The Wilmington Hammerheads, FC: A Study in Internships ... · soccer team competing in the USL Pro...

The Wilmington Hammerheads, FC:

A Study in Internships Using the Four-Frame Approach

Sarah E. Chambers

North Carolina State University

In partial fulfillment of course requirement PRT 506

October 13, 2014

Internships and the Four-‐Frame Approach

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Table of Contents Table of Contents ............................................................................. Error! Bookmark not defined.

Organizational Context ................................................................................................................ 3 Objectives ...................................................................................................................................................... 3 History ........................................................................................................................................................... 4 Awards and Honors ....................................................................................................................................... 4 Environment .................................................................................................................................................. 5 Structure ........................................................................................................................................................ 6 Policies .......................................................................................................................................................... 7 Diversity ........................................................................................................................................................ 8 Organizational Culture .................................................................................................................................. 8 Perceived Problem ........................................................................................................................ 8

Structural Frame ........................................................................................................................ 11 Human Resource Frame ............................................................................................................. 15

Political Frame ............................................................................................................................ 17 Symbolic Frame .......................................................................................................................... 18

Prospecting the Future ............................................................................................................... 20 Bibliography ................................................................................................................................ 22

Appendix ...................................................................................................................................... 23


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Organizational Context

The Wilmington Hammerheads, FC is a professional men’s

soccer team competing in the USL Pro Soccer league. The team office

and stadium are currently located in Wilmington, North Carolina.

“The United Soccer League is the largest organization of elite

soccer leagues in North America. Founded in 1986, USL continues to build on the vision,

commitment, and passion of players, fans and investors. As you will discover, USL

continues to play a vital role as the driving force in the development and growth of soccer

in the United States, Canada, and Caribbean” (Short, 2012, p. 4).

Objectives

Coming into the 2014 season, the Hammerhead’s General Manager made improving the

“franchise from a business aspect” their first priority (Ellis, 2013). A general lack of recognition

is something that they hope to “improve by strengthening the relationship between the team and

the Wilmington community” (Ellis, 2013). Many people in the area do not even know who the

Hammerheads are and that is an issue that they hope to rectify in the future.


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History

The Hammerheads first season took place back in 1996 calling

Laney High School Stadium in Wilmington, NC, their home. During

their inaugural year, they were the leader in average home attendance

for the league. In 1999 the Hammerheads made a deal with the City of Wilmington and moved to

Legion Stadium. That same year they would hire a new head coach, David Irving. In 2010 the

Hammerheads took a one-year hiatus due to financial issues.

The 2014 season brought the most change to the organization yet. The club received a

new owner; a new general manager; relocated their offices; rebranded; aligned with a local youth

soccer club; and gained an MLS affiliation with Toronto FC.

Awards and Honors

• 2000 D3 Pro League Marketing Excellence Award • 2001 D3 Southern Conference Regular Season Champions • 2001 D3 Pro League Organization of the Year • 2001 Carolina Pro Cup Champions • 2002 D3 USL Pro League Championship Finalist • 2002 D3 USL Pro League Organization of the Year • 2002 D3 USL Pro League Fair Play Award • 2003 USL Pro Soccer League Organization of the Year • 2003 Carolina Pro Cup Champions • 2003 Win USL Pro Soccer League National Title • 2005 USL D2 Marketing Excellence Award • 2006 Win U.S. Open Cup • 2008 USL Marketing Excellence Award. • 2009 U.S. Open Cup Quarter Finals • 2012 USL Pro Championship Finals • 2012 USL PRO Progress Award • 2013 U.S. Open Cup: third round • 2014 USL Play Offs: first round


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Environment

The Hammerhead’s office was recently relocated to

the heart of downtown Wilmington, with this decision being

made between the owner and general manager. The thought

was to create a better connection with the downtown

community. Having this new location brings foot traffic and

accessibility to many fans that did not know where the offices

were previously or had not heard of the team at all.

“We need to be in a place where people see us, where they see our

brand. We’d love to set up an office where people can swing by and

pick up their tickets before the game or just come in and talk soccer

for a while.” - Jason Arnold, General Manager

The overall environment of the Hammerhead’s office is very welcoming and friendly.

Fans and players are often stopping by to buy merchandise, sign contracts, or simply to say hello.

Due to the encouragement of frequent visitors, the office holds an open door policy, is well

maintained, and is beaming with team pride from wall to wall.

Legion Stadium is the Hammerhead’s second home,

located minutes from downtown Wilmington. The


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stadium is a city-owned municipal facility shared amongst several agencies.

