Irish Hockey Four Year Strategic Plan

Transcription

1 FOUR YEAR STRATEGIC PLAN

2 Irish Hockey Four Year Strategic Plan Acknowledgements An extensive consultation process was carried out by Irish Hockey to ensure that this plan met the needs of everyone associated with the sport of hockey. Irish Hockey would like to acknowledge the following for their help & support: Respondents to the online survey Attendees at consultation meetings Stakeholders who took part in one to one interviews Irish Hockey Association Board Staff of the Irish Hockey Association Strategic Planning Group We hope that this Four Year Strategic Plan reflects the hard work of all who have contributed and addresses the needs of our sport over the next four years within a clear vision for everyone associated with our game.

3 About Us Irish Hockey Limited (Irish Hockey) is the National Governing Body for the sport of field hockey in Ireland, covering the 32 counties of Ireland. Irish Hockey is responsible for the management and overall development of all areas of the sport. Irish Hockey also manages all the required interaction with European and World Hockey bodies e.g. International Hockey Federation (FIH) and European Hockey Federation (EHF). Irish Hockey was formed in 2000, as a result of the merger of the two pre-existing Unions which governed men s and women s hockey separately. Both pre-existing Unions origins date back to the late 19 th Century, when they were formed within a year of each other. Irish Hockey has a number of affiliated Branches that govern the sport at regional level. The sport s approximate 168 clubs and 280 schools are affiliated to Irish Hockey through its Branch network. The Irish Hockey Umpires Association (IHUA), which manages the sport s umpire base, and the Irish Universities Hockey Association (IUHA), which governs the sport s university system, are also affiliated to Irish Hockey. Board, Sub Committees, Working Groups, Professional Staff Members, Clubs, Branches, IHUA, IUHA

4 Purpose This Irish Hockey Strategic plan seeks to put forward objectives that, when achieved, will significantly move the sport forward over the next cycle. We have seen significant growth in investment and human resources in the sport over the last number of years. To continue to move the sport forward we will have to be aware of our responsibilities to help ourselves and to that end become more focused on delivering a programme that is progressively self-sufficient. The sport is underpinned by a volunteer ethos allied to a professional staff that has brought it to its current status. In order that Hockey is able to maintain the growth in investment and human resources, it is imperative that we retain and build on the strong structures we currently have in place.

5 Our Mission is to provide lifelong opportunities allowing both individuals and teams to participate and to excel at all levels Our Vision in 2018:- - Increase active participation by 20% - Compete at the 2016 Olympic Games - Compete at the 2018 World Cup

6 KEY STRATEGIC GOALS The vision outlined in this document is in relation to all aspects of the sport of Hockey including but not limited to participation, profile, organisation, elite success, and commercial standing. We have agreed our strategic goals as detailed below and these are addressed through the comprehensive range of objectives and deliverables identified within the plan. 1. Develop a fit for purpose governing body Continue to set and maintain standards that ensure appropriate levels of governance to protect all stakeholders 2. Participation Promote, adapt and develop our sport to ensure we reach our target of a 20% growth in participation by Talent Identification, Development and High Performance Provide a pathway to identify talented players, enabling them to fulfil their potential, to compete at the highest level and fulfil their dreams 4. National Centre of Excellence Investigate the viability of a National Centre of Excellence and what it will bring to our sport 5. Coach and Tutor Development Continue to promote coach education to ensure our coaches have the greatest opportunities to excel 6. Umpire and Technical Development Provide development and support to umpires and technical officials to ensure participation to the highest standards 7. Communication Improve communication between all stakeholders both internal and external 8. Fundraising and Sponsorship Develop a fundraising and sponsorship strategy that supports all our other strategic goals and helps secure the future of our sport

