O DEMPSEY S GAA. Development and Action Plan Our Club Our Community

Transcription

1 O DEMPSEY S GAA Development and Action Plan Our Club Our Community

2 Contents Message from the Club Chairperson... 3 Introduction and History... 4 Purpose... 5 Mission, Vision, Values... 6 Club Structure... 8 Action Plan - 1. Underage Coaching and Development Adult Coaching and Development Club Structures and Administration Finance and Fundraising Facilities and Development Communication and Culture Implementation and Review Mechanisms Conclusion Appendix - Executive Duties and Responsibilities Role of the Sub s Sub- Yearly Plan Form O Dempsey s GFC Development Plan Page 2

3 Teachtaireach Ón gcathaoirleach Message from the Chairman On behalf of O Dempsey s GFC I am delighted to welcome the publication of our Development and Action Plan Our Club Our Community This document is a culmination of a consultative process involving all stakeholders including, players, parents, Scoil Naoimh Eoin, club members (past and present) as well as the wider community of Killenard. In any organisation it is essential to periodically take stock and ask ourselves, where do we stand in relation to our core principles? How are we set to meet future challenges? What are the key issues to be faced? I believe that the process of analysis and discussion leading to the publication of this strategy has enabled us to identify key focus areas and goals for the short and medium term future of O Dempsey s GFC. In setting key goals for our club, we are affirming our commitment to the continuing development of our club which is steeped in history. Throughout the years, O Dempsey s GFC has been fortunate to have been built and shaped by men and women of dedication and vision who, whatever the economic or social challenges of the time, saw the club as an important and central part of their community and their life. work started all those years ago. Our responsibility now is to step into the shoes of our forebears and for our time devise and implement plans and strategies for the development of our club which are relevant to the time we and our children and young adults are living through. It is clear that sport has an increasingly important role to play in social, personal and physical development of children. We all can through our involvement whether as coach or administrator, player or supporter play our part in continuing the positive On behalf of O Dempsey s GFC I would like to thank all those who have together worked so hard to bring this strategy to life. To everyone who took the time to contribute their ideas and suggestions, mile buíochas daoibh go léir. Ar aghaidh linn le chéile, Enda O Beacháin Cathaoirleach O Dempsey s GFC Development Plan Page 3

4 Introduction and History O Dempsey s GFC founded in 1951 is the heart of our community bringing friends, family and children together with a common interest of Gaelic Games and associated sports, cultural and social activities. Our club caters for teams from Under 6 s to Under 21 and three adult teams. In addition our club fully supports St Conleth s GFC, Banríon Gaels Camogie Club, Killenard Community Games and Killenard Rounder s Club on the field and cards, set dancing and a range of activities off the field. Our mission is to provide a safe and community based environment for all age groups, which encourages participation, self-development, teamwork, success and respect. The club is situated in the Old Pound outside Ballybrittas in the parish of Portarlington Co. Laois with a catchment area around the village of Killenard bordered by 5 other GAA Clubs: Portarlington Emo Courtwood Gracefield (Offaly) Monasterevin (Kildare) Since the club s foundation, O Dempsey s have won two senior Championships (1963 &1980), an Intermediate, four Junior, one U21 and two minor Championships as well as numerous league and cup titles. O'Dempsey's today caters for teams from Under 6 s to Under 21 and three adult teams Junior and Senior. O Dempsey s GFC Development Plan Page 4

5 Purpose O Dempsey s GFC has developed the following new club development and action plan in line with GAA guidelines. The aim of this plan is to outline the short and medium term goals for the club in the following areas: Underage Coaching and Development Adult Coaching and Development Club Structures and Administration Finance and Fundraising Facilities and Development Communication and Culture This club development and action plan outlines the clubs strategy in relation to each of the above with a set of actions and outcomes with timelines. O Dempsey s GFC Development Plan Page 5

6 Mission Vision Values Vision: To be one of the leading GAA clubs in the county with continued success at all levels Mission statement: To promote Gaelic Games and Culture in Killenard and surrounding area in a way that involves as many people as possible, develops the talent of our participants to their full potential and ensures maximum success at all levels. Community Core Values: The following shared Core Values, all of equal importance, guide the way we conduct our activities in O Dempsey s GFC and the way we interact with others. Teamwork Player Welfare Volunteerism Inclusiveness Respect O Dempsey s GFC Development Plan Page 6

7 Core Values Community: We want to be a fully integrated part of the wider community contributing to its sense of identity and place. Volunteerism: We want to continue the ethos of volunteerism in all aspects of our activities. Inclusiveness: We welcome everybody in our community to be part of our club which is fully inclusive. Respect: We respect each other on and off the playing field, we operate with integrity at all times and we listen to and respect the views of all Player Welfare: We provide all our players with the best facilities possible to allow them to develop to their full potential. Teamwork: We continuously strive to ensure effective teamwork in all our clubs activities One for all and all for one O Dempsey s GFC Development Plan Page 7

