Clare Strategic Review by TheClareTimes

Saffron & Blue Plan Appendix Booklet

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Saffron & Blue Plan A Five Year Strategy for Clare GAA

Appendix Booklet

Appendices: Contents Overview i.

Governance Overview and notes on recommendations

ii.

Recommended Organisation Chart

iii.

Proposed Audit & Risk Terms of Reference

iv.

Developing Clare GAA Facilities - Appraisal

Commercial and Communications Recommendations

vi.

Coaching & Games Development Findings

vii.

SPG Terms of Reference

viii. Research Reports Summary

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Saffron & Blue Plan A Five Year Strategy for Clare GAA

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Appendix 1 – Governance Overview and Summary Governance Review The assessment of Clare GAA Governance was based on the governance documentation developed by the GAA. They include the GAA Governance Guidelines and the GAA Governance Toolkit. Additional queries were submitted to Clare GAA following interim analysis of the feedback from the club submissions to this process and other areas identified by the independent Strategic Planning Group (SPG) for assessment. A programme of consultation and independent analysis was also undertaken to assess best practice in other counties and an examination of other sports codes where learnings could be taken from. The Clare GAA governance recommendations made by the SPG are based on the written replies to queries submitted to Clare GAA (sample of responses detailed hereunder) in addition to the review of best practice across other counties and sports codes. Sample of written replies to SPG Governance queries (received May 2021) 1. There are no Finance and Internal Control Policies and Procedures except those laid out on the Official GAA Rulebook. 2. A verbal Monthly Report is provided by the Treasurer to the County Board, the Audit Committee will also review the financial position on a monthly basis in terms of Income and Expenditure and Projections. 3. The update on expenditure incurred is provided by the Treasurer at the monthly County Board meetings. In regard to the Tendering Control Procedures, this work is carried out by the Treasurer and Secretary and normally three quotations are required for bus hire and catering. The tendering period is for three years. There are no Control Procedures set out in writing. 4. There are no Terms of Reference for the recently appointed Finance Committee.

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5. There are no minutes for the previous Finance Committee for 2019. 6. Expenditure authority rests with the Chairman, Secretary, and Treasurer and limits are agreed on an ‘ad hoc’ basis. 7. Supporters’ Clubs do not report to the County Board, notwithstanding the fact that they raise money on behalf of Clare GAA. Supporters’ Clubs are totally autonomous and this urgently needs to be addressed. 8. There are no Terms of Reference/’Job Descriptions’, used by Clare GAA Committees, groups and Officer posts except those in the Rulebook. 9. There are no Terms of Reference, therefore, a review and update has not taken place. It should, however, be pointed out that the GAA Official Rulebook is the guiding principle under which Board Officers operate. 10. There is no formal review of the Committee and their effectiveness. It would be fair to say that the delegates who are, in fact, the Board, dictate the performance of the Executive by electing them and/or removing them from office. 11. The Elected Officers of Clare County Board GAA or any County Board have their roles defined by the Official Rulebook. Other than that, there has been no formal review by Clare GAA. 12. The current officer time limit is five years except for the County Secretary. 13. There is no current performance evaluation system for Committees/Sub Committees and Officers.

The following governance policies extracted from the GAA Governance Guide were requested by Clare Strategic Plan Development Group for information purposes. They include: 1. Code of Conduct. 2. Conflict of Interest/Conflict of Loyalty. 3. Policy around the election, appointment and induction of new committee members.

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4. 5. 6. 7. 8. 9. 10.

Term limits of such members. Powers reserved for management and other sub-committees. Dedicated authority levels. Grievance and disciplinary procedures. Communication policy (including use of social media). Financial procedures. Performance evaluation (for committees/sub committees and officers).

None of the ten documents requested from Clare GAA exist to guide governance or follow best practice as established by the GAA. Commentary on Governance The Clare GAA governance and structures to date have been largely based on a traditional approach to managing operations. They are not reflective of a vastly changed operational environment. This operational shift is now manifestly evident in how the business of sport functions, financial requirements, games development focus, and the facilities required to operate a ‘tier one’ GAA county.

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Every stakeholder group in Clare prioritized governance as the area for immediate change and restructure. • • •

50% of clubs indicated governance was the priority for the plan 40% stating it was priority one and a further 10% stating it was priority two. Almost one in three clubs (29%) stated that refreshing the county board was the biggest challenge for the Strategic Plan to address. 42% of the Clare GAA public and Clare GAA club members rated Governance as the priority area for attention within the plan.

Overview of Priority One for the Strategic Plan - stated by Clare GAA Clubs

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The expansion of Clare GAA “business of sport” activity has not been matched by increasing the operational capacity of the organisation. The structures required to operate a multi million euro operation do not exist within Clare GAA with no capacity to adapt to respond to many commercial opportunities now available. No structures exist to stimulate activity to generate the essential revenues for ongoing investment across all areas of Clare GAA. This represents a key limitation in the organisations capacity to progress the areas under consideration within the strategic plan. Clare County Board has no control or oversight on either hurling and football Supporters Clubs. Clare GAA remain in the minority of counties who do not consolidate their supporters club activities under one fundraising vehicle. The lack of governance from a Clare GAA perspective on supporters club activities is further at odds with best practice employed by all other counties. New supporters club governance guidelines from Croke Park will address this in 2021.

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The involvement of County Managers actively responsible for stimulating Supporters Club activity (hurling and football managers) is an area for immediate attention. A functioning structure with adequate commercial capacity must alleviate this burden from all County Managers as evidenced in best practice across other GAA counties. The current duration of a role held by a full time officer is limited to 5 years except for the role of County Secretary where the expiry date of a second signed contract is June 2023. There are no formal reporting procedures, terms of reference or agreed project/work plans for any Clare GAA committee. There is no evidence of reporting available in order to monitor or assess the effectiveness of committees. There is no formal structure or policy to support County Team Managements each year outside of an initial meeting between the main officers and the Team Management. A plan is put in place for the year covering all aspects and requirements of the Team Management. There is no ongoing evaluation of supports required mid season or independent evaluation of the season to learn where improvements could be achieved in the performance environment of a senior intercounty team. The structures to support the elite player environment must be managed differently with an understanding of the continuously evolving elite performance environment that exists. The Chairman of the County Board has responsibility to appoint a Liaison Officer between the County Board and Team Managements. There is currently no policy or documented approach in relation to the manner in which the appointment is

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made based on the the skill sets required by senior teams operating in an elite environment. There is no formal mechanism for feedback between the County Board and Team Management throughout the year apart from the Team Managers traditionally making a report to the County Board after elimination from the Championship. No games and coaching development reports are available for the County Board. There is no evidence of a strategic approach to games development through a County Coaching Committee guiding or assisting the full time coaching resources in the county. There appears to be no additional formal structures in place to support the progression of games and coaching development in hurling and football. The current underage development activity (outside of paid GDA roles) has been largely developed and managed by individual groups outside of the county board structures. There is no consistency in the overall approach between hurling and football. There is no evidence of feedback systems and annual reviews being implemented to support and progress games and coaching development.

Selection of commentary received by the SPG on Governance ❖ “Every successful organisation has to have solid structures and governance - especially an organisation that is 100% dependent on volunteers to do work and get finances ... without that nothing else will function properly ❖ All of the other headings are impacted upon by the Governance and administrative structures. Progress can be made in all the areas mentioned once the 21st century, modern, up to date , flexible, open

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❖

transparent structures and governance are addressed. Until then the buy in from a skeptical business community and general public will not happen to its full potential. The future potential of Clare GAA is incredible but it will require resources as yet untapped to be released for development purposes in a planned and coordinated fashion. In order to develop Clare GAA across many different aspects, it requires a more professional management, leadership and governance structure. Only with the right foundations can you build for the future Without structures in place operating professionally and offering transparency in all aspects of governing Clare GAA no progress can be made. No other priorities can be moved forward without good and effective governance. The grassroots have to feel that those governing have the same ethos and vision before change can happen. Without a well-structured, efficient, progressive governance system, any proposals for development are unlikely to succeed. Progress requires structure and our current structures are pitifully out of date. Without this area being right the others cannot be addressed or be successful, we need an appropriate and progressive structure leading Clare GAA. This is the foundation for success and for developing other areas. It lacks accountability, transparency and honesty. There should be a modern structure implemented with sub committees or working groups with clear terms of reference and responsibilities. These groups and the over arching county board should be providing open communication to the Clubs, their delegates, the broader GAA community and the public. However, the starting point has to be to overhaul the governance and administration structures. They are not fit for purpose and are the root cause of the difficult position Clare GAA finds itself in at present. The relationship between the county board and Clare supporters is badly fractured at the moment. Until a proper functioning executive with clearly defined roles and supported by sub committees comprising people with the relevant expertise, it will be v difficult to make progress on the other issues.

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❖ The current governance has stagnated and is devoid of innovative strategies to promote our games ❖ Without the adequate level of governance and oversight, the foundations to address all other areas, would be greatly weakened. Getting this area sorted first, secures a foundation of trust and confidence, from which the other need areas can be developed ❖ I feel this is an area which has been severely lacking and this is reflected in the attitude to true GAA people on the ground in Clare. The transparency has been lacking on a number of issues. The officers of the board are there to serve in an impartial and professional manner ❖ Without good governance structures, all other priorities will struggle to succeed. Governance in Clare GAA needs to evolve into a more professionally run and respected outfit ❖ A solid performing administrative structure is the foundation or base for all other GAA activities in the county. If we get this right the rest should follow. ❖ Clare GAA is a Business in everything but name, so any Business must have a proper structure to not alone prosper but to survive. ❖ To instil confidence in the clubs that they will be governed more transparently and professionally ❖ In order to enable any of the remaining priorities the Governance and administration must be fit for purpose to provide the leadership and structures necessary to run Clare GAA. A voluntary organisation of the scale of Clare GAA run by a small executive is a tremendous task with multiple complex issues. The challenge is to provide good governance and strategic leadership to grow the executive so that it can manage and finance the many activities required of a successful and ambitious county GAA organisation”

Saffron & Blue Plan A Five Year Strategy for Clare GAA

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Appendix ii – Proposed Organisational Chart Governance Section: Additional Notes Note 1: Enhance the role of the independent Clare GAA Audit and Risk Committee which is to be refreshed every three years adopting the GAA guidelines on Governance as the basis for the terms of reference. The recommendation to appoint an independent Clare GAA Audit and Risk Committee is based on assessment of best practice and anticipation of new governance guidelines to be implemented by the GAA nationally. The recommendation is to strengthen the existing structures and grow the capacity through recruiting additional volunteers to evolve the required governance model.

