CHANGE THE GAME STRATEGY 2021 2024 - Hockey Ireland
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STRATEGY 2021 – 2024 CHANGE THE GAME
2 CREDIT: EHF
3
HOCKEY IRELAND
INTRODUCTION
Hockey Ireland is the National Governing Hockey is an inclusive, gender balanced, skilful
Body for the sport of hockey on the island and progressive Olympic sport. It has a rich history
of Ireland, and is officially recognised as such internationally and in Ireland, with the Men’s Irish
by Sport Ireland (SI), Sport Northern Ireland Senior Cup holding the title of the oldest men’s hockey
(SNI), European Hockey Federation (EHF), competition in the world, beginning in 1893. Annual
International Hockey Federation (FIH), rule and competition format changes are the norm,
Olympic Federation of Ireland (OFI) and constantly improving the player and spectator
The Federation of Irish Sport (FIS). experience, and increasing the commercial potential
of the sport. It is an exciting time for hockey in Ireland,
Hockey Ireland has four affiliated branches that govern and this strategy outlines Hockey Ireland’s roadmap for
the sport at provincial level. Hockey is a proud and vibrant building on progress and ‘changing the game’ over the
all-island sport enjoyed by players across a long lifecycle, next four years.
ranging from beginners under 6 years of age, to over 80s
competing at masters’ competitions. Hockey is going
through unprecedented growth at grassroots, with new
clubs forming and over 32,000 members across the
island of Ireland. This demonstrates the profound impact
and importance of the qualification, success and media
coverage of our Senior Men’s and Women’s teams at
Olympic Games and World Cups over the last four years.
Irish coaches, umpires and officials have been awarded
high profile international appointments, matching our
playing success, and representing our Irish hockey
community with excellence around the world. Domestic
competition includes provincial and national leagues,
cups and events for third level (17), schools (280), and
clubs (154). This supports and underpins international
preparation and competition at junior age group (JAG),
indoor, para hockey, senior and masters level.
4
WHERE ARE WE NOW?
2015 - 2020
MEMBERSHIP PERFORMANCE SOCIAL REACH
154
2020 WORLD RANKINGS
#8 #13
440K WORLD CUP
TV VIEWS
CLUBS NATIONWIDE 379K OLYMPIC
QUALIFIERS
WOMEN’S SENIOR MEN’S SENIOR
2015 &
2016 FIH 2.7 MILLION
32,000
ACTIVE MEMBERS
GOALKEEPER
OF THE YEAR
SOCIAL IMPRESSIONS
RECORD
NOMINATIONS 2017 & 2018
MENS EUROPEAN CROWD
BRONZE 2015 6,137 PEOPLE
280
2
SENIOR 03/11/2019 ENERGIA PARK
WOMEN DONNYBROOK
WIN SILVER
SCHOOLS MEDAL AT
WORLD CUP 2018
17
THIRD LEVEL
INSTITUTIONS COACHING
EHF CLUBS OF QUALIFIED TEAMS
THE YEAR 2019: RIO 2016 TOKYO 2021
2015 FIH
MEN WOMEN COACH OF
BALLYMONEY HC THE YEAR
& LORETO HC
RTE TEAM &
6
PARAHOCKEY MANAGER OF
TEAMS THE YEAR 2018
2,526
COACHES
EDUCATED
306
SHIRLEY
MCCAY
MOST CAPPED
IRISH FEMALE
INTERNATIONAL UMPIRING
OF ANY SPORT
13 MASTERS
TEAMS
O50 WOMEN
188
SYNTHETIC
WORLD CUP
WINNERS 78
PITCHES 2018 EHF/FIH UMPIRE
APPOINTMENTS
5
STRATEGIC
CONTEXT
Over the past five years, hockey has been finances, governance and structures, high performance,
incredibly successful on the international stage. participation and communications. This comprehensive
The Senior Men’s Team won a bronze medal process has included consultation with stakeholders
at the 2015 European Championships and and relevant outside agencies, and research into
competed at the Rio Olympic Games in 2016. hockey and other sports and organisations, nationally
The Senior Women’s Team won a silver medal and internationally. It is now time to focus on building
at the 2018 World Cup, the highest finish of the foundations that will support further growth and
any Irish team, in any sport, at a World Cup. success. It is time to address the inefficiencies in our
They will also compete at the Tokyo Olympic sport, build high quality, trusting relationships with all our
Games 2021. stakeholders, and take balanced action around current
and future priorities and opportunities.
