STRATEGY 2021 – 2024 CHANGE THE GAME 2
CREDIT: EHF 3
HOCKEY IRELAND INTRODUCTION
Hockey Ireland is the National Governing Hockey is an inclusive, gender balanced, skilful Body for the sport of hockey on the island and progressive Olympic sport. It has a rich history of Ireland, and is officially recognised as such internationally and in Ireland, with the Men’s Irish by Sport Ireland (SI), Sport Northern Ireland Senior Cup holding the title of the oldest men’s hockey (SNI), European Hockey Federation (EHF), competition in the world, beginning in 1893. Annual International Hockey Federation (FIH), rule and competition format changes are the norm, Olympic Federation of Ireland (OFI) and constantly improving the player and spectator The Federation of Irish Sport (FIS). experience, and increasing the commercial potential of the sport. It is an exciting time for hockey in Ireland, Hockey Ireland has four affiliated branches that govern and this strategy outlines Hockey Ireland’s roadmap for the sport at provincial level. Hockey is a proud and vibrant building on progress and ‘changing the game’ over the all-island sport enjoyed by players across a long lifecycle, next four years. ranging from beginners under 6 years of age, to over 80s competing at masters’ competitions. Hockey is going through unprecedented growth at grassroots, with new clubs forming and over 32,000 members across the island of Ireland. This demonstrates the profound impact and importance of the qualification, success and media coverage of our Senior Men’s and Women’s teams at Olympic Games and World Cups over the last four years. Irish coaches, umpires and officials have been awarded high profile international appointments, matching our playing success, and representing our Irish hockey community with excellence around the world. Domestic competition includes provincial and national leagues, cups and events for third level (17), schools (280), and clubs (154). This supports and underpins international preparation and competition at junior age group (JAG), indoor, para hockey, senior and masters level. 4 WHERE ARE WE NOW? 2015 - 2020
MEMBERSHIP PERFORMANCE SOCIAL REACH
2020 WORLD RANKINGS 440K WORLD CUP TV VIEWS OLYMPIC CLUBS154 NATIONWIDE 379K QUALIFIERS WOMEN’S#8 SENIOR #MEN’S13 SENIOR
2015 & 2016 FIH 2.7 MILLION GOALKEEPER SOCIAL IMPRESSIONS 32,000 OF THE YEAR ACTIVE MEMBERS NOMINATIONS 2017 & 2018 RECORD MENS EUROPEAN CROWD BRONZE 2015 6,137 PEOPLE SENIOR 03/11/2019 ENERGIA PARK WOMEN DONNYBROOK 280 WIN SILVER SCHOOLS MEDAL AT 2 WORLD CUP 2018
THIRD17 LEVEL INSTITUTIONS COACHING
EHF CLUBS OF QUALIFIED TEAMS 2015 FIH THE YEAR 2019: RIO 2016 TOKYO 2021 COACH OF BALLYMONEY HC MEN WOMEN & LORETO HC THE YEAR RTE TEAM & PARAHOCKEY MANAGER OF TEAMS THE YEAR 2018 2,526 COACHES EDUCATED 306 6 SHIRLEY MCCAY MOST CAPPED IRISH FEMALE INTERNATIONAL UMPIRING OF ANY SPORT MASTERS TEAMS 13 O50 WOMEN WORLD CUP 188 WINNERS 78 SYNTHETIC 2018 EHF/FIH UMPIRE PITCHES APPOINTMENTS 5
STRATEGIC CONTEXT
Over the past five years, hockey has been finances, governance and structures, high performance, incredibly successful on the international stage. participation and communications. This comprehensive The Senior Men’s Team won a bronze medal process has included consultation with stakeholders at the 2015 European Championships and and relevant outside agencies, and research into competed at the Rio Olympic Games in 2016. hockey and other sports and organisations, nationally The Senior Women’s Team won a silver medal and internationally. It is now time to focus on building at the 2018 World Cup, the highest finish of the foundations that will support further growth and any Irish team, in any sport, at a World Cup. success. It is time to address the inefficiencies in our They will also compete at the Tokyo Olympic sport, build high quality, trusting relationships with all our Games 2021. stakeholders, and take balanced action around current and future priorities and opportunities. This unparalleled success has emanated from a long-standing professional approach to training and The Covid 19 