Strategic Plan 2018 2021 - GAA.ie
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Strategic Plan 2018 - 2021
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 becauseStrategic 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.pdfStrategic 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 programmeStrategic 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 activitiesStrategic 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
gamesStrategic 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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