STRATEGIC PLAN GAA HANDBALL
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GAA HANDBALL STRATEGIC PLAN 2 0 2 1 – 2 0 2 5
STRATEGIC PLAN
2 0 2 1 – 2 0 2 5
CONTENTS
1.0 Teachtaireacht an Uachtaráin 4
2.0 Teachtaireacht an Bhainisteora Náisiúnta 6
3.0 About Us 8
3.1 Our Mission 9
3.2 Our Vision 10
3.3 Our Values 12
4.0 Planning Process 14
5.0 Strategic Focus Area and Goals 18
6.0 Implementation and Monitoring 32
Strategic Plan 2021 – 2025 • GAA HANDBALL • 3
TEACHTAIREACHT AN
UACHTARÁIN
1.0 MESSAGE
FROM THE
PRESIDENT
A chairde, is mór an onóir dom Plean Straitéiseach Liathróid Láimhe
CLG a chur i láthair a chlúdóidh an tréimhse 2021-2025.
It is my great honour to present to you GAA
Handball’s Strategic Plan covering the period 2021-
2025.
Over the past 12 months, a steering group consisting
of volunteers and central staff have been working on
developing this Strategic Plan. We undertook two
rounds of feedback forums and the acceptance of
The core ambition of this Strategic Plan is submissions from key stakeholders to get a sense for
straightforward – to increase participation and what direction people wanted our sport to take. We
retention of players and volunteers. This Strategic debated these points and agreed a course of action
Plan is being launched against the backdrop of one that we need to take.
of the most extraordinary global events ever seen in
human history, Covid-19. One item was very consistent in all feedback submitted.
This was the need to introduce more tournaments and
It is important to acknowledge the impact of to reduce the length of time it takes to play our current
this, however its more important to adapt to this championships. In the current times across the world,
situation and to overcome the challenge. This will it is never more apparent how much we miss social
require each of us to be open minded and willing to interactions with people. For handballers, the buzz and
try new ideas. This Strategic Plan is setting out our excitement of having people from all over converge on a
priority areas to be addressed over the term of the venue to play handball across all the grades is a unique
plan. Later this year we will then bring forward the experience and its one we need to replicate more often
key recommendations for the implementation of the in all our codes. We will bring forward recommendations
Strategic Plan. to address this later in the year.
4 • GAA HANDBALL • Strategic Plan 2021 – 2025
STRATEGIC PLAN
2 0 2 1 – 2 0 2 5
What was very positive to see in the feedback was new heights, and crucially, to safeguard the future of
the genuine level of pride handballers have in the the sport for the generations to come.
fact that we are a sport of all ages and abilities. This
is testament to all the hard work that our volunteers Ráth Dé ar an obair.
undertake on a daily basis to ensure that clubs are
open, events are organised, juveniles are trained, and Is mise le meas,
people feel supported. We will look to harness this and
develop this even more.
Perhaps the most difficult aspect of the Strategic Plan
was picking which topics were our priority. There were
so many ideas, and each idea had merits, however, to
keep the plan achievable and realistic we needed to be
steadfast in ensuring a workable Strategic Plan was Deasún MacAogáin
produced.
Uachtarán CLG Liathróid Láimhe
I urge our officers at National, Provincial, County and
club level to give due consideration to the vision for
the future that we describe in this Strategic Plan. We
as a group feel that this plan will bring our game to
Strategic Plan 2021 – 2025 • GAA HANDBALL • 5
TEACHTAIREACHT AN
BHAINISTEORA NÁISIÚNTA
MESSAGE
2.0 FROM THE
NATIONAL
MANAGER
Is cúis mhór áthais dom scríobh chugat ar an ócáid s peisialta seo de
sheoladh ár bPlean Straitéiseach nua.
I am delighted to welcome this exciting new
strategic plan for GAA Handball that will guide us
as an association through the next number of years.
An important objective of this plan is to develop the
GAA Handball brand and to increase our visibility and
this plan provides the steppingstones to make our
Following what has been an extremely tough year sport a more attractive proposition for all media.
for all involved in the sport due to Covid-19 it is vital
that we have a plan such as this to help restrengthen It is vitally important that we develop strong
our sport and maximise our potential in the years commercial partnerships in the next number of years
ahead. and also explore all avenues of potential funding that
are available to us to help safeguard our association
The plan sets strategic goals under key focus areas financially. The plan also sets out the path to achieving
of Club Development, Participation & Growth, the highest standard of governance, at both voluntary
Communications, Governance, Coaching & and professional levels,
Development, Women in Sport and International.
