Callan united strategic development plan

Club Handbo ok 2017/2018 United We Stand Callan United AFC Fairgreen, Callan

www.callanunitedafc.com callanunitedafc@gmail.com

Table of Contents

Contents Introduction_____________________________________________________1 Financial Summary_______________________________________________2 Financial Statements______________________________________________3 Committee______________________________________________________5 Club Information_________________________________________________6 APPENDICES___________________________________________________7 APPENDIX A - Coach Evaluation Form________________________________8 APPENDIX B - Equipment Audit____________________________________10 APPENDIX C - Operational Best Practice_____________________________11

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“Do not let what you cannot do, interfere with what you can do.”

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Chief Executive Name Chief Executive Title Date

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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

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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.

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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.

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Vision, Mission, Values Ní neart go cur le chéile-Working Together Provides Strength 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

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 

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.

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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 aspires in life and specific levels they would like to reach.

Part of the planning process 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

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

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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

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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

o

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  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

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Technical Player, Coach and Non Player Development o

o

o o 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 Ensure that the club develops a structure which has the player as its primary focus Create a unified approach in the coaching of all teams Appoint Director of Coaching and supporting team to deliver programme of work 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)

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

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

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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

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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:

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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

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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:

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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

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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.

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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)

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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

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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

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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

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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     

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

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 Do not forget our core principles and origins while doing so Create appropriate and consistent communication mechanisms

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Developing People

Goals 

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

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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 opportunities 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.

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

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

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

Coaches Coaches will be categorised as follows.

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Coaches should be encouraged to develop four aspects of management    

Tactical Technical Physical Psychological

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.

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APPENDIX A - Coach Evaluation FormAPPENDIX A - Coach Evaluation

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

APPENDIX A - Coach Evaluation FormAPPENDIX A - Coach Evaluation

Pg. 32

Fostering Pride in Facilities 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 Water Bottles Match Balls First Aid Bag 2 Match balls

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APPENDIX A - Coach Evaluation FormAPPENDIX A - Coach Evaluation Communal Training Equipment

The club will provide the following training equipment         

Goalposts - Full size portable with nets Goalposts - Small size portable with nets Goalposts – Pop Up Agility Poles Cones Ladders Resitance Belts Hurdles – Various sizes 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 Course Brushes Yard Scrapper Grease Gun Hammer

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Lump Hammer Ladder Line Marker 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.

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APPENDIX A - Coach Evaluation FormAPPENDIX A - Coach Evaluation On Site First Aid Faclilities

   

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

First aid box should be clearly identifiable.

The AED should be clearly identifiable and accessible.

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 Individually wrapped sterile & waterproof adhesive dressings (assorted sizes), appropriate to the club environment Sterile eye pads, with attachment Six individually wrapped triangular bandages Safety pins Medium & large sized, individually wrapped, sterile unmedicated wound dressings Antiseptic tissues, sterile water or saline in sealed disposable containers If emergency blankets are provided, store alongside equipment & in such a way as to keep them free from dust & damp Disposable aprons and plastic gloves should be provided near the first aid materials 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 One large sterile unmedicated dressing Two triangular bandages Safety pins Individually wrapped moist cleansing wipes

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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

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APPENDIX A - Coach Evaluation FormAPPENDIX A - Coach Evaluation

Pg. 38

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

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APPENDIX A - Coach Evaluation FormAPPENDIX A - Coach Evaluation 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

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APPENDIX A - Coach Evaluation FormAPPENDIX A - Coach Evaluation

Committee Dom Griffin

Derek Roche

Chairperson

Vice Chairperson

0860743103

Tel Telephone

domgriff@gmail.com

Brian Kelly

Kieran Canavan

Treasurer

Secretary

Tel Telephone

Tel Telephone callanunitedafc@gmail.com

Tommy Stuart

Stephen Byrne

Child Liaison Officer

Player and Safety Officer

Tel Telephone

Tel Telephone

Email

Peter Kearney

Tom O Halloran

Committee

Committee

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Club Information Callan United AFC Fairgreen, Callan www.callanunitedafc.com

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APPENDICES

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APPENDIX A - Coach Evaluation Form The purpose of this questionnaire is to help Callan United identify our coach’s strengths & weaknesses and to highlight areas which will help develop the coach’s performance in the future. We strongly ask you to take the time to fill after your learning experience or in the case of a children’s programme, please feel free to involve feedback from them.

