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Strategic Plan 2018 - 2021 I dTreo Fís Shoiléir Fís Shoilér 2021 01 CONTENTS 02 Teachtaireacht ón Uachtarán............................ 4-5 03 Teachtaireacht ón Ard-Stiúrthóir...................... 6-7 2 04 About Us..................................................................... 9 3 05 Our Mission, Vision and Values.................... 10 - 11 This Strategic Plan aims to set ambitious yet achievable 06 Planning Process Overview.......................... 12 - 14 goals and objectives to grow our Association by addressing 07 Strategic Focus Areas and Goals.................. 17-29 the fundamental strategic challenges we face and fully 08 Implementation Framework................................. 30 exploiting opportunities. Sean Ó hOráin Uachtarán Chumann Lúthchleas Gael
Strategic Plan 2018 - 2021 Fís Shoiléir 2021 02 Teachtaireacht This process results in five high-level strategic goals: ón Uachtarán 1. To improve opportunities for participating in Gaelic games 2. To develop our volunteers and administrators 3. To govern and administer our affairs more efficiently Táim brea sásta an deis seo a bheith a agam na focail seo a leanas a scríobh agus fáilte a roimh 4. To communicate GAA messages better to our an Straitéis seo. Ba bhrea liom mo bhúiochas a members and followers ghabháil oraibh ar fad a bhí páirteach leis agus 5. To protect and grow our Association taim lán dochasach go gcabhróidh sé go mór mór ár gCumann sna blianta atá romhainn. Objectives, specific actions and progress indicators Similarly, the tremendous dedication demonstrated by to achieve these goals are set out in the body of this I am delighted to introduce the three-year Strategic thousands of volunteers contributing in many roles and Strategic Plan. Although three-years appears a short Plan for the GAA for 2018 – 2021 (“Fís Shoiléir 2021”). their appreciation of how we facilitate their personal time-frame to achieve some strategic goals, there is development was evident. Youth participation in our continuity of direction with the GAA Strategic Plan 4 This Strategic Plan aims to set ambitious yet games continues to be one of the most positive aspects 2015 – 2017 and is undoubtedly going to be alignment 5 achievable goals and objectives to grow our of being involved in our Association. Our investments with the plan which precedes 2021. Association by addressing the fundamental strategic in facilities and player welfare continue to be challenges we face and fully exploiting opportunities. recognised while our reach across Ireland and around While we will focus on achieving these objectives I sincerely appreciate the time taken by so many Our overall development in the next three years will the world came to the fore in the consultation process. and the others set-out in this plan, it is imperative stakeholders to feed into the consultation process for occur in line with our vision that everyone is welcomed to note that we will continue to address other goals this plan, especially those at club, county, provincial to participate fully in Gaelic games and culture, Our analysis also highlighted strategic challenges and operationally, some in a deliberate manner while and central GAA levels. I am also particularly grateful develop to his or her full potential and be inspired to threats for us to address. These challenges have been others will emerge in due course. It is equally important to the Steering Group who worked so diligently since keep lifelong engagement with our Association. prioritised and converted into the strategic objectives to note that this Strategic Plan does not seek to set October 2017. contained in this Strategic Plan. out all the answers in a prescriptive fashion. Instead, A Steering Group consisting of both volunteers and this work will be undertaken by the Implementation I am confident that this Strategic Plan will result in a staff from central, provincial, county and club levels While the consultation process highlighted many Committee in conjunction with our staff, volunteer stronger Association by the end of 2021. undertook a careful analysis of our internal and opportunities for change, one of the most challenging committees and units at all levels. external environments over the course of the last six aspects of planning is knowing when to say ‘No’ Rath Dé ar an obair, months and the outcomes from this process have and make trade-offs when prioritising our primary The methods to be adopted, targets, timelines and shaped our strategic priorities between now and 2021. objectives for the next three years. To this end, the resourcing will be formed in the months ahead. An Steering Group adopted several methods such as a Implementation Committee has been established Our analysis highlighted the prominent place and role strategy workshop with a cross-section of volunteers and will begin its work without delay on delegating of our network of over 2,000 GAA clubs in communities to help build on the topics identified in the wide- the specific objectives to the appropriate people across Ireland and the World. It was equally apparent ranging consultation process which included an online and groups to take the lead on implementing. I look Sean Ó hOráin that the community spirit, which involvement in Gaelic survey which attracted 6,500 responses from our forward to presenting a mid-point review of progress Uachtarán games creates, is as vibrant as ever. members and followers. in 18 months’ time. Chumann Lúthchleas Gael
