CONTENT Introduction Message from Club President Message from Club Chairman Message from CEO, Dublin GAA Message from Garda Commissioner
Methodology
The Spring of 1922, Our Heritage
The Spring of 2004, New Beginnings
The Spring of 2014, Pursuit of Success
Mission, Vision, Values
Creating an environment where our members can be the best they can be
What gets measured gets doneSeven themes to the Strategic Plan 2015-2018 1. Club Structure 2. Membership 3. Finance 4. Communications 5. Athlete Development 6. Club, Culture and Community 7. Facilities
Volunteerism
Acknowledgements
IntroductionAlong with the entire country the GAA at provincial and club level in Dublin are experiencing
the impact of the economic environment and the significant changing demographic of our
population.
1 Pursuit of Success
The Garda GAA Club is unique in that it has a mix of police & civilian members and we no
longer can rely on the Garda College Templemore which was for years our primary source of
new members. Even with the success of our juvenile section, Westmanstown Gaels, a clear
lack of a pathway for these players to transition from juvenile to adult sections was evident
and this placed significant demands upon us and forced a fundamental rethink of the
position by the Executive of our Club.
It is critical for the future growth and development of the club that we respond to this problem
and develop a strategic plan that will ensure a continuous flow of new players and members
into our club, create an environment where our juvenile players grow their potential to be the
best they can be and re-forge our position as a leading GAA Club in Dublin.
For the past number of months a steering committee established by the club Chairman and
representing all levels and sections of the club have been working on a Strategic Plan. In
developing this plan the brief from the Chairman was clear, that this plan needed to be
developed by and reflect the views of all the membership.
This plan would be developed using the underlying set of guiding principles the club are
synonymous for. It should be both clear and transparent and contain a coherent set of
actions that when implemented, would ensure the sustainability and growth of the club.
While looking to the future it should not forget the significant history and successes of the
past. It will honestly acknowledge the challenges facing the club today and provide an
appropriate approach to respond to and overcome them.
There was significant engagement and consultation with members, players and committees
at all levels within the club and considerable engagement with other clubs and specific
external expertise. To ensure that our plan was aligned with both the Cumann Lúthchleas
Strategic Action Plan 2009-2015 and ‘Unleashing the Blue Wave’, a Strategy for Dublin GAA
we sought the support and guidance at the highest level within the GAA.
A pluralistic approach was used for the research and strategic consultation which consisted
of a number of phases including, in-depth interviews with members, players and committees
from all sections within the club, focus groups on areas of specific interest, executive
meetings and a questionnaire culminating in two well attended workshops where key issues
identified during the previous stages were discussed further.
This extensive research and consultation identified a series of challenges facing our club
and key areas for focused improvements and change. In developing this strategy we wanted
to make sure that the thoughts and views of all our members were the influencers and
2 Pursuit of Success
drivers for the change needed to ensure both the appropriate development and future
success. The outputs for each of the phases were re-engineered and collated into a draft
plan that went through a number of iterations until the final version was agreed by the
Steering Committee and presented to the Club Executive.
The document proposes elements of organisational restructuring which will make
fundamental changes to the day to day management of our club, and that although
contentious are thought completely necessary to align ourselves with GAA strategy and
deliver the strategic plan and ultimately the One Club Model. Seven key areas for
improvement have been identified which are both challenging and ambitious but we believe
are achievable. Together we have a collective responsibility to ensure that the club achieves
its full potential and becomes the best it can be.
We would like to thank all those who took the time out to contribute to the content and
development of this plan and believe it will deliver a structured pathway for our ‘pursuit of
success’.
3 Pursuit of Success
Teachtaireacht ó Uachtarán an Chlub
Ar an ócáid seo agus mé ag ceiliúradh 50 bliain mar bhall den Chlub, is iorónta é, go bhfuil
muid ag lainseáil ár gcéad Plean Straitéiseach ag súil le rath ár gClub.
Message from the Club President
It is somewhat ironic that as I celebrate my 50th year as a member of the
Club that we are launching our first ever Strategic Plan in our pursuit of
success. The club originally known as the Civic Guards GAA Club came
into existence in the spring of 1922. It was the start of a very unique and
long association between An Garda Síochaná and An Cumann
Lúthchleas Gael which has endured to the present day. As well as our
club there is scarcely a club in the state that doesn't have Gardaí involved at some level be it
playing, coaching or administration. Many changes have taken place down through the years
with the buying and developing of the grounds at Westmanstown Sports Centre, the opening
up of membership to civilians, the formation of the Ladies section in 1997 and the formation
of our juvenile section, Westmanstown Gaels in 2004 which has seen unprecedented
growth.
Our members play an influential role in Irish society that extends far beyond the fundamental
aim of promoting Gaelic games. Throughout the history of the Club we have always
reflected the society in which we operate. Our role as members of An Garda Síochaná and
GAA members in Irish society has changed in many ways during that time.
From our formative years we played a key role with the GAA as it developed into a key
social and cultural institution. We continue to provide leadership within the community, serve
and improve the lives of those we come into contact with.
The main objective of this Strategic Plan is to ensure our continued growth and development
as a leading GAA club in Dublin and to create an environment where all our members can
perform to the best of their ability both on and off the field and be the best they can be.
I believe this plan offers a blueprint for our future and addresses the key issues facing the
Club over the next three years and we are meeting these challenges with a new way of
thinking. We are turning these challenges into opportunities for the Club with our players of
all ages and abilities being our main priority.
4 Pursuit of Success
Throughout the planning process we focused on the best interests of players and members
with our Mission, Vision and Values underpinning and guiding us and the proud heritage of
our club, the honesty in our performance and the significant opportunities for our clubs
future.
I want to pay tribute to John Kissane, Club Chairman who made the plan his priority having
spent three years as Chairman listening to the members. Many hours of hard work and
consultation with our members and key influencers have led us to this point. We hope we
have listened well and taken on board, in the proper manner, the many contributions you
have made over the last year.
We have always shown ourselves to be willing and prepared to adapt to change. I urge and
encourage you to give due consideration to the vision for the future that we describe in this
strategy.
I sincerely believe that successfully implementing this plan is in the overall best interest of
the Club. It will allow us to provide a better Club not only for the current generation but for
those yet to come.
Ar aghaidh linn le chéile
Jim Murphy, Uachtaráin
5 Pursuit of Success
Teachtaireacht ó Cathaoirleach an Chlub
Is ócáid stairiúl don Chlub lainseáil an Phlean Straitéiseach seo le rath an Chlub a chur chun
cinn 2015-2018 mar a leanann muid ar aghaidh le chéile mar Chlub amháin sa ré íontach
seo.
Message from Club Chairman A Chairde, since I became Chairman of the Club, I have been hugely
impressed by the breadth and depth of the clubs work. At every level, from
the Nursery to the preparation of our adult teams, I have been struck by
the ability and commitment of everyone working on behalf of our club.
They dedicate their time and enthusiasm each week and demonstrate that
Gaelic Games is often about more than the game on the pitch. It is about bringing
communities together, providing young people with opportunities and role models and,
sometimes in the smallest ways, providing a platform for positive change in society.
