Strategic Plan

Transcription

1 Strategic Plan

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3 CONTENTS 1. Introduction: Page 2 2. Vision & Strategic Areas: Page 8 3. Challenges & Emerging Themes: Page 9 4. The Big picture: Page Annual Operational Plans: Page Review: Page Conclusion: Page 25 1

4 1: INTRODUCTION 1.1 GENERAL Gymnastics Ireland is the National Governing Body (NGB) for the sport of Gymnastics in Ireland and is officially recognised as such by the Irish Sports Council (ISC), the Olympic Council of Ireland (OCI), International Gymnastics Federation (FIG) and European Gymnastics Union (UEG). Gymnastics Ireland is affiliated to the Federation of Irish Sport (FIS). Gymnastics Ireland caters for 8 disciplines of Gymnastics, each being governed nationally by a Technical Committee (TC) in partnership with the Executive 4 Olympic disciplines Women s Artistic Gymnastics (WAG), Men s Artistic Gymnastics (MAG), Trampoline Gymnastics (TRA), Rhythmic Gymnastics (RHY) 4 Non-Olympic disciplines Acrobatic Gymnastics (ACRO), Tumbling Gymnastics (TUM), Gymnastics for All (GFA), Sports Aerobics (Aero) Gymnastics Ireland as an organisation is funded through 3 separate tiers of funding Public sector funding (ISC, Department of Transport, Tourism & Sport ) Internal finance (membership fees, commercial activities ) Private sector sponsorship Gymnastics is one of the world s oldest and largest sports and in Ireland Gymnastics Ireland is one of the largest Olympic NGB s. 2

5 1.2 IRISH SPORTS COUNCIL CONTEXT The Irish Sports Council is tasked by the government to administer and develop sport in Ireland from participation through to performance levels and is the main public sector partner for NGBs. Modern NGBs are tasked by the ISC to govern & develop their respective sports in line with best practice and have an obligation to develop all aspects of sport from participation through to high performance. NGBs have an obligation to ensure they provide training, guidelines & policy that protect all members participating with that sport & have a responsibility to promote that sport nationally to ensure the sport develops and engages with the general public at large. In the ISC s Strategic Planning for National Governing Bodies of Sport in Ireland document the ISC outlines the following rules of the game First, no NGB has a right to public funding. If all an NGB seeks to do is to administer its sport in the interests of its members, it is up to those members to provide whatever funding it may need. If public funds are available it will be for the development of the NGB s sport - for example, bringing in new participants, training coaches, taking part in appropriate international competitions and the like. Second, the Sports Council s role is not simply to deal with grant aid applications in an administrative manner at arms length from NGBs so they can carry on with whatever they may have been doing in the past. Past levels of funding are therefore not necessarily a guide to likely future levels. Instead, the Sports Council s role is to work with NGBs and, where appropriate, invest public funds in them in such a way as to make sustainable differences to Irish sport. Investment in NGBs can be long term or it can be time-limited (e.g. for three years). This support is not open-ended - like any investor, the government and Irish Sports Council seek a tangible return for money and the delivery of worthwhile results. Third, although volunteers give their time without payment, investing in voluntary bodies does not automatically result in good value for money. What matters is effectiveness. Therefore it is up to NGBs to demonstrate that investing in them is an excellent use of money which will deliver results in a cost-effective manner. In turn, this means that their strategic plans must set out clearly the best way to anticipate what they plan to achieve, how, when and at what cost. In the same document the ISC outlines the following The Irish Sports Council doesn t so much want as need NGBs to have effective strategic plans for the following reasons: 3

6 To maximise the impact of all the work done in the past few years- the creation and development of the Irish Sports Council, Coaching Ireland and the Player / Athlete Carding Scheme, for example to build an effective support infrastructure for Irish sport. NGBs are key partners in the job of enriching the lives of all Irish people through sport by developing an active culture in sport, developing an effective organisational structure and providing pathways towards the development of individual fulfillment and high performance. This can only be achieved by working closely with NGBs. The Irish Sports Council needs NGBs to be strong, vibrant, forward-looking organisations providing leadership to and enjoying widespread support from within their sport. The Irish Sports Council is accountable to government for the use of state funding allocated to sport. In order to be able to make the case for more funding for sport it will have to be able to demonstrate that both it and its partners are effective. That can only be done when there is clarity in what each is trying to achieve and how the impact of their work can be measured. It needs to concentrate its limited resources on delivering the objectives set for it by government and its own policy priorities. Therefore it needs to know which NGBs can do this most effectively, how and what they plan to deliver and the support they will need. In short in order to maintain and develop levels of public funding administered by the ISC they must be confident that NGBs are efficient and effective organizations, planning for the future and showing a return for the public investment. 4