global pandemic has brought some competition, in spite of amateur level resources. Hockey key lessons into acute focus which can inform how we as a sport has maximised its human and financial capital, move forward together as a sport: the necessity to work outperformed ranking and expectation, and becoming a together to achieve great things, the power of strong source of national sporting pride. national leadership, clear and sincere communication, and dynamic, decisive action. It has shown us the value This has led to an increase in expectation from our of social connection, mental and physical wellbeing, and hockey community and stakeholders in our national the role one person can play in the implementation of team performances on the pitch, and of our off-pitch a national strategy. In times of challenge, it is clear that performance as a National Governing Body. Hockey has sport and community play a vital role in sustaining and enjoyed a fantastic and deserved period of success, but renewing life on our island. Hockey is rich with capable, the spotlight has revealed two things. Firstly, as a sport passionate and devoted people, and with strong and a community, we are ambitious for more success on leadership, and a community stepping together, the the international stage. Secondly, our organisation and implementation of this strategy will ‘Change the Game.’ structures are no longer fit for purpose. Our membership numbers and public profile have grown exponentially, and we must now evolve, expand and professionalise as a National Governing Body, to ensure all our members have the opportunity to participate, progress, excel and be proud of our game.
The strategic priorities outlined in this document have come from an in-depth and realistic assessment of where Hockey Ireland is now with regard to club support, 6
VISION, PURPOSE & VALUES
VISION Hockey, one of the ‘big 4’
PURPOSE To lead the growth and success of hockey in Ireland
VALUES
PEOPLE LEADERSHIP AMBITION ACCESSIBILITY COMMUNICATION ENJOYMENT
Our people are our Advancing Striving for high A sport for all, Expressing A passion for the greatest resource. our sport. performance on for all of life. ambition and game, on and off and off the pitch. celebrating and the pitch. Our volunteers, Delivering progress by People can participate connecting our players, coaches, taking decisions and Looking for in, and enjoy hockey hockey community. Cultivating fun, umpires, officials, actions that exemplify opportunities rather equally regardless of engagement and a administrators, staff, professionalism, than seeing limits. age, ability, location, Engaging, informing, love for the game. board and committee ambition, integrity, and Taking committed, race, gender, religion representing and members are at the proactivity. effective action to and sexual orientation, promoting hockey heart of delivering the reach lofty goals. served by a National in a positive hockey experience, Governing Body and timely manner, to and determining the that is available to its build trust, support, success of our sport membership. credibility and locally, nationally recognition for and internationally. what we are doing. 7
STRATEGIC FOCUS AREAS
STRATEGIC GOALS OBJECTIVES
SECURE Develop a financially secure and commercially focused THE FUTURE organisation that maximises public funding, sponsorship and revenue generating opportunities.
GROW THE Provide leadership in education and member services HOCKEY COMMUNITY to drive growth in coaching, umpiring, infrastructure, clubs and participation.
WIN ON THE Maximise the potential of our high performance people WORLD STAGE and teams to put Ireland in a position to medal at all tournaments.
LEAD Lead with energy and integrity, operating to high OUR SPORT standards in all areas to improve and advance our sport.
ENGAGE POSITIVELY Communicate with professionalism and passion to WITH STAKEHOLDERS build positive relationships, and represent hockey with excellence
BUILD THE Establish the Hockey Ireland brand to become a HOCKEY IRELAND BRAND nationally respected sports brand.