The results of this Evaluation Form will be only discussed as feedback to the Named Coach only.

APPENDIX A - Coach Evaluation FormAPPENDIX A - Coach Evaluation

Pg. 44

Coach Name:

_______________

Observation Date:

_______________ Type: Training/Game Team:

_______________

Feedback Date:

_______________ Organisational Skills • The coach arrives on time • The coach dresses appropriately • The coach prepares a session plan with logical progressions • The coach ensured all learning resources are in place for the session e.g.

Cones, Balls, Goals Instructional Skills • The coach creates a safe learning environment • The coach explains & demonstrates the skills properly • The coach explains the reason for doing the activity • The coach uses appropriate skill development activities to ensure learning takes place • The coach encourages questions • The coach provides both positive & constructive feedback Health & Safety • The coach carries out an appropriate warm up activity • The coach provides a safe environment • The coach advises students of safety aspects at the start of each session Motivational/Attitudinal Skills • The coach is enthusiastic & positive • The coach is honest & fair & demonstrates a sense of fair play • The coach is a good role model & sets a positive example always

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• The coach finds a way to make all athletes feel good about themselves • The coach has an appropriate perspective about winning/losing Recommendations to help the coach improve: Particular strengths of the coach: Other comments:

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APPENDIX A - Coach Evaluation FormAPPENDIX A - Coach Evaluation

APPENDIX B - Equipment Audit Item Cones Ladders Poles Belts Hurdles First Aid Paint Goals (Pop Up) Goals (Small) Goals Full Free Kick Men Football tennis Bibs

Number

Condition

Size/Weight

Notes

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APPENDIX A - Coach Evaluation FormAPPENDIX A - Coach Evaluation

APPENDIX C - Operational Best Practice Committee Pre-Season: •

Managers for teams and assistants.

•

Team selections.

•

Squads/Numbers how many

•

Registration of players (before pre-season).

•

Pre-season Training (when to start and what to be doing).

•

Training structure for year (What needs to be accomplished?).

•

Training times and days (1 or 2 Nights?).

•

Training sessions Planners, Attendance Records, Player Evaluations.

•

Coaching assessments or evaluation.

•

Training Sessions

•

Match day.

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APPENDIX A - Coach Evaluation FormAPPENDIX A - Coach Evaluation

A. Team Managers and Assistants •

Must have age appropriate training and/or courses completed

•

Have a good knowledge of the game.

•

Have commitment to the Team and the Club

•

To attend meetings involving football matters

•

Available to attend advanced coaching courses and workshops

•

Available to coach other teams in the club if needed

•

Good rapport with other coaches in the club

B. Team Selections (Primarily Adult) •

To be completed by mid-July.

•

Participation by Managers and the Coaching Team.

•

Developed players must be moved up where possible in 11 aside teams.

•

Un-developing Players may need to be moved down a grade.

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C. Squads/Numbers how many?

•

7 aside squads need to 10 players.

•

11 aside squads need 16 to 18 players.

• Less developed teams need to balance their numbers with other teams of the same grade.

•

Communication between managers to spread numbers where possible.

• Teams to develop players they have rather than moving players around unless it’s deemed necessary.

D. Registration of players (before play) •

To be done by all Managers, club registrar

•

To be completed by the middle of August where possible

•

Communication between Managers in relation to player’s development

• Coaching Team must be informed of all players that are being up/downgraded

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APPENDIX A - Coach Evaluation FormAPPENDIX A - Coach Evaluation

E. Pre-season Training (when to start and what to be doing) • All teams must organise their own pre-season for their teams and inform the Coaching Committee.

• All teams of the same age groups try do pre-season at the same times where possible (mainly 7 aside teams).

• A pre-season planner or structure must be prepared by all managers and given to the Coaching Team.

• A fitness testing program will be prepared for teams if needed and continued throughout the season.

F. Training structure for year (What needs to be accomplished?)

•

A training structure must be set in place by all teams.

•

Players or individual player development, and team progression.

•

Approach to training, coaching.

•

The Development of knowledge and coaching skills.

•

Watching other coaches and sharing ideas.

