I have a 'do it myself or leave it for the team' dillema for some sort of tasks.
Let me introduce an example, to be clear what I mean: there is a team, which uses jira* as a task container. Every sprint tasks are created in this tool.
After technical planning meeting, where team divides stories into tasks, there are plenty (15 or so) of them to create. Sometimes there is nothing to describe within them, but there are also more complicated, which require some additional technical information.
The other example are admin tasks. In most cases they have to be done for the sake of new features hence are created by dev teams. Admins are outside of dev teams and it is one of their duties, to resolve tasks that concern infrastructure. Sometimes admin tasks are known before sprint is started, sometimes they appear during a sprint. In each case they need to be well described, to make sure that responsible admin will know what to do.
There could be many similar tasks to the ones mentioned above. My intention is to find a pattern (as I believe that there is no the only solution) when they should be created and described (not performed) by Scrum Master and when by the team.
So, I'm wondering what administrative tasks should I as Scrum Master do for the team and what are rules should I follow in this regard? My own purpose is to minimize team dependency (ie Scrum Master is not in the office on planning day, and the sprint is dead on start).
* Jira is a must, because it's a part of larger tool, which automatically delivers code on test environment.