successful at the international level bringing home bronze from the first-ever women’s worlds in 1982. Since then, the team has stayed very competitive at both the junior and senior levels. , the , Germany, Scotland, Wales and have shown a growing enthusiasm for lacrosse in recent years and have demonstrated that support by participating in international tour- naments.

Participation figures have been growing rapidly in recent years, and estimates suggest that about 200,000 Canadians play lacrosse annually, a statistic that reveals a 60 percent increase since 1987. While most recreational lacrosse players are seven (7) to fifteen (15) years old, there is growing participation among adults in their late teens and older. Masters lacrosse (over 25) has been surging in recent years, with nationwide participation and a regular schedule of tournaments. With the fast, exciting action that characterizes the game and the emphasis placed on skills and fair play, every indication points to continued dramatic growth in the years ahead. The gains have come in all four disciplines of this exciting, spectator-pleasing game, long known as “the fastest game on two feet”.

The impressive growth of all the lacrosse disciplines has much to do with a fresh, professional ap- proach being taken by the sport to reduce its once rough image. Added emphasis has been placed on marketing and public relations. This approach has fuelled media attention, which in turn has helped boost participation, especially among young, active Canadians. Some minor associations are model community sport associations, experiencing phenomenal success with a strong market- ing strategy and an emphasis on the participants. Lacrosse has also benefited from the continued involvement of a committed core of volunteers who form the backbone of the sport. The game is known for instilling an uncommon dedication and passion in its followers. Those who play, coach, officiate, administrate and watch lacrosse tend to echo the sentiments of one of the sport’s all time greatest stars, Gaylord Powless, who said: “Lacrosse is a calling…a way of Life”. Canada’s lacrosse legacy continues with the hosting of the following upcoming international competitions: July 2006 World Men’s Field Lacrosse Championships Western University, , Ontario, Canada

May 2007 World Men’s Box Lacrosse Championships Metro Centre, Halifax, , Canada

July 2007 World Women’s Field Lacrosse Championships , Peterborough, Ontario, Canada 5

Lacrosse Handbook for New Clubs & Associations

B. Lacrosse Partnerships

The history, operation and development of are guided by a union of three organizations.

1. The Canadian Lacrosse Association is the National Governing Body for the sport; 2. The Canadian Lacrosse Hall of Fame acts as the repository of our history and accom- plishments; 3. The Canadian Lacrosse Foundation provides leadership in the preservation and develop- ment of the sport. Today - The Canadian Lacrosse Association (CLA) The Canadian Lacrosse Association is recognized as the national governing body for the sport of lacrosse in Canada. It is a strategic alliance of independent provincial and territorial associations with mandates specific to their roles of governing the sport within their jurisdic- tions. The National Governing Body, originally founded in 1867, is the operational component of the sport of lacrosse. The organization was incorporated in November of 1974 and changed its name to the current bilingual form in 1990 (Canadian Lacrosse Association- Association canndienne de crosse).

The Association’s mission is: “To promote and develop Canada’s National Summer Sport - Lacrosse, and its heritage by providing leadership and efficient management of programs and services to its members and the national and international community at large.”

The Canadian Lacrosse Association is divided into six sectors (Box, Men’s Field, Women’s Field, Intercrosse, Coaching and Officiating) with a chairperson designated for each sector. The sector chairperson is responsible for all activities in their respective sector and is re- sponsible for reporting to the CLA Board of Directors.

The Board of Directors is composed of Member Association (MA) Representatives (normally the current President of the MA), elected Directors (President, Past President and five Vice Presidents) and the appointed Native Director. The board is the final review stage of the gov- ernance process. Policies and recommendations approved by each sector must be approved by the board before further action can be taken. The Directors review all submissions and seek input from their MA’s prior to providing a vote on the proposal or recommendation.

The Association is responsible for the operations and programs of the lacrosse, including: • Rules of play and interpretation manuals • Athlete, school and community development programs • Coaching and officiating certification, development, and technical materials • National championships and national invitational tournaments • National teams and international competition • International development 6

Lacrosse Handbook for New Clubs & Associations

Canadian Lacrosse Association/Association canadienne de crosse 2211 Riverside Dr, Suite B – 4 Ottawa, Ontario, K1H 7X5 Phone: 1 (613) 260-2028 Fax: 1 (613) 260-2029 Email: [email protected] Website: www.lacrosse.ca

Member Associations/Associate Member Associations The MA/AMA’s are responsible for the delivery of programs at the community/grassroots level. Through the MA/AMA’s the CLA structure is based on the strength and development of the local com- munity, volunteer based clubs/associations. Alberta Lacrosse Association Percy Page Centre, 3rd Floor British Columbia Lacrosse Association 11759 Groat Road Edmonton, AB T5M 3K6 4041 B Remi Place Phone: 780.422.0030 / Fax: 780.422.2663 Burnaby, BC V5A 4J8 www.albertalacrosse.com Phone: 604.421.9755 / Fax: 604.421.9775 www.bclacrosse.com

CANAM Lacrosse Fédération de crosse du québec 13764 Four Mile Level Road 4545 av. Pierre-de-Coubertin Gowanda, NY 14070 C.P. 1000, Succursale Montreal, PQ H1V 3R2 Phone: 716.532-4548 / Cell: 716.998.7358 Phone: 514.252-3058 / Fax: 514.251.8038 www.crosse.qc.ca

Lacrosse Nova Scotia Lacrosse Association P.O. Box 3010 (S) 37 Angus Delormier Memorial Road Halifax, NS B3J 3G6 Akwesasne, Ontario K6H 5R7 Phone: 902.435.2057 Phone: 613.933.8484 www.lacrossens.com www.iroquoisnationals.com

Lacrosse Lacrosse Association P.O. Box 6631 Sta. A. 200 Main Street Saint John NB E2L 4S1 , MB R3C 4M2 Phone: 506.642.6101 / Fax: 506.642.0104 Phone: 204.925.5684 / Fax: 204.925.5792 www.lacrossenb.com www.manitobalacrosse.mb.ca

Saskatchewan Lacrosse Association Ontario Lacrosse Association 2205 Victoria Avenue 1185 Eglinton Avenue E - 6th Floor Regina, SK S4P 0S4 Toronto, ON M3C 3C6 Phone: 306.780.9216 / Fax: 306.525.4009 Phone: 416.426.7066 / Fax: 416.426.7382 www.sasklacrosse.net www.ontariolacrosse.com

Nunavut Lacrosse Association Box 353 Kugluktuk, Nunavut, X0B 0E0 Phone: 867.982.4406 Fax: 867.982.3404 7 www.kugluktukgrizzlies.com

Lacrosse Handbook for New Clubs & Associations

Yesterday - The Canadian Lacrosse Hall of Fame (CHF) The Canadian Lacrosse Hall of Fame has, since 1967, been the repository of the history of the sport in Canada, and Canada’s involvement in international competition. In recent years the Hall of Fame, located in New Westminster, BC, has expanded its mandate to function as a museum of the . The Hall of Fame houses records of the inductees, and collects, catalogues and displays artifacts of this sport, some of which predate Confedera- tion.

The Canadian Lacrosse Hall of Fame c/o 302 Royal Avenue New Westminster, BC., V3L 1H7 www.lacrosse.ca/CLHF.html

As the focus on the history and legacy of lacrosse within Canada’s culture grows, we are wit- nessing the creation of regional Halls of Fame. The Ontario Lacrosse Hall of Fame, located in St. Catharines, opened its doors to the public in 1998. The cities of New Westminster and St. Catharines recognize lacrosse as an integral part of their community and provide support for the museum operations via the municipal infrastructure.