8 O'Dempsey's Club Structure ELECTED BY THE CLUB MEMBERS AT ADULT AGM Chairperson Secretary Treasurer President Registrar Ass. Secretary PRO Vice Chairperson Ass. Treasurer Juvenile Chairperson Player Representative County Board Delegate Membership Facilitie Sub- Social & PR Sub- Football Sub- Finance Sub- Juvenile Juvenile Secretary ELECTED BY THE ADULT CLUB EXECUTIVE AT FIRST MEETING ELECTED BY THE CLUB MEMBERS AT JUVENILE AGM O Dempsey s GFC Development Plan Page 8

9 1. Underage Coaching and Development Aim In 2020 our club O Dempsey s GAA will be able to say- That our juvenile players are provided a consistently high standard of coaching and that we ensure each player has an opportunity to participate fully and take part in meaningful games in a safe and enjoyable environment. We have significant involvement from parents and adult club players/members and are on a par with best practice in other juvenile clubs in Laois That O Dempsey s Juvenile teams continue to be challenged to perform to the best of their ability and continue to complete at the highest attainable level as a single club O Dempsey s. Key Projects Club/School Link We will ensure that our local school is supported to promote the club in the school and promote the development of our games for both boys and girls. Underage Games Programme We will put in place a programme of games for all players involving Go-Games and Super Touch Blitzes within the Club and with other Clubs. This will ensure that all players get meaningful activity in an environment that promotes skill development. Community Involvement We will put O Dempsey s at the centre of our community and ensure we continue to work closely with camogie, ladies football, rounder's and community games to the mutual benefit of all games and help to attract new volunteers. Learning from other clubs We will undertake a visit and review of the underage coaching and development structures within other identified clubs in order to learn and develop our own. Best in Class Coaching Structure We will investigate and identify areas for improvement to ensure Best in Class coaching structures are in place for our underage teams. O Dempsey s GFC Development Plan Page 9

10 Action Outcome Sought Timescale Milestone Responsibility Implement a clear Appoint a school School overall strategy to Note 1 coordinator & define role Note 1 promote the club in local for this post school. School Coaching plan Coaching plan Coaching plan Games Management Games Management Team Management Team Management Player Welfare Actively promote the club in the school. Have at least five club coaches in the school. Review current juvenile underage coaching plan with the main focus of improving basic skills, participation and making our games enjoyable for kids. Ensure our coaches have access to top quality coaching guidance. All coaches should have at least foundation course obtained. Have outside coaches/county players run coaching days for coaches and players each year. One club approach to games & teams. Decision on teams and players not done in isolation. Investigate ways to improve player retention. Provide all year round activities for players. Consistent high quality management of all underage teams. Actively encourage / invite outside speakers/coaches for all teams. Conduct an end of year management review with football committee to establish areas that improvement can be made. Make the club more attractable for kids to play for. The club is not cool/ attractive for young kids. Examine this and recommend ways to address it. Note 1 December each year Note 1 By June each year Note 1 Report to committee September each year Report to committee April 2015 Event prior to senior championship each year. Event prior to senior championship each year. Ensure school coaches are appointed, Garda vetted & have required qualifications. Highlight what basic skills and set goals for underage team every year. Create an update club coach database. Ensure two new coaches obtain foundation course. Have research and contacted coaches/county players and arrange a date by April 2015 Focus on ways to improve the transition from Juvenile to Senior grades. Main focus is getting all 17 years old to train/play with adult teams. Develop a plan to improve player retention. Have activities arranged for teams in off season. Arrange speaker for 2015 Have all end of year reviews completed by 2015 AGM. Have regular club promote events in the school. Have underage team trips arrange by July 2015 (County matches, adult club matches & fun parks). Chairman & FFC Note 1 Note 1 Note 1 Note 1 Note 1 Football & Players Representative Note 1 O Dempsey s GFC Development Plan Page 10

11 Player Welfare Make playing with our club more enjoyable than any other local organisation or group. Event prior to senior championship each year. Research and find ways to make club merchandise available to all Juvenile teams. More fun days for younger age groups. Note 1: The Football Sub- will complete these sections of the table for the Final version of the document. Note 1 O Dempsey s GFC Development Plan Page 11

12 2. Adult Coaching and Development Aim In 2020 our club O Dempsey s GAA will be able to say- All our mentors, players and supporters are proud to be part of our great club O Dempsey s. That each of our adult teams are provided with consistent high standard of coaching and we are participating and are successful at the highest grade possible. We have a plan implemented to ensure that we retain all juvenile players into the adult section of the club. Key Projects Coaching and Games Development Sub- We will appoint a Coaching and Games Development Sub- to oversee all aspects of games development in the Club. This will include identifying new coaches in the community, encouraging parents to become involved in coaching and ensuring that all our Clubs coaches have GAA Coach Education qualifications. The committee will also ensure that a balanced programme of games is in place and that all players get an opportunity to play and participate. This chairman of this committee will sit on the Club Executive and will provide a report to each meeting. Club Coaching Officer/Chairman of Football Sub-committee The Executive will appoint a Club Coaching Officer, who will be chairman of the Coaching and Games Sub-committee. The Club Coaching Officer role will be fully defined by the Executive. He/she will have responsibility for managing the affairs of the committee and for overseeing all coaching and games related activities and policies. New Coaches The lack of parent involvement in the coaching of kids is a real concern. Getting parents involved in coaching their kids at a young age increase the chances of retaining the player s as well coaches to adult level. Other issues such as direct encouragement, players feeling as outsiders within their club and player transport arise as a result of parents not been directly involved in coaching. To end this we will actively endeavour to O Dempsey s GFC Development Plan Page 12