•

Communication between coaches in relation to training sessions.

•

Different techniques in coaching.

•

Training sessions Planners of all sessions.

•

Attendance Records, for training and matches.

•

Player Evaluations throughout the year.

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Pg. 51

G. Training Times and Days •

Frequency 

Needs to maximise training times and area.

•

7/8/9 aside teams of the same age train together or at the same time.

•

Rotation of the pitch.

H. Coaching Evaluation •

Coaches and managers throughout the year.

I. Training sessions •

Evaluations, weekly or monthly where needed.

•

Coaches assessing other coaches.

•

Personal assessments.

J. Training sessions •

Time keeping.

•

Maximising of training area and time allotted.

•

Proper use of gear available.

•

Players and coaches.

•

Fundamental, Age specific, topic, maximum player involvement.

•

Progression.

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APPENDIX A - Coach Evaluation FormAPPENDIX A - Coach Evaluation

K. Match Day •

Time keeping. – Players and Coaches

•

Pre-match set up ready (team picked, subs, team talk)

•

Game information (tactical calls, constructive info, encouragement)

•

Structure of play (training related)

•

Post-match set up (warm down, about the game)

•

Match reports to be filled out for all games.

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APPENDIX A - Coach Evaluation FormAPPENDIX A - Coach Evaluation

APPENDIX D Player Development PHASE 1 – THE FUNdamental PHASE Ages: 6-9 boys’ 6-8 girls The main objective of this phase is to learn all the fundamental movement skills using a well-structured, positive and fun approach. Soccer skills should be introduced, with an emphasis on fun, skill development and small sided games.

Appropriate and correct running, jumping and throwing techniques are taught using the ABC’s of athletics. Participation in as many sports as possible is encouraged. The development of these fundamental movement skills will contribute significantly to future at achievements.

LIFESTYLE 

Involvement in multi-sports



Learn aspects of safety in relation to the game

PERSONAL 

Enjoyment/Fun



Fair Play



Positive Attitude



Teamwork/Interaction skills



Self-esteem/confidence

TECHNICAL

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

Basic motor skills: proper running, jumping and throwing technique



Modified skills of different sports



Knowledge of the basics of equipment



Use of appropriate footwear and clothing



Introduction to basic soccer skills with the ball.

TACTICAL 

Know the basic rules and ethics of the sport



Display basic game and movement concepts



Play in Small Sided Games (SSG) – Basic 3v3; 5v5 in a defined area



Implement basic attack and defence principle

PHYSICAL 

General overall development and mobility



Running, jumping, throwing



Agility, Balance, Coordination, Speed (ABCs)



Develop speed, power and endurance through FUN games



Develop linear, lateral and multi-directional speed



Medicine ball, swiss ball and own-body exercises for strength



Basic body awareness – Stage 1

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Flexibility/Mobility

MENTAL 

Positive attitude to sport



Confidence



Concentration



Achieve success and receive positive reinforcement



Enjoy the game



Be part of the group

PHASE 2 – LEARNING TO TRAIN PHASE

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AGE 

9-12 boys



8-11 girls

OBJECTIVE The main objective of this phase is to learn the specific soccer skills in conjunction with FUNdamental skills from a range of other sports. These skills form the cornerstone of all player development. An emphasis on technical development should be a key part of this phase, with the 7 v 7 game being introduced, progressing to 9 v 9.

LIFESTYLE 

Involvement in multi-sports



Inclusion of sport in lifestyle



Participation in complementary sports

PERSONAL 

Understand the changes puberty will bring



Accept discipline and structure



Understand the relationship between effort and outcome



Teamwork/interaction skills



Parental support



Motivation to participate

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TECHNICAL 

Fundamental skills progressively refined, combined & elaborated upon to more sport specific skills



Willingness and knowledge of how to practice skills



Soccer specific skills: dribbling, shooting, passing, controlling



Combination of skills in game related activities

TACTICAL 

Play modified and small-sided games



Implement key game principles



Play SSG: 9v9, 7v7, 5v5, 3v3 etc. (spatial awareness: pass and move)



