KILMACUD CROKES GAA CLUB STRATEGIC PLAN 2013-2016 n CROKES GAA CLUB CONTENTS 4 Introduction

The Structures for our 6 Future: 9 The Role of the Executive Role of Sub Committees 10 Elected by the Membership

Composition of the 12 Executive

Composition of Elected 13 Sub-Committees

Role of the Sub Committees 14 Appointed by the Executive

There are seven themes to 16 the Strategic Plan 2013-016

17 1. Communications 18 2. Finance and Fundraising 3. Underage Games 19 Development 20 4. Adult Games Development 21 5. Club, Culture and Community 22 6. Facilities and Development

7. Structures and 23 Administration

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INTRODUCTION

ear Member, for the last to build on the outputs and four months a representative participated in seven focus groups Dsteering group established by in Croke Park in January to put ‘meat the Club Executive has been working on the bones’ on the ideas and as a team developing a Strategic Plan aspirations derived from for the Club for the Period 2013 - 2016. park forum. This group was established following a request to the various • Finally, the outputs from all of club units from the Executive to the consultation phases were nominate members to assist in consolidated into a draft plan that the formation of a steering group was debated and discussed at length to oversee the production of a and refined until this document was challenging, ambitious but realistic approved by all members of the plan for the Club. This plan would steering group. allow the Club to leverage all of its strengths in improving the player and This document, we believe, has member experience within the Club, achieved the set objectives of being over the next three years. both challenging and ambitious but The steering group was supported can be delivered in its entirety by all by a number of trained volunteer parts of the Club working together as facilitators from the Croke Park Club a cohesive team. planning team who assisted the group in the design and execution of The document addresses the key a consultation process, the outputs points derived from the consultation from which were consolidated into process with Members: this document. • The requirement for the Club The consultation process included a Executive to assume control and number of phases: responsibility for the day-to-day management of the Club including • An online survey was placed on all the management of its existing of the Club websites soliciting views liabilities. from all members on their hopes • The requirement to preserve the THE Club including the management of Finally, the document is for the preferred future for the model of sub units of the club at the heart of the community in its existing liabilities. stratified into two separate Club. We received several hundred continuing to support the pitch which it resides. STEERING responses from this communication based activities in the Club, but as It is very important to make it components. The first segment clear that the steering group and is the operational framework channel. part of a cohesive Kilmacud Crokes This document has a number of indeed the members consulted, required for the plan and the GROUP team. challenging components. However, were appreciative of the work second is the terms of reference Martin Byrne (Football), Joan Kehoe • A large community based workshop we anticipate that the proposal to and commitment of the Kilmacud for each sub group in the (Ladies Football), Liam Coughlan (Executive was held in the Stillorgan Park • The requirement for all parts of the dissolve the entity referred to as Glenalbyn Sports Club volunteer execution of their roles and Committee), Colm Maher (Juvenile ), Hotel in December, where in excess Club working as a team to address Kilmacud Glenalbyn Sports Club Ltd. team, but felt that the time responsibilities. Anne Noctor (), Dáibhí dePaor of 250 members participated in a our deficit in facilities to enable will attract most discussion. was right for its responsibilities We would like to thank all the (Hurling), Tom McIntyre (Hurling), Jerry facilitated workshop assisting the the Club to improve the player The rationale for this proposal is O’Brien (Glenalbyn Sports Club Ltd.), Áine to transition back to the Club members for their inputs and time attendees in defining their hopes for and member experience within grounded in the first requirement Donohue (Camogie), Liam Óg Ó hÉineacháin Executive. This transition will be in this project and commend this the Club for the future. Kilmacud Crokes. listed above which was derived (Football), Mark Duncan (Football), Tom completed over time ensuring that document to the membership as from the consultation process with Rock (Hurling), Billy Finn (Club Member), Pat the Tennis, Swimming and Snooker the framework for our future. • Following on from the community • The requirement to promote members; that the Club Executive Sheridan(Ladies Football), Kevin Foley (Club Clubs can continue to operate based workshop, close to one Kilmacud Crokes within its assumes control and responsibility for Member), Peter Ward (Juvenile Football). successfully into the future. Ar Aghaidh Linn le Chéile. hundred members volunteered community and position the Club the day to day management of the

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THE STRUCTURES FOR OUR FUTURE:

CLUB EXECUTIVE ELECTED BY THE CLUB MEMBERS AT RESPECTIVE AGM’S AND RATIFIED CHAIRPERSONS ELECTED AT CLUB BY THE CLUB EXECUTIVE AGM AND MEMBERS NOMINATED BY THE CLUB EXECUTIVE