CREDIT: EUROPEAN HOCKEY FEDERATION 8 GROWING HOCKEY: ROLES OF HOCKEY IRELAND AND HOCKEY COMMUNITY
ROLE OF ROLE OF HOCKEY IRELAND PROVINCIAL BRANCHES
• Providing sport leadership and strategic direction • Providing player, coach, official and administrator development opportunities • Providing a framework and pathways from beginner to international levels for players, • Delivering quality competitions that meet coaches, umpires, officials and administrators participant needs
• Managing and resourcing our national teams’ • Supporting the delivery of schools competitions participation in world level events • Developing strategic plans that support long term • Managing the national competition and sustainability events programme • Sourcing grant funding and sponsorship to support • Managing key stakeholder relationships game development and talent development programmes • Representing hockey’s interests nationally • Partnering with councils and LSPs to promote • Increasing the profile of the sport through hockey communication and brand strategies • Managing regional talent development • Providing a framework for social hockey, programmes affiliate participation and club development • Supporting and aligning with Hockey Ireland • Hosting national and international events initiatives and programmes • Building an organisation with expertise to assist the development of hockey island-wide
ROLE OF CLUBS ROLE OF SCHOOLS
• Recruiting and developing players, coaches, • Recruiting and developing players, coaches, officials and administrators umpires and supporters
• Promoting and delivering hockey as an exciting, • Positioning your most engaging and capable inclusive, lifelong sport coaches with beginners
• Building relationships with local schools, media • Promoting and delivering hockey as a fun and and communities exciting sport
• Providing a player pathway for all ages and abilities • Building relationships with local clubs, media and communities • Developing strategic plans to support long-term sustainability • Providing a player pathway for all ages and abilities
• Supporting teams to enter local competition • Developing strategic plans to support long-term growth • Facilitating social hockey where possible • Supporting teams to enter local competitions • Promoting healthy social interaction, fun and friendship • Facilitating social hockey, indoor or outdoor
• Sourcing local grant funding for club development • Promoting healthy social interaction, fun and friendship • Supporting various Hockey Ireland initiatives to progress our sport • Sourcing local grant funding for facility and equipment development
• Supporting various Hockey Ireland initiatives to progress our sport 9
GLOSSARY
ADO Anti-Doping Officer
CA Competitions Administrator
CDM Coach Development Manager
CDO Coach Development Officer
CEO Chief Executive Officer
CM Commercial Manager
Comm Comm Communications Committee
Comp Comm Competitions Committee
CVM Club & Volunteer Manager
EM Events Manager
FIM Finance Manager
FM Facilities Manager
HP Comm High Performance Committee
HPD High Performance Director
HRM Human Resource Manager
IHUA Irish Hockey Umpire Association
JPM JAG Pathway Manager
MCM Marketing and Communications Manager
MCO Marketing and Communications Officer
MM Membership Manager
NCO National Children’s Officer
PPO Participation Officer
PUAs Provincial Umpire Associations
UDM Umpire Development Manager
U Reps Umpiring Representatives 10
GOAL 1: SECURING THE FUTURE
We will develop a financially secure and commercially focused organisation that maximises public funding, sponsorship and revenue generating opportunities.
KEY ACTIONS DELIVERY GOALS RESPONSIBILITY TIMELINE
Develop a • Implement a new individual membership scheme • CEO/MM • Q4 2021 sustainable, to ensure members are paying efficiently for participation in hockey, and the organisation can longterm support new growth with sustainable annual income funding structure • Establish a Hockey Trust where corporate and private • CEO • Q3 2021 for the benefactors can donate to support the hockey performance pathway and strategic club projects organisation
Maximise • Commercialise hockey to generate significantly • CEO/Board • Q3 2021/ revenue more revenue and maximise the value of the Ongoing Hockey Ireland brand generating opportunities • Through growing the sport gain increased funding • CEO/CVM/FM/ • Annual/ from Sport Ireland and Sport Northern Ireland, while HPD/PPO Ongoing accessing new public funding sources from a range of government departments (north and south) tied to the National Sports Policy, National Physical Development Plan, Cross Border initiatives, Sports Capital Grants, Local Sports Partnerships, Sport Ireland Strategic Plan, European Union, Youth Field Sports, The Reconciliation Fund, Olympic Federation of Ireland discretionary funding and Sports Inclusion Grants, Large Scale Sport Infrastructure Fund.