Delivering this plan will require the hard work of our entire membership. This Plan is not
intended to be a grand mission statement or a far sighted vision for Gaelic Games in our
club. It is a Plan that will enable us to focus our work to ensure the Club upholds its
responsibility to all of our members and is based on three key goals. The first is to give
everyone who wants to participate in our games the opportunity do so in a safe and
welcoming environment. The second is to ensure that across the Club we are collectively
doing everything possible to build successful teams to be the best they can be, at every age
and ability. The third will be governance, the Club must be responsible for governance,
making the right decisions and working together with all our members.
To deliver all of this it is important that we operate effectively and efficiently. To me that
means building strong relationships across the club, listening to our members, making our
club the best we can be. At our Westmanstown facilities I want our players to receive some
of the best training and coaching in Dublin. It is our coaches who play the most important
role in the development of our players, and it is our aspiration that the coaches we provide
will shape the athletic, technical and sporting abilities of the next generation of young Dublin
players.
If we deliver the goals set out in this plan, we will have better players at all levels of the
game, better coaches operating in the club, better teams, better facilities and better decision
6 Pursuit of Success
making in the clubs governance. In short, we will have laid the foundations for a healthy
future for Garda Westmanstown Gaels GAA Club by 2018.
In developing, progressing and finalising our plan, we have been fortunate to have the help
and guidance of some respected persons, who deserve our greatest gratitude. To Maureen
King and Chris O Brien, thank you. Your professionalism, enthusiasm and dedication to the
project have motivated us all.
On a personal note, I have always believed that confident organisations deliver the best
results. With this plan in place and the right governance structures supporting a committed
and talented team, I am confident that 2015 to 2018 will be a period to be proud of for Garda
Westmanstown Gaels GAA Club.
Is mise, le meas,
John Kissane, Cathaoirleach
7 Pursuit of Success
Message from CEO, Cumann Lúthchleas Gael Coiste Contae Átha Cliath
A Chairde, at the time of writing, our Chairperson, Andy Kettle
sadly passed away. Andy made an immense contribution to
the Association over the course of his life. He had a great
passion for the GAA and everything he did was focused on
what was best for Dublin GAA. His dedication, enthusiasm and
integrity ensured that we prospered during his reign. In the early stages of the planning of
your strategy, Andy held discussions with Maureen and I am in no doubt that he encouraged
and supported the development of this Plan and wished you every success. It gives me
great pleasure to pen these words for what is a most important occasion for anyone with an
interest in the affairs and activities of Garda Westmanstown GAA Club. Four years ago as
part of the Dublin GAA’s Strategic Plan (2011-2017) we undertook the process of
streamlining our activities by challenging our clubs to devise plans to mirror the one we
developed for Dublin GAA. In our Plan we encouraged clubs to move towards the one club
model and I am delighted to see you have implemented a new structure in your plan that
promotes inclusivity in all gaelic games.
In the period since it has been hugely encouraging to note the number of clubs who have
done exactly that to chart the best way forward and I sincerely hope the excellent contents of
this Plan are brought to bear fully on the activities of the club. It is heartening to see the
pulse of the club here and the development of your excellent playing and social facilities.
Garda Westmanstown Gaels has forged strong links in recent years with leading experts in
Athlete Development, Performance Coaching and Education through its partnership with
Blanchardstown Institute of Technology and I hope it continues for many years to come and
that those who have put long hours and hard work into this plan see the fruits of it in the not
too distant future.
Your club is fortunate to have excellent administrators who follow a number of great serving
members from the Garda GAA Club such as Seán O’Mahony, Senan Connell and Paud
Curran who all gave tremendous service to the Dublin County Board and like our leading
administrator, Andy Kettle, they too always had the well-being and core principles of the club
and Dublin GAA, at heart and did whatever they could through the power of their
personalities, intelligence and common sense to safeguard the best interests of players,
officials, club members and supporters.
8 Pursuit of Success
I thought it would be a fitting tribute for your pursuit of success for Andy’s sentiments to be
reflected in your plan as they were at the launch of the Unleashing the ‘Blue Wave’.
“Dublin GAA’s strategic plan (2011-2017) outlines the path the Dublin County Committee
(DCC) will take to achieve our vision of positioning Dublin as the leading GAA county.
Achieving our goals will allow Dublin to effectively help the Association to confirm its position
as the leading driver of sport and community development in Ireland.
The continuation of the GAA’s role as the largest generator of social capital in Ireland and
the greatest force for equalising access to sport across the genders is now more necessary
than ever. This position is reinforced by the principle driving the games development policy
of “play and stay with the GAA”. Dublin GAA is also in the best position, due to its extensive
classless club network, to create increased social inclusion consistent with Government
policy. In short it can be a vehicle for Government and local authorities to help redress social
deficit through sport and community-based funding and projects. The County Committee
recognises that Dublin GAA must continue to broaden its base and emphasise participation,
health, wellbeing and community spirit.
After extensive research, analysis and stakeholder consultation we have identified nine
strategic goals that cover all aspects of the County Committee’s activities. These start with
the many thousands of children who experience GAA games from a very early age and who
progress through underage participation, then participation in club activity leading to
representing Dublin in the inter-county competitions right through to those volunteering and
being involved in all aspects of club and County Board activities.
The current county committee structure has served Dublin well but today’s challenges
dictate that we cannot stand still. We must ensure that the county committee is itself
adequately resourced and is supported by strong sub-committees such as brand and
commercial development, infrastructure and finance.
In working towards our vision we will create opportunities for all Dubliners to engage with the
games and other activities in a way that suits their life stages, lifestyles and aspirations.
We will continue to monitor social and demographic trends and respond positively to such
changes while protecting and adding to our values to ensure that Gaelic games will continue
to be meaningful and consequently grow and make a positive contribution to the quality of
life for people living in Dublin.
9 Pursuit of Success
We will provide clear pathways of excellence for our talented juveniles, both male and
female, so that they are given every chance to achieve success in club and inter-county
competitions at the highest level of our games. Dublin GAA, which is pivotal to the future
wellbeing of the GAA and the Dublin County Committee, looks forward to working with the
Leinster and Central Councils of the Association and the people of Dublin over the coming
years to convert our goals and aspirations into reality.
We enjoyed unparalleled success on the inter-county playing fields this year. This success
was a result of hard work and planning by a large number of dedicated people across the
GAA community in Dublin. We need to build on this success and this Strategic Plan will
provide the pathway to future achievements. This is a beginning, not an end. Féadfaidh sé
chuid eile i síocháin
I wish to thank you for the tremendous work you have done in the promotion of gaelic games
and wish you the best in your pursuit of success.
John Costello, CEO
10 Pursuit of Success
Message from Garda Commissioner (as gaelige)
11 Pursuit of Success
Methodology “This plan needed to be developed by and reflect the views of all the membership”A prerequisite in developing this strategic plan was to ensure it reflected the views,
experiences and ideas of the entire membership. One of our core values is
to “work together for the enjoyment and benefit of all our members”. This
plan fully honours this value and reflects what is important both for the club
and us as individuals. A multi-method approach was used to collect and collate
the data consisting of one to one engagement, focus groups, meetings
with expert groups, workshops and a survey.
A ‘Steering Committee’ was established and represented all sections from across the Club.
The main purpose for this committee was to manage the process of developing the plan,
provide direction to ensure the views of all the key stakeholders were considered and make
decisions that were impartial and represent the best interests of all members.
