introduction -...

CONTENT Introduction Message from Club President Message from Club Chairman Message from CEO, Dublin GAA Message from Garda Commissioner

Methodology

The Spring of 1922, Our Heritage

The Spring of 2004, New Beginnings

The Spring of 2014, Pursuit of Success

Mission, Vision, Values

Creating an environment where our members can be the best they can be

What gets measured gets doneSeven themes to the Strategic Plan 2015-2018 1. Club Structure 2. Membership 3. Finance 4. Communications 5. Athlete Development 6. Club, Culture and Community 7. Facilities

Volunteerism

Acknowledgements

IntroductionAlong with the entire country the GAA at provincial and club level in Dublin are experiencing

the impact of the economic environment and the significant changing demographic of our

population.

1 Pursuit of Success

The Garda GAA Club is unique in that it has a mix of police & civilian members and we no

longer can rely on the Garda College Templemore which was for years our primary source of

new members. Even with the success of our juvenile section, Westmanstown Gaels, a clear

lack of a pathway for these players to transition from juvenile to adult sections was evident

and this placed significant demands upon us and forced a fundamental rethink of the

position by the Executive of our Club.

It is critical for the future growth and development of the club that we respond to this problem

and develop a strategic plan that will ensure a continuous flow of new players and members

into our club, create an environment where our juvenile players grow their potential to be the

best they can be and re-forge our position as a leading GAA Club in Dublin.

For the past number of months a steering committee established by the club Chairman and

representing all levels and sections of the club have been working on a Strategic Plan. In

developing this plan the brief from the Chairman was clear, that this plan needed to be

developed by and reflect the views of all the membership.

This plan would be developed using the underlying set of guiding principles the club are

synonymous for. It should be both clear and transparent and contain a coherent set of

actions that when implemented, would ensure the sustainability and growth of the club.

While looking to the future it should not forget the significant history and successes of the

past. It will honestly acknowledge the challenges facing the club today and provide an

appropriate approach to respond to and overcome them.

There was significant engagement and consultation with members, players and committees

at all levels within the club and considerable engagement with other clubs and specific

external expertise. To ensure that our plan was aligned with both the Cumann Lúthchleas

Strategic Action Plan 2009-2015 and ‘Unleashing the Blue Wave’, a Strategy for Dublin GAA

we sought the support and guidance at the highest level within the GAA.

A pluralistic approach was used for the research and strategic consultation which consisted

of a number of phases including, in-depth interviews with members, players and committees

from all sections within the club, focus groups on areas of specific interest, executive

meetings and a questionnaire culminating in two well attended workshops where key issues

identified during the previous stages were discussed further.

This extensive research and consultation identified a series of challenges facing our club

and key areas for focused improvements and change. In developing this strategy we wanted

to make sure that the thoughts and views of all our members were the influencers and


drivers for the change needed to ensure both the appropriate development and future

success. The outputs for each of the phases were re-engineered and collated into a draft

plan that went through a number of iterations until the final version was agreed by the

Steering Committee and presented to the Club Executive.

The document proposes elements of organisational restructuring which will make

fundamental changes to the day to day management of our club, and that although

contentious are thought completely necessary to align ourselves with GAA strategy and

deliver the strategic plan and ultimately the One Club Model. Seven key areas for

improvement have been identified which are both challenging and ambitious but we believe

are achievable. Together we have a collective responsibility to ensure that the club achieves

its full potential and becomes the best it can be.

We would like to thank all those who took the time out to contribute to the content and

development of this plan and believe it will deliver a structured pathway for our ‘pursuit of

success’.


Teachtaireacht ó Uachtarán an Chlub

Ar an ócáid seo agus mé ag ceiliúradh 50 bliain mar bhall den Chlub, is iorónta é, go bhfuil

muid ag lainseáil ár gcéad Plean Straitéiseach ag súil le rath ár gClub.

Message from the Club President

It is somewhat ironic that as I celebrate my 50th year as a member of the

Club that we are launching our first ever Strategic Plan in our pursuit of

success. The club originally known as the Civic Guards GAA Club came

into existence in the spring of 1922. It was the start of a very unique and

long association between An Garda Síochaná and An Cumann

Lúthchleas Gael which has endured to the present day. As well as our

club there is scarcely a club in the state that doesn't have Gardaí involved at some level be it

playing, coaching or administration. Many changes have taken place down through the years

with the buying and developing of the grounds at Westmanstown Sports Centre, the opening

up of membership to civilians, the formation of the Ladies section in 1997 and the formation

of our juvenile section, Westmanstown Gaels in 2004 which has seen unprecedented

growth.

Our members play an influential role in Irish society that extends far beyond the fundamental

aim of promoting Gaelic games. Throughout the history of the Club we have always

reflected the society in which we operate. Our role as members of An Garda Síochaná and

GAA members in Irish society has changed in many ways during that time.

From our formative years we played a key role with the GAA as it developed into a key

social and cultural institution. We continue to provide leadership within the community, serve

and improve the lives of those we come into contact with.

The main objective of this Strategic Plan is to ensure our continued growth and development

as a leading GAA club in Dublin and to create an environment where all our members can

perform to the best of their ability both on and off the field and be the best they can be.

I believe this plan offers a blueprint for our future and addresses the key issues facing the

Club over the next three years and we are meeting these challenges with a new way of

thinking. We are turning these challenges into opportunities for the Club with our players of

all ages and abilities being our main priority.


Throughout the planning process we focused on the best interests of players and members

with our Mission, Vision and Values underpinning and guiding us and the proud heritage of

our club, the honesty in our performance and the significant opportunities for our clubs

future.

I want to pay tribute to John Kissane, Club Chairman who made the plan his priority having

spent three years as Chairman listening to the members. Many hours of hard work and

consultation with our members and key influencers have led us to this point. We hope we

have listened well and taken on board, in the proper manner, the many contributions you

have made over the last year.

We have always shown ourselves to be willing and prepared to adapt to change. I urge and

encourage you to give due consideration to the vision for the future that we describe in this

strategy.

I sincerely believe that successfully implementing this plan is in the overall best interest of

the Club. It will allow us to provide a better Club not only for the current generation but for

those yet to come.

Ar aghaidh linn le chéile

Jim Murphy, Uachtaráin


Teachtaireacht ó Cathaoirleach an Chlub

Is ócáid stairiúl don Chlub lainseáil an Phlean Straitéiseach seo le rath an Chlub a chur chun

cinn 2015-2018 mar a leanann muid ar aghaidh le chéile mar Chlub amháin sa ré íontach

seo.

Message from Club Chairman A Chairde, since I became Chairman of the Club, I have been hugely

impressed by the breadth and depth of the clubs work. At every level, from

the Nursery to the preparation of our adult teams, I have been struck by

the ability and commitment of everyone working on behalf of our club.

They dedicate their time and enthusiasm each week and demonstrate that

Gaelic Games is often about more than the game on the pitch. It is about bringing

communities together, providing young people with opportunities and role models and,

sometimes in the smallest ways, providing a platform for positive change in society.

