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Good Counsel GAA & Camogie Club Strategy & Vision 2020

April 2016

www.goodcounsel.ie

GOOD COUNSEL GAA & CAMOGIE CLUB

STRATEGIC PLAN 2016-2020

“Strategy & Vision 2020”

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Table of Contents

1. Introduction 4

2. Club Overview 5

3. Our Mission & Vision 6

4. Goals for Strategy & Vision 2020 6

5. Strategic Pillar Actions

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5.1 Coaching & Games Development

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5.2 Health & Wellbeing

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5.3 Communications & Public Relations

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5.4 Finance & Fundraising

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5.5 Social & Community

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5.6 Organisational Structures & Governance

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5.7 Volunteers & Recruitment 21

6. Conclusion 22

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1. Introduction

The Strategic Review Sub-Committee was established by the Executive Committee as a result of discussions at the Club AGM in October 2015. For the past couple of months, the following committee members have been working to develop a Strategic Plan for the club for the period 2016-2020:-

Deirdre Conway Patrick Baker Eve Talbot Elaine Quinn

The remit was to review the current position on all aspects of the club within our community and to prepare a proposal on the Club’s “Strategy & Vision 2020” providing the club with a platform to drive forward in a constructive and meaningful way. The proposal contained herein is to be presented to the Club’s Executive Committee for approval, support and ratification.

The review consultation process included a number of phases:- a) Reviewing the feedback / discussion points raised at the Club AGM b) Completing research into what other clubs were doing across the country c) Facilitating workshops to identify the priorities in our club referred to as the “Strategic Pillars” d) Completing 1 to 1 interviews with members of the Club Executive Committee e) Consultation and engagement with other club members and third parties f) Drafting recommendations across all the Strategic Pillars, debating and discussing them at length g) Consolidating all outputs into this document for presentation to the Club Executive Committee.

This document outlines a number of key projects which require support and commitment from all members, parents and from people who have an interest in keeping this GAA club at the heart of the community whilst striving to perform at the highest level across all our sporting disciplines.

If implemented, it will allow our club to harness the efforts of everyone involved for the betterment and the success of Good Counsel GAA & Camogie Club over the next 4 years. However, in order to achieve this we will need to get more people involved in taking on new roles and jobs within the club, to create a greater sense of club and community and to enjoy the reward, pride and personal satisfaction when you realise that your contributions make a positive impact.

I would like to thank the Executive Committee, club members and all the third parties who we engaged with during this time, for their time, support and most of all their contributions. Finally, I would personally like to thank my colleagues on this committee who were enthusiastic, dedicated and most of all motivated. Thank you for your contributions, for challenging the status quo, for aiming high and for pushing the boundaries whilst recognising that in order for the club to be successful our Strategy, Goals and Targets have to be realistic and achievable – you all should be very proud of your contributions to Good Counsel GAA & Camogie Club.

Deirdre Conway

Strategic Sub-Committee Chairperson

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2. Club Overview

Good Counsel GAA and Camogie club was established in the Our Lady of Good Counsel Parish, Drimnagh in 1954 and provides Gaelic sporting and social activities to the community of Drimnagh and the surrounding areas.

It has grown from a modest pavilion building which was used as changing rooms for many years where the lads had to use the ground floor and the girls had to go up the ladder into the attic! Thankfully times have changed and we now have a clubhouse for everybody with excellent facilities that include dressing rooms, members bar, function room and hall. In the 1980’s, when the current clubhouse was being ‘conceived’, it was recognised that there was a need to change so that we as a GAA Club could provide greater facilities to sustain, maintain and grow the Gaelic games within our club and community – we are now faced with some further challenges today that require us to take action.