This unparalleled success has emanated from a
long-standing professional approach to training and The Covid 19 global pandemic has brought some
competition, in spite of amateur level resources. Hockey key lessons into acute focus which can inform how we
as a sport has maximised its human and financial capital, move forward together as a sport: the necessity to work
outperformed ranking and expectation, and becoming a together to achieve great things, the power of strong
source of national sporting pride. national leadership, clear and sincere communication,
and dynamic, decisive action. It has shown us the value
This has led to an increase in expectation from our of social connection, mental and physical wellbeing, and
hockey community and stakeholders in our national the role one person can play in the implementation of
team performances on the pitch, and of our off-pitch a national strategy. In times of challenge, it is clear that
performance as a National Governing Body. Hockey has sport and community play a vital role in sustaining and
enjoyed a fantastic and deserved period of success, but renewing life on our island. Hockey is rich with capable,
the spotlight has revealed two things. Firstly, as a sport passionate and devoted people, and with strong
and a community, we are ambitious for more success on leadership, and a community stepping together, the
the international stage. Secondly, our organisation and implementation of this strategy will ‘Change the Game.’
structures are no longer fit for purpose. Our membership
numbers and public profile have grown exponentially,
and we must now evolve, expand and professionalise as
a National Governing Body, to ensure all our members
have the opportunity to participate, progress, excel and
be proud of our game.
The strategic priorities outlined in this document have
come from an in-depth and realistic assessment of
where Hockey Ireland is now with regard to club support,
6
VISION,
PURPOSE
& VALUES
VISION
Hockey, one of the ‘big 4’
PURPOSE
To lead the growth and success of hockey in Ireland
VALUES
PEOPLE LEADERSHIP AMBITION ACCESSIBILITY COMMUNICATION ENJOYMENT
Our people are our Advancing Striving for high A sport for all, Expressing A passion for the
greatest resource. our sport. performance on for all of life. ambition and game, on and off
and off the pitch. celebrating and the pitch.
Our volunteers, Delivering progress by People can participate connecting our
players, coaches, taking decisions and Looking for in, and enjoy hockey hockey community. Cultivating fun,
umpires, officials, actions that exemplify opportunities rather equally regardless of engagement and a
administrators, staff, professionalism, than seeing limits. age, ability, location, Engaging, informing, love for the game.
board and committee ambition, integrity, and Taking committed, race, gender, religion representing and
members are at the proactivity. effective action to and sexual orientation, promoting hockey
heart of delivering the reach lofty goals. served by a National in a positive
hockey experience, Governing Body and timely manner, to
and determining the that is available to its build trust, support,
success of our sport membership. credibility and
locally, nationally recognition for
and internationally. what we are doing.
7
STRATEGIC
FOCUS AREAS
STRATEGIC GOALS OBJECTIVES
SECURE Develop a financially secure and commercially focused
THE FUTURE organisation that maximises public funding, sponsorship
and revenue generating opportunities.
GROW THE Provide leadership in education and member services
HOCKEY COMMUNITY to drive growth in coaching, umpiring, infrastructure,
clubs and participation.
WIN ON THE Maximise the potential of our high performance people
WORLD STAGE and teams to put Ireland in a position to medal at all
tournaments.
LEAD Lead with energy and integrity, operating to high
OUR SPORT standards in all areas to improve and advance our sport.
ENGAGE POSITIVELY Communicate with professionalism and passion to
WITH STAKEHOLDERS build positive relationships, and represent hockey with
excellence
BUILD THE Establish the Hockey Ireland brand to become a
HOCKEY IRELAND BRAND nationally respected sports brand.