Delivering this plan will require the hard work of our entire membership. This Plan is not

intended to be a grand mission statement or a far sighted vision for Gaelic Games in our

club. It is a Plan that will enable us to focus our work to ensure the Club upholds its

responsibility to all of our members and is based on three key goals. The first is to give

everyone who wants to participate in our games the opportunity do so in a safe and

welcoming environment. The second is to ensure that across the Club we are collectively

doing everything possible to build successful teams to be the best they can be, at every age

and ability. The third will be governance, the Club must be responsible for governance,

making the right decisions and working together with all our members.

To deliver all of this it is important that we operate effectively and efficiently. To me that

means building strong relationships across the club, listening to our members, making our

club the best we can be. At our Westmanstown facilities I want our players to receive some

of the best training and coaching in Dublin. It is our coaches who play the most important

role in the development of our players, and it is our aspiration that the coaches we provide

will shape the athletic, technical and sporting abilities of the next generation of young Dublin

players.

If we deliver the goals set out in this plan, we will have better players at all levels of the

game, better coaches operating in the club, better teams, better facilities and better decision


making in the clubs governance. In short, we will have laid the foundations for a healthy

future for Garda Westmanstown Gaels GAA Club by 2018.

In developing, progressing and finalising our plan, we have been fortunate to have the help

and guidance of some respected persons, who deserve our greatest gratitude. To Maureen

King and Chris O Brien, thank you. Your professionalism, enthusiasm and dedication to the

project have motivated us all.

On a personal note, I have always believed that confident organisations deliver the best

results. With this plan in place and the right governance structures supporting a committed

and talented team, I am confident that 2015 to 2018 will be a period to be proud of for Garda

Westmanstown Gaels GAA Club.

Is mise, le meas,

John Kissane, Cathaoirleach


Message from CEO, Cumann Lúthchleas Gael Coiste Contae Átha Cliath

A Chairde, at the time of writing, our Chairperson, Andy Kettle

sadly passed away. Andy made an immense contribution to

the Association over the course of his life. He had a great

passion for the GAA and everything he did was focused on

what was best for Dublin GAA. His dedication, enthusiasm and

integrity ensured that we prospered during his reign. In the early stages of the planning of

your strategy, Andy held discussions with Maureen and I am in no doubt that he encouraged

and supported the development of this Plan and wished you every success. It gives me

great pleasure to pen these words for what is a most important occasion for anyone with an

interest in the affairs and activities of Garda Westmanstown GAA Club. Four years ago as

part of the Dublin GAA’s Strategic Plan (2011-2017) we undertook the process of

streamlining our activities by challenging our clubs to devise plans to mirror the one we

developed for Dublin GAA. In our Plan we encouraged clubs to move towards the one club

model and I am delighted to see you have implemented a new structure in your plan that

promotes inclusivity in all gaelic games.

In the period since it has been hugely encouraging to note the number of clubs who have

done exactly that to chart the best way forward and I sincerely hope the excellent contents of

this Plan are brought to bear fully on the activities of the club. It is heartening to see the

pulse of the club here and the development of your excellent playing and social facilities.

Garda Westmanstown Gaels has forged strong links in recent years with leading experts in

Athlete Development, Performance Coaching and Education through its partnership with

Blanchardstown Institute of Technology and I hope it continues for many years to come and

that those who have put long hours and hard work into this plan see the fruits of it in the not

too distant future.

Your club is fortunate to have excellent administrators who follow a number of great serving

members from the Garda GAA Club such as Seán O’Mahony, Senan Connell and Paud

Curran who all gave tremendous service to the Dublin County Board and like our leading

administrator, Andy Kettle, they too always had the well-being and core principles of the club

and Dublin GAA, at heart and did whatever they could through the power of their

personalities, intelligence and common sense to safeguard the best interests of players,

officials, club members and supporters.


http://www.sportsfile.com/id/576256/

I thought it would be a fitting tribute for your pursuit of success for Andy’s sentiments to be

reflected in your plan as they were at the launch of the Unleashing the ‘Blue Wave’.

“Dublin GAA’s strategic plan (2011-2017) outlines the path the Dublin County Committee

(DCC) will take to achieve our vision of positioning Dublin as the leading GAA county.

Achieving our goals will allow Dublin to effectively help the Association to confirm its position

as the leading driver of sport and community development in Ireland.

The continuation of the GAA’s role as the largest generator of social capital in Ireland and

the greatest force for equalising access to sport across the genders is now more necessary

than ever. This position is reinforced by the principle driving the games development policy

of “play and stay with the GAA”. Dublin GAA is also in the best position, due to its extensive

classless club network, to create increased social inclusion consistent with Government

policy. In short it can be a vehicle for Government and local authorities to help redress social

deficit through sport and community-based funding and projects. The County Committee

recognises that Dublin GAA must continue to broaden its base and emphasise participation,

health, wellbeing and community spirit.

After extensive research, analysis and stakeholder consultation we have identified nine

strategic goals that cover all aspects of the County Committee’s activities. These start with

the many thousands of children who experience GAA games from a very early age and who

progress through underage participation, then participation in club activity leading to

representing Dublin in the inter-county competitions right through to those volunteering and

being involved in all aspects of club and County Board activities.

The current county committee structure has served Dublin well but today’s challenges

dictate that we cannot stand still. We must ensure that the county committee is itself

adequately resourced and is supported by strong sub-committees such as brand and

commercial development, infrastructure and finance.

In working towards our vision we will create opportunities for all Dubliners to engage with the

games and other activities in a way that suits their life stages, lifestyles and aspirations.

We will continue to monitor social and demographic trends and respond positively to such

changes while protecting and adding to our values to ensure that Gaelic games will continue

to be meaningful and consequently grow and make a positive contribution to the quality of

life for people living in Dublin.


We will provide clear pathways of excellence for our talented juveniles, both male and

female, so that they are given every chance to achieve success in club and inter-county

competitions at the highest level of our games. Dublin GAA, which is pivotal to the future

wellbeing of the GAA and the Dublin County Committee, looks forward to working with the

Leinster and Central Councils of the Association and the people of Dublin over the coming

years to convert our goals and aspirations into reality.

We enjoyed unparalleled success on the inter-county playing fields this year. This success

was a result of hard work and planning by a large number of dedicated people across the

GAA community in Dublin. We need to build on this success and this Strategic Plan will

provide the pathway to future achievements. This is a beginning, not an end. Féadfaidh sé

chuid eile i síocháin

I wish to thank you for the tremendous work you have done in the promotion of gaelic games

and wish you the best in your pursuit of success.

John Costello, CEO


Message from Garda Commissioner (as gaelige)


Methodology “This plan needed to be developed by and reflect the views of all the membership”A prerequisite in developing this strategic plan was to ensure it reflected the views,

experiences and ideas of the entire membership. One of our core values is

to “work together for the enjoyment and benefit of all our members”. This

plan fully honours this value and reflects what is important both for the club

and us as individuals. A multi-method approach was used to collect and collate

the data consisting of one to one engagement, focus groups, meetings

with expert groups, workshops and a survey.

