CUMANN LUTHCHLEAS GAEL COISTE CHONTAE DHOÍRE

STRATEGY 2007 - 2012

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COMHAIRLE ULADH CLG COUNCIL GAA Contents

Réamhrá 2

Executive Summary 4

Réamhrá : The Context 7

Is cúis mhór áthais domh cupla focal a scríobh sa plean straitéiseach seo. Derry: The GAA Context 11 I mo thuairimse, is fearr súil romhat ná dhá shúil i do dhiaidh.

As Derry GAA moves confidently and strongly ahead, I am privileged and proud to introduce “Fís Feasa” the Analysis 16 strategic plan for the county for the next five years.

“Fís Feasa” lays out the vision and direction that we the gaels of Derry must follow. This strategy proposes ¢ Governance 19 necessary change and progressively looks at the actions the County must take to stay successful over the ¢ Coaching and Games Development 25 coming years. ¢ Funding and Finance 28 Proud of our history, traditions and achievements, we are a modern thriving organisation. Derry established ¢ Infrastructure 30 and built the first GAA centre of excellence at Owenbeg which became the template that the other counties in ¢ Non-County Players 32 now use. ¢ Education 34 Derry were the first County Board to address the decline of in urban areas when we established ¢ Marketing, Public Relations and Communications 36 the first Urban Gaelic Games Development Project in Derry City, in partnership with the Derry City Council and ¢ Including Others 38 the Ulster Council, to assist the development of our urban clubs. ¢ County Players 40 With the imminent redevelopment of both Owenbeg and , Derry will continue to lead the way in ¢ Culture, Heritage and History 41 innovation. This document is our first step in that process. ¢ Events 42

The future of Derry is our youth and this document focuses on delivering an organisation that will benefit our ¢ Staff 43 children and make gaelic games in our county not only more accessible, but more welcoming for all.

It is essential that we in Cumann Lúthchleas Gael review our activities and move confidently ahead in a planned Implementation and Monitoring of the Five Year Plan 45 and structured way. We thank the Ulster Council for their assistance in the preparation of our strategic plan.

We have a big task ahead. Together we will achieve the vision. Physical Development Plans 46

Séamus Mac Luaidh Cathaoirleach, Coiste Chontae Dhoire Acknowledgments 47

2 3 Executive Summary

¢ Coaching and Games Development Including Others What This Is ¢ Education Rationale: ¢ Infrastructure Given the dramatic social and other changes Fís Feasa brings together the strategic thinking of the GAA at County level in Derry and maps out the way ahead that Derry is undergoing, it is vital that the GAA ¢ Marketing, Public Relations & Communications for the county over the next five years. It builds on a range and variety of planning work taken forward by others becomes more inclusive towards woman, ethnic in past years and equally includes a number of projects and initiatives that are already well-advanced within Derry. ¢ Events minorities, people with disabilities, and people of ¢ Non-County Players different traditions. Crucially however it binds all these together in the one document and adds in new analyses and thinking as to ¢ Staff the way ahead. Fís Feasa is firmly rooted within the Derry GAA family. It was developed by a planning team put Actions: in place by the County Board and is based on inputs from right across the county’s gaelic games spectrum. All The rationale behind each theme and the main ¢ structure the organization of the GAA in Derry Derry Clubs were surveyed as part of the planning process and many attended a planning conference held in actions proposed under each can be summarised so that integration and equality are at the heart Owenbeg in the late spring of 2006. as follows: of its business ¢ promote and deliver the full family of Governance and Structure gaelic games Derry: The Place Rationale: ¢ develop and implement the necessary policies Society and the GAA are constantly changing: as ¢ organize gaelic games “taster sessions” Almost 0.25m people live in Derry, spread across a County of great geographical variety and rich heritage. It is such, the County board has to ensure that the a growing County in population terms and one that is increasingly urban. Like the rest of Ireland it is a place of governance structures are effective, worthwhile constant and dramatic place of change socially, culturally and economically. Many of Derry’s people experience Coaching and Games Development and democratic. high levels of deprivation: that deprivation tends to be concentrated in the towns and in the high Sperrins Rationale: area. In Derry city, the County has an an asset Ireland’s fourth largest urban centre. Actions: To have a vigorous GAA in Derry means developing better players and coaches so that both ¢ develop new county by-laws participation in the games and achievement of Derry: The GAA County ¢ reshape the County Committee and increase teams and players in those games are taken to the Clubs’ involvement in it highest levels. Derry has established a vigorous GAA pedigree, in football, , and ladies football. Like much of ¢ restructure the Management Committee and clarify members’ portfolios Ulster it largely came to prominence in the decades since the Second World War: that era however also saw the Actions: decline of the Association in Derry city, previously the engine of the GAA in the County. ¢ re-shape the sub-committee structure in line ¢ produce a five year coaching and games with the other changes development plan for Derry Forty affiliated clubs make up the GAA in Derry: of these 32 are football only; two are hurling only; and six are ¢ rationalize the management of youth affairs in dual. Despite being home to four Derry people in every ten, Derry city accommodates six GAA Clubs only. Culture, Heritage and History the County Derry’s 40 Clubs elect a County Committee which, making use of 22 separate sub-committees, manages the Rationale: ¢ review the development squads system County’s GAA business. , music, dance art and heritage make ¢ focus on the development of coaches & referees the GAA different from other sporting organisations. The physical infrastructure for gaelic games in the County is strong and in Celtic Park and the ¢ develop health and wellness initiatives The cultural aspect of the Association allows the Owenbeg Centre of Excellence Derry has infrastructure assets that few other counties can match. County to contribute to other important agendas as well-highlighting the family and non-sporting Education package to our membership. Rationale: Derry’s GAA Priority Themes In order to ensure that gaelic games are the first Actions: choice sports for all school children and third level The analyses and consultation that underpinned this Fís Feasa led to the identification of ten strategic themes. students in Derry, it’s essential that the County’s ¢ improve Irish language signage There were felt to cover the core areas of the County’s GAA business and to provide a framework for the links with education are strengthened and built on. development of the GAA in Derry. The ten themes were: ¢ introduce gaelic art into GAA facilities/premises ¢ re-energise Scor in Derry Actions: ¢ Governance and Structure ¢ develop a County GAA museum and update the ¢ reshape GAA structures as appropriate County’s GAA history publication ¢ Culture, Heritage and History ¢ make full use of Owenbeg ¢ support the use of the Irish language ¢ Including Others ¢ development links with the University of Ulster at Magee