Our aims to increase participation are not just
Our volunteers are the lifeblood of our association about attracting new players but also about
and are a central part of this plan. There are increasing retaining those who are already playing. This is
demands on our volunteers with higher expectations hugely important at juvenile level where we will aim
placed on them now than ever before and it is our job to provide the appropriate supports to encourage
to support and reward our volunteers and put in place our young members to stay involved with GAA
the processes to allow them to grow and succeed in Handball. Participation is not just about matches
their roles while also attracting new volunteers to ease or tournaments and it is vital that we embrace the
the burden. potential of our One Wall code as a way of achieving
6 • GAA HANDBALL • Strategic Plan 2021 – 2025
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mass participation in our sport as both a recreational provide a home for Handball that we can all be proud
option and a competitive sport. of. We must now build a modern state of the art sport
to complement our modern state of the art home.
This plan is ambitious and will require a lot of hard work While we have endured dark days over the past year, we
and a flexible mindset when it comes to trialling any can be assured that there are much better days ahead
new initiatives. I am sure that with our excellent staff, and I look forward to working with you all over the next
volunteers and administrators working together we can number of years as we aim to build a brighter future for
achieve and even exceed our objectives. It is vital that us all.
all our units work together and in the end the result
will justify the effort with a stronger association for Ar aghaidh leis an obair le chéile.
everyone.
Is mise le meas,
I would like to convey my thanks to all who contributed
to this plan. To Ruairi Harvey and Jack McCarney
from the GAA for their advice and assistance, to the
Strategic Plan workgroup, to all who contributed to
the survey and requests for submissions and to Ed
Moynihan for the design of this booklet.
Seán Ó Ceallaigh
We are about to embark upon an exciting new period
Bainisteoir Náisiúnta
in our sport. Central to this will be the long-awaited
GAA Handball
opening of the new National Handball Centre which will
Strategic Plan 2021 – 2025 • GAA HANDBALL • 7
3.0 ABOUT
US
GAA Handball is a strong and vibrant Association thanks to the
army of dedicated volunteers at Club, County and Provincial
level who are committed to the promotion and development
of our clubs and our games. The Club is the bedrock of our
Association and one of the main aims of this strategic plan is
to create stronger clubs and therefore a stronger Association.
G AA Handball have a brand new state of the art home in Croke Park, it is indeed an extremely
exciting time for our sport and we want to have a sport to match this exciting new home
and to create an exciting future for everyone.
RECENT ACHIEVEMENTS:
> I ntroduced the hugely successful tournament an Online Coaching Video Series and various other
festival weekends which have become a highlight of resources.
the sporting calendar.
> Introduced Live Streaming for All Ireland Finals
>
Have had over 500 schools actively engaging in all codes ensuring our games reach a worldwide
with our Schools 1-Wall Initiative audience and are easily accessible.
>
Redesigned our new www.gaahandball.ie website > stablished an extensive online archive of GAA
E
which won the Best Sports Website Award at the Handball footage.
Realex Web Awards in 2015
>
Established ourselves as the leading Nation
>
Following an extensive Social Media campaign, in the world with hugely successful performances
we have raised our followers across all digital by Irish Handballers at World Championships in
platforms by over 200% since 2015 Calgary, Canada (2015) and Minnesota, USA (2018)
>
Produced extensive Coaching Material including > Grown the Annual She’s Ace Tournament year
8 • GAA HANDBALL • Strategic Plan 2021 – 2025
STRATEGIC PLAN
2 0 2 1 – 2 0 2 5
on year to be the biggest female only tournament in
Handball.
OUR
> Introduced a standalone Softball Féile and
increased the entries overall in Féile to it’s largest in a
number of years
3.1
MISSION
> Grown the Wallball Nationals into the biggest
tournament in World Handball and one of the
highlights of the Irish sporting year.
> aunched the “Club Iontach” and “County Iontach”
L
programmes for Clubs and Counties to ensure best
practice is carried out in Clubs and Counties and to
create a minimum standard for clubs to operate at
> Launched our first ever online Youth Expo for Everybody has the opportunity to be wel-
Juvenile members which was a phenomenal success comed to take part in our games & culture,
to participate fully, to grow and develop a
The opening of our new National Handball Centre will catapult lifelong engagement with our Association.