The Ontario Lacrosse Hall of Fame Lock 3, Welland Canal Centre 1932 Welland Canal Parkway St. Catharines, ON www.olhof.ca

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Lacrosse Handbook for New Clubs & Associations

Tomorrow - The Canadian Lacrosse Foundation (CLF) The Canadian Lacrosse Foundation (CLF) is a charitable organization established in 1994 as an initiative of the Canadian Lacrosse Association to address the long term health and growth of lacrosse as Canada’s national summer sport.

The Foundation’s prime directive is to ensure that resources will be available to aid the CLA in continuing the development of programs for athletes, coaches, and officials, and to create innovative programs to aid sport development in communities and schools across the coun- try. The Foundation’s mandate also includes assisting in the celebration and preservation of the history of lacrosse.

Further, the Foundation is to assist the CLA in accomplishing its goal of long term financial stability so that it can be responsive to the needs and priorities of the membership. In the long term quest for financial independence, the CLA has recognized the need for a granting body to be a responsive source of funding for CLA programs and initiatives. The Foundation will accomplish this objective through the creation of a legacy fund made possible by raising funds through applications for grants, donations and bequests, as well as through product sales and innovative programs. The capital in this fund will be protected and the proceeds from that investment will be used to support the programs and initiatives of the Canadian Lacrosse Association and the Canadian Hall of Fame. A recent example of an innovative pro- gram is the creation of the Jim Bishop Trust Fund and the annual Jim Bishop award com- memorated through the sale of limited edition prints.

The Canadian Lacrosse Foundation Board of Directors is charged with ensuring the funds are properly protected and used under the terms of the trust funds and programs estab- lished. The CLF Board is responsible to the lacrosse community across Canada through the Member Associations represented on the Canadian Lacrosse Association’s Board of Direc- tors. The CLF must submit ongoing reports on its activities and provide audited financial statements to the CLA Board of Directors.

The Canadian Lacrosse Foundation www.lacrosse.ca

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Lacrosse Handbook for New Clubs & Associations

C. CLA Structure & Governance

CLA Staff CLA Board of Directors

General Manager Project Coordinator CLA Executive Committee Administrative Assistant President

VP Administration VP Domestic Development

VP Organizational Development VP Domestic Competitions

VP International Competition CLA Sector Chairs

Coaching Chair Officiating Chair One Representative Per: Box Chair Member Association (MA) Intercrosse Chair Associate Member Associations (AMA) Men’s Field Chair First Nations Director Women’s Field Chair Hall Of Fame Director

MA/AMA Staff Member Associations (MA) Associate Member Associations (AMA) Administrative Director Board of Directors Administrative Assistant Technical Director Marketing Director Communications Director Regions

Zones

Associations/Clubs

All Star/House Leagues Programs

Volunteers

Coaches Players Officials

Parents

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Lacrosse Handbook for New Clubs & Associations

Executive Committee & Board of Directors

The CLA’s Board of Directors is composed of members from the Executive Board and a collection of representatives from CLA member associations or associate member associations. The execu- tive committee and the board of directors meet twice a year at a Semi-Annual General Meeting (spring) and Annual General Meeting (fall) to explore rules and policy for the future of the CLA.

a. Executive Committee Members of the executive committee are elected by the board of directors for two year terms. The following details the executive committee positions and provides a description of duties for each position. With the help of CLA administrative staff these individuals are responsible for carry- ing out the management of the organization on a day to day basis as mandated by the CLA Board of Directors.

The President - Chairs all CLA meeting and represents the CLA interests at all functions. VP Administration - To see that all CLA administrative policies, including financials, are up to date and carried out as intended. VP Domestic Development - Charged with helping the Sector Chairs (box, intercrosse, men’s & women’s field, coaching and officiating) implement programs to de- velop and improve all forms of the game in all parts of Canada. VP Domestic Competitions - To have all National Championships adhere to policies and rules established by the member- ship and their sectors. VP Organizational Development - To celebrate the successes of our members and promote lacrosse programs on a national level to key stakeholders, including the media, sponsors, etc. VP International Competitions - Represent the CLA organization at Interna- tional events, as well as oversee that CLA Na- tional Teams follow policy and protocols as set out by the appropriate governing bodies.

b. Board of Directors One individual, usually the President or designated alternate, from each MA/AMA act as directors who carry a waited vote based on enrolment in programs within their respective jurisdiction. The directors, along with the executive committee, identify rules and set policy for the CLA two times per year; once at the Semi-Annual General Meeting and once at the Annual General Meeting.

All members of Board of Directors, from time to time, may be asked to sit on CLA committees or convene at national or international championships as part of their duties.

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Lacrosse Handbook for New Clubs & Associations

Member Associations & Associate Member Associations

Member Associations and Associate Member Associations govern their respective province or territory within Canada. The mandate of these associations is to represent the interests of their provincial/territorial membership and to guide the development of lacrosse within their geographic region. Each MA/AMA has their own executive committee with elected members who set policy and rules for programs played within their jurisdiction. Lacrosse programs, such as Box, Field and Intercrosse for men and women, as well as technical programs for coaching and officiating, may be offered to association/club membership by each MA/AMA. All associa- tions/clubs should keep in close contact with their provincial/territorial member association.

a. Regions/Zones Some MA/AMA’s may chose to divide their jurisdiction into regions such as north, south, east or west in an effort to encourage competition and to increase development. Regions may con- tain several zones. Each zone is a geographic area that usually consists of several associa- tions/clubs. The zone assists the governing MA/AMA in ensuring that the membership re- ceives pertinent information related to such areas as registration, competition, officiating, coaching, and general governance.

b. Associations/Clubs The grass roots delivery of lacrosse programs is done at the community association/club level. Each association/club elected executive committee has the responsibility of recruiting volun- teers for positions required in order to function in areas such as team management, coaching, officiating and tournament hosting. The elected executive committee can determine which of the four forms of lacrosse that will be played by their teams, whether it is recreational, all-star or house league, and must provide the necessary tools as required by the MA/AMA for all par- ticipants of these programs to learn and play the game properly.

c. Participants Players, coaches, officials and executives must be members of an association/club to be eligi- ble to participate in MA/AMA activities, as well as CLA

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Lacrosse Handbook for New Clubs & Associations

D. Sectors

Sectors are established within the CLA for Box, Men’s Field, Women’s Field, Intercrosse, Coach- ing and Officiating. Each sector is responsible for the activity and development of their respec- tive disciplines in accordance with the Board of Directors policies and direction. Forms of Lacrosse

All forms of the game are represented within the CLA by a SECTOR. Each sector meets annually at the CLA’s Semi-Annual General Meeting held each spring. Sectors elect a chairperson every two years at these meetings.

All sectors have one representative from each MA/AMA who participates in face to face meet- ings, teleconferencing and emails as approved projects dictate. The sector recommends op- tions to the Board of Directors with regard to administration, rules and officiating, coaching, national championships, international competitions and domestic development. The goal of your club should be to promote all forms of lacrosse, but most associations/clubs start by concen- trating on one version of the game, depending on the facilities and resources available to them.

a. Box Lacrosse (Men’s and Women’s) Box Lacrosse is the most common form of the sport in Canada. Originating some 60 years ago, it is a unique Canadian version of “Baggataway”. Both boys and girls are administered by the same box sector and play under the similar rules of the game. The box sector consists of a chairperson appointed by the sector every two years and one representative from each of the MA/AMA’s who participate in box lacrosse. Each representative has a weighted vote based on the number of box participants in their respective MA/AMA.

Teams of 20 to 25 players compete in either an indoor or outdoor box with six players (1 goalie & 5 out players) per team on the floor at one time. A game consists of three 15 to 20 minute periods. It is a fast paced and physical game, emphasizing player speed and reaction.

