Callan United FC Development Plan

Creating Our Own Future - United We Stand

Contents

Foreword

Welcome to Callan United Club Strategy Plan 2014-2019.

This is a working document which will evolve over time and with the input of club members and sports professional using best practice. I encourage you to feed into this document. The club belongs to the players and no individual I am sure that our club will soon benefit from this initiative.

Good Luck.

Dom Griffin Honorary Chairman

Executive Summary The purpose of this document is to act as a bridge between the old and new Callan United. Sport in Ireland is changing as are player and parent expectations. Gone are the days when “best is better” in terms of sporting achievement.

Callan is an ordinary club with extraordinary people which we will hope to harness, support and encourage.

As a club, Callan United have adopted a “United We Stand” mantra. By this we mean that no one gets left behind. Everyone is equal regardless of gender, race, religion, sexual orientation, country of birth or ability.

We are forceful in this message and we back up our words with action. As a group we commit to being respectful of other peoples opinions while sharing our own.

Foundations of success The cornerstone of our future success can be based around the principles captured in this diagram created by Basketball supremo John Wooden.

Vision, Mission, Values Ní neart go cur le chéile-Working Together Provides Strenght We need all our members and key audiences to fully understand our values. We will use them to guide our planning and decision making and behaviours. They will guide us in how we interact with one another.

We are dedicated to ensuring that our family of games, and the values we live, enrich the lives of our members, families and the whole communities we serve.

We are committed to active lifelong participation for all, and to providing the best facilities.

We reach out to and include all members of our society. We promote individual development and well-being, and strive to enable all our members achieve their full potential in their chosen roles.

Vision Our vision is that everybody has the opportunity to be welcomed to take part in our game, to participate fully, to grow and develop, and to be inspired to keep a lifelong engagement with our club and Association.

Values Community Identity Community is at the heart of our club. Everything we do helps to enrich the community we serve.

We foster a clear sense of identity and place

Inclusiveness 

We are anti Sectarian



We are anti Racist



We welcome everybody

Respect 

We respect each other on and off the playing fields



We operate with integrity at all levels



We listen to the views of all

Player Welfare 

We will provide the best playing experience for all our players.



We will structure our games to allow players of all abilities reach their potential

Amateur Status 

We are volunteer led organisation



All our members play and engage in our games as amateurs

Teamwork 

Effective teamwork is the cornerstone of our club on and off the field

Why create a development plan?

Within Callan, there are a number of clubs covering a variety of sports. These clubs vary in size and structure and provide many opportunities to the people of the town.

The Callan United has been long associated with success but it may be said that the lack of a permanent home has contributed to the clubs slowness to develop and reach its full potential. While a huge amount of work has been put into the club over the years and great people have come and gone, success has been more of a matter of chance rather than by strategic design.

Although it is understood that not all clubs wish to develop to the highest performance or elite level, all successful clubs need to be well organised and provide their members with quality opportunities to play and enjoy the game. That is the hope of Callan United FC. Planning is vital so that we have a clear sense of the direction we would like to head with our future.

It is a critical step and is essential to our success not something we want to skip over. Creating a development plan is to help us reach our goals. Everyone has aspirations in life and specific levels they would like to reach.

Part of the planning process actually entails us developing specific goals and mapping out a course on how to best reach them.

Project Approach •

The club will set SMART goals to measure its success

•

The club will consult with all members and local stakeholders who may benefit, suffer or be impacted by change

•

Be respectful of old culture but strong in the belief of something better ahead. All changes should be considered in the context of Processes, People and Politics.

Objectives

THE CLUB STRATEGY AIMS TO ADDRESS THREE HIGH LEVEL OBJECTIVES IN THE FOLLOWING SECTIONS •

Evolving Administration, Marketing, Finance and People Support

•

Technical Development

•

Capital Development

These can be further expanded by:

Evolving Administration, Marketing, Finance and People Support Administration - Help the club to develop its management/ administrative systems o

o

o

Create appropriate hierarchy to manage club appropriately and conscientiously 

Define Hierarchy roles and responsisbilities



Create and appoint suitable candidates for appropriate roles



Define recruitment procedures and policies

Create supporting policies and procedures 

Constitution



Medical Insurance



Finance controls

Create Supporting documentation using best practice as a guide 

Code of Ethics



Code of Conduct

o

o

o

o



Health and Safety/Accident Report Forms



Manager/Non Playing Contract

Improve the recruitment, retention and recognition of volunteers, administrators and coaches 

Identify appropriate interested parties



Remove barriers to entry if possible



Reward success and effort



Explore training and development needs and address appropriately

Create sustainable fund raising mechanisms and budgets to control the same 

Identify wins



Create club identifiable inititives



Target funding

Proactively act as a primary community based group 

Take ownership of status



Take responsibility for deliver of professional product and service



Develop relationships



Market club appropriately



Create and grow brand in the community



Do not forget our core principles and origins while doing so



Define Mission and Vision

Create appropriate and consistent communication mechanisms

Technical Player, Coach and Non Player Development o

o

Ensure that ALL members in Callan United are supported in their development in line with best practice. 