Strategic Plan 2018 - 2021 Fís Shoiléir 2021 03 Teachtaireacht ón Ard-Stiúrthóir Is pribhléid agus ónoir mór dom a teachtaireacht seo a scríobh ar an ócáid speisíalta seo. I am delighted to contribute to this latest update on the GAA’s ongoing commitment to our strategic development. Few organisations in Irish life operate under the same We are all aware of the precious gift of the GAA that level of interest and scrutiny as the GAA. has been entrusted to us and what we do with it and the condition and health of what we pass on to the 6 This of course is a reflection on the popularity of our next generation will be how we are judged. 7 Games and the importance placed upon our standing by so many people across the island. Participation has never been greater, so too attendance at games and that’s before we trial It is also something we do not take for granted and significant changes to the senior championships comes with a level of responsibility to constantly be that will increase the number of big matches this aware of an evolving Ireland and of our place, our role summer. Yet challenges are still there to be tackled and our purpose within it. and this is not a time for complacency. When we think of what our hopes and aspirations are Our thanks is due to the countless selfless volunteers for the GAA as it faces into the future there are some upon whose dedication to the GAA our Association is constants. You’d like it to always be a byword in Ireland built and my gratitude goes to the staff in Croke Park for community and for volunteerism. You’d like to still who work so hard to ensure our future is something we have the preeminent place in people’s minds. can look forward to. It has been minded and protected and guarded very Ar aghaidh linn le chéíle. carefully by so many people all over the country for more than 130 years and you’d like it to be safe and protected and to be still recognisable as the GAA that we all know and love. Tomás Ó Riain Ultimately that is what this Strategic Plan is intending Ard Stiúrthóir to do. Chumann Lúthchleas Gael
Strategic Plan 2018 - 2021 Fís Shoiléir 2021 A total of 1,616 clubs in Ireland and 450 overseas promote Gaelic games in 04 About us The Gaelic Athletic Association (GAA) is a national The Association has a membership approaching one organisation which has the primary aim of million and almost 300,000 players registered on an their local communities. strengthening the national identity in a 32 county Ireland through the preservation and promotion annual basis. Just over 20,000 teams from juvenile to adult level participated in official competitions in of Gaelic Games and pastimes. The Association 2017. Annual revenue for 2017 was €65.6 million, promotes and manages the games of Gaelic an increase of €5 million on 2016’s results. As ever, Football, Hurling, Handball and Rounders. It also this income was distributed back into the Association actively promotes its aims through its International in the form of payments to units for games Units. The GAA supports the promotion of Camogie development, player welfare, administration, grants, and Ladies Gaelic Football in conjunction with its and match costs. Examples of investments include: 8 sister organisations, the Camogie Association and 9 Ladies Gaelic Football Association. In addition to • €14.8 million distributed to county boards and Gaelic games, the GAA actively supports the Irish other units in 2017 language, traditional Irish dancing, music, song, and other aspects of Irish culture. • €10.3 million invested in games development including €6 million on coaching The GAA was established in 1884 and operates under • €6.2 million allocated to player welfare the Official Guide – a detailed constitution which sets out the structure and rules for the administration of • €5.5 million spent on physical infrastructure the organisation. The supreme body within the GAA is Congress which has the authority to enact, amend, • €2 million allocated specifically to help clubs with or rescind rules in the Official Guide. In between redevelopment work on club facilities annual Congresses, the governing body is Central Council. The GAA’s Management Committee (“An • €1 million spent supporting clubs overseas Coiste Bainistíochta”) meets monthly to review the performance of Central Council and to oversee long- Over 1.5 million supporters attended intercounty term strategies and objectives. The club is the basic football and hurling championship games in the 2017 Unit of the Association. A total of 1,616 clubs in Ireland season, while over 130,000 children participated and 450 overseas promote Gaelic games in their in GAA Cúl Camps in 2017. The level of interest in local communities. All clubs report to divisional and the GAA is reflected in the more than one million county committees who in turn report to the provincial followers of GAA national, international, provincial councils and Central Council. and county social media accounts.