4 5 Derry: The County Context

¢ roll out health and wellness programmes in ¢ organise an annual County Festival and annual The Place of people living in the County having increased Third Level settings Gala Banquet by about 38,000 (or nearly 20%) since 1981. ¢ introduce gaelic games components to A-Level ¢ Promote summer camps, charity matches, Derry is one of 32 counties in Ireland; one of nine Increasingly it’s an urban place, with more than programmes and over 40’s games in Ulster; and one of six in NI. In terms of public six people in every ten living in the larger urban sector administration, Derry as a county no longer centres. The main towns and their populations are: Infrastructure Non-County Players exists. But as an area and community it still holds a strong attachment for those who live there and/or Rationale: Rationale: were born there. It is this attachment to place that Urban Derry Derry has the best training and playing facilities It is important that all players regardless of their underpins what the GAA is about. in Ulster. Owenbeg needs to continue as the ability have the opportunity to participate in headquarters for gaelic games in the County competitive gaelic games. It is also vital that Clubs As a county, Derry is a place of variety. It ranges PLACE POPULATION % OF COUNTY providing player support and opportunities for have good access to their County players and from the lowland shores of Lough Neagh in the games development. Celtic Park should become that conflicts between football and hurling are south-east; through the Sperrin Mountains; to Derry City 95,000 40% the main venue to showcase all main minimised. Lough Foyle in the north. Its eastern edge is marked competitive fixtures. Coleraine 24,000 10% by the River Bann/; its southern edge Actions: 12,000 5% by Tyrone; and its western edge by Donegal. Actions: ¢ set and work to fixtures schedules which 9,000 4% ¢ proceed with development plans for Owenbeg guarantee minimum numbers of matches for It brings together urban and rural; good agricultural Portstewart 8,000 3% and Celtic Park Clubs land and poor; and a series of contrasting ¢ roll out the Ulster Council’s Club development landscapes and settings. Geography and history TOTAL 148,000 62% programme across Derry Staff have heavily influenced how County Derry has ¢ develop partnerships with local government developed and how it functions today. Rationale: Of the remaining 38%, half are estimated to live in ¢ increase the provision of second pitches at Clubs If it is to develop and deliver gaelic games to best County Derry is currently comprised of: Coleraine, the County’s smaller towns and villages and half in effect, Derry has to have in place a staff structure Derry, Limavady and Magherafelt District Council the open countryside. that reflects the needs of a growing and progressive Marketing, Public Relations and Areas plus a small part of the Cookstown GAA County. Communications District Council. In age structure terms Derry’s population is slightly Rationale: younger than the NI population overall. Actions: If the GAA in Derry is to realize its full potential, It is envisaged that in 2009 local government and work needs to continue in raising awareness; ¢ clarify the role and remit of the County other public services arrangements will change creating interest; keeping people informed; and Administrative Manager significantly. The current Derry; Limavady; and Derry Population: keeping in touch with what people think. ¢ put in place clear reporting relationships Magherafelt Councils will, with Strabane, become Age Structure ¢ put in place schedules of clear, focused staff a new North-West Council. Coleraine District Actions: meetings. meanwhile will become part of a new Council that will also bring in most of North Antrim. The changes ¢ put in place an annual PR plan DERRY DERRY NI % will not just be limited to boundaries however. The AGE GROUPS NUMBERS % ¢ develop a corporate image for the County new Councils will have significantly enhanced roles ¢ produce a range of county GAA publications Making It All Happen in the areas of sport/leisure/recreation/ planning ¢ improve internal communications regeneration/development; tourism; culture and 0 - 19 73,000 31% 30% The organisational re-arrangements proposed in Fís heritage; and possibly housing. It will be vital that Feasa are essential to the plan’s implementation. the GAA in Derry works in close partnership with Events It is not just a bland statement that structure the new local government arrangements. 20 - 64 135,000 58% 57% Rationale: should follow strategy. It is also proposed that a The hosting of high profile GAA events can heighten Strategic Planning Group is established to oversee 60+ 27,000 11% 13% awareness of gaelic games in the County and the implementation of Fís Feasa and that a robust The People establish a national reputation of excellence for Derry. regime of County sub-committees producing and working to annual action plans is put in place. Some 235,000 people (2001 Census figures) live in This is reflected in the fact that across most of Derry Actions: Those plans will have clear targets and will be Derry, across a mixture of urban and rural settings. (Coleraine District is the exception) six households ¢ host both the Sigerson and Feile na nÓg in Derry the vehicle for the detailed rolling out of the core It’s a place of growing population, the number in every ten include dependent children. thrusts of the overall strategy.

6 7 The population is very much a local one, less than 2% originating from elsewhere in the EU (beyond Ireland or There are 83 Primary Schools, Maintained, Deprivation and Disadvantage Britain) or elsewhere in the world. This however is changing dramatically with growing numbers of migrant Controlled and Integrated in Derry with a current workers, particularly from eastern Europe, coming to Derry. The past five years may have seen as many as total enrolment of in excess of 25,000. The Primary Some of the highest levels of deprivation and 10/15,000 migrants come to Derry ... possibly growing the population to 250,000. Based on the 2002 figures, school enrolment in Derry City is over 11,000. The disadvantage anywhere in NI are to be found the County’s population was projected to grow by up to 10% (to some 255,000 people) by 2017. The migrant enrolment of the other Primary Schools, spread in Derry. The most acute levels tend to be population may swell this to 275,000/300,000. If a population of 300,000 is reached by 2017, that would across the County, in urban and rural settings is in concentrated in Derry city. The findings of the NI mean a fifteen-year growth for the County equivalent to the entire population of County Offaly. excess of 14,000. Multiple Deprivation Measure 2005 for County Derry can be summarised as follows: Social patterns and trends generally also continue to change dramatically across Derry, just as they do Ireland The 31 Post Primary schools are situated in the overall. For example, over 21% of births in the County are now to single mothers: Implications for family; main urban centres. They are distributed across the WHERE household; and kinship structures. At the same time, a fifth of the population suffers from a limiting long-term County as follows: DEPRIVATION CONCENTRATED illness. The GAA has traditionally not offered a great deal to people in this grouping. DOMAIN/AREA IN DERRY LOCATION SCHOOLS ENROLMENT Finally, in the context of what’s often benignly called the “community-divide” in NI, about 56% of Derry’s Multiple Measure Main urban centres & population is Catholic; 34% is Protestant/other; and 10% is “none stated” in religious terms. Derry city 11 9989 (combination of all the higher Sperrins Coleraine 3 1988 Measures) Economic Issues Magherafelt 5 3521 Income Main urban centres & Limavady 3 2616 the higher Sperrins Economically too Derry is changing, with a greater urbanisation of the economy. Event in a rural district like Maghera 2 2100 Employment Derry city; Coleraine; Magherafelt, agriculture now occupies just 6% of the workforce. Other aspects of the County’s economy Portstewart 1 470 and Limavady which should influence the GAA’s planning include: 1 370 Health & disability Main urban centres Draperstown 1 375 Education; skills; Main urban centres & Claudy 1 528 and training the higher Sperrins ISSUE IMPLICATIONS Clady 1 295 Proximity to Wide belt across Garvagh 1 198 public services central Derry People, except in Derry city, tend to work longer Less time for GAA activities Kilrea 1 268 Living environment Main urban centres & hours than the NI average the higher Sperrins TOTAL 31 22014 Crime & disorder Main urban centres

Construction employment in Magherafelt and Many young men will travel out of their Districts Limavady runs at twice the NI average for work, affecting their availability for gaelic games Derry also has a significant third level population with two University of Ulster campuses (Magee and Clearly Derry’s deprivation is concentrated in its Coleraine) located in the County. main towns – Derry city; Coleraine; Limavady; Nearly a third of the workforce works in the Public sector jobs provide a good anchor for Magherafelt; and Maghera – and the Sperrin public sector any community Mountains area. THIRD LEVEL INSTITUTION STUDENTS

About one person in six works in manufacturing Fewer people regularly available for GAA activities UU, Coleraine 5,000 where shift work in increasingly common in evenings and at weekends UU, Derry 3,600 NW Institute, Derry 20,000 Limavady College 500 About one person in six works in retailing Fewer people regularly available for GAA activities where week and late night opening is in evenings and at weekends NE Institute, Magherafelt 450 increasingly common TOTAL 29,550 2.6 Education

8 9 Derry: The GAA Context

Origins and History

What This All Means The GAA has a long history in Derry, having been fi rst established here on a formal basis in 1888. For the next half century, the Association’s vigour and strength within the County fl uctuated – as they did right across Ulster. Diffi cult times – in both the political and economic contexts – caused it to struggle and for much ¢ � Derry is a place of variety that is home to almost a quarter of a million people of this time mere survival was success. Interestingly, a main engine of all GAA in Derry during those decades was Derry city, with the number of city clubs peaking at 17 in the 1940s.

¢ � It is an increasingly urban County Again in common with much of the rest of Ulster, Derry’s real GAA growth and acceleration began after the Second World War. From an “also ran”, the County moved to become a major force at Provincial and National levels. With Antrim and Down, Derry is one of just three effective “dual” football/hurling Counties in Ulster. ¢ � Its population structure is healthy and will continue to grow Some of its on-the-fi eld achievements can be summarised as follows:

�¢ �Deprivation is concentrated in the County’s towns and higher Sperrins area Derry ... The GAA Honours

¢ � Social patterns continue to change dramatically Football

¢ � All-Ireland Senior Football Championships: 1 ¢ � Many people work long hours and have work patterns that overlap with evenings l 1993 and weekends. ¢ �National Football League Championships: 5 l 1947, 1992, 1995, 1996, 2000.