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Lacrosse Handbook for New Clubs & Associations

The competitive for box lacrosse begins in the spring and ends in the late summer. Clinics for coaching, officiating and player development are usually held during the spring and summer months. The following is a summary of additional competitive events and where they fall annually:

House Leagues - Spring Minor All-star/Representative Leagues - Spring/Summer Senior/Junior Leagues - Spring/Summer Provincial Championships - Summer Minor National Championships - Summer Senior/Junior Championships - late Summer World Championships - Spring

b. Field Lacrosse (Men’s and Women’s) Field Lacrosse is the common form of the game played internationally by both men and women. The game is played on a 100m x 55m field and with a 2 metre square goal. Since it is played outside, players must be prepared to play in all kinds of weather. Excellent physical conditioning is essential if the game is to be played well.

In men’s competition, teams consist of 10 players per side with games of four 25 minute quarters in duration. Although body contact is permitted, the emphasis is on strategy and ball control. However, protective gear is worn by all players for safety purposes.

The competitive season begins in the spring and ends in the fall. Clinics for coaching, officiat- ing and player development are usually held during the spring and summer months. The fol- lowing is a summary of additional competitive events and where they fall annually:

High School - Spring Universities/Colleges - Fall Provincial Championships - Summer and Fall National Championships - Fall World Championships - Summer

In women’s competition, teams consist of 12 play- ers per side with games of two 25 minute halves. The rules of women’s lacrosse are much different and more traditional than men’s lacrosse. Body contact is not permitted, so helmets and other pro- tective equipment are not required. This allows for a fast, free flowing game which emphasizes ball move- ment and precise skills.

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Lacrosse Handbook for New Clubs & Associations

The competitive season begins in the spring and ends in the fall. Clinics for coaching, officiat- ing and player development are usually held during the spring and summer months. The fol- lowing is a summary of additional competitive events and where they fall annually:

High School - Spring Universities/Colleges - Fall Provincial Championships - Summer and Fall National Championships - Fall World Championships - Summer

c. Intercrosse (Men’s and Women’s) Intercrosse is the newest version of the game and is now being played in 40 countries around the world. It can be played indoors or outdoors with any number of players per side. A softer ball and plastic stick make this game versatile, easy to learn and fun to play. The four basic rules of the game encourage fitness, fair play, cooperation, and safety. There is no body or stick contact allowed so no protective equipment is required. Intercrosse is an excellent program for schools and community centers.

The competitive season begins in the fall and ends in the spring. Clinics for coaching, officiat- ing and player development are usually held during the fall and spring months. The following is a summary of additional competitive events and where they fall annually:

Grade and High Schools - Fall and Winter Provincial Championships - Winter National Championships - Spring World Championships - Summer

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Lacrosse Handbook for New Clubs & Associations

Technical Development Programs

a. Coaching Sector The quality of the play in your leagues will depend greatly on the dedication and quality of the coaches you have involved. Good coaching results in good players. In selecting or recruiting your coaches, keep in mind that their personal philosophies and attitudes will not only affect how they coach and interact with the players, but will also be reflected in the actions of the players them- selves. It is recommended that all coaches affiliated with your association/club become certi- fied under the National Coaching Certification Program (NCCP) for lacrosse. This program is monitored by the Coaching Association of Canada (CAC).

A coaching committee made up of representatives from member associations in all four (4) disciplines make up the coaching sector of the CLA. The committee is led by a Coaching Chair- person. Each MA has a Coaching Coordinator who is entitled to one (1) vote along with one (1) vote for each form of lacrosse actively registered in the MA for a maximum of five (5) votes per MA. The sector is responsible for electing the sector chairperson every second year.

This sector is charged with the development and administration of all coaching programs by the CLA, including programs through the Coaching Association of Canada (CAC). The development of coach training and certification, including the training curriculum, the writing of all manuals, the coach evaluation process and the training of NCCP Learning Facilitators also falls under this group. The development and delivery of additional professional development programs and re- sources for coaches, such as CDs, DVDs and videos, also fall under this sector.

The National Coaching Certification Program (NCCP) is a competency-based education and training approach in which coaches are trained and may achieve certification by demonstrating competency to perform in a specific coaching (lacrosse) environment. The expected outcomes are that athletes’ needs will determine the knowledge, skills, attitudes and level of competency that coaches must demonstrate. In turn, these coaches will be in a better position to lead and influence the sport system. In addition, it provides the Federations (NSFs), in our case the CLA, with a unique opportunity to re-align and integrate athlete and coach develop- ment programs at all levels. Ultimately, this should result in a better sport experience for partici- pants and should have a positive and lasting impact on Canadian society.

Any coach participating in a competition sanctioned by the CLA shall be certified to the mini- mum standards specified by each form of the game. Many member associations host annual clinics and some offer additional clinics which feature guest lecturers on a variety of specialized topics. You may also want to investigate other sport organizations in your community to see what coaching clinics they are involved in as well. Many topics are generic to coaching in any sport. For further information on the NCCP in your area, contact your local community college, recreation department or your member association.

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c. Officiating Sector Another key group of people in your organization are your officials. Like coaches, these people must be qualified and dedicated. The quality of the play in your league will be influenced by the officiating. As with the coaches, there is a National Officials Certification Program (NOCP) for lacrosse and it is recommended that all officials be certified each year.

The NOCP consists of five levels offered in a two part process; instructional clinics and on-site supervision/evaluation.

The level 1 and 2 clinic is designed to train the novice and level 1 referee. All aspects are cov- ered as part of the instruction to the art of refereeing. The level 3 clinic gives the referee experi- ence. Rule changes and case studies are covered with an added emphasis on the mechanics of refereeing. Level 4 and 5 clinics are aimed at the advanced referee. These clinics encourage discussion on rules and theory, while refining refereeing skills.

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Lacrosse Handbook for New Clubs & Associations

E. Starting a Lacrosse Association/Club

As stated in the introduction, the establishment of a local association/club system is critical to the development of any sport. The local association or club organization is a central element in a sport’s “Athlete Development Model”. The reasons for starting any association/club are the same regardless of the nature of the association/club and like everything else, there are ad- vantages and disadvantages.

How to start a lacrosse association/club? First, you must generate enough interest from within your community to support a new sport association/club. It is important to have a small nucleus of people that are interested in start- ing such a venture. These people can be just about anyone, but might include: • current lacrosse players • coaches • hockey players • officials • friends & relatives • neighbors, parents • neighborhood children

Once you have recruited five or six interested people, select from amongst yourselves an in- terim Chairperson. The next step is to recruit some club members and hold your first meeting. Some methods of soliciting members include: • run a notice in the public service section of your local newspapers; • put up notices at your local sport facilities, malls, supermarkets, etc.; • ask your local television and radio stations to run notices in their community bulletin board segment (eg. local cable stations); • contact other local sport organizations to help you, especially hockey groups; • check with your local parks and recreation department for available support; • contact local service clubs and youth groups such as the Boy Scouts and Girl Guides; • ask the local school board to let you put up notices; • Invite a local celebrity who has an interest in lacrosse to your first meeting and advertise the fact that they will be there.

You can also send out letters, put up posters or distribute household flyers. It all depends on how keen and resourceful those first five or six people are that you recruit. The information that you want to get out is that you’re having a meeting to start a local lacrosse club and eve- ryone interested is welcome to attend. Include the date, time, location and a contact name and phone number.

Helpful Hint! Delegate the work. Your volunteers and coaches will invest more if their talents are put to use and appreciated. 18

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In preparation for the meeting make sure you have a good size room and plenty of chairs. Try your local community centre, sports club or the hall or basement of a church. Although not absolutely necessary, try to have some refreshments and/or snacks on hand in the meeting. Contact a local grocery store to donate some coffee, cream, sugar and cups or try a local donut shop or fast food chain. Many of them have portable thermoses for coffee that they lend out to charities and community groups. Make sure you thank them at the meeting or better yet, invite them. It’s never too early to start recruiting potential sponsors for your club activities.