Strategic Plan 2018 - 2021 Fís Shoiléir 2021 05 Our Mission, Vision and Values Our Mission Our Vision Our Values The GAA is a community- Our vision is that everybody Community Identity Respect based volunteer organisation be welcomed to participate • Community is at the heart of our Association. • We respect each other on and off the playing fields. promoting Gaelic games, fully in our games and • Everything we do helps to enrich the communities • We operate with integrity at all levels. we serve. 10 Gaelic culture and lifelong culture, that they thrive • We foster a clear sense of identity and place. • We listen and respect the views of all. 11 participation. and develop their potential, and be inspired to keep • We support our members in contributing to the well-being of their respective communities. Player Welfare We are dedicated to ensuring that our games and • We provide the best playing experience for values enrich the lives of our members, families and the communities we serve. a lifelong engagement all our players. with our Association. Amateur Status • We structure our games to allow players We are committed to active lifelong participation for • We are a volunteer led organisation. of all abilities reach their potential. all and to providing the best facilities. • All our players and members participate in our We actively seek to engage with and include all games as amateurs. Teamwork and Volunteerism members of our society. • We provide a games programme at all levels to meet • We flourish through the voluntary efforts the needs of all our players. of our membership. We promote individual development and well-being and strive to enable all our members to achieve their • Our voluntary ethos inspires the engagement of full potential in their chosen roles. members in the broader community. Inclusiveness • We welcome everybody to be part • The cornerstone of our Association is effective of our Association. teamwork on and off the field. • We support the needs of all our members. • We value the contribution of our professional staff. Ní neart go chur le chéile (There is no strength without working together).
Strategic Plan 2018 - 2021 Fís Shoiléir 2021 06 Planning Process Overview This Strategic Plan aims to set goals and objectives The other members were: The GAA Strategic Plan 2018-2021 represents the ‘big picture’ strategic priorities of the GAA and is geared towards the overall development of the Association. for the three-year period between 2018 and 2021. This will enable the pursuit of courses of action and • Páraic Duffy (Ard-Stiúrthóir CLG until allocation of resources to contribute to our core 31 March 2018) The Steering Group established the following criteria The Steering Group proceeded to undertake a detailed purpose as a community-based and volunteer-led for success to guide the development of the Strategic analysis of the Association’s current strategic position • Cathal Mac Coille (Journalist | Áth Cliath) organisation promoting Gaelic games, culture and Plan at an early stage of the planning process: which involved: • Ciarán McLaughlin (Provincial Treasurer | lifelong participation. • Carrying out an online research survey with Cúige Uladh) • Prioritise club needs our clubs, counties, provinces, the general Formal strategic planning occurs within the • Colin Regan (Community and Health Manager | • Support the development of volunteers membership and wider public. Association at three levels: Páirc an Chrócaigh) • Consult with a wide range of stakeholders • Undertaking interviews with staff directors, 12 • Eddie Sullivan (Former Club Chairperson | the provincial secretaries, directors of sister 13 • Communicable to all members of the Association 1) T he GAA Strategic Plan 2018-2021 represents the Áth Cliath) organisations, and school’s representatives. ‘big picture’ strategic priorities of the GAA and is • Accessible and promoted to the broadest audience • Eilís Kavanagh (Camogie Association • Seeking requests for written submissions from geared towards the overall development of the possible Representative | Loch Garman) groups and organisations such as central Association. • Ensure coherence and consistency with the existing • Larry McCarthy (Former County Chairperson | committees of Central Council, Sport Ireland, and 2) S trategic Plans devised by provinces, counties and plan and areas of strategic priority Nua-Eabhrac) various local and national government bodies. clubs link to priorities in the organisation-wide • Respond to the needs of the modern Association in • Noel Connors (Club and County Player | Port Láirge) • Considering official GAA reports. plan, but are also tailored for local issues. an ambitious way that excites and engages • Paula Prunty (Operations and Planning • Analysing external factors impacting on the 3) O perational Plans by central committees and work • Challenging yet achievable Manager | LGFA) Association – Political, Economic, Social, departments are positioned to implement the core • Measurable by agreed progress indicators • Sean Dunnion (Former County Chairperson | Technological, Environmental and Legal. activities and plans of the Association. Dún na nGall) • Reviewing census data which was provided by the • Shane Flanagan (Provincial Operations Manager | Central Statistics Office. The development of the GAA Strategic Plan 2018 – 2021 commenced in July 2017 with the identification Cúige Laighean) • Evaluating several other sources of internal and of features of quality in many strategic plans, a review external information. of best practice from the literature and an analysis Tom Ryan commenced his term as Ard-Stiúrthóir on of the development of previous reviews and plans 2 April 2018 and joined the Steering Group for its last created and implemented by the Association. An few meetings. Coiste Bainistíochta approved a project plan, and a Steering Group, chaired by Uachtarán Sean Ó hOráin, and coordinated by Ruairí Harvey (Organisational Development Manager) was formed in October 2017 to lead the process.