7 1.3 GYMNASTICS IRELAND CONTEXT As an organisation Gymnastics Ireland has approx. 100 clubs and approx. 14,000 direct fee paying members (as of year-end 2012). Gymnastics Ireland could be classed as a small-medium business, working with limited resources & a huge amount of work to do even more so considering the multi-discipline nature of our sport. We as an organisation are developing to meet the modern needs and demands of the sporting public in Ireland, in an environment where in many instances professional standards are expected from largely voluntary organisations. In 2008 the organisation launched its first strategic plan outlining the initial ground work that was required to in essence build the foundations of an organisation and company that could really drive the development of the sport in Ireland. This Strategic Plan was partnered with the tagline of Building for the Future. Its primary aim was to ensure the sport developed and lifted itself out of the 100% voluntary method of governance that had been common place in Ireland and implement structures/systems that would develop a professionally led but voluntary driven organisation capable of meeting the needs of modern Irish society. Despite the effect of the economic recession and in particular year on year cuts to public finding, by year end 2012 Gymnasts Ireland was able to fulfil all the global targets laid out in the Strategic Plan See below a brief summary of the achievements o Approx members o One full time member of staff & one part time o No strategic direction o Lax policy and procedure surrounding governance, child welfare etc o No education system o No participation or performance development strategy o Heavily reliant on ISC funding, turnover between 300, ,000 between o Considered a fringe sport within the Irish sporting landscape 5

8 Year end 2012 o Approx. 14,000 members more than doubled membership growing at a rate of approx members throughout the duration of the strategic plan. o Now one of the largest Olympic sports in the country o A developed governance and management structure o 8 full time members of staff across 6 departments Administration Education Policy & Welfare Participation Marketing & Events Performance & Technical o A developed company now with a turnover approaching 1 million a year and funding approx % of its own development - therefore less reliant on public funding o Now considered a core Irish sport by our partners and funding agencies o A rebranded public image and a developed a relationship with the Irish media that has resulted in increased public awareness of our sport and organisation. As stated above the previous strategic plan was very much about laying the foundations of an organisation that could drive its own development. This strategic plan is about developing and rolling our all the various programmes and initiatives we as fans of the sport wish to see in operation, from participation through to performance, clubs through to schools, local through to national & international. This Strategic Plan is the result of on-going consultation internally between the Board & its subcommittees, staff, disciplines & regions, in addition to our partner organisations Irish Sports Council Department of Transport, Tourism and Sport (DTTS) Coaching Ireland National Sports Campus Development Authority (NSCDA) Federation of Irish Sport (FIS) 6

9 Olympic Council of Ireland (OCI) Educational bodies/institutions Local Sports Partnership (LSP) network Other NGBs Private sector companies 7

10 2: VISION & STRATEGIC AREAS 2.1 VISION STATEMENT Gymnastics Ireland aims to provide gymnastics opportunities for all, while establishing an identity as a core Irish sport in the minds of the Irish general public, by developing a modern, efficient and effective National Governing Body that is professionally led and voluntary driven 2.2 KEY STRATEGIC DEVELOPMENT AREAS 1. Governance 2. Administration 3. Education 4. Participation 5. Performance & Technical 6. Events, Marketing & Communication 7. Commercial development 8. Facility/Club development 8

11 3: CHALLENGES & EMERGING THEMES 3.1 CHALLENGES Multi Discipline Sport large amount of work to do with limited resources Current economic climate resulting in o o On-going cuts in public funding & private sector sponsorship opportunities Tightening of belts within Irish society less disposable income for people/families Engaging the wider public s interest in the Sport of gymnastics Lower participation numbers of males and adults as opposed to young females. 3.2 EMERGING THEMES Particularity important in the current economic climate, the need for greater financial self-sufficiency therefore on-going development of commercial approach essential The need to share resources. Our disciplines tend to operate as completely separate entities; while this is necessary to a point it is clear that ultimately there is much commonality particularly in areas such as education, events, participation, schools etc. Pulling together and sharing expertise and volunteer bases will ensure that we will be able to target our limited resources to gain maximum return for all involved from gymnasts and their families through to volunteers, committees and ultimately the sport as a whole. Irish society now expects professional standards from sporting bodies and the trend over recent years has seen organisations like ours develop into what can now be viewed as small to medium enterprises, therefore legal, regulatory, economic, media 9