13 increase coaching parent s numbers with a particular emphasis on recruitment of parents of players under the age of ten. Increased Participation of Former Players and Senior Players Former players have valuable experience and knowledge that can be applied to the coaching and preparation of teams within the club. It is proposed to increase the number of former players involved in coaching or team preparation. Young players respond well to seeing senior players taking an interest in their games. It is proposed to align at least one current player to each team in the Juvenile Section of the Club. Coach Education We will put in place a programme that makes sure that every player is coached by a person qualified to the appropriate level. All Club coaches will receive GAA coach education qualifications. Each coach will have a minimum of a Foundation Award coaching certificate. We will aim to have all coaches at Award 1 level over time. We will also identify new referees, who will receive referee education and assistance from the County Board. Action Outcome Sought Timescale Milestone Responsibility Establish a plan to Establish Coaching officer Coaching overseeing and improve Note 2 by April all coaching and games Football related activities and policies in the club Coaching Coaching plan Player/ Coach Culture Coaching plan Games Management/ Player Welfare Train / Certify club coaches. Encourage former & senior players to coach within the club. Execute a club coaching plan with Objective, goals and milestones. Plan incorporating quantifiable goals at all levels of the club. Build on excellent existing club culture to maintain player behaviour. Have outside coaches/county players run coaching days for coaches and players each year. One club approach to games & teams (Decision on teams and players not done in isolation. Particularly focus on 19 to 17 year old players and player who cross Junior and Senior teams) Note 2 December each year Ongoing By June each year Note 2 Annual Train the Coach day for all club coaches Certify the coaches. Create a club coaching plan. Monitor games and training to establish if all club and GAA codes are been followed. Have research and contacted coaches/county players and arrange a date by April 2015 Retain priority on senior team but also care of individual players (burnout risk). Conduct an annual review of 3 adult teams strategies to examine if player welfare and games management were followed. Football Football Executive & Football Football Note 2 O Dempsey s GFC Development Plan Page 13

14 Match day Management Team Management Player Welfare Football Duties Have umpires and linesmen available for all adult home games. Consistent high quality management of all Adult teams. As appropriate & needed support players / members beyond playing football. Continue to monitor the physio bill on annual basic. Identify new club referees. Note 2 Ongoing Note 2 Ongoing Establish a rota for umpires and linesmen for all adult home games. Establish criteria for management selection. Allow player representation in the selection process. Target U-16/Minors for various life education sessions with outside speakers. Support players as best possible for jobs and opportunities. Monitor the physio bill on annual basic. Identify one new club referee. Football Executive Note 2 Executive & Football Note 2: The Football Sub- will complete these sections of the table for the Final version of the document. O Dempsey s GFC Development Plan Page 14

15 3. Club Structures and Administration Aim In 2020 our club O Dempsey s GAA will be able to say- Our Club excels in its administration. We have the structures in place appropriate to the club s needs. Our Club Executive is vibrant and we have increased the number of people volunteering in the club Our members and supporters have a real sense of community and belonging to the club. Key Projects: GAA Code of Best Practice and Code of Behaviour We will put in place the GAA Code of Best Practice and Code of Behaviour. Everyone in the Club will show due respect to each other, to Club officers, to team mentors and to the match officials. We will ensure that all our volunteers working with children are Garda vetted and that our children participate in a safe environment. Club Constitution We will adopt and update the GAA constitution. Our club will be administered in accordance with this constitution. Club Sub- Structure We will appoint a number of sub-committees to deal with specific challenges facing the club. The following subcommittees will be setup - Finance and Fundraising, Facilities and Development, Social and Public Relations, Football (Coaching and Games Development). We will recruit new volunteers to sit on these committees who have particular a talent for these areas. Roles and Responsibilities Sub- Structure Each sub-committee appointed will have a set of Roles and Responsibilities associated to them which must be followed each year. Subsequent sections in the document elaborate on these for each of sub-committees. The first tasks of the Sub-s will be to finalise their respective plans for the year and they should also review Roles and Responsibilities. The plan will be presented at the next Executive meeting to be discussed and finalised. The Club Chairman and Club Secretary shall be Ex Officio members of all Sub-s. O Dempsey s GFC Development Plan Page 15