¢ �Ulster Senior Football Championships: 7 l 1958, 1970, 1975, 1976, 1987, 1993, 1998.

¢ �All-Ireland Junior Championships: 2 l 1975, 1982

¢ �Ulster Junior Championships: 4 l 1974, 1975, 1984, 1997

¢ �Ulster Intermediate Championship: 1 l 1997

¢ �All-Ireland Under 21 Football Championships: 2 l 1968, 1997.

¢ �Ulster Under 21 Football Championships: 7 l 1967, 1968, 1976, 1983, 1986, 1993, 1997.

¢ �All-Ireland Minor Football Championships: 4 l 1965, 1983, 1989, 2002

¢ �Ulster Minor Football Championships: 14 l 1965, 1969, 1970, 1980, 1981, 1983, 1984, 1986, 1989, 1990, 1995, 2000, 2002

10 11 Derry ... A GAA Timeline

Year Milestone

1888 Association established in the County

1903 Derry wins fi rst Ulster title ... in hurling

Derry ... The GAA Honours 1921 Derry reach fi rst Ulster Senior Football Final 1928 GAA fades out in South Derry

Hurling 1929 8,000 spectators attend a / exhibition hurling match at The Brandywell

¢ � 1933 Derry’s fi rst appearance in National Football League l 2006 1943 Celtic Park purchased ¢ �All-Ireland ‘B’ Senior Hurling Championships: 1 l 1996 1947 Derry win fi rst National Football League title ¢ �Ulster Senior Hurling Championship: 4 l 1903, 1908, 2000, 2001. 1958 Derry win fi rst Ulster Senior title ... and reach All-Ireland Final

¢ �Ulster Under 21 Hurling Championships: 4 1965 All Ireland Minor title and Hogan Cup (St Columb’s) come to Derry l 1986, 1987, 1993, 1997. 1968 Derry win fi rst All-Ireland U-21 title ¢ �Ulster Minor Hurling Championships: 9 l 1974, 1979, 1980, 1981, 1982, 1983, 1990, 1991, 2001. 1972 Bellaghy are All Ireland Club Champions

Camogie 1976 Derry reach NFL Final and retain the Ulster Senior Football title 1983 Second All Ireland Minor title won ¢ �All-Ireland Junior: 3 l 1969, 1978, 2000 1989 Third All Ireland Minor title won and the second Hogan Cup (St. Patrick’s, Maghera) ¢ �All-Ireland Under 16 Championship: 1 l 2006 1991 Lavey win All Ireland Club title

¢ �Ulster Senior Championship: 7 1992 Derry win second NFL l 1954, 1989, 1990, 1999, 2001, 2003, 2004 1993 Derry win fi rst All Ireland Senior title ¢ �Ulster Junior Championship: 11 l 1960, 1967, 1969, 1978, 1986, 1998, 1999, 2000, 2001, 2002, 2006 1994 Owenbeg purchased

¢ �UIster Under 16 Championship: 9 1997 Second All Ireland U-21 title l 1990, 1994, 1995, 1998, 1999, 2000, 2001, 2002, 2003

1990 Refurbished Celtic Park opened Ladies Gaelic 2000 Derry win third NFL title in eight years and fi rst Ulster Hurling Senior Championship since 1908 ¢ �Ulster Club Championship: 1 2002 Two more All- come to Derry: All- Ireland Minor and All Ireland Club () titles l 2003

¢ �U14 B Ulster Championship: 1 2005 Club Derry launched l 2004 2006 Derry win the Nicky Rackard Cup

12 13 Clubs and The County Committee has overall responsibility for the management and development of the GAA across the Organisation County. Most of its operational business is delegated to Sub-Committees. Derry retains, in its North and South Derry Committees, an organisational structure which refl ects the geography of the County. Forty affi liated Clubs make up the AGM GAA in Derry. These are spread Infrastructure across three Divisions as follows: 40 Clubs At County level the two main pieces of infrastructure are Owenbeg and Celtic Park. LEAGUE DIVISION CLUBS GAMES Owenbeg is the County’s GAA Centre of Excellence. It currently comprises fi ve pitches and associated changing/training facilities and is Derry’s recognised GAA administrative centre. Celtic Park in Derry city is also Premier 16 15 owned by the County Committee and is the premier GAA venue in Derry. Plans have been drawn up to install DERRY COUNTY COMMITTEE fl oodlighting; to increase its capacity from 17,000 to 23,402 and to include a seated, covered stand with a Division 1 14 13 capacity of 4462. Chairman, Deputy Chairman, Secretary, Assistant Secretary, Division 2 12* 22 Treasurer, Assistant Treasurer, Development Offi cer, Coaching At Club level 40 Clubs in Derry own their own pitches/facilities. 18 clubs have two or more pitches whilst 17 and Games Offi cer, PRO, Youth Offi cer, Cultural Offi cer, Central clubs only have one pitch. The critical infrastructure/facilities defi cits in Derry continue to be in and around the * Includes four “Thirds Teams” Council Delegate, Ulster Council Delegates x 2 main towns, including in particular, Derry city. from larger Clubs ¢ Post-Primary Schools Committee Delegate Three grades of Championship- ¢ Primary School Committee Delegate Partnership With Others Senior; Intermediate and Junior ¢ Handball Committee Delegate are played and subsidiary Cup ¢ Underage Hurling Committee Delegate x 2 Partnership working is increasingly important within the GAA in Derry. Examples include: competitions are also organised, ¢ North Derry Committee Delegate x 3 four in North Derry and three in ¢ South Derry Committee Delegate x 3 ¢ closer links with the GAA’s Ulster Council, the Association’s governing body in the South Derry. ¢ Referees Administrator (Non-Voting) ¢ County Administration Manager (Non-Voting) ¢ links, at both County and Club levels, with the Sports Council for NI in the area of fi nancial support for The Clubs are not evenly spread capital infrastructure and games development projects across the County. Six only (15%) are located in Derry city, where ¢ working relationships with local authorities – and particularly Derry City Council – in the areas of 40% of the County’s population infrastructure and games development is based. ¢ liaison with schools and education bodies Of the Clubs, 32 are football only; SUB-COMMITTEES X 22 two are hurling only; and six are ¢ increasing liaison and joint-working with the Ladies Association and the dual Clubs. Derry Club football is Management Committee Human Resources Committee . accepted as particularly strong. Games Administration Committee Owenbeg Management Committee Eleven Ulster Club titles have been North Derry Committee County Panels Liaison Committee won (by six different Clubs) and three All Ireland Club titles (by South Derry Committee Finance Committee three different Clubs) brought Underage Hurling Committee Fundraising Committee back to the County. Disciplinary Committee IT Committee Coaching and Games Committee Strategic Planning Committee In organisational terms, the GAA in Derry is structured as follows: Referees Committee Celtic Park Committee Development Committee Derry Urban Oversight Committee PR and Marketing Committee Post-Primary School Committee Cultural Committee Primary School Committee

14 15 Analysis

The Derry GAA SWOT Analysis What Was Done Based on the work outlined above the following SWOT analysis of the GAA in Derry was drawn together: Over the space of seven months in 2006 a Derry GAA Planning Group came together to draw up this Strategic Plan. The Group brought together people with a variety of backgrounds; experience; and knowledge of the GAA in the County. As part of its work, the Group met a number of times to discuss and develop the issues that Strengths Weaknesses lie at the heart of the plan. J L ¢ Good Club facilities ¢ Corporate governance A questionnaire survey was sent to all Clubs in the County, seeking their feedback under five broad headings: ¢ Owenbeg and Celtic Park ¢ Low focus on culture/heritage ¢ Financially robust ¢ Periodic football/hurling conflict ¢ How the GAA is organised and does its business ¢ Club Derry ¢ Periodic Club/County conflict ¢ How Gaelic games/coaching/fixtures are run in Derry ¢ Strong GAA tradition ¢ Marketing and PR ¢ Facilities/infrastructure for Gaelic games ¢ Consistent on-the-field achievement ¢ Communication ¢ Cultural and heritage issues ¢ Full range of gaelic field games ¢ Limited involvement of women