12 & commercial matters are ever increasing. Gymnastics Ireland must continue in the professional development of standard business practice in terms of good governance. Our sport is fundamentally reliant on volunteers, a resource that cannot be under-estimated or under-valued; however the nature of the volunteerism has changed. In today s 24 hour world time is precious therefore Gymnastics Ireland must ensure that as we develop the contribution of volunteers is specific, supported, valued and acknowledged - hence the vision of Gymnastics Ireland as a professionally led organisation but voluntary driven. It is essential to ensure that as Gymnastics Ireland develops as an organisation it does so with an emphasis on club support, clubs are the foundation of any NGB and as such the NGB must provide leadership, support, guidance, education and structure to enable clubs to operate to the best of their abilities. According to the Federation of Irish Sport s 2011 Annual Report, almost 40% of the population (1.7 million) participate in sport on a regular basis with a further 270,000 volunteers ensuring that Irish sport happen on a weekly basis the overwhelming majority of these participants & volunteers being male. While Irish sport in general is fighting the trend to get more women involved in sport Gymnastics Ireland by comparison is approx. 80% female. While this is advantageous in gaining access to funds such as the Women in Sport Initiative it is clear that we are fighting the opposite and are failing to access what should be an equally large market for us. Therefore as we develop it essential we do so bearing this in mind and trying to develop a more balanced membership landscape. In relation to age approx 90% of our membership is under 18 It is clear we have a great deal of work to do in relation to developing a substantial adult membership base, similarly this issue related to the bullet point above. 10

13 4: THE BIG PICTURE 4.1: The Board & its Subcommittees (2013) Board of Management: The subcommittee responsible for the management of the company Irish Gymnastics Ltd now trading as Gymnastics Ireland Technical Committees: The subcommittees responsible for the governance of the various disciplines of gymnastics in partnership with the executive Regional Committees: The subcommittees responsible for the coordination of regional activity in partnership with the executive The Hearings Panel: A panel appointed by the board to sit and adjudicate in matters relating to complaints & discipline The MVCC: The subcommittee responsible for assessment of membership applications as per the Garda Vetting & Access NI policies The MVAC: The subcommittee responsible for assessment of appeals that may result from the verdict of the MVCC in relation to a membership application 11

14 4.2: The Executive (2013) 12

15 4.1.1 GENERAL POINTS ON CURENT ORGANISATIONAL STRUCTURE Annually at the AGM each year the membership elect the Board of Control (BOC), the BOC consists of the President, Vice President & Company Secretary, the Vice Presidents of each discipline (8 disciplines) and each region elects a Regional Representative to sit on the committee to speak on their behalf. The maximum number of individuals on the BOC if all positions are full is 19. The President, Vice President & Financial Director/Company Secretary are ex-officio members of all committees in Gymnastics Ireland. The Vice Presidents appoint their voluntary Technical Committees to govern their respective disciplines in partnership with the executive & the regions elect their voluntary regional representative to the BOC. The Board of Management (BOM) is a sub-committee of the BOC tasked with running the day-to-day affairs of the company Irish Gymnastics Ltd now trading as Gymnastics Ireland. This is a competency based board consisting of the President, Vice President, Company Secretary & CEO in addition to competency based individuals who lend their skill and expertise. The CEO manages the various departments & staff at Gymnastics Ireland and along with the BOM is responsible for the implementation of the Strategic Plan. 13

16 4.3: Vision of the Executive (targeted year-end 2015) 14

17 5: Annual Operational Plans (subject to funding) 5: GOAL MEASURMENT CRITERIA Target Completion 2013 Governance Development of governance structure Administration Policy & Welfare implementation and development of best practice policy and procedure Review of Board structure/set-up Review of Regional structure On-going development of administration policy and procedure in line with best practice and developments within all areas of organisation Launch live of online Competition/Event entry system Move of Sport HQ to Sports Campus site new Admin HQ for Gymnastics Ireland On-going development, implementation and management of best practice policy and procedure for Gymnastics Ireland including Code of Ethics Implementation Vetting & Barring scheme Discipline & Complaints Anti-doping International selection & travel Development of new best practice policy and procedure in relation to new Quarter 3 Quarter 1 Quarter 2 15