Manage our • Take decisions and actions that support targeted • CEO/Board • Ongoing finances building of our reserves towards 6 months of operating expenses prudently • Maintain and implement robust financial processes, • FIM/Finance • Ongoing practices and technologies Committee
• Examine costs to ensure we are getting value for • FIM, HRM • Ongoing money in all areas
• Use our financial resources in an efficient fashion • CEO • Ongoing 11
GOAL 2: GROWING THE HOCKEY COMMUNITY
We will provide leadership in education and member services to drive growth in coaching, umpiring, infrastructure, clubs and participation.
CLUB & VOLUNTEER SUPPORT
KEY ACTIONS DELIVERY GOALS RESPONSIBILITY TIMELINE
Provide value • Provide online membership and subscription • MM • Q4 2021 and service to management software members and • Provide personal accident insurance for all members • MM • Q1 2022 clubs • Provide comprehensive online resources and monthly • CVM • Q3 2021/ webinars and workshops to support key volunteer and Ongoing club challenges
• Attract partners who will provide membership discounts • CM • Q2 2022/ Ongoing • Coordinate an annual club fundraiser • CVM • Q3 2022
• Create member-only, segment specific, exclusive content • MCM • Q4 2021/ Ongoing • Review competitive structures and fixture programming • CEO/Board • Q1 2022/ at all levels Ongoing
Facilitate • Coordinate a ‘Club Hub’ support programme where • CVM • Q4 2021/ formal clubs can access assistance with grant applications, PR, Annual governance/operations, new section development and knowledge club strategic planning sharing
Develop • Establish regional volunteer panels to provide formal • CVM/ • Q2 2022 volunteers and opportunities to develop, support key events/initiatives, Provinces and contribute to hockey in Ireland young people • Develop young leaders to invigorate and contribute to • CVM/ • Q3 2021/ our sport Provinces Ongoing
• Establish an annual conference for administrators • CVM • Q3 2022 12
PARTICIPATION
KEY ACTIONS DELIVERY GOALS RESPONSIBILITY TIMELINE
Create new • Establish and grow social ‘quick hockey’ across the 4 • PPOs/Clubs • Q3 2021/ and different Branches Ongoing participation • Run regional World Cup and Olympic blitz events for • PPOs/Provinces • Q1 2022 opportunities primary schools to encourage participation and sell Quarterly/ hockey as a fun and exciting sport Ongoing
• Establish school age mixed social hockey leagues to • Comp Comm/ • Q3 2022 improve retention Provinces
• Create hockey 7s summer festival events to encourage • PPOs/Clubs • Q3 2022/ re-engagement, old teams reconnecting, and a new Annual hockey playing experience
Facilitate • Encourage hockey as a lifelong, inclusive, family sport • MM/CEO • Q4 2021/ hockey for all by facilitating opportunities and formalizing affiliate Ongoing support for para, LGBT, indoor, schools, third level education and masters participation
• Inclusion - establish coaching programmes for • CDO • Q1 2022 Parahockey ID
• Keep a club locator with waiting list visibility on our • MM/MCO/ • Q4 2021/ website to ensure available beginners hockey places are Clubs Ongoing accessible
Provide • Develop targeted participation and communication • MCM/PPOs • Q2 2021/ targeted plans to specifically grow boys hockey, hockey in areas Annual it does not yet exist, and places where interest in hockey support to is highest key people, groupings and • Support the development of clubs, schools, coaches, • CDM/UDM/ • Ongoing entities umpires, officials, volunteers and infrastructure, CVM/MM/ understanding they enable new growth PPO/FM
• Women in Sport - establish and develop programmes • CDM/UDM/ • Ongoing to increase the number of female coaches coaching CVM/MM/ at performance levels (EYHL/Interprovincial/JAG) PPO/FM understanding they enable new growth
Promote to • Implement a communications strategy that celebrates • MCM/Comm • Q4 2021/ recruit and all aspects of hockey and promotes our sport through Comm Annual digital, national media and broadcast channels retain • Advance hockey’s agenda by advocating for youths • MCM/HP • Q1 2022/ to generalise rather than specialise in a sport, and use Players Annual senior athletes’ sporting history to tell compelling stories 13