LADIES COISTE HURLING PLANNING AND COMMUNICATIONS FOOTBALL CAMOGIE FOOTBALL NA NÓG FINANCE CULTURE/CLUB FACILITIES DEVELOPMENT /IT

JUVENILE JUVENILE FOOTBALL HURLING

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THE ROLE OF THE EXECUTIVE The business and affairs of the club should be under the management of the club

The responsibility of the Executive will include of the club with local authority and third party bodies. 1. Overall responsibility for the successful operation of This does not preclude day to day operational contact by all elements of the club (including what is currently representatives of sub committees with outside bodies Kilmacud Glenalbyn Sports Club Ltd.) such as the Board. 2. Conducting an AGM on an annual basis 11. The executive will appoint and co-ordinate the work of 3. Direct responsibility for determining the club the following committees membership subscriptions and the collection of same • Finance – Chairperson will be Club Treasurer 4. The executive is responsible for the overall governance • Planning and Development – Chairperson will be Club and transparency of the club Planning and Development Officer 5. The executive is responsible for the implementation of • PR/IT – Chairperson will be the Club PRO the Club Strategic Plan • Club, Culture and Community – Chairperson will be 6. The executive is sole employer of employees for Cultural Officer the Club and will work with the relevant units in the • Facilities Management – Chairperson will be Facilities performance management of employees Management Officer 7. The executive is responsible for the appointment of a 12. The executive is responsible for the distribution of Child Welfare Officer quarterly aggregated accounts to the sub committees 8. The executive will appoint a liaison person to manage not later than three working weeks following the the relationship with the Tennis, Swimming and Snooker closure of the period Clubs on a quarterly basis 13. All capital expenditure in relation to the provision of 9. The executive is responsible for developing an incremental facilities for the club will be authorised by annual budget for the Club and allocating central the executive. funds as required. This however, specifically excludes 14. The executive will ratify the membership of all funds raised by the existing All-Ireland Sevens, the committees within the Club Punchestown and Race Days, the ‘Play 15. The executive is ultimately responsible for all disciplinary the Whistle’ and Ladies Football Bingo fundraisers and matters, including complying with the rules of the GAA the Annual Golf Classics. 16. The executive will foster and promote co-operation 10. T he executive is responsible for representing the entirety between all units of the Club

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ROLE OF SUB COMMITTEES ELECTED BY THE MEMBERSHIP Hurling Sub Committee promote the game and events within the community 6. Development of a ladies football development and Coiste na nÓg Sub Committee 1. Management of all hurling activities 4. Responsible for fundraising for the promotion and promotion plan for the Club 1. Liaise with the Child Welfare Officer to ensure 2. Appointment of all hurling coaches and selectors development of football in the club within the 7. Submit the ladies football facilities requirements to the implementation of the highest standards of child 3. Liaising with the PR/Communications committee to framework agreed with the Executive Committee facilities committee protection within the club promote the game and events within the community 5. Facilitate the appointment of a football coaching officer 8. Provide a monthly summary to the Club Executive of all 2. Management of all underage football and hurling 4. Responsible for fundraising for the promotion for the Club ladies football activities fixtures in conjunction with the respective juvenile and development of hurling in the club within the 6. Development of a football development and promotion 9. Financial accounts to be submitted on a quarterly basis hurling and football committees framework agreed with the Executive Committee plan for the Club to the Club Executive 3. Liaising with the PR/Communications committee to 5. Facilitate the appointment of a hurling coaching officer 7. Submit the football facilities requirements to the promote the games and events within the Community for the Club facilities committee Camogie Sub Committee 4. Responsible for fundraising for the promotion and 6. Development of a hurling development and promotion 8. Provide a monthly summary to the Club Executive of all 1. Management of all camogie activities development of juvenile football and hurling in the plan for the Club football activities 2. Appointment of all camogie coaches and selectors club within the framework agreed with the Executive 7. Submit the hurling facilities requirements to the facilities 9. Financial accounts to be submitted on a quarterly basis 3. Liaising with the PR/Communications committee to Committee committee to the Club Executive promote the game and events within the community 5. Ratify the appointment of any juvenile football and 8. Provide a monthly summary to the Club Executive of all 10. Liaise with the Executive regarding the appointment and 4. Responsible for fundraising for the promotion and hurling coaching officers hurling activities management of the Club Football Coach. development of camogie in the club within the 6. Development of a juvenile football and hurling 9. Financial accounts to be submitted on a quarterly basis framework agreed with the Executive Committee development and promotion plan for the club, in to the Club Executive Ladies Football Sub Committee 5. Facilitate the appointment of a camogie coaching officer conjunction with the respective adult football and 10. Liaise with the Executive regarding the appointment and 1. Management of all ladies football activities for the club adult hurling committees management of the Club Hurling Coach 2. Appointment of all ladies football coaches and selectors 6. Development of a camogie development and promotion 7. Submit underage facilities requirements to the 11. Management, maintenance and financial responsibility 3. Liaising with the PR/Communications committee to plan for the club facilities committee of the Hurling Arena. promote the game and events within the community 7. Submit the camogie facilities requirements to the 8. Provide a monthly summary to the Club Executive of 4. Responsible for fundraising for the promotion and facilities committee all underage activities Football Sub Committee development of ladies football in the club within the 8. Provide a monthly summary to the Club Executive of all 9. Financial accounts to be submitted on a quarterly 1. Management of all football activities. framework agreed with the Executive Committee camogie activities basis to the Club Executive 2. Appointment of all football coaches and selectors 5. Facilitate the appointment of a ladies football coaching 9. Financial accounts to be submitted on a quarterly basis 3. Liaising with the PR/Communications committee to officer for the Club to the Club Executive