Strategic Plan 2018 - 2021 Fís Shoiléir 2021 The consultation process enabled the Steering devised a consultation paper and sought input Group to identify the most prominent strategic from a diverse group of 39 volunteers through a issues and categorise them into five focus areas. strategy workshop which took place in March 2018. To move from the diagnosis of the problems to The focus areas and participating volunteers the identification of solutions, the Steering Group were as follows: 1. GAMES 2. VOLUNTEER AND 3. GOVERNANCE 4. 5. PROTECTION PARTICIPATION ADMINISTRATOR AND COMMUNICATION AND GROWTH DEVELOPMENT ADMINISTRATION 14 15 Ciarán McLaughlin Kevin Hennigan Paula Prunty Ger Ryan Colm Cummins Shane Flanagan Eilís Kavanagh Eddie Sullivan Cathal MacCoille Colin Regan Brian Armitage Cathal McAnenly Barry Hickey Áine McParland Aoife Lane Bronagh McGrane Diarmuid Cahill Clare O’Sullivan Brian Quinn Bríd McGoldrick Cliodhna John Joe O’Carroll Des Cullinane Caoimhe Ní Néill Jimmy O’Dwyer O’Connor Kieran Leddy Pat Teehan Larry McCarthy Oliver Galligan Denis O’Boyle Mick Rock Peter O’Reilly Lauren Guilfoyle Pat Spillane Micheál Martin Roisin Hartley Seán Dunnion Tony Meenaghan Oisín McConville This facilitated workshop resulted in a body of The Steering Group members then evaluated the ambitious ideas for inclusion in the Strategic Plan. outcomes from the workshop and feedback from Subsequently, a draft version of the Strategic Plan staff against the agreed criteria for success, the data was circulated to staff directors for their input. gathered and their judgment with the result being the priorities set out in this Strategic Plan.
Strategic Plan 2018 - 2021 Fís Shoiléir 2021 07 Strategic Focus Areas and Goals FOCUS AREA GOAL 1. GAMES Improve opportunities for participating in Gaelic games PARTICIPATION 2. VOLUNTEER AND Develop our volunteers and administrators ADMINISTRATOR DEVELOPMENT 3. GOVERNANCE AND Govern and administer our affairs more efficiently 16 ADMINISTRATION 17 4. COMMUNICATION Communicate GAA messages better to our members and followers 5. PROTECTION AND Protect and grow our Association GROWTH The following section contains the objectives and circumstances change and unforeseen issues arise. specific actions that will be pursued to achieve The Implementation Committee will review and decide these goals. It also includes progress indicators on the appropriateness of further actions. As part of to enable the monitoring and measurement of the implementation process, baseline numbers will progress. Each objective will be delegated to be established for the various progress indicators individuals and groups to take the lead on delivering. and, where appropriate, the objective owners will be It is undoubted that additional specific actions will required to identify quantifiable targets. emerge in both the short and long-term because
Strategic Plan 2018 - 2021 Fís Shoiléir 2021 GOAL 1: IMPROVE OPPORTUNITIES FOR PARTICIPATING IN GAELIC GAMES OBJECTIVES 1.2 ENGAGE MORE WITH PRIMARY AND SPECIFIC ACTIONS Establish an association-wide strategy to further develop club-school links at PROGRESS INDICATORS •E stablishment and implementation of a strategy to increase club-school links POST-PRIMARY primary-school level SCHOOLS TO OBJECTIVES SPECIFIC ACTIONS PROGRESS INDICATORS FURTHER PROMOTE Support implementation • L Improved integration between post-primary GAELIC GAMES of the Post Primary GAA schools and other relevant GAA Units, e.g. 1.1 I MPROVE THE Develop a policy for youth development •E stablishment of a centrally-approved Talent Action Plan 2017 – 2020 1 county committees, and provincial councils BALANCE BETWEEN which will align club, school, third level Academy Policy in each county •N umber of schools and students completing the CLUB AND COUNTY and inter-county games programmes transition year programme (“Future Leaders”) FIXTURES to address the current over-emphasis on county talent academy squads and • Implementation of the policy in each county •N umber of coach education courses delivered inter-county teams to teachers • I mproved balance of developmental games •G reater alignment between games programmes programmes in post-primary schools •P roduction of county games development plans 1.3 RECRUIT AND Develop and roll-out a well-resourced • I ncreased frequency of engagement and with emphasis on increasing participation and RETAIN PLAYERS, club engagement model focussed on contact between club coaches, and games improving standards COACHES AND mentoring and ‘coaching the coaches’ development personnel REFEREES in an informal environment ESPECIALLY AT • I ncreased number of coaches availing 18 Revisit the establishment of uniform •C onsideration of the current issues CLUB LEVEL of mentoring 19 age grades at