There are a few printed items you will need for the first meeting. Make sure you have name tags for everyone and prepare a sign up sheet asking basic information about your recruits. Most importantly, draw up a meeting agenda and try to stick to it. A general promotional flyer or brochure and some lacrosse posters would also be helpful. What goes on at the first meeting? Your initial meeting should be positive and conducted with a great deal of enthusiasm. Re- member that as the initiators of the program you will be expected to have some answers on such topics as availability of facilities, costs involved, club structure and available coaches and officials to name a few — so it is wise to do some research beforehand.

It is important that the interim Chairperson conducts the meeting in an orderly fashion. How- ever, it is equally important that everyone in attendance is encouraged to voice their opinions. This is an opportunity for your recruits to be part of the decision making process. By encour- aging everyone to take part in the discussions, it will help you to identify interested parties and their individual abilities. And in the long run, this will help when it comes to assigning the work that will need to be done.

Even though it is the first meeting, there will be some decisions to be made. A member of the meeting must be appointed to record the minutes of the meeting. Some suggestions for re- cording minutes follow later in this section. You must also decide at the beginning of the first meeting how you will make decisions. At the first meeting, it is probably a good idea to use a show of hands. However, after the first meeting, you will need to decide what number of peo- ple must be in attendance for a meeting to be considered valid. This is called a “quorum “. For example, you may decide that five of eight executive members must be present in order to have a meeting. You will need to draw up some rules as to how you are going to run the club or association.

These rules are called the constitution and bylaws. They are discussed more in the next chap- ter. It is recommended that you look at other clubs in your community for examples of consti- tutions and bylaws.

Helpful Hint! Keep a record! Make sure to keep meeting minutes, annual budgets, club results and media coverage on file. These items can become valuable in the future and help build your history. 19

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HERITAGE LACROSSE CLUB Sample Meeting Agenda

1. Introductions • Interim Chairperson introduces the founding members & welcomes everyone (if the group is not too big, have everyone introduce themselves).

2. Review Meeting Procedures • How will you make decisions e.g. a simple show of hands

3. Review Agenda • Add additional items under New Business

4. Purpose of the Meeting • Discussion of club’s purpose and goals (should be set by the initial 5 or 6 members) • The name of club/association

5. Catch the Fun • show a lacrosse promotional video, such as Ontario’s “Catch the Fun”

6. Club Structure • Club structure in relation to the Canadian Lacrosse Association, Member Association, etc. • Discuss proposed executive positions (see Section V) • To give you a chance to do some more recruiting, hold your elections at your next meeting • Establish membership fees and club founding fees

7. Lacrosse Programs • Give an overview of existing or potential lacrosse programs • Discuss the club’s proposed program • Coaches and officials • Sample budget Helpful Hint! 8. Open Discussion Distribute your agenda at least one to two weeks in advance of your meeting to committee members. 9. Wrap up Include meeting date and location in the agenda. • Ask for help • Next meeting date • Make sure everyone in attendance returns their information sheet to you before leaving

10. Adjournment • With the first meeting completed the Interim Chairperson will have some idea of where the club is headed and can plan for the next meeting. Try to have the minutes distributed to everyone in attendance within a few days of the meeting.

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F. Club Organization & Administration

Association/Club Program Options If you agree with the following objective, and it is hoped that your association/club does...

‘To promote and govern lacrosse, to improve, foster and perpetuate the game in our community and surrounding area, as well as among members, supporters and teams. To have and exercise a general care, supervision and direction over the playing interests of it’s teams, players and management. To emphasize fair play at all times between competitors, to encourage them to play the game for the sake of the game with proper respect to competitors, officials and spectators’.

...then your organization has an obligation to offer and develop programs that satisfy the needs of all your membership. Whether your organization plays box, field or intercrosse, or is able provide all forms of the game, it is imperative that you offer variations of the following three programs to your membership. 1. Clinic/Camp Programs 2. Community/House League Programs 3. Representative/All-Star Programs

It is important that every program by the organization have attainable goals and fair policies and procedures that members can easily understand and follow. There will be a lot of fac- tors that may effect the degree to which each type of program succeeds. The larger the association/club community the greater potential for attracting players, volunteers and other stake holders. However, any association/club can implement versions of all three pro- grams to give their members a better overall experience in our game.

Clinic/Camp Programs The underlying philosophy of these programs should be: ‘To give participants (male/female) instruction and demonstration regarding skills and rules of lacrosse’. These programs can be 2 hours to 2 days for clinics or 1 day to 5 days for camps. It gives associations/clubs an opportunity to utilize the best qualified persons in your program or to bring in other leading authorities from across the country to share their lacrosse experience with your membership. It is important that clinics and camps are tailor made for age and skill groups participating. Challenging groups can be good, while unrealistic expectations can be detrimental to the group’s success. These programs can be organized before, during and after Community/House League and Representative/All-Star programs.

Community/House League Programs The underlying philosophy of these programs should be: ‘To give all players (boys/girls) equal opportunity to participate in all aspects of the game of lacrosse’. These programs are usually between 8 to 12 weeks in duration with participation 1 to 2 times per week. These programs can be non-contact, contact or both and they can be held in a gym or arena. Community/House League programs are meant to be conducted only within the community and its surrounding area. All aspects of the games should be analyzed for ways to make it more user friendly at each age group. Variations of CLA competition rules are to be expected especially when improving safety and enabling easier participation for your members. 21

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Representative/All-Star Programs ‘To provide players (boys/girls) with high lacrosse ability and the opportunity to compete and win in each age division at the highest levels, against similar athletes from across the Province and Canada, when necessary’. These programs are usually between 8 to 16 weeks in duration with a 2 to 5 practice/game combinations per week. For these programs associations/clubs will select the best players from each age group in their organization to participate in completive (exhibition, regular sea- son, tournament or play down games) competitions. Programs will emphasize individual and team skills on offense, transition and , as well as specialty teams and situational play.

Club Structure The executive committee is responsible to the membership that they represent. Your club structure does not need to be complicated. Remember, as your membership grows so can the structure of the club. Don’t create a top-heavy organization. Keep in mind the adage — “too many cooks spoil the broth”.

In determining the structure of your club, keep in mind the programs you want to run and the needs of the club. There are some basic positions that every club structure should have and then the remaining positions should be established on the basis of your programs.

Below, you will find some basic recommended club executive positions. A brief description of possible duties for each position is also listed, but you should add or delete duties based on your programs:

• President Act as chairperson for club meetings Supervise organization, planning, administration & management of the club Follow up on all decisions made at meetings Represent the club and liaise with provincial and national associations and relay inform- tion to members Report to members on activities of the executive Prepare a report for Annual General Meeting (AGM)

• Vice President (Optional depending on size of club) Assist the President with her/her duties Capable of filling the role of President in his/her absence Take on other general organizational duties Ensures they are trained to fill the President’s role May sometimes chair Ad Hoc Committees

• Secretary Record minutes of all meetings Responsible for club correspondence, records, papers and books Ensure annual report and financial statement is sent to the appropriate people

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• Treasurer Responsible for all financial transactions of the club Maintain accurate and up to date records Open and maintain the club’s bank account(s) Prepare financial statements on a regular basis Collect monies due to club Prepare annual budget (with executive’s assistance) for approval Disburse club funds under executive direction

• Membership Chairperson Keep up to date membership list including separate lists for the various categories E.g. competitor, official, coach, parents and volunteers etc. Recruit for general memberships and club positions Supply provincial association with list of club members Register members and issue membership cards Present membership fee proposals to executive

• Fundraising/Public Relations Chairperson * Serve as the club media liaison Responsible for the production of the club newsletter and promotion of club activities Inform members of club activities and encourage participation Promote the sport of lacrosse Research and recommend ways and means of raising funds for the club Organization of fundraising activities Provide accurate records of funds raised to the Treasurer * This position might eventually be divided into two positions: Public & Media Relations Chair- person & Fundraising/Marketing Chairperson

• League Coordinator/Technical Representative** Chairs Technical Committee Responsible for scheduling and implementing coaching, officiating and player programs Maintain and provide the Membership Chairperson with up to date list of officials, coaches and players Liaise with other local and provincial/territorial associations on technical/league matters Some basic positions that may be identified for a technical/League committee include League Convenor, Referee-in-Chief, Scheduler and Equipment Manager

• Equipment and Facilities Representative** Provide members with program information Purchase and maintain club equipment Produce equipment rental agreements if required Issue equipment Maintain up to date facility report Maintain files on facility specifications Oversee development and maintenance of facilities Ensure safety regulations are published and followed at all times 23 ** Depending on the number of disciplines your club participates in, you may require both a Box and Field representative in these positions.