Note 2: Independent appointment of a full time CEO with responsibility for the operations and strategic plan implementation as part of an overall succession planning approach. Immediate appointment focused on operations and strategy implementation evolving to CEO role based on succession planning. As part of the succession planning process, it is recommended that a full time executive is appointed to assume the future role of CEO. The role would initially focus on operations management and implementation of the five year strategic plan. The recommendation is based on the new appointment working with the existing full time executive role to enhance immediate capacity and deliver a clear succession pathway.

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Note 3: Appoint a full time Commercial and Brand Manager for Clare GAA to generate commercial revenues and identity new opportunities to grow the value of the Clare GAA brand with new commercial partners. There is an immediate commercial focus required to grow the revenue base for Clare GAA. It is proposed that a Commercial and Brand Manager will be appointed to develop new commercial funding streams and work with the Finance committee to deliver annual fundraising activity. Subject to the creation of a new Club Clare supporters club model, this role should assume executive responsibility for the delivery of key supporter’s club projects to alleviate the burden on the volunteer base.

Note 4: Appoint an independent Commercial Advisory Board to support Clare GAA in the identification and conversion of new commercial opportunities. The appointment of an independent Commercial Advisory Board is designed to support Clare GAA in revenue generation activity outside of the annual finance committee activities. The creation of a terms of reference for the independent Commercial Advisory Board must provide clarity of focus on growing commercial revenues with no duplication of the Finance Committee fundraising activity. The anticipated role for the independent Commercial Advisory Board is to introduce new partnerships and commercial opportunities of scale for Clare GAA.

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Note 5: Appoint an independent Games Performance Board possessing the professional expertise to assist in the development of the best environment for Clare football and hurling teams and monitor the support environment and appointment of management. A new Clare GAA Games Performance Board is recommended to provide independent advice and guidance on continuously enhancing the coaching and performance environment in Clare GAA. The role of Games Performance Board will include identification of best in class supports for preparing intercounty teams in football and hurling. The composition of the Games Performance Board will include sport and coaching technical professionals from outside the GAA, high performance professionals and independent GAA expertise not involved with Clare GAA. The key roles of the Games Performance Board to be agreed within the terms of reference will include (and not limited to)

Note 6: Independent committees The plan contains recommendations for the use of independent committees for key appointments and reviews. This recommendation is based on ensuring independence in all future appointments and transparency in the process. The independent committees should be made up of subject matter experts in specific areas where appointments or support is required e.g. commercial, elite performance. Clare GAA should ensure independent committees are compliant with the Rule Book by the addition of a relevant representative such as the CEO, Chairman.

Note 7: Clare GAA Sub committees The plan contains a number of recommendations in relation to sub committees from fixtures & transfers to coaching and games development. These recommendations are based on expanding the existing volunteer base and attracting talent from across the county to fulfill key roles in the implementation of a five year plan.

1. Annual independent appraisal of requirements and supports for intercounty teams 2. Independent role in the appointment of intercounty team managers 3. Independent mid season and end of season evaluations with inter county senior managers 4. Support the full time and volunteer coaching base with regular inputs into coaching and games development / Clare GAA Academy activity.

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Recommended Organisation Chart Executive Board

Chairman

Cathaoirleach

Public Relations Officer

Finance Manager

Treasurer

Bainisteoir Airgeadais

Caidreamh Poiblí

Cisteoir

CEO

Commercial/Brand Manager

Secretary Rúnaí

Stiúrthóir Bainistíochta

Bainisteoir Tráchtála

Coaching & Games Development Officer

Independent Clare GAA Audit and Risk Committee

Finance Manager

Commercial & Brand Manager

Treasurer

Public Relations Officer

PPD&S Committee

Office Manager

CEO Stiúrthóir Bainistíochta

Independent Games Performance Committee

Coaching Committee

Academy Board

Coaching & Games Personnel

Facilities Manager

Finance Committee

Finance & Administration

Commercial Advisory Board

Commercial and Communications

Facilities Development

Coaching & Games Development

Working with required Volunteer-led County Board Sub-Committees Independent Games Performance Committee

Coaching Committee Intercounty Teams

Football

Academy Board

Academy Board Head of Athletic Development

Games Development Advisors Games Performance Officers

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Football Performance Manager

Coaching Committee Games Development Advisors

Hurling Performance Manager

Intercounty Teams

Games Performance Officers

Hurling

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Appendix iii – Clare GAA Governance: Audit and Risk Committee Proposed Terms of Reference 2021

County Committee with additional reporting options to the National Audit and Risk Committee of the GAA.

The following are the recommended Clare GAA Corporate Governance, Audit and Risk Committee Terms of Reference. The terms of reference are based on independent recommendations for the future governance of Clare GAA. The recommendations are based on best practice approaches to governance to be adopted by Clare GAA and the A&R Committee.

Power and Authority: The A&R Committee acts with the delegated approval and authority of the County Board and has explicit power to investigate any matters or activities within the scope of this document.

Clare GAA Corporate Governance, Audit and Risk Committee: Terms of Reference 2021 Coiste Iniuchoireachta & Riosca: (Hereinafter called the “A&R Committee” or ‘The Committee”)

Objective: The remit of the A&R Committee shall be the independent oversight with regards to the processes followed by Clare GAA with regards to Audit matters, Risk Management Practices, Governance Structures and Financial compliance. The A&R Committee can provide advice to and engage with the CLG’s Central Audit and Risk committee as and when requested to do so and, may escalate matters directly if deemed so necessary. The A&R Committee may carry out other tasks as it sees fit in order to support the achievement of its objectives.

Reporting Structure: The remit of the A&R Committee shall carry out the duties below for the Association at Clare GAA. While it shall interact directly with the Executive Committee in its duties, it shall have a reporting line to the

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Scope: (A) Auditors and Financial compliance - The responsibility of the A&R Committee shall be to review and discuss the annual audited accounts and Financial Statements of Clare GAA with the appointed auditors and any other party the committee deems relevant. It will be the responsibility of the A&R Committee to brief the Executive Committee of their recommendations/approval and/ or views pertaining to the annual budgets and financial results prior to their adoption by the Executive Committee. (B) Corporate Governance and Risk Management - the A&R Committee shall review and assess existing corporate governance and risk management systems and initiatives and, to recommend any changes deemed necessary to enhance existing processes. A&R Committee structure and operation: 1. The A&R committee shall have a maximum of seven members none of whom shall be a current or past member of the Executive of Clare GAA 2. The Committee will meet as a minimum once every quarter and, thereafter as regularly as they deem necessary 3. At least seven days notice will be given before each meeting and such notice will include an agenda. 4. A minimum of 50% plus one members of the committee must be present for the meeting to be deemed quorate. Meetings may be held via teleconference.

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5. Minutes of all meetings will be taken by the Secretary and will be circulated no later than 14 days after each meeting for approval and sign off. 6. Voting shall be decided by a simple majority of those present at the meeting. Should voting be tied, then the Chairman has a casting vote.

Any member who becomes aware of such a conflict are required to share such potential conflict with the committee in advance of any discussion or documents circulated by to committee. Such members will not receive any documentation or correspondence in relation to the conflicting subject nor shall they part take in that part of the meeting.

A&R Committee member appointment and term The inaugural membership of the committee shall be nominated by the Executive Committee of Clare GAA and approved by the Board.

The minutes of the meeting should note the above and confirm that the process outlined herein was adhered to.

Subsequent committee members shall be nominated by Clubs and ratified by the County Board. The nominated group will appoint a Chairman and Secretary from the nominees selected. The A&R committee shall be appointed for an initial term of 3 years while the Chairman will rotate among the members of the committee on an annual basis.

Liability: Clare GAA will fully indemnify the A&R committee as well as individual members with against to any claims (financial or otherwise) with regards to potential liability or false accusations in carrying out their work. Overall ultimate accountability rests with the County Committee of Clare GAA.

Also, one member of the original committee will retire after 2 years to be eplaced by a newly nominated member. At the beginning of the 4th year the remaining three original members will finish their term and, at that point there will be a rolling replacement of members who have served their 3 year term. Notwithstanding the above, any member of the A&R committee may resign from the committee for personal reasons prior to the end of their term. Conflict of Interest: In line with the overall conflict of interest policy of Clare GAA and of Chumainn Luthchleas Gael, each member of the A&R committee should take personal responsibility to declare any potential conflict of interest arising in relation to any items on the agenda for their meetings.

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Appendix iv Developing Clare GAA Facilities - Appraisal

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Assessment of the requirements to maximise the role of Caherlohan as a centre of excellence and other Clare GAA facilities.

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Context of Caherlohan

Introduction

Development Timeline/Phases and Cost

The Strategic Plan Committee (SPC) were tasked to complete an assessment of the requirement to maximise the role of Caherlohan as a centre of excellence for the County. Tied to this remit was to take a similar look at the Pitch 1 other facilities under the demise of Clare GAA including. 145x90m • • • •

2005

Planning permission was applied for in December 2005 for • Six Grass Pitches of which two floodlit • One Floodlit All Weather Pitch • All ancillary roads • Single storey building consisting of 6 no dressing rooms, gymnasium, public toilets, dining room • Effluent Treatment Plant with Percolation Area

Floodlit with

The assessment of Caherlohan drew from a range of contributors including

Surveys with Current and Past Intercounty Players

Site visits to Caherlohan

Meetings with Football and Hurling Coaching and Management at both underage and senior level

Meetings with games development staff and athletic performance staff

Site visits to other GAA training facilities and non-GAA facilities around the country.