club level across all and decisions taken on the appropriate • I ncreased retention of coaches counties way forward • I ncreased retention of players between the ages of 13 and 20 years Develop a cross-county club games • I ncreased annual number of cross-county club programme at adult and youth grades games at these levels to provide more playing opportunities Review roles and responsibilities of •R edefined roles for games development games development personnel, and personnel •C reation and implementation of a facilities organisational structures to support coach mentoring model • I mproved organisational arrangements strategy to facilitate the playing of these games Introduce a policy to govern the • I mproved availability of inter-county players to Re-launch and implement mandatory •R e-launched and implemented standards in a availability of inter-county players to their clubs during competition seasons coaching standards and align with the realistic and achievable timeframe their clubs strategy to create self-sufficiency and sustainability at club and county levels • I ncreased number of club and county teams being managed/coached by members Review the senior inter-county •P roduction of a review with recommendations championship formats and propose Evaluate the role, appointment and •E valuation including pilot completed recommendations accordingly training of Club Coaching Officers •D ecisions made to sustain or improve formats in •R edefined role in place in every county both codes Organise a central forum for volunteers •C entral forum organised with high numbers Engage with counties to review •N umber of counties with improved competition to share ideas on good practice for of representatives from all counties and enhance their adult and youth formats recruiting and retaining in both rural and urban environments •D evelopment and availability of case studies competition structures to reflect the of good practice shortened inter-county season Support implementation of the 3-year • I ncreased number of referees referee development strategic plan from 2018 – 2021 which is currently • I ncreased retention of referees being developed 2 • I ncreased development opportunities and uptake 1 Post Primary GAA Action Plan 2017 – 2020. Available at: http://www.gaa.ie/mm/Document/MyGAA/Gettinginvolved/15/21/68/13326PostPrimaryGAAActionPlan2017-2020_English.pdf
Strategic Plan 2018 - 2021 Fís Shoiléir 2021 OBJECTIVES SPECIFIC ACTIONS PROGRESS INDICATORS 1.4 PROMOTE A BASIC Adopt and promote a recreational •R eview, development and implementation RECREATIONAL game for adults and lapsed members of a recreational game for adults and GAME lapsed members • I mproved awareness of recreational games opportunities • I mplementation of a promotional strategy •P rovision of resources and equipment Promote ‘Pella’ or a suitable alternative •E ndorsement and roll-out of Pella as an indoor alternative to our or an alternative traditional games 3 • I ncreased number of people participating throughout the Association •G reater stakeholder satisfaction Embed recreational games as part • I ncorporation of recreational games into the of the GAA’s Healthy Club Project Healthy Club Project • I ntegration with other health and fitness 20 initiatives 21 1.5 P ROMOTE Appoint an Inclusion Officer to support •A ppointment of an Inclusion Officer INCLUSIVITY the activities of national and provincial THROUGH ‘Games for All Committees’4 •N umber and quality of initiatives implemented EXPLORING WAYS TO ENCOURAGE Establish new and develop existing •N umber of relationships established MORE PEOPLE TO formal partnerships with relevant and strengthened PLAY OUR GAMES agencies and organisations Develop a strategy to communicate •C reation and implementation of a strategy and promote disability and to communicate and promote initiatives inclusion initiatives Introduce a module on coaching • I ncorporation of a module into children with disability to the the Foundation Award Foundation Award •N umber of people completing the module Increase engagement with • I ncreased level of engagement with special schools special schools 1.6 E NHANCE GAMES Support implementation of the •C reation and implementation of a 3-year DEVELOPMENT recommendations arising from the strategic plan for games development STRUCTURES internal Games Development Review 5 AND ACTIVITIES • I ncreased budget expenditure in priority focus areas. 3 Pella is an indoor version of Gaelic football, which can be played as a five-a-side game, in an indoor arena or an all-weather pitch. 4 Games for All Committees aim to promote best practice in the area of inclusion. 5 The Games Development Review aims to increase recruitment, participation and retention of volunteer coaches, mentors and teachers.