Today we have a membership base of approx. 622 members and the teams we are fielding for 2016 are as follows:-

Hurling Football Camogie Adult Juvenile Adult Juvenile Adult Juvenile AHL5 AHL8

Minor Under 16 Under 14 Under 12 Under 11 Under 9 Under 8

AFL4 AFL11

Minor Under 16 Under 14 Under 12 Under 11 Under 9 Under 8

Senior 2 Senior 5

Under 16 Under 15 Under 14 Under 13

Under 12 x 2 Under 10 Under 8

2 Teams 7 Teams 2 Teams 7 Teams 2 Teams 8 Teams

We also have our Mini Masters and Junior Academy boys and girls who will be the future players in the club.

In the past couple of years, some GAA Clubs in Dublin South & West are struggling to field teams at all levels, are finding it harder to get volunteers to commit time, are struggling financially whilst at the same time are trying to find ways to invest in facilities and games development so that they can maintain a viable and successful club.

In Q4 2015, the Dublin County Board commissioned a Club Survey and here are a few highlights & lowlights:

Approximately 1/3 of people who indicated they were not a mentor suggested that they would be willing to get involved in helping a juvenile team in some capacity (mentor, admin, first aid)

85% of respondents were unsure or were negative about the about the future of the GAA in the area if things continue as is

Approximately 50% of people feel club need to do more to retain players from 13 years old all the way to adult

Our challenge for the next couple of years is to provide as many children and adults with the opportunity to participate in our Gaelic games, to retain these players by having the appropriate structures in place and to grow our club within the community and beyond.

The goals and actions set out in this strategic review will be challenging, however if we can harness the goodwill of our members, our supporters and our community we will ensure the growth and future successes of Good Counsel GAA and Camogie Club.

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3. Our Mission & Vision

3.1 Our Mission:

Our Mission is to promote Gaelic Games, Culture and lifelong participation in The GAA now and into the future.

3.2 Our Vision 2020

Our Vision for the next four years is to be a GAA club that:-

Excels at the highest levels across our Gaelic Games Ensures that everybody has the opportunity to join, play, grow and develop at their level of

ability Ensure that the values we live, enrich the lives of our members, families and the communities

that we serve

4. Goals for Strategy & Vision 2020

Our key goals under each of the 7 Strategic Pillars are as follows:-

4.1 Coaching & Games Development To implement a first class coaching & games development structure across all disciplines and

levels, striving to raise the standards of all our teams and coaches to ensure the highest possible level is achieved

4.2 Health & Wellbeing To promote the health and wellbeing of club members and the wider community by raising

awareness on the importance of participation in physical activities, emotional well-being & mental health and social inclusion ensuring that we have a healthy ethos within our club and community.

4.3 Communications & Public Relations To establish a vibrant communication mechanism throughout the Club, Schools, Local

Community and Local Press using the most modern communication techniques to increase the profile of the club by promoting our games, social events, facilities and other activities creating a “buzz about our club” both internally and externally.

4.4 Finance & Fundraising To be successful in fundraising and financial excellence in order to support the continued

development of our club using innovative fundraising ideas and best practice financial planning

4.5 Social & Community To have a vibrant Social Sub-Committee who organise various social activities throughout the

year creating a strong club spirit, a sense of togetherness and unity that enriches the lives of all our members, supporters and the community of Drimnagh

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4.6 Organisational Structures & Governance

To have excellent governance and strong organisational management systems & practices in place to create the best environment to effectively deliver the commitments of the Club’s “Strategy & Vision 2020”

4.7 Volunteers & Recruitment To increase the numbers of volunteers across all sections of the club providing them with

appropriate training and development opportunities in order to encourage lifelong club involvement and commitment

Fig. 1 – Strategy & Vision 2020

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5. Strategic Pillar Actions

In delivering our Goals for Strategy & Vision 2020, we will need to deliver on the following actions under each of the Strategic Pillars:-

5.1 Coaching & Games Development:

Priority Action Outcome Responsibility 1 Put in place a structured training

program for the mini masters and junior academy to ensure that all children have the basics and fundamental skills of both codes appropriate to their age or higher and maximize the number of weekly training sessions

Higher standard and more players coming into Under 8 Teams across all disciplines

Academy Managers Steering

committee Club Coach/SCO

1 Develop a Mini Masters & Junior Academy mini league competition with other GAA Clubs (summer & winter competitions)

Builds up a team spirit and keeps the kids interested

Academy Managers Steering


1 Re-structure the Schools Coaching Programme to focus on Junior Infants to 4th class cycles in all designated schools. Coaching will focus on ages 5 to 10.