7 1. Develop a fit for purpose Governing Body Continue to set and maintain standards that ensure appropriate levels of governance to protect all stakeholders 1.1. Develop an organisational structure to implement all aspects of an incorporated governing body to ensure efficient governance 1.2. Ensure that the Management Board and each Committee and Working group within the Organisation have clear direction and members with the right mix of skills and experience Ensure that Irish Hockey has robust financial controls in place to efficiently manage budgets Review and update Human Resource policies and performance management systems Ensure that Irish Hockey complies with legal responsibilities and recognised standards Facilitate internal and external communication. 2. Participation Promote, adapt and develop our sport to ensure we reach our target of a 20% growth in participation by Have appropriate playing structures in line with Hooked for Life / Long Term Player Development implemented in schools and clubs. 2.2 Provide structure and support for all aspects of hockey played at youth and school level leading to increased player numbers. 2.3 Use research, statistics and data to underpin the focus for growing the sport with findings implemented in all programmes. 2.4 Grow the numbers of people participating in the sport - players, officials and volunteers. 2.5 Address key drop-off points within the sport, enabling hockey and its structures to attract players to remain in the sport. 2.6 Build capacity within Youth and Adult clubs by raising standards through a club accreditation and development scheme.

8 3. Talent Identification, Development and High Performance Provide a pathway to identify talented players, enabling them to fulfil their potential, to compete at the highest level and fulfil their dreams 3.1 Establish and support programmes to augment the development opportunities for the most talented younger players. 3.2 Agree and implement talent profiling. 3.3 Agree and implement talent development and tracking. 3.4 Agree and implement a competition structure to support talent development at school, club and interprovincial level. 3.5 Prepare our national teams to compete at the highest levels of the sport. 3.6 Develop athletes and teams that consistently compete at European, World and Olympic levels. 3.7 Embed the High Performance management structure. 4. National Centre of Excellence Investigate the viability of a National Centre of Excellence and what it will bring to our sport 4.1 Communication with stakeholders. 4.2 Financial planning. 4.3 Logistical planning. 4.4 Legal requirements.

9 5. Coach and Tutor Development Continue to promote coach education to ensure our coaches have the greatest opportunities to excel 5.1 Provide a strategic approach to coach education for Irish Hockey which reflects the needs of the sports affiliate branches. 5.2 Ensure that appropriate quality standards are set and met on Irish Hockey courses. 5.3 Recruit potential coaches, tutors and mentors to provide a supply of quality coaches throughout all levels of hockey. 5.4 Establish pathway for the professional development of coaches. 6. Umpire and Technical Official Development Provide development and support to umpires and technical officials to ensure participation to the highest standards 6.1 Draw up and implement an umpire development plan with the IHUA to develop a clear pathway from introductory to national and international level umpiring. 6.2 Through Irish Hockey, promote recruitment of umpires to the game to meet demands at all levels. 6.3 Plan, organise and review umpiring courses to develop umpires for youth, school, and club, interprovincial, national and international level. 6.4 Improve levels of participation and retention of umpires who have attended training courses and maintain databases. 6.5 Provide a national grading system. 6.6 Have regular review of grading and promotion. 6.7 Identify and train technical officials.

10 7. Communication between all Stakeholders and Members Improve communication between all stakeholders both internal and external 7.1. Development of a Registration System that will enable a better line of communication with members, clubs, branches and the hockey community Continue and improve relationships with media, examining new areas of media exposure including streaming Continue to improve our website, making it more relevant and user friendly including shop and results production Continue and grow and be proactive in the area of digital and social media Continue to work with other departments to activate hockey including development and high performance Ensure our branding meets the demands of our sport in the era we compete in Facilitate better communication between the Board and Branches; Board and Clubs; and between Branches. 8. Fundraising and Sponsorship Develop a fundraising and sponsorship strategy that supports all our other strategic goals and helps secure the future of our sport 8.1. Fundraised strategy developed Current sponsorship relationships maintained New sponsorship relationships secured Continue to develop partnerships that bring both cost savings and income generation to the organisation.

11 Overview of 8 Irish Hockey Key Strategic Goals Fit for Purpose Participation Talent ID National Centre of Excellence Coach & Tutor Development Umpire & Technical Development Communication Fundraising & Sponsorship