Strategic Plan 2018 - 2021 Fís Shoiléir 2021 GOAL 2: DEVELOP OUR VOLUNTEERS AND ADMINISTRATORS OBJECTIVES 2.2 MODERNISE ROLES FOR THE SPECIFIC ACTIONS Engage with officers and administrators to review and refresh PROGRESS INDICATORS •C ompletion of a comprehensive needs analysis of roles PRINCIPAL COUNTY officer roles OFFICERS AND OBJECTIVES SPECIFIC ACTIONS PROGRESS INDICATORS ADMINISTRATORS Publish updated role descriptions •P ublication of up-to-date role profiles AT CLUB AND for the principal officers and COUNTY LEVELS administrators at club and county 2.1 FORM A JOINED- Partner with relevant committees, the • I mplementation of a joined-up framework UP FRAMEWORK LGFA, the Camogie Association, etc. levels FOR CLUB OFFICER to devise an integrated officer training DEVELOPMENT programme • I mproved learning experience for club officers Communicate key responsibilities to • I ncreased communication and awareness officers and administrators of officer roles and responsibilities Support County Development Officers •N umber of training workshops organised in to organise club officer education counties for club officer education Embed role descriptions into • I ncorporation of role description into training workshops within counties established training programmes for officers • I ncreased number of club officers attending training workshops in counties Update the roles on a regular basis •R egular updates of roles Devise an integrated approach for • I ncreased communication and awareness of 22 communicating the availability of training programmes and opportunities 2.3 R EVAMP LEARNING Increase the frequency of learning and • I ncreased frequency and uptake of learning 23 training to club officers AND DEVELOPMENT development opportunities for the and development opportunities • I ncreased attendance at training events FOR THE PRINCIPAL principal county officers COUNTY OFFICERS Introduce a recognition framework to •N umber of counties where the framework has Deliver an annual induction •D evelopment, launch and delivery of an annual increase club officer participation in been introduced programme for new county officers induction programme training events Expand the mentoring programme •P rovision of mentoring to additional officer • I ncreased attendance at training events for County Chairpersons to other key groups officers Progress a blended approach • I mproved online resources of workshops and online resources •N umber of officers paired with a mentor for club officers • I mproved accessibility of online resources Refresh and refine the annual County •D evelopment and organisation of a refreshed Officer Development Conference conference •N umber of views and downloads of online resources • I mproved feedback from participants Maximise club officer participation • I ncreased number of officer and club in training by facilitating club engagements with training provided • I ncreased attendance year on year officers who typically do not attend events organised on a county Develop and deliver bespoke leadership •D esign of a bespoke leadership programme or provincial basis programmes for County Executives •N umber of County Executives availing of the programme
Strategic Plan 2018 - 2021 Fís Shoiléir 2021 GOAL 3: GOVERN AND ADMINISTER OUR AFFAIRS MORE EFFICIENTLY OBJECTIVES 3.3 ADVANCE GOVERNANCE SPECIFIC ACTIONS Promote compliance with the GAA’s governance guide 7 PROGRESS INDICATORS • I ncreased number of units signed-up to the governance guide ACROSS THE ASSOCIATION •A more extensive roll-out of awareness workshops OBJECTIVES SPECIFIC ACTIONS PROGRESS INDICATORS •G reater awareness of our governance guidelines across the Association 3.1 E ASE THE Streamline club membership systems •G reater integration of club membership systems OPERATION Assist clubs and counties with the • I ncreased number of clubs and counties creating OF COMMON •A dministrator satisfaction with using the creation and implementation of strategic plans ADMINISTRATIVE GAA’s system strategic plans •T he effectiveness of implementation of the plans TASKS AT CLUB AND COUNTY Deliver an action plan to promote the •A greater level of use of the membership app LEVELS use of the recently launched official 3.4 ADDRESS Devise and implement a specific •D evelopment of a strategy and implementation of GAA mobile app for membership CHALLENGES strategy to address the key the goals within it ASSOCIATED administrative challenges, e.g. finance, WITH INTER- charters, personnel involved, club and Align structures between county and •C ompletion of a review of positions COUNTY TEAM county competition structures, etc. club levels by assessing key positions and committees ADMINISTRATION and committees AND PARTICIPATION • I mproved alignment between structures Review the findings from the ESRI • I mplementation of measures to assist inter-county • I mproved frequency of key decision-makers analysis of demands on