CREDIT: EUROPEAN
HOCKEY FEDERATION
8
GROWING HOCKEY:
ROLES OF HOCKEY IRELAND
AND HOCKEY COMMUNITY
ROLE OF ROLE OF
HOCKEY IRELAND PROVINCIAL BRANCHES
• Providing sport leadership and strategic direction • Providing player, coach, official and administrator
development opportunities
• Providing a framework and pathways from
beginner to international levels for players, • Delivering quality competitions that meet
coaches, umpires, officials and administrators participant needs
• Managing and resourcing our national teams’ • Supporting the delivery of schools competitions
participation in world level events
• Developing strategic plans that support long term
• Managing the national competition and sustainability
events programme
• Sourcing grant funding and sponsorship to support
• Managing key stakeholder relationships game development and talent development
programmes
• Representing hockey’s interests nationally
• Partnering with councils and LSPs to promote
• Increasing the profile of the sport through hockey
communication and brand strategies
• Managing regional talent development
• Providing a framework for social hockey, programmes
affiliate participation and club development
• Supporting and aligning with Hockey Ireland
• Hosting national and international events initiatives and programmes
• Building an organisation with expertise to
assist the development of hockey island-wide
ROLE OF CLUBS ROLE OF SCHOOLS
• Recruiting and developing players, coaches, • Recruiting and developing players, coaches,
officials and administrators umpires and supporters
• Promoting and delivering hockey as an exciting, • Positioning your most engaging and capable
inclusive, lifelong sport coaches with beginners
• Building relationships with local schools, media • Promoting and delivering hockey as a fun and
and communities exciting sport
• Providing a player pathway for all ages and abilities • Building relationships with local clubs, media and
communities
• Developing strategic plans to support long-term
sustainability • Providing a player pathway for all ages and abilities
• Supporting teams to enter local competition • Developing strategic plans to support long-term
growth
• Facilitating social hockey where possible
• Supporting teams to enter local competitions
• Promoting healthy social interaction, fun and
friendship • Facilitating social hockey, indoor or outdoor
• Sourcing local grant funding for club development • Promoting healthy social interaction, fun and
friendship
• Supporting various Hockey Ireland initiatives to
progress our sport • Sourcing local grant funding for facility and
equipment development
• Supporting various Hockey Ireland initiatives to
progress our sport
9 GLOSSARY ADO Anti-Doping Officer CA Competitions Administrator CDM Coach Development Manager CDO Coach Development Officer CEO Chief Executive Officer CM Commercial Manager Comm Comm Communications Committee Comp Comm Competitions Committee CVM Club & Volunteer Manager EM Events Manager FIM Finance Manager FM Facilities Manager HP Comm High Performance Committee HPD High Performance Director HRM Human Resource Manager IHUA Irish Hockey Umpire Association JPM JAG Pathway Manager MCM Marketing and Communications Manager MCO Marketing and Communications Officer MM Membership Manager NCO National Children’s Officer PPO Participation Officer PUAs Provincial Umpire Associations UDM Umpire Development Manager U Reps Umpiring Representatives
10
GOAL 1: SECURING THE FUTURE
We will develop a financially secure and commercially focused organisation that maximises
public funding, sponsorship and revenue generating opportunities.
KEY ACTIONS DELIVERY GOALS RESPONSIBILITY TIMELINE
Develop a • Implement a new individual membership scheme • CEO/MM • Q4 2021
sustainable, to ensure members are paying efficiently for
participation in hockey, and the organisation can
longterm support new growth with sustainable annual income
funding
structure • Establish a Hockey Trust where corporate and private • CEO • Q3 2021
benefactors can donate to support the hockey
for the
performance pathway and strategic club projects
organisation
Maximise • Commercialise hockey to generate significantly • CEO/Board • Q3 2021/
revenue more revenue and maximise the value of the Ongoing
Hockey Ireland brand
generating
opportunities
• Through growing the sport gain increased funding • CEO/CVM/FM/ • Annual/
from Sport Ireland and Sport Northern Ireland, while HPD/PPO Ongoing
accessing new public funding sources from a range
of government departments (north and south) tied
to the National Sports Policy, National Physical
Development Plan, Cross Border initiatives, Sports
Capital Grants, Local Sports Partnerships, Sport
Ireland Strategic Plan, European Union, Youth Field
Sports, The Reconciliation Fund, Olympic Federation
of Ireland discretionary funding and Sports Inclusion
Grants, Large Scale Sport Infrastructure Fund.