More youth players recruited to the club at an early age

Steering Committee

Club Coach/SCO

1 Recruit volunteer Good Counsel coaches to support the schools during the Cumann na mBunscol competitions by being present at training sessions and school matches. Cumann na mBunscol will focus on 5th and 6th class.

Stronger links with the schools, more players coming from the schools to the club and an increase in the standards of play. To ensure that everyone who wants to play Gaelic Games is included.

Steering Committee

Club Coach/SCO.

1 Run formal coaching qualifications for mentors within the club with the aim to have at least the following at a minimum: 1 x Foundation level coach with

each 7-11 age group teams 1 x Level 1 Child/Youth Coach

with 12-16 age group teams 1 x Level 1 Youth Coach with

16-minor age group teams 1 x Level 1 Adult Coach or

above for adult teams

A minimum formal coaching standard will be set insuring all trainers are up skilled to the highest level Executive

Committee Steering

Committee Club Coach/SCO

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Priority Action Outcome Responsibility 2 Paint shooting targets on the wall

ball Improved training facilities

Executive Committee

2 Run Annual Recruitment Blitzes:-

Jan/Feb: - Run 4 school recruitment blitzes broken down into age groups and codes.

Sept: - ‘’Mini All-Ireland’’ to be ran the week before the All Ireland Football final.

Supports the annual recruitment of players and promotes key GAA sporting events

Executive Committee

Steering Committee

Club Coach/SCO

2 Publish and distribute a Good Counsel Coaching Manual to each team and publish age suitable drills on club website

All coaches will have access to a bank of drills and a guideline in the player pathway

Steering Committee

2 Complete a series of informal coaching workshops for all mentors focusing on a different skill topic per session. Each workshop to be no longer than 2 hours.

Provides an informal mechanism to up skill all coaches across all GAA disciplines

Steering Committee

Club Coach/SCO

3 Establish Youth GAA clubs and after school projects in the schools for the younger kids to encourage more to take up GAA

Creates stronger links with the schools and encourages more players from the schools to the club.

Steering Committee

Club Coach/SCO

3 Communicate schedule of Advance Workshops for teenage players and request mentors to nominate players to attend.

Improved standard of play for teenage players with mentoring from Dublin players and inter-county coaches

Team Managers

3 Complete a review of all external lighting and upgrade to facilitate winter training on pitches, ball wall and grass area around the perimeter of the club house.

Improved training facilities

Executive Committee

3 Recruit Adult Hurling, Football and Camogie players to do at least 1 Coaching session with a 13+ age group team at least once a year.

Gives adult players a vested interest in the youth section and gives under age players adult role models to look up to and support.

Adult Managers Team Managers

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Priority Action Outcome Responsibility 4 Run coaching / training planning

workshop in advance of the start of the season for all mentors

Coaches will have the necessary skills and tools to plan out not only individual sessions but long term and season planning.

Steering Committee

Club Coach/SCO RDO

4 Creation of a coaching noticeboard with ‘’drill of the week’’ and other fundamental skills to be placed on display and published on the club Facebook page on a weekly basis

Creating a visible culture of high standard coaching within the club

Executive Committee

Club Coach/SCO

4 Source and install vertical netting on the roof of the gym to stop balls rebounding from the ball wall over the roof of the gym

Improved training facilities Executive

Committee

4 Put in place a mechanism to facilitate Interested coaches attending specific and focused coaching courses (Resistance Training, Movement, Goalkeeping etc.)