Surveying including GPS Land Surveys & Trial Holes

Quotations from Civil Engineering Firms and Pitch Construction Specialists.

2010

Contractor appointed following a tender process and cconstruction commenced Oct 2010

Phase 1

Construction of 4 Grass Pitches

Phase 2

Construction of Clubhouse building, Generators and Floodlighting

Phase 3

Netting, Goalposts, Fencing, Main Gate, Pumps at Treatment Plant

Phase 4

Various Fit-out works to the Clubhouse

Completion at April 2012

€665,208 €1,304,845 €210,494

€64,195

Total Cost to Date

€4,559,742

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Meetings with the County Board’s Committee for Caherlohan, Chaired by Simon Moroney

€2,315,000

Consultant engineers and master planners appointed for the project.

Cusack Park, Ennis. Ball catchers Clareabbey, Clarecastle. Ryan’s Field, Clarecastle. Ballyline, Crusheen.

Surveys of Clubs and the wider GAA Community

70 acres of land was purchased by Clare GAA in April 2005.

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Current Facilities

Pitch 2

145x90m Floodlit with Ball catchers

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Pitch 1

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Feedback from Surveys We received an overwhelmingly negative response regarding Caherlohan from the extensive surveys that were carried out. The feedback from the general surveys indicated this dissatisfaction but it did not rank as a top priority.

Senior Hurling Current Players

Senior Football Current Players

Hurling Past Players

Football Past Players

Hurling Games Development

Football Games Development

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In order to maximise its role as a centre of excellence for the County, we put additional weight on the respondents above to develop the requirements for the key areas and priorities for improvement. We analysed the survey responses and had further discussion with the expert hurling and football groups. The most talked about issues to be resolved are in the following table.

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Below are some of the salient points made by respondents that stick out as examples of the feeling towards Caherlohan.

The review committee visited numerous facilities to benchmark what is required at Caherlohan. Meath, Offaly, Galway, Kerry Mallow, Rathkeale GAA facilities and Munster Rugby Training Facility as well as the facilities at UL. We also reviewed the facilities from the websites of other counties and other sports. The best researched facility that we came across was Kerry GAA Centre of Excellence located in Currans and we thank Kerry GAA for a very comprehensive overview of the journey they embarked on. It was clear they had consulted broadly and were committed to hosting all teams, both codes, Men & Women, Boys & Girls. They had done extensive research on many centres from many sports, and really focused on the detail. Some of the key observations are obvious but must be pointed out as follows • Developing elite players starts at a young age – catering for adults and children (with their parents), admin staff, visitors, and the public presents challenges for how the building works. • The activities that go on in the centre are very diverse: Indoor and Outdoor Training, Gym Work, Dressing Rooms, Physio and Recovery, Catering, Meetings, Video Analysis, Office accommodation, Public Welfare, • The facility needs to be accessible for extended hours 7 days per week all year round. • The priority for the facility is provide effective training facilities where coaches and players can get the most out of a session. This needs to be conducted in an environment that is both comfortable and inspiring.

Caherlohan should be a place that all young Clare players aspire to be called to. Caherlohan is painfully average, it is by no means awful but it cannot be referred to as a Centre of Excellence Centre of Excellence needs to be completed within next two years

We have great people involved in coaching and development but they are badly served in terms of resources. All Players and coaches should have access to top standard training facilities within our own County

Bring offices out there and bring it to life Ridiculous Driving from Making it a facility all players West Clare to Limerick love to come to make themselves for Training because better. Make it a high we lack basic facilities performance centre. Currently it's a place you hate to go to as it is cold & uninspiring

This is a real challenge to get this right while allowing the space for the facility to adapt to the changing requirements as standards in the game rise ever higher.

Review/Comparison of Other Facilities

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Direct Feedback.

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Summary of Finding and Recommendations

1: Remediation of Playing Fields

The focus is for Caherlohan to provide excellent training facilities for all teams of both codes. Existing facility lacks the most basic training infrastructure that is needed to prepare a team

Top priority is the remediation of the playing fields at Caherlohan. In summary the pitches need to be re-laid.

What is built; is not fit for purpose o

Grass Pitches are unplayable for large portions of the year.

Dressing Rooms are too small. It takes two of the existing dressing rooms to accommodate either of the senior panels.

The Gym is too small. @130m2 it can’t accommodate a full panel.

The non-training aspects including meeting rooms, catering, video analysis etc. - can probably be greatly improved.

The whole site is completely under-developed with gravel roads, no landscaping or tree planting.

A team of specialists conducted a pitch drainage and surface investigation of the playing fields at Caherlohan. The following photos indicate the key findings.

What is missing; is really important for effective training

No Ball Walls.

No Indoor Training Facility.

No dedicated Physio Suites or Recovery / Return to Play facilities.

Facility cannot really cope with mixed teams (boys/girls/Men/Women)

No services/facilities for parents of underage teams.

1: No Adequate Sand Layer on the Pitch

No Astroturf facility – Clare GAA is renting space at UL for both Senior Teams as well as the Juvenile teams. Outside of the cost – it is difficult to get slots for all of our teams and sometimes the teams aren’t finished training until late at night.

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The existing slit drains begin at 70mm under ground level. They measure 45mm in width and are 200mm in depth. There is evidence of a sand blinding over the slit drains 10mm-20mm approx. above this is topsoil.

The investigation concludes that the main reason for the unsuitability of the pitch surfaces is down to the malfunction of the gravel slit drains. In general, the ground is very tight. The slit drains have become contaminated with soil. The tightness of the ground around the drainage due to compaction would also be a contributing factor to the lack of drainage as it would be difficult for water to soak through.

Remediation

The condition of the slit drains throughout is very poor as they are almost completely contaminated with soil. This will seriously slow down the egress of water into and through the gravel slit. The existing collector drain gravel surround begins at 200mm below ground level. The top of pipe (100mm land drainage) sits at approx. 400mm below ground level. The condition of the collector drains is good. They are clean with little evidence of soil contamination.

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The SRG recommends a complete reconstruction of the playing pitch drainage system and playing surface. The works would be sequenced as follows 1. Spray off vegetation. 2. Lightly power harrow the topsoil layer. 3. Rip the ground between the existing collector drains using the ripper legs on a bulldozer to a depth of 500mm. This will help to loosen the existing tightly compacted soil. 4. Grade off the pitch with a bulldozer on GPS control. 5. Install 150mm main drain to a depth of 900mm backfilled and surrounded in 6mm-10mm pea gravel up to 150mm below finished ground level. A 150mm "T" junction will be installed at every intersection with a collector drain. A 150mm pipe will stand upright on the main drain up to 300mm below the finished surface and covered with a steel cover. 6. Install new 80mm collector drains in between the existing ones to a depth of 600mm backfilled and surrounded in pea gravel up to 150mm below finished level and connected into the 150mm uprights on the main drain. Even though the existing collector drains are in good condition they are just a bit on the shallow side and our fear is that they may get caught by the slit trencher. 7. Grade off the pitch again with a bull dozer on GPS control.

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Cost of Works

€

125,600

VAT @ 13.5% Total per Pitch

€ €

16,956 142,556

The addition of the following training facilities at Caherlohan is recommended. • Full-size all-weather floodlight Astroturf Pitch. • Ball Walls • Larger Gym • Indoor Training Facilities The SRG considered a number of options to provide these facilities. A: extend the existing building to the north and incorporate a courtyard that might accommodate a hurling wall. The eastern section of the courtyard would accommodate an increased Gym Facility. B: Extend the existing Building to East. Concluded to focus on a separate training facility for the following reasons • Separate building can be developed without closing the existing building and causing interruptions to training. • The Training Facilities need to be integrated as tightly as possible with the playing fields. This allows the most flexibility for designing training sessions. This allows a mix of Gym Work (recovering Players), Indoor exercise/warm up, Ball work, Field Training. • We can segregate training activities completely from the Meetings, Catering, Admin. The new development can be fitted out to accommodate players that are togged out. While the Existing facility can be fitted-out to accommodate for Players/Staff/Management/Public for the catering, meetings, work, etc. A building that can accommodate everything would be difficult to achieve and be maintained properly. • The core focus of the next development will be the AstroPitch so integrating the training facilities with that project will save some costs. A single project is more cost effective (foundations/infrastructure/project management/ design)

Summary costs of works

2: New Astroturf and Training Facility

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8. Install gravel slits with a small bulldozer pulling slit trencher at 1m centres measuring 90mm in width and 350-400mm in depth. 9. Spread an even 75mm layer of sand with a bulldozer on GPS control 10. Spread seed, fertilise and lime.

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Moving the Project Forward

Order of Magnitude Costs. Construction of All Weather Pitch 1. Clear Vegetation 2. Excavate Topsoil 3. Excavate to reduced level 4. Rock Excavation 5. Disposal onsite and levelling of same 6. Import Aggregates to formation level 7. Civil Works for Lighting 8. Laying of Pitch 9. Lighting

21,000 4,200 9,450 945 15,750 22,050 1 1 1

Total including VAT Construction of Training Facility Facility Size Rate per M2 Total Budget Cost

The solution shown above is an example of what might done at Caherlohan. We recommend that the Planning, Physical Development & Safety Committee, consisting of suitably qualified people, is tasked to build on the work of the SRG and prepare detailed requirements and specifications with the key organisation stakeholders once they are appointed.

m2 m3 m3 m3 m3 m3 Item Item Item

We recommend the holding of an architectural competition to develop design options. The winning design will be developed by the appointed design team and fully costed up.

€ 1,923,332

2000 1400

m2 € 2,800,000

It is very important that the interior design elements of the building are inspirational and look to incorporate victorious teams and reinforce our core values. Planning permission will have to be sought for the development and preapplication meeting with the council should be sought as soon as the concept design is available. It is vital that Capital Projects are managed correctly going forward and should be led by newly appointed Facilities Manager.