Lacrosse Handbook for New Clubs & Associations

As your club grows, there may be additional positions that need to be created. Certain areas of responsibility may require the formation of a support committee. For example, the Fundraising/PR Chairperson may recruit three or four people to help organize various activi- ties. Samples of other potential positions or committees you might eventually need include:

• Intercrosse Co-ordinator * Collection of program fees Responsible for the registration of intercrosse participants Administers the program Responsible for intercrosse leaders training process

* There could be similar positions for Men’s Field and Women’s Field

• Social Chairperson Plan social activities for the year and ensure activities are carried out Work with the Public Relations Chairperson on joint ventures which may increase membership and/or raise funds Chairs Social Committee

• Ad Hoc Committee Committee is set up for special projects and is dissolved once these projects are completed (eg. nominations committee) Chairperson may be the Vice-President or one of the other executive officers Size of each committee will vary according to its task Main point to remember is to use people with the appropriate skills in the right spots In all cases, the person holding a club position should always be training another person to step in if necessary. This will help maintain continuity in your programs. Election of Officers The executive committee may be elected on a yearly basis at the Annual General Meeting. However, the length of the terms of office may vary from one to two Helpful Hint! years. Some organizations stagger the election of posi- Find time to award and tions every other year so as to avoid a complete change invest in your coaches over of their executive committee in one year. Job de- and officials. Organize scriptions should be created for each position so that training and PD clinics those elected and prospective volunteers are aware of to ensure that your their duties and responsibilities. athletes are getting the best possible pro- gram.

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Lacrosse Handbook for New Clubs & Associations

Meetings Club meetings should be held on a regular basis, such as monthly or weekly, or meetings can be called as special situations arise. More frequent meetings may be required during the sea- son, while monthly or bi-monthly meetings may suffice during the off months. Setting a prede- termined time and location for your meetings makes it easier for members to schedule their attendance (e.g. the first Thursday of every month). At the end of the year/season an Annual General Meeting is held where the year is reviewed, the upcoming year is presented and the new executive committee is elected. It is also a good time to host a social evening/awards banquet to celebrate annual accomplishments and to present year end awards.

In order to maximize the effectiveness and the productivity of your meetings, there are some basic guidelines you can follow: A. Planning your meeting • What is the purpose of the meeting? • What is the agenda for the meeting? • When & where is the meeting going to be held? • Have the right people been invited to attend? • What is the budget for the meeting? • Has the agenda been distributed prior to the meeting? • Do you need refreshments, snacks?

B. Running your meeting • Start the meeting on time. • Review the agenda and set priorities. • Stick to the agenda. • Assign responsibilities and completion dates for tasks. • Review major decisions taken in the meeting. • Adjourn at the agreed time. • Make sure minutes are recorded properly.

C. Follow up to your meeting • Distribute the minutes within a few days. • Make sure that task assignments are monitored by the appropriate person (usually the President or Vice President).

Helpful Hint! Be accountable and task it! Create a task list following each meeting that details the tasks identified in the meeting, along with the timeline, who is responsible and the status of each tasks. The list can be updated as you move forward.

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Recording the Minutes The recording of accurate minutes is extremely important to the operation of the club or asso- ciation. Contrary to popular belief, minutes are not a word for word transcript of your meeting. Minutes are a record of the decisions your committee has made and the assignment of tasks and responsibilities as determined during the meeting. Accurate records will be of great assis- tance in the event of any disagreement on the interpretation of decisions. Minutes need only include the following:

1. Date and time of the meeting. 2. A list of attendees & absentees (It is also useful to record the time when people arrive and depart the meeting). 3. Brief note on informational items — attach an agenda to final minutes. 4. Brief note on any discussion or decisions arising from the previous minutes. 5. Brief synopsis of new discussion items and the decision made. The decision is often written in the form of a motion. These motions should be recorded in the minutes listing who made the motion, who seconded the motion and whether or not it was carried.

Example: MOVED that the club approve the expenditure of $100 for the printing of newsletter Moved: Jack McKay Seconded: Mike Taylor CARRIED

6. In cases where a decision requires an action, the nature of the action and the person(s) assigned to the action along with the timeline for the action to be completed should be re- corded. Special emphasis (underlined or highlighted) should be given to those tasks which must be completed before the next meeting. 7. The time the meeting adjourned. 8. The date, time and location of the next meeting. Checklist for an Effective Meeting þ Attendance þ Participation þ Interesting and well structured agenda þ Controlled and focused discussion þ Getting a maximum amount of work done in a minimum amount of time þ Producing a collective and individual sense of accomplishment þ Record and distribution of proceedings þ Follow up

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Membership Fees When starting a club there will be an initial cost to get things rolling. This cost can be covered by initiating a founding fee which could be refundable after the club is receiving income from memberships.

The general membership fee should be based on the quality and quantity of the programs your club offers. It should not be so high that potential members are scared off or so low that peo- ple question the quality of the club. Some of the expenses that the fees might cover include: • facility rental • purchase of club equipment • purchase of sweaters • production of a club newsletter • administration costs postage, telephone/fax, office supplies, printing • insurance fees • provincial and national affiliation fees • clinics for coaches and referees

Depending on your membership structure, you might want to consider determining your fees based on membership categories. For example: • Competitor (Junior & Senior) • Associate (officials, coaches, administrators) • Youth Competitor (all other competitors) • Patron (sponsor, donor)

There are many promotions that you can run in conjunction with your membership drives, such as early bird discounts or incentives. For example, the regular fee would be set and a discount could be provided for those that sign up by a certain date, or you might offer a free t- shirt or cap to the first 100 members.

Once your membership categories and fees are determined you will need to produce the nec- essary forms, including a general registration form, an athlete and medical waiver form. Sam- ples of these forms can be found in the appendices of this handbook. Volunteer Recruitment When recruiting, keep in mind that recruitment does not only refer to athletes. Your club needs volunteers as well.

Volunteer associations are only effective when people donate their services and are willing to do the job. If your club is to be successful you must be concerned with recruiting and maintain- ing a good working group.

People who volunteer their time to activities like sport clubs, want to know what they’re volun- teering for (e.g. the executive, helping out at games, assisting in fundraising, etc). The first step to effective recruiting is to develop a job description for every position available. This can be highly formalized or can be done by simply writing out the duties of the vacant position.

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In the case of the executive, these general duties are listed in the bylaws. Committee members are best recruited by the chairperson of the committee since he/she is in the best position to know what work is expected.

The second key to successful recruiting is to select a Nominations Chairperson who is knowl- edgeable about the positions and is willing to research the backgrounds of the individuals being approached. This person must also have the ability to recognize the actual skills involved in a position. While some are obvious, it is best to know just how important a particular skill is to the successful completion of the job.