Specialist training available to all to coaches Interested

Coaches Steering

Committee

4 Implement a Strength & Conditioning Programme for all Teams 13+ making more use of the onsite gym facilities, with focus on athletic & core strength development

Players to receive age appropriate strength & conditioning coaching in athletic development increasing their level of fitness

Team Mentors Gym Instructors

4 Create Hurling & Camogie 7, 11 and 15 aside teams in secondary schools for 1st, 2nd and 3rd years and launch an inter school mini league competition and also launch an inter school football blitz competition.

Closer links created with and between schools and students Steering


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5.2 Health & Wellbeing:

Priority Action Outcome Responsibility 1 Health & Wellbeing Officer to be

appointed To promote the awareness of health & wellbeing within our club

Executive Committee

1 Health & Safety Officer to be appointed

Ensures that we have met all health & safety standards and took appropriate action where required

Executive Committee

1 Develop a Club Safety Statement and process which will be subject to an annual review on an ongoing basis


Health & Safety Officer and Executive

Committee

1 Set up a Health & Wellbeing Sub-Committee (look at the GAA rules for sub committees) chaired by the Health & Wellbeing Officer to drive out the H&W Strategy for the club.

Delivers and executes the Club’s Health & Wellbeing Strategy Executive

Committee and H&W Officer

1 Ensure that the club has a Health & Safety First Aid Kit which is accessible and up to the safety standards

Ensures that we have met all health & safety standards and obligations

Health & Safety Officer

1 Develop a First Aid Charter & Checklist for all Managers / Mentors

Ensures that we have appropriate health & safety standards in place across all teams

Health & Safety Officer

1 Develop a “Health & Wellbeing” hub on the Club Website called it “The Well”

Provides a digital source of all Health & Welfare Support information, initiatives and planned activities

Health & Wellbeing Sub-Committee and

Communications IT Sub-Committee

1 Create “The Well” notice board in the club

Provides an onsite location for of all Health & Welfare Support information, initiatives and planned activities

Health & Wellbeing Sub-

Committee

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Priority Action Outcome Responsibility 2 Adopt and Launch The GAA

Mental Health Charter “Promoting Positive Mental Health & Wellbeing through the GAA”

Promotes a Healthy Balanced Lifestyle, Education & Awareness


Committee

2 Define & Implement an “Alcohol and Subsistence Abuse Policy” ASAP within the club

Promotes a Healthy Balanced Lifestyle, Education & Awareness

Executive Committee

2 Deliver an annual presentation by qualified Dietician to adult and juvenile sectors of the Club (including parents of juveniles) regarding all aspects of diet and hydration for GAA players.

Promotes a Healthy Balanced Lifestyle, Education & Awareness Health &

Wellbeing Sub-Committee

2 Develop a health and lifestyle program - “Think my Drink” “Choose my Food” “Getting Active” catering for juvenile & adult playing members along with non-playing members and social members

Promotes a Healthy Balanced Lifestyle, Education & Awareness Health &

Wellbeing Sub-Committee

3 Link in with local Third Level Colleges with a view to creating a partnership in relation to the promotion of health, welfare & fitness activities within our club

To build relationships with third level colleges and provide a mechanism for students to work with teams and gain/share knowledge to support their course curriculum


Committee And

Executive Committee

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5.3 Communications & Public Relations:

Priority Action Outcome Responsibility

1 Establish a Communications & IT Sub-Committee with defined roles & responsibilities

Supports the Club PRO in developing and driving out the communications strategy of the Club across all media types

PRO & Executive Committee

1 Create a Social Media Communication role with responsibility for managing & coordinating all significant Facebook Communication on behalf of the club

Standard & consistent delivery of club communications

Communications & IT Sub-

Committee

1 Create a Paper Media Communications role who has responsibility for managing and coordinating all communication with Newspapers, Local Media, and the Club notice boards

Standard & consistent delivery of club communications Communications

&IT Sub-Committee

1 Create a Club Website Communication role who has responsibility for managing the development of the website and ensuring it is fully up to date with relevant content