16 Plan Implementation Sub- We will appoint a sub-committee to monitor the implementation of the club plan. This committee will include the Club Chairman, Club Secretary, Club Treasurer, Club PRO and Club Coaching Officer as well as others as required. This committee is to annually review each sub-committee progress to examine if each committee followed its set of Duties and Responsibilities. Alcohol and Substance Abuse Policy We will put in place an Alcohol and Substance Abuse policy to make sure that our Club is following best practice regarding the use of alcohol in the Club. All juvenile medal ceremonies will take place in an alcohol free environment and we will comply with the GAA rules banning the drinking of alcohol from cups. Action Outcome Sought Timescale Milestone Responsibility Revise sub-committees Appoint sub-committees Revise structures to ensure Note 3 to deal with specific s they are responsible challenges in the Executive Structure and accountable to following areas - carry out set duties on Finance a yearly basis. Appoint Facilities & Dev a chairperson for each Social & PR sub-committee who Football Provides updates of committees activates. Revise s Structure Duties and Responsibilities Duties and Responsibilities Club Codes Club Codes Recruit new volunteers to sit on these committees who have particular talent for this committee. Ensure all Sub- s follow a set of Duties and Responsibilities and the executive committee make these subcommittees accountable for them. Sub-committees have a year plan to include its goals and tasks for the year. Each committee to be held accountable for this plan. That the club has in place and is following all mandatory GAA codes. Examine if the club needs to create or adopt other codes or guidelines to improve our club. Note 3 January 2015 January 2015 Note 3 Note 3 Recruit one new member for each sub-committee each year. Have at least one non Executive member on each. Roles and Responsibilities for each sub-committee are finalized. Sub-committee to draw up yearly plan at first meeting. Plan to be submitted to Executive committee at next meeting and progress to be monitored during the year. Executive Executive Executive & Sub- s Code of Best Practice in Youth Sport Note 3 Inspect other clubs to see what further codes they have in place. Note 3 O Dempsey s GFC Development Plan Page 16

17 Membership Membership Document Storage Document Storage Executive Meeting Club Constitution Club Officers Training Continue to ensure that 100% of players have membership paid prior to playing. Explore ways to increase the uptake of membership. Make it more attractable to be members. To have a system in place to store digital documents that is easy to access and to review. Examine ways to track decision made by executive. Develop a method of organizing and storing club paperwork in the clubhouse. An agenda is a key part of the planning process for a meeting. A good agenda will help towards productive discussion and decision making. The Club Constitution is the single most important document in the club. Make sure our constitution is in line with GAA guidelines and alterations are passed by county committee. All Executive members should have completed a basic level of training to help them understand the rules of the association. Note 3 Ongoing Note 3 Note 3 Note 3 Note 3 Note 3 Enforce no pay, no play policy. Have all player paid up prior to start of leagues. Increase awareness of the importance of membership. Improve registration among passive members. Get all parents of juveniles to be at least social members. Establish methods of storing club files electronic. Examine the possibility of building an office. Develop a template agenda for meeting. Create a set of meeting ground rules. Centre meetings on discussing work done by sub-committees. Ensure constitution is updated whenever decision are taken that effect it. All officers to complete required training workshops for their position. Explore if other training our workshops are available to the club. Note 3: The Executive will complete these sections of the table for the Final version of the document. Registrar Executive Note 3 Facilities and Development Executive Executive Note 3 O Dempsey s GFC Development Plan Page 17

18 4. Finance and Fundraising Aim In 2020 our club O Dempsey s GAA will be able to say- O Dempsey s GAA is a model of financial excellence. "Our Club remains successful in fundraising and in financial excellence to support the continued development of our club. We have new and innovative fundraising ideas and have new people helping in fundraising efforts" Key Projects The continued success of our club is dependent upon the generosity of our members, our community, our sponsors and our facility partners. In order to protect and maximise their investment in our club we will ensure that the highest standard accounting and financial regulatory standards are in place. We do this by ensuring that we: Have appropriate financial controls in place Always get value for money Have clear lines of responsibility and accountability throughout the club Have appropriate resources to achieve our aims Protect our assets Weekly Lotto We will endeavour to increase the weekly lotto income by the introduction of weekly text/ reminders to all members, encouraging the use of on-line playing and the introduction of standing orders through the bank. We will require the assistance of the registrar in establishing a club data base of contacts. O Dempsey s GFC Development Plan Page 18

19 Action Outcome Sought Timescale Milestone Responsibility Appoint Finance & Fundraising (FFC) A group within the club dedicated to the financial management and fundraising in the club January 2015 Sub-committee in place chaired by the Club Treasurer preparing reports to Monthly Meetings Chairman and Club executive Club budget Increase the Lotto intake Sponsor County board tickets Prepare a club budget at the beginning of the year to help outline what saving and fundraising is required during the year. The lotto sales have dropped significantly over the last number of years. Examine this and recommend ways to address it. Develop and maximise, to our mutual benefits, our relationship with our mains and secondary sponsors Continue the excellent sales of county board tickets Membership Increase club membership thus increasing revenue from membership Grants & Tax Exemptions Advertising Loan Player Fundraiser Be familiar with all processes and procedures in relation to obtainable grants and tax exemptions Investigate sources of advertising revenue. Research and find ways to reduce loan repayments Annual player fundraiser to increase player participation in fundraising and reduce financial burden on club January each year Submit recommendations by June 2015 December each year February each year March each year Report to committee April each year Report to committee September each year Report to committee April 2015 Event prior to senior championship each year. Annual Budget adopted at January meeting each year 10% increase year on year in Lotto sales Ensure main Sponsor is secured and secondary sponsors identified by December of each preceding year Maintain existing tickets sales 10% increase on club membership each year Increase income from Grants and tax Exemptions Increase income from advertising revenue Reduction in overall loan cost through reduction in repayments or reduction in loan term Get senior Panel to arrange Players Fundraiser event before championship. 5,000 is target amount to be raised. Note 4: The Executive will complete these sections of the table for the Final version of the document. FFC FFC Ticket Sellers both existing and new Chairman & FFC FFC / Ticket Sellers Club FFC & Club Treasurer FFC Treasurer & FFC Football & Players Representative O Dempsey s GFC Development Plan Page 19

