Proving Grounds Why Junior Hockey Needs Promotion and Relegation

In the world of junior hockey, development is everything. Players, coaches, and organizations alike are expected to grow, adapt, and prove their worth in a competitive environment. Yet, the current structure of junior leagues in North America — particularly the North American Hockey League (NAHL) and its Tier III counterpart, the NA3HL — lacks one critical mechanism that could elevate the sport’s integrity and sustainability: promotion and relegation.

Imagine a system where every team must earn its place in the top tier, not just through financial backing or expansion approval, but through performance on and off the ice. Such a model would not only reward excellence but also protect the integrity of the league from instability — a lesson painfully illustrated by the Minnesota Mallards’ 2024–25 season.

The Minnesota Mallards were introduced as an NAHL expansion team in 2024, joining the Central Division with high hopes and a fresh brand. But what followed was nothing short of a disaster. The team finished dead last in the division with a record of 10-45-2-2, earning just 24 points in 57 games. Their goal differential was abysmal, and their roster turnover reflected a lack of cohesion and direction.

Perhaps most telling was the carousel behind the bench. The Mallards cycled through four head coaches in a single season — a staggering number that speaks to organizational instability and a lack of long-term planning. By the end of the season, the team had become a cautionary tale rather than a competitive force.

Now under the leadership of Westin Michaud, a figure who previously led the Austin Ice Bats in the NA3HL to their best season ever, the Mallards are hoping for a reset. But the question remains: Should they have been in the NAHL to begin with?

A promotion and relegation system ensures that teams earn their place in higher tiers through performance, not paperwork. In the current model, expansion teams can leap into Tier II (NAHL) without proving they can compete at the Tier III (NA3HL) level. This opens the door to underprepared organizations, which can damage the league’s reputation and player development pipeline.

Had the Mallards been required to prove sustainability and competitiveness in the NA3HL, they might have avoided the pitfalls of premature elevation. A strong season in Tier III would have demonstrated readiness — not just in talent, but in management, coaching, and community engagement.

Relegation introduces accountability. Teams that underperform face the possibility of being demoted, which incentivizes better management, coaching, and player development. It also discourages complacency and forces organizations to maintain high standards year-round.

For junior hockey, where development is paramount, this system would ensure that only the most capable teams remain in the top tier — creating a more competitive and rewarding environment for players.

The NA3HL has proven to be a fertile ground for sustainable growth. With 38 teams across six divisions, the league emphasizes regional travel efficiency, local rivalries, and community-based operations

Many NAHL teams already own or affiliate with NA3HL clubs, creating a natural pipeline for talent and organizational development.

By requiring new teams to start in the NA3HL, the league can better assess long-term viability. Teams that demonstrate consistent performance, financial stability, and community support can then be promoted — reducing the risk of mid-season collapses or coaching chaos.

Junior hockey is about preparing athletes for collegiate and professional careers. A promotion and relegation system would ensure that players are competing in environments that match their skill level. Talented players on relegated teams could still be scouted and advanced individually, while the team works to rebuild.

This model mirrors successful systems in European soccer and other international hockey leagues, where development and competition go hand-in-hand.

Implementing promotion and relegation in junior hockey would require structural changes, but the foundation already exists:

Tier III (NA3HL) becomes the proving ground for new organizations.

Tier II (NAHL) remains the elite development league, reserved for teams that meet performance and operational benchmarks.

Annual evaluations determine promotions and relegations based on standings, financial health, coaching stability, and player advancement metrics.

This system could be piloted regionally, with divisions aligned geographically to minimize travel and maximize local engagement. Over time, it could evolve into a national model that strengthens the entire junior hockey ecosystem.

Some argue that relegation could hurt struggling teams financially or discourage investment. But the opposite may be true. A clear path to advancement — based on merit — could attract serious investors and passionate hockey communities eager to prove themselves.

Moreover, relegation doesn’t mean failure. It means opportunity for recalibration. Teams like the Mallards could benefit from a season in the NA3HL, where they can rebuild, stabilize, and prepare for a return to Tier II competition.

The Minnesota Mallards’ inaugural NAHL season was a cautionary tale. Four head coaches, last-place finish, and a revolving door of players — all signs of a team that wasn’t ready for the big stage. But under a promotion and relegation system, they would have had the chance to prove they belong before making the jump.

Junior hockey is about development, integrity, and opportunity. A merit-based system would elevate the sport, protect its players, and ensure that every team — new or old — earns its place through performance, not promises.

It’s time for junior hockey to embrace the challenge. Let every team prove they belong — on the ice, in the locker room, and in the community.