UMPIRING AND OFFICIALS
KEY ACTIONS DELIVERY GOALS RESPONSIBILITY TIMELINE
Develop and • Independent facilitation of collaborative workshops • CEO/Board • Q4 2021 implement a between all key stakeholders new umpiring • Update the umpiring pathway and panels to support the • UDM/IHUA/ • Q2 2022 strategy development of new and existing umpires Provinces/PUAs with key stakeholders • Identify staff and board member with responsibility for • CEO/Board • Q3 2021 to support the progressing umpiring development • Clarify the roles, responsibilities and connections • CEO/Board/ • Q2 2022 of umpiring between all stakeholders in the development of umpiring IHUA/ from grassroots regionally and nationally Provinces/PUAs to high performance
Lead a culture • Use core principles of education and development, • CEO/Board/ • Q3 2021/ communications, good governance, integrated operations IHUA/ Ongoing change in and finance, and strong, positive working relationships to Provinces/PUAs conjunction redefine how stakeholders collaborate with our key • Q1 2021 umpiring • Introduce online rules test for all senior players • UDM stakeholders • Develop a marketing and communications strategy to • MCM/CComm/ • Q1 2022 - celebrate and publicise the achievements and U reps appointments of our Irish umpires - attract players to take up umpiring - educate the hockey community on commonly misinterpreted rules
• Review and refine governance, finance and operations of • CEO/Board • Q2 2022 umpiring in Ireland
• Establish clear roles and strong, positive working • CEO/Board/ • 2021/ relationships with all bodies responsible for delivery and UDM Ongoing development of umpiring in Ireland
• Develop and pilot a coach/captain match feedback • UDM/U reps • Q2 2023 framework to support positive engagement and game development
Recruit, • Identify elite and experienced umpires and officials • UDM/IHUA/U reps • Q1 2022/ coming to, or at the end of their career, and recruit them Ongoing develop and into development and support roles retain umpires and officials • Develop a Hockey Ireland database of active umpires and • UDM/MM/CA • Q3 2021 officials
• Provide aligned education opportunities to support the • UDM/Provinces/ • Q3 2022/ development of new and existing officials, to include PUAs/IHUA Ongoing Young Hockey Leaders, Women in Umpiring, regional and national workshops and courses
• Establish a panel of umpire and official developers • UDM/U reps • Annual/ sufficient to meet and sustain the goals of the Ongoing organization 14 14
COACHING
KEY ACTIONS DELIVERY GOALS RESPONSIBILITY TIMELINE
Update the • Review and update Fundamentals and Level 1 • CD0 • Q3 2021 coaching • Review and update Level 2 • C • Q4 2021 pathway to support the • Deliver Level 3 biannually • CDOM • Ongoing development • Engage with teacher training colleges and provide • CDO • Q2 2021/ of new and a ‘coaching hockey’ module Ongoing existing coaches • The Coach Education Committee membership to be • CEC Chair • Q2 2021 reviewed to consider to include coaching representatives from each pathway stage, academia, women in coaching, independents (non-hockey), international input (non- Irish perspective)
Deliver a • Develop coaching resources to support Hooked for Life • CDM/CDO/HP • Q3 2021 comprehensive (Long Term Player Development) implementation Coaches and cutting- • Establish a High Performance Coach Development • CEC Chair/HPD • Q3 2022 edge suite Programme to advance our JAG and senior international of coach coaches development • Deliver regular CPD webinars • CDM • Q2 2021/ programmes, Ongoing resources and • Establish a community of practice for youth coaches • CDO • Q2 2022 CPD modules to support the • Hooked for Life - to create Hooked for Life ambassadors • CDO • Q1 2022 growth of all for every club and implement competition formats in every province. All of the development and coaching our coaches strategies should be reflecting the Hooked for Life model