20 5. Facilities and Development Aim In 2020 our club O Dempsey s GAA will be able to say- "Have playing and non-playing facilities our members can be proud of! That are safe and allow us the freedom to promote our games and sustain our club into the future" Key Projects Club Safety Statement We will develop a club safety statement that will help identify all potential safety hazards, thus ensuring that our grounds follow best practice in providing a safe environment for players and supporters Increase Playing Area Acquire new land to ensure sufficient area for the growing needs of the club, and that continues to inspire participation at all levels. Improve and Maintain Existing Playing Facilities Continue to improve existing club facilities including essential fencing and dug-outs at our main pitch, realigning top pitch and improving playing lights. Prioritise Club House / Dressing Rooms Address needs with existing car park surface. Implement sustainable and cost reduction energy and water facilities schemes. Action Outcome Sought Timescale Milestone Responsibility Review current facilities and recommend improvements As the club continues to expand and the range of activities we provide grows. We need to be able to cater properly to meet our growing club Develop a 5 year Club Facilities Plan development plan. That will examine and Identify clubs needs in the future. Investigate feasibility of Review current facilities Waste/Litter Management Club Safety needs. We need to maintain our current facilities to highest of standards. We need a designated area to store bar waste and general litter management plan. We need to ensure the highest standards of safety are obtained. Submit recommendations by March 2015 key projects. Implement a year and a 5 year maintenance plan. Investigate and develop a way to store waste from bar and ways to improve litter management. Create a club safety statement and ensure adequate first aid facilities O Dempsey s GFC Development Plan Page 20

21 Match day Safety Clean up days Notice board Signage Floodlights Dugouts Pitch Fencing Caretaker Format a traffic management plan for matches and events. Investigate and obtain ways to make traffic management safer Continue the hugely successful clean up days on regular bases to get more job done voluntary and to spread the work load. We need to increase the awareness of the clubs activities and to highlight upcoming events around the club and community. Improve signage around grounds. This is needed to highlight general clubs rules, safety procedures and direct visitors At present floodlight are not up to a standard to play a training match. Upgrade the floodlights to standard that allow training matches to be played safely. Dugouts are needed in bottom pitch to increase the comfort for substitutes and management on match days. Investigate the cost of installing a fence around the main pitch so that championship matches can be played and also to increase the security on match days. The maintenance and upkeep of the facilities are very important. Appoint a person to liaise with caretaker to achieve this. Research the cost and benefits of getting car park tarmacadam and marked. Have a list of jobs to be done prior to day and have material obtained. Devise a plan to target different teams mentors and parents each day. Research, recommend a design and source noticed board. Also investigate best located and if more than one board is required. Examine and establish what signage is needed. Research other clubs. Make a recommendation to executive committee on best option to improve lights. Research the cost associated with improving floodlights. Make a recommendation to executive committee on best option. Do a cost versus benefits analysis of different types of dugouts and recommend best location for dugouts. Look at a variety of different types of pitch fencing. Do a detail cost versus benefits analysis of 3 different types of fencing. Make a recommendation to executive committee. Appoint a person to liaise with caretaker. This person should create a job list for caretaker. : The Executive will complete these sections of the table for the Final version of the document. O Dempsey s GFC Development Plan Page 21

22 6. Communication and Culture Aim In 2020 our club O Dempsey s GAA will be able to say- Our Club is the best possible sporting, cultural and social organisation in our community. All our members and supporters are connected through traditional and new media. Through the use of all modern and effective methods of communication, O Dempsey s GAA is a recognised brand within the community and the county. Our members and the community are aware of everything that is happening in the club. Finally, our club is a social outlet for people of all ages and gives people an opportunity to promote their sense of Irishness. Key Projects Irish Language Promotion The club will make every effort to promote the use of the Irish language in its day to day activities. This will include the use of the Gaeilge ag an Cruinni section in the Culture and Heritage section of the online GAA club manual. Newsletter We will members a quarterly newsletter, which will inform them of all of the clubs activities. Scór We will enter the local Scór competitions and aim to promote Irish music, song and dancing. This will help encourage people who have no connection with the GAA to become involved in the club. O Dempsey s GFC Development Plan Page 22