Implement defence and attack principles in SSG



Introduction to positional awareness in a variety of positions



Perform basic set pieces e.g. foul throw, free kicks



Know rules in relation to free kicks and offside

PHYSICAL 

Continue to develop ABCs



Continue to develop speed, power and endurance through fun games



Medicine ball, swiss ball and own-body exercises for strength as well as hopping and bounding exercises



Basic flexibility exercises

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

Warm-up and stretching



Basic body awareness – Stage 2



Shoulder, elbow, core, spine and ankle stability

MENTAL 

Introduction to mental preparation



Understanding of the role of practice



Perseverance



Confidence



Concentration



Achieve success and receive positive reinforcement



Goal setting (short term)

PHASE 3 – TRAINING TO TRAIN PHASE AGE 

12 – 16 boys

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11 – 15 girls

OBJECTIVE The main objective of this phase is to consolidate basic soccer skills, introduce the basic elements of tactics and to address the two critical periods of physical development namely the aerobic base and strength of players. It should be noted that both aerobic and strength trainability is dependent on maturation levels and not solely chronological age.

LIFESTYLE 

Employ correct nutrition/hydration practices



Training and performance diary/log



Time management



Introduction to planning and periodisation



Rest and recovery



Balance playing with social and school



Dealing with social problems e.g. alcohol culture, peer pressure, school, jobs etc



Prepare for transition if going to UK

PERSONAL 

Interpersonal skills and learning to work in team environment



Positive communication



Discipline and personal responsibility

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

Awareness of Peak Height Velocity and windows of trainability



Creative thinking



Commitment to improve/achieve goals



Personal responsibility

TECHNICAL 

Individualisation of skills training to address strengths and weaknesses



Consistency in performing skills/techniques: passing, dribbling, controlling



Perform skills under competitive conditions



Develop techniques through tactical links



Positional awareness in relation to ball and opposition



Passing/Possession, higher levels of ball control



1v1 dribbling technique

TACTICAL 

Undergo the early stages of tactical preparation



Implement basic team principles and positions: team shape



Support, showing for the ball, movement off the ball, timing of runs and angles of receiving: ‘Show-Pass- Control’



Play effectively in SSG: 4v4, 5v5, 6v6, 7v7 games (in training)



Play the full 11v11 game

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

Implement more advanced concepts of attack/defence



Play in different positions



Understand the rules of the game



Use of space/run into space effectively



Read and understand the game



Display an awareness of opposition



Implement concepts of width and depth

PHYSICAL 

Emphasis on general and balanced physical conditioning



Aerobic training prioritised after the onset of Peak Height Velocity (PHV)



Strength training prioritised in females after PHV and with the onset of menarche



Strength training prioritised in males 12-18 months after PHV



Shoulder, elbow, core, spine and ankle stability



Flexibility training



Frequent musculoskeletal evaluations during PHV



Good body posture



Soccer specific physical conditioning e.g. stamina, speed, strength, suppleness, skill



Knows how to train different components of fitness

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MENTAL 

Goal setting (short and medium term)



Imagery (practicing and improving technique and self-confidence)



Relaxation (deep breathing)



Patience and control



Concentration



Continued positive reinforcement



Basic anxiety control



Focusing, self-talk and verbal cues



Balanced and winning mentality

PHASE 4 – TRAINING TO COMPETE PHASE Ages: 16 – 18 boys’ 15 – 17 girls The main objective of this phase is to optimise fitness preparation and soccer, individual and position-specific skills as well as performance. More advanced tactical elements of the game are introduced. During this phase, high intensity individual, and position-specific training is provided to players. Soccer specific skills are performed under a variety of competitive conditions during training.

Special emphasis is placed on optimum preparation by modelling training and competition.

LIFESTYLE

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

Individualisation of ancillary supports



Refined self-monitoring



Plan career/sport options



Increased knowledge on hydration and nutrition



Preparation for different environments e.g. heat/cold/rain/altitude



Injury prevention and recovery



Understand planning and periodisation



Develop a support network



Awareness of scholarships and compensation schemes

PERSONAL 

Continued personal development



Integration of soccer, career and life goals



Economic and independence issues addressed

TECHNICAL 

Proficiency in basic soccer skills



Soccer-specific technical and playing skills under competitive conditions and at high intensity



Individualisation of skills: ‘personal style’