GAA Handball into the next decade as a Sport with a state-
of-the-art home that can sit proudly among any of the elite GAA Handball aims to provide access for
sports and their home stadiums. We are at a crucial juncture people of all ages to play the sport enriching
as an organisation as we plan to grow the Association and
maximise on its enormous potential. With Handball’s acces-
each community within Ireland and interna-
sibility, urban feel, fast pace and athleticism, it is a sport with tionally, while assisting players both male
huge potential to grow, not just as an elite Sport but as a and female to reach their potential within
Sport for everyone, a Sport with tremendous health benefits the game.
with an elite section that can compete with the best Sports
around and garner the attention it deserves.
Strategic Plan 2021 – 2025 • GAA HANDBALL • 9
3.2 OUR
VISION
OUR VISION is that everybody be welcomed to participate fully in our games and culture,
that they thrive and develop their potential, and be inspired to keep a lifelong engagement
with our Association. GAA Handball is a game for life where people of all ages can
experience the terrific benefits of healthy pleasure, entertainment, competition and social
integration while being an integral part of a thriving community.STRATEGIC PLAN 2 0 2 1 – 2 0 2 5
OPENNESS INTEGRITY INCLUSIVENESS RESPECT
3.3 We provide We operate to We welcome We promote
appropriate consistent high everybody to mutual respect
opportunity for standards in our be part of our for all. We
all to take an actions, val- Association. operate with
OUR
active and sat- ues, methods, We support the integrity at all
isfying role at measures and needs of all our levels. We listen
all levels of our principles with members. and respect the
Association. ourselves and views of all.
VALUES
those we work
with.
12 • GAA HANDBALL • Strategic Plan 2021 – 2025STRATEGIC PLAN
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POSITIVITY PRIDE LEADERSHIP COMMUNITY TEAMWORK
We provide a We take pride in We strive to We aim to foster We flourish through
positive culture the quality and bring out the a collaborative the voluntary efforts
with the struc- positive impact best in our and friendly en- of our membership.
tures, supports of all our activi- members and vironment where The cornerstone of
and resources ties, and honour we work togeth- each member is our Association is
to bring out the outstanding er to create the a partner in our effective teamwork
best in all our achievement at best future for GAA Handball on and off the courts.
members all levels our members Community. We value the contri-
and our Asso- We support our bution of our profes-
ciation members in sional staff. Ní neart
contributing to go chur le chéile
the well-being of (There is no strength
their respective without working
communities. together).
Strategic Plan 2021 – 2025 • GAA HANDBALL • 134.0 PLANNING
PROCESS
The Steering Group appointed.
14 • GAA HANDBALL • Strategic Plan 2021 – 2025STRATEGIC PLAN
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STEERING GROUP
> Dessie Keegan President
> John Kelly National Manager
> Pauric Dowdall Club Support Officer
CONNACHT
> Padraig Gaffney Ballaghaderreen, Mayo
> Oisin Naughton St Comans, Roscommon
> Damien Martin St Comans, Roscommon
ULSTER
SURVEY
Sent to all members
> Paul Fitzpatrick St Pats, Cavan
> Fiona Shannon St Pauls, Antrim
MUNSTER
> Tony Healy Ballydesmond, Cork
> Willie Roche Newmarket on Fergus, Clare
> Diarmaid Nash Tuamgraney, Clare
LEINSTER
> PJ McGrath Ballymore Eustace, Kildare
> John Roche Castlebridge, Wexford
WRITTEN
> Brendan Burke Kells, Kilkenny SUBMISSIONS
> Cliona Ui Dhalaigh Na Fianna, Dublin From key stakeholders
Strategic Plan 2021 – 2025 • GAA HANDBALL • 154.1 2025 – WHERE DO
WE WANT TO BE?
PARTICIPATION AND GROWTH
> Increase in participation levels across all touchpoints.
OUR PEOPLE
> GAA Handball included as a sport within the education system at all levels.
> andball developed as a recreational sport providing leisure members with
H > e have
W
a fun way of keeping active. developed a
network of
fully supported
officials,
coaches and
VISIBILITY administrators
to effectively
support all levels
> I ncreased general
of the Association
awareness of GAA
Handball within the
Irish public
>
Have provided a
> Regular media Coach, Official,
coverage of key GAA and Volunteer
Handball events in local Education
and mainstream media Programme that
promotes high
> Increased awareness
quality coaching,
within the GAA family
event officiating,
of games.
and volunteer
support.