Quality • Develop a licensing model to include annual CPD • CDM • Q3 2023 assure our requirements coaches and • Develop a Hockey Ireland database of active coaches • CA • Q3 2021 improve player development • Establish a panel of coach developers sufficient to meet • CDM • Annual/ standards in and sustain the coaching goals of the organisation Ongoing the future • Ensure all coaches are current with safeguarding and • NCO • Ongoing vetting requirements 15 15
INFRASTRUCTURE
KEY ACTIONS DELIVERY GOALS RESPONSIBILITY TIMELINE
Implement • Advocate and activate for hockey, as needed, at a • CEO/FM/ • Ongoing national and local level to support grant applications and Provinces a facilities allocations, and advance the agenda of our sport strategy to develop, • Cultivate strategic and community partnerships with • FM/HPM • Ongoing councils, LSPs and 3rd level institutions to increase the improve and hockey footprint in Ireland protect our hockey pitches • Support clubs with Capital Grant applications and • FM • Q4 local council, school or multi-sport centre partnership 2020/ nationally guidelines Ongoing
• Audit and maintain a record of hockey facilities island- • FM/Provinces • Annual wide, identifying and acting on opportunities and threats to hockey
Develop • Develop the Sport Ireland hockey facility to be fit for • HPD/FM • Ongoing key ‘home purpose for our High Performance teams of hockey’ • Engage with Sport Ireland, to develop fit for purpose • CEO • Q2 2021 infrastructure Hockey Ireland offices projects
Invest in • Invest in technology that connect our community and • HRM • Ongoing allow us to service and reach members efficiently and technology and effectively to include: systems - All-island competition management and membership system - Best-in-class communications technology - Fit for purpose accounting software 16
GOAL 3: WINNING ON THE WORLD STAGE
We will maximise the potential of our high performance people and teams to put Ireland in a position to win medals at all tournaments.
KEY ACTIONS DELIVERY GOALS RESPONSIBILITY TIMELINE
Build our HP • Develop a performance culture within Hockey Ireland • HPD • Ongoing system culture that pervades all teams and is lived by everyone involved in high performance in Hockey Ireland and identity • Take a ‘whole person’ approach to maximise the • All HP staff • Ongoing performance potential of all athletes and teams
• Capture lessons from past successes and failures to • HPD/Snr • Q4 2021/ inform processes, programmes and performances of Coaches Ongoing the future
• Acknowledge what makes Irish people and teams • HPD/Snr • Q1 2022 unique, and foster this as core to how we compete on Players/ the international stage Stakeholders
Invest in • Attract, develop and retain world class people • Board/CEO/HPD • Ongoing people and • Establish a High Performance Coach Development • CC Chair/HPD • Q3 2022/ national Programme to advance our JAG and senior Annual programmes international coaches
• Identify and develop managers who can operate in • HP Comm/HPD • Q3 2022/ elite environments and support our international high Annual performance teams
• Develop a HP personnel welfare policy • HP Comm/HPD • Q1 2022
• Invest proportionately in current and future high • Board/CEO/HPD • Ongoing/ performance athletes and coaches Annual
• Deliver sustainable and effective national programmes • HPD/CEO • Ongoing/ Annual
• Establish a strong base of world class athletes • HPD/Snr Coaches • Q3 2024
• Expose coaches and athletes to high quality • HPD/Snr Coaches • Ongoing/ competition Annual
• Specialist coaching - establish masterclass courses for • HPD/Snr Coaches • Ongoing/ goalkeeping; penalty corner coaching etc competition Annual
Lead on talent • Establish uniform regional, island-wide talent • HP Comm/ • Q2 2022 development development pathways that are aligned to the HPD/HPM/ national structures, and provide continuity from Provinces structures and participation to performance curriculum • Implement Hooked For Life across our extended • JPM • Q1 2022 performance community to ensure alignment, shared understanding and a unified approach to talent development 17 18
GOAL 4: LEADING OUR SPORT We will lead with energy and integrity, operating to high standards in all areas to improve and advance our sport.