Manage our • Take decisions and actions that support targeted • CEO/Board • Ongoing
finances building of our reserves towards 6 months of
operating expenses
prudently
• Maintain and implement robust financial processes, • FIM/Finance • Ongoing
practices and technologies Committee
• Examine costs to ensure we are getting value for • FIM, HRM • Ongoing
money in all areas
• Use our financial resources in an efficient fashion • CEO • Ongoing11
GOAL 2: GROWING THE HOCKEY COMMUNITY
We will provide leadership in education and member services to drive growth in coaching, umpiring,
infrastructure, clubs and participation.
CLUB & VOLUNTEER SUPPORT
KEY ACTIONS DELIVERY GOALS RESPONSIBILITY TIMELINE
Provide value • Provide online membership and subscription • MM • Q4 2021
and service to management software
members and • Provide personal accident insurance for all members • MM • Q1 2022
clubs
• Provide comprehensive online resources and monthly • CVM • Q3 2021/
webinars and workshops to support key volunteer and Ongoing
club challenges
• Attract partners who will provide membership discounts • CM • Q2 2022/
Ongoing
• Coordinate an annual club fundraiser • CVM • Q3 2022
• Create member-only, segment specific, exclusive content • MCM • Q4 2021/
Ongoing
• Review competitive structures and fixture programming • CEO/Board • Q1 2022/
at all levels Ongoing
Facilitate • Coordinate a ‘Club Hub’ support programme where • CVM • Q4 2021/
formal clubs can access assistance with grant applications, PR, Annual
governance/operations, new section development and
knowledge club strategic planning
sharing
Develop • Establish regional volunteer panels to provide formal • CVM/ • Q2 2022
volunteers and opportunities to develop, support key events/initiatives, Provinces
and contribute to hockey in Ireland
young people
• Develop young leaders to invigorate and contribute to • CVM/ • Q3 2021/
our sport Provinces Ongoing
• Establish an annual conference for administrators • CVM • Q3 202212
PARTICIPATION
KEY ACTIONS DELIVERY GOALS RESPONSIBILITY TIMELINE
Create new • Establish and grow social ‘quick hockey’ across the 4 • PPOs/Clubs • Q3 2021/
and different Branches Ongoing
participation • Run regional World Cup and Olympic blitz events for • PPOs/Provinces • Q1 2022
opportunities primary schools to encourage participation and sell Quarterly/
hockey as a fun and exciting sport Ongoing
• Establish school age mixed social hockey leagues to • Comp Comm/ • Q3 2022
improve retention Provinces
• Create hockey 7s summer festival events to encourage • PPOs/Clubs • Q3 2022/
re-engagement, old teams reconnecting, and a new Annual
hockey playing experience
Facilitate • Encourage hockey as a lifelong, inclusive, family sport • MM/CEO • Q4 2021/
hockey for all by facilitating opportunities and formalizing affiliate Ongoing
support for para, LGBT, indoor, schools, third level
education and masters participation
• Inclusion - establish coaching programmes for • CDO • Q1 2022
Parahockey ID
• Keep a club locator with waiting list visibility on our • MM/MCO/ • Q4 2021/
website to ensure available beginners hockey places are Clubs Ongoing
accessible
Provide • Develop targeted participation and communication • MCM/PPOs • Q2 2021/
targeted plans to specifically grow boys hockey, hockey in areas Annual
it does not yet exist, and places where interest in hockey
support to is highest
key people,
groupings and • Support the development of clubs, schools, coaches, • CDM/UDM/ • Ongoing
umpires, officials, volunteers and infrastructure, CVM/MM/
entities
understanding they enable new growth PPO/FM
• Women in Sport - establish and develop programmes • CDM/UDM/ • Ongoing
to increase the number of female coaches coaching CVM/MM/
at performance levels (EYHL/Interprovincial/JAG) PPO/FM
understanding they enable new growth
Promote to • Implement a communications strategy that celebrates • MCM/Comm • Q4 2021/
recruit and all aspects of hockey and promotes our sport through Comm Annual
digital, national media and broadcast channels
retain
• Advance hockey’s agenda by advocating for youths • MCM/HP • Q1 2022/
to generalise rather than specialise in a sport, and use Players Annual