¢ Being open and welcoming to everyone. ¢ Club fixtures much improved ¢ Uneven distribution of Clubs ¢ Derry Urban Gaelic Games Project ¢ North/South Derry divide A workshop with Club delegates was also held at Owenbeg on 11th March 2006 and the draft plan was sent to ¢ Referee training/assessment now being ¢ Limited officer turnover all clubs for consultation in August. developed ¢ Paid managers at Club level ¢ Referees use of texting re: results/fixtures ¢ Development of refereeing ¢ Better upgrading of League tables ¢ No cohesive youth structure, several ¢ Clubs more ICT literate ... different bodies organising youth fixtures, better communication coaching and welfare. ¢ Support for Clubs re funding applications ¢ Lack of county historical resources e.g. DVD records of past Derry victories etc. ¢ Presence in Urban Derry particularly Derry City

� Opportunities J Threats L ¢ Current popularity of gaelic games ¢ Urban growth not matched by parallel ¢ Derry city rural GAA growth ¢ Ulster Hurling League ¢ Rural decline ¢ Integration with women’s gaelic games ¢ Disaffection/alienation of people/ communities ¢ Inclusion of people from non-GAA backgrounds ¢ Few male teachers in Education Sector ¢ Contribution to health/lifestyle issues ¢ Decline in volunteerism/altruism ¢ Burgeoning youth population ¢ Political opposition to GAA ¢ Coaching/games development support from Ulster Council ¢ Exponential growth in governance requirements i.e. policy implementation ¢ Partnerships with others, e.g. councils, schools ¢ Burnout of Young Players ¢ Development in both Owenbeg and Cetlic Park

16 17 Derry City “To Mighty Oaks”- Derry City Strategy

From January to June 2005 a Derry City focused strategy was developed via structured input from the six Derry city GAA clubs, Derry County Committee, Ulster Council GAA and Derry City Council. The development Strengths J Weaknesses L of the Strategy named “To Mighty Oaks” was resourced by the Derry Local Strategy Partnership through its Peace 2 Technical Assistance programme. The Strategy also reflects and recognises the work of the Derry ¢ Support from Derry County Board ¢ Too few core people, “usual suspects Urban Gaelic Games Development Project, a pioneering initiative funded by Derry City Council, Derry County syndrome” too few volunteers ¢ Uniqueness of the games Committee, Sports Council of NI and the Ulster Council GAA. The strategic direction required for the further ¢ Core people involved ¢ Some poor club governance development of Gaelic Games in Derry City have been indentified in “To Might Oaks” and the contents and ¢ Well managed ¢ Cost of hurling reccomendations of that document complements and supports the strategic direction of “Fís Feasa”. ¢ Some good club governance ¢ No strong schools leagues ¢ Quality and quantity of coaching ¢ Loss of players above 14 years of age ¢ Being part of a greater entity/whole/ movement ¢ Lack of a common vision/strategy Focused SWOT on Identified Strategic Priority Areas: ¢ Dedication/commitment of those involved ¢ Lack of a physical infrastructure (both GAA-owned and municipal) A series of SWOT analysis were completed by the Strategic Planning Workgroup in order to identify the ¢ Presence of Celtic Park ¢ Too few games strategic action steps that were required in order to develop each priority area. ¢ Appointment of new GPO ¢ Scant presence in schools, especially Primary Schools ¢ Marketing/promotion of GAA Governance ¢ Not fully clear/confident re status/place within North Derry structures ¢ Transient nature of City clubs ... they come and go ¢ Unclear re role/place of Celtic Park Strengths J Weaknesses L

¢ Experienced and long serving officials ¢ Split in county structure (North/South) ¢ Knowledge of structure and governance ¢ Perception that Hurling is not treated equally Opportunities J Threats L ¢ Prudent Finances ¢ Very few female officials ¢ Use of ICT ¢ No programme of County meetings ¢ Schools/teachers’ attitudes/antipathy ¢ Growing interest in Gaelic games, especially ¢ Swift decision making ¢ Unclear decision making process by women and children ¢ Development/pressures on land/open space ¢ Ineffective committees ¢ Lottery and other funding in the City ¢ No involvement of clubs in ¢ Perception of GAA as exclusive ¢ Neighbourhood Renewal ... ILEX etc “decision making process” ¢ Low involvement in outside networks (eg LSP) ¢ Growing confidence re cultural identity � ¢ Links with Ulster Scots movement ¢ Potential elitism attached to County players/teams ¢ Government interest in community Opportunities Threats development, community cohesion etc ¢ Indifference from other parts of Derry GAA J L ¢ Growing anti-social behaviour/culture among the young ¢ GAA modernisation agenda ¢ Loss of experienced officials ¢ Insularity within Derry City ... no real Derry ¢ New blood required in 2007 (5 year rule) ¢ Decline in volunteerism County perspective ¢ Integration used as an opportunity to ¢ Other sports especially in city/urban areas ¢ Low levels of understanding re the GAA re-structure ¢ Lack of Funding in the City.

18 19 New Governance Structure PRIORITY RATIONALE STRATEGY OUTCOMES SOUGHT

GOVERNANCE Society and the 1 A review of County Ensuring that the new GAA are constantly by-laws to structures are legal COUNTY COMMITTEE changing; as such, accommodate the within the rules of the County board changes outlined in the county and the Chaired by County Chairman has to ensure that the Strategic Plan. association. Secretary- County Secretary the governance structures 2 Club representation A new policy making ¢ One Delegate per club - Club Chairperson are effective, on a larger more County Committee ¢ Primary School Delegate worthwhile, and inclusive County with representation ¢ Post-Primary School Delegate democratic. Committee. from each club ¢ Handball Delegate and educational ¢ Delegate sector in the county ¢ Ladies Football Delegate which meets four ¢ Camogie Delegate times a year to ¢ North and South Committee Delegates oversee the work of ¢ Management Committee Members the management committee. Remit: Oversight and Policy Body

3 Establishing of new Management management Committee to run committee consisting the day to day issues of the Offi cers Elected within the County and at the County AGM. oversee the work of WORKGROUPS SUB-COMMITTEES the sub-committees, CAM and County Staff.

4 Establishment of new New offi cer posts offi cer portfolios for Integration and for the Management Equality to rollout the Committee to bring county integration MANAGEMENT COMMITTEE the County in line programme. Chairman, Vice-Chairman, Secretary, Assistant Secretary, Treasurer, Assistant Treasurer with national PR, Marking Offi cer, Development Offi cer, and Registrar, Cultural, and Language strategies. Offi cer, Coaching and Games Development Offi cer, Youth and Child Protection Offi cer, 5 Review and To ensure that the Integration Offi cer (Temporary for fi ve years) restructuring of work of the county Ulster Council Delegate (Who shall be discipline Chair) Sub-Committees. committee is effective Ulster Council Delegate (Who shall be, health, and safety, events and Stewards Chair) and that key targets Central Council Delegate (Who shall be Strategic Planning Chair) are being achieved. County Administration Manager (Non-Voting) Referees Administrator (Non-voting) Executive Body- Meeting Monthly- Considers Reports from Sub-Committees Directs Financial Planning and Administration