16 • GAA HANDBALL • Strategic Plan 2021 – 2025STRATEGIC PLAN
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COMPETITION AND EVENTS
> ur All-Ireland Championships recognised as
O
one of the major sporting events on the Irish
sporting calendar.
> alanced clár catering for all members and
B
officials allowing for defined seasons and giving
each code the best possible opportunity to
flourish.
COACHING & DEVELOPMENT
> AA Handball recognised as having best in class
G
coaching structures and top tier coaches.
> Proper development structures are in place
to grow the game and expand on our network of
facilities.
GOVERNANCE
FINANCE
> e have fully adopted the Code of
W
Governance. > I ncreased financial investment from internal,
commercial, public funding and sponsorship
>
Increased staffing levels to support the opportunities.
growth of the game and to fully support our
members.
€
> Safeguarding the future of the Association
by ensuring Financial stability.
Strategic Plan 2021 – 2025 • GAA HANDBALL • 17STRATEGIC
5.0 FOCUS
AREA AND
GOALS
5.1
CLUB DEVELOPMENT: Establishing the next generation of leaders, further developing
our people, providing them with the skills and capabilities they need to service our
members and manage and administer our sport in an effective and efficient way.
5.2 P
ARTICIPATION & GROWTH: Expand our network of clubs, increase the number of
players both competitively and recreationally and ensure retention of members.
5.3 C
OMMUNICATIONS, MEDIA & PR: Increasing the profile of our sport, enhancing our
engagement with our members, engagement and management of key partners to
showcase our sport and maximise our brand presence.
5.4 G
OVERNANCE: Govern and administer our affairs more efficiently ensuring the
Association and all units of the Association are fully compliant.
5.5 C
OACHING & DEVELOPMENT: GAA Handball are recognised as having top class
coaching structures and top tier coaches. Proper development structures are in place
to grow the game and expand our network of facilities.
5.6 W
OMEN IN SPORT: Increase the profile, participation levels and visibility of our
Women in Handball.
5.7 INTERNATIONAL: In consultation with our International sister associations work
together to develop the game worldwide.
18 • GAA HANDBALL • Strategic Plan 2021 – 2025STRATEGIC PLAN
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CLUB DEVELOPMENT
5.1 Establishing the next generation of leaders, further developing our people,
providing them with the skills and capabilities they need to service our
members and administer our sport in an effective and efficient way.
Performance
Objective: Specific Actions
Indicators
Develop a comprehensive - Develop comprehensive - Attendance at workshops
1
club support programme to online club support
- Increase in number of
assist our club network to section on the national
registered players
reach its true potential. website
- Increase in number of
- Develop club support
volunteers
manual for new and
existing clubs - Comprehensive online club
Club Support - Develop toolbox to
support section developed
support applications for
funding programmes
Develop a comprehensive - Develop club officer - Increase with compliance
2
club officer programme manuals explaining the of processes
and attract more people to different roles.
- Increase in quality of
administration roles.
- Run annual training administration
workshops on club officer
- Ongoing support for
roles and the structure of
administrators
handball committees.
Club Officer - Link in with GAA resources
Development for ongoing support for
officials.
Attract new volunteers to - Develop handbooks and - Handbook developed.
3
the sport. Ensure adequate interactive workshops on
- More parents involved in
support is in place to retain attracting volunteers.
volunteering
and reward volunteers.
- Develop a campaign to
- More volunteers involved
target parents to get
in the sport
involved
Volunteer - Run workshops for new
officers and provide
Development ongoing support
Strategic Plan 2021 – 2025 • GAA HANDBALL • 195.2 PARTICIPATION AND GROWTH
Performance
Objective: Specific Actions
Indicators
Develop a clár with clearly - Comprehensive review of - Increase in participation
1
defined seasons to provide all competitions to ensure
- Decrease in withdrawals/
a balanced programme the needs of all sections of
no shows
of fixtures for all levels to the association are being
enable both players and met.
officials to maximise their
- Review and define clear
potential.
seasons with breaks
GAA to ensure all codes are
given the best chance to
Handball Clár prosper.