KEY ACTIONS DELIVERY GOALS RESPONSIBILITY TIMELINE
Provide • Conduct an audit of the national operating, • CEO • Q2 2022/ national financial and governance model and implement Q3 2023 recommendations Implementation leadership on key structures, • Work with stakeholders to develop one aligned, • Disciplinary • Q2 2023 models, robust and uniform national disciplinary process Committee/CEO processes and • Review competitive structures and fixture • Board/Provinces • 2021 pathways programming at all levels to maximise the playing experience, commercial potential of hockey, and to support player retention
• Update our coaching, umpiring and talent • Coaching/ • 2022 development pathways Umpiring/HP Committees
Govern with • Continue to operate to best practice standards • CEO/Chair • Ongoing excellence as set out in the Governance Code adopted by the board
• Review and refine board and subcommittee • Board/CEO • Q1 Annually processes annually
• Induct new board and subcommittee members • CEO • Q3 Annually
• Oversee strategic implementation to ensure there • Board • Ongoing/ is timely and impactful progress in our sport, and Quarterly we are building the foundations for tomorrow’s success today
• Develop appropriate board subcommittees • Board/CEO • Q4 2021 to deliver the objectives of the Strategic Plan
• Develop a succession planning model to ensure • Board • Q1 2021 continuity in Board expertise
• Implement an annual workplan approach • CEO/Chair • Q2 Annually
• Continually review and implement best practice • NCO/ADO • Ongoing/Annual and compliance in safeguarding, child welfare and protection, and anti-doping. 19
KEY ACTIONS DELIVERY GOALS RESPONSIBILITY TIMELINE
Raise the • Develop a healthy, enterprising and vibrant culture in • CEO • Ongoing performance Hockey Ireland of our • Clarify and delineate strategic and operational roles • CEO/Chair/ • Q2 2022 organisation and responsibilities, levels of decision making, and Independent flow of information Governance Expert
• Restructure the organization and revise roles to • CEO/HR Board • Q3 2021 ensure strategic goals are met Director
• Work preemptively and proactively by developing • CEO/HRM • Q3 2021/ annual and integrated calendars for board and Q2 Annually subcommittee meetings, training and competition, education, member services and communications
• Invest in organizational development to ensure • CEO/HRM • Annual/ activities are carried out to the highest of standards Ongoing
• Engage, develop and retain highly capable people to • Board/CEO • Ongoing advance hockey on the island of Ireland
• Introduce an organizational scorecard • Board/CEO • Q3 2021
Build trust and • Focus on providing value to our members • All staff • Ongoing credibility • Publish half-yearly public progress updates to keep • CEO/Board • June/Dec the membership and general public informed of Annually what we are doing, how we are doing it, and increase confidence in the work of Hockey Ireland in the public eye
• Publish annual calendars in mid June in advance • CEO/MCM • Q2 Annually of the upcoming season to allow the hockey community to plan ahead
• Address the inefficiencies in our sport and tackle • Board • 2020-23 systemic issues which are preventing progress
• Become data driven and member-centric to enable • Board/CEO/MM/ • Q3 2021/ Hockey Ireland to be a relevant, responsive and CM/MCM Ongoing representative National Governing Body.
• Deliver on our strategic goals • Board/CEO • Per Roadmap
• Take decisions and actions in a timely and • Board/CEO • Monthly/ transparent fashion Ongoing
• Communicate to members often, with excellence • CEO/MCM • Monthly
• Represent our sport positively • CEO/Board/All • Ongoing 20
GOAL 5: ENGAGING POSITIVELY WITH STAKEHOLDERS Communicating with professionalism and passion to build positive relationships, and represent hockey with excellence.
KEY ACTIONS DELIVERY GOALS RESPONSIBILITY TIMELINE
Engage • Develop a member engagement strategy and content • MCM/MM/Com • Q4 2021/ positively with plan to increase our relevance to all members Comm Annually members • Overhaul and update the Hockey Ireland website • MCM • Q2 2021
• Establish a data analysis framework to assess and • MCM/Com • Q4 2022 understand reach, engagements and participation Comm/PPOs/ levels, and create targets and success measures Provinces
• Design a suite of promotional resources to increase • MCM/MCO • Q1 2022 the profile of hockey at all levels
Engage • Develop a stakeholder management strategy • CEO/Board • Q3 2021 professionally • Conduct a quarterly stakeholder relationship analysis • CEO/Board • Quarterly/ with key and implement agreed actions Ongoing stakeholders • Designate ownership of all stakeholder relationships • CEO/Board • Ongoing
Build • Examine and strengthen the connections and • CEO/Board/Comm • Q4 2021/ connection communications between Hockey Ireland and the Comm/MM Annually provinces and clubs within the hockey • Develop partnership plans with provinces and affiliates • CEO/Board • Q3 community Annually • Facilitate connections within the hockey community in • CVM/FM • 2022/ order to learn, share and progress our sport Ongoing
• Bring key influencers together to deliver on HI • CEO/Board • Q2 2021/ strategic objectives, making the best use of our Ongoing collective resources
• Create an annual Hockey Ireland programme of events • EM • Q1 that foster community spirit and excitement Annually
• Celebrate the rich history of our sport in Ireland and • MCO, Board • 2020- consolidate and develop the Hockey Ireland archive Member 2023 21
GOAL 6: BUILDING THE HOCKEY IRELAND BRAND We will work to establish the Hockey Ireland brand to become a nationally respected sports brand.
