21
1 STRATEGIC PLAN 2013-2017
1
STRATEGIC PLAN
2013-2017
2
Contents Section 1 – Introduction .................................................................................................................................................... 3
1.1 Hockey in Ulster ................................................................................................................................................ 3
1.2 Where are we now? .......................................................................................................................................... 3
1.3 Current Structure .............................................................................................................................................. 4
1.4 Developing the Strategy .................................................................................................................................... 5
1.5 Strategic Relevance / Context ........................................................................................................................... 6
1.5.1 Northern Ireland Executive Programme for Government (2011-2015) ................................................... 6
1.5.2 Department for Culture, Arts & Leisure (DCAL) Corporate Plan (2011-2015) .......................................... 6
1.5.3 Review of Public Administration ............................................................................................................... 6
1.5.4 Sport Matters: The NI Strategy for Sport & Physical Recreation (2009-2019) ......................................... 7
1.5.5 Sport Northern Ireland Corporate Plan (2011-2015) ................................................................................ 7
1.5.6 Sport Northern Ireland: The Coaching Workforce (2009-2016) ............................................................... 8
1.5.7 Department of Health, Social Services & Public Safety: A Healthier Future (2005-2025) ........................ 8
1.5.8 Obesity Prevention Framework (2012-2022)............................................................................................ 8
1.5.9 IHA Strategic Plan ...................................................................................................................................... 8
1.5.10 IHA LTPD Framework “Hooked for Life” (2011) ........................................................................................ 8
Section 2 – Our Future .................................................................................................................................................... 10
2.1 Vision ............................................................................................................................................................... 10
2.2 Key Strategic Objectives .................................................................................................................................. 10
Section 3 - Our Priorities ................................................................................................................................................. 12
3.1 Participation Development ............................................................................................................................. 12
3.2 Club Development .......................................................................................................................................... 12
3.3 Talent Identification and Development .......................................................................................................... 13
3.4 High Performance Development .................................................................................................................... 14
3.5 Coaching Development ................................................................................................................................... 15
3.6 Umpire Development ...................................................................................................................................... 16
3.7 Governance ..................................................................................................................................................... 17
3.8 Communication ............................................................................................................................................... 18
Section 4 - Summary ....................................................................................................................................................... 19
4.1 Monitoring and Evaluation ............................................................................................................................. 19
4.2 Conclusion ....................................................................................................................................................... 19
4.3 References ...................................................................................................................................................... 19
3
Section 1 – Introduction
1.1 Hockey in Ulster
Ulster Hockey is one of four Provinces that together form the Irish Hockey Association (IHA). The IHA, as the overall
governing body for the sport across the island, is the principal body responsible for the development of hockey at all
levels. In its relationship with Irish Hockey, Ulster Hockey has responsibility for the administration, development and
delivery of hockey within Ulster.
Following the amalgamation of the Ulster Branch Irish Hockey Association (UBIHA) and the Ulster Women’s Hockey
Union (UWHU) to form the Ulster Hockey Union (UHU) in May 2009, the newly formed body has shown progress
over the last four years. However, we still have much to do in order to continue to further develop hockey in Ulster
at all levels. Looking ahead to the next four years we have established eight key objectives. They have been built on
the strong foundations of our 2009-2013 plan. We know that the successful implementation of our 2013-2017
strategic plan will enable Ulster Hockey to build on the solid foundations that are now in place following the progress
made over the past four years. That progress would not have been possible without the dedication and hard work of
staff and the many valuable volunteers we are fortunate to have within Ulster.
The new Strategy aims to further develop the structures Ulster Hockey now has in place so that we can continue to
develop hockey from grassroots to high performance level in Ulster. However, in order to achieve the aims and
objectives contained within this new plan we will need the support of Government Agencies, the IHA and everyone
involved in hockey within Ulster to play their part and assist us in continuing to progress our sport over the next four
year period and beyond.
1.2 Where are we now?
Over the past four years hockey has enjoyed growth in a number of areas of participation and development, which
has been the result of focused elements of the 2009-2013 Strategic Plan. However, some areas have also
experienced a decline in participation numbers and that trend is continuing, particularly in boys and men’s hockey.
During the 2011-2012 playing season the participation figures in Ulster Hockey were as follows:
Table 1: Individual player participation figures
Male Female Total
Adult (age 15+) 2252 3257 5509
Junior (U11, U13, U15) 593 1692 2285
Secondary schools 2067 3000 5067
Primary schools n/a n/a 1328
Total 14,209
4
Table 2: Club and School affiliation figures
Male Female Total
Clubs 30 52 82
Secondary schools 31 63 94
Primary schools n/a n/a 166
Total 342
As outlined in the tables above Ulster Hockey participation figures are represented by four main areas, namely; Adult
Hockey Clubs; Youth Hockey Clubs; Secondary Schools; and Primary Schools. The tables outline the players
registered in each programme as well as the number of affiliated clubs and schools. However, the worrying decline
in participants in boys and men’s hockey means a focus of this plan is to address that issue over the next four years.