Develop a programme - Target areas such as parks - Increase in membership
2
to promote Handball as and outdoor spaces to from participants in such
a recreational sport and introduce handball. programmes.
attract new members.
- Explore the possibility -Increase in use of facilities
of business leagues to outside of programmes.
attract businesses to play
-Increase in awareness of
the game recreationally
handball
Recreational - Devise campaign
- Increase in spectators
Handball promoting the benefits of
playing handball.
To increase the profile of - Establish a taskforce to - Increase in handball in
3
Handball in major urban look at the development of urban areas.
areas and attract new the sport in urban areas.
members
- Explore possible links with
regeneration schemes in
urban areas.
Urban
Handball
Establish more Handball - Increase awareness of GAA - Increase in number of
4
clubs within GAA clubs Handball within the GAA members who play other
family GAA codes
- Work with GAA at central - Increase in awareness
level to encourage GAA within the GAA family
clubs to invest in Handball
- Increase in number of
facilities
one club clubs including
GAA Clubs -R
un awareness campaign handball.
with GAA stars about the
cross benefits of GAA Hand-
ball for football and hurling
20 • GAA HANDBALL • Strategic Plan 2021 – 2025STRATEGIC PLAN
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Expand our network of clubs, increase the number of players both competitively and
recreationally and ensure retention of members. Provide a programme of competitions that
allows all members to maximise their potential.
Performance
Objective: Specific Actions
Indicators
Roll out programme to - Include exposure to - Increase in membership in
5
support the establishment handball to trainee clubs from feeder schools.
of Club School links to teachers and other
- Handball included as part
complement the Schools sporting third level
of the PE curriculum
initiative. programmes
- Increase local school
competitions to make
Club School handball more accessible
Links - Arrange school days in
National Handball Centre
- Develop a set of guidelines
for clubs to create club
school links
Create stronger links with - Open dialogue with third -Increase in participation of
6
ICHA to maximise the level institutions to 3rd level students
potential of Handball as a develop handball facilities
3rd level sport in more colleges.
-Inclusion of all post-
secondary level
institutions
Third Level
- Create stronger links
Handball between ICHA and Central
council
Create a pathway to - Develop a youth - Juvenile fixtures
7
encourage younger players committee to develop programme that provides
to stay in Handball and to ideas for attracting and for all juveniles
reach their full potential retaining juveniles.
- Less dropout of players in
- Develop a juvenile later years
development pathway to
- Increase in juvenile
be rolled out nationwide
members playing handball
Juvenile Handball - Encourage local
- Juvenile pathway in place
development at club level
to support juveniles
to provide more handball
development
for juveniles.
- Explore the possibility
of summer camps and
possible shorter mid-term
break camps
Strategic Plan 2021 – 2025 • GAA HANDBALL • 215.3 COMMUNICATIONS, MEDIA & PR
Performance
Objective: Specific Actions
Indicators
A strategy in place - Develop a communication - Increase in no. of followers
1
for the provision of strategy to improve on chosen media
appropriate and consistent communication at all platforms
communication to all areas levels of the association.
- Improvement in
of the association.
- Comprehensive, constant, communication channels
consistent use of all
types of media to include
Communications all generations, from
traditional media to
Plan modern social media.
Develop our Live Streaming - Explore the possible roll - More games live streamed
2
offering as best in class. out of a live streaming
- Higher viewing figures
Increase the amount of platform for all units to
footage available. use for streaming games. - More media coverage
- Link in with post-
secondary media courses
to encourage students to
Live Streaming include this in their study.
/ TV - Have Senior finals as
standalone fixtures with a
set start time – this could
possibly encourage TV
coverage.
Establish an online system - Fund research and - Effective and immediate
3
to ensure effective and implementation of an updates on fixtures and
immediate update of all online system. results
fixtures & results and
- Ensure whatever system - System in use at all levels
effective communication
is selected is user-friendly
of same
and simple and accessible.
Fixtures & - A more streamlined
Results clár will help with the
management of fixtures
being released.
22 • GAA HANDBALL • Strategic Plan 2021 – 2025STRATEGIC PLAN
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Increasing the profile of our sport, enhancing our engagement with our members, engagement
and management of key partners to showcase our sport and maximise our brand presence.
Performance
Objective: Specific Actions
Indicators
Develop a comprehensive -E
stablish a committee to - Full history of handball
4
history archive and a full develop a comprehensive released by 2024
history of Handball in time archive and to develop a
- Extensive archive
for centenary celebrations history of handball.
developed.
in 2024.