12 Pursuit of Success
The Steering Committee comprised of:
Maureen King ChairpersonChris O’Brien Strategic PartnerJim Murphy Club PresidentJohn Kissane Club ChairmanBrian Keville Committee Member Alan Lynch Club Treasurer Geraldine Cullothy Westmanstown Gaels/Parent John Stinson Westmanstown Gaels/Parent Keith Halley Player Barbara Tighe Player
The process for developing the strategic plan was designed to combine the expertise within
the club and the GAA, with best practice principles from external experts and other business
13 Pursuit of Success
and sporting bodies. It was essential that our mission, vision and values were the pillars on
which the plan was developed and guided our decision making process.
The plan should have clear objectives and meet our immediate needs as well as the medium
to long term objectives of our club. The Steering Committee believe this plan outlines the
roadmap that must be taken to ensure that the successes and achievements of our past are
built upon and our future ambitions are moulded by the ideas and beliefs of all our members.
It was important that the Chairperson of the Steering Committee not only had the right skill
set and competency to steer the group but had a combined knowledge, education and
experience in the GAA and Business. The Chairman, John Kissane appointed Maureen King
to Chair the group.
Maureen has achieved at the highest levels in the GAA and her
chosen career. She has a strong family background in the GAA,
representing Dublin Ladies GAA at Minor and Junior level and winning
a Junior All-Ireland in 1989. She has served two terms as County
Secretary and County Chairperson of Dublin Ladies GAA. She is
currently Chairperson of the Higher Education Colleges (HEC) of LGFA. She has served on
numerous GAA sub-committees over the past 25 years. Maureen was Secretary of the
Social Awards Committee in Croke Park during Seán Kelly’s presidency of Cumann
Lúthchleas Gael from 2003-2006. She has excellent leadership and people skills with a
background in managing high performing teams. Both her son’s Graham and Ed are also
passionate about the GAA. Her passion and drive for helping people achieve to the best of
their ability is infectious.
Our strategic partner, Chris O’Brien was brought on board in true GAA fashion by receiving a
phone call from Maureen along the lines of ‘would you mind giving me a hand with
something, it will only take an hour or so’, months later he is still with us.
Chris has spent over twenty years of his career as a senior manager in
the power and telecommunications industry. He has a BA in Business
Management and an Executive Masters (MBA Hons) in Leadership. His
expertise is in strategy and planning, specialising in change
management and business transformation.
He played hurling and football with O’Toole’s GAA club up to Junior level but hung his boots
up to concentrate on martial arts where he progressed to 3 rd dan black belt. He competed at
14 Pursuit of Success
the highest level in his chosen sport achieving success at national level. He is a qualified
referee with the Japanese Karate Association (JKA) at national and international level.
15 Pursuit of Success
One to OnesApproximately 30 in-depth interviews were held with members, players, parents and
committees from all sections of the club. There was excellent participation and engagement
where a broad range of issues and opinions were expressed candidly. The passion exhibited
by many of the participants demonstrated how important the issues are to the members and
that the desire and commitment that characterised the club in the past is still alive and well
today.
Club Survey / QuestionnaireA survey was designed using the outputs
from the interview process and everybody in
the club was encouraged to take part and
complete the survey online. To ensure the
16 Pursuit of Success
confidentiality of the data and encourage frank engagement each member of the club was
sent a link to the hosting site where no information was sought which would enable the
identification of any participant. The engagement, interest and standard of debate was
excellent and left the committee under no illusion that the aspirations of the broad
membership were ambitious but achievable.
“I am delighted that my kids have been welcomed and encouraged to have fun while playing sport in a safe environment”
There were 143 responses which is a participant rate of 30%. Some of the key findings from
the survey were:
95% of respondents believed that the Mission, Vision and Values reflects how they
see the club today and into the future.
70% of participants stated that “Friendliness, Comradeship and a sense of
Community is what they like most about the club.
76% of respondents said that they would consider volunteering in some capacity in
the club.
95% of respondents believed that there should be more promotion of the club in local
schools and colleges.
93% of respondents believed that the club should have a structured coaching model.
86% of respondents agreed or strongly agreed that senior players should play a part
or contribute to juvenile coaching.
95% of respondents agreed or strongly agreed that there should be a structured
pathway for juvenile players to move to adult teams.
Expert Group
A key success factor of this plan was the early engagement of leading experts in the field of:
Athlete Development, Martin Kennedy, Managing Director, NADA, National Athlete
Development Academy
Performance Coaching, Caroline Currid, CEO/Founder, Unica Performance
Public Relations, Eileen Dunne, Newscaster RTE
Excellence in Finance and Marketing, Ciaran Conway, Commercial Manager,
Leopardstown
Facilities Management, Pat O’Sullivan, Head of Group Property Services, eircom
17 Pursuit of Success
This level of expertise ensured that the plan was developed with excellence, new ways of
thinking, new methods and philosophies which where aligned with the vision of the club.
WorkshopsThere were two well attended workshops held in Westmanstown Sports Centre which were
facilitated by a number of leading experts from the business and sports communities. The
breadth of knowledge and competence of the facilitators and their standing within their areas
of expertise was a reflection of how important the club viewed this exercise. Their
engagement was critical to the overall process and was the culmination of a sustained effort
by the committee.
Data EvaluationAfter significant research, consultation and analysis seven key areas emerged and are seen
as central to the restructuring and development of the Club. These seven key areas have
been developed into seven themes which will outline the goal of each theme, the expected
outcome, the timeline for each aspect and who has responsibility for delivery.
To achieve the desired outcome from this consultation and planning process it is critical that
the right people agree and are assigned to delivering the different elements of the plan. The
successful delivery of the plan will preserve the uniqueness and history of our club and allow
us to adapt and grow to meet the challenges that the changing environment, in which we
live, play and operate presents.
Spring of 1922, Our Heritage
Garda Westmanstown Gaels GAA Club is unique in its history. Originally known as the Civic
Guards GAA Club it came into existence in the spring of 1922 when the Dublin County
Board accepted our request for affiliation. Due to the circumstances of the time when the
new Police Service and indeed the State had just been formed it was another year before
the hurling and football teams participated in competition.
The first Commissioner of An Garda Síochaná, Eoin O’Duffy was a keen supporter of
Gaelic Games and trawled the country with determination to encourage the best young
footballers, hurlers and handballers to join the Force and play with the newly formed
GAA Club in Dublin. It was the start of a very unique, fruitful and long association
between An Garda Síochaná and Cumann Lúthchleas Gael. The policy of recruiting 18 Pursuit
of Success
some of the best players in hurling and football from around the country proved very
fruitful in the 1920’s with the club winning two football and five hurling championships.
The club has been involved in the Dublin GAA scene since it's foundation with varying
degrees of success. The 1930’s was a particularly successful era with the footballers
winning three County Championships and three Leagues in succession.
In 1948 a very strong Garda team won the county championship, Captained by Brendan
Lynch of Roscommon. Also on that team were Tom Langan of Mayo and Paddy
Kennedy of Kerry who are considered two of the all-time greats of football.
The club continued with reasonable success during the 1950’s but an ageing squad and
lack of recruitment in the early 1960’s led to the club withdrawing from competition in
Dublin GAA.