20 21 Sub-Committee Structure 2) Referees Appointment & Administration Protection issues. It is proposed to have one County 9) Discipline Committee (Plenary Powers) Committee (Sub-Committee of Youth Board (Bord na n Óg) responsible for all Competitions Control Committee) youth fixtures. Membership ¢ County Chairman and Secretary are ¢ One Ulster Council Delegate (Chair) ex-officio members of all sub-committees. Membership ¢ Primary School Delegate ¢ Referees Administrator (Chairman) 5) PR, Marketing and Fundraising ¢ Each sub-committee will submit a monthly ¢ Central Council Delegate ¢ Vice Chairman (Club Derry) report to management- this is the responsibility ¢ Cultural and Social Officer of the committee Secretary. The Secretary will ¢ Assistant Secretary Membership ¢ Three Additional Members circulate minutes and agenda at least two days ¢ Two Additional Members Public Relations and Marketing Officer before each meeting. The committee will also Ten Additional Members Remit submit a more comprehensive report to the Remit Consider Referees reports, discipline of the players county committee quarterly. Appointment of referees for all fixtures. All Referee Remit and association members in the county. training and development issues. Responsible for all county publications and county ¢ Each sub- committee should meet monthly; “image”, general fundraising, sponsorship and each meeting should last no more than administration of Club Derry. 10) Planning and Physical Development 1.5 hours. 3) Coaching and Games Development Committee Committee ¢ Each sub- committee will be given a remit from 6) Finance Committee Membership ¢ Coaching and Games Development Officer Management Committee and will agree at the (Who shall be Chair) Membership ¢ Development Officer (Who shall be Chair) first meeting a set of tasks and targets in a plan ¢ Eight Additional Members to be submitted to the CAM/County ¢ Youth and Child Protection Officer ¢ Treasurer (Chair) ¢ Management committee after the first sub- County Football Development Manager ¢ Assistant Treasurer (Secretary) Remit committee meeting. Plan should include the (Non-Voting) ¢ CAM (Non-Voting) Owenbeg, Celtic Park, grants and physical 12 dates, times and venues for each ¢ County Hurling Development Manager ¢ Six Additional Members development. sub-committee meeting. (Non-Voting) ¢ Six Additional Members Remit ¢ County Master plan drafted at the start of each Financial Planning, budgets, administration/ 11) Cultural, Social and Scór Committee year- with each sub-committee meeting and Remit coaching/panels etc, yearly audit. event scheduled into overall plan and sent to Implementation of Coaching Programme, Membership all sub-committee, county committee, implementation of Games Development activities at ¢ Cultural, Social and Scór Officer (Chair) management members, and clubs. club and school level, liaising with Ulster Council to 7) Strategic Planning Committee ¢ Seven Additional Members organise Provincial coaching programme. ¢ A training day will be held for sub-committee ¢ Central Council Delegate (Chair) Remit Chairs/Secretaries post- AGM facilitated by ¢ Development Officer Promotion of all aspects of gaelic culture. the Ulster Council. 4) Bord na n Óg- Youth Committee ¢ CAM (Non-Voting) Administration of purposed county museum. Membership ¢ Five Additional Members Organisation of Scór and promotion of the Irish language and gaelic art. 1) Competitions Control Committee ¢ Youth and Child Protection Officer Remit (Plenary Powers) (Who shall be Chair) Implementation and Review of the Strategic Plan. Membership ¢ Coaching and Games Development Officer 12) Integration and Equality Committee ¢ Vice Chairman (Who shall be Chair) ¢ County Football Development Manager (Non-Voting) 8) Human Resources Committee Membership ¢ Assistant Secretary (Who shall be Secretary) ¢ County Hurling Development Manager Membership ¢ Integration and Equality Officer (Chair) ¢ Referees Administrator (Non-Voting) (Non-Voting) ¢ GAA Chairperson and Secretary ¢ Vice Chairman (Chair) ¢ Hurling Development Committee Delegate ¢ Six Additional Members elected from the North/ ¢ Ladies Chairperson and Secretary ¢ Three Additional Members ¢ South Derry Committees for the first two years Five Additional Members ¢ Camogie Chairperson and Secretary ¢ Two Additional Members Remit Remit ¢ Handball Delegate Human Resources and all staff issues. Responsible for the arrangement and administration Remit ¢ Rounders Delegate of all County fixtures. All County Youth Fixtures; Youth welfare and Child

22 23 ¢ Coaching and Games Development Officer Remit ¢ Three Additional Members To over see the implementation of “To Might Oaks” the Strategic Document of the Development of Gaelic Games in Derry City. Develop and create new Remit opportunities for the development of Gaelic Games Creating opportunities for integration, overseeing in Dery City. county equality policy, ensuring that Gaelic Games are promoted as an overall package within the County. 17) Player and Panel’s Liaison Group Membership 13) ICT Committee Seven members Coaching and Games Development Membership Remit Seven members Finance and operations of County Teams. Player support and welfare. Remit Promotion of use of ICT throughout the county, Strengths J Weaknesses L development resources and creating opportunities 18) Health and Safety, Events and for communication using ICT, responsibility for Stewards Workgroup ¢ Youth focused structure ¢ Coaching Committee not well enough updating and maintaining the web-site ¢ Ulster Council Delegate (who shall be chair) ¢ Coaching Talent structured- no distinction between “Coaches” and Committee (Policy and implementation) ¢ CAM (Non-Voting) ¢ Schools Links –Primary School blitzes/Vocational ¢ Lack of financial support for 14) Celtic Park Management Committee ¢ Eight Additional Members Schools teams Development squads. Membership ¢ Well attended county level coaching courses- Remit juvenile/ level 1 ¢ Membership of Development squads- no Up to Ten Members Stewards Meeting on a regular basis regarding the rotation of players. ¢ Good Derry City Structure and Summer Camps Remit organisation of events and health and safety. ¢ Poor attendance at provincial level ¢ Appointment of Football/Hurling coaching courses Day to day management of Celtic Park. Development managers Organisation of events at Celtic Park. Responsible to ¢ No direct link to Club Coaching Officer 19) North Derry Committee the Planning and Physical Development Committee. ¢ Focus on Football Sub-Committee membership elected at annual � North Derry AGM. 15) Hurling Development Committee Remit ¢ Eight Members The administration of youth fixtures in North Derry Opportunities Threats ¢ Hurling Development Manager (Non-Voting) and Derry City, facilitating adult competitions and J L promotion of Scór and culture. ¢ Coaching and Games Development Office ¢ Development of Owenbeg/Celtic Park ¢ Promotion of other sports Remit ¢ Appointment of FDM/HDM ¢ Drugs/Alcohol youth culture To create and develop opportunities for promotion 20) South Derry Committee ¢ Integration of Ladies Football/Camogie ¢ Lack of Discipline of hurling within the County structure. Sub-Committee membership elected at annual ¢ New City/Rural GPO’s and placement students ¢ Declining Youth Population in Rural areas South Derry AGM. ¢ Derry City Urban Development Project ¢ Increase in activities like Golf (Older people 16) Derry City Workgroup playing golf instead of coaching). Remit: ¢ Support from Club Derry ¢ Revised Planning Policy 14-(PPS14) ¢ District Development Officer for Gaelic The administration of youth fixtures in South Derry, ¢ Ulster Council Health and Wellness Programme Games (Non-Voting) facilitating adult competitions and promotion of Decline in rural population ¢ Current “status” of Gaelic Games nationally ¢ Eight Members Scor and Culture. ¢ Success of neighbouring counties nationally ¢ CAM (Non-Voting) ¢ One Representative from Ulster Council

24 25 PRIORITY RATIONALE STRATEGY OUTCOMES SOUGHT PRIORITY RATIONALE STRATEGY OUTCOMES SOUGHT

COACHING Developing 1 A fi ve year coaching Overall strategy document 8 Support for Ulster Council Improving general health AND better players and games development with action points and Health and Wellness and wellness of playing and GAMES and coaches plan is drafted by County outcomes focused Programme. non-playing members of the to increase coaching staff and Ulster on development and association in the county. DEVELOPMENT participation Council staff which focuses promotion of Gaelic games in games and on development of all in the county. 9 Continued promotion Providing games for all age achievement codes and refereeing at all of over 40’s games. groups and abilities. of teams and levels within the county. players in the county. 2 All youth games be brought One body responsible for under the control of one organisation of youth games Hurling youth board responsible and ensuring that young to the County GAC. people are participating in games at a suitable Strengths Weaknesses playing level. J L