1.3 Current Structure
The Ulster Hockey Union is governed by a Management Board of volunteers (12). The Management Board has the
following positions:
Chairperson
Vice-Chairperson
Honorary Treasurer
Finance Committee Chairperson
Coaching Committee Chairperson
Competitions Committee Chairperson
Schools’ Committee Chairperson
Umpiring Committee Chairperson
Four General Members
The President and Vice-President of the organisation attend Management Board meetings in an ex-officio and non-
voting role.
The organisation also employs five full time members of staff and two part-time members of staff. All members of
staff are dedicated to the development and administration of hockey within Ulster across a number of key areas of
development. Members of staff include:
Executive Manager
High Performance Manager
Talent Development and Coaching Officer
Grassroots and Club Development Officer
Administrative Officer (Full-time)
Administrative Officer (Part-time)
Active Communities Coach (Part-time)
All staff report directly to the Executive Manager who in turn reports to the Management Board. The diagram below
outlines the current organisational structure.
5
As we move into the new four year period some of the above roles will be restructured. Therefore, the operational
staffing structure for 2013-2017 will include the following posts –
Talent Systems Coach (TSC)
Coaching and Club Development Officer (CCDO)
Participation Development Officer (PDO)
The new Ulster Hockey operational staffing structure is as follows –
1.4 Developing the Strategy
Ulster Hockey carried out a significant internal review process in relation to achievements against the organisation’s
Strategic Plan (2009-2013). This was undertaken whilst the organisation completed the Sport NI
“PerformanceFocus” funding process from February 2012 to November 2012. This process enabled Ulster Hockey to
critically assess current operations against the targets and objectives in the organisation’s 2009-2013 Strategic plan,
as well as standards established for Governing Bodies of Sport by Sport Northern Ireland.
Following the Sport Northern Ireland funding process Ulster Hockey also embarked on a number of consultation
events with stakeholders during November 2012. These events focused on ensuring that stakeholders had the
opportunity to shape the future direction of their sport by providing feedback to Ulster Hockey on a wide range of
topics. The events involved consultation in the following areas of work within Ulster:
Grassroots Development
President
Vice - President
Executive Manager
Management Board
HPM TDO GDO ADMIN ACC
Go
vern
ance
O
pe
rati
on
s
TSC
Executive Manager
CCDO HPM PDO ADMIN ACC
6
Club Development
Talent Identification and Development
High Performance systems
Coaching
Umpire Development
Key findings and recommendations from the consultation events have been used to build on the progress of the last
four year plan and shape the new plan for the 2013-2017 period.
This review and consultation process has been instrumental in achieving the final draft of Ulster Hockey’s new
Strategic Plan for 2013-2017. Completing the final document has required the involvement of UHU staff and
volunteers as well as the contribution of stakeholders and partners. That contribution has assisted Ulster Hockey in
getting us to the stage we are now at. We are confident that the new UHU Strategic Plan 2013-2017 can drive the
work of Ulster Hockey forward over the next four year period and galvanise the support and involvement of all
stakeholders as we all work together to achieve the ambitious targets and objectives contained within the new plan.
1.5 Strategic Relevance / Context
The UHU Strategic Plan (2013-2017) is relevant to, and has the potential to impact on, the work of other key
agencies whose strategic aims are similar. The Plan takes into consideration current priority areas established by
Sport Northern Ireland, the Department of Culture, Arts and Leisure, the Department of Health, Social Services &
Public Safety and the NI Executive. It also recognises the current developments within the Irish Hockey Association
(IHA).
Detailed below are the key strategic documents, which have influenced the creation of the UHU Strategic Plan
(2013-2017) and will influence the work to be undertaken by the Ulster Hockey Union, and its stakeholders, during
the lifetime of this document.
1.5.1 Northern Ireland Executive Programme for Government (2011-2015)
This document outlines the NI Executive’s commitment to “building a better future” for everyone in
Northern Ireland. The Executive has identified five key Strategic Themes which show their commitment to
growing a sustainable economy and investing in the future, namely; tackling disadvantage; improving health
and wellbeing; protecting our people and the environment; building a strong and shared community;
delivering high quality services. The priorities most relevant to the development of hockey are improving
health and wellbeing, promoting tolerance, equality, and inclusion. Ulster Hockey can play its part in helping
to achieve the over-arching theme of building a peaceful, just, and prosperous society in Northern Ireland
where everyone can enjoy a better quality of life in the future.
1.5.2 Department for Culture, Arts & Leisure (DCAL) Corporate Plan (2011-2015) The Department of Culture, Arts and Leisure (DCAL) identified its vision in the 2011 – 2015 Corporate Plan.
The vision is focused on creating, “a confident, creative, informed and vibrant community”. Ulster Hockey,
through this plan, has a role to play in helping to achieve this vision. A comprehensive programme of sport
and physical activity opportunities for the voluntary sports sector will help to increase confidence and
improve delivery of sport on a local level.
1.5.3 Review of Public Administration
The Review of Public Administration in Northern Ireland proposes to reduce the number of local authorities
from 26 to 11 by 2015. If these proposals are implemented they will have implications for councils in
relation to community planning, economic development, local sports provision and leisure facilities
provision. This will also have an impact on our existing stakeholders with the emergence of a single
Education Skills Authority in 2013 which will impact on the education sector.