Carpark and Roadways m nr m nr Item m2 €

331,059

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Total including VAT

962 40 1,924 1 1 7,252

1.Excavation, laying and reinstatement of Kerbs 2. Drainage Gullies 3. 150mm Drainage Pipes 4. Petrol Interceptor 5. Connection to Existing Drainage System 6. Surfacing - Macadam

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Facility Management

•

The SRG recommends that Caherlohan becomes the headquarters of Clare GAA and all staff and volunteers are based there. This will only be possible when the facilities are developed to accommodate them.

•

It is also recommended to recruit a facilities manager focused on the following • • • •

Managing spend of annual maintenance budget for all facilities. Overseeing all Contractors and staff to maintain the facilities. Managing the timetable that makes facilities available for training. Procurement of all supplies and equipment for all sports.

There needs to be an ongoing focus in both the development and operations of facilities that they meet best practice in terms of environmental sustainability. Areas that can be looked into include the following • •

Exploration of a day-time usage partner such as LCETB in the area of careers / education as a regional training hub for sports specific careers. Sponsorships and naming rights at each of the facilities.

Regional Strength and Conditioning Facilities Even though Caherlohan is only 7 minutes’ drive from the M18 Motorway, it is less accessible to the west of the county. Consideration should be given to renting facilities in both West and North Clare to facilitate Strength and Conditioning training especially throughout the winter. It is recommended that the Facilities manager in consultation with the Head of Athletic Development, seek expressions of interest from proprietors of such facilities in these areas.

Replacing Diesel Generators with more sustainable energy sources. Rooftop Solar, Heat pumps and insulation to make our facilities more efficient and sustainable.

All options to be explored to commercialise Caherlohan and other facilities including:

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•

Gym Memberships and Groups using the Gym and Training Facilities at Caherlohan. Renting space to physiotherapists at Caherlohan out of hours.

•

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In the latter part of 1992 the Board decided to install concrete step terracing at both ends of the stadium. A contractor was appointed to carry out these works. During that phase of development, the Board also decided to construct a shop at the South East corner of the grounds.

By mid-2014, funding was secured for that project together with additional funding for the proposed development of a tract of land which Clare G.A.A. had purchased at the Western side of the grounds known as the Cloister site. On June 12th 2015 the Board signed a Construction Contract to refurbish and upgrade the Southern side of the grounds (seated stand) with a commencement date for the works of July 20th 2015.

Once the above mentioned works were completed, Consulting Engineers, Horgan Lynch estimated the capacity of the facility to be approximately 28,800.

Construction Cost of Phase 1 Park Refurbishment

€

Refurbishment of Seated Stand

1,548,826

In 2008 the National Infrastructure and Safety Committee commissioned “Facility Health and Safety Specialists” Europlan to carry out audits of all County Grounds within the country. Europlan visited Cusack Park in February 2008.

Engineering Consultancy Services

75,072

Total

1,623,898

As a follow up to the above process the N.I.S.C. (National Infrastructure and Safety Committee) retained Michael Slattery & Associates Fire Safety Engineers to survey all grounds and produce a Report for each. The consequences of this Audit Report for the vast majority of County Boards was pretty serious in terms of reductions in capacity numbers at their county grounds. Cusack Park, which was inspected the end of March 2011 suffered a significant reduction in permitted capacity to 12,300 for a one game fixture or 14,826 for a double header. In the latter part of 2013 the Board decided to consider the prospect of Refurbishing the Seated Stand as it’s roof had to be replaced in any event

In order to bring the Stadium up to current required standards a number of adjustments and upgrading of facilities had to take place. It was decided also to install a Natural Gas System to heat water for the showers which it was felt would prove far more expensive if powered by electricity. The turnstile system had also to be replaced as it was decayed and not fitfor-purpose. A complete series of internal & external stadium signage had to be procured. The tarmacadam surface in front of the main shop in the courtyard had to be replaced.

It was agreed by the County Board in 1989 that Cusack Park was in need of an upgrade. Initially it was decided that the grassy banks which existed in the East & West ends of Cusack Park were a significant hazard in terms of Health and Safety.

for compliance with Health & Safety regulations. The dressing rooms which were located in the under-croft of the stand also required upgrading as they were constructed in early 1980 and had no remedial works done to them since that time.

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Refurbishment & Upgrade of Cusack Park

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Natural Gas System Installation

12,581

Electrical Works

1,069

Turnstile Counting System

5,000

Glazing

1,200

Exit Gates

1,870

Signage

5,403

Pitch Gates

2,700

Dug Out Structures

2,628

Tarmacadam

10,000

Total

42,451

Resulting from the aforementioned M.S.A. ( Michael Slattery & Associates ) Audit in March 2011 which gave rise to the significant reduction in Stadium capacity, one of the key features in the said report the unbalanced and unsafe methods of entry and exit of the grounds due to the fact that 31 of the 35 turnstiles were located on the South East corner of the Stadium. The North side of the stadium is bordered by the River Fergus, over 90% of the Southern side is adjacent to a housing estate in addition to the Aldi Shopping Centre building being located at the Eastern side of the grounds resulted in over 92% of the external wall of the grounds not having the required access to public infrastructure.

The only area of undeveloped land was located at the western perimeter of the Stadium which consisted of 1.8 acres to the rear of the Cloister Bar and the Garda Station. This piece of ground was offered for sale in or around early 2010. In September of that year and subsequent to a prolonged bidding process, Clare G.A.A. ultimately secured the property for a final cost of €550,000 with a covenant that 40 car spaces remain the property of T.P.I.L. (the vendor) and also a “Right Of Way” to the rear of the Cloister Building. C.L.G. Coiste Contae An Chláir had by General Rule then to procure Authorisation from Croke Park for the purchase. Croke Park were concerned with the purchase price and requested the Board to justify the cost per acre agreed for sale in question. So consequently Clare G.A.A. engaged the services of David Costelloe Estate Agents who compiled an 11-page report on the matter. It was subsequently discovered that the site was overgrown with Japanese Knotweed. A company with the expertise to deal with the problem was engaged and as it transpired, a seven-year programme of treatment to eradicate the problem commenced. Development of the Cloister site and Phase 2 of the refurbishment and upgrade commenced at the latter end of November 2016. This Phase of the project included demolition of the boundary wall at the Western side of Cusack Park which was separating the Park from the Cloister site and the construction of a replacement wall which had to include a root barrier membrane system beneath the foundation to prevent the Japanese Knotweed spreading to the grounds of the Park. The demolition of an area of the dividing wall between the Orchard side of the site and the main site had to be done by hand due to the Archaeological significance of the stone contained in the wall which was

€

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Other Related Costs Re Phase 1

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of course a Listed Structure and had to be supervised by an Archaeologist as it was being dismantled.

development due to the Historical and Archaeological significance of the area concerned.

Grading and clearing of the site was followed by placing and grading of a hard-core system on same.

However the benefit of the exercise was the undoubted improvement to the functionality of the stadium from a Health & Safety perspective, supporter ease of access and exit. The financial benefit will continue as the capacity of Cusack was increased from 12,336 to 19,000. A strategic purchase.

Construction of a Turnstile and Ticket Office at the newly built perimeter wall of the Park/Cloister area of the grounds, grade & hard-core of new walkway parallel to the new turnstile in addition to the installation of 3 Exit Gates was completed. The construction of a further Exit Gate to close-off the space which existed between the Orchard wall side of the grounds and the Garda Station allowed access to the new turnstile area in addition to the manufacture and installation of a gate for the perimeter wall of the Cloister site grounds. Excavation, stockpiling and treatment of the contaminated Knotweed soil which facilitated the new walkway system had to be dealt with. A new block of Ladies, Gents and Disabled toilets were constructed in addition to a shop attached at north-west wall of the stadium.

Overall Financial Summary €

€

Costs Development Costs Phase 1

1,666,349

Purchase of Cloister Site

550,000

Development of Phase 2

467,265

2,683,614

Funded By :

€

Proceeds of Sale to Aldi

550,000

Site Purchase

550,000

Croke Park Grant

1,000,000

Construction Costs

370,725

Loan from AIB

800,000

Engineering Consultancy Services

96,540

Munster Council Grant

333,614

Total

1,017,265

2,683,614

Phase 2 Cloister Site Area - Costs

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Maintenance Cusack Park is currently maintained to an acceptable standard. It is imperative though that a Facilities Manager is employed, with management of this stadium as part of it’s brief. Consideration should be given to the purchase of a Robotic Mower. As well as the cost effectiveness (€15,000), it does not compact the surface of the pitch thus helping the drainage layer. An irrigation system for Cusack park should be investigated by way of a cost/benefit analysis. In dry conditions the only solution involves tanking supplies of water that is costly and may lead to compaction of the playing surface. Clare is the only tier one county without a county ground with floodlights restricting capacity to host Televised games which would generate revenue generator for Clare GAA. The Facilities Manager should evaluate the cost/benefit and present to the executive

catch net poles and back walls of end line terraces. None of this is currently utilised. 2. Naming rights to Stadium. 3. Tendering of Catering facilities. 4. Use of Stadium for Concerts

Cloister Site 12th August 2021 planning application was submitted to Clare Co. Co. for a change of use from a private carpark (limited to use for matches and authorised events) associated with the existing GAA grounds at Cusack Park; to a commercial car park for use by members of the public. If this application is successful there will be a sustainable revenue stream from the use of this car park for Clare GAA.

There were some comments in the public surveys around Cusack park accessibility. An Accessibility Audit is conducted for Cusack Park to ensure we continue to cater for our patrons with reduced mobility. Possible Commercial Opportunities

Cusack Park is currently compliant with Health & Safety requirements. A Stadium walk-through was undertaken on 23rd August by Pat Fitzgerald, Conor Gilligan and John Cantwell ( Manager of Thomond Park Stadium). The stadium enjoys a significant amount of room for further expansion and possible enhancements to the facility. The commercial opportunities possible would appear to be around:

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Other Facilities

Ryan’s Field Clare GAA currently have a 50% share in an 8 acre field with Clarecastle GAA since 2005.