Players



Coaches



Administration Staff



Groundskeepers

Assist members to develop their skills and realise their true potential 

Training needs analysis



Identify and remove barriers



Provide appropriate training oppurtunities

o

Ensure that the club develops a structure which has the player as its primary focus

o

Create a unified approach in the coaching of all teams

o

Appoint Director of Coaching and supporting team to deliver programme of work

o

Provide age appropriate adequet equipment to support player development

Capital Development •

Assist the club to realise its full potential by identifying areas requiring capital development

•

Put appropriate measures in place to address those gaps

•

Prioritise requirements

•

Identify and remove barriers

•

Identify expertise and funding

•

Consult with stakeholder

•

Examine all alternatives (quick wins)

Section 1 – Evolving Club Governance (Administration, Marketing, Finance, Communication and People Support) Governance refers to "all processes of governing, whether undertaken by a government, market or network, whether over a family, tribe, formal or informal organization or territory and whether through laws, norms, power or language."

The club will tackle this using the following devices.

Hierarchy The recommendation provides for an Executive Committee comprising twelve persons. The main Executive Committee positions required from the outset are suggested as: 

Chair



Vice Chair



Secretary



Membership Secretary



Child Welfare Officer



Treasurer



Executive Committee Members (6)

The Role of the Committee 

The Committee are responsible for all the decisions that effect the Club



Are responsible for money and how it is used



They hold meetings to discuss future direction for the Club



They take responsibility for the important parts of leading, directing and supervising the Club



They do all this on behalf of the Club members

Guidelines for Committee Members There are several simple guidelines that will keep committee members informed and help to avoid any possible areas of conflict or concern. They are: 

Do not place self interest above the needs of the Club



Be aware of any areas of potential conflict of interest



Find more information on issues that you are confused about



Show reasonable care and diligence when acting as a member of the management committee



Regularly attend committee meetings to stay involved and informed



Always act in ways that show good will and good faith



Not to gain financially from any information obtained from being a member of the management committee



To have all necessary information about the financial situation of the Club



To seek advice about things that the committee does not understand or that may have legal implications

The Chairperson The chairperson of the committee ‘chairs’ or runs the monthly, general and the annual general meeting. (Monthly meetings will deal primarily with the day to day running of the Club; General meetings may be called for a specific reason – e.g., to organise fundraising; Annual General Meeting – AGM – occurs once a year). If the Chairperson does not run the meeting then the Vice Chairperson takes the chair or the meeting elects someone from the group to chair the meeting.

The chairperson’s main responsibilities are to keep order and facilitate the business of the meeting.

A chairperson needs to be aware of the ‘feeling’ or mood of the meeting and to provide leadership as needed. Maintaining a ‘quorum’ at meetings is one of the responsibilities of the chairperson. A quorum is a minimum number of people necessary to hold a meeting. A quorum for the Club committee is half of the elected members, plus one. If there were 8 committee members the quorum would be five.

The major responsibilities of the Chairperson are listed below; however there is one important role that is expected of the Chairperson in the light of Child Protection. Each League/Club must have a designated person who will be responsible for dealing with any concerns about the protection of children. The designated person is responsible for reporting allegations or suspicions of child abuse to Health Services Executive and/or An Garda Siochána. The designated person is the Chairperson. It is also important to note that a number of these roles may be suitable for ‘delegation’ to other members of the committee.

Some of the items listed are personal characteristics, skills or abilities and not necessarily tasks to be carried out. 

To know and understand meeting procedures and be able to carry them out



To fully understand the mission and goals of the Club and be committed to them



To plan for meetings and set meeting agenda



To maintain the time lines for the meeting e.g. Starting and finishing on time



To welcome all participants and make sure that everyone feels at ease



Make sure that the room is ready for the meeting



To maintain the ‘ground rules’ as decided by the group



To stay neutral on issues that may need to be voted on at meetings



Not to misuse the power of the position but call on the skills of other members



To acknowledge other team members and encourage all members to be involved in the planning and development of the group



To ensure that the views of all members are respected



Able to recognise and use the talents of other members



Willingness to acknowledge the work of other people



To motivate and encourage the group members to reach the goals set for each meeting



To be a good listener who can summarise the discussion

1. Who will I be responsible to? The Main Committee 2. Who will I be responsible for? The Main Committee 3. What is the role of the Club Chairperson? Chair the Committee meetings and AGM. Assist the secretary to produce the agendas, head the committee in making decisions for the benefit of the whole club including disciplinary matters and strategic planning.

4. How much time will I need to give to the job? Two to three hours per month for meetings.

5. What sorts of tasks are involved? Tasks will include: • Chair committee meetings/AGM • Agree monthly agenda for committee meetings and the AGM 6. What else can you tell me about the job? As the Chair of the Club, it is essential that you are a strong leader who can be objective. As the supporting officer to the Secretary, it is useful for you to have access to a telephone. You may wish to attend a specific training course on how to chair/run meetings.

The Secretary The person who is chosen to keep a record of all the decisions and discussions that are held by the group is called the secretary. This role is a very important one and should be taken by someone who has the skills and commitment needed. A secretary must be appointed within one month of the Club’s existence. If the secretary of the Club resigns the Club must appoint a new secretary within 14 days.