& IT Sub-Committee

1 Create a Good Counsel Twitter Communications role who has responsibility for managing all communication on our Twitter Account


& IT Sub-Committee

1 Create a Good Counsel Communication email address which should be used as a mechanism to collate all communication contents from club members etc. and communicate process to all members

All members understand the mechanism and process for communication within the club

Club Secretary & PRO

1 Consolidate the Club’s Playing and Leisure Gear to create a unified Club Brand for all teams, members and supporters

All club gear design is agreed in advance by Club Executive and is in line with agreed club brand

Executive Committee

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Priority Action Outcome Responsibility 2 Pilot Activity:

Appoint a number of “Roving Reporters” across the juvenile and adult section of the club who will attend a number of club matches, events and activities and provide a report back to the Communications & IT Sub-Committee for communication across all our media outlets

Pilot the initiative by appointing two boys and two girls (between ages of 12-16) to attend matches. Get boys to attend camogie matches and girls to attend hurling/football matches (juvenile level). Each roving reporter to wear a bib with “Good Counsel Reporter” on the back of it.

PRO & Communications

& IT Sub-Committee

2 Develop a Good Counsel GAA & Camogie “Welcome Pack” for distribution to all parents of children aged 5 & 6 through the schools in our catchment area

Promotes our GAA Club within our catchment areas and support the recruitment of new players

Club PRO and Juvenile Games

Chairperson

2 Appoint a Club History Co-Ordinator to create, develop and maintain the History of the Club including the collation of photographs and videos of past events.

Ensures that the history of the club is retained and shared within the club and community Executive

Committee

2 Create a quarterly Newsletter and issue to members by email/website/available in club premises

Everybody is kept informed of all the various activities that are happening in the club


Committee

2 Develop and Maintain an “Irish Cultural” strategy for the club and create a section on the Club Website to communicate the strategy and activities planned for the year

Promotes Irish Language and Cultural awareness & activities in our Club


Committee and Irish Language & Culture Officer

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Priority Action Outcome Responsibility 3 Create one modern database

system/source of all contacts to facilitate communication with members and promotion of Club to wider community and keep it maintained & up to date

To have one source of contacts for everybody associated with the club that is accessible and kept up to date

Executive Committee

and Communications

& IT Sub-Committee

3 Establish an appropriately named life sized “Club Mascot” to enhance the profile of the club with younger members and to participate in club events & activities.

Creates a “buzz” amongst the young people of club and within the schools to promote playing with Good Counsel GAA Club

Executive Committee

3 Ensure that anybody who is representing the club in their capacity as Bar Manager, Bar Staff, Team Manager, Coach, Club Staff, Club Photographer, Roving Reporters are easily identifiable to members of the public as representing Good Counsel GAA & Camogie Club

Good Counsel branded bibs for Team Managers/Coaches, Roving Reporters/ Club Photographer

Standard Uniform for Bar Manager, Bar Staff and any other Club Staff

Executive Committee

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5.4 Finance & Fundraising:

Priority Action Outcome Responsibility 1 Finance and Fundraising

Committee appointed by Executive and chaired by one member of Executive Committee.

To organize and oversee the preparation of accounts and fundraising in the club

Executive Committee

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Source funding opportunities locally, nationally and from commercial bodies

Club proactively follows up on all funding opportunities

Finance & Fundraising Committee

1 Create a Sponsorship plan to manage and secure relationships with sponsors

Actively seek sponsors and develop database and encourage members to use sponsor services


1 Have separate bank account which is allocated purely to income raised from fundraising activities

Ensure transparency in both the raising and allocation of fundraising monies


1 Review / revise the charging model for Function Room Hire, Hall Hire etc. and publish rates

Benchmark the charging model with other local facilities to ensure maximum return


1 Complete Budgeting, Planning & Forecasting and other Financial Management activities for each section of the Club in advance of the start of each new financial year and review on a monthly basis

To help club plan for year ahead, set targets and measure our performance against those targets

Executive Committee

Finance &

Fundraising Committee

2 Review the club lotto offering and run a campaign to promote lotto participation by all members, parents and members of the community. Advertise the Club Lotto jackpot externally in the club grounds.