3 Carry out a review of the Review of purpose and ¢ A few strong hurling clubs in existence ¢ Not enough clubs playing current development function within the county ¢ County hurling squad within top three in Ulster ¢ Dual clubs struggling squad structure. with a view to achieving ¢ Very committed hurling offi cials ¢ Very diffi cult to integrate hurling in clubs best personal results for the ¢ Ulster Hurling league ¢ Players under too much pressure to play players involved. both sports or choose one over another ¢ Pressure on use of facilities, including Owenbeg 4 One County Masters plan Clear structure and dates and wall calendar for youth for clubs to plan events and ¢ Lack of Adult Referees and coaching that includes organise activities. ¢ Weak Club Administration all coaching courses, youth events and games. Supplied to Clubs/Schools and Opportunities Threats other stakeholders. J L ¢ Ulster Council investment in Hurling ¢ Hurling in Derry/ Ulster fails to improve 5 Formal and structured links Yearly meetings with County ¢ ¢ Offi cials are not motivated to develop the game with Club managers and Coaching Staff/Management Action plan to be developed to assist hurling coaches developed with and Club Managers for ¢ Grow the base by starting new teams in ¢ Clubs/County Board do not see hurling as a view to improving information and agreement football clubs a priority player wellbeing. of player training.

6 Ensuring that arrangements Improving the standard of are in place for the all coaches in all codes at all continued development levels in the county. and education of Coaches.

7 Promotion and support of Improving the standard of the Ulster Council refereeing at all levels in all Refereeing Academy. codes in the county.

26 27 PRIORITY RATIONALE STRATEGY OUTCOMES SOUGHT

FUNDING Ensuring that 1 Restructuring of the current Sponsorship, Club Derry AND robust and county fi nance committees. and general fundraising FINANCE accountable Fundraising responsibility give to under the umbrella of structures the Club Derry committee which one body, with fi nancial are in place will also handle PR and management and for fi nance marketing. Financial control, accountability under the and securing budgeting and auditing come direction of another. additional under the direction of the County suitable Finance and Audit committee. sponsorship and funding to for the further 2 The Finance Committee will Clear fi nancial decision promotion and conduct a review of current making process with clear development fi nancial controls and produce a procedures and budgets of GAA in fi nancial procedures manual. in place. Derry.

3 Annual budgets are set inclusive Clear budget for each of each team, committee and unit within the County. development area within the county.

Funding and Finance 4 Securing sponsorship that is more Additional fi nance to lucrative for the County in areas cover the overall costs of of competitions, youth, and county development and Strengths J Weaknesses L facilities. – Investigate the promotion. feasibility of credit card and ¢ County Surplus 2005 ¢ Costs associated with Celtic Park/Owenbeg loyalty schemes that would ¢ Formation of Club Derry ¢ Inactive fi nance committee benefi t the county fi nancially.

¢ Business community in the county prepared to invest ¢ One individual has the burden of responsibility for fi nance ¢ Robust Finance Procedures in place 5 Procedures be put in place to Promotion of fi nancial ¢ No fi nance planning for capital ¢ No borrowings at present ensure that each club in the responsibility development ¢ Good relationship with banks county provides the county amongst clubs. board with a set of annual accounts. Opportunities J Threats L 6 Investigate the feasibility of a A mechanism is ¢ Public money available ¢ Failure to secure public funds for development “credit union” style organisation established were clubs ¢ Ulster GAA/ Croke Park assistance for county GAA clubs. can take development ¢ Poverty and deprivation ¢ Bank borrowing available loans from banks with ¢ Lack of interest in Derry city ¢ Club Derry investment low interest.

28 29 Infrastructure PRIORITY RATIONALE STRATEGY OUTCOMES SOUGHT

Strengths J Weaknesses L INFRASTRUCTURE Derry has 1 Redevelop in Owenbeg State of art training and excellent centre of excellence administrative headquarters ¢ Owenbeg ¢ Lack of expertise in securing funds training and using the plan outlined for Gaelic Games in Derry. playing facilities. on page 46. ¢ Celtic Park ¢ Owenbeg has already received signifi cant public money Owenbeg ¢ Excellent standard of club facilities continues as the ¢ Over emphasis on facilities development 2 Redevelop Celtic Park State of the art main playing ¢ Building Development committee in place headquarters ¢ Lack of facilities at club level using the plan outlined venue for all large games ¢ Full-time staff to assist future developments for Gaelic ¢ Lack of sharing of facilities Games in the on page 46. in Derry. ¢ Both Owenbeg and Celtic Park cannot cope County with demand providing player 3 All Gaelic codes have Shared use and ownership support and ¢ Lack of support in the county for Celtic Park use of Owenbeg and for all Gaelic Sports and opportunities Celtic Park. codes. for games development. Celtic Park 4 Establishment of a Facilities available for the Opportunities Threats J L becomes the handball ally at development of all main venue for Owenbeg. Gaelic Games. ¢ Plans in place for development of Owenbeg ¢ Safety in Sports Grounds Legislation all competitive and Celtic Park ¢ Lack of volunteers to safely mange fi xtures county fi xtures. 5 Support the Ulster One key person dealing ¢ Peace 3 funding for physical development ¢ Inability to develop Owenbeg Council Club with facilities and health and ¢ Draft a facilities plan for the County Development safety issues on a full ¢ Clubs continuing to develop GAA facilities Programme. time basis.

6 Review of Insurance and Ensuring that all county related matters to ensure facilities are fully covered by that County Board is insurance. fully covered.

7 Developing links with Securing partnership local government to assist funding and creating club physical opportunities for development - community sports “Community Sports development. Projects”

8 Put mechanisms for Providing clubs with the support in place to necessary support and achieve Beir Bua Nua guidance in fundraising and target for 50% county securing grants to improve clubs to have a second facilities. pitch by 2010.

30 31 Non-County Players PRIORITY RATIONALE STRATEGY OUTCOMES SOUGHT

NON- It is important 1 Review of current Every club player has at least Strengths Weaknesses L COUNTY that all players fi xtures to ensure that 17 competitive matches per J PLAYERS regardless of all players can partake year over a time schedule ¢ Committed clubs and players ¢ Dual players declining their ability have in a minimum of April – October. the opportunity 17 matches (14 league All Clubs in both Hurling ¢ Strong football clubs in Derry ¢ Very diffi cult to run football and hurling fi xtures to participate matches, and at least 1 and Football have access to ¢ Players being pulled in too many different ¢ Hurling / Football dual clubs and players in competitive Championship in the services of their County directions ¢ New emergence of recreation teams (Senior 3) Gaelic games. addition to local district players for all League and ¢ County Management team seeking imput ¢ Well organised programme of games games (South Derry Championship fi xtures. into fi xtures Guidelines need Larkin & McGlinchey ¢ Improved Referee Training ¢ Competitions curtailed in summer months to be established Cups, North Derry due to inter-county fi xtures in both football to provide Kerlin and Neal and hurling regular games Carlin Cups). ¢ Not enough young referees coming forward by eliminating ¢ Club Managers receiving payment cancellations. 2 In hurling each senior As Above ¢ Club will only play with full complements of local players Dual Clubs which club gets at least 11 are affected by games 10 in the league Inter-County and at least 1 in the hurling and championship. football fi xtures should not Opportunities Threats prevent football 3 To provide games as As Above J L and hurling regularly as is possible ¢ Develop master plan to ensure minimum of 17 ¢ Players choose different sport games from being via the strategy of matches for all players ¢ Social Change fi xed for other “split” rounds. These clubs. are locked in place ¢ Floodlit pitches being developed a club level ¢ Dual clubs can not sustain pressures when the schedule of ¢ GAC inclusive of needs of Hurling / Football/ ¢ Too many fi xtures in too few weekends – games is made so Camogie/Ladies Gaelic too many inter-co games that football may go ¢ Club teams realise that they cannot play all ¢ Ulster Hurling Leagues may threaten ahead when “dual” matches with county teams. Derry County Leagues clubs are affected by ¢ Ulster Hurling League ¢ Holidays Inter-Co Hurling. ¢ GAC/County management teams agreeing to ¢ Social events e.g. “stag” weekends matches for individual players. ¢ Loss of volunteer local management teams. 4 Provide all clubs with an As Above ¢ New immigrant population attending information booklet local schools so that players can ¢ New proposed NFL structure will allow more make plans for social scope for summer games. occasions (holidays, ¢ Close season Nov – March permits stag weekends etc) grounds refurbishment away from set fi xtures.