Skills required include: 

Listening



Writing



accurate recording



understanding the information



checking for accuracy

Responsibilities include: The secretary writes letters from the Club to other Clubs/Leagues or individuals The mail for the Club comes to the secretary who then passes it to the other members or takes it to the meetings to be ‘tabled’ To prepare the agenda for the next meeting. This usually happens after an agenda meeting has been held or information is gathered from all members about what they want. Often the agenda is set by the ‘executive’ of the committee. The executive group is usually made up of the chairperson, the secretary and the treasurer Formal and accurate records are kept of what is discussed and decided at each of the meetings. This is referred to as taking the ‘minutes’. In some Clubs the secretary does not take the minutes. Some groups appoint a ‘minute secretary’ whose only role is to take the minutes of the meeting. This person doesn’t need to be a member of the committee. This person would not have voting rights

Records of the Club need to be kept. This could include a list of all the members, previous committee members, previous decisions that have been made. Any correspondence that has been received that gives information or is related to important decisions is also kept. Important historical records may also be kept and held in a safe place by the secretary The secretary is able to act on behalf of the Club when the committee has taken that decision or resolution. One example of this might be if the secretary was asked to seek a number of quotes for the purchase of a piece of equipment for the Club The relationship between the secretary and the other members of the committee is important.

Communication with the chairperson should be on a regular basis. When writing the agenda for the next meetings it will be necessary for the secretary to meet with the Chairperson and/or other executive members of the committee The Specific duty of Minute Taking Minutes are the formal and legal record required to record the business of a Club.

Minutes can be used in a court of law and may be used by ‘auditors’ to check that any spending of funds has been authorised and used for what it was intended Funding bodies may require copies of the minutes to show that the Club agreed to apply for funds How the minutes are written is very important. It is important to take the notes at the time of the meeting. If necessary write the minutes into a final draft after the meeting It is helpful when writing minutes to imagine that if you had not been at the meeting would you be able to understand what had happened from reading the minutes Minutes should be written clearly, in the order that the discussions happened and with enough detail so that it can be easily understood Minutes should be kept in a book or special folder as a permanent record After each meeting when the minutes are read, moved as correct, seconded and everyone is happy with them they should be signed off by the Chairperson 1. Who will I be responsible to? The Main Committee, through the Chairperson 2. Who will I be responsible for? The Vice Secretary 3. What is the role of the Club Secretary? The main purpose of this job is that of primary administrator for the club. The Club Secretary carries out or delegates all the administrative duties that enable the club and its members to function effectively. The Club Secretary has an essential role within the club, with a close involvement in the general running of the club. The secretary and his/her assistant provide the main point of contact for people within and outside the club on just about every aspect of the club’s activities.

4. What sort of tasks are involved? Tasks will include: • Attending league meetings • Affiliating the club to the Football Association of Ireland • Affiliating the club to the league(s) • Registering players to the league(s) • Dealing with correspondence • Organising the club AGM and other club meetings • Representing the club at outside meetings at the direction of the main committee 5. How much time will I need to give to the job? Approximately six hours each week and many of these will be at weekends and in the evenings.

6. What else can you tell me about the job? The secretary is often the first point of contact with a wide range of people from within and outside the club. Representing the club at outside meetings

which provides the opportunity to find out what’s going on at league and county level is an extremely important part of the job. It would be helpful for the secretary to be available to take phone calls during the working day. The club should support the secretary in the use of modern office technology to assist in their work. This is a demanding, high profile job that has a major impact on the efficient and effective management of the club and the recruitment of volunteers.

The Treasurer The role of the treasurer is important for the sound financial management of the Club. Often the most difficult position to fill on a voluntary committee is that of treasurer. It is one that carries a lot of responsibility. Clubs may not have the services of an accountant and the treasurer is expected to be familiar with what is required for the financial future of the Club. The primary role of the treasurer is to make sure that the financial affairs of the Club are carried out in correct manner. The person who accepts the position of treasurer needs to have the skills and attitudes that will assist him/her to carry out the role.

The treasurer will be asked to: 

Review and prepare the financial reports



Attend to any banking requirements



Record keeping and money handling



Discuss issues of funding and expenses with paid staff and volunteers



Be aware of any legal issues

When selecting a person to be the treasurer it will be important to consider: Do they have a background or qualification in this type of role?

Are they aware of the goals and mission of the Club?

Do they have the skills to be accurate and precise in their work?

Are they honest and trustworthy?

1. Who will I be responsible to? The Main Committee 2. Who will I be responsible for? Match/training/registration fees collector 3. What is the role of the Treasurer? The main purpose of this job is to look after the finances of the club.

4. How much time will I need to give to the job? Approximately two to three hours per week.

5. What sort of tasks are involved? Tasks will include: 

Collecting subscriptions and all money due to the Club.



Paying the bills and recording information



Keeping up to date records of all financial transactions.



Ensuring that all cash and cheques are promptly deposited.



Ensuring that funds are spent properly



Issuing receipts for all money received and recording this information.



Reporting regularly to the committee on the financial position.



Preparing a year end statement of accounts



Arranging for the statement of accounts to be audited



Presenting an end of year financial report to the AGM.



Financial planning including producing an annual budget and monitoring it throughout the year.



Helping to prepare and submit any statutory documents that are required (e.g. VAT returns, PAYE returns, grant reports). Even if these duties are delegated to another officer, the Treasurer is still ultimately responsible. It is up to the Treasurer to make sure that any delegated work is done properly.

6. What else can you tell me about the job? The treasurer must be well organised, able to keep records, careful when handling money and cheques, scrupulously honest, able to answer questions in meetings, confident handling figures, and be prepared to take instant decisions when necessary.

Individual Members Those members of the committee who do not have a specific role (Chairperson; secretary or treasurer) contribute in equally important ways by carrying out tasks and participating in a committed, responsible manner. The opinions and ideas of each committee member are equally valuable. Each person on the committee needs to be dedicated to the cause of the Club.