7
1.5.4 Sport Matters: The NI Strategy for Sport & Physical Recreation (2009-2019)
DCAL has overall responsibility for developing sports strategies NI. DCAL, in partnership with Sport NI,
published “Sport Matters: The Northern Ireland Strategy for Sport and Physical Recreation 2009 – 2019”.
Sport Matters visualises ‘a culture of lifelong enjoyment and success in sport”, envisaging a new shared
sporting future for Northern Ireland. It seeks to build upon and improve the quality of life in Northern
Ireland through increased participation in sport and improved performance. The strategy focuses on key
areas for development including: Participation; Performance; and, Places. Through its own Strategic Plan
(2013-2017) Ulster Hockey has a role to play in helping DCAL and Sport Northern Ireland to achieve the
targets and objectives contained within the Sport Matters Strategy. More specifically the Participation and
Performance strands of the Strategy are key areas that Ulster Hockey can have an impact on.
1.5.5 Sport Northern Ireland Corporate Plan (2011-2015)
This document sets out Sport Northern Ireland’s key priorities for action up to 2015 and provides the
strategic direction for SNI to achieve its corporate vision of “a culture of lifelong enjoyment and success in
sport which contributes to a healthy, fair and prosperous society”. The SNI strategic priorities are Active
People; Successful Athletes; Quality Facilities; Enabled Partners; A Competent Sporting Workforce and; A
Trusted and Effective Leader. The main strategic priorities that Ulster Hockey has an impact on are:
Active People – increasing participation opportunities for people, especially among under-
represented groups. Ulster Hockey’s programmes are designed to encourage children and adults to
become more active in their lives
Successful Athletes – As a Governing Body of Sport Ulster Hockey is playing a part in helping SNI to
develop a world leading high performance system to enable NI’s most talented athletes to prepare
and compete internationally.
A Competent Sporting Workforce – through our own coaching plan we are focused on developing an
effective sporting workforce for hockey.
The emphasis on sporting success at international level has led Governing Bodies of sport to search for new
and innovative ways to improve the performance of individuals and teams. Investing strategically in elite
high performance sports systems has become essential, and this is also the plan for Ulster Hockey. The
diagram below, produced by Sport NI, highlights the key areas of priority required to achieve sporting
success.
8
Based on the SPLISS (Sport Policy Factors Leading to International Sporting Success) model, the model has
nine core components, namely; financial support & integrated approach to policy development; foundation
and participation; talent identification and development system; athletic and post-career support; training
facilities; coaching provision and coach development; scientific research; international competition; agency
partners. This model is particularly useful for Ulster Hockey when planning our performance pathway for our
players.
1.5.6 Sport Northern Ireland: The Coaching Workforce (2009-2016)
Sport NI has investigated the characteristics of sports coaching in NI discovering that although the outlook is
generally positive, there are some issues which coaches believe could be improved, including a shortage of
volunteers, lack of finance and balancing coaching with other commitments. The Ulster Hockey Strategic
Plan seeks to address these issues within our sport and emphasises the important role that coaches, and the
wider coaching workforce in general, can play in the development of sport at all levels.
1.5.7 Department of Health, Social Services & Public Safety: A Healthier Future (2005-2025)
This document provides the vision for health and well-being in NI up to 2025. It provides scope for the
development and provision of sports / physical recreation activities which can improve health and well-being
by reaching those in most need of support and least likely to access intervention programmes. Whilst in this
case delivery is likely to be led by Local Authorities it is essential that Ulster Hockey works in partnership
with local authorities in order to work to improve health and well-being across NI.
1.5.8 Obesity Prevention Framework (2012-2022)
This document aims to reduce the level of obesity in NI to the 2005-2006 level by 2021 by focusing on two
main areas; improving diet and increasing participation in physical activity. Ulster Hockey will increase levels
of physical activity through the many programmes it currently has in place and the new programmes it will
develop over the next four years.
1.5.9 IHA Strategic Plan
At the time of writing this Strategic Plan the Irish Hockey Association has no current Strategic Plan in place.
Therefore, the UHU Strategic Plan is written on the basis that strategic objectives will be reflected in the IHA
plan, once it is finalised in April/May 2013.
1.5.10 IHA LTPD Framework “Hooked for Life” (2011)
The IHA’s Long Term Player Development (LTPD) model is designed to give a structured and cohesive
approach to player development in Ireland based on Istvan Bhali’s LTAD framework which is utilized
worldwide for athletes. The goal of the IHA’s LTPD model is to recruit, capture, develop and retain players
for life whilst maximizing their potential. This model underpins the work that Ulster Hockey does in its
development of hockey at a regional level and is designed to provide consistency to programme and player
development across Ireland.
The model is player centred with a view to providing a pathway in which a fun and enjoyable game is
delivered through quality coaching. The model is developed around six stages with age only as a guide. A
player's stage will be determined by their physical maturity, the level at which they play, and when they
enter the sport. Although the diagram is linear in its presentation it is recognized that many areas overlap
across stages. The model puts the Player, the Coach, and the Game at the forefront of development across
all sports. The diagram below identifies the six stages within the Hooked for Life framework which forms the
basis of the work that Ulster Hockey does in developing hockey at all levels.