A ‘Steering Committee’ was established and represented all sections from across the Club.

The main purpose for this committee was to manage the process of developing the plan,

provide direction to ensure the views of all the key stakeholders were considered and make

decisions that were impartial and represent the best interests of all members.


The Steering Committee comprised of:

Maureen King ChairpersonChris O’Brien Strategic PartnerJim Murphy Club PresidentJohn Kissane Club ChairmanBrian Keville Committee Member Alan Lynch Club Treasurer Geraldine Cullothy Westmanstown Gaels/Parent John Stinson Westmanstown Gaels/Parent Keith Halley Player Barbara Tighe Player

The process for developing the strategic plan was designed to combine the expertise within

the club and the GAA, with best practice principles from external experts and other business


and sporting bodies. It was essential that our mission, vision and values were the pillars on

which the plan was developed and guided our decision making process.

The plan should have clear objectives and meet our immediate needs as well as the medium

to long term objectives of our club. The Steering Committee believe this plan outlines the

roadmap that must be taken to ensure that the successes and achievements of our past are

built upon and our future ambitions are moulded by the ideas and beliefs of all our members.

It was important that the Chairperson of the Steering Committee not only had the right skill

set and competency to steer the group but had a combined knowledge, education and

experience in the GAA and Business. The Chairman, John Kissane appointed Maureen King

to Chair the group.

Maureen has achieved at the highest levels in the GAA and her

chosen career. She has a strong family background in the GAA,

representing Dublin Ladies GAA at Minor and Junior level and winning

a Junior All-Ireland in 1989. She has served two terms as County

Secretary and County Chairperson of Dublin Ladies GAA. She is

currently Chairperson of the Higher Education Colleges (HEC) of LGFA. She has served on

numerous GAA sub-committees over the past 25 years. Maureen was Secretary of the

Social Awards Committee in Croke Park during Seán Kelly’s presidency of Cumann

Lúthchleas Gael from 2003-2006. She has excellent leadership and people skills with a

background in managing high performing teams. Both her son’s Graham and Ed are also

passionate about the GAA. Her passion and drive for helping people achieve to the best of

their ability is infectious.

Our strategic partner, Chris O’Brien was brought on board in true GAA fashion by receiving a

phone call from Maureen along the lines of ‘would you mind giving me a hand with

something, it will only take an hour or so’, months later he is still with us.

Chris has spent over twenty years of his career as a senior manager in

the power and telecommunications industry. He has a BA in Business

Management and an Executive Masters (MBA Hons) in Leadership. His

expertise is in strategy and planning, specialising in change

management and business transformation.

He played hurling and football with O’Toole’s GAA club up to Junior level but hung his boots

up to concentrate on martial arts where he progressed to 3 rd dan black belt. He competed at


the highest level in his chosen sport achieving success at national level. He is a qualified

referee with the Japanese Karate Association (JKA) at national and international level.


One to OnesApproximately 30 in-depth interviews were held with members, players, parents and

committees from all sections of the club. There was excellent participation and engagement

where a broad range of issues and opinions were expressed candidly. The passion exhibited

by many of the participants demonstrated how important the issues are to the members and

that the desire and commitment that characterised the club in the past is still alive and well

today.

Club Survey / QuestionnaireA survey was designed using the outputs

from the interview process and everybody in

the club was encouraged to take part and

complete the survey online. To ensure the


confidentiality of the data and encourage frank engagement each member of the club was

sent a link to the hosting site where no information was sought which would enable the

identification of any participant. The engagement, interest and standard of debate was

excellent and left the committee under no illusion that the aspirations of the broad

membership were ambitious but achievable.

“I am delighted that my kids have been welcomed and encouraged to have fun while playing sport in a safe environment”

There were 143 responses which is a participant rate of 30%. Some of the key findings from

the survey were:

95% of respondents believed that the Mission, Vision and Values reflects how they

see the club today and into the future.

70% of participants stated that “Friendliness, Comradeship and a sense of

Community is what they like most about the club.

76% of respondents said that they would consider volunteering in some capacity in

the club.

95% of respondents believed that there should be more promotion of the club in local

schools and colleges.

93% of respondents believed that the club should have a structured coaching model.

86% of respondents agreed or strongly agreed that senior players should play a part

or contribute to juvenile coaching.

95% of respondents agreed or strongly agreed that there should be a structured

pathway for juvenile players to move to adult teams.

Expert Group

A key success factor of this plan was the early engagement of leading experts in the field of:

Athlete Development, Martin Kennedy, Managing Director, NADA, National Athlete

Development Academy

Performance Coaching, Caroline Currid, CEO/Founder, Unica Performance

Public Relations, Eileen Dunne, Newscaster RTE

Excellence in Finance and Marketing, Ciaran Conway, Commercial Manager,

Leopardstown

Facilities Management, Pat O’Sullivan, Head of Group Property Services, eircom


This level of expertise ensured that the plan was developed with excellence, new ways of

thinking, new methods and philosophies which where aligned with the vision of the club.

WorkshopsThere were two well attended workshops held in Westmanstown Sports Centre which were

facilitated by a number of leading experts from the business and sports communities. The

breadth of knowledge and competence of the facilitators and their standing within their areas

of expertise was a reflection of how important the club viewed this exercise. Their

engagement was critical to the overall process and was the culmination of a sustained effort

by the committee.

Data EvaluationAfter significant research, consultation and analysis seven key areas emerged and are seen

as central to the restructuring and development of the Club. These seven key areas have

been developed into seven themes which will outline the goal of each theme, the expected

outcome, the timeline for each aspect and who has responsibility for delivery.

To achieve the desired outcome from this consultation and planning process it is critical that

the right people agree and are assigned to delivering the different elements of the plan. The

successful delivery of the plan will preserve the uniqueness and history of our club and allow

us to adapt and grow to meet the challenges that the changing environment, in which we

live, play and operate presents.

Spring of 1922, Our Heritage

Garda Westmanstown Gaels GAA Club is unique in its history. Originally known as the Civic

Guards GAA Club it came into existence in the spring of 1922 when the Dublin County

Board accepted our request for affiliation. Due to the circumstances of the time when the

new Police Service and indeed the State had just been formed it was another year before

the hurling and football teams participated in competition.

The first Commissioner of An Garda Síochaná, Eoin O’Duffy was a keen supporter of

Gaelic Games and trawled the country with determination to encourage the best young

footballers, hurlers and handballers to join the Force and play with the newly formed

GAA Club in Dublin. It was the start of a very unique, fruitful and long association

between An Garda Síochaná and Cumann Lúthchleas Gael. The policy of recruiting 18 Pursuit

of Success

some of the best players in hurling and football from around the country proved very

fruitful in the 1920’s with the club winning two football and five hurling championships.