-E
nhance written, photos,
audio and visual historic
archive.
History and
Heritage
A PR/Media strategy - Explore potential for core - Increase in media coverage
5
in place to develop slot on TV through wider
- Develop effective
relationships and to provide GAA agreements
relationships with key
consistent communications
-E
mploy a full time PR media personnel
to all areas of the Media.
officer
-Working closely with the
GAA’s Communications
Media Relations Department
Strategic Plan 2021 – 2025 • GAA HANDBALL • 235.4 GOVERNANCE
Performance
Objective: Specific Actions
Indicators
Establish a sustainable - Establish fundraising - Increase in finance
1
financial model to support workgroup to explore
- Financial stability
GAA Handball activities and various ideas to raise
to ensure the safe future of income.
the association.
- Increase income strands
by reviewing pricing
models
Financial
Model
Ensure all clubs/counties - Audit of key governance - All clubs fully compliant
2
are fully compliant in all key areas in clubs
Governance areas
- Run regular workshops to
ensure all clubs are fully
compliant.
Club/County
Governance
Increase full time team - Increase full time team to - Increased staffing levels
3
to help fully support our support the units of the
- Minimum of one
network of clubs. association.
development officer per
Aim for minimum of one - Explore the possible province.
development officer per inclusion of handball as
province to help further the part of the role of GPOs
Full Time game in each province. employed by county
boards.
Staff
24 • GAA HANDBALL • Strategic Plan 2021 – 2025STRATEGIC PLAN
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Govern and administer our affairs more efficiently. Ensuring that all units of the Association
are fully compliant with the Governance code and are financially stable.
Performance
Objective: Specific Actions
Indicators
Ensure all our facilities are - Complete facilities audit - Increase in handball
4
operating to the highest to standardise and grade facilities
quality, hygiene and safety all facilities in Ireland and
- Increase in standards of
standards in turn produce a set of
handball facilities with
standards for all facilities
consistency of standards
to operate to.
across the board
- Ensure specifications for
Facilities facilities are reviewed
under the headings
mentioned (quality/
hygiene/safety).
- Review GAA developments
nationally and explore
the potential for the
incorporation of handball
facilities
Ensure appropriate - Ensure all participants - More streamlined
5
channels are in place to on all committees are association with more
allow the association to aware of their roles and effective structures
operate with integrity responsibilities
and in accordance with
- Review of current
Governance requirements.
structures and
recommendations
Structures provided where necessary
Review our rules/ - Simplify where possible. - Clear and concise rules
6
disciplinary procedures to across the association
- Posters provided to clubs
ensure a consistent and fair
on how handball systems
process for all.
work
Rules and
Discipline
Strategic Plan 2021 – 2025 • GAA HANDBALL • 255.5 COACHING AND DEVELOPMENT
Performance
Objective: Specific Actions
Indicators
Establish a fund to help - Explore the possibility - Club development fund
1
clubs develop facilities of a Friends of Handball with clubs benefitting
association to raise funds. from funding allocations
to improve and develop
- Provide advice for clubs
facilities.
in how to access funding
available from various
sources
Club Development
Fund
All Provinces/Counties will - Create a process for all - All counties and provinces
2
have a development plan in Provinces/Counties to with a plan in place or on
place develop their plans their way to implementing
a plan.
Provincial/County
Plans
Establish a team of trained - Run regular workshops - Panel of experienced
3
and qualified officials and provide handbooks for referees for major finals
to officiate at major same.
- Consistent standard of
tournaments/finals.
- Run mandatory refresher refereeing across all codes
workshops.
- Consider expenses
Referee payment for referees
DevelopmentSTRATEGIC PLAN
2 0 2 1 – 2 0 2 5
GAA Handball are recognised as having top class coaching structures and top tier
coaches. Ensure proper development structures are in place to grow the game and expand
our network of facilities.
Performance
Objective: Specific Actions
Indicators
All clubs/counties/provinces - Highlight those clubs - All clubs/counties/
4
signed up to relevant meeting standards to provinces signed up
standards programme encourage other clubs to to relevant standards
to ensure consistent take part. programme to ensure
standards across the consistent standards
boards across the boards
Club / County
Iontach
Ensure the best coaching - Develop coaching video - Consistent high level in
5
structures are in place to series in 60x30 & One Wall coaching across all codes
develop the best coaches to assist coaches
and players.