Since membership is what makes a club, recruitment should be done on an ongoing basis. How- ever, remember that the programs and activities you offer must remain at a high standard. Do not expand membership beyond the capacities of your programs (e.g. too many athletes and not enough facility time or not enough coaches).

Recruiting Methods • Membership Drives Schools Other sports (e.g. hockey, ) Local recreation departments Service clubs Boy Scouts, Girl Guides etc. Malls, large stores • Outreach Clinics Club coaches and athletes can provide demonstrations with hands on activities for partici- pants at local arenas, playing fields or malls • Social Activity Events Any activity that will create an interest in the club. Some examples are: pot luck dinner family and friends lacrosse fun game fundraisers such as bingos or casinos (where permitted), pasta dinner Sport Shows/Mall Displays Set up a promotion booth at local sport shows emphasizing the unique sport of lacrosse and the programs your club has to offer. These types of displays can also be set up at shopping malls.

Probably the most effective recruitment method is by word of mouth. If you provide good experi- ences for the members they will tell others and the word will spread.

Helpful Hint! Organize a permanent mailing list including membership, volunteers, coaches, officials and sponsor contact information. This will help in com- municating new information and upcoming events. Your membership can help spread the information particularly if sent via email or in an elec- tronic newsletter. 28

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Incorporation The primary reason to incorporate is to limit the liability of the executive in financial matters. This should not be confused with liability for actions, which is protected through general liability insurance.

In the event of bankruptcy or insolvency in non-incorporated organizations, any or all members of the volunteer executive committee could be held liable for debts incurred by the association. If the organization is incorporated, liability is limited to clearly defined areas which should be dis- cussed with a lawyer.

Another reason incorporation is important to an association is that it establishes a legal entity that, although it has restrictions as a charitable organization in the area of borrowing, owning of property, remuneration of Directors, and dissolution of the organization, it also has benefits not usually available to the non-incorporated body. It can help to establish credit, may be eligible for government funding, and may be seen to provide continuity and credibility to an ever-changing group of volunteers.

Incorporation is relatively simple and has similar documentation requirements to those used in a non-incorporated association. At one of your first meetings, ask if anyone is or has access to a lawyer. He/she may perform this service to a local sports group for only the registration/filing costs. The first step is to establish the corporate name and have it cleared in order to ensure that it will not be confused with an existing corporation. This will usually be a simple task done by the lawyer. However, if you choose a name that doesn’t represent a geographic location — or incorporate federally — the name might not be available. It could also be a problem if it could be confused with existing non-related corporations. You may also require a letter of permission from your provincial association or the CLA.

The decision to incorporate provincially or federally is a simple one. If you are planning to oper- ate in one province only, then you need only incorporate provincially which is considerably less expensive than having to do it federally. Legal fees are not included in the costs and can vary considerably, so be sure to shop around if you are going to have to pay legal fees.

Rules and restrictions for the incorporation of non-profit organizations can vary from province to province. Your provincial Corporations Branch or the federal office of Industry Canada can advise you of the most up to date regulations.

You will require the following in order to incorporate: i) Letters of Patent ii) Bylaws

In a non-incorporated association, the Letters of Patent would take the form of a constitution. The constitution usually covers those areas that are not likely to change frequently: the name, the aims and objectives, the members, how to amend the constitution and how to change the bylaws.

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The bylaws of both an incorporated and non-incorporated body are similar in nature. Bylaws cover rules which can be amended more frequently. They are usually amended by a two-thirds majority vote at the Annual General Meeting for the club/association. Common bylaws cover such areas as the date of the Annual General Meeting, types of fees, and requirements for a quorum. They usually provide for banking specifications and the appointment of auditors.

A lawyer will be able to advise you as to what exactly is required and what the exact wording should be. Industry Canada has a checklist which outlines the requirements of the bylaws. Also, check with other local sport organizations or lacrosse clubs/associations to see what they have done.

Sport Liability Although a club/association is not expected to provide insurance against accidental injury, you could be held responsible for action or inaction on the part of your coaches, officials and admin- istrators within your club/association. The coverage you require is similar to that required by a business and is called a Comprehensive General Liability Policy. To ensure that you have the proper coverage, you should contact a lawyer or an insurance provider. If your group is affili- ated with a municipal recreation facility, your club/association may be covered by or be able to access their policy for a lower premium.

You will want insurance to protect you under two types of risks. The first is injury to the insured (e.g. player). Accident insurance covers medical and health losses and can usually be readily obtained at a reasonable cost. The second type of coverage is to prevent losses from the result of the insured’s (the club/association) legal liability to others.

It is advised that waiver forms be designed and signed by members during registration. To be most effective, a waiver form should be signed by a parent or guardian in the case of a minor and should be signed by an independent witness. A sample waiver form can be found in the appendices of this handbook.

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G. Financial Management

Budget Planning To use club monies effectively an annual balanced budget is required. When drafting your pro- posed budget, be careful not to underestimate your expenses or to overestimate your revenues. Ideally, you want to end the hear having spent less money than your took in giving you a savings to take forward into the following year.

The key to operating a successful budget lies in the monitoring of it. This task may fall solely to the treasurer or may be done by paid staff if they exist within the club/association. The execu- tive committee should be updated and kept apprised of the club’s financial status and of any budgetary adjustments that are being made if needed.

Your budget should be prepared each year prior to your Annual General Meeting. The following guidelines can be employed when preparing a draft of the annual budget: • If it exists, use the previous year’s budget and the actual expenses & revenues as a guide. • Build in any inflation costs, new expenses and new projected revenues. • Review program costs with appropriate executive and committee members. • Be cautious when forecasting revenues. • Keep it simple. This will make your budget easier to monitor and work with.

A sample budget is provided in the appendices.

Accounting There are a few basic accounting principles to keep in mind: • All bills should be paid by cheque. • Make sure your cheques require more than one signature. • Never sign a blank cheque. • Details should be written on the cheque and the cheque stub. • Reconcile monthly back statements with club records and update books. • Monthly statements should be filed and kept for auditing purposes. • Deposit funds as they are received. • Work on the accrual method – that is, what is due and owed, as opposed to on a cash basis.

There is a number of business accounting systems and/or software that your club can employ to ease your club/association’s accounting requirements. Microsoft Money, QuickBooks and Simply Accounting are a few of the business accounting software products that your club/ association can purchase fairly inexpensively. The software is generally user-friendly and pro- vides an ideal and simple method to track funds received and funds expended for various ex- penses, to monitor bank account balances, and to produce easy to follow financial reports and budgets. Depending on the software, the purchase price for such a product can range from $50 to $150.

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Getting Started One of the key steps to getting started is to open a club/association bank account. In order to open a bank account in the name of the club/association, the group will be required to select signing officers. These officers are the only individuals who are authorized to sign cheques for the club/association. It is advisable that two members of the authorized group sign the cheques. This can be set up with the bank where the cheque requires two signatures to be negotiable.

It is suggested that more than two officers be selected as signing officers. This will provide for coverage if one of the officers is unavailable to sign cheques. It is suggested that you should make use of the Treasurer as a signing officer as much as possible, but do not restrict it the signing to this individual as it may lead to unnecessary delays.

When all forms have been completed and returned to the bank, the bank can immediately open the account for the group. The bank will provide you with a book with deposit slips and a supply of temporary cheques to use until personalized cheques are produced. Cash Receipts For all funds received by the club/association a duplicate receipt should be prepared and is- sued to the payee. The receipt should contain the following:

1. Number of the receipt. 2. Date payment was received. 3. From whom payment was received. 4. Amount of the payment. 5. Payment method (e.g. cheque or cash). 6. Reason for payment (e.g. membership fee, team clothing, donation, etc). 7. Signature of authorized person who received payment.