The club has been involved in the Dublin GAA scene since it's foundation with varying

degrees of success. The 1930’s was a particularly successful era with the footballers

winning three County Championships and three Leagues in succession.

In 1948 a very strong Garda team won the county championship, Captained by Brendan

Lynch of Roscommon. Also on that team were Tom Langan of Mayo and Paddy

Kennedy of Kerry who are considered two of the all-time greats of football.

The club continued with reasonable success during the 1950’s but an ageing squad and

lack of recruitment in the early 1960’s led to the club withdrawing from competition in

Dublin GAA.

In 1968, the Phoenix rose from the ashes when the club was reformed around a group

in Pearse St. Garda Station including Mick O’Connor, Phil Cahill, Jim Murphy, Willie

McGee and the late Seán O’Mahony. With a new recruiting drive to the force the Garda

Club was back in business and has been ever present since. The 1980s and early

1990s was a particularly successful period winning the Dublin Intermediate

Championship and Division 1 of the League and unlucky not to win a county Senior

Championship. This team included some of the stars of the era like John Newton,

Dermot Deasy, Willie Hughes, John McGrath, Jack Sheedy, Davy Byrne and Ashley

O’Sullivan.

Many changes have taken place over recent years with the buying of the grounds at

Westmanstown Sports Centre which is one of the finest venues in the county, the

formation of the Ladies section in 1997 and the opening up of membership to civilians.

During this time a tradition emerged with the inception of the Garda GAA Tours which

took gaelic games and our members to many cities across the world which was unique

to our club. The chief organiser of these tours, Eugene O’Sullivan, reflects back:

Our tours, a part of our heritage and unique to our club‘During after match discussions and committee meetings in the late 1970’s and early

1980’s suggestions of a trip to the US often arose during any other business. It seemed

like a flight of fancy but the Chairman at the time the late Michael Enright along with

other club officers such as Jim Murphy and Willie McGee didn’t think so.


On 3rd October 1980, the first tour left for New York with six wonderful adventures to

the US and Canada to follow. Along with trips across the Atlantic, the club also toured

Barcelona and London making a total of nine overseas visits in the last 35 years surely

a record for any GAA club.

Many friendships made on tour with the various police departments and GAA clubs

have stood the test of time and we have been delighted to reciprocate the hospitality

and camaraderie when they visit Ireland.

The games on tour were always keenly contested but sometimes the hospitality of our

hosts took its toll and while winning most of the clashes we had our fair share of defeats

as well. Games that come to mind are on the first visit to Boston in 1980 we played a

New England Selection for the John Morley Memorial Cup in memory of our comrade

who was murdered in a bank robbery along with Henry Byrne in Roscommon earlier

that year.

Things took a new direction in 1998 with the emergence of the NYPD GAA Club "The

Finest" who hosted us in Gaelic Park. This was to be the start of a whole new era with


NYPD coming to visit in 2002 and with the deletion of Rule 21 of the GAA the formation

of clubs in the PSNI and the London Met. Initially it was a game against the PSNI

annually for the George MacCarthy Cup. George MacCarthy is perhaps the forgotten

member of the group who founded the GAA in Hayes Hotel in Thurles in 1884.

In 2005 things took a step further with the first Tom Langan Cup competition. This

continues between the four police GAA clubs on a biannual basis with each club hosting

in turn. Tom Langan played with the Garda Club in the 40’s and 50’s and was the star

full forward on the Mayo team who won two All-Ireland medals. He was chosen as full

forward on the team of the century and is recognised as the best footballer ever to

serve in An Garda Síochaná.

The tours were always a great morale booster for the club and who knows the

combined forces of Garda Westmanstown Gaels may return in the future and line out

again in Gaelic Park, Golden Gate Park or Kapiolani Park in Hawaii. We cherish the

wonderful memories and lifelong friendships we made on these tours.

Spring of 2004, New Beginnings

2004 was the year a decision to start a juvenile section, Westmanstown Gaels was

taken under the then Chairman, George Kyne. By opening up the clubs facilities to local

children to play gaelic games it integrated the Garda GAA Club in the local community

and with young players coming through strengthened the club.

Westmanstown Gaels first came into being at the AGM of the Garda GAA Club in

November 2003. Having been formally approved by the Dublin County Board in early

2004. The inaugural Summer Camp in August 2004 was attended by more than 60

children and having recruited 35 of the attendees to Westmanstown Gaels the juvenile

club convened our first historic training session on the 11th September 2004. In

November, the Gaels played their first friendly match against our neighbours Lucan

Sarsfields. The following year, on the 5th March 2005 our first under 8 team took to the

field under the Go Games rules and the following month on 9th April our girls played

their first game against Templeogue Synge Street at under 10 level.

The official launch of the Juvenile Section was held on the 28th June 2005 and presided

over by the then GAA President Seán Kelly in Westmanstown Sports Centre. The


juvenile section of the club blossomed with the numbers of boys and girls now in excess

of 300. Our success stems from our thriving nursery and our focus has always been

on ensuring that we create and maintain a safe, friendly and happy environment for our

underage players to play gaelic games and to make lifelong friendships.

Spring of 2014, Pursuit of SuccessDue to the uniqueness of our club, the mix of police & civilian members and the changing

demographics of our population the need arose to develop a strategic plan to ensure the

continued growth and development of our club as a leading GAA club in Dublin.

The Strategic Plan is essential for the club to meet the significant challenges this new

environment poses. Among the key challenges is Finance, Athlete Development, Facilities

with Membership being the singles greatest challenge that faces the club. This brought

about the need for a fundamental change in the recruitment of new members and it impacts

on all the key challenges.

Our Members Members 2015 Adult JuvenileTotal No. 73 306Total No. of Teams 4 13

Our Demographics The graphs below show

the age profile of boys and

girls in the greater

Blanchardstown /

Lucan/Castleknock area

(CSO 2014). It is important

that our strategic plan

understands these

population trends and uses

the increases to our

advantage. Our future players and members will emanate from two distinct groups, new

recruits into the Garda and young people from our local community. Our communications

and engagement model should be cognisant of the significant challenges in providing 22 Pursuit

of Success

communities with sports and recreation opportunities. Community remains a key value for

Dublin GAA. “The modern GAA club in Dublin is not a single-dimension, team-based

organisation, but a family-focused organisation that provides sporting, leisure and social

activities for males and females of all ages in its community” (The Blue Wave).


Mission, Vision and ValuesA key milestone in the

Strategic Planning was the

development of a Vision,

Mission and set of Values for the Club. The values are the heart and soul of our Club and

they are what bind us, what makes us unique and what attracts more and more players,

members, volunteers and supporters.

Creating an environment where our members can be the best they can be, by Maureen King, Chairperson, Strategic Committee

From a young age, mam and dad always told us just to be the best that we can be, not to

compare ourselves to anyone else, to work hard and to reward effort. This has been my

philosophy in life and has served me well up to now. Being involved in sport both on and off

the pitch for over 30 years, I have learned a lot and have been fortunate to have played with,


met and worked with many great people in all aspects of sport and at all levels. I cherish the

wonderful lifelong friendships I have made.