Target areas of club membership where lotto is not sold and increase lotto sales by 10% in 2016


2 Promote use of club facilities outside of club, use of function rooms, hall etc. to ensure maximum use.

Make community aware of facilities available for use


2 Promotes the use of electronic payments for registration fees directly into our Club Account or via the online membership payments system

Increase the collection of registration fees electronically


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Priority Action Outcome Responsibility 2 Develop a single event calendar

for the Club to minimise duplication to include one major event every two years.

To ensure that there is no overlap in fundraising events and not hitting the same group all the time


3 Develop and implement a post project fundraising review process

Capture and document lessons learnt from large fundraising events


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5.5 Social & Community:

Priority Action Outcome Responsibility 1 Create Social Committee to work

on specific social events to promote club within the community chaired by member of Executive

A better informed community of what is happening on their doorstep in the Club and to promote participation

Executive Committee

1 Re-establish the tea/coffee offering to parents of mini-masters and junior academy in the club bar and provide children’s TV

To create a social atmosphere and environment for the parents and their younger children to sit and wait while their children are training

Social Committee

1 Investigate the options with regard to branding “Good Counsel” through providing an online shop offering.

Create a sense of pride in wearing the club brand in the community and ensure that club gear is readily accessible

Executive Committee

1 Organise annual Lá na gClub to include fun matches i.e. Player Parents v Mentors

To promote the club within the Community

Executive Committee &

Social Committee 2 Organise Car Boot Sale once a

quarter for locals and ensure that community is aware of event

Social responsibility through recycling and reusing and revenue raising

Social Committee

2 Produce a plan of social events and publish a social calendar on the Club Website – keep updated on a regular basis

Plan available showing members what social and other events are happening and when

Social Committee

Communications & IT Sub-Committee

2 Introduce Scór in the club to promote Irish culture and language

Encourage people from outside the club with interest in Irish culture to become members and have junior and adult entries for 2017

Irish Language & Cultural officer

2 Hold monthly children’s discos for 10 – 12 year olds

Using existing facilities for children in the community and fund raising

Social Committee

2 Organise annual event to celebrate the club year including awards for volunteers, both adult and juvenile.

Uniting all club members across all the codes Executive

Committee

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5.6 Organisational Structures & Governance:

Priority Action Outcome Responsibility 1 Complete a review of current club

structures and committees based on the Strategy & Vision 2020 and implement a new structure based on findings

Effective committee structures with clearly defined and documented roles & responsibilities to deliver on Strategy & Vision 2020

Executive Committee

1 Put in place a Bar Committee with clearly defined roles & accountabilities to oversee the management & governance of the Bar facilities.

Better management of our Bar Services Executive

Committee

1 Roll out of Code of Best Practice Training for all members

All coaches/mentors trained in basic awareness Increasing awareness & compliance

Executive & Children’s Officer

1 Ensure that all coaches/mentors/anybody associated with children in the club are fully vetted

All relevant personnel vetted Executive &

Children’s Officer

1 Complete a Risk Assessment on all activities undertaken at the club and the controls adopted by the Club Executive Committee.


Executive

Committee

1 Review the working hours allocated to the club coach job position and assess whether there is capacity to effectively support the Coaching & Games Development strategic pillar

Increased working hours of Club Coach Executive

Committee & Steering

Committee

2 Put in place an Assistant Registrar role to support the Club Registrar in executing their executive officer duties

Improved management of our Registration process Executive

Committee

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Priority Action Outcome Responsibility 2 Create “Bord na nÓg”

Committee(s) with pre-defined roles & responsibilities to let younger players have a voice in the running and planning of club activity e.g. juvenile fundraiser activities and events – Age 8 to 12 and Age 13-16 boys & girls. Each committee to be chaired by a member of the Executive Committee or a nominated person.