Consistency and control



Competition-simulation training

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TACTICAL 

More advanced team play and principles in the full game



Carry out effective set-piece play



Implement different attacking styles



Individual specific role within team



Awareness of new styles/systems/plays



Develop a winning mentality and implement ‘winning tactics’



Ability to link to players/units of team movement on/off the ball



Play in 11v11 format



Develop individual strengths within confines of team style



Ability to read the game



Awareness of opponent’s tactics, strengths and weaknesses



Event- and position-specific tactical preparation



Principles of attack and defence



Ability to plan and assess competition



Adaptation to different situations



Observe and adapt to opponents



Detailed systems of play: strategies



Clarity of team shape and role within the team

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Ability to deal with tactical problems _ Awareness of variations in systems/styles



Reading the game (SWOT analysis)



Plan and assess competition and prioritise



Playing training game: working in SSG up to 11v11

PHYSICAL 

Soccer-, position- and individual specific intensive physical conditioning



Shoulder, elbow, core, spine and ankle stability



Optimum preparation: tapering and peaking



Individualisation of physical capacities to address strengths and weaknesses



Dealing with environmental influence

MENTAL 

Personal responsibility and involvement in decision-making



Focus and thought control – self talk /verbal cues (dealing with distractions and negative thoughts)



Goal setting (long term)



Performance routines and pre-competition preparation



Imagery (competition, different situations/problems, practicing strategies)

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Anxiety control and relaxation (Progressive Muscle Relaxation, hypnosis)



Performance routines and pre-competition preparation



Basic re-focusing

PHASE 5 – TRAINING TO WIN PHASE AGE 

18+ boys



17+ girls

OBJECTIVE

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This final phase of player preparation aims to maximise fitness preparation and soccer, individual and position-specific skills as well as performance. All of the player’s capacities are now fully established and players are trained to peak for major competitions. Training is characterised by high intensity and relatively high volume with frequent periods of rest.

LIFESTYLE 

Increased knowledge on all areas



Rest and relaxation. Frequent breaks



Well-developed self-monitoring



Well-developed and integrated support network/structure



Career/sport planning sustained

PERSONAL 

Full integration of soccer, career and life goals

TECHNICAL 

Complete refinement of soccer specific skills



Event-/competition-specific training skills are automatic/second nature



Ability to improvise with skills



Further development and refinement of soccer specific skills



‘Automatic’ and consistent performance of soccer specific skills

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TACTICAL 

Develop effective competition strategies



Adapt strategies to situation



Model all possible aspects of performance in training



Play to strengths, exploit weaknesses of opponents



Clarity of team shape and roles within



Varying trends in the modern international tournaments



Maximise on National and European competition opportunities



Adapting to climatic conditions e.g. extreme heat or cold, in both training and playing



SWOT analysis (individual and team)



Successful tactics and strategies and necessary variation needed to winning ways



The importance/ variation/options of set pieces in attack/defence

PHYSICAL 

Maintenance and possible improvement of physical capacities with a view to maximising performance



Shoulder, elbow, core, spine and ankle stability



All physical fitness aspects individualised



Frequent prophylactic (preventative) breaks

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Maintenance and possible improvement of physical capacities

MENTAL 

Independent decision-making



Capable of teamwork and taking advice



Well-developed, refined and individualised mental skills and routines



Refocusing plans/coping strategies



Will to win/drive



Concentration/focus



Full range of mental skills (4 C’s)

PHASE 6 – RETAINMENT This phase refers to the activities performed after a player has retired from competition permanently. The aim of this phase is to retain players for coaching, sport administration, officiating or recreational participation in the game.

LIFESTYLE 

Pursue personal and family goals more strongly



Pursue further education/career development

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APPENDIX A - Coach Evaluation FormAPPENDIX A - Coach Evaluation



Possible engagement in administration, coaching, media/PR



Seek transition support, if required

PERSONAL 

Reset goals

TECHNICAL 

Retain skills and apply in a recreational context

TACTICAL 

Retain recreational involvement



Tactics to enjoy the game PHYSICAL



Keep active through soccer participation



Endurance training



Strength training



Flexibility training

MENTAL 

Relaxation



Readjustment to non-competitive environment



Ability to handle pressure/stress

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APPENDIX A - Coach Evaluation FormAPPENDIX A - Coach Evaluation