senior athletes’ sporting history to tell compelling
stories13
UMPIRING AND OFFICIALS
KEY ACTIONS DELIVERY GOALS RESPONSIBILITY TIMELINE
Develop and • Independent facilitation of collaborative workshops • CEO/Board • Q4 2021
between all key stakeholders
implement a
new umpiring • Update the umpiring pathway and panels to support the • UDM/IHUA/ • Q2 2022
strategy development of new and existing umpires Provinces/PUAs
with key
stakeholders • Identify staff and board member with responsibility for • CEO/Board • Q3 2021
to support the progressing umpiring
development
• Clarify the roles, responsibilities and connections • CEO/Board/ • Q2 2022
of umpiring between all stakeholders in the development of umpiring IHUA/
from grassroots regionally and nationally Provinces/PUAs
to high
performance
Lead a culture • Use core principles of education and development, • CEO/Board/ • Q3 2021/
communications, good governance, integrated operations IHUA/ Ongoing
change in and finance, and strong, positive working relationships to Provinces/PUAs
conjunction redefine how stakeholders collaborate
with our key
• Introduce online rules test for all senior players • UDM • Q1 2021
umpiring
stakeholders • Develop a marketing and communications strategy to • MCM/CComm/ • Q1 2022
- celebrate and publicise the achievements and U reps
appointments of our Irish umpires
- attract players to take up umpiring
- educate the hockey community on commonly
misinterpreted rules
• Review and refine governance, finance and operations of • CEO/Board • Q2 2022
umpiring in Ireland
• Establish clear roles and strong, positive working • CEO/Board/ • 2021/
relationships with all bodies responsible for delivery and UDM Ongoing
development of umpiring in Ireland
• Develop and pilot a coach/captain match feedback • UDM/U reps • Q2 2023
framework to support positive engagement and game
development
Recruit, • Identify elite and experienced umpires and officials • UDM/IHUA/U reps • Q1 2022/
coming to, or at the end of their career, and recruit them Ongoing
develop and into development and support roles
retain umpires
and officials • Develop a Hockey Ireland database of active umpires and • UDM/MM/CA • Q3 2021
officials
• Provide aligned education opportunities to support the • UDM/Provinces/ • Q3 2022/
development of new and existing officials, to include PUAs/IHUA Ongoing
Young Hockey Leaders, Women in Umpiring, regional and
national workshops and courses
• Establish a panel of umpire and official developers • UDM/U reps • Annual/
sufficient to meet and sustain the goals of the Ongoing
organization14 14
COACHING
KEY ACTIONS DELIVERY GOALS RESPONSIBILITY TIMELINE
Update the • Review and update Fundamentals and Level 1 • CD0 • Q3 2021
coaching
• Review and update Level 2 •C • Q4 2021
pathway to
support the • Deliver Level 3 biannually • CDOM • Ongoing
development
• Engage with teacher training colleges and provide • CDO • Q2 2021/
of new and a ‘coaching hockey’ module Ongoing
existing
coaches • The Coach Education Committee membership to be • CEC Chair • Q2 2021
reviewed to consider to include coaching representatives
from each pathway stage, academia, women in coaching,
independents (non-hockey), international input (non-
Irish perspective)
Deliver a • Develop coaching resources to support Hooked for Life • CDM/CDO/HP • Q3 2021
comprehensive (Long Term Player Development) implementation Coaches
and cutting- • Establish a High Performance Coach Development • CEC Chair/HPD • Q3 2022
edge suite Programme to advance our JAG and senior international
of coach coaches
development • Deliver regular CPD webinars • CDM • Q2 2021/
programmes, Ongoing
resources and • Establish a community of practice for youth coaches • CDO • Q2 2022
CPD modules
to support the • Hooked for Life - to create Hooked for Life ambassadors • CDO • Q1 2022
growth of all for every club and implement competition formats in
every province. All of the development and coaching
our coaches strategies should be reflecting the Hooked for Life model
Quality • Develop a licensing model to include annual CPD • CDM • Q3 2023
assure our requirements