23 Action Outcome Sought Timescale Milestone Responsibility Communication We need a cost efficient way of communicating with our players, mentors, members & supporters. Develop a communication plan should include the club and other associated groups. It should cater for member s young/old and at home/aboard, on weekly bases. Website Website Social Media Newspapers Notes Newsletter Team photos Club database A website will only by viewed when it s updated regularly. At present it s not. Investigate and analysis if there is a need for website. If the executive committee decide a website is viable. Investigate the possibility of upgrading website into a malfunctioning website which is user friendly. Build on our excellent existing fast social media updated. Encourage all team mentors to submit match reports. Continue to place club notes in the local newspapers and parish newsletter. This is a great chance to advertise our club on a weekly basis. A newsletter is a costeffective way of maintaining regular contact with our members and prospects members. Newsletter is a Look into publishing a club newsletter. Ensure that annual team/group photographs are taken of every team and group in the club. Compile a club contact database to help improve PR and communication. The database should include current and past member s details. Investigate and research other clubs on the cost and benefit of a quality website. Do a report and make a recommendation to executive committee if there is a need for the website. Examine if the following can be included on website - social media platforms, file storage, coaching section, a facility to buy lotto tickets, membership and county board tickets. Build a social media plan. That includes a template for match reports. Create a club newspaper template and appoint a person to place information in newspaper and parish newsletter. Evaluate if it possible to publish newsletter on a quarterly basis. Decide on what format the newsletter should be published. (Social media, , post) Appoint a club photographer. Establish what information should be included on database. O Dempsey s GFC Development Plan Page 23

24 New activities Club Merchandise History book Make the club the heartbeat of the community. Widen the range of activities available to current members and also to make the club more attractable to new members. Examine ways to widen the range of club merchandise available to all players and supporters. This is needed to help the club be more visible in the community. Our club history book is now 30 years old. Investigate the following Scór Senior Citizens night. Irish dancing. Social club nights. Golf society Running club Research and find ways to make club merchandise available to all our club members at a reasonable cost. Examine the possibility of updating old history book and make a recommendation to the executive committee. : The Executive will complete these sections of the table for the Final version of the document. O Dempsey s GFC Development Plan Page 24

25 Implementation and Review Mechanisms for the Plan This Plan is a living document. It will be reviewed, assessed and adapted to ensure it facilitates the Club in reaching its potential over the next five years. The Club Executive will put in place a Plan Implementation Sub-. This sub-committee will meet on a quarterly basis and assess the progress of the plan against its stated objectives and will report directly to the club Executive. This team will decide on the most appropriate method to carry out a comprehensive annual review of the Plan. This will involve the assessment of the current initiatives, their appropriateness for the needs of the Club and the identification of additional initiatives to assist in the completion of achieving the goals and objectives. If required, the Plan will be modified and adapted as required. The will also be responsible for communicating the modified Plan to all Club members. Conclusion Our Club today is strong in its breath of teams and playing facilities. It is very important that we have a plan with a vision for the future of our club. Plans that aren t implemented are of little more than academic value. Every action in this plan will be allocated to someone to lead on. Within O Dempsey s GFC the intention is that the actions will form the bases for the annual work plans that each Club Sub- will be expected to draw up and work to. In order to keep a strategic, club-wide focus, the executive committee is required to maintain an overview of the plan s implementation and to report formally to the twice yearly. O Dempsey s GFC Development Plan Page 25

26 Appendix O Dempsey s GFC Development Plan Page 26

27 Executive Duties and Responsibilities Duties and Responsibilities of the Club Chairperson - An Cathaoirleach Role: The fundamental role of the Chairperson is to provide leadership and direction for the club and ensure, with the Executive, that the assets and interest Duties To uphold the constitution of the Club and Association Appoint and define the duties of Executive subgroups in association with the Executive To represent the Club at various functions To ensure that the Executive is kept up to date on developments and adherence to governance principles Delegate tasks to Club members To implement policies as decided by the Executive To develop the Club within the context of the Club's Constitution, Rules and Policy as set by the Executive To monitor the operation and effectiveness of the club and its structures and identify scope for improvement To maintain adequate insurance cover To manage the legal affairs of the club Duties and Responsibilities of the Vice-Chairperson - Leas Cathaoirleach Role: The fundamental role of the Vice Chair is to support the Club Chairman and in the chairman s absence to deputise for him. Duties To support the upholding of the constitution of the Club and Association. To deputise for the Club chairman as required including chairmanship of the executive where required On request of the Club chairman, to support and deputise as ex-officio member on internal Club committees To strive continuously to improve the Club. Developing wider participation by members in running of the Club. Proactively work with all committees to ensure there is continuity and succession in place on each committee to improve transition from year to year. Duties and Responsibilities of the Club Secretary An Rúnaí Role: To administer the affairs of the Club under the direction of the Executive and to ensure compliance with statutory requirements and CLG regulations applying to the Club. Duties To act as Secretary to the Executive. To arrange and prepare meetings of Executive in accordance with rules of procedure. Meeting to be held monthly at least 10 times annually. (Meetings to be held on 3nd Thursday of Month. To follow up decisions of Executive. O Dempsey s GFC Development Plan Page 27