Developing a strategic plan was always going to be a challenge for a club as unique as

ours. It is very rare to come across a generic blueprint on how to develop, perform and

maintain an organisation that is suitable and effective for all circumstances. It is completely

dependent on the people involved, the guiding culture and the beliefs of those who

influence opinion. It would be naïve to believe that a blueprint or generic plan previously

developed would have the same significance as a custom built plan designed for our club

and our member’s needs.

The ultimate goal is to achieve success and success comes in many guises, but what does

success look like for our club? Now there’s a question that one could get many different

answers to. The underpinning strategy and vision for our club can be defined by a quote

from one of the greatest coaches of all time, John Wooden

‘success is peace of mind attained only through self-satisfaction and knowing you’ve

made the effort to do the best of what your capable of’

Having worked closely with some of the leading experts in Athlete Development, Coaching

and Education, Performance Coaching, Inter County Management and Players and

Administrator at all levels of the GAA, I have witnessed this ideology in practice and it has

re-enforced my beliefs.

We have made every effort to take current research, new philosophies and best practices

into our plan so a new way of thinking can evolve to create an environment where all our

members can be the best that they can be.

I believe sport is about making people better, particularly our young people and it is equally

important to have fun. This may sound somewhat philosophical and maybe it is. If our

success is solely about winning trophies then this plan will not deliver our vision. By placing

a greater focus on making people better and creating the right environment for them to

perform to the best of their ability, victory becomes the byproduct of our success.

The crucial stage of any plan is in its implementation as this is where most strategic plans

fail. The success of our plan is about having the right people in the right positions with the

passion and will to drive change. I believe the timing is right for the club to implement a

strategic plan as the structures have been put in place and the right people appointed.


To all members, all that is asked of you is that you behave in line with our core values and

keep our mission and vision to the forefront of your mind in your decision making.

And finally, in the words of Coach John Wooden, “Things turn out best for the people who

make the best of the way things turn out”. Be the best that you can be …

Seven Strategic Themes During the planning process seven themes emerged as the key challenges the club faces.

In setting out the overall aspiration of where the Club wants to be in terms of its development

by 2018 objectives will be realised through a goal and supporting actions, ownership of each

action, expected outcomes and timelines illustrating how the objectives will be achieved was

developed.

Club Structure

Communication

Athlete Development

Club, Culture & Community

Finance

Facilities

Membership

Pursuit of Success


What gets measured gets doneTheme 1 Club Structure

Our Goal: Develop a long term sustainable Club Structure that will deliver and support the implementation of the Strategic Plan and align with the

One Club Model.Key Action Outcome Timelin

eOwner

1 Adopt a Mission, Vision and set of Values for the Club that will guide and steer the development of the Strategic Plan and its implementation

Mission, Vision and Values adopted by Executive Committee

2015 Executive Committee

2 Review the club structure and make recommendations for a new structure that will enable the successful implementation of the Strategic Plan and is aligned with the One Club Model

Club Structure redefined ensuring the role of the Executive Committee as the primary decision making body in the Club


3 Review the structure of sub-committees and

Sub-committees re-defined



make recommendations for the creation of new sub-committees that will enable the successful implementation of the Strategic Plan

with responsibilities for the running and promotion of games within Club

4 Appoint and co-ordinate the work of all sub-committees

Each sub-committee will have a member of the Executive appointed as Chairperson of the relevant sub-committee


5 Outline responsibilities for each sub-committee

Agree responsibilities of all sub-committees and issue to respective Chairpersons


6 Establish a Governance Model for the management, administration, communication and reporting between the Executive committee and sub- committees within the Club

Governance Model implemented



The Club Executive will consist of:

Club President Vice President Chairperson Vice Chairperson Secretary Assistant Secretary Treasurer Registrar PRO Child Welfare Officer Athlete Development Officer (ADO) Irish Language and Cultural Officer Facilities Management Officer (FMO) Commercial Officer (CCO) Player Representative Chairperson of each of the sections (Hurling, Football,

Ladies Football, Camogie, Handball, Rounder’s and Coiste na nÓg)


Vice President

Assistant Treasurer Treasurer Vice Chair Secretary Assistant

SecretaryPresident

Chairperson

Commercial Officer

Children͛$s Officer

Cultural Officer

Men $͛s Football

Chair

Ladies Football

Chair

Camogie Chair

Coiste na Nog Chair

Rounders Chair

Athlete Development

Officer

PRORegistrar

Facilities Chair

Players Rep Handball

Chair

Men $͛s Hurling Chair

The Executive Committee have overall responsibility for managing the business affairs of the club by:

1. Conducting an AGM on an Annual basis 2. Determine the club membership subscriptions and the collection of same 4. Governance and transparency of the club 5. Implementation of the Strategic Plan 6. Sole employer of employees for the Club and management of employees 7. Appoint a Club Commercial Officer to manage the relationship with

Westmanstown Sports Complex 8. Develop an Annual Budget for the Club and allocate central funds as required9. Responsible for representing the entirety of the club with local

authority and third party bodies. This does not preclude day to day 30 Pursuit

of Success

operational contact by representatives of sub committees with outside bodies such as the Dublin County Board

10. Appointment and co-ordination of the work of all sub-committees 11. Distribution of quarterly aggregated accounts to the sub committees

not later than three working weeks following the closure of the period

12. All capital expenditure in relation to the provision of incremental facilities for the club will be authorised by the Executive

13. Ratification of membership of all committees within the Club14. Responsible for all disciplinary matters, including complying with the

rules of the GAA15. The Executive will foster and promote co-operation between all units of the Club16. Implementation of the Strategic Plan

Structure of sub-committees

Coiste na nÓg

Chairperson Secretary Treasurer/Registrar PRO Child Welfare Officer Juvenile Athlete Development Officer x 2 (Hurling and Football)

o Representatives will sit on Athlete Development sub-committee

Nursery Development Officer Juvenile Hurling and Football Co. Board delegates Cultural and Language Officer

Responsbilities1. Liaise with the Child Welfare Officer to ensure implementation of the

highest standards of child protection within the club2. Management of all underage football and hurling fixtures in

conjunction with the respective juvenile hurling and football committees

3. Liaising with the Communications committee to promote all games and events

4. Responsible for fundraising for the promotion and development of juvenile football and hurling in the club within the framework agreed with the Executive Committee


5. Appointment of any juvenile football and hurling coaching officers for ratification by Club Executive

6. Development of a juvenile football and hurling development and promotion plan for the club, in conjunction with the respective adult football and adult hurling committees

7. Submit underage facilities requirements to the Facilities committee8. Provide a monthly summary to the Club Executive of all underage

activities9. Financial accounts to be submitted on a quarterly basis to the Club

Executive

Camogie

Chairperson Secretary Treasurer/Registrar PRO Athlete Development Officer x 2 (nursery and adult)