In 1968, the Phoenix rose from the ashes when the club was reformed around a group
in Pearse St. Garda Station including Mick O’Connor, Phil Cahill, Jim Murphy, Willie
McGee and the late Seán O’Mahony. With a new recruiting drive to the force the Garda
Club was back in business and has been ever present since. The 1980s and early
1990s was a particularly successful period winning the Dublin Intermediate
Championship and Division 1 of the League and unlucky not to win a county Senior
Championship. This team included some of the stars of the era like John Newton,
Dermot Deasy, Willie Hughes, John McGrath, Jack Sheedy, Davy Byrne and Ashley
O’Sullivan.
Many changes have taken place over recent years with the buying of the grounds at
Westmanstown Sports Centre which is one of the finest venues in the county, the
formation of the Ladies section in 1997 and the opening up of membership to civilians.
During this time a tradition emerged with the inception of the Garda GAA Tours which
took gaelic games and our members to many cities across the world which was unique
to our club. The chief organiser of these tours, Eugene O’Sullivan, reflects back:
Our tours, a part of our heritage and unique to our club‘During after match discussions and committee meetings in the late 1970’s and early
1980’s suggestions of a trip to the US often arose during any other business. It seemed
like a flight of fancy but the Chairman at the time the late Michael Enright along with
other club officers such as Jim Murphy and Willie McGee didn’t think so.
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On 3rd October 1980, the first tour left for New York with six wonderful adventures to
the US and Canada to follow. Along with trips across the Atlantic, the club also toured
Barcelona and London making a total of nine overseas visits in the last 35 years surely
a record for any GAA club.
Many friendships made on tour with the various police departments and GAA clubs
have stood the test of time and we have been delighted to reciprocate the hospitality
and camaraderie when they visit Ireland.
The games on tour were always keenly contested but sometimes the hospitality of our
hosts took its toll and while winning most of the clashes we had our fair share of defeats
as well. Games that come to mind are on the first visit to Boston in 1980 we played a
New England Selection for the John Morley Memorial Cup in memory of our comrade
who was murdered in a bank robbery along with Henry Byrne in Roscommon earlier
that year.
Things took a new direction in 1998 with the emergence of the NYPD GAA Club "The
Finest" who hosted us in Gaelic Park. This was to be the start of a whole new era with
20 Pursuit of Success
NYPD coming to visit in 2002 and with the deletion of Rule 21 of the GAA the formation
of clubs in the PSNI and the London Met. Initially it was a game against the PSNI
annually for the George MacCarthy Cup. George MacCarthy is perhaps the forgotten
member of the group who founded the GAA in Hayes Hotel in Thurles in 1884.
In 2005 things took a step further with the first Tom Langan Cup competition. This
continues between the four police GAA clubs on a biannual basis with each club hosting
in turn. Tom Langan played with the Garda Club in the 40’s and 50’s and was the star
full forward on the Mayo team who won two All-Ireland medals. He was chosen as full
forward on the team of the century and is recognised as the best footballer ever to
serve in An Garda Síochaná.
The tours were always a great morale booster for the club and who knows the
combined forces of Garda Westmanstown Gaels may return in the future and line out
again in Gaelic Park, Golden Gate Park or Kapiolani Park in Hawaii. We cherish the
wonderful memories and lifelong friendships we made on these tours.
Spring of 2004, New Beginnings
2004 was the year a decision to start a juvenile section, Westmanstown Gaels was
taken under the then Chairman, George Kyne. By opening up the clubs facilities to local
children to play gaelic games it integrated the Garda GAA Club in the local community
and with young players coming through strengthened the club.
Westmanstown Gaels first came into being at the AGM of the Garda GAA Club in
November 2003. Having been formally approved by the Dublin County Board in early
2004. The inaugural Summer Camp in August 2004 was attended by more than 60
children and having recruited 35 of the attendees to Westmanstown Gaels the juvenile
club convened our first historic training session on the 11th September 2004. In
November, the Gaels played their first friendly match against our neighbours Lucan
Sarsfields. The following year, on the 5th March 2005 our first under 8 team took to the
field under the Go Games rules and the following month on 9th April our girls played
their first game against Templeogue Synge Street at under 10 level.
The official launch of the Juvenile Section was held on the 28th June 2005 and presided
over by the then GAA President Seán Kelly in Westmanstown Sports Centre. The
21 Pursuit of Success
juvenile section of the club blossomed with the numbers of boys and girls now in excess
of 300. Our success stems from our thriving nursery and our focus has always been
on ensuring that we create and maintain a safe, friendly and happy environment for our
underage players to play gaelic games and to make lifelong friendships.
Spring of 2014, Pursuit of SuccessDue to the uniqueness of our club, the mix of police & civilian members and the changing
demographics of our population the need arose to develop a strategic plan to ensure the
continued growth and development of our club as a leading GAA club in Dublin.
The Strategic Plan is essential for the club to meet the significant challenges this new
environment poses. Among the key challenges is Finance, Athlete Development, Facilities
with Membership being the singles greatest challenge that faces the club. This brought
about the need for a fundamental change in the recruitment of new members and it impacts
on all the key challenges.
Our Members Members 2015 Adult JuvenileTotal No. 73 306Total No. of Teams 4 13
Our Demographics The graphs below show
the age profile of boys and
girls in the greater
Blanchardstown /
Lucan/Castleknock area
(CSO 2014). It is important
that our strategic plan
understands these
population trends and uses
the increases to our
advantage. Our future players and members will emanate from two distinct groups, new
recruits into the Garda and young people from our local community. Our communications
and engagement model should be cognisant of the significant challenges in providing 22 Pursuit
of Success
communities with sports and recreation opportunities. Community remains a key value for
Dublin GAA. “The modern GAA club in Dublin is not a single-dimension, team-based
organisation, but a family-focused organisation that provides sporting, leisure and social
activities for males and females of all ages in its community” (The Blue Wave).
23 Pursuit of Success
Mission, Vision and ValuesA key milestone in the
Strategic Planning was the
development of a Vision,
Mission and set of Values for the Club. The values are the heart and soul of our Club and
they are what bind us, what makes us unique and what attracts more and more players,
members, volunteers and supporters.
Creating an environment where our members can be the best they can be, by Maureen King, Chairperson, Strategic Committee
From a young age, mam and dad always told us just to be the best that we can be, not to
compare ourselves to anyone else, to work hard and to reward effort. This has been my
philosophy in life and has served me well up to now. Being involved in sport both on and off
the pitch for over 30 years, I have learned a lot and have been fortunate to have played with,
24 Pursuit of Success
met and worked with many great people in all aspects of sport and at all levels. I cherish the
wonderful lifelong friendships I have made.
Developing a strategic plan was always going to be a challenge for a club as unique as
ours. It is very rare to come across a generic blueprint on how to develop, perform and
maintain an organisation that is suitable and effective for all circumstances. It is completely
dependent on the people involved, the guiding culture and the beliefs of those who
influence opinion. It would be naïve to believe that a blueprint or generic plan previously
developed would have the same significance as a custom built plan designed for our club
and our member’s needs.
The ultimate goal is to achieve success and success comes in many guises, but what does
success look like for our club? Now there’s a question that one could get many different
answers to. The underpinning strategy and vision for our club can be defined by a quote
from one of the greatest coaches of all time, John Wooden
‘success is peace of mind attained only through self-satisfaction and knowing you’ve
made the effort to do the best of what your capable of’
Having worked closely with some of the leading experts in Athlete Development, Coaching
and Education, Performance Coaching, Inter County Management and Players and
Administrator at all levels of the GAA, I have witnessed this ideology in practice and it has
re-enforced my beliefs.