•

Well situated establishment consisting of one pitch which provides a good playing surface

•

Provides the Administration Building for County Board – dated but functional

• •

•

This facility will be required until Caherlohan is completed, at least.

•

Maintenance budget to be allocated and falls under the remit of the Facilities Manager.

•

It is highly recommended to make a submission to Clare County Council to rezone the site as “residential” in the forthcoming Clare County Development Plan 2022-2028. This will add significant value to site and give Clare GAA the option of selling at a later point, if/when a decision is made to relocate to Caherlohan

•

Ballyline Former playing facility of Crusheen GAA

•

Currently being used by Clare Camogie

•

Games and Player Performance board should assess if it still required by Clare GAA

•

Maintenance budget to be allocated and falls under the remit of the Facilities Manager.

•

• •

Clare GAA to Construct 2 Sand based pitches (1 Full Size) [Completed] Clare GAA have exclusive use of these fields from 1 st October to 30th March each year. Clarecastle have exclusive use of the property from the 1 st May to 31st August. In the Months of April and September, both parties may share the facility on agreement and subject to availability. An annual maintenance regime is to be carried out by Clare GAA in line with agronomist’s advice. In the event of the Clare GAA constructing an indoor facility on their lands at Clareabbey; Clarecastle will have the right to use such a facility. Neither party can dispose of their interest in the property without the consent of the other party. Floodlights cannot be erected without permission of Clarecastle GAA Club.

This facility is of little benefit to Clare GAA owing to its restrictive constraints including the lack of floodlights and dressing room facilities. This is especially relevant considering that Clare GAA only have access during the winter period. Page

•

This Shared Ownership agreement requires:

Clare Abbey

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It was clear from feedback collated in the survey consultations that the Commercial Development of Clare GAA was a key priority for the general public, Clubs and Members. • •

23% of public surveyed said the Commercial development of Clare GAA should be the next biggest priority after governance. In addition to this 29% of Clubs clearly stated that the Commercial Development of Clare GAA was also their second priority to be addressed as part of the strategic plan. Communications Development

3% 6% 29%

8% 11%

26%

11%

Maximise the Potential of All Clare GAA Facilities Development of New Competitive Structures Underage Games & Coaching Development Governance and Administrative Structures Clubs Development Player Development Pathways and Support Commercial Development of Clare GAA

•

Biggest Challenge to be Addressed in the 5 Year Plan County Board Governance

Finance Facilities Creating Unity in Clare GAA Player/Coach Development

Player/Coach Recruitment Other Improvement & Promotion of Games No Response 0%

10%

20%

30%

40%

50%

60%

Summary of findings from Survey Consultations

The majority of those surveyed believe that Clare GAA should dispose of certain assets to raise funds with Clareabbey mentioned by several respondents. It was clearly articulated that an improved commercial strategy is vital going forward which will need to incorporate new sponsorship and partnerships. A strong theme emerging from the consultations was the requirement for Clare GAA to introduce a clear fundraising strategy which incorporates four codes. The importance of strengthening the commercial arm of Clare GAA was clearly articulated throughout the surveys and one third of the people surveyed felt that finance is the second biggest challenge to be addressed in the 5-year plan.

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Appendix v – Commercial and Communications Recommandations

•

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Direct Feedback from Surveys “Sell assets that are not being utilised or that are not needed” “Strong Commercial wing of Clare GAA needs to be established”

“Fundraising is a chore for everybody. Every sporting and charitable organisation in the county is pulling from the same pots. Clubs are already feeling the Covid pinch so something unique has to be developed. Corporate sponsorship is the best option. “ “Dispose of assets such as Clareabbey & Ballyline to help fund the completion of Caherlohan.”

“We feel there is an urgent need for fundraising and for money to be raised so that Clare GAA can compete at the top table. Many other counties are along ways ahead of us in this regard. Clare GAA need this to be addressed.” “Improved commercial focus from the County Board to assist Clubs”

figure annual budget. Accordingly, we therefore have an objective to increase our revenues by circa. €750k per annum from sponsorship and fundraising. Currently, (using 2015-2019 as the base, with 2020 disregarded due to COVID), Clare GAA raises on average circa. €250k per annum from these sources. We set out below suggestions for Clare GAA to grow our commercial incomes to circa. €1m per annum.

“Establish an effective Commercial wing of Clare GAA led by a Full Time Commercial Manager”

“Develop More Consistent Fundraising”

“

Appendix: Commercial Plan If Clare GAA adopts our recommendations and hires the suitably qualified personnel to fulfil the administration, commercial, coaching and performance roles outlined, then annual payroll costs of the Board will expand by over €500k within two years and by up to €635k during the term of the plan. Maintenance of our facilities will also likely require a six-

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New Proposed Commercial Framework There are a range of areas to consider in terms of developing a wider commercial infrastructure and a new Commercial Development Plan to support the development of Clare GAA from grassroots to the Senior inter-county teams at all levels. For the purposes of this report the projected financials are based on Gaelic Football and Hurling but as you will see later in this report, we are advocating that Clare GAA work towards bringing all four codes under one commercial umbrella for Clare GAA which is and will continue to be best practice going forward.

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A newly appointed Commercial Manager for Clare GAA will begin the process of developing a world class commercial structure and range of sponsorship assets to meet required financial targets as outlined above. For the demonstrative purposes by way of illustrating what said best practice would be for Clare GAA, this committee has outlined a newly proposed sponsorship structure for Clare GAA as a guideline. Please note the ‘County GAA Draw’ would be a joint venture initiative to drive fundraising for the clubs of Clare.

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• • • • • • • • • • • • • •

Rightsholder engagement and wider property/ platform analysis including commercial targets Audit of current sponsor partners for Clare GAA at all levels Scope the potential to increase investment where appropriate from existing partners Assess and identify additional platforms for the market i.e., CSR/ Media/ Broadcast/ Merchandise Cusack Park Stadium Naming Rights Caherlohan Centre of Excellence Naming Rights Assess the scope for product in kind/ contra partnership Schedule of rights/ benefits/ entitlements development Sponsorship model development Sponsorship valuation Sponsor proposal development Market/ potential sponsor/ commercial partner profiling Prospecting & Sponsorship Sales/ Acquisition Sponsor contract drafting and close

Commercial Planning –Phase 1 (Oct’21 - Dec‘21) In terms of achieving the revenue targets for the calendar year 2022, there are several key work-streams that need to commence from November 1st including but not limited to;

Commencement of the recruitment process for the new Commercial Manager of Clare GAA – to be appointed by December 2021

•

Recruitment of the Independent Commercial Board for Clare GAA – to be in situ by November 2021 o It is envisioned and recommended by the Strategic Review Committee that the Independent Commercial Board will support the Commercial Manager and Clare GAA in identifying key future sponsors, partners and funders of Clare GAA locally, nationally and internationally (specifically the UK and the USA)

•

A Clare GAA Supporters Club working group (Banner Rising – working title) to be established with members of the County Board, Club Clare, Football Supporters Club and the Strategic Working Group to be established in November 2021 This Working Group to develop the new Banner Rising Supporters Club initially for Clare Football and Hurling This Working Group to present its formation, plans and targets for 2022 in January 2022 to the County Board and the Independent Commercial Board • Terms of reference to be agreed • Membership to be agreed • Governance structures • Fundraising platforms • Integration of the current County Board fundraising, Club Clare and Clare Football Supporters Clubs fundraising initiatives

• •

In terms of developing the above structure, the new Commercial Manager will conduct;

•

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Key Activities for Commercial Manager

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•

To accelerate the development of these key revenue platforms, members of The Strategic Review Committee are prepared to continue the development of the commercial planning process in parallel with the recruitment process for a new Commercial Manager

Commercial Planning – Phase 2 (Jan’22–Mar’22) Subject to the key milestones being met in Phase 1 of the Commercial Planning process, we will move to the market engagement phase of the process including but not limited to; In February 2022; ▪ Launch to market locally, nationally and internationally of the new Clare GAA commercial platforms, sponsorship, fundraising, games development, stadium, merchandise and centre of excellence o In partnership with the Independent Commercial Board, meet and engage with potential partners identified locally, nationally and internationally ▪ Launch of the new Banner Rising national and international Clare GAA Supporters Club ▪ Launch of the new Clare GAA 25 Year All Ireland commemorative series of events in 2022 with Gala Events in Ennis, Dublin and New York ▪ Launch of the Clare GAA Hall of Fame in partnership with GAA Museum in partnership with Croke Park ▪ Conduct a second phase launch of Clare GAA www.winahouseinlahinch.com to build on the momentum heading into the draw in May 2022. Note: All timelines and financials outlined are indicative and subject to change. Projections are benchmarked vs Irish Sponsorship Market. Timings are dependent on delivery of Phase 1 key initiatives.

•

and support the wider work of identifying and recruiting the members of the Independent Commercial Board

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It is recommended by the Strategic Review Committee, that in time (over the course of 2022) that fundraising on behalf of Clare Camogie and Clare Ladies Football be in-corporated The Strategic Review Committee’s recommends the appointment of an External Sports Sponsorship Agency to develop commercial proposal for Cusack Park Stadium Naming Rights & Caherlohan ➢ This will include all current Clare GAA assets as outlined earlier in the report in addition to apparel partners ➢ Full Stadium Naming Rights for Cusack Park and Caherlohan to be presented by an External Sports Sponsorship Agency to County Board and Independent Commercial Committee in January 2022 Based on the extensive research of the Strategic Review Committee the following commercial targets for 2022 (against which the an External Sports Sponsorship Agency report will support) are as follows; •

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Commercial Manager Job Specification Primary responsibilities, key performance indicators and targets for the role; Develop a Commercial Budget across each of primary sponsorship and fundraising assets of Clare GAA Develop an Annual Commercial & Revenue Development Plan to deliver on targets in collaboration with the County Board and Independent Commercial Committee Full responsibility for the conversion of sponsorship development opportunities Collaborate with the newly formed Banner Rising Supporters Club in terms of fundraising opportunities and platforms Manage the process of bringing the current Football and Hurling Supporters clubs under one brand Manage all sponsor relationships to deliver the required revenue targets Development of new revenue streams for merchandise & wider opportunities Experience in commercial modelling regarding prospecting new opportunities for new product offerings.