9
The diagram below highlights the player pathway within the overall Hooked for Life structure, and in particular the
pathway of elite players within the model. The representative teams are represented in the phases they are placed.
The model also reflects the primary process for recruitment and assessment into national programs.
10
Section 2 – Our Future
2.1 Vision
In order for Hockey in Ulster to progress and develop, we must all share a common understanding, belief and vision
for the future of our sport.
2017 Vision – Hockey in Ulster to be recognised as an innovative and dynamic sport, which is accessible for
everyone to get involved, stay involved, identifying and developing talent and helping the best to excel at the
highest level
Whilst this is the vision for hockey in Ulster the Management Board of Ulster Hockey is charged with the
responsibility of delivering the vision and achieving the goals of the plan. As such the Board takes leadership of the
Plan and will strive towards implementing it for the benefit of the sport and its stakeholders in Ulster.
Within this plan the vision for the sport has also been broken down into a series of (mini) visions for each of the Key
Strategic Objectives identified below.
2.2 Key Strategic Objectives The Ulster Hockey Union has identified eight Key Strategic Objectives that will form the strategic focus of the
organisation over the next four years (2013-2017). These objectives reflect the achievements within the previous
four year plan (2009-2013), and the key themes identified by Sport Northern Ireland throughout the
PerformanceFocus 2013-2017 process, as well as the current status of hockey within Ulster. The seven Key Strategic
Objectives are:
Objective 1: Participation Development
Vision – “More people enjoying hockey in more places, more often”
To increase the number of participants playing hockey by at least 10% over the period of this strategy,
and improve the quality of the player experience within Ulster Hockey programmes with specific focus
on increasing participants in boys and men’s hockey.
Objective 2: Club Development
Vision – “Create a club infrastructure that is capable of growing and further developing our sport
and enhancing the player and volunteer experience”
By 2017 build capacity within Junior and Senior Hockey clubs by raising the standards of clubs through
the enhancement of the Hockey Club Accreditation and development scheme
Objective 3: Talent Identification and Development
Vision – “Enhance our quality based player pathway system, to identify talented players, develop
them and support them to achieve their full potential”
Enhance the current Ulster Hockey talent identification and development systems in order to raise
player development and performance standards by 2017.
11
Objective 4: High Performance Athlete Development
Vision – “Helping the best to become better and achieve at the elite level”
To establish a high performance hockey culture within Ulster which measurably raises our
performance standards at Club, Provincial and International level by 2017.
Objective 5: Coaching Development
Vision – “The right coach, in the right place, at the right time”
Implement a robust coach development pathway to improve the quality of coaches operating at all
levels within the Ulster Hockey system by 2017.
Objective 6: Umpire Development
Vision – “Maximise the quality and quantity of hockey umpires in Ulster”
By 2017 develop and implement an Umpire development pathway, which is matched to the
developmental needs of the umpire, and is focused on improving the standard of umpiring at all levels
within the game.
Objective 7: Governance
Vision - “Ulster Hockey be recognised by all stakeholders and members as a modern, dynamic and
fit-for-purpose sporting organisation”
By 2017 Ulster Hockey will operate with strong leadership and be viewed as a highly regarded and well
managed sport with sound financial and business management systems and governed in accordance
with the highest standards.
Objective 8: Communication
Vision – “To enhance the public profile and brand awareness of Ulster Hockey”
By 2017 Ulster Hockey will have implemented an organisational communication and marketing system
that will enhance the public profile of hockey with specific focus on attracting new players, coaches,
officials, volunteers, sponsors and business partners.
12
Section 3 - Our Priorities The following section details the priorities established by Ulster Hockey in eight strategic areas. Each priority area
has a number of objectives identified which aims to support the organisation in achieving its overall vision.
3.1 Participation Development
Ulster Hockey has shown some progress over the last four years in developing strong participation development
programmes which enable its members to participate in hockey regularly. These programmes are now framed
around the participation development phases contained within the IHA “Hooked for Life” LTPD model. In common
with many other sports, hockey’s skill set is best developed at a young age and this need has been addressed with a
comprehensive range of participation development opportunities within primary, post-primary and club settings,
which have been refined and are now well established. However, we recognise that we cannot continue to rely on
our current participation structures to attract and nurture participants. This section of the plan identifies new and
innovative ways to grow our participation base over the next four years and raise the quality of our programme
delivery so that the player experience within our sport is enhanced.