18 Education Participation developments within the organisation including ongoing rollout of support for clubs and members Development of Gymnastics Ireland Schools programme policy & procedures Development of new Education policy On-going rollout of coaching course delivery On-going rollout of Tutor training and up-skilling Launch and implementation of licensing agreement with British Gymnastics for rollout of discipline specific coaching courses participation courses remaining Gymnastics Ireland developed/owned. On-going development and rollout of GymSTART programme as the primary driver for development of participation in a club and school environment Launch of GymSTART Apparatus award Scheme Quarter4 Quarter 1 Quarter 2 & ongoing Quarter 2 Development of GymSTART reward based participation events Development of Gymnastics Ireland Schools programme and membership scheme to including teacher training, programming for schools sessions/after club set-ups & schools competitions/events On-going rollout of GymEDGE programme to increase participation in and awareness of Gymnastics as a sport outside the boarders of our membership to other sports and local communities through LSP network. Development of additional discipline specific Award schemes to compliment the GymSTART Award scheme and act as natural progression towards the development end of the Performance & Technical development area of our sport. Quarter 3 Development of exciting, fun & dynamic annual display/show based event for clubs/schools. Performance & On-going development of national system/strategy for disciplines covering squad 16

19 Technical set-up, national development competition programmes, coach & judge education and international competitions. Marketing & Events Commercial On-going coordination of international selection for major FIG & UEG events including setting of appropriate level target scores. On-going development of improved performance level results across all disciplines. On-going development of relationship with ISC High Performance Unit, Institute of Sport & Olympic Council. Development of a Talent ID system to form part of the Schools system that will filter talented children to local clubs. On-going development of marketing, events & sponsorship strategies to fit needs of organisation. On-going communication internally to membership and externally to general public utilising website/e-marketing system, social media and regional/national/international media. Marketing & launch of GymSTART Apparatus awards scheme Launch of National Awards event Launch of Annual Conference Sponsorship acquisition On-going promotion & development of commercial resources targeted internally for the membership and externally targeted at the wider sports and general public to reduce reliance on public funds. Quarter 2 Quarter 3 Quarter 3 Facility/Club Development Launch of GymSTART Apparatus Award Scheme Development of a club based facilities strategy to support not only individual club development but also to provide suitable venues to support activities on a regional and national basis. Quarter 2 17

20 development of National Gymnastics Training Centre as part of core hub' facility in Sports Campus Ireland. Ongping 18

21 5: GOAL MEASURMENT CRITERIA Target Completion 2014 Governance Development of governance structure Administration Policy & Welfare implementation and development of best practice policy and procedure Implementation of restructure of Board following outcome of review Implementation of restructure of regional structure following outcome of review On-going development of administration policy and procedure in line with best practice and developments within all areas of organisation development of online membership, booking, entry and commercial systems Addition of second Administration Officer to support the department in meeting the admin needs of the organisation On-going development, implementation and management of best practice policy and procedure for Gymnastics Ireland including Code of Ethics Implementation Vetting & Barring scheme Discipline & Complaints Anti-doping International selection & travel Development of new best practice policy and procedure in relation to new developments within the organisation including ongoing rollout of support for clubs and members 19

22 Education Participation Performance & Technical Implementation of Education policy On-going rollout of coaching course delivery On-going rollout of Tutor training and up-skilling On-going development and rollout of GymSTART programme as the primary driver for development of participation in a club and school environment Rollout of GymSTART reward based participation events Rollout of Gymnastics Ireland Schools programme and membership scheme to including teacher training, programming for schools sessions/after club set-ups & schools competitions/events On-going rollout of GymEDGE programme to increase participation in and awareness of Gymnastics as a sport outside the boarders of our membership to other sports and local communities through LSP network. rollout of additional discipline specific Award schemes to compliment the GymSTART Award scheme and act as natural progression towards the development end of the Performance & Technical development area of our sport. Rollout of exciting, fun & dynamic annual display/show based event for clubs/schools. On-going development of national system/strategy for disciplines covering squad set-up, national development competition programmes, coach & judge education and international competitions. On-going coordination of international selection for major FIG & UEG events including setting of appropriate level target scores. On-going development of improved performance level results across all disciplines. On-going development of relationship with ISC High Performance Unit, Institute of Sport & Olympic Council. 20