coaches and • Develop a Hockey Ireland database of active coaches • CA • Q3 2021
improve player
development • Establish a panel of coach developers sufficient to meet • CDM • Annual/
and sustain the coaching goals of the organisation Ongoing
standards in
the future • Ensure all coaches are current with safeguarding and • NCO • Ongoing
vetting requirements15 15
INFRASTRUCTURE
KEY ACTIONS DELIVERY GOALS RESPONSIBILITY TIMELINE
Implement • Advocate and activate for hockey, as needed, at a • CEO/FM/ • Ongoing
national and local level to support grant applications and Provinces
a facilities allocations, and advance the agenda of our sport
strategy to
develop, • Cultivate strategic and community partnerships with • FM/HPM • Ongoing
councils, LSPs and 3rd level institutions to increase the
improve and hockey footprint in Ireland
protect our
hockey pitches • Support clubs with Capital Grant applications and • FM • Q4
local council, school or multi-sport centre partnership 2020/
nationally guidelines Ongoing
• Audit and maintain a record of hockey facilities island- • FM/Provinces • Annual
wide, identifying and acting on opportunities and threats
to hockey
Develop • Develop the Sport Ireland hockey facility to be fit for • HPD/FM • Ongoing
purpose for our High Performance teams
key ‘home
of hockey’ • Engage with Sport Ireland, to develop fit for purpose • CEO • Q2 2021
infrastructure Hockey Ireland offices
projects
Invest in • Invest in technology that connect our community and • HRM • Ongoing
allow us to service and reach members efficiently and
technology and effectively to include:
systems
- All-island competition management
and membership system
- Best-in-class communications technology
- Fit for purpose accounting software16
GOAL 3: WINNING ON THE WORLD STAGE
We will maximise the potential of our high performance people and teams to put Ireland
in a position to win medals at all tournaments.
KEY ACTIONS DELIVERY GOALS RESPONSIBILITY TIMELINE
Build our HP • Develop a performance culture within Hockey Ireland • HPD • Ongoing
system culture that pervades all teams and is lived by everyone
involved in high performance in Hockey Ireland
and identity
• Take a ‘whole person’ approach to maximise the • All HP staff • Ongoing
performance potential of all athletes and teams
• Capture lessons from past successes and failures to • HPD/Snr • Q4 2021/
inform processes, programmes and performances of Coaches Ongoing
the future
• Acknowledge what makes Irish people and teams • HPD/Snr • Q1 2022
unique, and foster this as core to how we compete on Players/
the international stage Stakeholders
Invest in • Attract, develop and retain world class people • Board/CEO/HPD • Ongoing
people and • Establish a High Performance Coach Development • CC Chair/HPD • Q3 2022/
national Programme to advance our JAG and senior Annual
programmes international coaches
• Identify and develop managers who can operate in • HP Comm/HPD • Q3 2022/
elite environments and support our international high Annual
performance teams
• Develop a HP personnel welfare policy • HP Comm/HPD • Q1 2022
• Invest proportionately in current and future high • Board/CEO/HPD • Ongoing/
performance athletes and coaches Annual
• Deliver sustainable and effective national programmes • HPD/CEO • Ongoing/
Annual
• Establish a strong base of world class athletes • HPD/Snr Coaches • Q3 2024
• Expose coaches and athletes to high quality • HPD/Snr Coaches • Ongoing/
competition Annual
• Specialist coaching - establish masterclass courses for • HPD/Snr Coaches • Ongoing/
goalkeeping; penalty corner coaching etc competition Annual
Lead on talent • Establish uniform regional, island-wide talent • HP Comm/ • Q2 2022
development development pathways that are aligned to the HPD/HPM/
national structures, and provide continuity from Provinces
structures and participation to performance
curriculum
• Implement Hooked For Life across our extended • JPM • Q1 2022
performance community to ensure alignment, shared
understanding and a unified approach to talent
development17
18
GOAL 4: LEADING OUR SPORT
We will lead with energy and integrity, operating to high standards in all areas to improve
and advance our sport.