We have made every effort to take current research, new philosophies and best practices
into our plan so a new way of thinking can evolve to create an environment where all our
members can be the best that they can be.
I believe sport is about making people better, particularly our young people and it is equally
important to have fun. This may sound somewhat philosophical and maybe it is. If our
success is solely about winning trophies then this plan will not deliver our vision. By placing
a greater focus on making people better and creating the right environment for them to
perform to the best of their ability, victory becomes the byproduct of our success.
The crucial stage of any plan is in its implementation as this is where most strategic plans
fail. The success of our plan is about having the right people in the right positions with the
passion and will to drive change. I believe the timing is right for the club to implement a
strategic plan as the structures have been put in place and the right people appointed.
25 Pursuit of Success
To all members, all that is asked of you is that you behave in line with our core values and
keep our mission and vision to the forefront of your mind in your decision making.
And finally, in the words of Coach John Wooden, “Things turn out best for the people who
make the best of the way things turn out”. Be the best that you can be …
Seven Strategic Themes During the planning process seven themes emerged as the key challenges the club faces.
In setting out the overall aspiration of where the Club wants to be in terms of its development
by 2018 objectives will be realised through a goal and supporting actions, ownership of each
action, expected outcomes and timelines illustrating how the objectives will be achieved was
developed.
Club Structure
Communication
Athlete Development
Club, Culture & Community
Finance
Facilities
Membership
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26 Pursuit of Success
What gets measured gets doneTheme 1 Club Structure
Our Goal: Develop a long term sustainable Club Structure that will deliver and support the implementation of the Strategic Plan and align with the
One Club Model.Key Action Outcome Timelin
eOwner
1 Adopt a Mission, Vision and set of Values for the Club that will guide and steer the development of the Strategic Plan and its implementation
Mission, Vision and Values adopted by Executive Committee
2015 Executive Committee
2 Review the club structure and make recommendations for a new structure that will enable the successful implementation of the Strategic Plan and is aligned with the One Club Model
Club Structure redefined ensuring the role of the Executive Committee as the primary decision making body in the Club
2015 Executive Committee
3 Review the structure of sub-committees and
Sub-committees re-defined
2015 Executive Committee
27 Pursuit of Success
make recommendations for the creation of new sub-committees that will enable the successful implementation of the Strategic Plan
with responsibilities for the running and promotion of games within Club
4 Appoint and co-ordinate the work of all sub-committees
Each sub-committee will have a member of the Executive appointed as Chairperson of the relevant sub-committee
2015 Executive Committee
5 Outline responsibilities for each sub-committee
Agree responsibilities of all sub-committees and issue to respective Chairpersons
2015 Executive Committee
6 Establish a Governance Model for the management, administration, communication and reporting between the Executive committee and sub- committees within the Club
Governance Model implemented
2015 Executive Committee
28 Pursuit of Success
The Club Executive will consist of:
Club President Vice President Chairperson Vice Chairperson Secretary Assistant Secretary Treasurer Registrar PRO Child Welfare Officer Athlete Development Officer (ADO) Irish Language and Cultural Officer Facilities Management Officer (FMO) Commercial Officer (CCO) Player Representative Chairperson of each of the sections (Hurling, Football,
Ladies Football, Camogie, Handball, Rounder’s and Coiste na nÓg)
29 Pursuit of Success
Vice President
Assistant Treasurer Treasurer Vice Chair Secretary Assistant
SecretaryPresident
Chairperson
Commercial Officer
Children͛$s Officer
Cultural Officer
Men $͛s Football
Chair
Ladies Football
Chair
Camogie Chair
Coiste na Nog Chair
Rounders Chair
Athlete Development
Officer
PRORegistrar
Facilities Chair
Players Rep Handball
Chair
Men $͛s Hurling Chair
The Executive Committee have overall responsibility for managing the business affairs of the club by:
1. Conducting an AGM on an Annual basis 2. Determine the club membership subscriptions and the collection of same 4. Governance and transparency of the club 5. Implementation of the Strategic Plan 6. Sole employer of employees for the Club and management of employees 7. Appoint a Club Commercial Officer to manage the relationship with
Westmanstown Sports Complex 8. Develop an Annual Budget for the Club and allocate central funds as required9. Responsible for representing the entirety of the club with local
authority and third party bodies. This does not preclude day to day 30 Pursuit
of Success
operational contact by representatives of sub committees with outside bodies such as the Dublin County Board
10. Appointment and co-ordination of the work of all sub-committees 11. Distribution of quarterly aggregated accounts to the sub committees
not later than three working weeks following the closure of the period
12. All capital expenditure in relation to the provision of incremental facilities for the club will be authorised by the Executive
13. Ratification of membership of all committees within the Club14. Responsible for all disciplinary matters, including complying with the
rules of the GAA15. The Executive will foster and promote co-operation between all units of the Club16. Implementation of the Strategic Plan
Structure of sub-committees
Coiste na nÓg
Chairperson Secretary Treasurer/Registrar PRO Child Welfare Officer Juvenile Athlete Development Officer x 2 (Hurling and Football)
o Representatives will sit on Athlete Development sub-committee
Nursery Development Officer Juvenile Hurling and Football Co. Board delegates Cultural and Language Officer
Responsbilities1. Liaise with the Child Welfare Officer to ensure implementation of the
highest standards of child protection within the club2. Management of all underage football and hurling fixtures in
conjunction with the respective juvenile hurling and football committees
3. Liaising with the Communications committee to promote all games and events
4. Responsible for fundraising for the promotion and development of juvenile football and hurling in the club within the framework agreed with the Executive Committee
31 Pursuit of Success
5. Appointment of any juvenile football and hurling coaching officers for ratification by Club Executive
6. Development of a juvenile football and hurling development and promotion plan for the club, in conjunction with the respective adult football and adult hurling committees
7. Submit underage facilities requirements to the Facilities committee8. Provide a monthly summary to the Club Executive of all underage
activities9. Financial accounts to be submitted on a quarterly basis to the Club
Executive
Camogie
Chairperson Secretary Treasurer/Registrar PRO Athlete Development Officer x 2 (nursery and adult)
o Representatives will sit on Athlete Development sub-committee
Child Welfare Officer Players representative Co. Board Delegate Cultural and Language Officer
Responsibilities 1. Management of all Camogie activities2. Appointment of all Camogie coaches and selectors for ratification by
Club Executive3. Liaising with the Communications committee to promote all games
and events4. Responsible for fundraising for the promotion and development of
camogie in the club within the framework agreed with the Executive Committee
5. Development of a camogie development and promotion plan for the club
6. Submit the camogie facilities requirements to the Facilities committee
7. Provide a monthly summary to the Club Executive of all camogie activities
8. Financial Accounts to be submitted on a quarterly basis to the Club Executive
Men’s Football & Hurling
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Chairperson Secretary Treasurer/Registrar PRO Athlete Development Officer x 2 (Football and Hurling)
o Representatives will sit on Athlete Development sub-committee
Players representative x 2 (Football and Hurling) Co. Board delegates Cultural and Language Officer
Responsibilities 1. Management of all Adult Football & Hurling activities2. Appointment of all Adult Football & Hurling coaches and selectors
for ratification by Club Executive3. Liaising with the Communications committee to promote Adult
Football and Hurling fixtures and events4. Responsible for fundraising for the promotion and development of
Adult Football and Hurling in the club within the framework agreed with the Executive Committee
5. Development of an adult football and hurling development and promotion plan for the Club
6. Submit the Adult Football and Hurling facilities requirements to the Facilities committee
7. Provide a Monthly Summary to the Club Executive of all activities8. Financial Accounts to be submitted on a quarterly basis to the Club
Executive.