10 STRATEGIC PLAN 2013-2016 STRATEGIC PLAN 2013-2016 11 n KILMACUD CROKES GAA CLUB THE COMPOSITION EXECUTIVE OF ELECTED SUB WILL COMMITTEES CONSIST OF: WILL INCLUDE: Hurling 5. Coaching officer Positions 1-12 are elected at the Club AGM. (same for other sections) 6. Players representative 1. Chairperson 7. AN Other x3 Position 13 will be nominated by each of the 2. Secretary 8. Registrar appropriate sub committees. 3. Treasurer 4. PRO Camogie 1. Chairperson 5. Coaching officer 1. Chairperson 2. Vice Chairperson 6. Players representative 2. Secretary 3. Secretary 7. AN Other x3 3. Treasurer 4. Vice Secretary 8. Registrar 4. PRO 5. Treasurer 5. Coaching officer 6. PRO Football 6. Players representative 7. Child Welfare Officer 1. Chairperson 7. AN Other x3 8.  Club Planning and Development Officer 2. Secretary 8. Registrar 9. Irish Language and Cultural Officer 3. Treasurer 10. Registrar 4. PRO Coiste na nÓg 11. Club Facilities Management Officer 5. Coaching officer 1. Chairperson 6. Players representative 2. Secretary 12. Club Commercial Officer 7. AN Other x3 3. Treasurer 13. Chairperson of each of the sections (Hurling, 8. Registrar 4. PRO Football, Ladies Football, Camogie and Coiste 5. Football Coaching na nÓg) Ladies Football officer 1. Chairperson 6. Hurling Coaching 2. Secretary Officer 3. Treasurer 7. AN Other x3 4. PRO 8. Registrar