32 33 PRIORITY RATIONALE STRATEGY OUTCOMES SOUGHT

EDUCATION Continuing to 1 Review of current school Develop best model strengthen and committee structures of administration for build on the and role of primary development of Gaelic county links with and post-primary games in education sector. education to school delegates. ensure that Gaelic games are the fi rst 2 Youth Board to include Structured youth fi xtures choice sports for education delegates that include schools all school children and incorporate schools competitions so that and third level competitions into thought is given to students. overall youth fi xtures. children’s well-being.

3 Vocational schools, One central venue that can colleges, and schools cater for all matches. blitzes all hosted Education at Owenbeg.

4 Develop a Partnership Third level games played with the University of at Celtic Park with the Strengths J Weaknesses L Ulster Magee regarding possibility of revenue the use of Celtic Park. generation from the ¢ County relationship with schools ¢ No communication between school Further investigation University. ¢ Two active school committees - Primary/ committees & County Committee, education be given to developing Post Primary. representatives role has not been defi ned. a model with the ¢ Excellent Primary School Coaching Structure ¢ No GAA representation on school Boards University similar to the of Governors partnership established ¢ Blitz structure ¢ Primary School structure focused on with Derry City F.C. ¢ History of success in Colleges football with little Camogie/Hurling ¢ The recent Hurling success of St. Patrick’s 5 Promotion of Health Rolling out health and ¢ Club-School link focused on primary College Maghera with little involvement in secondary and Wellness in Schools/ wellness programme in the Universities. Education sector.

6 Develop a strategy to Including others who increase participation in traditionally would not play Opportunities Threats integrated and Gaelic games. J L controlled schools ¢ Development of Owenbeg and Celtic Park ¢ Falling number of male teachers 7 Linking the Foundation Starting coach education ¢ Appointment of two new GPO’s (City/County ¢ Low attendance at provincial coaching courses Level coaching and at a young age, thereby and 4 placement students) ¢ Falling school numbers child protection courses increasing the number of ¢ Current “status” of Gaelic Games nationally ¢ Urbanisation of Schools to A-Level PE and sixth coaches and as a result the ¢ Success of neighbouring counties nationally ¢ Alcohol and Drugs culture amongst teenagers form enrichment. number of children being coached. ¢ Emerging Club/School Links ¢ No GAA presence in some integrated and Grammar schools

34 35 Marketing, Public Relations and Communications PRIORITY RATIONALE STRATEGY OUTCOMES SOUGHT

Strengths Weaknesses 4 Development of a corporate New image portraying J L image for the County Board/ a vibrant, youthful, and ¢ Well maintained and updated web-site ¢ Undefi ned role for PR Committee Committee which will be progressive county. used in all publications, ¢ Fundraising Brand of Club Derry ¢ No link between Club Derry and correspondence and web site. ¢ Use of e-mail County Committee ¢ Use of press to publicise events ¢ Poor match programmes 5 Produce annual County Year Annual record of events in book and County Calendar. the county during the ¢ Use of text messages to circulate results. ¢ No “County” Brand incoming year. ¢ No coordination of Press events ¢ Not centred on young people and 6 Improved and informative. Promotion of county brand coaching/youth development National league programmes. and way of highlighting ¢ Overall aesthetics are dated important information. ¢ Lack of competence in ICT amongst club offi cers 7 Programmes for all blitzes etc. As above

8 Text Messaging system- Fast, effective and Opportunities Threats available for all teams/ inexpensive method of J L committees etc. direct communication ¢ Club Derry ¢ Anti-GAA Media 9 Use of e-mail in all County Fast, effective and ¢ National and Provincial GAA Image, ¢ Improving image of other sports correspondence, report from inexpensive method of vibrant & youthful. Soccer/Rugby each sub-committee to direct communication. ¢ Integration ¢ GAA culture of media secrecy County Management & County Committee - ¢ GAA Modernisation process ¢ New Technology Club Newsletter. ¢ Appointment of CAM 10 Use of the location of Free advertising and Owenbeg- Road signs, open promotion on county up the facility- not visible from groups. PRIORITY RATIONALE STRATEGY OUTCOMES SOUGHT the main Dungiven/Derry Rd.

11 County Loyalty- Establishment Creation of revenue and of O’Neill’s shop in Owenbeg promoting and marking to MARKETING, To raise 1 Formation of the PR, One body dealing with selling County equipment- new county brand. PUBLIC awareness, Marketing and Fundraising PR, Marketing and County staff having a distinct RELATIONS create interest, Committee which will Fundraising. style of tracksuit-coats etc. AND keep people administer all public relations and the organisation of COMMUNICATIONS informed, and 12 Staff profi les & responsibilities Clubs are informed of roles keep in touch Club Derry. on County Web-site. and responsibility of staff.

with what people think. 2 Develop & implement an Structured and budgeted 13 All children receive a branded Grass roots promotion of the annual PR plan for the County. plan for PR and marketing kit as part of the County Brand. summer camps. 3 Develop a on-line monthly All clubs/press informed newsletter for the clubs. of county developments 14 More use of County Players Use of players profi le to on a regular basis. in promotion. “sell” Gaelic games.

36 37 Including Others PRIORITY RATIONALE STRATEGY OUTCOMES SOUGHT

Strengths Weaknesses J L 4 Establishment of Ladies/ One body in the County Camogie and Rounders with key offi cers to oversee ¢ Use of Owenbeg by Ladies Gaelic & Camogie ¢ No women members on the County Board delegates to County Board. the Integration process ¢ Good representation by women in senior ¢ No women members on sub-committees and equality agenda. positions on the district committees ¢ No protestant members on any committees (North/South Boards) ¢ No equality policy 5 Camogie/Ladies Gaelic Overall promotion and ¢ Around 40% of clubs in the county Football, Handball and packaging of Gaelic are integrated ¢ No women’s/gender policy Rounders fi xtures are Games. Developing a ¢ No formalised link between Ladies Gaelic/Camogie listed in the County family experience for those fi xtures master plan. attending our games. Opportunities Threats J L 6 Where possible double As above. championship headers ¢ Integration Process ¢ Continued polarisation of communities along be organised with religious/sectarian lines ¢ Growth of Ladies Games-Camogie/Ladies Gaelic hurling/camogie and ¢ Growing resentment of ethnic minorities ¢ Increasing participation of women in ladies/men’s football. club administration ¢ Growing sports development culture in public 7 Draft and implement a Ensuring the county is sector creating opportunities for woman equality policy. aware of and adheres to equality legislation.

8 Draft and implement a Ensuring the county is PRIORITY RATIONALE STRATEGY OUTCOMES SOUGHT disability policy. aware of and adheres to disability legislation.

9 The county coaching and Promotion of the Gaelic INCLUDING Making the 1 Establish an Integration One overarching family games development experience to everyone OTHERS Association more and Equality Committee. organisation that is committee and staff seek to regardless of background, inclusive to inclusive of all create opportunities ethnicity or religion. woman, ethnic Gaelic Codes. for involvement of ethnic minorities, people minorities in the association. with disabilities 2 Integrating Camogie, Ladies One offi cer portfolio to Have a go days, social and people Gaelic Football, Handball & drive the Integration nights, blitzes etc. of different Rounders into the structures process and equality traditions. & governance of Derry GAA. agenda at management committee level.

3 Creation of a County Representation from other Integration and Equality Gaelic codes at County offi cer at management policy making body. committee level with a specifi c portfolio for liaising with other Gaelic codes and promotion of equality.