Originally built in the 1930’s, Legion stadium has undergone many renovations over the

years, including the most recent addition of synthetic turf in 2011 (Jenkins, 2014). The stadium

has a capacity of 6,000 which has helped the Hammerheads gain the fourth highest attendance

record in the league with an average of 3,926 in attendance each game (compared to the league

average of 2,611) (Ellis, 2013).

Structure

While full-time staff members are allocated specific tasks that they are responsible for

based on their position, many additional duties (such as appearances, cleaning, cold calls, etc.)

are divvied up week to week. These additional ambiguous tasks often lead to confusion,

oversights, and employee burnout.

Much like the common phrase, “There is no ‘I’ in team,” such is the Hammerheads’

organization. All roles are interdependent and would not be successful separately. While this

interdependence is crucial, there is

no standard operation procedure and

communication is informal.

The front office staff works

within a centralized organizational

structure having the general

manager as the active decision

maker and provider of direction for

the organization. While each role is

allowed certain authority within

General Manager

Ticketing/Operations

Technical Director

Ticketing/Operations

Sponsorships

Marketing


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their realm of expertise, the general manager has the final say.

While a centralized structure is in place for decision making, lateral coordination is

present through the use of formal meetings and informal interactions (Bolman & Deal, 2013).

Formal meetings are established when needed for individuals outside of the front office staff

(sponsors, players, coaches, etc.) and a regular staff meeting occurs on Monday afternoons.

During these meetings current events, ticketing news, current sponsorship deals, and any other

issues that need to be brought to attention are discussed. Each staff member is given an

opportunity to share facts and figures as well as express any concerns or share any victories. All

other interactions are less formal and maintain an informal feel. Additional gatherings include

pre-and-post game meetings for game day staff and interns.

Policies

As part of the United Soccer League, the

Wilmington Hammerheads adhere to the rules,

regulations and policies established by USL. These

policies are given in the form of manuals (Short, 2012):

• Operations Manual

• Marketing Manual

• Game Day Manual

• Ticket Sales Manual

• Regulations

• Media Guides

• Budgets


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Within the Hammerheads facility, these manuals can be found in the General Manager’s

office. While these manuals are available to be reviewed, it is not required or even suggested to

do so. Outside of these manuals, it is up to the individual franchises to establish and enforce

guidelines.

In regards to interns and volunteers according to the Operations Manual, “The team

should create a volunteer handbook/manual which outlines the expected responsibilities and

conduct of the volunteer/intern” (“United Soccer Leagues: 2014 Operations Manual,” 2014, p.

99). Within the Hammerheads’ organization, this manual is non-existent.

Diversity

With in the Hammerheads’ organization, most of the diversity can be found on the field.

The front office staff is fairly young ranging from 23-40 years of age with all similar educational

backgrounds. All full-time staff members hold bachelor degrees from accredited universities, but

no one currently holds an advanced degree.

Organizational Culture

Employees often see each other outside of the office due to hosting several special events

each week. Most events take place in venues that serve alcohol and drinking while participating

is completely acceptable. Most employees (and of-age interns) will consume one to two drinks

per event.

Perceived Problem

Anytime issues arise that interfere with organizational productivity and efficiency, it is

the manager’s duty to assess the situation and prescribe possible alternative solutions. With the


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Hammerhead organization going through several major changes, it is of great importance to start

this “new era” off on the right foot. This being the inaugural year for both the owner and general

manager, many mistakes were made and many lessons learned (Chambers, 2014c, p. 2).

Identifying some of these major stumbling blocks from this past season will help to keep the

organization moving forward in the right direction. Within this case study we will focus on one

particular issue hindering the organization: Interns.

Due to a very limited budget, the team maintains a small front office staff consisting of

six full-time employees. To make up for the rather limited work force, interns are heavily relied

upon. This particular season has been rather difficult maintaining dependable interns. Lack of

enthusiasm, communication, and accountability from leadership left management wondering if

tasks were being completed and left interns feeling taken advantage of and a general lack of

appreciation. When interns are so heavily relied on, a set system is crucial. Reframing this aspect

of the organization is vital in succeeding as an organization as well as being able to gain capable

interns in the future (Chambers, 2014c, p. 3).

Currently the interns tied with the organization have the following responsibilities:

• Marketing “street team” – hand out flyers, hang posters, approach businesses for support,

post schedules, chalk, and general promotion of the team.