KEY ACTIONS DELIVERY GOALS RESPONSIBILITY TIMELINE
Provide • Conduct an audit of the national operating, • CEO • Q2 2022/
national financial and governance model and implement Q3 2023
recommendations Implementation
leadership on
key structures, • Work with stakeholders to develop one aligned, • Disciplinary • Q2 2023
models, robust and uniform national disciplinary process Committee/CEO
processes and • Review competitive structures and fixture • Board/Provinces • 2021
pathways programming at all levels to maximise the playing
experience, commercial potential of hockey, and
to support player retention
• Update our coaching, umpiring and talent • Coaching/ • 2022
development pathways Umpiring/HP
Committees
Govern with • Continue to operate to best practice standards • CEO/Chair • Ongoing
excellence as set out in the Governance Code adopted by
the board
• Review and refine board and subcommittee • Board/CEO • Q1 Annually
processes annually
• Induct new board and subcommittee members • CEO • Q3 Annually
• Oversee strategic implementation to ensure there • Board • Ongoing/
is timely and impactful progress in our sport, and Quarterly
we are building the foundations for tomorrow’s
success today
• Develop appropriate board subcommittees • Board/CEO • Q4 2021
to deliver the objectives of the Strategic Plan
• Develop a succession planning model to ensure • Board • Q1 2021
continuity in Board expertise
• Implement an annual workplan approach • CEO/Chair • Q2 Annually
• Continually review and implement best practice • NCO/ADO • Ongoing/Annual
and compliance in safeguarding, child welfare
and protection, and anti-doping.19
KEY ACTIONS DELIVERY GOALS RESPONSIBILITY TIMELINE
Raise the • Develop a healthy, enterprising and vibrant culture in • CEO • Ongoing
performance Hockey Ireland
of our • Clarify and delineate strategic and operational roles • CEO/Chair/ • Q2 2022
organisation and responsibilities, levels of decision making, and Independent
flow of information Governance
Expert
• Restructure the organization and revise roles to • CEO/HR Board • Q3 2021
ensure strategic goals are met Director
• Work preemptively and proactively by developing • CEO/HRM • Q3 2021/
annual and integrated calendars for board and Q2 Annually
subcommittee meetings, training and competition,
education, member services and communications
• Invest in organizational development to ensure • CEO/HRM • Annual/
activities are carried out to the highest of standards Ongoing
• Engage, develop and retain highly capable people to • Board/CEO • Ongoing
advance hockey on the island of Ireland
• Introduce an organizational scorecard • Board/CEO • Q3 2021
Build trust and • Focus on providing value to our members • All staff • Ongoing
credibility • Publish half-yearly public progress updates to keep • CEO/Board • June/Dec
the membership and general public informed of Annually
what we are doing, how we are doing it, and increase
confidence in the work of Hockey Ireland in the
public eye
• Publish annual calendars in mid June in advance • CEO/MCM • Q2 Annually
of the upcoming season to allow the hockey
community to plan ahead
• Address the inefficiencies in our sport and tackle • Board • 2020-23
systemic issues which are preventing progress
• Become data driven and member-centric to enable • Board/CEO/MM/ • Q3 2021/
Hockey Ireland to be a relevant, responsive and CM/MCM Ongoing
representative National Governing Body.
• Deliver on our strategic goals • Board/CEO • Per Roadmap
• Take decisions and actions in a timely and • Board/CEO • Monthly/
transparent fashion Ongoing
• Communicate to members often, with excellence • CEO/MCM • Monthly
• Represent our sport positively • CEO/Board/All • Ongoing20
GOAL 5: ENGAGING POSITIVELY WITH STAKEHOLDERS
Communicating with professionalism and passion to build positive relationships,
and represent hockey with excellence.
KEY ACTIONS DELIVERY GOALS RESPONSIBILITY TIMELINE
Engage • Develop a member engagement strategy and content • MCM/MM/Com • Q4 2021/
positively with plan to increase our relevance to all members Comm Annually
members • Overhaul and update the Hockey Ireland website • MCM • Q2 2021
• Establish a data analysis framework to assess and • MCM/Com • Q4 2022
understand reach, engagements and participation Comm/PPOs/
levels, and create targets and success measures Provinces
• Design a suite of promotional resources to increase • MCM/MCO • Q1 2022
the profile of hockey at all levels
Engage • Develop a stakeholder management strategy • CEO/Board • Q3 2021
professionally • Conduct a quarterly stakeholder relationship analysis • CEO/Board • Quarterly/
with key and implement agreed actions Ongoing
stakeholders
• Designate ownership of all stakeholder relationships • CEO/Board • Ongoing
Build • Examine and strengthen the connections and • CEO/Board/Comm • Q4 2021/
connection communications between Hockey Ireland and the Comm/MM Annually
provinces and clubs
within the
hockey • Develop partnership plans with provinces and affiliates • CEO/Board • Q3
community Annually
• Facilitate connections within the hockey community in • CVM/FM • 2022/
order to learn, share and progress our sport Ongoing
• Bring key influencers together to deliver on HI • CEO/Board • Q2 2021/
strategic objectives, making the best use of our Ongoing
collective resources
• Create an annual Hockey Ireland programme of events • EM • Q1
that foster community spirit and excitement Annually
• Celebrate the rich history of our sport in Ireland and • MCO, Board • 2020-
consolidate and develop the Hockey Ireland archive Member 202321
GOAL 6: BUILDING THE HOCKEY IRELAND BRAND
We will work to establish the Hockey Ireland brand to become a nationally respected
sports brand.