• • • • •

Outgoing and excellent communicator (both verbally and written) Strong customer focus, with emphasis on delivery Extensive industry network seen as an advantage Ability to work alone and as part of a team in a small business environment Full driver’s license

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What The Candidate Will Need to Succeed • Proven experience (5+ years) as a Sales or Commercial Manager • Proven experience in sales and/or sponsorship and developing and managing relationships with key clients • Solid knowledge of performance reporting and financial/budgeting processes • Commercial awareness partnered with a strategic mindset • Experience scoping CRM requirements and deploying tools internally • Excellent organizational and leadership skills • Outstanding communication and interpersonal abilities [Type here]

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Key Communication Findings from Review

•

The core values of Clare GAA are outlined below based on data collected from our survey consultations. • •

•

The communications and timing regarding release of fixtures is a particular issue for clubs and members who were surveyed. They felt there is a big opportunity to improve the timing which will in turn contribute to improved participation and player retention. Improved communication and greater coordination between the County Board and schools seen as vital. The public survey and club surveys clearly called out that the negative publicity surrounding Clare GAA in recent years has been an issue and they would like to see more focus on Public Relations and Communications to improve this. There is an appetite from members and clubs to improve the culture of Clare County Board, several people would like to have a more diverse county board and ensure the right behaviours are role modelled at all meetings.

The key items raised in relation to communication throughout the club, members and public surveys are summarised below. Clubs feel that is essential to improve communication between clubs and Clare County Board.

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Direct Feedback from Surveys “We would like see more transparency from the county board executive regarding how decisions are made and communicated” “Modernization of communications needed. Fixtures - push these out as soon as they are decided, clubs before press!” “Clear communication to clubs on fixtures via email rather than traditional fixtures in Clare Champion on a Thursday model.”

“Keep communicating the benefits of the One Club Model.”

“Public relations improvement is key”

“We would like improved communications with clubs. Open door policy.”

“Fixtures of adult games emailed out and not having to rely on ringing county board to see when you are playing or buying the local paper to see what your fixtures are for the weekend.”

“Communication needs to be a focus both Internal and External. We need consistent procedures for holding meetings, communications of minutes with action points.”

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“Aim to be a diverse & inclusive organisation.”

“We want Clare GAA to be a more diverse and inclusive committee, with officers' young and old, male and female running Clare GAA in an open and transparent way.”

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Appendix vi - Clare GAA Coaching & Games Review

(Dataset taken from pre-2020 information, i.e. pre-Covid19) Table 1

The prevailing views of clubs and other stakeholders as surveyed and met by the SPG, can be summarized as follows; “Provide our players with more games opportunities and we will retain players for longer, they will remain engaged with the GAA through to adulthood and thus help ensure the vibrant future of our clubs.” From our research and discussion with various stakeholders, including Coaching and Games Staff, Development Squad Coaches, past players and current players, county management teams, Bord na nOg officers, and County Board Coaching & Games Officials, the common theme was that more games are what really moves the needle in terms of improving skill and performance levels, and what keeps our players engaged in the GAA. A snapshot of our findings from information and feedback provided to us is outlined below: •

Our players (adult and underage) generally have an insufficient number of meaningful/competitive games each year.

•

Our juvenile players are seen to be under-served in terms of meaningful games activities annually. For example, our underage football players rank in the lowest quartile nationally in terms of average number of games played annually (at their age or 1 year above); (Source: Clare GAA Games Manager)

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•

The ratio of training-to-games is too heavily skewed in favour of time spent at training versus time spent playing matches.

•

Clubs and players at adult levels cite the low number of meaningful games in any calendar year, resulting in the high ratio of training to games, as one of the key detrimental factors causing low levels of player retention.

•

Enhancing the links between clubs and primary- & secondary-level schools was seen as vital.

•

At underage level, Table 1 above also doesn’t factor in the lack of games in Clare at Secondary-School level, further widening the gap between our young players and their peers in Kerry, Meath, etc.

•

The number of employed coaches in the county is seen as inadequate… our resources are spread too thinly to make meaningful inroads in any school or area.

•

Our coaching staff are over-stretched and unable to spend sufficient time in any school or district, due to insufficient numbers of GDAs and (as of date of commencement of Strategic Review) no CCB-employed GPOs attending schools, resulting in our GDAs spending time coaching the kids rather than coaching our club coaches, school teachers and GPOs.

(Dataset – employed coaching staff by County (Leinster & Munster) v’s Clare – Q1/2021)

(Source: Munster GAA, Leinster GAA, 2021)

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•

This translates to each of our C&G games employees – including our Games Manager - trying to cover 14 clubs on average…. whilst counties we will be trying to compete against in years to come, such as Meath and Kildare, have one employee per three club units, on average. Munster GAA have not gone with the supported-GPO model that Leinster have embraced; this is unlikely to change in the shortterm, although the stated intention of our provincial council is to have an additional 3 GDAs working in Clare within the next 12 months Whilst some clubs have taken on the task of employing their own Games Promotion Officers in 2021 to attend our urban schools in particular, it is noted that some of the above Leinster Counties have also moved on from these figures, and have done so with financial support from their provincial council.

•

Lack of certainty as to when matches will be fixed for, and inadequate notice of match details, are seen as key reasons for loosing players in their late-teens and early 20s.

•

One age-grade between minor and adult, at which a player might have only one knock-out game in a season, is widely seen as detrimental to player-retention through to adulthood.

Direct Quotes. Here are some of the quotes from our survey respondents that highlighted the above areas of focus:

Invest in people before facilities…. You can have all the best facilities in the world, but without the right people in place, you won’t facilitate the development of players to the maximum of their abilities

Proper funding in place and a structured approach to games development through development squads filtered down to club teams

Provide meaningful games for under 18s to 21s to encourage them to keep playing

Less emphasis on the huge volume of preparation for a small number of games some people just want to play for the fun, give them the opportunity

In summary, our players want more games, and if we wish to keep as many of those players engaged in Gaelic Games as we possibly can, we must provide those games. Our recommended actions aim to begin the process to do this over the next five years.

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Appendix vii – Terms of Reference for Strategic Review Committee The Motion That Clare GAA establish immediately (within 6 weeks of this convention) a committee to develop a five year strategic plan. This committee to consist of a 5 person group independent of the county board, drawn from business and commercial interests with a strong record of commitment and involvement in the GAA. The Committee will make, within 6 months from its establishment, recommendations to the County Board on the following areas of activity: Finance and fundraising Optimisation of the Centre of Excellence at Caherlohan and other facilities • Coaching and Games Development • Governance • Public Relations • Marketing and social media The committee will receive full co-operation, funding and support from the county board. Its recommendations to be circulated to all clubs within the county and discussed at a special convention to be held no later than September 2021.

review, consultation, analysis and planning. The approach adopted will be focused on the agreed motion adopted by the County Board and clubs. These will represent the terms of reference. In order to ensure plan is developed to reflect the ambition of all stakeholders, additional areas for review may be considered for inclusion to ensure completeness. 1.

• •

Approved 8th March 2021 Terms of Reference The independent Clare GAA Strategic Planning Group (hereafter referred to as ‘the group’) will develop a five year strategic plan after a period of

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Review and Consultation – the group will undertake a programme of review and broad based consultation using an agreed project framework to ensure a thorough review and examination of all elements of Clare GAA activity that relate to the strategic plan. The consultation framework will adopt a ‘grassroots’ up approach ensuring every element of the Clare GAA community is provided with an opportunity to input. Access to information – the group will be provided with access to the level of information required to complete the independent review and contribute to the development of the strategic plan. This information will be supplied on the understanding of complete confidentiality and treated as such by all members of the group. Finance and fundraising – the group will review existing and past financial information to inform the future strategy exploring all financial considerations, commercial revenues, sources of funding, operational costs and associated future opportunities Optimisation of the Centre of Excellence at Caherlohan and Clare GAA facilities a. complete an assessment of the requirements to maximise the role of Caherlohan as a centre of excellence and all other Clare GAA facilities. This will include linking with the existing Caherlohan committee to exchange information and ideas. Coaching and Games Development – assess current approaches to coaching and games development and structures among clubs,

Saffron & Blue Plan A Five Year Strategy for Clare GAA

Appendix Booklet

10.

11.

schools and development squads to ensure players of all levels from underage to inter-county have access to the best possible games development supports in hurling and football. Governance – examine governance, management, human resources and operational structures across Clare GAA to assess current roles and responsibilities, succession planning across all areas of operations, staffing and other key roles. Public Relations – review current communications and public relations structures that relate to Clare GAA and all communication plans focused on the extended GAA club, community base and general public audience. Marketing and social media – assess current marketing and social media activity linked to broader commercial opportunities presented through all traditional and new media platforms. Access to information – the group will be provided with confidential access to financial, operational, commercial information, games development, management and governance information to enable a complete assessment of the areas identified as central to the development of the new strategic plan. External consultations - Following completion of the grassroots consultation phase and ongoing consultations within Clare GAA, the group will also consult with a broad base of external experts. (*This will include and not limited to experts in games development, facilities, commercial, other GAA counties, other sports codes) Five Year strategic plan – creation of a five year Clare GAA strategic plan defining a five year workplan to achieve the goals and objectives identified through the review and consultation phase to reflect the views and ambition of all stakeholders.

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12.

Communications & Reporting – the group will provide a monthly update to the County Board on progress through a nominated individual to keep all clubs updated on the strategic planning progress.