• Game Day Staff – provide excellent customer service, be on hand when needed, assigned

area of expertise for the entire season (management of VIPs, management of group space,

unofficial 4th referee, management of half-time performance, bag checking, etc.).


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• Set up and break down of Legion Stadium – set up and break down of various areas (VIP,

Groups, Kid Zone, Beer Garden, etc.), making sure to keep in line with city code, and

maintain a clean and appealing space.

• Office hours – time allotted for interns to fulfill any in-office tasks that need attention.

• Special events – responsible for attending various team events. Included but not limited to:

watch parties, fan zones, sponsor appearances, various local events, etc.

As mentioned previously, a large push is being made to be a recognizable brand within

the Wilmington community. Moving the offices downtown did help aid in that goal, but a large

portion of recognition comes from marketing. Due to the fact that the interns are the only

individuals in the organization tasked specifically to market to the local community, the need for

capable and enthusiastic interns is vital to the organization.

Stakeholders (knowingly or unknowingly) rely on the Hammerhead interns in many aspects:

• League – Get people into the seats to aid in strong financial returns (as mentioned in their

mission statement)

• Owner/Management – Represent the organization and maintain the brand

• Staff – Aid in day-to-day tasks and game days

• Fans – Deliver the best possible experience at games and events; provide knowledge of

upcoming events due to distributed marketing material

Without capable and organized support, all of the above mentioned items would decline.

As we continue through this paper, we will examine the issues presented through each of Bolman

and Deal’s 4 frames of the “Four Frame Approach.” Using this method will allow managers to


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approach “situations in more than one way, which lets you develop alternative diagnoses and

strategies” (Bolman & Deal, 2013, p. 5).

Structural Frame

The structural frame puts leaders in a position where they clarify goals and define roles

and relationships necessary to accomplish what needs to be completed. Without these clearly

defined roles, “the result is confusion, frustration, and conflict” (Bolman & Deal, 2013, p. 325).

Problem

While roles may be clearly defined for the full time staff members, they are a bit more

ambiguous for interns with the organization. As outlined in the USL Operations manual, a

separate manual to guide interns and volunteers is required to help alleviate this possible

confusion:

The use of volunteers and interns is highly recommended. There are many people looking

to gain experience in sports and they are often willing to volunteer or intern for no cost.

Each team should assign one staff member to coordinate game day volunteers and

interns. The team should create a volunteer handbook/manual which outlines the

expected responsibilities and conduct of the volunteer/intern (“United Soccer

Leagues: 2014 Operations Manual,” 2014, p. 99).

There is a lack of defined roles for the interns and currently no intern manual is in existence for

the Hammerheads’ organization.


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Solution

Create a manual specifically for the interns/volunteers as expected through the United

Soccer League standards. Within this manual should be included (but not limited to):

• Purpose of Internship

• Roles and Responsibilities

• Policies and Procedures

• Student Affiliation Agreement

• Conflict Management

• Reference Documents

• Frequently Asked Questions

This solution should help to make clear the role each intern is expected to play within the

organization as well as touch upon crucial information to be able succeed in that role.

Problem

One issue facing the organization is the structural dilemma of “Gap versus Overlap.”

This is explained as when, “key responsibilities are not clearly assigned, important tasks fall

through the cracks. Conversely, roles and activities can overlap, creating conflict, wasted effort,

and unintended redundancy” (Bolman & Deal, 2013, p. 71). This dilemma can be seen in how

tasks are assigned to the interns. Currently, when asked to distribute marketing material no

guidelines are put into place. This leads to several interns going to the same locations in one day

(overlap) and other areas being completely neglected (gap).

Wilmington Hammerheads,

FC


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Solution

Creating a simple spreadsheet identifying locations to distribute marketing material

would help to lessen the “Gap versus

Overlap” dilemma. As seen in the example

below, the column on the left lists places of

business where marketing material should

be and the second column lists the address

of the adjacent business. The columns

following leave space for interns to fill out

the type of marketing material left, the amount, the date visited, and a company contact. The

colors represent different days of the week. For example, interns are required to visit the

businesses in teal on Tuesdays. This chart will be in the intern office, but also available online

for easy access on the go.

Interns will be responsible for filling out each column upon completion. This will also

help aid in accountability. To take it a step farther, managers may require interns to bring back

business cards from the establishments that allowed marketing material to be placed. This adds

another level of

accountability and helps to

build the organization’s

list of possible sponsors.