- Continually review and
improve the Coach
developer programme
- Develop coaching camps in
Coaching the provinces
structures5.6 WOMEN IN SPORT
Performance
Objective: Specific Actions
Indicators
Aim for increase in female - Target girls only schools - Increase in numbers of
1
membership year on year and mixed schools, females taking up the
primary and post-primary game
- Ensure high profile of - Retention of female
women in promotional players in older age groups
campaigns and in any
advertising material.
Increase - Continue to develop
Participation the annual She’s Ace
tournament and roll out
on a provincial and county
basis
- Provide more options for
older age groups to play
competitive handball
Increase the number - Hold Ladies only - Target of 30% of female
2
of female officials in workshops in representation on
GAA Handball. Increase administration, coaching, committees reached
female representation in volunteering and
Administration, Coaching refereeing.
and officiating roles.
- Target of 30% female
representation on
Administrators committees
Increase media coverage - Ensure parity for ladies - More coverage for ladies
3
of Women’s Handball and and mens fixtures handball
also increase attendances
- Continue equal promotion
at Women’s Handball in
of mens and ladies game
general.
- Explore the concept
of mixed gender
Visibility competitions/
tournaments.
28 • GAA HANDBALL • Strategic Plan 2021 – 2025STRATEGIC PLAN
2 0 2 1 – 2 0 2 5
Increase the profile, participation levels and visibility of our Women in Handball.
Strategic Plan 2021 – 2025 • GAA HANDBALL • 295.7 INTERNATIONAL
Performance
Objective: Specific Actions
Indicators
Review the World - Root and branch review - World Handball
1
Championships with a of the current structure Championships that are
view to introducing a of the World Handball considered elite and will
format that will enable the Championships. attract media coverage,
championships to attract sponsorship and leaves a
media coverage, attract lasting legacy.
sponsorship and to develop
the game globally.
World
Championships
Develop an International - Meet with other - Development of a plan
2
Strategic Plan to grow the international associations with all organisations
game on an international to set up a working group working towards
basis to develop a plan. a common goal of
promoting handball.
- Formalise one national
umbrella association
to promote handball
International worldwide.
Strategic Plan
Establish Ireland as one of - Host annual tour stop in - Successful European tour
3
the leading nations on the Ireland showing growth
European Wallball tour
- Work with European tour - Annual tour stop to
to develop the circuit become highlight of
handball calendar
European
Wallball Tour
30 • GAA HANDBALL • Strategic Plan 2021 – 2025STRATEGIC PLAN
2 0 2 1 – 2 0 2 5
In consultation with our International sister associations develop the game Worldwide
Performance
Objective: Specific Actions
Indicators
Explore the feasibility of - Work with international - International tournament
4
an International Juvenile sister associations to that promotes juvenile
Tournament explore the possibility of handball and creates
an international juvenile strong links between the
tournament. association
Juvenile
Tournament
Expand the game through - Work with the GAA to - More international units
5
International Units promote Handball through taking up the game of
the GAA International handball
units.
- Handball included as part
of the GAA world games.
International
GAA
Strategic Plan 2021 – 2025 • GAA HANDBALL • 31IMPLEMENTATION
6.0 AND
MONITORING
We will undertake a thorough approach to the implementation
of the Strategic Plan which will involve:
> he establishment of an Implementation Committee which will be chaired by the
T
Uachtarán.
> he delegation of specific objectives to the most appropriate people and groups to
T
take the lead on delivering.
> The creation of operational plans setting out goals, targets, lead responsibilities and
the initial steps to be taken.
> The on-going monitoring of progress against the indicators set out in the plan.
> Regular reporting to GAA Handball Ard Chomhairle.
32 • GAA HANDBALL • Strategic Plan 2021 – 2025STRATEGIC PLAN
2 0 2 1 – 2 0 2 5
ACKNOWLEDGEMENT
GAA Handball would like to convey their thanks to all those who contributed to the
strategic plan process, to all those who answered the survey, provided feedback or
submitted submissions.
Thanks to the Steering Committee and the full-time team in GAA Handball for their
work in preparing this plan.
Thanks to Ed Moynihan for the booklet design.
Strategic Plan 2021 – 2025 • GAA HANDBALL • 33You can also read