KEY ACTIONS DELIVERY GOALS RESPONSIBILITY TIMELINE
Position • Become data and insight driven to understand brand • CM/CEO/Board • Q4 2021
the Hockey perceptions, and take informed decisions and actions
Ireland brand • Communicate with excellence to stakeholders at every • CEO/All staff • Ongoing
to leverage touch-point
international
• Build long term relationships and partnerships that • CM/CEO • Ongoing
success for align with Hockey Ireland’s values and can support our
the benefit ambitions to be realised
of the whole
• Invest in commercial expertise • Board • Q4 2021
community
Increase • Develop one annual flagship international event targeting • EM/CEO • Q4
visibility and significant attendance and national media coverage Annually
exemplify • Diversify our merchandising range in line with brand • CM • Q2 2022/
ambition and guidelines and values Annually
professionalism
• Develop and implement brand guidelines for Hockey • CM/MCM • Q2 2022
Ireland including master and sub brands as necessary
Create world • Deliver targeted marketing, PR and promotion of key • MCM • Ongoing
leading digital activities, events and initiatives with local, national and
international media
content
• Use ambassadors and performance methods to create value • MCM • Ongoing22 22
CHANGE THE GAME
‘Change the Game’ is designed to positively impact every
member of Hockey Ireland. Its successful implementation
relies on a collaborative approach from all stakeholders.
DEPENDENCIES WHO & HOW: LEVERAGING ALL OUR RESOURCES FOR SUCCESS
STAFF CLUBS VOLUNTEERS INTERNS
QUALITY OF HUMAN
OUR PEOPLE CAPITAL
BOARD PROVINCES PLAYERS OUT SOURCE
QUALITY OF RELATIONSHIPS STAKEHOLDERS
OUR SOCIAL SUB
CAPITAL COMMITTEES
IMPLEMENTATION
RELATIONSHIPS NETWORKS VOLUNTEERS
SUCCESSFUL
MEMBERSHIP TRUST UNTAPPED
COMMERCIAL FINANCIAL
FUNDING
ACUMEN CAPITAL COMMERCIAL SOURCES
REVENUE CORE GRANTS
MEMBERSHIP COMPETITION FINANCIAL
QUALITY OF SYSTEM MANAGEMENT SYSTEMS
TECHNOLOGY OFFICIALS
FUNCTIONALITY PERFORMANCE
WEBSITE DIGITAL
ANALYSIS
MORE DATA IMPROVED
FOCUS ON OTHER PROCESSES PROVINCIAL
POLICY PARTNERSHIP
EFFECTIVENESS RESOURCES STRUCTURE REVISION
CHANGES STRATEGIC AGREEMENTS
FOCUS23
IMPLEMENTATION
FOUNDATIONS ENHANCE ADVANCE EXPAND
Each element of ‘Change the Game’ will be implemented in four phases:
1. FOUNDATIONS
Review, audit, revise, establish, update, restructure, build relationships,
come together, plan
2. ENHANCE
Improve quality, programmes, processes, resources, engagement,
delivery, experience
3. ADVANCE
Progress with all stakeholders mobilised
and contributing
4. EXPAND PROFESSIONAL, INNOVATIVE BRAND
Increase footprint, reach, impact, delivery
TRUSTED AND EFFECTIVE NGB
OLYMPIANS AND MEDAL WINNERS
VIBRANT HOCKEY COMMUNITY
STRONG STAKEHOLDER RELATIONSHIPS
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