senior players to achieve more balance between their 24 attending meetings at both levels inter-county players and playing, personal and professional lives 25 implement suitable actions 8 Provide performance management • I mproved supports for volunteers managing support to assist volunteers in full-time administrators 3.5 INTEGRATE MORE Implement the Memorandums of •E stablishment of a Transition Oversight Group managing full-time personnel CLOSELY ACROSS Understanding between the GAA and: THE GAA FAMILY • I ncreased cooperation between the GAA and its 1) The Camogie Association sister organisations Assess the appropriateness of • Completion of a review and consideration of 2) The LGFA 9 •N umber of joint functions in place, e.g., coach appointing more full-time personnel the recommendations development, officer development, administration at appropriate levels of the Association to improve operations •G reater awareness of the impacts of the MoUs 3.2 P ROGRESS IT Appropriately resource •R eduction in time spent by volunteers and Explore a framework for further •R eview the framework to build on the SYSTEMS AND the implementation of the administrators on administrative tasks integration of the GAA, LGFA and implementation of the MoUs PROCESSES TO GAA I.T. Strategy 2018 – 2020 6 Camogie at all levels SUPPORT ALL •G reater use of GAA IT systems and services ASPECTS OF • I mproved support for compliance with Implement and further improve the • I ncreased number of clubs operating with the One GOVERNANCE AND regulatory requirements One Club Model Club Model ADMINISTRATION • I mproved communication mechanisms •R eview and refinement as appropriate •A vailability of key information in digital format, e.g. match footage, and meeting minutes Explore the development of a • F easibility assessment of a One County Model • I mproved quality of support provided One County Model to GAA units Encourage female participation •R esearch on possible barriers to participation across the Association and sister 6 GAA I.T. Strategy 2018 – 2020. Available at: organisations •D evelopment and promotion of female http://www.gaa.ie/mm/Document/MyGAA/ClubAdministrators/15/45/75/GAAITStratV6singles_Neutral.pdf participation initiatives 7 GAA Governance Guide. Available at: http://www.gaa.ie/mm/Document/MyGAA/ClubAdministrators/13/84/69/GovernanceGuidelr_English.pdf • I ncreased female participation in coaching, games 8 Forthcoming Joint GAA/GPA ESRI Research. Available at: development, refereeing and administration https://www.esri.ie/news/joint-gaagpaesri-research-project-aims-to-support-welfare-of-inter-county-players/ 9 Memorandums of Understanding Press Release. Available at: http://www.gaa.ie/news-archive/news/draft-memorandums-understanding-agreed/
Strategic Plan 2018 - 2021 Fís Shoiléir 2021 GOAL 4: COMMUNICATE GAA MESSAGES BETTER TO OUR MEMBERS AND FOLLOWERS OBJECTIVES SPECIFIC ACTIONS PROGRESS INDICATORS OBJECTIVES SPECIFIC ACTIONS PROGRESS INDICATORS 4.1 PROMOTE AND Undertake additional market research •A dditional research in key areas 4.2 COMMUNICATE Devise a new central communications •D evelopment and implementation of a new MARKET GAA on the current effectiveness of the GAA GAA MESSAGES strategy to focus on both internal and strategy ACTIVITIES brand to benchmark for improvements BETTER external stakeholders •G reater use of benchmarking data as a basis for improvement •P rogress against the agreed goals and objectives Develop a marketing toolkit for club •D evelopment of a toolkit and special county competitions, e.g., Ensure adequate resourcing of social •T he adequacy of resources allocated to social County Championships, Féile, and the media activities media Celtic Challenge • S trong level of uptake on the toolkit Redefine the role of the PRO at all •R ole profiles redefined Engage with our partners to exploit the •D evelopment and implementation of a distinct levels to cater better for all modern- 26 opportunity for improving marketing of strategy for club games day responsibilities 27 club games created by the shortening • I mproved feedback from PROs on their ability to of the inter-county playing season fulfil the role • I mproved marketing of club games Improve the standard of media • I mproved media facilities at county grounds facilities in primary GAA county • I ncreased attendances at games grounds • I ncreased satisfaction from the GAA media Enhance our strategy for streaming and • S trengthening of existing partnerships digital transmission of games including 4.3 E NGAGE BETTER Create a mechanism for gathering the • The mechanism developed and used extensively non-inter-county games WITH YOUTH views of young people on strategic •C reation of new partnerships MEMBERS AND issues YOUNG PEOPLE • I ncreased viewership numbers for non-inter- Incorporate a youth element into any •N umber of significant consultation processes county games significant consultation processes in undertaken which include a youth element the future Increase investments in the promotion •G reater investment in promoting club activities of club activities, e.g. club open days Educate relevant stakeholders on best •M easures taken to educate stakeholders practice methods for listening to and • I ncreased promotion of club activities consulting with young people as part of any initiatives or activities they are •N umber of youth consultations undertaken responsible for for initiatives • I ncreased awareness of club activities