Child Welfare Officer Players representative Co. Board Delegate Cultural and Language Officer

Responsibilities 1. Management of all Camogie activities2. Appointment of all Camogie coaches and selectors for ratification by

Club Executive3. Liaising with the Communications committee to promote all games

and events4. Responsible for fundraising for the promotion and development of

camogie in the club within the framework agreed with the Executive Committee

5. Development of a camogie development and promotion plan for the club

6. Submit the camogie facilities requirements to the Facilities committee

7. Provide a monthly summary to the Club Executive of all camogie activities

8. Financial Accounts to be submitted on a quarterly basis to the Club Executive

Men’s Football & Hurling


Chairperson Secretary Treasurer/Registrar PRO Athlete Development Officer x 2 (Football and Hurling)


Players representative x 2 (Football and Hurling) Co. Board delegates Cultural and Language Officer

Responsibilities 1. Management of all Adult Football & Hurling activities2. Appointment of all Adult Football & Hurling coaches and selectors

for ratification by Club Executive3. Liaising with the Communications committee to promote Adult

Football and Hurling fixtures and events4. Responsible for fundraising for the promotion and development of

Adult Football and Hurling in the club within the framework agreed with the Executive Committee

5. Development of an adult football and hurling development and promotion plan for the Club

6. Submit the Adult Football and Hurling facilities requirements to the Facilities committee

7. Provide a Monthly Summary to the Club Executive of all activities8. Financial Accounts to be submitted on a quarterly basis to the Club

Executive.

Ladies Football

Chairperson Secretary Treasurer/Registrar PRO Athlete Development Officer x 2 (nursery and Adult)

o Representatives will sit on Athlete Development Sub-Committee

Child Welfare Officer Players representative Co. Board delegate Cultural and Language Officer

Responsibilities1. Management of all Ladies Football activities2. Appointment of all Ladies Football coaches and selectors for

ratification by Club Executive


3. Liaising with the Communications committee to promote all ladies football games and events

4. Responsible for fundraising for the promotion and development of Ladies Football in the club within the framework agreed with the Executive Committee

5. Development of a ladies football development and promotion plan for the club

6. Submit the Ladies Football facilities requirements to the Facilities Committee

7. Provide a Monthly Summary to the Club Executive of all Ladies Football activities

8. Financial Accounts to be submitted on a quarterly basis to the Club Executive

Rounders and Handball

Chairperson Secretary

Responsibilities1. Develop a plan to promote Rounder’s and Handball in the Club

Finance Committee Chairperson (Treasurer) Treasurer representative from each sub-committee Commercial Officer

Responsibilities: 1. Overall financial management and governance of the Club 2. Issue audited accounts to the Club for the AGM 3. Co-ordinate and agree parameters of all fundraising activities for the

overall Club and for the units managed by sub-committees of the Executive

4. Co-ordinate the collection of all membership fees 5. Publish quarterly accounts on behalf of the Executive 6. Liaise with banks and third party financial organisations on behalf of

the Executive 7. Develop Annual Budget for the Club including the dispersal of funds

to club units 8. Support Commercial Officer in sourcing and managing Club sponsor

partners Athlete Development Committee

Chairperson (Athlete Development Officer) Secretary Representative ADO’s from all sub-committees


Club GPOResponsibilities:

1. Overall management of Athlete Development 2. Manage and co-ordinate the current athlete development

requirements in co-operation with the ADO from each section.3. Conduct an audit of all existing coaching qualifications 4. Carry out a needs analysis with each section of the Club 5. Develop an Athlete Development Programme for the period 2015-

2018

Facilities Committee

Chairperson (Facilities Officer) Secretary of each games sub-committee

Responsibilities: 1. Manage and co-ordinate the current facilities requirements of all

sections 2. Conduct an audit of all existing facilities 3. Carry out a needs analysis with each section of the Club 4. Develop a Facilities Plan for the period 2015-2018 for the Club 5. Liaise with local authorities and develop partnerships with same 6. Develop partnerships with local schools and universities 7. Develop a plan for any immediate facility upgrades

Communications Chairperson (PRO) PRO representative from all sub-committees Commercial Officer IT Representative

Responsibilities: 1. Develop a Communications Plan for the Club 2. Develop a project plan for the consolidation of the club websites 3. Develop a club member database 4. Develop a consolidated social media presence for the Club 5. Develop a single newsletter for the club both Electronic and print

media 6. Submit monthly communications report to the executive7. Co-ordinate and manage the club membership survey on an annual

basis 8. Support the Commercial Officer in developing a brand identity plan

for the Club 9. Partner with the local media to raise the profile of the Club locally

Club, Culture and Community Chairperson (Cultural and Language Officer) Cultural and Language Officer from all sub-committees

Responsibilities:


1. Develop designated section on the website to attract and communicate with the community members interested in Scór and the Irish language

2. Evaluate the potential of setting up a Scór group in the Club 3. Build partnerships with other local Scór groups 4. Develop a project plan to host a Community Open Day in the Club

each year 5. Develop a health and lifestyle program 6. Introduce recreational games for the Club7. Establish links with local community groups

Facilities and Development 1. Manage and co-ordinate the current facilities requirements of all

Club units 2. Conduct an audit of all existing facilities 3. Carry out a needs analysis with each section for the Club 4. Develop a facilities plan for the period 2015-2018 for the Club 5. Liaise with local authorities and develop partnerships with same 6. Develop partnerships with local schools and universities re: facilities 7. Develop a plan for any immediate facility upgrades that can be

completed

Theme 2 Membership

Our Goal: To retain the current number of players, coaches, administrators, parents and members and increase the overall membership by 10% over the next three years.

Key Action Outcome Timeline

Owner

Membership 1 Appoint

Membership sub-committee

Membership committee appointed with representative from each section of the club


2 Develop a Membership Plan to retain current members and

Present Membership Plan to Executive

2015 Registrar


target new members

Committee for adoption

3 Develop a partnership agreement with local schools and Colleges to raise the profile of the Club

Develop a Strategic Partnership with Institute of Technology Blanchardstown (ITB)

Organise Annual School Blitz inviting all schools in the local community to participate

2015

2016

Athlete Development Officer

4 Carry out review of existing membership model and evaluate the benefits and types of membership in comparison with competing clubs

Present new membership model to Executive Committee to include Family Membership and Single Membership options

2016 Registrar

5 Develop Membership Loyalty Scheme Pack for targeting local businesses to obtain discounts for club members

Present Membership Loyalty Scheme Pack to Executive Committee

2016 Commercial Officer

6 Review a ‘no pay no play policy’ for

Present to Executive

2016 Registrar


players Committee for implementation in 15/16

7 Complete a review of the current methods for paying membership fees

Build capability on club website for processing annual club membership fees

Implement new methods of payment

2016

2016

Registrar

8 Research options for club membership card

Engage with Dublin GAA to align with implementation of new GAA Membership Card

2015 Registrar

9 Design and develop Membership Database to include past and current member’s details

Develop Data Retention and Deletion Policy

Design questionnaire to capture views of new members and

Club Registrar to maintain Membership Database in accordance with Data Protection guidelines

Implement new Policy

2017

2017

2017

Registrar

Registrar

Registrar


leavers

Theme 3 Finance

Financial Management Fundraising Sponsorship

Our Goal: Promote Financial Excellence and develop a plan that will finance all the current commitments and future investments needed to deliver and support the Strategic Plan.