They are to: 

Act in a way that is honest and serves the interests or objectives of the Club



Pay attention to and be involved in the business of the Club. It is important to be well prepared, attend and be part of the meetings that are arranged



Show reasonable care in all committee work



Avoid conflicts of interest

Fund-raiser 1. Who will I be responsible to? The Main Committee 2. Who will I be responsible for? Fund Raising Committee 3. What is the role of the Fund Raising Officer? To raise funds 4. How much time will I need to give to the job? On average three to four hours each week, but this could rise to eight hours around the time of fundraising events.

5. What sort of tasks are involved? Tasks will include: 

Apply for grants/sponsorship or other forms of financial assistance from companies, local authorities and statutory bodies



To co-ordinate fund raising events, possibly two major events per year



To ensure events and activities are properly licensed with local authorities



To promote fund-raising activities in press (if there is no PR Officer)



To ensure that funds are properly accounted for and information is passed on to the Treasurer

6. What else can you tell me about the job? As the fund raising officer it is essential to have good organisational skills, to be innovative and enthusiastic. It would be useful if you have previous experience in completing grant applications.

Media Secretary/PRO 1. Who will I be responsible to? The Main Committee 2. Who will I be responsible for? PR/Media Committee (if club has one) 3. What is the role of the Media Secretary? To raise the profile of the Club in the local community.

To be available to talk to local media. Co-ordinate weekly match reports for all teams and age groups to be forwarded to the local press. Possibly editor of the match day programme (in larger clubs) and/or the Club Bulletin 4. How much time will I need to give to the job? Approximately three hours per week.

5. What sort of tasks are involved? Tasks will include: • Produce weekly match reports for inclusion in the local paper • Produce a club Bulletin (Monthly/Quarterly) • Co-ordinator production of programme for home games (Larger Clubs) • Produce general interest stories about the club for local press 6. What else can you tell me about the job? As the media officer, it is essential to have good communication skills and ability to produce coherent match reports, press releases etc. Access to a fax, telephone and computer are necessary

Team Manager 1. Who will I be responsible to? Club Committee 2. Who will I be responsible for? Team 3. What is the role of the Team Manager? The main purpose of the job is to ensure that the club provides a team to compete in the Local Leagues and Cup Competitions. The Manager is responsible for all aspects of activity regarding the age group. The Manager is permitted to engage helpers or assistants as required once approved by the committee.

4. What sort of tasks are involved? Tasks will include: Weekly: Team selection Organisation of coaching/training at club Organisation of transport for team matches Team kit & equipment Reporting results to Club Secretary after matches and/or to the Club Bulletin Editor

Monthly: Team accounts (to Committee and Bulletin) Monthly Club team managers meeting Once each season: End of season report to Club Committee 5. How much time will I need to give to the job? Team activities on match day will, depending on the venue for the game, take up approximately 4 hours. Coaching and training sessions at the club each week (usually on ?? evening) will take up around 2 – 4 hours.

Other duties associated with the tasks outlined above are spread across the week, with telephone calls etc., and will take around 3 hours.

6. What else can you tell me about the job? The Club requires the minimum of a Level One (Kick Start) FAI qualification for all Team Managers. The Club will assist you in obtaining this award during the season if you do not already have the qualification. The recommended communication method of the club is “Teamer.com”.

Other Club Officials and Team Managers are always available for any assistance or advice. A Club first aid kit will be issued to all team managers, which can be replenished on request. The Club provides all playing kit and match and training equipment.

Club Children’s Officer The appointment of Club Children’s Officers is an essential element in the creation of a quality atmosphere in any club. They act as a resource to members with regard to children’s issues and also ensure that children have a voice in the running of the club and can freely talk of their experiences.

All clubs are required to have a Children’s Officer in place and appropriate training will be made available to them through the FAI in conjunction with the Local Sports Partnerships and The Irish Sports Council. All affiliated Clubs and Leagues are required to appoint Children’s Officers.

The Children’s Officer should have the following functions: To promote the FAI’s Code of Ethics & Good Practice To influence policy and practice and to prioritise children’s needs To ensure that children know how and whom they can report their concerns to within the club.

Information disclosed by a child should be dealt with in accordance with the Department of Health and Children’s Guidelines “Children First” To encourage the participation of parents/guardians in club activities To co-operate with parents to ensure that each child enjoys his/her participation in soccer To act as a resource with regard to best practice in children’s soccer To report regularly to the Club Management Committee To monitor changes in membership and follow up any unusual dropout, absenteeism or club transfers by children or coach/volunteers Children’s Officers do not have the responsibility of investigating or validating child protection concerns within the club and have no counselling or therapeutic role. This responsibility lies with the Health Boards and Gardai.

Delegated Authority Individual members of a committee of a Club have no authority to make general decisions. However, the Committee may decide to delegate authority to one person.

Things to remember about delegated authority: 

Clear guidelines are important when this authority is given



Decisions being made by a committee member with delegated authority will come back to the full committee meeting to be approved



The authority is written down and carefully worded to avoid any confusion about the limitations of this authority



A record is kept of the decision and a copy of the authority



If the task continues over a long time regular review will be necessary



Delegated authority is given on the understanding that it will be used in an approved way and according to policy



The committee ‘owns’ the action or decision

Why do committees delegate authority? 