Ladies Football
Chairperson Secretary Treasurer/Registrar PRO Athlete Development Officer x 2 (nursery and Adult)
o Representatives will sit on Athlete Development Sub-Committee
Child Welfare Officer Players representative Co. Board delegate Cultural and Language Officer
Responsibilities1. Management of all Ladies Football activities2. Appointment of all Ladies Football coaches and selectors for
ratification by Club Executive
33 Pursuit of Success
3. Liaising with the Communications committee to promote all ladies football games and events
4. Responsible for fundraising for the promotion and development of Ladies Football in the club within the framework agreed with the Executive Committee
5. Development of a ladies football development and promotion plan for the club
6. Submit the Ladies Football facilities requirements to the Facilities Committee
7. Provide a Monthly Summary to the Club Executive of all Ladies Football activities
8. Financial Accounts to be submitted on a quarterly basis to the Club Executive
Rounders and Handball
Chairperson Secretary
Responsibilities1. Develop a plan to promote Rounder’s and Handball in the Club
Finance Committee Chairperson (Treasurer) Treasurer representative from each sub-committee Commercial Officer
Responsibilities: 1. Overall financial management and governance of the Club 2. Issue audited accounts to the Club for the AGM 3. Co-ordinate and agree parameters of all fundraising activities for the
overall Club and for the units managed by sub-committees of the Executive
4. Co-ordinate the collection of all membership fees 5. Publish quarterly accounts on behalf of the Executive 6. Liaise with banks and third party financial organisations on behalf of
the Executive 7. Develop Annual Budget for the Club including the dispersal of funds
to club units 8. Support Commercial Officer in sourcing and managing Club sponsor
partners Athlete Development Committee
Chairperson (Athlete Development Officer) Secretary Representative ADO’s from all sub-committees
34 Pursuit of Success
Club GPOResponsibilities:
1. Overall management of Athlete Development 2. Manage and co-ordinate the current athlete development
requirements in co-operation with the ADO from each section.3. Conduct an audit of all existing coaching qualifications 4. Carry out a needs analysis with each section of the Club 5. Develop an Athlete Development Programme for the period 2015-
2018
Facilities Committee
Chairperson (Facilities Officer) Secretary of each games sub-committee
Responsibilities: 1. Manage and co-ordinate the current facilities requirements of all
sections 2. Conduct an audit of all existing facilities 3. Carry out a needs analysis with each section of the Club 4. Develop a Facilities Plan for the period 2015-2018 for the Club 5. Liaise with local authorities and develop partnerships with same 6. Develop partnerships with local schools and universities 7. Develop a plan for any immediate facility upgrades
Communications Chairperson (PRO) PRO representative from all sub-committees Commercial Officer IT Representative
Responsibilities: 1. Develop a Communications Plan for the Club 2. Develop a project plan for the consolidation of the club websites 3. Develop a club member database 4. Develop a consolidated social media presence for the Club 5. Develop a single newsletter for the club both Electronic and print
media 6. Submit monthly communications report to the executive7. Co-ordinate and manage the club membership survey on an annual
basis 8. Support the Commercial Officer in developing a brand identity plan
for the Club 9. Partner with the local media to raise the profile of the Club locally
Club, Culture and Community Chairperson (Cultural and Language Officer) Cultural and Language Officer from all sub-committees
Responsibilities:
35 Pursuit of Success
1. Develop designated section on the website to attract and communicate with the community members interested in Scór and the Irish language
2. Evaluate the potential of setting up a Scór group in the Club 3. Build partnerships with other local Scór groups 4. Develop a project plan to host a Community Open Day in the Club
each year 5. Develop a health and lifestyle program 6. Introduce recreational games for the Club7. Establish links with local community groups
Facilities and Development 1. Manage and co-ordinate the current facilities requirements of all
Club units 2. Conduct an audit of all existing facilities 3. Carry out a needs analysis with each section for the Club 4. Develop a facilities plan for the period 2015-2018 for the Club 5. Liaise with local authorities and develop partnerships with same 6. Develop partnerships with local schools and universities re: facilities 7. Develop a plan for any immediate facility upgrades that can be
completed
Theme 2 Membership
Our Goal: To retain the current number of players, coaches, administrators, parents and members and increase the overall membership by 10% over the next three years.
Key Action Outcome Timeline
Owner
Membership 1 Appoint
Membership sub-committee
Membership committee appointed with representative from each section of the club
2015 Executive Committee
2 Develop a Membership Plan to retain current members and
Present Membership Plan to Executive
2015 Registrar
36 Pursuit of Success
target new members
Committee for adoption
3 Develop a partnership agreement with local schools and Colleges to raise the profile of the Club
Develop a Strategic Partnership with Institute of Technology Blanchardstown (ITB)
Organise Annual School Blitz inviting all schools in the local community to participate
2015
2016
Athlete Development Officer
4 Carry out review of existing membership model and evaluate the benefits and types of membership in comparison with competing clubs
Present new membership model to Executive Committee to include Family Membership and Single Membership options
2016 Registrar
5 Develop Membership Loyalty Scheme Pack for targeting local businesses to obtain discounts for club members
Present Membership Loyalty Scheme Pack to Executive Committee
2016 Commercial Officer
6 Review a ‘no pay no play policy’ for
Present to Executive
2016 Registrar
37 Pursuit of Success
players Committee for implementation in 15/16
7 Complete a review of the current methods for paying membership fees
Build capability on club website for processing annual club membership fees
Implement new methods of payment
2016
2016
Registrar
8 Research options for club membership card
Engage with Dublin GAA to align with implementation of new GAA Membership Card
2015 Registrar
9 Design and develop Membership Database to include past and current member’s details
Develop Data Retention and Deletion Policy
Design questionnaire to capture views of new members and
Club Registrar to maintain Membership Database in accordance with Data Protection guidelines
Implement new Policy
2017
2017
2017
Registrar
Registrar
Registrar
38 Pursuit of Success
leavers
Theme 3 Finance
Financial Management Fundraising Sponsorship
Our Goal: Promote Financial Excellence and develop a plan that will finance all the current commitments and future investments needed to deliver and support the Strategic Plan.