Strategic Plan 2018 - 2021 Fís Shoiléir 2021 GOAL 5: PROTECT AND GROW OUR ASSOCIATION OBJECTIVES SPECIFIC ACTIONS PROGRESS INDICATORS OBJECTIVES SPECIFIC ACTIONS PROGRESS INDICATORS 5.1 CATER FOR NEEDS Define rural and urban issues • I ssues including opportunities and threats defined 5.4 EXPAND AND BUILD Enable all interested clubs to access •A greater number of clubs participating ARISING FROM THE separately THE HEALTHY CLUB the Healthy Club project through POPULATION SHIFT MODEL ACROSS adequate resourcing and promotion FROM RURAL TO THE ASSOCIATION •G reater awareness of the Healthy Club project URBAN AREAS Provide mechanisms and flexibility •D evelopment of interventions to improve support to support rural clubs in accessing for rural clubs regarding the stated issues additional players, coaches and other Integrate principles of the Healthy Club • I ncorporation of more aspects of club volunteers model into other facets of our clubs administration into the Healthy Club model • I ncreased ability of rural clubs to retain players Use Healthy Clubs as a delivery vehicle •D elivery of recreational games and Games for for GAA recreational games and Games All concepts through the Healthy Club project • I ncreased capacity of clubs to increase for All concepts membership numbers 28 Upskill County Health and Wellbeing • I mproved training opportunities and uptake 29 Explore creative approaches to assist •D evelopment and implementation of approaches Committees to better support local large urban clubs in catering for vast to assist clubs Healthy Clubs and assist in the delivery numbers of members of the model Explore ways to facilitate and •D evelopment of options to increase the ability of 5.5 ESTABLISH NEW Develop a documented understanding •P rovision of a documented agreement encourage rural players to continue players continuing to play with their Home Clubs AND FURTHER with the government for partnerships playing with their Home Clubs EXISTING that facilitate the achievement of • Development of meaningful partnerships RELATIONSHIPS mutually beneficial strategic objectives 5.2 EXAMINE OUR Define amateur status in a GAA context •D efined position on our amateur status WITH NATIONAL COMMITMENT in the modern era AND LOCAL Increase our awareness of government • I ncreased awareness of strategies, policies and TO OUR AMATEUR GOVERNMENT ON strategies, policies and funding funding opportunities STATUS VALUE POLICIES opportunities - existing and new - at Identify behaviours and practices that •A set of behaviours and practices developed and • More targeted applications for funding are acceptable/not acceptable in line agreed national and local levels with our amateur status Support research to put a social capital •C arrying out and provision of social capital Carry out an awareness campaign to • I mplementation of an awareness campaign value on the GAA’s contribution to research re-affirm amateur status as a core Irish life value of the Association •G reater appreciation for the GAA’s contribution 5.3 REINVIGORATE OUR Implement a well-resourced respect •D evelopment of initiatives for greater promotion to Irish life and the economy FOCUS ON RESPECT initiative that carries messages that and awareness of the respect initiative BOTH ON AND OFF speak to all GAA audiences THE FIELD Advocate tolerance, understanding •M easures taken to increase tolerance, and acceptance in all elements of our understanding and acceptance in our games games
Strategic Plan 2018 - 2021 Fís Shoiléir 2021 08 Implementation Framework We will undertake a thorough approach to the implementation of the Strategic Plan which will involve: •T he establishment of an Implementation Committee which will be chaired by the Uachtarán. •T he delegation of specific objectives to the most appropriate people and groups to take the lead on delivering. •T he creation of operational plans setting out yearly-goals, 30 targets, lead responsibilities and the initial steps to be taken. 31 •T he on-going monitoring of progress against the indicators set out in the plan. • Regular reporting to An Coiste Bainistíochta. The Strategic Plan will incorporate a rolling element to ensure that it remains flexible whereby the approaches within it will be reviewed on a regular basis by An Coiste Bainistíochta.
Strategic Plan 2018 - 2021
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