Committee members are busy people and may have full time jobs that limit their time



Time consuming complex tasks can be undertaken by an individual more efficiently than the whole committee



A particular committee member may have skills and knowledge that will help with a special task

Sub-Committees Reasons why sub-committees might be useful: • Sub-committees are effective and useful ways for individual skills and abilities to be put to the best use • Sub-committees are also used to more equitably distribute the workload of a committee • Sub-committees allow members who have particular interests or skills to become involved • Sub-committees give people who may not have the time to be on the management committee as a full member, another opportunity to be involved • It is important that clear, precise guidelines be developed for the way subcommittees work. The relationship and the reporting process for the subcommittees and the management committee are particularly important

Recruitment All incoming mangers will be subject to a sub committee interview. Successful candidates will be asked to complete a manager contract.

Constitution See Appendix A

Insurance All players will benefit from full old standard personal accident insurance. The club will also secure public liability and other appropriate insurance policies as required.

Finance controls A board of Trustees will be appointed. They will meet 3 times per year with a view of monitoring club spending and accounting practices.

Supporting Policies and Standards All non playing active members will be required to 

Sign the club code of conduct



Sign the Managers Contract if managing



Be age appropriate technically qualified in line with FAI coaching pathways



Be Garda vetted



Achieve Code of Ethics certification



Be aware of Health and Safety responsibilities



Complete Accident Report if require

Equal Opportunities Policy Callan United AFC is strongly committed to equal opportunities for all sectors of the community. It is the policy of Callan United to ensure that all participants, volunteers, coaches or parents receive equal treatment regardless of age, gender, marital status, employment status, social class, colour, race, ethnic or national origin, religious belief or disability. We are committed to: 

Eliminating any barriers or ‘perceived’ barriers to participation within the club



Ensuring that all members are aware of, understand and follow the club’s equity statement



Increasing awareness within the club of the needs of those who face discrimination



Ensuring that the club considers equal opportunities in all its activities



Ensuring that the club premises are accessible to all, including those with physical disabilities



Ensuring that the rules of the club state that discriminatory language or behaviour is not acceptable



Ensuring that the implementation of the policy is reviewed regularly and monitored for effectiveness.

Retention and recognition of volunteers, administrators and coaches 

Volunteers should be thanked



Eliminating any barriers or ‘perceived’ barriers to participation within the club



Listen to volunteers concerns and address if required



Identify talent



Do not overuse kindness



Be aware of peoples personal sacrafices



Reward with coaching oppurtunities and club gear if available



Give them a voice and let them inact change for the clubs benefit



Turn good people into great leaders



Talk to them

Create sustainable fund raising mechanisms Budgets to control the same 

Identify wins



Create club identifiable inititives



Target funding

Build Strategic Relationships Proactively act as a primary community based group

o



Take ownership of status of largest club in the town



Take responsibility for deliver of professional product and service



Develop relationships with schools and other community groups, local, national and international teams



Market club appropriately through multiple channels. Always speak positively. No story is too small.



Create and grow brand in the community



Do not forget our core principles and origins while doing so

Create appropriate and consistent communication mechanisms

Section 2 - Technical Player, Coach and Non Player Development

Goals •

Provide playing oppurtunities for all ages and sexes from 4 years of age to retirement as required. Create Academy for children aged 4+

Santa arrives for the first some of the children at the Callan United Academy Christmas – December 2014 •

•

The club commits to ensuring that ALL members in Callan United are supported in their development in line with best practice. These members include o

Players

o

Coaches

o

Administration Staff

o

Groundskeepers

The club will assist members to develop their skills and realise their true potential through o

Training needs analysis

o

Identify and removal of barriers

o

Provide appropriate training oppurtunities

•

The club will Appoint Director of Coaching and supporting team to deliver programme of work

•

The club will become a centre of excellence for player welfare and development by following and adapting best practice. The club will promote the following of the FAI Coaching Pathways. This section will be implemented by a newly appointed Director Of Coaching. The club will ensure that the player remains as its primary focus. We will also strive to create a unified approach in the coaching of all teams.

•

Become active in FAI programmes such as Summer Soccer Schools and McDonalds Future of Football

McDonalds Future of Football – Summer 2015 – Callan enter 5 teams!

Callan United host their first Summer Soccer School selling out first in the country – 80 places filled.

Coaches Coaches will be categorised as follows.

Coaches should be encouraged to develop four aspects of management •

Tactical

•

Technical

•

Physical

•

Pschological

Coaches will be encouraged to upskill in line with FAI Coach Pathway recommendations. Callan United will strive to pay for coaching.

As required or requested, the club will secure professional third party training services which will benefit coaches in our club.

Coaches will be monitored by the Director of Coaching for progress purposes.