28 To maintain records and files of Club activities, correspondence, match results, to hold copy of membership database To arrange club AGM To record receipt of and respond to all correspondence addressed to Club and keep records (including files as appropriate) relating to club affairs. To act as link with County Board. To maintain up to date versions of Treóirí Oifigiúil, Club Constitution, Club Bye-laws and County Byelaws. To monitor and ensure compliance with statutory requirements relating to Health & Safety, Licensing laws. To ensure that Club insurances are adequate and up to date To ensure all league and championship entries are completed. To ensure that all County Board dues and returns are properly made on time. Duties and Responsibilities of the Club Treasurer An Cisteóir Role: An Cisteóir has responsibility for the safe-keeping of the funds of the Club. He/she is in a position to seek and to give advice on the best management of funds Duties To provide timely and accurate reports to Executive on financial affairs. To put in place an internal control procedure to safeguard the assets (monetary and non-monetary) of the Club. Prepare draft annual and multi annual budgets for Finance /Executive. To advise Executive on management of club funds. To receive money and issue receipts for same on behalf of the Club. To lodge all monies to the Club accounts. To pay money out on behalf of the Club following Executive approval. To keep a record of all transactions. To enter transactions in Income and Expenditure Books. To get receipts for money paid out. To retain bank statements and cheque stubs. To maintain Income Analysis, Expenditure Analysis, Invoice Book & Receipt Book. To collect all fees due to the Club. To forward through An Runaí, appropriate fees to appropriate bodies. To present an up-to-date Financial Statement to each Section meeting of the Club annually. To prepare Annual Financial Statement and Balance Sheet and present it to the Annual General Meeting of the Club. To present Income and Expenditure reports at the committees meetings. To manage the finance function of the Club and to delegate as appropriate to the Assistant treasurer. Duties and Responsibilities of the Assistant Treasurer Leas Cisteóir Role: To work with the Treasurer in safeguarding the funds of the Club. Duties: To work with the Treasurer in the management of the financial affairs of the club and to assist the Treasurer in the discharge of his duties. O Dempsey s GFC Development Plan Page 28

29 Duties and Responsibilities of the Club Registrar An Clárathóir Role: The Club Registrar is in charge of Club Memberships. His/her effectiveness in ensuring that initial and subsequent registrations are in order is of vital importance to the smooth running of the Club. Duties To put in place proper procedures for the collection of Membership and other fees and to maintain a register to record details of fees received and lodged. To participate in the work of the Finance Executive subgroup and chair the Registrations Ensuring that all players have paid their club membership subscription. Co-ordinate in conjunction with team managers the collection of the players membership subscriptions and other fees and pass to the Treasurer. Registration of Members Before the 31st March, the Club Registrar shall submit full list of register members Clubs shall submit, through the County Secretary, the appropriate annual fee for every Full Member. Each member shall be allocated a Registration Number by the Central Council. The Club Registrar shall ensure no player plays for the club until Full membership fees are paid. Duties and Responsibilities of the Players Representative Role: To represent the playing members on the Executive. Duties: To attend the meetings of the Executive. To facilitate good communications/liaison between the playing members and the Executive. To assist in keeping the Executive informed on the views of playing members on Club matters and report on the work of the Executive to the playing members. Initiate player Fund-raising Scheme Duties and Responsibilities of the Communications Officer/PRO Role: To ensure good communications within the club and act as the club s PRO. Duties: To promote the profile of the Club in the community. To produce the Club newsletter & posters. To participate in the work of the Communications Executive subgroup. To prepare and keep updated an action plan for communications within the club using traditional (e.g. newsletter) website and social media. To advise the Executive and other club s on how to facilitate good communications in their areas O Dempsey s GFC Development Plan Page 29

30 Duties and Responsibilities of the Members of the Executive Role: To manage and control all the affairs of the Club. Duties To approve annual and multi-annual budgets. To develop expenditure controls for capital and current expenditure. To adopt and roll forward annually short term and long term development and financial plans. To ensure the development and implementation of coaching programmes. To manage and administer the affairs of the Club including implementation of Strategic Plan To establish appropriate Executive subgroup charged with developing and implementing club policies on games development, coaching, finance, communications, cultural and community involvement, facilities development and maintenance and any other areas deemed necessary. To ratify the appointment of chairpersons of such sub-committees/task forces. To meet at least once per month. To make regulations for conduct and management of club. To open Bank Accounts. To ensure proper Books of Account are kept. To approve expenditure/payments. To approve Financial Statements. To ensure an account of Income & Expenditure is prepared for the AGM. To interpret the Club Constitution and rules as set out in Club Constitution (Rule 16). To administer Disciplinary Code. To ensure compliance with Health & Safety requirements. To ensure that external agencies e.g. club solicitors, club bankers, club. auditors etc. are perform satisfactorily at all times. O Dempsey s GFC Development Plan Page 30