KEY ACTIONS DELIVERY GOALS RESPONSIBILITY TIMELINE
Position • Become data and insight driven to understand brand • CM/CEO/Board • Q4 2021 the Hockey perceptions, and take informed decisions and actions Ireland brand • Communicate with excellence to stakeholders at every • CEO/All staff • Ongoing to leverage touch-point international • Build long term relationships and partnerships that • CM/CEO • Ongoing success for align with Hockey Ireland’s values and can support our the benefit ambitions to be realised of the whole community • Invest in commercial expertise • Board • Q4 2021
Increase • Develop one annual flagship international event targeting • EM/CEO • Q4 visibility and significant attendance and national media coverage Annually exemplify • Diversify our merchandising range in line with brand • CM • Q2 2022/ ambition and guidelines and values Annually professionalism • Develop and implement brand guidelines for Hockey • CM/MCM • Q2 2022 Ireland including master and sub brands as necessary
Create world • Deliver targeted marketing, PR and promotion of key • MCM • Ongoing leading digital activities, events and initiatives with local, national and international media content • Use ambassadors and performance methods to create value • MCM • Ongoing 22 22
CHANGE THE GAME
‘Change the Game’ is designed to positively impact every member of Hockey Ireland. Its successful implementation relies on a collaborative approach from all stakeholders.
DEPENDENCIES WHO & HOW: LEVERAGING ALL OUR RESOURCES FOR SUCCESS
STAFF CLUBS VOLUNTEERS INTERNS QUALITY OF HUMAN OUR PEOPLE CAPITAL BOARD PROVINCES PLAYERS OUT SOURCE
QUALITY OF RELATIONSHIPS STAKEHOLDERS SOCIAL OUR SUB IMPLEMENTATION RELATIONSHIPS CAPITAL COMMITTEES NETWORKS VOLUNTEERS SUCCESSFUL
MEMBERSHIP TRUST FINANCIAL UNTAPPED COMMERCIAL FUNDING ACUMEN CAPITAL COMMERCIAL SOURCES REVENUE CORE GRANTS
MEMBERSHIP COMPETITION FINANCIAL QUALITY OF SYSTEMS TECHNOLOGY SYSTEM MANAGEMENT OFFICIALS FUNCTIONALITY WEBSITE DIGITAL PERFORMANCE ANALYSIS
MORE DATA IMPROVED FOCUS ON OTHER PROCESSES PROVINCIAL POLICY PARTNERSHIP EFFECTIVENESS RESOURCES STRUCTURE REVISION CHANGES STRATEGIC AGREEMENTS FOCUS 23 IMPLEMENTATION
FOUNDATIONS ENHANCE ADVANCE EXPAND
Each element of ‘Change the Game’ will be implemented in four phases: 1. FOUNDATIONS Review, audit, revise, establish, update, restructure, build relationships, come together, plan 2. ENHANCE Improve quality, programmes, processes, resources, engagement, delivery, experience 3. ADVANCE Progress with all stakeholders mobilised and contributing 4. EXPAND PROFESSIONAL, INNOVATIVE BRAND Increase footprint, reach, impact, delivery
TRUSTED AND EFFECTIVE NGB
OLYMPIANS AND MEDAL WINNERS
VIBRANT HOCKEY COMMUNITY
STRONG STAKEHOLDER RELATIONSHIPS
FINANCIALLY SECURE