Groundskeepers 

Provide Groundskeeping course



Encourage a Pitch Maintenance Schedule



Outsourced professional advice - Callan Golf Club Greenkeeper

Assist members to develop their skills and realise their true potential 

Training needs analysis



Identify and remove barriers



Provide appropriate training oppurtunities

Appoint Director of Coaching and supporting team to deliver programme of work

Section 3 – Playing, Maintenance, First Aid Equipment and Facility Management This section hopes to assist the club to realise its full potential by identifying areas requiring capital development •

Put appropriate measures in place to address those gaps

•

Prioritise requirements

•

Identify and remove barriers

•

Identify expertise and funding

•

Consult with stakeholders o

Kilkenny County Coucil

o

Residents of Fairgreen

o

Financial Instiutions

Examine all alternatives (quick wins)

Team Equiment Playing Equipment Each team will be provided with 

A home kit (red and black hoops when available)



Kit Bag

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Water Bottles

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Match Balls

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First Aid Bag

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2 Match balls

Communal Training Equipment The club will provide the following training equipment

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Goalposts - Full size portable with nets

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Goalposts - Small size portable with nets

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Goalposts – Pop Up

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Agility Poles

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Cones

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Ladders

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Resitance Belts

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Hurdles – Various sizes

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Training Balls – Appropriate sizes

Teams are permitted to purchase personal equipment from team budgets Equipment will be stored in the main storage area. All managers will be issued with general access keys and codes as appropriate.

Maintenance Equipment Tractor The club will purchase a PTO fitted tractor upon which machinery can be mounted. Only designated operators may use this equipment.

Mower The club will purchase a rotary finishing mower which can cut to appropraite lenghts. Only designated operators may use this equipment.

Maintenance of the equipment The equipment will be maintained by the clubs groundsman unless professional assistance is required.

Tools The following general tools should be available 

Spade



Fork

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Course Brushes

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Yard Scrapper

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Grease Gun

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Hammer

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Lump Hammer

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Ladder

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Line Marker

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Paint Brushes



Paint



Solvents, Oils and other lubricants

Tools should be available and accounted for regularly

Specialist Equipment From time to time, the club will hire or borrow equipment (e.g Aerator) for the completion of pitch maintenance programmes.

Health and Safety First Aid It is highly recommended that at least one representatives per team of our club are First Aid qualified. A certificate is issued to candidates who complete a course and reach the appropriate standard in casualty care which is valid for 3 years. The course can be completed in usually one day.

Accident Report Book The club will provide an accident report book. All managers will be briefed on how and when it should be completed.

First Aid Equipment – General Guideance 

It is essential that first aid equipment is checked frequently; therefore ensuring sufficient quantities and all items are usable.



Always replenishes contents of first aid box and kit as soon as possible after use.



Items should not be used after the expiry date shown on packets.

On Site First Aid Faclilities 

First aid boxes should be made of suitable material and designed to protect the contents from damp and dust.

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First aid box should be clearly identifiable.

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The AED should be clearly identifiable and accessible.

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The first aid box should contain only those items which a first aider has been trained to use.

In most cases the first aid box should contain the following:



One guidance card & contents card

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Individually wrapped sterile & waterproof adhesive dressings (assorted sizes), appropriate to the club environment

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Sterile eye pads, with attachment

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Six individually wrapped triangular bandages

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Safety pins

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Medium & large sized, individually wrapped, sterile unmedicated wound dressings

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Antiseptic tissues, sterile water or saline in sealed disposable containers

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If emergency blankets are provided, store alongside equipment & in such a way as to keep them free from dust & damp

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Disposable aprons and plastic gloves should be provided near the first aid materials

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Blunt ended scissors should be kept where there is a possibility that clothing or material needs to be cut

Travelling First Aid Kit Every team should be in a position where they have access to a portable first Aid Kit. The contents of travelling first aid kits should be appropriate for the circumstances in which they are to be used.

At least the following should be included: 

Card giving general first-aid guidance



Individually wrapped sterile adhesive dressings

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One large sterile unmedicated dressing

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Two triangular bandages

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Safety pins

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Individually wrapped moist cleansing wipes

Facilities Lease

Playing Pitches The club has two playing pitches. The ground should be amended to allow for three pitches to facilitate more games and teams

Training Facilities The club has a grass floodlit training area. This should be repositioned as shown above.

Partner Facilities John Lockes – All Weather Pitch – Used at all ages Colaiste Eamon Ris – Full size grass pitch – Used by underage sides

Derdimus – All weather training pitch – Used by Junior teams St Brigids College Sports Hall – Large Indoor Hall. Used for Academy purposes

Dressing Rooms Two dressing rooms maintained by TUAS worker and managers. Managers will be accountable for the condition of dressing rooms after

Development

Lease The club have access to 7.5 acres of land on the Fairgreen in Callan. There is a current 5 year lease with Kilkenny County Council. However, in order to progress in the future a lease of at least 15 years is required. This has been raised with Kilkenny County Council who are considering the matter

Topology Conditions The fairgreen surface has poor drainage which results in waterlogging and poor growth in places.

This has been raised with Kilkenny County Council who are considering the matter. This will be included in the Kilkenny County Council Master Plan to be published in July 2015

Funding Funding has been secured through the IPB to facilitate the upgrading of dressing rooms

Pitches The club intend realligning pitches in 2015 to facilitate a third pitch. One pitch will be designated as being the centre piece pitch around which advertising will be sold

Appendices

Appendix A – Club Constitution Callan United Club Constitution 1. NAME The Club shall be called Callan United AFC. (Hereinafter referred to as the Club) and it shall seek affiliation to and be bound by the rules of the Football Association of Ireland and the Kilkenny and District Football League (K&DL).