The original copy should be given to the payee and the duplicate copy should be retained for the club/association’s records. Deposit Book The deposit book will usually be in duplicate form. The first or original copy will be removed by the bank when a deposit is completed. The second copy attached to the deposit book and is kept for the club/association’s records.

When preparing the deposit slip, the following information should be recorded: 1. Date 2. Account number 3. Group or association name 4. Separate list of cheques being deposited showing payee name 5. Breakdown of cash being deposited 6. Signature of authorized person making the deposit

It is important that all funds, whether cash or cheques, be deposited immediately . 32

Lacrosse Handbook for New Clubs & Associations

Cheque Book The left section of each page in the cheque book is the stub, which remains in the book after each cheque has been removed. The following information should be written on the stub if not already included: 1. Cheque number 2. Date of issue 3. To whom the cheque was issued 4. The amount of the cheque 5. A brief description of the purpose of the payment

When a cheque is written it should be filled out completely before it is signed. It is not good pol- icy to have one of the signing officers sign a quantity of blank cheques, since this destroys the whole purpose of having more than one signature on a cheque.

Sometimes a cheque may be prepared which is never issued or is returned without being cashed. In this case, VOID should be written across the cheque and on the corresponding cheque stub. The voided cheque should then be stapled onto its stub. Petty Cash It is generally the rule for a club/association to make all payments by cheque. However, there are times when this is impractical. A petty cash fund is the simplest way to accommodate small expenditures, such as the purchase of stamps. The following are some common rules to use when managing a petty cash fund: SET AN UPPER TRANSACTION LIMIT FROM FUND. ESTABLISH THE TYPE OF TRANSACTION TO BE PAID FROM FUND. For example, limit ex- penditures to postage or other small administrative needs. LIMIT ACCESS TO FUND TO ONE PERSON. SOMEONE OTHER THAN THE TREASURER SHOULD BE CUSTODIAN OF THE FUND.

To start the petty cash fund, a cheque for the petty cash amount (e.g. $50) will need to be is- sued to the custodian. In order to monitor requests for funds, a petty cash voucher should be submitted. The voucher should record the following: Date of payment Name of person requesting payment Amount claimed Description of expense Signature of payee and the petty cash custodian.

A receipt for the expense should be obtained and attached to the petty cash voucher.

The vouchers plus the cash in box should equal the fund total. When the custodian requests reimbursement of the fund, he or she will list the vouchers that have been paid and record the cash on hand. These two items added together should equal the fund total. Bank Reconciliation The purpose of reconciling your bank statement is to identify errors or omissions in your re- cords. It also helps you keep track of your true bank balance at all times. 33

Lacrosse Handbook for New Clubs & Associations

Reconciliation Procedure: 1. Obtain your monthly bank statement and cancelled cheques. 2. Cross-reference the cancelled cheques to the statement. 3. Circle any debit item on the bank statement that does not have a corresponding cheque. 4. Put the cancelled cheques in numerical order. 5. Cross-reference the cancelled cheques to the entries in your business accounting software. 6. Enter any circled debit item on the bank statement in your business accounting soft- ware (this will likely include monthly bank fees). 7. Cross-reference bank deposits on your statement with the entries in your business accounting software. Enter any credit items on the bank statement in your business accounting software if not already entered. Invoicing In some clubs/associations it may be necessary to bill members for fees or dues. If you have to issue an invoice it should be in duplicate and contain the following information: • Name and address of your organization; • Invoice number; • Date of invoice; • Name and address person being invoiced; • Purpose of invoice; • Amount; • Date due.

The original should be issued to the individual being invoiced and the duplicate kept on file. The file copy should be marked paid when payment is received. If you are keeping an accounts receivable system, the invoices will have to be pre-numbered. Miscellaneous If your club/association operates with paid employees, there are some additional areas that will need attention:

a. Payroll You will need to maintain an ‘Employee Individual Payroll Record’ for each employee which lists all deductions including income tax, Canada pensions, unemployment insurance and in some cases medical coverage. Please contact your local taxation office for an up-to-date employers informa- tion package regarding federal deductions.

b. Health Insurance Contact your provincial ministry office responsible for health insurance for their current informa- tion package and forms.

c. Official Tax Receipts For up-to-date information regarding the issuing of tax receipts for donations to your club/ association contact the office of the Canadian Lacrosse Association. The CLA can issue tax re- ceipts for income tax purposes for donations under certain conditions. 34

Lacrosse Handbook for New Clubs & Associations

H. Public Relations and Promotions

Through good public relations, your club/association can attract more players, volunteers, spec- tators and sponsors. Creating a positive club/association image will help you in obtaining com- munity support and involvement.

Listed below are some suggestions that could aid your promotions and public relations: • Participate in local summer festivals and sports fairs. • Start a player recruitment program. For example, for each new player brought in, the recruiting player has $10 taken off his/her registration fee. Or, establish credits for each new registration towards a new . • Link your club/association to a charity or community event. For example, participate as a group in a charity run or recruit a charity to support with a portion of proceeds from a team event. • Advertise in free event listings contained in community newspapers and flyers. • Build a relationship with local sporting goods stores. They may be willing to provide a monetary donation or hand out flyers and display a club poster in their store. • Make promotional flyers available to other sport teams to promote participation in lacrosse during their off season. • Display club posters at community pools, arenas, libraries, grocery stores, recreation centres and malls. • Hold a ‘bring a friend’ day or a celebrity challenge lacrosse game for charity. • Hold a series of ‘skill development’ clinics, which could coincide with scheduled la- crosse games or practices. • Hold a tournament in a neighbouring community or arena which doesn’t have a la- crosse association yet. • Contact local cable television stations asking that they promote registration, tourna- ments, days camps, etc. • Encourage a masters lacrosse program in your club/association. Many times the individuals involved at the masters level have connections to companies/organizations that may be potential sponsors. • Hold a skills contest, testing player speed and quickness of shots, etc. • Ask local companies/organizations to co-host a team event. As a co-host, they should mention your event in their advertising providing your club/association with some free promotional coverage. • Arrange with local schools or youth groups to hold a lacrosse information session during a P.E. period. Show a promotional video and ask some senior players to come in and teach some basic skills. • Prepare some promotional materials, such as a club/association brochure or poster. Contact a local printer to print the items for free or at a reduced cost, in exchange for acknowledging them on the printed items. • Use the free ‘community events bulletin board’ commonly used in local media. • Create a promotional program whereby club athletes can enter schools and provide a planned 15 to 30 minute presentation. • Hold a meet and greet when national team athletes or highly skills players are in your town or city. 35

Lacrosse Handbook for New Clubs & Associations

Media Relations By building a good working relationship with the media (print, radio and television) you can create public interest, generate sponsor support and encourage increased participation.

When trying to make use of the media, it is important to focus on the human interest stories that readers will find unique and thought provoking. For example, the Six Nations won the Minto Cup in 1992. While this is a great accomplishment alone, the story does not become media friendly until it is known that the Six Nations is an all native team, they had only been in the ‘A’ league for two years, they had set an attendance record and an all native team had not won the Cup since 1954.

A key to success in attracting media attention is to be in regular contact with them. Be sure to educate your media contacts about the sport of lacrosse and keep the sport in their mind by pro- viding them with promotional items, such as club/association pens, notepads or posters. By establishing ongoing contact with the media you can increase your chances of having regular coverage.

The media will be much more cooperative if you are consistent and reliable. The first step is to establish your media contacts: • One month prior to the beginning of the season, send a letter to the sports editor or lead reporter for each local newspaper, radio and television station. • Emphasize unique facts about the sport, such as participation numbers or percentage growth in membership. • Confirm the days and times of deadlines for your media contacts who will be publishing stories or scores. • Send or personally deliver a club/association information package to your media contacts. The package could include: A schedule and location of games and major tournaments; A list of your key coaches and executive members and their contact information; A summary of the sport, including commonly used terms, basic rules and information about your club/association, including number of registered athletes; Promotional items containing your club/association logo; A media pass that allows free admission to club games and tournaments.