38 39 County Teams PRIORITY RATIONALE STRATEGY OUTCOMES SOUGHT Strengths J Weaknesses L ¢ High profi le of county players ¢ Major underachievement since the early 1990’s CULTURAL, Irish language, 1 Restructuring and One committee that meets in football and hurling music, dance art, renaming of the monthly with responsibility ¢ Very talented individuals in senior HERITAGE football teams ¢ Club focus over County teams AND and heritage is County Cultural for the “non-playing” aspects something which Committee to form of the organisation- taking ¢ Committed group of players ¢ Lack of liaison/communication between HISTORY County Board and County Management makes the GAA the Cultural Heritage responsibility for the pro- different from and History Committee. motion of the Irish language, ¢ No established panel’s fi nance committee - budgets not set for liaison offi cers. other sporting Scór, County History and organisations. The other cultural activities. ¢ No effective planning to deal with elite players. cultural aspect of ¢ Team management issues for “15” years the association 2 Bi-lingual signs in both Highlighting the importance allows the county Owenbeg & Celtic Park. of the promotion of the to contribute to Promotion of Bi-lingual Irish Language. Opportunities signage at Club level. J Threats L other important agendas 3 Incorporating Gaelic art Promotion of Gaelic Art in ¢ Appointment of Player Welfare Manager ¢ GPA highlighting at national level into the redevelopments County Grounds with a view ¢ Player involvement in other sports the family and ¢ Club Derry of Owenbeg & Celtic Park. to clubs following suit. ¢ Continuing bad press non-sporting ¢ Strength of neighbouring counties package to our ¢ Player burnout 4 Establishment of a One unique facility that membership. ¢ Appointment of a County Player welfare committee County Museum in includes historical documents Owenbeg. and items relevant to Derry GAA and a library of past matches on DVD. PRIORITY RATIONALE STRATEGY OUTCOMES SOUGHT 5 A review with revival A review of Scor’s place and new promotion within the county with a of Scor. follow up strategy to revive COUNTY PLAYERS To provide 1 Appointment of County Improving communication and promote Scor. the best Board offi cer to liaise and ensuring that all between each County relevant parties are informed opportunities 6 Establish Irish Establishment of a GAA Irish team and County of important decisions and support language scholarships. language scholarship for Management Committee. and events. available for primary/post-primary school county players children who are involved in 2 Liaison offi cers The workgroup would in all codes. Gaelic Games. workgroup which meets ensure that the appropriate with senior County resources are allocated to 7 Investigate the feasibility Establishment of formal links Board offi cers on a each team/squad in order monthly basis. to give the best support of forming links with with the schools promoting possible to County Players. the Bunscoils. and developing the Irish language in the County. 3 Design a contact and Formal document outlining code of conduct between roles and responsibility of 8 Thought be given to the A body to coordinate and management and county each party and formalising establishment of a organise the records of committee signed at the procedures that each County Historical society County GAA and design the start of the season party must follow. that will administer the displays and themes for the and reviewed on a museum and update the museum. A record of the ongoing basis. county’s history. history of Derry GAA.

40 41 PRIORITY RATIONALE STRATEGY OUTCOMES SOUGHT PRIORITY RATIONALE STRATEGY OUTCOMES SOUGHT

EVENTS Hosting events 1 Derry City/University Hosting of a national STAFF A staff structure 1 County Administration Assuming a Chief Administrators that heighten of Ulster Magee give competition and that refl ects Managers role defi ned. role with all staff answerable awareness of consideration to hosting heightening awareness of the needs of a to him/her and as a result- Gaelic Games in the Sigerson and Trench third level games in growing and CAM answerable to County the county and Cups. Consideration the county. progressive Management Committee. establish a also be given to hosting county. national the O’Connor, 2 Appointment of an Overall running of admin- reputation of Ashbourne & Fitzgibbon Administration istrative offi ce at Owenbeg excellence in Cups before 2015. Support Offi cer. support for CAM, FDM, HDM Derry. and County Board Staff 2 County plans host to Hosting a National Feile na n Óg by 2010. Competition. 3 All Coaching Staff Key communication between responsible to the relevant staff members, 3 Annual County Concert/ Annual non-playing event. Development Managers. Festival. 4 Weekly senior staff As Above. 4 Summer Camps Structured Summer Camps meetings - CAM/FDM/ organised centrally at with fi xed venues. HDM and Derry City Owenbeg and Celtic District Development Park for three weeks Offi cer. during each summer with additional camps Monthly meetings CAM/ throughout the clubs. FDM/HDM & all coaches and Caretaking staff from 5 At least two overall Structured blitzes for all Owenbeg/Celtic Park. county youth blitzes youth players. held at Owenbeg for all sports per year.

6 Over 40’s weekend blitz Structured blitzes for all over once a year. 40’s players.

7 Annual Charity Match Charity fundraising event or event organised in providing good PR for Celtic Park or Owenbeg County Board. (rotating) yearly.

8 Annual County Gala One non-playing evening Banquet. for volunteers involved who assisted in running the county the previous year.

9 Scor Events publicised Awareness of and and integrated into promotion of Scor. County master Calendar.

42 43 Implementation and Monitoring of the Five Year Plan New Staff Structure It is envisaged that the Strategic Planning Committee outlined in the plan will be established and ratifi ed by the County Committee in January County Executive 2007; the committee remit is “Implementation and Review of the Strategic Plan.” The committee will have the overall responsibility for the Human Resources implementation of the plan and will report to the County Executive on a monthly basis and County Committee Board on quarterly basis.

The Strategic Planning Committee will also meet County Administration with the various County Sub-Committee on a regular basis to ensure that each committee is Manager implementing the strategic action areas in “Fís Feasa”

The Strategic Planning Committee will oversee each core element of “Fís Feasa” and will ensure Football Hurling Non-Coaching that each action area is implemented via an action Development plan making use of the new sub-committees. Development and Each committee will be charged with devising an Manager Manager Associate Staff appropriate action plan relevant to their core area (e.g.: Coaching and Games Development) to run for a twelve month period. Action plans will include an audit of the current position and annual targets Associate Staff set using Fís Feasa as a baseline reference. Games Games Derry City District Promotion Promotion Development Offi cer Offi cer Offi cer

Derry City GPO

Placement Students x 4

Caretaking and Facilities Staff Owenbeg/Celtic Park

Administration Support Staff

44 45 Physical Development Plans

Owenbeg Master Plan

The Derry County Committee GAA would like to acknowledge our appreciation for the hard work and effort of the Strategic Planning Workgroup:

Michael Hasson - Assistant Secretary Frank Kearney - Vice Chairman Seamus Mullan - North Derry Delegate Seamus Mullan - Vice Chairman - Celtic Park Committee Patsy Mulholland - County Secretary Seamus McCloy - County Chairman Anthony McSwiggan - Development Officer Danny Scullion - County Treasurer

We would also like to express our sincere thanks to Aidan O’Brien (County Administration Manager) who acted as Chairman of the Strategic Planning Group and Joe McGurk (Hurling Development Officer) who advised the group on Coaching and Games Development issues.

The Derry County Committee GAA would also like to acknowledge the hard work and vision of the club delegates who attended the strategic planning workshops and whom set the strategic direction of “Fís Feasa” Celtic Park Master Plan The Strategic Planning Group would like to thank enormous efforts of those individuals who submitted papers, responses, and ideas to the workgroup by giving feedback on the various drafts of the plan.

The Derry County Committee would also like to express its sincere thanks to the Ulster Council GAA for their support and facilitation during the strategic planning process, in particular:

Mark Conway - Venture i Business Services Stephen McGeehan - Operations Manager Ryan Feeney - Integration Development Manager - Secretary to the Strategic Workgroup

46 Coiste Contae Dhoire CLG Derry County Committee GAA Owenbeg Centre of Excellence 471 Foreglen Road Dungiven Co.. Derry BT47 7PW

Telephone (028) 7774 2990 Fax (028) 7774 2909 Website www.gaa.ie/derry