Participation development is extremely important for the overall development of hockey and the implementation of
our player pathway programmes. Therefore participation development includes:
Primary School aged development programmes
Secondary School aged development programmes
Junior Club participation programmes (U9 – U15)
Adult Club participation programmes
Ulster Hockey’s Participation Development Objectives for 2013-2017 are:
1. To Implement the player pathway and syllabus for hockey skills development contained in the IHA LTPD
“Hooked for Life” framework within club and school settings in Ulster
2. To develop and implement Primary Schools hockey player development programmes which will increase
the number of schools and individuals participating in hockey (both boys and girls)
3. To develop and implement Junior Club hockey development programmes which increase the number of
clubs and individuals participating in junior club hockey programmes (both boys and girls)
4. Support and enhance the development of hockey in Secondary Schools through age appropriate
competition structures for both boys and girls
5. To improve the range of opportunities for people to participate in hockey, as a player, coach, official or
volunteer, through greater partnership working
3.2 Club Development
Clubs are an integral part of hockey in Ulster and play an extremely important role in attracting, developing and
retaining players within our sport. Therefore, the development of clubs forms an important part of Ulster Hockey’s
strategic priorities for the next four years. Building capacity within clubs will assist us with our overall aim of
enhancing the player and volunteer experience in our sport. We recognise that running a club is not an easy task
and that affiliated clubs need our support in order to improve their structures, systems and processes over the next
four years.
Club development is a priority for this strategy and in particular the creation of an environment where the club
system within hockey becomes an integral part of participation development. To facilitate this it is imperative for
Ulster Hockey to provide clubs with the necessary tools so that they can operate in a ‘fit for purpose’ manner and
provide a safe and welcoming environment for their members. This strategy will allow Junior Clubs to work towards
13
achieving the Ulster Hockey Club Accreditation scheme, which has been in place since December 2011. Ulster
Hockey will assist clubs wishing to work towards achieving the accreditation and over the next four years will also
develop the scheme to enable adult clubs to work towards achieving accreditation too.
The formation of effective school-club links is also crucial for growing our sport and an integral part of the
Participation Development and Club Development sections of this Strategy. Ulster Hockey is seeking to capitalise on
the large number of school aged players participating in hockey in both primary and post-primary schools. This
strategy seeks to implement new programmes aimed at increasing and sustaining links established between clubs
and schools, thereby encouraging more young people to participate in hockey.
Ulster Hockey’s Club Development Objectives for 2013-2017 are:
1. To develop and implement a club development Planning process for Ulster Hockey
2. To improve Ulster Hockey communication systems to ensure enhanced communication with clubs
3. To improve Ulster Hockey’s knowledge and understanding of each affiliated club’s development position
4. To provide support and guidance to affiliated clubs, through improved education and support systems, in
order to enhance club development systems
5. Further develop and enhance the Ulster Hockey Club Accreditation scheme to increase the number of clubs
achieving accreditation and expand to include adult clubs
6. To develop and implement an Ulster Hockey recognition, reward and profile raising programme specifically
for Club Development programmes
3.3 Talent Identification and Development Ulster Hockey has a long history of work in the area of talent identification and development. The organisation’s
success through this work is reflected in the competitiveness, and success, of its teams, as well as the high
percentage of Ulster players involved in the senior international programme and whose commencement on the
player pathway can be traced to the initial vehicle employed by UHU to identify those considered to have a talent for
hockey. The continuing quality of our endeavours is further supported through repeated gold and silver medal
winning performances at the UK School Games in the period 2008 to 2012. This event sees Ulster compete
internationally against England, Scotland and Wales. Repeated successes, particularly on the female side, continue at
inter provincial level too as does a sound volume of players from both genders gaining national selections at each
age level. Together, this reflects the success of the systems and structures that have continued to be employed and
refined by UHU over the last 4 years.
It is to be noted that work in this area has been, and continues to be, driven by Ulster Hockey and is not led by the
Irish Hockey Association. Work the IHA conducted, in partnership with SNI and supported by UHU, in 2008 for talent
identification has been a one off and the development programme linked to the identification process concluded in
2010. The intention to develop a National Talent Strategy has not materialised either. However, Ulster Hockey’s
work in this area continues, as it has in various guises since the 80s, under guidance from Sport NI, and stimulus from
within UHU.
As we plan for the next four years a number of challenges occur.
While we have well established structures and methods for identifying, confirming and developing talent there is a
need to broaden our approach to the identification and development of talent beyond our structure at U15 level.
With, initially, a particular emphasis on the male side where the depth and level of talent post U16 is a concern.
Reducing levels at U15 level are also noted and are to be accounted for in the annual review of our well established
programme to develop identified talent at that level.
14
Talent search programmes below U15 level are another area we are seeking to enhance. We have been well served
through partnership working in various areas across Northern Ireland. Our aim now is to incorporate, and build on
this, towards a broader approach that will focus on the delivery of talent searches, with accompanying programmes,
in the age bracket 10 to 12 across Northern Ireland. This should improve our presence in an increasingly competitive
marketplace for the capturing of ‘talent’. The delivery will be distinguished from U15 level as the searches and
programmes will occur within each locality. It will be the first time we have sought to have a province wide
coordinated approach to identifying, capturing and nurturing talent at that age.
The decision to bring the area of Talent Identification and Development under the management of the High
Performance Manager is aimed at assisting the overall direction, deployment, coordination and management of
work in this area. The introduction of a full time Talent System Coach into the staffing of UHU also highlights an
emphasis towards increasing the focus on the development of players whose talent is in the process of being
confirmed. Much of the time spend from this role will be with leading under age players either individually; in small
groups; or performance squads.