31 SUB-COMMITTEES At least 4 members. To contain two members of the Executive. Appoint a Chairperson and a Secretary for each of the sub-committees at first meeting At least six meetings are held every year. Set date of next meeting at each meeting. Create a yearly plan - Set 4 main goals each year to improve the club, divide the year up into different sections and plan events for each stage. Secretary to record minutes and points discussed at each of the meeting. Minutes as recorded shall be produced and read at the next Executive meeting and when adopted shall be signed by the chairman. Each Sub- should review Duties and Responsibilities associated to them at first meeting. should propose changes to Duties and Responsibilities to executive committee if required. Duties and Responsibilities of the Facilities & Development Develop a yearly plan at first meeting and fill out the Sub Yearly Plan Form and return form to next Executive meeting. Establish an annual Maintenance plan of work required to do to maintain facilities Organise one Saturday morning clean up each quarter. (Have work planned out prior to the day and material obtained) Make proposals in relation to facilities upgrade Ensure pitches are cut when needed. Ensure pitches are marked when needed. Keep a field/clubhouse log. Appoint a person to organise and oversee job/tasks for caretaker. Develop a five year facilities development plan Appoint a person charged with the effective timetabling of the pitches for matches and training. Appoint a person charged with the effective timetabling of the clubhouse. Hire out facilities while always giving priority to members O Dempsey s GFC Development Plan Page 31

32 Duties and Responsibilities of the Club Finance & Fundraising Sub-committee Sub-committee to be chaired by club treasurer Sub-committee also to include Juvenile committee treasurer Annual budget to be prepared in advance of January committee meeting each year Develop a yearly plan at first meeting and fill out the Sub Yearly Plan Form and return form to next Executive meeting. Priority for the proposed Finance Executive subgroup will be to put a plan in place to revitalise the Club lottery. Implement Strategic Plan initiatives Examine income/expenditure in all areas over the previous 1/2 years and identify the trends Review and expand existing fundraising initiatives Set rental rates of club facilities and maximise profitability for Club bar Estimate income/expenditure in those areas during the coming year Make proposals in relation to income/expenditure for the coming year Initiate Fund-raising Schemes Set out a yearly plan for Fundraising and Set Fund raising targets Identify financial needs Co-ordinate and agree parameters of all fundraising activities for the overall Club and for the units managed by Sub- s of the Executive Prepare a Finance budget, setting out the Financial goals for the year and the steps required to reach those goals Source and manage Club sponsor and business partners Explore grants and tax exemptions available to the club. Liaise with fundraising sections of other groups / organisations which use our facilities. Duties and Responsibilities of the Communications, PR, Social & Cultural Develop a yearly plan at first meeting and fill out the Sub Yearly Plan Form and return form to next Executive meeting. Prepare a Fixture booklet/dairy for every age group an it to players, mentors and supporters. Create a plan to improve our existing PR and social aspect of the club. Evaluate the potential of setting up a Scór group in the Club. Continuously improve the quality of the website. Yearly Calendar. Develop different ways to communicate with our members young and old. Organise and manage a calendar so that social events are spread out over the year. Indentify better ways of storing club data and files. Organise social activity which will facilitate and encourage club activity across the various sections. O Dempsey s GFC Development Plan Page 32

33 Co-ordinate social activities between the various social sub-committees. Establish better ways to promote club (Outdoor Notice Board, Newsletter, posters). Promote club on social media by updating regularly (putting teams and match scores up of ever game on social network) Organise team photo of every team. Indentify possible area to place club notice board throughout the area to displaying club events. Update the Club constitution. Investigate ways to get members wearing more club gear. Encourage social membership from parents of Juveniles and ensure that everyone using the club have some type of membership. (Rounders, Run Club, Scór etc) Collect address and phone number for each club member. Duties and Responsibilities of Football Develop a yearly plan at first meeting and fill out the Sub Yearly Plan Form and return form to next Executive meeting. Preparing and processing the re-grading of players and recommend what grade each team should compete at. Ensure no young player is required to play to many matches. Develop a no pay no play policy for players. Implement Strategic Plan initiatives prioritising roll-out of Games Development and Coaching initiatives. review of performance of each age group and establish reasons for player drop out. Develop a program to promote the adoption of juvenile Establish an underage coaching and games development committee Conduct annual teams by senior panel members. Promote games at adult level and ensure that as many players as possible are facilitated and that the maximum number of teams is fielded to the highest standard. Act as a forum for examining and resolving issues. Draw up a code of conduct for all adult players, adult managers and mentors. Co-ordinate and liaise with the Finance Executive subgroup regarding player fund raising initiatives for the adult teams within the club. Appoint a member of the committee as a School Liaison Officer. This person is to build on and strengthen the existing club school links with the expansion. Improve the structure and quality of our coaching system. Player retention, look into the fall off in playing numbers. Establish at all times a healthy disciplinary code of conduct. Co-ordinate in conjunction with team managers the processing of players injury claims as it applies to the current injury schemes. Ensure accurate and detailed recording of events surrounding all injuries. The injured player deserves proper medical treatment. Dealing with player transfers in liaison with club secretary at both interclub and inter - county level Ensure that there is compliance by all players relating to proper attire and gum shields. Put in place a programme that makes sure every player is coached by a person qualified to the appropriate level (at least Level 1 coaching standard) and are trained to the best possible standards. O Dempsey s GFC Development Plan Page 33

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