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Lacrosse Handbook for New Clubs & Associations

I. Sponsorship & Fundraising

Sponsorship refers to the ongoing solicitation of corporate support for teams, associations or special events, while fundraising refers to short term projects designed to raise either general funds or funds for a specific need. Sponsorship One of the keys to success when marketing your club or team is to know what you have to sell (e.g. banner space around the field, arena board space, uniforms, etc). When soliciting corporate sponsorship it is important to identify the benefits that your sponsor will enjoy as a result of sup- porting your club/association.

The following guidelines are intended to help you in your sponsorship efforts: • Gather as much statistical data as you can about your club and its members. Data should include game attendance, average age of competitors and volunteers, number of years your club has been in the community, etc. • Learn as much as you can about the company you are approaching. • Be prepared to incur some expenses in creating a sound sponsorship package, including printing, hospitality or promotional items. • Be sure that you are meeting with the right people in the company who can make deci- sions regarding sponsorship commitments. • Keep in mind that not all sponsorship needs to be monetary. You may be in a position to obtain a donation of goods or services. For example, if van rentals are a portion of your budget for an upcoming tournament, you may be able to receive your rental vans as a do- nation from a rental car company as opposed to having to pay for that item in your budget. • Ensure that you can deliver what you have promised to a sponsor. • Acknowledge sponsors whenever possible and make sure that all club members do the same. • Treat your sponsors as members of your club/association. They should be provided with club newsletters or updates and be invited to your club AGM and/or annual banquet. • Allow for participation of the sponsor in the event for which they are providing sponsorship. They can act as a speaker in the opening ceremonies or as a presenter during medal presentations. Fundraising The following contains some suggested idea to aid in your fundraising efforts: • Volunteer to run concession stands or to act as extra bodies at other sporting events, such as road races, in exchange for a percentage of the profits. • Operate a monthly bingo or casino night if available and if you can obtain a license. • Hold a club fundraiser, such as a run-a-thon during which pledges are collected. • Create an annual team calendar and sell advertising space. • Host a silent auction within the community showcasing donated items and sport memora- bilia. • Offer 50/50 draws during games and tournaments. 37

Lacrosse Handbook for New Clubs & Associations

Appendix A – Sample Budget

Proposed Proposed Actual Variance (next year) REVENUE 1. Administration Grants $ ______$ ______$ ______$ ______Donations $ ______$ ______$ ______$ ______2. Program Registration $ ______$ ______$ ______$ ______Admission $ ______$ ______$ ______$ ______Competitions $ ______$ ______$ ______$ ______3. Fundraising Concession $ ______$ ______$ ______$ ______Bingo $ ______$ ______$ ______$ ______Raffle $ ______$ ______$ ______$ ______

SUB TOTAL $ ______$ ______$ ______$ ______EXPENDITURES 1. Administration Phone $ ______$ ______$ ______$ ______Supplies $ ______$ ______$ ______$ ______Postage $ ______$ ______$ ______$ ______2. Program Equipment $ ______$ ______$ ______$ ______Facility $ ______$ ______$ ______$ ______Honorariums $ ______$ ______$ ______$ ______3. Competition Travel $ ______$ ______$ ______$ ______Accommodations $ ______$ ______$ ______$ ______Officiating $ ______$ ______$ ______$ ______

SUB TOTAL $ ______$ ______$ ______$ ______SURPLUS/(DEFICIT) $ ______$ ______$ ______

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Lacrosse Handbook for New Clubs & Associations

Appendix B – Member Registration Form

HERITAGE LACROSSE CLUB LAST NAME: FIRST NAME:

Birth: (m) (d) (y) Gender (M/F):

Mailing Address:

City: Postal Code:

Telephone (Res): Telephone (Bus):

Emergency Contact: Telephone:

Health Card Number: Medical Conditions:

E-Mail Address:

Uniform Size:

Would you mind if we contacted you to volunteer for special fundraising events? Yes No

Athlete Consent and Medical Waiver In consideration of the Heritage Lacrosse Club accepting my application as a participant in a designated program, I agree that I will abide by the rules and regulations, policies and procedures of the Heritage Lacrosse Club in respect to the designated pro- gram. I am aware of the possibility of health and safety risks associated with my participation in the activities and I freely accept all risks associated with my participation. I assume all risks incidental to such participation, and do waive, release, absolve, indemnify and agree to hold harmless, other than for willful default or negligence on their part, the Heritage Lacrosse Club, its officers, direc- tors, employees or agents. I will notify the Heritage Lacrosse Club of my special medical condition or health history. If the emer- gency contact person identified on this form cannot be reached and I have an injury, accident or fall ill, I hereby authorize the Heri- tage Lacrosse Club to provide me with or make arrangements for emergency medical treatment.

I hereby acknowledge that I have sole responsibility for my personal possessions and athletic equipment during my involvement and related activities. I hereby permit the use of my name and picture in broadcasts, telecasts and the media as they pertain to my participation in activities and events. I hereby agree that in the case of cancellation of activities due to weather conditions, my enrolment fee shall be non-refundable.

Signature of Applicant: Name of Applicant (Print):

Signature of Parent/Guardian (if under 18): Signature of Witness:

Date:

For Club Use Only: Date Received: Fee Paid: $______

Assigned Team:

Registrar’s Signature:

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Lacrosse Handbook for New Clubs & Associations

Appendix C – The Media Release

Media releases are used to offer news about an event that is about to happen, is currently happen- ing or has already happened. The following are some basic rules to follow when writing a press release:

Masthead The masthead should include your association’s logo, name and address, the term ‘News Release’ and the dates to be released. Title Media releases should be titled and deal with single issues or events. Five Ws Media releases should answer the who, what, where, when and why of your announcement. Length Media releases are usually one to two pages long and should be double spaced. Takes Each page of a media release is called a ‘take’. A take always ends with a complete paragraph. If your release requires two pages, finish the paragraph on page one and start a new paragraph on page two. Indicate that another take follows by including ‘-MORE-’ at the bottom centre of the first page. Slugs Each take after the first page must have a slug. A slug is a short tag that is placed in the upper left hand corner and is derived from the title of your medic release. Close After the information, place ‘-30-‘ in the bottom centre of the page. The signifies the end of the media release. Reference Include a reference name and contact information that the media can contact for further information. This should be placed after the ‘-30-‘ at the end of the media release.

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Lacrosse Handbook for New Clubs & Associations

Appendix D – Equipment Manufacturers

The following is a list of lacrosse equipment manufacturers as of March 28, 2006:

Boddam (www.boddam.com) Northern Amerex/STX (www.stxlacrosse.com) Riddell (www.riddell.com) Stryke (www.strykelacrosse.com) Warrior Lacrosse (www.warriorlacrosse.com) deBeer/Rawlings Canada (www.debeerlacrosse.com) Brown Equipment (www.brownhockey.com) Brine Canada (www.brine.com) Shamrock (www.shamrocklax.com) Bauer/Nike (www.nikebauer.com) Mohawk (www.mohawkintlacrosse.com) MaxLax/Maximum (www.goaliestore.com) Cascade/Sport Helmet (www.sporthelmets.com) Harrow (www.harrowsports.com)

Championship Rings

•Made in Canada •Second generation craftsmen •Championship quality •Affordable pricing •Custom design •Free Engraving

1. 800. 480 .7464 www.highwoodrings.com Official crafters of the Canadian Lacrosse Association Minto Cup

GOOD LUCK TO YOUR NEW CLUB OR ASSOCIATION!