As stated by the General Manager, “We want to show people how solid of a system we

have in place. One of our biggest concerns is our connection with the community. Far too many

people don’t know we exist, and we’re the only professional team here” (Ellis, 2013). Having

Tuesday

Front Back

Sarah met Brad (owner) 10/10/14. He is interested in a possible trade agreement. Have Matt call.


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this as a priority for the team makes clear communication crucial to those marketing in the

community. Having an organized system for marketing will help to bring this goal to fruition.

Problem

The current hierarchal structure of the hammerheads organization is defined for full-time

staff members, but not as clear for the interns. Interns are not assigned to specific staff, so they

do not know who to report to which leads to a lack

of accountability. This can cause confusion,

misunderstandings, and wasted time.

Solution

With vertical coordination, higher levels coordinate

and control the work of subordinates

through authority, rules and

policies, and planning and

control system” (Bolman & Deal,

2013, p. 51). Using vertical

coordination will help aid in,

Intern

Intern

Intern

Intern

Intern

Intern Intern

Intern

Intern

Intern

General Manager

Intern

Intern Intern

Intern Intern

Intern Intern

Intern

Intern Intern


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“keeping actions aligned with goals and objectives” (Bolman & Deal, 2013, p. 51-2).

Human Resource Frame

The human resource frame views the organization as a family, “made up of individuals

with needs, feelings, prejudices, skills, and limitations” (Bolman & Deal, 2013, p. 16). A human

resource based leader believes that if the organization is accommodating to the needs and goals

of its employees, they will be loyal to the organization (Bolman & Deal, 2013, p. 327).

Problem

It is within this frame that we review the type of communication expressed between

management and interns. All too often the approach of feedback is a weakness-based style. With

this method negative feedback is the highlighted conversation, pointing out what was done

incorrectly and why improvements need to be made. Several studies show, “criticism often leads

to employee dissatisfaction, defensive reactions, a decreased desire to improve individual

performance, and less actual improvement” (Aguinis, Gottfredson, & Joo, 2012, p. 106).

Solution

Using strength-based feedback has proven to be much more beneficial to the individual

and organization as a whole, “enhancing individual well being and engagement… tends to

increase employees ‘desire to improve their productivity… increase perceptions of fairness and

motivation to improve job performance” (Aguinis et al., 2012, p. 107). Supportive

communication also helps to prevent and de-escalate conflict. Remembering to build up

employees versus breaking them down it crucial. A strength-based approach to feedback will


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help build their self-esteem, increased job satisfaction, improve productivity, and help to create

greater success in the end (Aguinis et al., 2012, p. 106-107).

Another way to show support as a manager is taking time for “recognitions and

celebrations” (Kouzes & Posner, 2006, p. 13). These can be formal or informal and work related

or not. Recognizing individual successes, birthdays, weddings, etc. is just another way to express

support. “Staff stress, burnout, alienation, and low moral appear to be chronic concerns within

agencies” (Hopkins & Hyde, 2002, p. 3). Using these solutions will aid in intern (and employee)

satisfaction, which in turn will help in productivity. With a more positive team of interns, more

will be accomplished and they will be a better representation of what the organization hopes to

stand for.

Problem

In any competitive environment, conflict is bound to arise. It is how one manages conflict

that determines the outcome. Within the Hammerheads’ organization, no standards of procedure

are available in terms of conflict. Without set guidelines established to handle conflict,

organization dissent will be the most probable outcome.

Solution

Create a conflict manual geared specifically for the

Wilmington Hammerheads, FC to help educate all

members on the standards of practice and expectations

within the organization in regards to conflict. This manual

should cover such topics as:


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• What is Conflict?

• Communication in Conflict

• Reacting to Conflict

• Organizational Dissent

• Mediation

• Emotion and Conflict

• Dispute System Design

Within the Operations Manual provided by the United Soccer Leagues each year, there is

a section titled, Reviews, Appeals, and Discipline (RAD). Here league regulations are in place for

very specific conflicts. This manual, however, does not cover the majority of conflicts that would

affect the front office staff on a day-to-day basis. Due to this lack of structure, an official dispute

system needs to be put into place. This is necessary so that management, staff, and interns know

the proper procedures to claim grievances with in the organization (Chambers, 2014a, p. 37).

This crucial final section of the conflict manual will help aid in the decrease of organizational

dissent and simultaneously improve productivity.

Political Frame

The political frame, “sees organizations as arenas, contests, or jungles” (Bolman & Deal,

2013, p.16). Within this frame the combination of limited resources and opposing interests is

bound to generate conflict (Bolman & Deal, 2013, p. 201).