Saffron & Blue Plan A Five Year Strategy for Clare GAA

Appendix Booklet

Appendix viii Research Reports Appendixvi ResearchReports

Clare GAA - Strategic Plan Development Research Report Presented to: Clare GAA

June 2021 C21-176

Table of Contents MAIN FINDINGS SECTION 1: Club Profile SECTION 2: Club Development Plan/Strategy SECTION 3: Attitudes to Clare GAA 5 Year Plan SECTION 4: Coaching & Games Development KEY INSIGHTS & RECOMMENDATIONS

Main Findings

Section 1: Club Profile

Type of GAA Club Base: All Clubs - 35

Hurling Club

Football Club

Dual Club

Club executives from hurling only clubs (40%) constitute the highest percentage of clubs surveyed. Similar representation from football only clubs (31%) and dual clubs (29%). Q.3

Description of Club’s Location Base: All clubs - 35

Rural area

Urban area

Adjacent to an urban area

72% of club executives claim their club is located in a rural area with the remaining 28% of clubs divided evenly between an urban area location or adjacent to an urban area. Q.4

Anticipated Participation of Underage Players Starting with Club Base: All clubs - 35

Remain the same as last few years

Decrease in numbers

Increase in numbers

Q. Over the next 5 years does your club anticipate an increase or decrease in the number of underage players starting with the club (i.e. underage players starting at U6 / U8)?

Whilst 43% of club executives expect numbers to remain the same over the next 5 years, almost one third of executives anticipate a decrease in the number of underage players starting with their club in that timeframe. Q.5

Participation in GAA Healthy Clubs Programme Base: All clubs - 35

Yes

Previously but no longer involved

Over half of executives (54%) claim their clubs are not part of the GAA Healthy Clubs programme. Q.6

Section 2: Club Development Plan/Strategy

Incidence of Club Development Plan or Club Strategy Base: All clubs - 35

No, but currently developing one

29%

57%

Yes

14% No

20 club executives (57%) claim there is a club development plan or strategy in place at their club. 10 executives (29%) meanwhile claim their club does not currently have a development plan but are in the process of establishing one. The remaining 5 clubs (14%) admit they have no club development plan. Q.7

Main Priorities of Current Club Development Plans – I Base: All clubs with development plan/strategy - 20

1. Facilities Development

2. Establish a Player Development Pathway

Many club executives cite facility upgrades as the main priority within their development plan. These included ; Installation of astro-turf pitches. Construction/upgrade of club houses and dressing rooms. Construction of wall balls, club gyms and walking tracks. Field maintenance e.g. drainage.

Clear priority also to develop player pathways which will enable the transition from underage to adult teams.

Clubs wish to improve coaching structures with the aim of improving player participation and retention.

“Develop underage football structures, clear pathway from u7 to adult and co-ordination across team management.”

“Installation of a full size GAA astro pitch, as well as the installation of additional dressing rooms.” “1. Underage development 2. Facility development 3. Fundraising.”

“To upgrade our facilities to having an indoor gym, training area, and walking track.” “We are in the process of building a machinery shed/ public toilets and dressing rooms. With later plans to build a stand.”

“Clubhouse – upgrade Clubhouse to include Coffee dock.”

“1) New club house 2) Hurling wall with Astroturf. 3) Community walkway.” Q.8

“Transition of our underage players to our adult teams.”

“'Out of the Blue' underage Strategy.”

“Club culture – prioritise player retention.”

“Improvement of our underage coaching and participation levels with the involvement of parents.”

Main Priorities of Current Club Development Plans – II Base: All clubs with development plan/strategy - 20

3. Improve Club’s Financial Position Many clubs are aiming to raise sufficient funds to undergo their desired developments. Clubs are hoping to improve fundraising and secure a stable income that ensures sustainability.

“Securing an income to allow us to redevelop our club facilities. We have a 5 and 10 year facilities development plan.”

“To try and raise as much funds as possible to develop our facilities and try and get more people involved in the fundraising.”

Q.8

”We wish to develop more consistent fundraising, covid has exposed our dependency on weekly club lotto.”

“The One Club Model. Capacity for our everincreasing numbers. Finance.”

Main Priorities of Current Club Development Plans – III Base: All clubs with development plan/strategy - 20

4. Promote Participation & Inclusion A number of executive claimed the promotion of diversity and inclusion within their clubs is a priority for their development plan/strategy. Ensuring the club is open and welcoming to different genders, races etc.

“We are striving to become a diverse & inclusive club. Since 2016 we have had two female chairpersons and a female lead coach of our male adult team. The vision we have for the club into the 2020’s, is to continue to build a club that is transparent how we operate, open to all races.”

“Participation & inclusion.”

Q.8

“Integration and building of ladies section of club.”

“Making the Club the heart of the community.”

Section 3: Attitude to Clare GAA 5 Year Plan

Club Challenges that Should be Considered in the Clare GAA 5-Year Base: All clubs - 35 Strategic Plan – I 1. Player Retention Post Minor Level Many clubs share the problem of high player drop out rates post minor – many face difficulties fielding teams at adult level.

2. Financial Support Widespread appeal for greater financial support. Cost of maintaining facilities and equipment cited. Increasing cost of insurance also mentioned.

There is a strong appeal for the County Board to establish guidelines that assist clubs in retaining their players post minor level. “There is a huge issue retaining players over the age of 17, particularly those players who are not in a position to jump straight into adult hurling.”

“Currently u21 is knock-out which means players may only get 1 game a year.”

“Player retention above minor age group.”

“Having enough players to be able to go out and play on our own, especially at adult level.”

“We would like to see the county board have a pathway to develop players of all abilities post u17.”

“Address fallout after minor. Viability of small rural clubs.”

“Catering for 17- to 21-year-old s with a view to retaining them for our games.” Q.9

“The cost associated with the equipment and services required to facilitate and develop juvenile teams is increasing and there is no assistance for such costs.” “The cost of insurance is becoming increasingly expensive. The cost associated with the equipment and services required to facilitate and develop juvenile teams is increasing and there is no assistance for such costs.”

“Greater grant money should be made available to declining rural clubs so we can invest in facilities and coaching equipment.” “Fundraising at both club and county level. The pandemic has set the finances of the club back significantly and thus will be mirrored at county level.”

Club Challenges that Should be Considered in the Clare GAA 5-Year Base: All clubs - 35 Strategic Plan – II 3. Improved Relationship Between Clubs and Primary Schools An improved relationship between Clare GAA and primary schools also considered an area of key importance Development of a more direct link between the two.

“Get more personnel involved for our schools and clubs.” “Build links with our primary schools so that coaching is also being done in schools.” “Support in engaging with primary schools.”

“Develop better club and school links.”

Q.9

“There needs to be more coaching development officers from the county board, more school visits, more club visits.”

“Increase the number of GDA's & foster stronger links with primary schools & secondary schools By providing players better pathway & development program's we can aim to hold onto players as they progress from underage to adult level and see them flourish with club & county.”

Priority Areas from a Hurling Development Perspective

“Incorporate meaningful number of club games at all underage and adult levels.”

Some of the key areas considered of priority amongst hurling/dual club executives include; Increased number of games at underage level. A clear schedule for training & games. Skill development. Clearer pathway from underage to older age levels. “Certainty of fixed dates each year, more games and less training.”

“Expertise needed for club underage S&C.”

“Needs to be a serious re-assessment of the underage development squad program and the knock-on effect to club activities such as the large quantity of players being taken from the club and the number of times they train.”

“Gap between u17 and senior is a serious concern with lack of games.” Q.10

“More focus on coaching and development as opposed to just winning, character development!” “Skill development, particularly developing coaches.”

“Clear coaching, skill-development and S&C pathway from u7 to u17.” “More games for ALL ages underage.”

“A proper schedule for training and games for all underage teams.” “Referee development program.”

“Focus on providing assistance to juvenile clubs rather than the over emphasis on development squads at the moment.”

“Increase the number of competitive games available for 18-22 year olds to benefit player participation.”

Priority Areas from a Football Development Perspective Base: All football/dual clubs

Some of the key areas considered of priority amongst football/dual club executives meanwhile include; Increased participation. Improving structures in underage championship. Development and upskilling of coaches.

“Cater for the development of the players who are not on the development squads.”

“Increase participation, implement a player pathway to facilitate the dual player.”

“Ensuring football only clubs have access to as many games during the year while hurling takes place.”

“Fresh ideas and people need to refresh the whole fixtures and games programmes.”

“Recruiting players, there is a big shift in the town population as regards nationalities. Some of the primary school's pupils would not be from Ireland and know little or nothing about GAA.” Q.11

“Foster and develop football skills through proper coaching structures in a safe environment for our underage players.”

“Development of coaches and a coaching strategy.”

“Improve structures in underage football championship, more divisions, play home and away. Allow amalgamations in higher divisions to promote talent from lower divisions.

“Up skill our coaches, need more than one coach at county level.”

Main Priority to be Addressed by the New Five-Year Strategic Plan Base: All clubs - 35

Governance and Administrative Structures

Underage Games & Coaching Development Structures

Clubs Development

Commercial Development of Clare GAA Maximise the Potential of All Clare GAA Facilities Development of New Competitive Structures

6 6 3

Q. Which of the following should be the First Priority to be addressed in the development of a new five year strategic plan for Clare GAA?

40% of club executives feel that the first priority that should be addressed in the new 5 year plan is the Governance and Administrative Structures. Underage & coaching development structures the next most cited area. Q.12

Reasons for Citing ‘Governance and Administrative Structures’ as Main Priority Base: All who chose Governance & Administrative Structures as main priority

Amongst those that cited governance and administrative structures as the area that needs prioritization, perception that change must start at the top before improvement can be made at lower levels. Desire for greater degree of transparency and accountability. Lack of transparency has damaged the credibility of the country board.

“We feel there is an appetite for change within the county and we would support change at the top.”

“We have to get the structures right at the top first and that will lead to everything else.”

“Lack of accountability and transparency undermines the credibility of the board locally and nationally.” Q.13

“Without good governance and administrative structures everything else will be very difficult.”