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ROLE OF THE SUB COMMITTEES APPOINTED BY THE EXECUTIVE

Finance Committee Communications / IT Committee 8. Establish links with local 1. Overall financial management and governance of the 1. Develop a communications and IT plan for the Club community groups Club 2. Develop a project plan for the consolidation of the 9. Appoint school liaison officer 2. Issue audited accounts to the Club for the AGM club websites 10. Collaborate with local “The 3. Co-ordinate and agree parameters of all fundraising 3. Develop a club member database Gathering” events to raise activities for the overall Club and for the units 4. Develop a consolidated social media presence for the the profile of the Club in the managed by Sub-Committees of the Executive Club community 4. Co-ordinate the collection of all membership fees 5. Develop a single newsletter for the club both 5. Publish quarterly accounts on behalf of the Executive Electronic and print media Facilities Management Committee 6. Liaise with banks and third party financial organisations 6. Submit monthly communications report to the 1. Develop a marketing plan to on behalf of the executive executive promote the facilities and 7. Develop annual budget for the Club including the 7. Co-ordinate and manage the club membership survey activities of Glenalbyn dispersal of funds to club units on a bi-annual basis 2. Liaise with the communications 8. Source and manage Club sponsor partners 8. Develop brand identity plan for the Club IT Committee to promote and 9. Partner with the local media to raise the profile of the market the services and facilities Planning and Development Committee Club locally of Glenalbyn 1. Manage and co-ordinate the current facilities 3. Liaise with the Tennis, swimming requirements of all Club units Club / Culture and Community Committee and snooker to ensure that their 2. Conduct an audit of all existing facilities 1. Appoint a Irish language and cultural officer needs are represented in the Club 3. Carry out a needs analysis with each section for the 2. Develop designated section on the website to attract 4. Liaise with tenants of facilities Club and communicate with the community members within the house and optimise 4. Develop a facilities plan for the period 2013-2018 for interested in Scór and the Irish language the return from facilities to the the Club 3. Evaluate the potential of setting up a Scór group in the Club 5. Liaise with local authorities and develop partnerships Club 5. Forward quarterly financial with same 4. Build partnerships with other local Scór groups accounts to the finance 6. Develop partnerships with local schools and 5. Develop a project plan to host a Community Open committee and the executive universities re: facilities Day in the Club each year 6. Liaise with the committees in the 7. Develop a plan for any immediate facility upgrades 6. Develop a health and lifestyle program Club with respect to their needs that can be completed 7. Introduce recreational games for the Club and requirements 14 STRATEGIC PLAN 2013-2016 STRATEGIC PLAN 2013-2016 15 n KILMACUD CROKES GAA CLUB

THERE ARE SEVEN THEMES TO THEME 1 COMMUNICATIONS THE STRATEGIC PLAN 2013-2016

ACTION OUTCOME SOUGHT TIMELINE RESPONSIBILITY

COMMUNICATIONS Elect a Club PRO and appoint a representative l communications and I.T sub committee

2 Develop a communications strategy for the Club FINANCE AND FUNDRAISING Consolidate the websites to a single identity website for 3 the Club and establish links with schools websites in the area UNDERAGE GAMES 4 Develop a consolidated social media presence for the DEVELOPMENT Club

Develop a Club member database containing the contact 5 details of all club members and players ADULT GAMES DEVELOPMENT Develop a single Club newsletter in both print and 6 electronic formats

CLUB, CULTURE AND Increase community profile by developing Kilmacud 7 Crokes notice boards in the local community COMMUNITY 8 Establish a Club Mascot to enhance the profile of the 5 Club FACILITIES AND 9 Engage with local media to raise the profile of the DEVELOPMENT 6 Club 10 Evaluate the potential of developing a smartphone app for STRUCTURES AND the Club ADMINISTRATION 11 Introduce an electronic notice board showcasing all Club 7 events and games in the Club lobby Consolidate Club playing and leisure gear to reflect a 12 unified Club brand

Develop a LinkedIn community group for Kilmacud 13 Crokes

Establish a Kilmacud Crokes Alumni / Overseas 14 Network

15 Develop an annual Club membership survey

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THEME 2 FINANCE AND FUNDRAISING THEME 3 UNDERAGE GAMES DEVELOPMENT

ACTION OUTCOME SOUGHT TIMELINE RESPONSIBILITY ACTION OUTCOME SOUGHT TIMELINE RESPONSIBILITY

Establish a Finance and Fundraising committee to support Adopt GAA ‘Our Games, Our Choice’ policy and promote l the needs of the Club l proactively in the Club

2 Review the current financial and legal infrastructure of the Club All team mentors complete GAA Child Welfare programme 2 including Garda Vetting

Complete a review of the current processes for the 3 membership fee structure and develop proposals to Establish a program to achieve a target of 5:1 player mentor streamline the membership subscription process 3 ratio

Develop a finance and fundraising framework to ensure Establish an underage coaching and games development 4 that the Club optimises its opportunities 4 committee representing all codes and establish coaching policies and framework for Child and youth levels 5 Develop a “no pay no play” policy for players 5 Appoint an underage Club coaching officer Develop a single event calendar for the Club to minimise 6 duplication Each team should have a minimum of one award one 6 coach and all other team mentors should have a minimum foundation award Evaluation of the existing tenants arrangement with 7 respect to the facilities of Kilmacud Crokes Establish targets for minimum amount of games and game 7 time for each age group Develop a membership loyalty scheme linked to local 8 businesses and alumni Conduct annual review of performance of each age group 8 and establish reasons for player drop out 9 Re-structure the Club Lotto offering

Establish links with all local primary & post primary Develop financial reporting process to ensure quarterly 9 schools 10 accounts are forwarded to the club executive

Evaluate alternative approaches to increase club capacity 11 Create annual budget and forecasting process for the Club 10 and numbers playing at underage level