2. OBJECTS i. The object of the Club shall be to arrange football matches and training for each of the playing members of the Club. ii. The Club is committed to encouraging the highest ethical standards. All individuals involved in the Club should conduct themselves with integrity, transparency, accountability and in a fair and equitable manner in line with the direction set out in the clubs Code of Ethics. iii. The Clubs colours are red and black hoops. iv. The club premises are situated at The Fair Green, Callan in the county of Kilkenny 3. RULES AND REGULATIONS i. The Club shall have the status of an Affiliated Member Club of The Football Association of Ireland. ii. The Club will abide by The Football Association of Ireland’s Child Protection Policies and Procedures, Codes of Conduct and the Equal Opportunities and Anti-Discrimination Policy. iii. The Club will abide by The K&DL policies and procedures. In the event where an issue cannot be resolved by the club constitution, the K&DL constitution, the Leinster FA constitution and subsequently the FAI Constitution will be enacted.

4. MEMBERSHIP i. The membership shall consist of the following categories: Player Member, Juvenile Player Member, Committee Member, Non-Player Member, Honorary Member, Life Member. ii. Members in each category shall pay Membership fees as fixed at each Annual General Meeting.

The Club in General Meeting may also require Members to contribute to the funds of the Club by way of a special levy. Membership of the club is open to any person who subscribes to the rules and ideals of the club and who on application is admitted to membership by a simple majority vote of the clubs general committee and who shall pay. iii. All members joining the Club shall be deemed to accept the terms of this Constitution and any Bye-laws from time to time adopted by the Club. They will also be required to conduct themselves in accordance with the Club's ethical framework and the bye-laws as to discipline set out therein. iv. Any person seeking to join the Club may be required to submit an application in writing to the Executive Committee. v. Members shall be admitted by the Executive Committee. Membership is open to all and no application for membership will be refused on other than reasonable grounds. There will be no discrimination on grounds of race, occupation or gender. vi. The Treasurer shall keep a Membership Register. In the event of a member’s resignation or expulsion, his or her name shall be removed from the Membership Register. vii. Honorary Membership of the club may be conferred at the discretion of the general committee. viii. If any member willfully refuses or neglects to comply with the rules or bye-laws of the club or shall be guilty of any conduct unworthy of a member of the club as the case may be, or detrimental to or likely to endanger the welfare of the good order of the club, such a member may be liable to expulsion by a resolution of the general committee, provide that at least one week before the meeting at which such resolution is passed he or she shall have had notice thereof and of the

intended resolution of his or her expulsion have had an opportunity of giving orally or in writing an explanation of defence he or she shall think fit. ix. Any member wishing to resign membership shall give notice in writing to the secretary. Any member resigning from the club cannot be elected to the committee for 3 years after that date.

Should a member be expelled, they cannot be elected to the committee for 5 years from that date. x. The general committee shall have the power at its discretion to post in the premises of the club a list of members on or after the 1st December in each year, specifying those whose subscriptions for the current year have been paid 5. THE COMMITTEE i. The Club Committee shall consist of the following Club Officers: Chairperson, Vice Chairperson, Treasurer, Secretary (Minutes Secretary), plus up to 5 other members, elected at an Annual General Meeting. The Officers of the Club who shall be honorary (non-paid) shall be the Chairperson, Treasurer and Secretary. All Committee members must be members of the Club. ii. Committee Members shall hold office from the date of appointment until the next Annual General Meeting unless otherwise resolved at a Special General Meeting. One person may hold no more than two positions of Club Officer at any time. iii. The Club Committee shall be responsible for the management of all the affairs of the Club. iv. Decisions of the Club Committee shall be made by a simple majority of those attending the Club Committee meeting. The Chairperson of the Club Committee meeting shall have a casting vote in the event of a tie. v. Meetings of the Club Committee shall be chaired by the Chairperson or in their absence the Secretary. vi. The quorum for the transaction of business of the Club Committee shall be half of the elected committee plus one. vii. Decisions of the Club Committee of meetings shall be entered into the Minute Book of the Club to be maintained by the Club Secretary. viii. Any member of the Club Committee may call a meeting of the Club Committee by giving not less than 4 days’ notice to all members of the Club Committee. The Club Committee shall hold not less than four meetings a year. ix. An outgoing member of the Club Committee may be re-elected. Any vacancy on the Club Committee which arises between Annual General Meetings shall be filled by a member proposed by one and seconded by another of the remaining Club Committee members and approved by a simple majority of the remaining Club Committee members. x. The Club Committee shall have the power to decide all questions and disputes arising in respect of any issue concerning the Club Rules.

6. GENERAL MEETINGS i. The Club shall hold an Annual General Meeting not later than the end of the month of July to: • Approve the minutes of the previous year’s AGM. • Receive reports from the Chairperson and Secretary.

• Receive a report from the Treasurer and approve the Annual Accounts.

• Dissolve current and elect incoming Executive Committee.

• Appointment of Trustees • Appoint someone responsible for certifying the Club’s accounts.

• Fix the subscription for the ensuing year.

• Consider changes to the Constitution.

• Review and consider any Bye-laws.

• Deal with other relevant business.

iia. Nominations for election of members as Club Officers shall be made in writing by the proposer, who must be an existing member of the Club, to the Club Secretary not less than 14 days before the AGM. Notice of any resolution to be proposed at the AGM shall be given in writing to the Club Secretary not less than 21 days before the Meeting. iib. In the event that nominations are not received, in a case where an Officers position is vacant, nominations can be taken from the floor. Should a position remain vacant without nomination, an officer can be elected at the first meeting of the new committee iii. A Special General Meeting (SGM) may be called at any time by the majority of the Committee.