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Problem

A constant struggle for positional power is evident between the interns currently with the

organization. A great example of this is on game days when walkie-talkies are distributed to staff

members and a few select interns. There is a certain power that goes along with being “chosen”

to communicate with the full time staff members throughout the day. This ability allows for a

power of information, where as interns not in constant communication, are the last to know

critical information (Bolman & Deal, 2013, p. 197). This struggle for power creates competition

and conflict between the interns. Within the political frame, neither of these is necessarily a bad

thing, but can be when it causes people to deviate from the tasks at hand (Bolman & Deal, 2013,

p. 201).

Solution

The easiest solution in this case, is to provide the entire staff and all interns with walkie-

talkies. That way there is no favoritism shown and it puts all of the interns on a level playing

field. In fact, this is sighted as a regulation per the USL Operation Manual, “Game day staff shall

wear team attire with home team logo and shall communicate by two-way radio” (“United

Soccer Leagues: 2014 Operations Manual,” 2014, p. 13). If lack of resources is the predominant

reason for not providing enough two-way radios, perhaps a compromise can be made where each

intern is allotted a certain amount of time with a radio during the day.

Symbolic Frame

The final frame, symbolic, has an “emphasis on culture, symbols, and spirit as keys to

organizational success” (Bolman & Deal, 2013, p. 16). The symbolic leader’s role is to be an


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inspiration. Rituals and ceremonies play a large role within the Hammerhead organization. For

example, the game day process is done the exact same way by the exact same people every

single time. Creating that norm of knowing what to do the second one shows up at the venue is

effective. No questions need to be asked and the tasks get accomplished quicker and quicker with

each week that follows. Some of the rituals created do a great job in bringing the organization

together, creating a sense of unity and exclusivity. These rituals or ceremonies usually revolve

around a team win or a staff success.

Problem

Being an intern is a difficult task, not in terms of the actual tasks needing to be

accomplished, but in the respect that their hearts and souls are being poured into an organization

that they will most likely not be a part of 6 to 12 months down the road. That being said it is

often hard for these temporary employees to buy in to the myths and rituals of the organization.

Solution

Creating intern-specific myths, rituals, and ceremonies will help to encourage interns to

actively participate in the organizational culture. Some possible examples:

• “Great Wall of Interns” – have a wall dedicated to great interns of the past. This is a fun

opportunity to show appreciation and inspire others. Various myths about each intern on

the wall can then be incorporated into the organization.


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• Create intern awards and acknowledge them at the beginning of the season. This way

interns can have fun competing for each award along the way. Ex: “Gold Scissors”

(interns with the best cutting skills either “free-style” or using paper-cutter).

• Take time to celebrate intern success and achievements with an end-of-the-year

ceremony. To make it a little more lighthearted, make it a contest. Have different events

where interns compete at skills they have acquired during their time interning. Ex: Have

each intern successfully print and laminate a double-sided flyer. The intern with the

fasted time wins.

These solutions help to create a culture in which interns are celebrated and encouraged to

succeed. It will allow them to be an active part in the rituals and myths of the organization. This

will create a sense of belonging; therefore, creating loyalty during, and long after their internship

ends.

Prospecting the Future

Making sure to plan for the future should be a huge priority to anyone in a management

position. Unfortunately, studies show on average that only 3% of a manager’s time is focused on

the future (Kouzes & Posner, 2006, p. 110). With this knowledge, successfully planning and

implementing future plans should theoretically keep you one step ahead of the competition.

By examining this case study using Bolman and

Deal’s “Four-Frame Approach,” many changes have been

suggested to increase intern productivity within the

organization. Using the solutions suggested is a great start


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towards a better relationship with future interns, which will be mutually beneficial. While people

might question the need for time and energy being put into free labor, take a moment to consider

the benefits of having capable interns:

• They give new perspectives on organizational issues – interns can help employers

get out of the “this is how we always do it” rut.

• Gain brand advocates – interns help to spread the word about the organization.

• Increase in productivity – interns can give you the extra set of hands needed when

short on manpower.

• Possible future employees – interns can quickly turn into full time employees,

without draining company resource for recruiting.

• Increase employee-retention rate – according to studies, roughly 40% of

companies who hire from within their intern program, experience a higher fiver-

year retention rate.

(“10 Benefits of Starting an Internship Program,” 2014, “5 Reasons You Should Hire an

Intern,” 2011).

This case study exists as a challenge to consider the benefits capable interns add to the

Hammerhead organization and to consider these benefits for the upcoming 2015 season and

beyond. By allowing the opportunity for interns so thrive, great success will come to the

organization. Implementing the expressed suggestions will undoubtedly aid in bringing success

both on and off the field.