More involvement from younger members in the future direction of the club – longer term members base

Executive Committee

& Juvenile

Chairperson

2 Develop a Members Charter which is linked to New Membership applications and ongoing registration that all applicants must complete

A Club of Conduct that all members must sign up to Executive

Committee

2 Document and publish on the club website the process for becoming a New Member of the club (Full, Non Playing, Social, etc.) and define the associated benefits of club membership

Clear and simple online membership application process which facilitates an increase in new members to the club

Executive Committee

& Club Registrar

3 Strengthen relations with a range of other local sports bodies/groups

Joint initiatives Club Executive &

PRO

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5.7 Volunteers & Recruitment:

Priority Action Outcome Responsibility 1 Establish a Volunteer Recruitment

Officer Role within the club Effective volunteer recruitment management structure

Volunteer Recruitment

Officer & Executive Committee

1 Create a list of all Volunteer job roles required by the club, document the responsibilities of each position and ensure there is adequate training for all roles.

Clear understanding of what each volunteer role entails Volunteer

Recruitment Officer

1 Develop a contact list of all Volunteers (existing & potential) specifying their area of expertise, skills and activities that they are willing to get involved in and any current club roles they are assigned

Skills profile held


Officer

1 Develop a Volunteer Recruitment programme with specific focus on parents and supporters. Identify roles / areas where volunteer gaps exist that would be suitable for parents/supporters and target that group.

Increased number of parents & supporters volunteering in the club Volunteer

Recruitment Officer

& Executive Committee

2 Reward & recognise the commitment of current volunteers through creative means – e.g. Club Uniform for coaches / Member Discounts / Volunteer Award / Volunteer Nights / Loyalty Scheme

Valued members will stay

Executive Committee

2 Establish an initiative to recruit teenagers in the club to volunteer for different roles based on their skills and talents.

Getting younger members involved


Officer &

Juvenile Chairperson

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6. Conclusion

In the last 9 months, many ideas have been formulated and discussed across the different disciplines, groups and members of the club, for example: various initiatives and projects were discussed by the Strictly Committee in relation to how some of the funds raised from the “Strictly Counsel Style” event could be invested back into the club and there were lots of problem solving discussions happening during preparations for the beginning of the juvenile season. A momentum has been created and as a result things are already underway in support of this Strategic Plan e.g. Coaching Manual has been launched; our club was selected for the Healthy Club Project, there are plans to refurbish the club bar facilities and many other good things are in the pipeline. Whilst all these good things are happening, there are things in our club that are not working very well and we hope that this Strategy & Vision 2020 proposal provides the Executive Committee with insight, and a plan of action to navigate the club in the right direction over the next few years. The actions listed under each pillar are a starting point, so it will be up to the current and future Executive Committees to bring Vision 2020 alive and to ensure that all current and future activities in our club are aligned to our Mission, Vision and Supporting Goals. This Strategic Plan is of little benefit without a clear framework for implementation and key milestones against which implementation of the plan can be measured. As with all plans, it will need to be constantly reviewed, updated and refined to meet the Club’s changing needs. The next step for the Chairman in conjunction with his Executive Officers / Committee is review and adopt this Strategy & Vision 2020 and then put the wheels in motion to bring this plan alive in conjunction with the wider club members and community.

Timeline Action Responsibility May 2016 Adoption of Strategy & Vision

2020

Executive Committee

May 2016 Establishment of Additional Sub Committees

Executive Committee

May 2016 Ratification of all milestones across all actions for each

Strategic Pillar

Executive Committee Sub Committees

Additional Officer Roles

Sept 2016 Mar 2017 Sept 2017 Mar 2018 Sept 2018 Mar 2019 Sept 2019 Mar 2020 Sept 2020

Formal review of progress of Strategy & Vision 2020

implementation

Executive Committee

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