Owner

Financial Management

1 Appoint Finance sub-committee, chaired by Club Treasure to review the current financial commitments of the club and oversee the activities of the Fundraising, Sponsorship and Membership sub-committees

Present a financial report and budget to Club Executive of all income and expenditure including outstanding loans

2015 Treasurer

2 Evaluate potential of migrating the finances within the club to a single governance structure

Present a recommendation that is aligned with the GAA Financial Structure and Governance

2015

2016

Treasurer

Treasurer


Review opportunities of what funding the new structure may bring

Present Report toExecutive on potential opportunities and plan for applying

3 Develop Annual Budget template to effectively manage all club finances

Annual Budget template aligned with GAA framework

Each sub-committee to use finance template and submit their budgets to Executive Meeting 1 month prior to new season

2016 Treasurer

4 Develop Income and Expenditure reporting template for recording of all Finances for each sub-committees

All sub-committees to submit up to date Financial Accounts to Club Executive every quarter

2016 Treasurer

5 Develop a Marketing Plan to maximise the yield from the facilities within Club

Present Marketing Plan to Club Executive



Sponsorship1 Appoint

Sponsorship sub-committee reporting to Club Treasurer to review existing sponsorships, develop a sponsorship model

Present new Sponsorship Model to reflect value of Sponsors and Partners Rights to Club Executive


Fundraising 1 Appoint

Fundraising sub-committee reporting to Club Treasurer to liaise with all sections of the club and propose yearly Fundraising Events

Hold an Annual Club Fundraising Event involving all sections of the club

Each section to hold an Annual Fundraising Event to fund their activities

2016

2016

Executive Committee

Sub-committee Chairperson.

2 Review the benefits of club lotto to include all members

Present proposal on the viability of a club lotto

2017 Treasurer


Theme 4 Communications

Our Goal: Develop a Communications Plan that ensures effective communication with our members, officers, media and commercial partners.


Owner

1 Appoint a Communications sub-committee to be chaired by Club PRO

PRO of all sub-committees to be represented on this committee.


2 Develop a Communications Plan that will ensure appropriate methods of communication with all members of the club and external stakeholders

Present the Plan to Executive Committee

Present Communications Plan to Club Executive

2015

2015

PRO

PRO

3 Select partner to commission one club website

Consolidate Adult & Juvenile websites to one club websitePhase 1 –Carry out review of requirements.Decommission existing

2015

2015

PRO


websites.Launch new Website

Phase 2 –Enhance website to enable members to pay club membership on-line

Phase 3 - Develop Online Club Shop

2016

2017

4 Develop a consolidated Social Media presence for the Club

Implement GAA Social Media Policy to all Club Members

Enable Social Media on club website consolidating Facebook and Twitter accounts

2015

2015

PRO

5Develop a Club newsletter in print and electronic formats

Issue Club Newsletter every quarter to all members

2016 PRO

6 Increase community profile by developing Garda

Engage with businesses, schools and colleges in the

2016 PRO


Westmanstown Gaels GAA notice boards in the local community, schools and colleges

community

7 Evaluate the potential of developing a smartphone App for the Club

Present project plan and cost to Club Executive

2016

8 Introduce an electronic notice board showcasing all Club events and games in the Club lobby

Present project plan and cost to Club Executive

2017

Theme 5 Athlete Development

Our Goal: Develop an Athlete Development Programme that will enable players and coaches to reach their full potential.

Athlete Development


Owner

1 Appoint Athlete Development Officer (ADO) on Club Executive Committee

New structure to include role of ADO

2015 Athlete Development Officer

2 Appoint an Athlete Development Committee

Sub-committee to be appointed



comprised of Coaching Officers from each sub-committee to facilitate exploring synergies and areas of common interest in allowing players to reach their potential

3 Develop a strategic partnership with Centres of Excellence in Best Practices in Coaching Standards to deliver Coaching Standards & Child Protection

Present Plan to Club Executive


4 Develop Athlete Development Plan of best practice coaching philosophies and policies building a framework for all age levels

Present Athlete Development Plan to Club Executive

2015 – 2017


5 Develop a Coaching Education Clinic Calendar with support from respective Co. Boards to provide

Build capability on website to feed in Coaching Education Programmes



on-going coaching and development for coaches from all codes within the club

ran by all codes

6 Develop Player Retention Program for key drop off age levels in conjunction with themembership committee



7 Appoint Player Representative on each sub-committee for each code and appoint 1 person to represent all players on the Executive Committee


8 Chairperson and Committee representatives to meet with Development Officers of respective County Boards to access support structures provided by Dublin GAA


9 All club coaches 2016 Athlete 46 Pursuit

of Success

to attend Annual GAA Coaching Conference to ensure continued development in best coaching practices

Development Officer

Juvenile Athlete Development


Owner

1 Adopt GAA ‘Our Games, Our Choice’ policy and promote proactively in the Club


2 All Team Mentors to complete GAA Child Welfare programme including Garda Vetting


3 Establish a program to achieve a target of 5:1 player mentor ratio


4 Appoint a Games Promotion officer (GPO) who will report to the Athlete Development Officer (ADO)



5 Create a framework for each code to target a minimum of 1 x Level One coach with all other team mentors having a minimum Foundation Level coaching award for all club teams



6 Establish targets for minimum amount of games and game time for each age group



7 Conduct Annual Review of performance of each age group and establish reasons for player drop out

Present Report to Club Executive


8 Establish links with all local primary & post primary schools

Evaluate alternative approaches to increase club capacity and numbers playing at underage level

2015

2015




in conjunction with membership sub-committee

9 Implement and promote the RESPECT initiative within the Club


10

Develop parent foundation level coaching program for Club nursery



11

Develop induction program for all new players and parents



12

Develop a program to promote the adoption of juvenile teams by senior panel members



13

Develop coaching support pack for all team mentors



14

Develop Annual underage Coaching Forum




15

Complete an audit on participation level of all teams



16

Develop Player feedback survey process for all codes that will assist the club to provide the best possible player experience – survey to be issued yearly



17

Appoint Referee Co-ordinator to sit on Coiste Na Óg


18

Develop club referee programme to recruit and appoint under age referees



Theme 6 Club, Culture, Community

Our Goal: The Club will strengthen links with all Communities attracting and retaining active players, members and volunteers from all communities in our society.