Improvements on how we track talent; equip our profilers and manage coaches working in this area are other areas
for attention. All of which have been accepted outcomes from a self-assessment process introduced in 2012 by SNI
to judge our work in this area against ‘best practice’. In addition our own reflection recognises the need to improve
our communication with players; parents; coaches; and the wider hockey community on how the various structures
and programmes on our player pathway operate and link together.
Overall, our intention over the next 4 years is to retain the core of the system presently in place while addressing
identified needs for further refinement; enhancement and breadth.
Ulster Hockey’s Talent Identification and Development objectives for 2013 – 17 are:
1. To improve how we communicate our approach to the identification, development and confirmation of
talent
2. To improve methods employed for the identification and confirmation of talent
3. To broaden approaches to the identification of talent for hockey
4. To maintain the U15 structure as the principal vehicle for the identification and development of talent
5. To improve robustness of the UHU talent system
3.4 High Performance Development
To continue to drive forward its current high performance base Ulster Hockey recognises it is essential to have an
identity which is synonymous with a high performance culture. Since early 2010 work in this area has been
restricted by decisions the IHA has taken in relation to their direction for High Performance. This has resulted in
Ulster Hockey’s time now being spent solely on enhancing and developing methods designed to positively impact on
leading under age players. All of this level of work takes place detached from the IHA as determined by their
operating model.
Given this environment; absence of information advising of a planned change of approach by the IHA; and clear
message from the membership of Ulster Hockey the focus on continuing to provide sound developmental
opportunities for leading players within Ulster Hockey will continue.
As always, the aim of all work designed and discharged in this area will continue to be to advance the
competitiveness of Ulster athletes in national selections; performance levels of national squads they seek to
represent; and performance levels of Ulster Performance squads. The overriding principle established is the
provision of a better equipped athlete year on year.
15
As we move forward into the next 4 years an emphasis on building the name of Ulster Hockey outside of Ireland, as
introduced through the adoption and implementation of the strategic plan for 2009-13, will continue. To date that
has been taken forward below Ulster Senior level. Importantly, the consultation process for the formation of this
strategic plan advised that it should be occurring at senior Ulster level too. It is also relevant to record that SNI has
previously advised that a move beyond competition within the British Isles at junior level is probably now
appropriate as we seek to improve stimuli to the ongoing development of our leading players.
A major challenge will be to consolidate the presence, and place, of the Ulster Hockey Academy within our system
and on our pathway. To date, the Academy has had a troubled existence. The re-launch of the Academy, in
partnership with the Sports Institute Northern Ireland, who will now, in conjunction with specific staff from UHU,
support athletes within the Academy, presents a promising future. The opportunity presented is excellent to athletes
with a mind to push their hockey talent on. Ensuring Ulster Hockey presents a model that will allow them to avail of
the opportunity presented in a manner that accounts for their school and club commitments is a challenge the
hockey community must meet together.
Our increased investment in U16 and U18 programmes in recent years has been soundly based. The benefits of
having leading players train together more frequently is a well-established concept in performance sport that our
geography makes highly attainable and we should continue to incorporate. Populating the environments they
experience with increasing elements of sports science, and particularly, video analysis is a challenge to meet as is the
need to create an environment that allows UHU to have their leading coaches regularly involved with our leading
players within performance programmes. With, invariably, all of the latter involved with leading clubs, or schools,
and in full time employment outside of hockey, creating a model that makes this feasible is crucial.
The sport is currently well placed to improve, and take forward, the work that has been established at junior level in
recent years. With appropriate leadership; financing; and ambition, an ever improving high performance
environment for Ulster Hockey is attainable.
It is important for Ulster Hockey to remain open to working in partnership with the IHA on the reformation;
deployment; and management of a high performance system at Irish level that embraces the structures, thinking
and activities occurring within Ulster Hockey.
Ulster Hockey’s High Performance objectives for 2013 – 2017 are:
1. To enhance the development of leading under age athletes
2. To enhance the development of leading senior players
3. To continue to grow the name of Ulster Hockey outside of Irish Hockey
4. To maintain, or establish, practices that enhance our work in high performance
5. To continue to access funding opportunities to support athletes
3.5 Coaching Development Coaching has always been an integral element of the work and development of Ulster Hockey. The importance of
coaching, coach development and the role coaches’ play at all levels of hockey cannot be underestimated. The
Ulster Hockey aim to produce better quality players at all levels of the game will be dependent, among other things,
on improving the quality of coaches operating within an age appropriate coaching structure. The 6–11 age group is a
crucial part of the IHA “Hooked for Life” LTPD framework in developing skills, enhancing enjoyment of the game,
developing healthy lifestyles and creating a new generation of talented players. Ulster Hockey will utilise grassroots
participation development programmes to enhance the opportunities for young players to develop.
16
Raising the quality of coaches working within hockey will be a key element of this strategy. In particular, there will be
a move to increase the number of active coaches working within the sport and all coaches will be encouraged to
develop their coaching knowledge, expertise and qualifications through an enhanced CPD programme.