23 Marketing & Events Commercial Facility/Club Development rollout of a Talent ID system to form part of the Schools system that will filter talented children to local clubs. On-going development of marketing, events & sponsorship strategies to fit needs of organisation. On-going communication internally to membership and externally to general public utilising website/e-marketing system, social media and regional/national/international media. marketing of GymSTART Apparatus awards scheme Launch of GymSTART participation based reward events Marketing, launch & promotion of Schools programme Marketing, launch & promotion of participation display based event Hosting/marketing of National Awards event Hosting/launch of Annual Conference Restructure and appointment of dedicated Events Manager and Communication & Marketing Manager to fit delivery needs of organisation Sponsorship acquisition On-going development of commercial resources targeted internally for the membership and externally targeted at the wider sports and general public to reduce reliance on public funds. Rollout of a club based facilities strategy to support not only individual club development but also to provide suitable venues to support activities on a regional and national basis. development of National Gymnastics Training Centre as part of core hub' facility in Sports Campus Ireland. ongoing Quarter 3 Quarter 3 21

24 GOAL MEASURMENT CRITERIA Target Completion 2015 Governance Development of governance structure Administration Policy & Welfare Education Participation implementation and development of best practice policy and procedure On-going development of administration policy and procedure in line with best practice and developments within all areas of organisation development of online membership, booking, entry and commercial systems On-going development, implementation and management of best practice policy and procedure for Gymnastics Ireland including Code of Ethics Implementation Vetting & Barring scheme Discipline & Complaints Anti-doping International selection & travel Development of new best practice policy and procedure in relation to new developments within the organisation including ongoing rollout of support for clubs and members Implementation of Education policy On-going rollout of coaching course delivery On-going rollout of Tutor training and up-skilling On-going development and rollout of GymSTART programme as the primary driver for development of participation in a club and school environment 22

25 rollout of GymSTART reward based participation events Performance & Technical Launch of Gymnastics Ireland Schools programme and membership scheme to including teacher training, programming for schools sessions/after club set-ups & schools competitions/events On-going rollout of GymEDGE programme to increase participation in and awareness of Gymnastics as a sport outside the boarders of our membership to other sports and local communities through LSP network. rollout of additional discipline specific Award schemes to compliment the GymSTART Award scheme and act as natural progression towards the development end of the Performance & Technical development area of our sport. rollout of exciting, fun & dynamic annual display/show based event for clubs/schools. On-going development of national system/strategy for disciplines covering squad set-up, national development competition programmes, coach & judge education and international competitions. On-going coordination of international selection for major FIG & UEG events including setting of appropriate level target scores. On-going development of improved performance level results across all disciplines. On-going development of relationship with ISC High Performance Unit, Institute of Sport & Olympic Council. rollout of a Talent ID system to form part of the Schools system that will filter talented children to local clubs. Quarter 1 Addition of staff resource in form of Performance & Technical Officer to assist in planning, coordination and management of the Performance & Technical programme. Marketing & Events On-going development of marketing, events & sponsorship strategies to fit needs of 23

26 organisation. Commercial Facility/Club Development On-going communication internally to membership and externally to general public utilising website/e-marketing system, social media and regional/national/international media. marketing of GymSTART Apparatus awards scheme rollout & marketing of GymSTART participation based reward events rollout, marketing & promotion of Schools programme rollout, marketing & promotion of participation display based event Hosting/marketing of National Awards event Hosting/marketing of Annual Conference Sponsorship acquisition On-going development of commercial resources targeted internally for the membership and externally targeted at the wider sports and general public to reduce reliance on public funds. Rollout of a club based facilities strategy to support not only individual club development but also to provide suitable venues to support activities on a regional and national basis. development of National Gymnastics Training Centre as part of core hub' facility in Sports Campus Ireland. ongoing ongoing ongoing Quarter 3 Quarter 3 24

27 6: REVIEW The strategic plan will be reviewed & updated annually in line with the ISC Grant Application process to ensure targets are realistic and adjusted to reflect any change in circumstance/conditions either internal or external 7: CONCLUSION With the support of members, clubs, regions & committees it is possible that through the realization of the aims and goals as laid out in this plan we as fans and participants in the sport of gymnastics in Ireland can continue to develop an organisation that will deliver for the needs of its members. In doing so we endeavor to become one of the most successful NGBs in Ireland and one of the most forward thinking gymnastics federations in the international gymnastics community. 25

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