10% of the Club Members may also call such a meeting. The meeting must take place within 21 days of the Secretary receiving notice of the request. Business at an SGM may be any business that may be transacted at an AGM. iv. The Secretary shall attempt to send to each member at their last known postal address, email address or phone, notice of the date of a General Meeting together with the resolutions to be proposed at least 14 days before the Meeting. Local Newspapers notes and social media will be deemed acceptable should contact information be unavailable. v. The quorum for a General Meeting shall be seven. vi. The Chairman, or in their absence a member selected by the Club Committee, shall take the chair.

Each member present shall have one vote and resolutions shall be passed by a simple majority. In the event of an equality of votes the Chairperson of the Meeting shall have a casting vote. vii. The Club Secretary, or in their absence a member of the Club Committee, shall enter Minutes of General Meetings into the Minute Book of the Club. viii. Juvenile members may be represented by one nominated parent or guardian for voting purposes. They will be entitled to one full vote. ix. Life members will be permitted to attend but not vote.

7. FINANCE AND ACCOUNTS i. The financial year shall run from July 1st to 30th June each year. ii. The Treasurer shall be responsible for the preparation of Annual Accounts of the Club. iii. The Accounts shall be certified by an appropriate independent person elected annually at the Annual General Meeting. (Ensure that the AGM date leaves sufficient time for certification of the Accounts An independent Auditor is essential to protect the interests of the Club’s members. The Auditor should be a reasonably independent person and may be a Club member with a knowledge of accountancy and who is not a member of the Executive Committee. iv. All cheques drawn against the Club’s funds shall be signed by the Treasurer and one of two other nominated office-bearers. v. All members of the Club shall be jointly responsible for the financial liabilities of the Club with the exception of junior members.

8. CLUB TEAMS i. At its first meeting following each AGM, the Club Committee shall appoint a Club member to be responsible for each of the Club’s football teams. The appointed members shall be responsible for managing the affairs of the team. ii. The appointed members shall present to the Club Committee at its last meeting prior to an AGM a written report on the activities of the team. iii. The general committee shall have the power to appoint the selectors of the various teams representing the club and the appointment and number of the selectors shall solely be at the discretion of the general committee. iv The general committee shall have the power to appoint the Vice captains of the various teams representing the club.

v The general committee shall have the power to appoint any sub committee as it sees fit and also any other officers of the club as it thinks fit including the Public Relations Officer.

9. DISSOLUTION i. The Club is a non-profit making organisation. All profits and surpluses will be used to maintain or improve or develop the Club's facilities or to carry out the objects of the Association to which it is affiliated. No profit or surplus will be distributed other than to another non-profit making body on a winding-up or dissolution of the Club. ii. If, upon the winding up or dissolution of the Club there remains after the satisfaction of all its debts and liabilities any property whatsoever, the same shall be transferred to some other organisation or organisations having objects similar to the objects of the Club, such organisation or organisations to be determined by the members of the Club by Resolution passed at a General meeting or in the absence of such a resolution (or that the extent to which it cannot be given effect) to the Football Association of Ireland 10. TRUSTEES i. A minimum of three Trustees shall be elected at the Annual General Meeting. ii. Trustees shall sign a declaration of Trust. iii. All the real and leasehold property of the club shall be bested in the Trustees who shall have custody of all documents relating thereto. iv. The Trustees shall have the following powers and duties, viz.

(1) to purchase, lease or otherwise acquire land or buildings, (2) to hold same and to develop them in the interests of the Club, (3) to raise funds by way of mortgage, loan or debentures, (4) to manage and control the finances of the Club, (5) if and when the Trustees consider it desirable to incorporate the Club as a limited Company under the Companies Act. (6) to lease the property of the Club or any part thereof for any period not exceeding one year if and when they are directed to do so by a resolution of the Committee of which resolution an entry in the Minute Book of the Committee shall be sufficient evidence.

(7) to sell the property of the Club or any part thereof if and when they are directed so to do by a resolution of the Club passed at a General Meeting of which resolution an entry in the Club’s Minute Book shall be sufficient evidence. v. A sum equivalent to one year’s gross rent, rates and interest may be retained on deposit in the names of the Trustees as long as the Trustees shall continue to act. This fund is to be a guarantee fund for the payment of rent, rates and interest. vi. No order or contract shall be valid or binding on the Club unless it is sanctioned by the Trustees and all inquiries for tenders are to have this rule endorsed hereon. Provided always that the Committee shall have power to order goods or make contracts not exceeding in value €1,000 or such greater sum as the Trustees may from time to time authorise, without first getting the prior consent of the Trustees. vii The Trustees shall be a sub-committee and shall meet at least once a year. Two Trustees shall be a quorum. viii. Should any Trustee be absent from the Club through illness, or any other reason, such Trustee may appoint, in writing, an Ordinary member of the Club to act in his/her absence, and such proxy shall, during the period of his/her appointment, be considered as a member of the Committee. ix.The current Tresurer may not act in the role of Trustee to avoid conflict of interest. Any trustee may be asked to resign should any public or private conflict of interest be proven in carrying out their duties. ix Each Trustee shall be indemnified against all expenses and liability incurred by him/her, by reason of his/her position as Trustee by the members for the time being of the Club.

Appendix B - Members Code of Conduct / Fair Play Policy The clubs code of conduct can be found in Appendix B. By becoming a member of the club you agree to abide by its conditions