Coaching Development within this Strategy will focus on the following key areas:
Coaching Development Planning
The Coach Education System
Management and Support
Targeted development of talent / high performance coaches
Recognition, reward and profile.
The Coaching Development Objectives for 2013-2017 are:
1. To develop and implement a coach development plan for Ulster Hockey utilising current information through
the development of the UHU “Season Master” database
2. To enhance the UHU Coach Education system through identification of key personnel to assist with
progression along the coaching ladder and raise the standard of coaching across the workforce
3. To develop an effective performance management system and clear communication structures to ensure
efficient programme delivery
4. To provide targeted development programmes for talent and high performance coaches to raise the
standard of play throughout the competitive structure.
5. To develop and implement Ulster Hockey recognition, reward and profile raising programme specifically for
coaching development.
3.6 Umpire Development Ulster Hockey has consistently over its history produced some of the top umpires in Irish, European and FIH circles
achieving world panel status and umpiring at the pinnacle of the sport. However, our sport cannot continue without
umpires. We not only require umpires but we require the correct calibre of umpires and the standard of umpiring
must support and promote the rules, standards and quality of hockey in Ulster. The strategic objectives for umpiring
aim to create a pathway for umpires to develop resulting in a flow of umpires into the game. These objectives will
provide focus to ensure that Umpires are provided with opportunities to develop their umpiring at whatever level
they choose and for those that wish, and are capable, a pathway is available through to world panel and the
opportunities this will bring to both the individuals involved and Ulster Hockey are recognised.
The key strategic objectives and focus of umpiring within the game include:
Develop a structure to provide a pathway from grassroots to elite umpiring, working with all key
stakeholders in the game, players, coaches, clubs, Management Board and umpires at all levels.
A sustainable funding structure to ensure umpires are compensated for facilitating the game throughout the
season, cost of developing umpires while ensuring it does not overburden the clubs.
Constant communication and development of the relationship between clubs, coaches and umpires.
Continue to be able to provide umpires to national and international hockey.
Providing a standard structure with policies and procedures that ensure standards and quality of umpiring
regardless of individuals involved.
A clear pathway for all umpires.
The Umpiring Development strategic objectives for the 2013-2017 period are:
17
1. To align the of Ulster Hockey umpire development pathway with IHUA and the overall Irish structure to
maximise opportunities for ALL umpires within Ulster to reach their potential level.
2. To develop an elite panel of umpires for Premier League umpiring of all men’s and ladies matches.
3. To develop and implement an umpiring pool in conjunction with the clubs for all Senior Leagues hockey
(Senior 1 & 2 men, Senior 1, 2, 3 & 4 ladies) and act as feeder group to the “elite panel” of umpires with
clubs being required to provide umpires for these games.
4. To restructure Umpiring finance to ensure it is fair and reasonable, attracting people to the game to ensure
other issues do not become an “easy” reason to walk away from sport.
5. To develop and implement long term development objectives for all strands of officiating within the sport to
ensure :
Continued development objectives and targets set for “elite panel” to ensure it is constantly
achieving both European and International appointments
Regular interaction with clubs and coaches at senior level
Regular dialogue with all interested in umpiring through road shows and development sessions
Develop practical opportunities within the “pathway” for umpires to help develop skills and
knowledge
Growth of those that have completed “candidate” programme and passed exam and umpiring at
club or junior level
Interaction with schools (players & teachers) and developing ability within that area, enabling senior
pupils to support junior matches etc…
Utilise the development and underage framework to develop umpire capability
6. To develop and support a coaching and grading structure through the development of a panel of assessors
and graders with the correct skill set and support to be able to mentor, coach and assess umpires on a
regular basis.
3.7 Governance Historically hockey in Ulster has been very fortunate with the quality of its Governing Councils throughout the years.
Sound structures have been developed over the past 100 years through the UBIHA and the UWHU, which have
successfully met the challenges both bodies faced in progressing their respective discipline of the sport. However,
following the amalgamation of the two Branches in May 2009, the sport recognised it had to respond to challenges
in relation to how the new body was governed. The new body dealt with all challenges in an open, transparent and
professional manner. This was evident through the SNI Governance and Management Audit process where Ulster
Hockey became the first Governing Body of Sport to be awarded SNI’s highest level of assurance, Substantial
Assurance, a mere 18 months after the body existed. This is testament to the hard work and dedication of the staff
and valuable volunteers involved in making that achievement possible.
However, we still have work to do in this area to ensure sound operating systems within the organisation. Good
governance continues to be the foundation of the organisation and includes all aspects required to run the business
in a smooth, open and transparent manner. Therefore Governance includes a number of areas namely;
Organisation Structure: including roles of the Board, staff (both paid and volunteer) and member
organisations and the relationships with and between each;
Legal Compliance: UHU’s compliance with all relevant legal frameworks;
Control Environment: how UHU operates, its management structure and risk management systems;
Operational Systems: policies and procedures including management of all internal systems to ensure the
smooth operation of the organisation;
Finance: sufficient fiscal resources required to deliver the organisation’s Key Strategic Objectives;
18
Human Resources: appropriate trained personnel to deliver and manage the organisations programmes and
Key Strategic Objectives;
Performance Management System: how the strategic plan is monitored, reviewed, implemented and
communicated.
