WEHA POLICIES

WEHA/CAHA RESOLUTION

WEST ELK HOCKEY ASSOCIATION

COLORADO AMATEUR HOCKEY ASSOCIATION RESOLUTION

Pursuant to the requirements of the Colorado Amateur Hockey Association’s (“CAHA”) registration requirements, West Elk Hockey Association (“WEHA”) makes the following statements: WEHA will abide by and act in accordance with Articles of Incorporation, Bylaws, Rules and Regulations, and Playing Rules of USA Hockey and CAHA. WEHA, and all of its individual youth teams, shall be registered with CAHA and USA Hockey. 

Original Effective Date: July 16, 2014 

WHISTLE BLOWER POLICY

WEST ELK HOCKEY ASSOCIATION (WEHA)

Formerly known as Gunnison Valley Hockey Association

Whistle Blower Protection 

Purpose: The purpose of this policy is to provide all WEHA board members, committee members and staff with guidelines for the reporting of unethical or illegal behavior by WEHA board members, committee members, staff, vendors, professional service providers or affiliated organization. 

Process: WEHA is committed to lawful and ethical behavior in all of its activities and requires its board members, committee members and any staff (singularly “WEHA Representative”) to conduct themselves in a manner that complies with all applicable laws and regulations. At any time a WEHA Representative has a concern regarding the propriety or legality of any action contemplated to be taken or that has been taken by WEHA or any other WEHA Representative, or believes that an action needs to be taken for WEHA to be in compliance with law or appropriate ethical standards, the WEHA Representative should promptly advise the President or Vice President of WEHA. The President of WEHA will share any finance related reports with the Treasurer of WEHA. 

If the President or Vice President of WEHA is unresponsive, if the complainant believes the President or Vice President of WEHA will be unresponsive, or if the President and Vice President is the subject of the concern, the WEHA Representative should contact the WEHA Treasurer to report his/her concerns. Every effort will be made to investigate a report by a WEHA Representative as discreetly as possible. Because of the need to investigate the report, correct a problem, or prevent future problems, WEHA cannot, however, promise complete confidentiality. 

No WEHA Representative will be discharged, threatened, or discriminated against in any manner for reporting in good faith what he or she perceives to be wrongdoing, violations of law or unethical conduct. 

ADOPTED BY: The Board of Directors of West Elk Hockey Association, Inc. John Solanik, President, on July 16, 2014. 

West Elk Hockey Association (WEHA) 2023 Strategic Plan DRAFT 1

Mission Statement:

The West Elk Hockey Association promotes the growth and advancement of ice hockey in the Gunnison Valley. WEHA provides a safe and positive hockey experience by educating, encouraging and developing all participants.

Goals/Strategic Priorities

1. Intentional Program Development and Growth
2. We will create strategies to effectively recruit and retain players, officials and coaches and identify ways to engage new community members in the sport of ice hockey.
3. Strong Fiscal Planning and Management
4. In recognition of the rising costs of sports programs, we will Increase annual operating revenue and actively participate in fundraising activities to support program sustainability.
5. Build and maintain human resources to support the mission of the organization
6. The Board of Directors is the backbone of our organization and active involvement from all members is essential to our mission. The organizational structure will confirm clear roles and responsibilities and ensure leadership exists to support all organization activities and priorities.
7. Enhance and Expand Community Partnerships
8. We recognize that community partnerships are critical to the success of our organization. We will nurture and maintain our existing relationships and seek new opportunities to partner with other groups that can help us expand and grow our mission and impact.

Objectives/Specific Results

Strategic Priority #1: Intentional Program Development and Growth

1. The Board of Directors will evaluate incentives/pay/discounts/recognition for ice officials and implement any recommended changes no later than December 31, 2023.
2. The Executive Committee will develop policies for ice officials including guidelines for officials to work advanced games no later than October 31, 2023.
3. The Executive Director and Program growth committee will establish a written document “Code of Conduct” outlining culture for players including safety guidelines no later than December 31, 2023.
4. The Board of Directors will execute a plan to recruit and retain a minimum of 3 more goaltenders for the 2024 season no later than October 31, 2023.
5. WEHA will offer skills clinics for adult players annually starting January 1, 2024.
6. The Marketing/Program Growth committee will conduct an evaluation of the girls’ program and women’s' league and share recommended changes for program growth for approval by the Board no later than March 31, 2024.
7. The Board of Directors will approve a plan to expand summer programming no later than May 31, 2024.
8. The Marketing/Program Growth committee will discuss and implement strategies to increase Gunnison participation in WEHA programs. (Timeframe?)

Strategic Priority #2: Strong Fiscal Planning and Management

1. The Development Committee and Board of Directors will execute one successful fundraising event each year raising a minimum of $20K.
2. The Board of Directors will create and adopt a Fundraising Plan no later than June 1 of each year.
3. The Development Committee and Executive Director will continue growth of business sponsorships raising a minimum of $75K annually. (Add goal related to retaining new sponsors?)
4. The Finance Committee will evaluate options for a registration fees increase and make a recommendation to the board no later than May 31, 2023.
5. The Finance Committee will identify methods to grow the Reserve Fund and make a recommendation to the board no later than March 31, 2024.
6. The Finance Committee will explore the possibility of offering a need based financial aid program for families and provide recommendations to the board no later than August 1, 2024.
7. The WEHA Board will engage in quarterly dialogue with the Hockey moms group and jointly discuss fundraising strategies and opportunities for collaboration.

Strategic Priority #3: Build and Maintain Human Resources

1. WEHA will adopt a Board member agreement that includes specific board members roles and responsibilities no later than July 1, 2023. The agreement will be signed annually by board members after the annual meeting.
2. The Board of Directors will establish a board committee structure (including involvement from community members) by July 1, 2023 with focus on finance, development/fundraising and marketing/program growth.
3. The Board of Directors will establish a local disciplinary committee no later than October 31, 2023.
4. The Executive Committee will evaluate the staffing model of WEHA and submit a proposal to the Board of Directors no later than March 1, 2024.

Strategic Priority #4: Enhance and Expand Community Partnerships

1. The Executive Director and Board President will meet with school district representatives quarterly to discuss scheduling, recognition of youth participation in WEHA and other ideas/concerns.
2. The Executive Director and Board will continue to nurture the relationships with municipalities including the Town of Crested Butte and City of Gunnison Parks and Rec Departments through quarterly meetings regarding storage needs and maintenance of ice.
3. The WEHA Board of Directors will support the future development of the CB South ice rink facility and participate in all planning efforts. (Any specific objectives?)
4. The Board of Directors will explore development of a formal written agreement with Western no later than June 30, 2024. (Purpose of agreement?)
5. WEHA will establish regular meetings starting October 2023 with Crested Butte Nordic in order to identify opportunities for increased partnership and discuss operational concerns/needs.