Key Action Outcome Timeline
Owner
Financial Management
1 Appoint Finance sub-committee, chaired by Club Treasure to review the current financial commitments of the club and oversee the activities of the Fundraising, Sponsorship and Membership sub-committees
Present a financial report and budget to Club Executive of all income and expenditure including outstanding loans
2015 Treasurer
2 Evaluate potential of migrating the finances within the club to a single governance structure
Present a recommendation that is aligned with the GAA Financial Structure and Governance
2015
2016
Treasurer
Treasurer
39 Pursuit of Success
Review opportunities of what funding the new structure may bring
Present Report toExecutive on potential opportunities and plan for applying
3 Develop Annual Budget template to effectively manage all club finances
Annual Budget template aligned with GAA framework
Each sub-committee to use finance template and submit their budgets to Executive Meeting 1 month prior to new season
2016 Treasurer
4 Develop Income and Expenditure reporting template for recording of all Finances for each sub-committees
All sub-committees to submit up to date Financial Accounts to Club Executive every quarter
2016 Treasurer
5 Develop a Marketing Plan to maximise the yield from the facilities within Club
Present Marketing Plan to Club Executive
2016 Commercial Officer
40 Pursuit of Success
Sponsorship1 Appoint
Sponsorship sub-committee reporting to Club Treasurer to review existing sponsorships, develop a sponsorship model
Present new Sponsorship Model to reflect value of Sponsors and Partners Rights to Club Executive
2015 Commercial Officer
Fundraising 1 Appoint
Fundraising sub-committee reporting to Club Treasurer to liaise with all sections of the club and propose yearly Fundraising Events
Hold an Annual Club Fundraising Event involving all sections of the club
Each section to hold an Annual Fundraising Event to fund their activities
2016
2016
Executive Committee
Sub-committee Chairperson.
2 Review the benefits of club lotto to include all members
Present proposal on the viability of a club lotto
2017 Treasurer
41 Pursuit of Success
Theme 4 Communications
Our Goal: Develop a Communications Plan that ensures effective communication with our members, officers, media and commercial partners.
Key Action Outcome Timeline
Owner
1 Appoint a Communications sub-committee to be chaired by Club PRO
PRO of all sub-committees to be represented on this committee.
2015 Executive Committee
2 Develop a Communications Plan that will ensure appropriate methods of communication with all members of the club and external stakeholders
Present the Plan to Executive Committee
Present Communications Plan to Club Executive
2015
2015
PRO
PRO
3 Select partner to commission one club website
Consolidate Adult & Juvenile websites to one club websitePhase 1 –Carry out review of requirements.Decommission existing
2015
2015
PRO
42 Pursuit of Success
websites.Launch new Website
Phase 2 –Enhance website to enable members to pay club membership on-line
Phase 3 - Develop Online Club Shop
2016
2017
4 Develop a consolidated Social Media presence for the Club
Implement GAA Social Media Policy to all Club Members
Enable Social Media on club website consolidating Facebook and Twitter accounts
2015
2015
PRO
5Develop a Club newsletter in print and electronic formats
Issue Club Newsletter every quarter to all members
2016 PRO
6 Increase community profile by developing Garda
Engage with businesses, schools and colleges in the
2016 PRO
43 Pursuit of Success
Westmanstown Gaels GAA notice boards in the local community, schools and colleges
community
7 Evaluate the potential of developing a smartphone App for the Club
Present project plan and cost to Club Executive
2016
8 Introduce an electronic notice board showcasing all Club events and games in the Club lobby
Present project plan and cost to Club Executive
2017
Theme 5 Athlete Development
Our Goal: Develop an Athlete Development Programme that will enable players and coaches to reach their full potential.
Athlete Development
Key Action Outcome Timeline
Owner
1 Appoint Athlete Development Officer (ADO) on Club Executive Committee
New structure to include role of ADO
2015 Athlete Development Officer
2 Appoint an Athlete Development Committee
Sub-committee to be appointed
2015 Athlete Development Officer
44 Pursuit of Success
comprised of Coaching Officers from each sub-committee to facilitate exploring synergies and areas of common interest in allowing players to reach their potential
3 Develop a strategic partnership with Centres of Excellence in Best Practices in Coaching Standards to deliver Coaching Standards & Child Protection
Present Plan to Club Executive
2015 Athlete Development Officer
4 Develop Athlete Development Plan of best practice coaching philosophies and policies building a framework for all age levels
Present Athlete Development Plan to Club Executive
2015 – 2017
Athlete Development Officer
5 Develop a Coaching Education Clinic Calendar with support from respective Co. Boards to provide
Build capability on website to feed in Coaching Education Programmes
2016 Athlete Development Officer
45 Pursuit of Success
on-going coaching and development for coaches from all codes within the club
ran by all codes
6 Develop Player Retention Program for key drop off age levels in conjunction with themembership committee
Present Plan to Club Executive
2016 Athlete Development Officer
7 Appoint Player Representative on each sub-committee for each code and appoint 1 person to represent all players on the Executive Committee
2015 Athlete Development Officer
8 Chairperson and Committee representatives to meet with Development Officers of respective County Boards to access support structures provided by Dublin GAA
2015 Athlete Development Officer
9 All club coaches 2016 Athlete 46 Pursuit
of Success
to attend Annual GAA Coaching Conference to ensure continued development in best coaching practices
Development Officer
Juvenile Athlete Development
Key Action Outcome Timeline
Owner
1 Adopt GAA ‘Our Games, Our Choice’ policy and promote proactively in the Club
2015 Athlete Development Officer
2 All Team Mentors to complete GAA Child Welfare programme including Garda Vetting
2015 Athlete Development Officer
3 Establish a program to achieve a target of 5:1 player mentor ratio
2017 Athlete Development Officer
4 Appoint a Games Promotion officer (GPO) who will report to the Athlete Development Officer (ADO)
2015 Athlete Development Officer
47 Pursuit of Success
5 Create a framework for each code to target a minimum of 1 x Level One coach with all other team mentors having a minimum Foundation Level coaching award for all club teams
Present Plan to Club Executive
2017 Athlete Development Officer
6 Establish targets for minimum amount of games and game time for each age group
Present Plan to Club Executive
2017 Athlete Development Officer
7 Conduct Annual Review of performance of each age group and establish reasons for player drop out
Present Report to Club Executive
2017 Athlete Development Officer
8 Establish links with all local primary & post primary schools
Evaluate alternative approaches to increase club capacity and numbers playing at underage level
2015
2015
Athlete Development Officer
Athlete Development Officer
48 Pursuit of Success
in conjunction with membership sub-committee
9 Implement and promote the RESPECT initiative within the Club
2015 Athlete Development Officer
10
Develop parent foundation level coaching program for Club nursery
Present Plan to Club Executive
2016 Athlete Development Officer
11
Develop induction program for all new players and parents
Present Plan to Club Executive
2016 Athlete Development Officer
12
Develop a program to promote the adoption of juvenile teams by senior panel members
Present Plan to Club Executive
2016 Athlete Development Officer
13
Develop coaching support pack for all team mentors
Present Plan to Club Executive
2016 Athlete Development Officer
14
Develop Annual underage Coaching Forum
Present Plan to Club Executive
2017 Athlete Development Officer
49 Pursuit of Success
15
Complete an audit on participation level of all teams
Present Report to Club Executive
2015 Athlete Development Officer
16
Develop Player feedback survey process for all codes that will assist the club to provide the best possible player experience – survey to be issued yearly
Present Report to Club Executive
2016 Athlete Development Officer
17
Appoint Referee Co-ordinator to sit on Coiste Na Óg
2015 Executive Committee
18
Develop club referee programme to recruit and appoint under age referees
Present Plan to Club Executive
2016 Athlete Development Officer
Theme 6 Club, Culture, Community
Our Goal: The Club will strengthen links with all Communities attracting and retaining active players, members and volunteers from all communities in our society.