12 Develop a marketing plan to maximise the yield from the Implement and promote the RESPECT initiative within the facilities within Kilmacud Crokes 11 Club

13 Develop a sub group to manage and secure partnerships Develop parent foundation level coaching program for Club with Sponsors 12 nursery program

Review and expand existing fundraising initiatives, e.g Develop induction program for all new players and parents 14 Mizan to Malin Cycle 13

Establish Club brand hierarchy and brand parameters for 14 Develop a program to promote the adoption of juvenile 15 Kilmacud Crokes teams by senior panel members

16 Establish Business network group 15 Develop coaching support pack for all team mentors

17 Develop a post project fundraising review process 16 Provide first aid certification courses for all mentors

Develop an online membership payment option for Develop annual Kilmacud Crokes underage coaching 18 members home and abroad 17 forum

19 Evaluate promotion of Kilmacud Crokes as a legacy recipient 18 Complete an audit on participation level of all teams

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THEME 4 ADULT GAMES DEVELOPMENT THEME 5 CLUB, CULTURE AND COMMUNITY

ACTION OUTCOME SOUGHT TIMELINE RESPONSIBILITY ACTION OUTCOME SOUGHT TIMELINE RESPONSIBILITY

Establish an Adult Games Advisory Committee comprised Develop designated section on the website to attract and of the four coaching officers to facilitate exploring l communicate with the community members interested in l synergies and areas of common interest in allowing Scór and the Irish language players to maximise their potential 2 Appoint an Irish Language officer The coaching and development plan for each unit will be 2 developed by the coaching officer from within that Unit Evaluate the potential of setting up a Scór group in the 3 Club 3 Develop player retention program for key drop off profiles 4 Build partnerships with other local Scór groups Develop player feedback survey process for all codes that 4 will assist the club in providing the best possible player experience in Kilmacud Crokes. This will be completed in 5 Host a Community Open Day in the Club each year conjunction with the communications and IT committee

6 Develop a health and lifestyle program 5 Appoint player welfare officer for the Club

Introduce recreational games for the Club Develop coaching education clinic calendar for coaches 7 6 from all codes within the club to attend annually 8 Establish links with local community groups Adult Games Advisory Committee to meet with County 7 Board to optimise the roles of GPO’s and to leverage the resources from within 9 Appoint school liaison officer

Create a framework for unit to target to have a minimum Collaborate with local “The Gathering” events to raise the 8 of one level one coach and all other team mentors should 10 profile of the Club in the community have a minimum foundation award for all club teams

The Club will promote access to its games and facilities to Create a framework to track and ensure a minimum of 11 individuals including community people with disabilities 9 games are provided to each team in the club

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THEME 7 STRUCTURES AND ADMINISTRATION

ACTION OUTCOME SOUGHT TIMELINE RESPONSIBILITY

Re-define the role of the Executive to be the primary l decision making body within the Club

Re-define sub-committees to ensure that they remain 2 responsible for the operating and promotion of games within in the Club

The Executive will, following a successful transition , 3 undertake the role, functions and responsibilities of the THEME 6 FACILITIES AND DEVELOPMENT existing sports club

Establish communication and reporting structure between 4 executive committee and sub committees within the Club ACTION OUTCOME SOUGHT TIMELINE RESPONSIBILITY Define values, ethics, and vision of club e.g. mission 5 statement and develop code of conduct l Populate a facilities development committee

Implement an officer term rule to facilitate attracting new Complete an audit of participation levels and conduct a 6 personnel to participate on committees within the Club 2 facilities needs analysis based on current and future usage inclusive of rental costs etc. Evaluate the potential of migrating the finances within the 7 club to a single governance structure 3 Develop a five year facilities development plan 8 Promotion of a single brand and identity by the Club Evaluate the potential to partner with schools, councils 4 and NAMA 9 Executive to represent all areas within the Club 5 Upgrade existing gym/pitch facilities

6 Develop plan to optimise Silverpark and Deerpark facilities

7 Liaise with UCD to use all weather pitch facility

8 Evaluate the status of the development of pool facility

Carry out an audit of the existing facilities to ensure the 9 facility is vested in the GAA

10 Develop a plan to upgrade changing rooms

11 Review and optimise the pitch allocation process

Support use of facilities with adequate first aid and 12 defibrillator resources

Evaluate the potential for developing a kids zone in the 13 Club house

Evaluate the potential for developing a Kilmacud Crokes 14 all-weather pitch

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