Owner

1 Appoint Cultural Officer to promote family and community activities in the Club


2 Cultural Officer to complete Training Programme provided by Dublin GAA

Cultural Officer

3Develop Plan of Family and community activities

Cultural Officer

4 Host Annual Community Open Day in the Club each year

2016 Cultural Officer

5 Establish links with local Community Groups

2015 Cultural Officer

6 Develop designated section on the website to attract and communicate with the community members

2015 PRO/Cultural


interested in the Irish language

7 Evaluate the potential of setting up a Scór group in the Club

2016 Cultural Officer & PRO

Theme 7 Facilities

Our Goal: Develop best in class facilities for our players and members, promoting an all-inclusive culture of lifelong participation that delivers success at all levels.


Owner

1 Appoint a Facilities sub-committee to include representatives from all sections of the club.

Facilities sub-committee appointed with agreed terms of reference


2 Carry out facilities needs analysis based on current usage and future needs.

A comprehensive needs analysis completed encompassing the current and future needs of all sections of the Club

2015 Facilities Management Officer

3 Develop 3 year Facilities Plan based on the output from the needs analysis.

Facilities plan completed and signed off by Executive Committee,



including feasibility analysis, timelines and costs for all initiatives

4 Evaluate the potential to partner with schools, colleges, county councils.

Collaboration with schools, colleges and County Councils on the optimisation of grounds and facilities sharing


5 Develop a Plan to upgrade dressing rooms.

Present Plan to Executive Committee and completed as part of implementation of Facilities Plan

2015 Facilities Management Officer.

6 Evaluate potential for developing a ‘Juvenile Recreational Room’ in Club house.

To be completed as part of the Needs Analysis and present to Executive Committee

2016 Facilities Management Officer.


VolunteerismThe GAA is a volunteer lead organisation and it is the envy of many sporting organisations

all over the world. The role of the volunteer is vitally important to the continued success of

the Club and in line with the goals of the GAA Action Plan 2011-2017 and Unleashing ‘The

Blue Wave’, a strategy for Dublin GAA 2011-2017 we will invite volunteers to an Annual

Volunteers’ Forum that will focus on how important their work is to the Club. This forum will

discuss:

what resources volunteers need to maximise their contribution;

o best practice on recruiting, retaining and educating volunteers;

o how to develop our skills;

o and tools to celebrate excellence

volunteers will also communicate with the leadership team on:

o the progress of the Club;

o areas for further development in the Club; and

o their ideas to improve the impact volunteers make in the Club.

A Volunteer I AmWritten by Maureen King

Twenty-four hours in every day,Where can I go to give some of it away?

For my time is a giftMy experience gold,

This is not something that should be sold

A jersey to wash, a meeting to attendA player to coach, correspondence to send

A community, a family, a DNALifelong friendships make up the GAAA match to play and maybe to referee

This is where I want to be

I simply have time to give quite awayTo help those in need and brighten their day

For my time is my ownI give it for freeA volunteer I amA volunteer I'll be


Acknowledgements

Many people have contributed to the development of this plan. It would be impossible to

thank every individual and organisation individually but Garda Westmanstown Gaels GAA

wishes to acknowledge the appreciation of all the volunteers and people who gave freely of

their time and particularly to a number of people who contributed to ensure the plan was

developed with new ways of thinking, new methods and new philosophies.

It is appropriate to thank a number of individuals who contributed to the uniqueness of our

Strategic Plan, Seán Kelly, MEP and Uachtarain Cumann Luthcleas Gael 2003-2005,

Michael Kennedy, Director of Coaching DCU, Val Andrews, ITB, Institute of Technology

Blanchardstown and Jim Gavin, Manager, Dublin Senior Football Team.

We wish to extend its gratitude to the leading experts who contributed in different ways to

the development of this plan:

Martin Kennedy, CEO, NADA - National Athlete Development AcademyMartin is an Athlete Development Coach with Honours Degree in Sports and

Exercise Science from the University of Limerick. Masters Degree in

Exercise Science (Strength & Conditioning) Edith Cowan University in Perth, Western

Australia. NADA are an integral part of Dublin GAA working with the Dublin GAA, Men’s

Football, Hurling and Ladies Football Teams over the past number of years.

Ciaran (Connie) Conroy, Commercial Manager, Leopardstown, Fitness & Conditioning Coach Connie has coached at club and county level with juvenile and senior teams

in football, hurling and ladies football. He has also served as club PRO for his

own club, Portlaoise GAA Club. Connie has responsibility for marketing sales and business

development and has worked closely with numerous sports clubs to set and achieve their

fundraising objectives. He is a fitness and conditioning coach with the Laois Minor hurling

team.

Pat O’Sullivan, Head of Property, eircom

Pat is responsible for property and facilities management across the 32

counties and UK covering a portfolio of 1300 sites covering 400 acres. Pat is


a Director of the Property and Facility Management Association (IPFMA) and a Director of

the esccu, E-services & Communications Credit Union Ltd.

He is a big Dublin GAA supporter and has worked as a volunteer with many sporting bodies

and charities. He is Vice Chairperson of NINA For Life (Need Information Need Advice) a

group that formed in 2013 to enhance awareness of suicide through training and education.

Eileen Dunne, RTE Newscaster & Radio Presenter Eileen studied Arts at University College Dublin. Joined RTE in 1979 and

the Newsroom in 1984 and for almost 30 years has worked on most of the

major news stories. A native of Dublin, Eileen is married to the actor

Macdara Ó Fátharta and they have one son, Cormac. Her father was Mick

Dunne, RTE’s first Gaelic Games correspondent and she has been attending GAA matches

around the country since she was a child. An ardent Dubs fan, she is now a member of Scoil

Uí Chonaill GAA club in Clontarf, where her son Cormac plays hurling. During Seán Kelly’s

presidency Eileen served on the GAA Social and Awards Committee, and for many years

acted as MC at the GAA All-Star banquet. Eileen’s late father, Mick Dunne wrote the Club

History in 1998 and little did the late Mick know that his daughter Eileen would be in the

background guiding this same club in to the future.

Caroline Currid, CEO, Unica PerformanceCaroline is one of the country’s leading performance psychologists working

with companies, sports teams and individuals looking to reach their full

potential. An accomplished athlete in her native Ireland, Caroline took her

insider knowledge and began working off the playing field to improve the

performance of the country’s best Gaelic teams. She helped the Tyrone Senior football team

win the All-Ireland Championship in 2008, Tipperary Senior Hurlers to the All-Ireland

championship for the first time in 10 years in 2010 and was an integral part of the Dublin

Senior Gaelic Footballers’ backroom team as they bridged a 16-year gap to take the All-

Ireland title in 2011. She is the Performance Coach of the Dublin Senior Hurling team for

2015. Caroline works on an individual basis with Lions and Ireland rugby captain Paul

O'Connell and maximizing performance on competition day was the focus of her work with

800-metre Olympic champion David Rudisha from Kenya in the run up to the 2012 London

Games.


”The launch of this Strategic PlanPursuit of Success, 2015-2018is a historical event for the Clubas we go forward as one club in this excitingnew era” John Kissane, Club Chairman

Come and join in our Pursuit of Success …


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