50 Pursuit of Success
Key Action Outcome Timeline
Owner
1 Appoint Cultural Officer to promote family and community activities in the Club
2015 Executive Committee
2 Cultural Officer to complete Training Programme provided by Dublin GAA
Cultural Officer
3Develop Plan of Family and community activities
Cultural Officer
4 Host Annual Community Open Day in the Club each year
2016 Cultural Officer
5 Establish links with local Community Groups
2015 Cultural Officer
6 Develop designated section on the website to attract and communicate with the community members
2015 PRO/Cultural
51 Pursuit of Success
interested in the Irish language
7 Evaluate the potential of setting up a Scór group in the Club
2016 Cultural Officer & PRO
Theme 7 Facilities
Our Goal: Develop best in class facilities for our players and members, promoting an all-inclusive culture of lifelong participation that delivers success at all levels.
Key Action Outcome Timeline
Owner
1 Appoint a Facilities sub-committee to include representatives from all sections of the club.
Facilities sub-committee appointed with agreed terms of reference
2015 Executive Committee
2 Carry out facilities needs analysis based on current usage and future needs.
A comprehensive needs analysis completed encompassing the current and future needs of all sections of the Club
2015 Facilities Management Officer
3 Develop 3 year Facilities Plan based on the output from the needs analysis.
Facilities plan completed and signed off by Executive Committee,
2015 Facilities Management Officer
52 Pursuit of Success
including feasibility analysis, timelines and costs for all initiatives
4 Evaluate the potential to partner with schools, colleges, county councils.
Collaboration with schools, colleges and County Councils on the optimisation of grounds and facilities sharing
2015 Facilities Management Officer
5 Develop a Plan to upgrade dressing rooms.
Present Plan to Executive Committee and completed as part of implementation of Facilities Plan
2015 Facilities Management Officer.
6 Evaluate potential for developing a ‘Juvenile Recreational Room’ in Club house.
To be completed as part of the Needs Analysis and present to Executive Committee
2016 Facilities Management Officer.
53 Pursuit of Success
VolunteerismThe GAA is a volunteer lead organisation and it is the envy of many sporting organisations
all over the world. The role of the volunteer is vitally important to the continued success of
the Club and in line with the goals of the GAA Action Plan 2011-2017 and Unleashing ‘The
Blue Wave’, a strategy for Dublin GAA 2011-2017 we will invite volunteers to an Annual
Volunteers’ Forum that will focus on how important their work is to the Club. This forum will
discuss:
what resources volunteers need to maximise their contribution;
o best practice on recruiting, retaining and educating volunteers;
o how to develop our skills;
o and tools to celebrate excellence
volunteers will also communicate with the leadership team on:
o the progress of the Club;
o areas for further development in the Club; and
o their ideas to improve the impact volunteers make in the Club.
A Volunteer I AmWritten by Maureen King
Twenty-four hours in every day,Where can I go to give some of it away?
For my time is a giftMy experience gold,
This is not something that should be sold
A jersey to wash, a meeting to attendA player to coach, correspondence to send
A community, a family, a DNALifelong friendships make up the GAAA match to play and maybe to referee
This is where I want to be
I simply have time to give quite awayTo help those in need and brighten their day
For my time is my ownI give it for freeA volunteer I amA volunteer I'll be
54 Pursuit of Success
Acknowledgements
Many people have contributed to the development of this plan. It would be impossible to
thank every individual and organisation individually but Garda Westmanstown Gaels GAA
wishes to acknowledge the appreciation of all the volunteers and people who gave freely of
their time and particularly to a number of people who contributed to ensure the plan was
developed with new ways of thinking, new methods and new philosophies.
It is appropriate to thank a number of individuals who contributed to the uniqueness of our
Strategic Plan, Seán Kelly, MEP and Uachtarain Cumann Luthcleas Gael 2003-2005,
Michael Kennedy, Director of Coaching DCU, Val Andrews, ITB, Institute of Technology
Blanchardstown and Jim Gavin, Manager, Dublin Senior Football Team.
We wish to extend its gratitude to the leading experts who contributed in different ways to
the development of this plan:
Martin Kennedy, CEO, NADA - National Athlete Development AcademyMartin is an Athlete Development Coach with Honours Degree in Sports and
Exercise Science from the University of Limerick. Masters Degree in
Exercise Science (Strength & Conditioning) Edith Cowan University in Perth, Western
Australia. NADA are an integral part of Dublin GAA working with the Dublin GAA, Men’s
Football, Hurling and Ladies Football Teams over the past number of years.
Ciaran (Connie) Conroy, Commercial Manager, Leopardstown, Fitness & Conditioning Coach Connie has coached at club and county level with juvenile and senior teams
in football, hurling and ladies football. He has also served as club PRO for his
own club, Portlaoise GAA Club. Connie has responsibility for marketing sales and business
development and has worked closely with numerous sports clubs to set and achieve their
fundraising objectives. He is a fitness and conditioning coach with the Laois Minor hurling
team.
Pat O’Sullivan, Head of Property, eircom
Pat is responsible for property and facilities management across the 32
counties and UK covering a portfolio of 1300 sites covering 400 acres. Pat is
55 Pursuit of Success
a Director of the Property and Facility Management Association (IPFMA) and a Director of
the esccu, E-services & Communications Credit Union Ltd.
He is a big Dublin GAA supporter and has worked as a volunteer with many sporting bodies
and charities. He is Vice Chairperson of NINA For Life (Need Information Need Advice) a
group that formed in 2013 to enhance awareness of suicide through training and education.
Eileen Dunne, RTE Newscaster & Radio Presenter Eileen studied Arts at University College Dublin. Joined RTE in 1979 and
the Newsroom in 1984 and for almost 30 years has worked on most of the
major news stories. A native of Dublin, Eileen is married to the actor
Macdara Ó Fátharta and they have one son, Cormac. Her father was Mick
Dunne, RTE’s first Gaelic Games correspondent and she has been attending GAA matches
around the country since she was a child. An ardent Dubs fan, she is now a member of Scoil
Uí Chonaill GAA club in Clontarf, where her son Cormac plays hurling. During Seán Kelly’s
presidency Eileen served on the GAA Social and Awards Committee, and for many years
acted as MC at the GAA All-Star banquet. Eileen’s late father, Mick Dunne wrote the Club
History in 1998 and little did the late Mick know that his daughter Eileen would be in the
background guiding this same club in to the future.
Caroline Currid, CEO, Unica PerformanceCaroline is one of the country’s leading performance psychologists working
with companies, sports teams and individuals looking to reach their full
potential. An accomplished athlete in her native Ireland, Caroline took her
insider knowledge and began working off the playing field to improve the
performance of the country’s best Gaelic teams. She helped the Tyrone Senior football team
win the All-Ireland Championship in 2008, Tipperary Senior Hurlers to the All-Ireland
championship for the first time in 10 years in 2010 and was an integral part of the Dublin
Senior Gaelic Footballers’ backroom team as they bridged a 16-year gap to take the All-
Ireland title in 2011. She is the Performance Coach of the Dublin Senior Hurling team for
2015. Caroline works on an individual basis with Lions and Ireland rugby captain Paul
O'Connell and maximizing performance on competition day was the focus of her work with
800-metre Olympic champion David Rudisha from Kenya in the run up to the 2012 London
Games.
56 Pursuit of Success
”The launch of this Strategic PlanPursuit of Success, 2015-2018is a historical event for the Clubas we go forward as one club in this excitingnew era” John Kissane, Club Chairman
Come and join in our Pursuit of Success …
57 Pursuit of Success