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Bibliography

10 Benefits of Starting an Internship Program. (2014). Employer Resources. Retrieved October 14, 2014, from http://www.internships.com/employer/resources/setup/benefits

5 Reasons You Should Hire an Intern. (2011). Forbes. Retrieved October 14, 2014, from http://www.forbes.com/sites/yec/2011/12/06/5-reasons-you-should-hire-an-intern-and-3-reasons-you-shouldnt/

Aguinis, H., Gottfredson, R. K., & Joo, H. (2012). Delivering Effective Performance Feedback: The Strengths-Based Approach. Business Horizons, 55(2), 105–111. doi:10.1016/j.bushor.2011.10.004

Bolman, L. G., & Deal, T. E. (2013). Reframing Organizations Artistry, Choice, & Leadership (Fifth., pp. 1–440). San Francisco, CA: Jossey-Bass.

Chambers, S. (2014a). A Conflict Management Manual for the Wilmington Hammerheads, FC.

Chambers, S. (2014b). Final Abstract: Reframing Wilmington Hammerheads, FC.

Ellis, C. (2013). Hammerheads Field Front Office Goals. WilmingtonBiz. Retrieved October 12, 2014, from http://www.wilmingtonbiz.com/more_news/2013/12/06/hammerheads_field_front_office_goals/6742

Hopkins, K. M., & Hyde, C. (2002). The Human Service Managerial Dilemma: New Expectations, Chronic Challenges and Old Solutions. Administration in Social Work, 26(3), 1–16.

Jenkins, S. (2014). Team Profile: Wilmington Hammerheads FC. Reckless Challenege. Retrieved October 12, 2014, from http://www.recklesschallenge.net/team-profile-wilmington-hammerheads-fc/

Kouzes, J., & Posner, B. (2006). The Leadership Challenge (4th ed., pp. 103–129). Jossey-Bass. Retrieved from http://books.google.com/books?hl=en&lr=&id=kHt_CeUoVZQC&oi=fnd&pg=PR13&dq=The+Leadership+Challenge&ots=RTn7gnu0e9&sig=MI-fPhqfrDmXxpyZ4HSp5ShHgV8

Short, S. (2012). United Soccer Leagues Franchise Information.

United Soccer Leagues: 2014 Operations Manual. (2014).


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Appendix

LEAGUE REGULATIONS & STANDARDS 500 Game Day Staff Rule 501 Game Day Staff Game day staffing

requirements and recommendations shall depend on the duties of the stadium staff pursuant to the stadium lease. Each home team shall have a written arrangement with their stadium outlining both the team’s and the stadium’s responsibility, and which entity is ultimately responsible for in-game equipment repair (goals), implementation of emergency medical and evacuation procedures, spectator misconduct, and contraband items including pirated merchandise, knives, firearms, alcohol, etc. In addition to the stadium’s staff, each home team shall have the game day personnel listed below. Game day staff may be volunteer or part-time employees. All game day staff shall arrive at the stadium at least one and one-half (1 1⁄2) hours before the gates open. Game day staff shall wear team attire with home team logo and shall communicate by two-way radio. REQUIRED - Director of Operations

- Visiting Team Liaison - Director of Media Relations - Referee Liaison - Ticket Manager/Sellers/Takers - Certified athletic trainer (on site) - Game day security (preferably off-duty law enforcement personnel, minimum 4) - Ball Supervisor & Retrievers (at least six; 11 years of age or older) - Public Address Announcer - Scorekeeper/Statistician/Spotter - Physician (on site) - Ambulance (on site)

RECOMMENDED - Timekeeper - Hospitality - Novelty Manager - Press Box Supervisor / Runners

Rule 502 Director of Operations (FINE 502 - $250) The home team’s Director of Operations shall have overall responsibility for the day of game operations. The Director of Operations must be available by cellular phone to the visiting team and USL on game days. The Director of Operations shall be responsible for all the organization and supervision of the field and bench, and activities occurring thereon. Their responsibilities shall include: - Providing the required lining and proper placement of equipment for the playing field

including benches, goals, corner flags, game balls, sideline product, beverages, and additional team needs

- Supervising set-up and take down of sponsor field signage and signage positions - Supervising pre-game and halftime ceremonies to assure the game starts and resumes at the

designated times - Supervising security forces, ball boys/girls, runners, and communications with the press box - Providing game officials with any assistance needed before, during, or after the game.

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