Ulster Hockey’s Governance Objectives for 2013-2017 are:
1. To ensure the organisational structure is fit for purpose and operates effectively
2. To ensure that the operations of Ulster Hockey comply with all legal responsibilities and recognised
standards
3. To ensure an effective control environment is in place to govern how the organisation operates and
minimise the risks facing the organisation
4. To ensure that Ulster Hockey has in place effective and efficient fiscal procedures and controls
5. To ensure appropriate policies and procedures are in place which govern the operational systems and
provide relevant protection to staff and volunteers
6. To implement an effective and efficient Performance Management System to ensure smooth operations of
Ulster Hockey
7. To develop and implement an organisational Business Plan designed to measure the business performance
of the organisation
3.8 Communication
This section of the UHU Strategic Plan has been developed to help Ulster Hockey to improve its internal and external
communication systems and how we market and promote our sport. Non-profit, voluntary organisations, such as
Ulster Hockey, are continuously being challenged to be more strategic in their communications efforts.
Communications activities must add up to more than a series of isolated events such as the dissemination of an
occasional publication or press release. Being strategic requires us to be more deliberate, innovative, and less
reactive in our communications practice. Organisations like us are being encouraged to regard communications as
essential to their overall success and integrate it throughout all areas of operations.
Communication has been identified as an area that has been under developed during the last four year plan, and this
was highlighted through the consultation process undertaken as part of the development of this plan. Improved
communications is essential for Ulster Hockey to expand its business operations and improve how we interact and
communicate with our members and partners. It is important for us to ensure that the quality of information that is
conveyed within the sport to Members, our internal communication, is significantly improved. It is also imperative
that we identify how we will improve our external communications, specifically our links with our external
stakeholders, including the media, sponsors and partner organisations.
Ulster Hockey’s Corporate Communication objectives for 2013-2017 are:
1. To develop and implement clear organisational communications structures to ensure improved
communication and promotion of hockey with all internal and external stakeholders
2. To implement co-ordinated marketing and promotional opportunities in order to enhance the profile of
Ulster Hockey
3. To improve the utilisation of current communication tools adopted by Ulster Hockey to ensure improved
communication and promotion of hockey with all internal and external stakeholders
4. To improve relationships with all media providers to enhance to the profile and media coverage of
hockey in Ulster
5. Develop a corporate brand for Ulster Hockey that is synonymous with quality both on and off the pitch
19
The operational action plans for each area of priority are detailed in section 5 of this document for the 2013-2014
year.
Section 4 - Summary
4.1 Monitoring and Evaluation
Implementation of the strategy will be a standing item on the UHU Management Board Agenda. Progress will be
monitored by staff through their individual work programmes, by SNI through 100 Day review meetings and by
Ulster Hockey through quarterly review meetings. Achievement against agreed targets and objectives will be
regularly assessed.
Monitoring will be undertaken to measure:
The number of participants playing hockey through UHU managed programmes;
The range, quality and geographical area of facilities used for UHU programmes;
The profile of all participants (e.g. community/ethnic background, disability, and equality);
Number and qualifications of coaches;
Number and range of CPD programmes coaches participate in;
The number and quality of clubs using Club Accreditation Framework;
Performance of Ulster Squads at Interprovincial and International level;
Number of Ulster players representing Ireland at each level;
Performance of representative teams at International level;
4.2 Conclusion
Over the past four years Ulster Hockey has made significant progress in the development of the organisation and of
hockey at all levels. However, as this plan highlights, there is still work to be done in order for hockey in Ulster to
continue to progress.
Hockey is a sport enjoyed by people of all ages and abilities and participation levels are continuing to rise,
particularly at the grassroots level. However, the profile of the sport requires significant focus to ensure greater
media exposure in the coming years.
In the current economic climate there are many barriers facing Ulster Hockey in their endeavours to continue to
make progress, particularly as we enter a new four year funding cycle with reduced funding. However, the
willingness of schools, clubs and our valuable team of volunteers is crucial as we move into a new and exciting phase
of development for hockey.
This strategy clearly sets out the strategic priorities that will help to broaden the participation base, create stronger
structures within clubs, improve the quality of coaches within our programmes and ultimately have better structures
in place to enable our most talented athletes to reach their full potential. By 2017, the sport of hockey in Ulster
should have been taken to a new level in its development, which will provide a bigger platform for future progress of
the sport at local, regional, national and international levels.
4.3 References
DCAL (2009) Sport Matters: The Northern Ireland Strategy for Sport & Physical Recreation 2009 - 2019
20
DCAL (2011) Corporate Plan and Balanced Scorecard 2011 - 2015 DHSSPSNI (2012) A Fitter Future for All: Framework for Preventing and Addressing Overweight and Obesity in Northern Ireland NI Executive (2011) Programme for Government 2011 – 2015 SNI (2011) Corporate Plan 2011 - 2015
21