“If governance and administrative structures are not what they should be the rest do not matter.”

Second Priority to be Addressed by the New Five-Year Strategic Plan Base: All clubs - 35

Commercial Development of Clare GAA

Player Development Pathways and Support

Governance and Administrative Structures

Clubs Development

Underage Games & Coaching Development

Maximise the Potential of All Clare GAA Facilities Development of New Competitive Structures Communications Development

6 6 3

Q. Which of the following should be the Second Priority to be addressed in the development of a new five year strategic plan for Clare GAA?

The commercial development of Clare GAA and player development pathways/supports most cited as areas that should be of secondary priority. Q.14

Additional Areas to be Considered in Strategic Plan? Base: All clubs - 35

Perception that Clare GAA are not utilizing the facilities at their disposal. Hosting of country training/championship matches. Difficulty of County managers having access to available facilities.

All clubs need support but there is an appeal for the County Board to place a special emphasis on rural clubs to improve participation and development.

“With 8 pitches under county board control it is difficult to understand why county managers have to beg clubs for the use of their facilities.”

“It’s obvious that the current administration is not utilising their facilities to their maximum potential. All facilities should be capable of hosting county training and championship matches.”

“Participation of women and girls from rural areas in sport.”

Improved communication and greater coordination between the County Board and clubs also seen as vital. “As stated, the requirement of proper communication and joined up thinking to allow all young players get plenty of football games (and hurling games) at each age level, through their clubs and schools.” Q.15

“Roles of administrators needs to be reviewed - the best person for any job. Need more/better caliber administrators. Does football get it's share of attention?”

“If you develop your facilities, player retention is enhanced.” “A balanced review of urban/rural participation and club structures.”

“All clubs particularly rural need support.”

“We would like see more transparency from the county board executive regarding how decisions are made and communicated.”

What Should Future Success Look like for Clare GAA? Base: All clubs - 35

An array of outcomes cited as signifying future success for Clare GAA including:

“Success would be that clubs are fielding 2/3 adult teams, keeping their juvenile players playing on into adulthood. - our county senior football and hurling teams being competitive, football consistently being a top 10 team, hurling a top 4 team.”

Increased participation numbers. “A respected, accountable and “Improved facilities, greater transparency at A refreshed County Board that is both transparent Co Board.” county board level and coherent underage transparent and accountable. coaching and pathways for player planning.” A healthy financial position. A more modern and professional “Clare should be competitive in both football organisation. “Modern profession and hurling, stronger underage organisation. Well run and well Strong underage development structures. development in both football and hurling supported by all involved.” A Centre of Excellence that is fully fit for and be financially in a good place.” purpose. A competitive intercounty hurling and football “At the end of the plan Clare GAA should be in a team. healthy financial state with a Centre of Excellence at the required level which can be used by both “Increased participation at all A diverse and inclusive organisation. county teams and club teams.” grassroots levels.” Improved commercial focus. “Clare GAA is a diverse and inclusive committee, with officers' young and old, male and female are running Clare GAA in an open and transparent way.” Q.16

“Increased participation numbers, better player retention, increased skill levels for players, more competitive at underage and adult competitions.”

“More open and accountable with a better standard of juvenile infrastructure. Stable finances with budgets prepared. Underage players on development squads should not have to raise funds.”

“Strong Commercial wing of Clare GAA Established .”

Perceived Core Values of Clare GAA

Base: All clubs - 35

“Inclusion”

“Integrity”

“Honesty”

“Respect” “Equality” “Commitment”

“Accountability”

“Trust”

“Clear vision” “Passion”

Q.17

“Unity”

Aspects of Clare GAA’s Governance and Administration Structures that Should be Improved/Developed Base: All clubs - 35

Greater levels of transparency and communication the key perceived area that needs to be improved/developed.

Improved communication with clubs also seen as essential. Preference also for regular change and rejuvenation to allow for fresh, modern modes of governance and organization.

“Yes, improved communications with clubs. Open door policy.”

“Fixtures of adult games emailed out and not having to rely on ringing county board to see when you are playing or buying the local paper to see what your fixtures are for the weekend.” Q.18

“The way forward requires a new dynamic CEO with the skill set to lead, support and inspire Clare to success at all levels.”

“There need to be better succession planning. The 5-year rule while encouraging others to step forward. Experienced people are retired. Worryingly we have a highly experienced and competent Secretary- who will replace him if he retires?”

“The governance needs to be modernised with more energy, freshness and drive at all officer levels to create an environment for more creative and forwardlooking ideas Fund raising and commercial activities need to be to the forefront .”

“Better use of IT and work towards paperless systems including electronic reports.”

“Everything and everyone should change every 5-7 years to breed new ideas and directions within the organisation.”

“Number of personnel on executive there just to have a position, not adding to the board. More freshness, new ideas, willing to change with the times.”

“Emails should be accepted as official means of communication and replied to within 5 working days.”

“More open. Too many decisions made by sub committees, the C.C.C. who are they? Job description for Co. Board delegates, what are their roles?.”

Section 4: Coaching & Games Development

Suggestions to Deliver Best Hurling Coaching and Games Development Structures Base: All clubs - 35

1. Increase the Standards of Coaching Increased training and funding of development officers seen as a key area of focus. Promote more qualified coaches. 2. Develop A More Coherent Underage Structure Need for more structured and interconnected underage hurling organisation also considered critical. 3. Improving links between Schools & Clubs Further interaction and coordination with primary schools suggested as key by many.

“It should all be started at an early age in the schools and clubs with proper qualified coaches.”

“Look at examples of professional academics and see what we can learn from them.” “More focus on implementing GAA coaching standards. Refresher courses for coaches, visiting expertise brought in.”

“There needs to be constant coach development. Colleges are full of students looking for experience, Clare GAA should exploit this.” “More coaches in schools currently town schools might get 1 or 2 hours per week if lucky cover Junior infants to 6th class.”

“Coaching and Games Development should be properly resourced with a minimum level of coaching qualification required..” “Primary item: Funding of more games development officers / coaches for schools, underage and adult.” “Proper funding in place and a structured approach to games development through development squads filtered down to club teams.”

“A coherent underage coaching structure, based on values and a flexible template for underage team management rather than dogmatic methodologies.”

“More Interaction with underage through national schools before players are lost to other codes.” Q.19

Suggestions to Deliver Best Football Coaching and Games Development Structures Base: All clubs - 35

1. Increase Number of Games Development Officers “More games development coaches, better link with schools – national and secondary.”

Greater number of development officers tasked with the sole objective of improving football development in the County.

“More GDA’s. More school coaches. Better school liaison.” “More GDA’s. More school coaches. Better school liaison.”

2. Improved Preseason Communication Clear direction in terms of structures and timings communicated to clubs cited by several.

“The same as the hurling answer. Have Qualified Coaches go to the schools or venues and have all young players in clubs participate.”

3. Develop Links with Schools As with hurling, the development of links between clubs and primary/secondary school regarded as essential. “Improved communication in advance of the season starting, e.g. at time of writing and appreciate Covid, but no plans shared on possible competition running order or competition structures received.” Q.20

“A much larger number of GDA’s with emphasis on Primary schools coaching and blitzes.”

“Drive Link between Primary school & Club. Establish a strong Secondary School coaching network .”

“A much larger number of GDA’s with emphasis on primary schools coaching and blitzes.”

“Excellent schools links, Trained coaches to Level 1, coaches are good with children, are open and focused on weaker players to help them to develop.”

“Increasing the number of Games Development Officers within the county to specifically work on the improvement of football within the county.”

Suggested Initiatives to Encourage More Players to Continue Playing Hurling and Football Base: All clubs - 35

Widespread agreement that a greater number of games would encourage players to continue playing – the current ratio of training to games criticised. The introduction of an U19 and U23 competition to bridge the gap between U17 and U21 and between u21 and senior suggested by several.

Many claimed the knockout nature of U21 reduces the likelihood of players continuing to senior level.

“U21 was run off as a championship that was almost in the way- a cohort being lost as some only get one game at this level in poor weather conditions etc. More game time needed for the 17-21 cohort Master fixture plan should prioritise these age groups.” Q.21

“Now that the age grade has changed to U17, we would strongly suggest that we provide an U19 and U21 and an U23 competition as the gap between U17 to Junior/Intermediate/Senior is not made my many.”

“Increased number of games, the current ratio of games to training is unbalanced.”

“Less emphasis on the huge vol of prep for a small number of games, some people just want to play for the fun, give them the opportunity.”

“Provide meaningful games for under 18s to 21s to encourage them to keep playing and not the straight knock-out as has been the case with the under 21 grade which does nothing to entice our young people to continue playing.”

“More games! Filling the gap between 17-20.”

“U19 club championship to reduce dropout after secondary school and help with pathway to adult level.” “More games at a competitive level, allowing for each child to have more meaningful game time at their appropriate level.”

Suggested Initiatives To Maximize Talent Development of Players Base: All clubs - 35

The primary suggested initiatives that clubs believe will maximize the talent development of Clare GAA players include:

Improved coaching recruitment and development. Club training facilitated by County players and coaches. Place an increased emphasis on S&C from a younger age. Improved links with primary & secondary schools. “Practical support to encourage development of hurling and football in secondary schools.”

“Proper player pathways at club and county level. More coaching in the national / primary schools.”

Q.22

“More facilities and resources to assist with S&C.”

“Better links to the county teams, could a county player visit a club once per month to take a session.”

“Investment in the identification and development of coaches.”

“A complete review of coaching – it is outdated at present and not fit for purpose.

“County coaches and players to visit clubs and educate the club coaches on the best practices.”

“A coaching recruitment drive county wide for club and county.”

“More work with development squads especially in the area of S&C.”

“More coaching from high quality coaches in primary and secondary school.”

Section 5: Caherlohan Centre of Excellence

Incidence of Club Executive Members Visiting Caherlohan Centre of Excellence Base: All clubs - 35

Yes

89%

11%

Majority of club executives claim their members have visited the Caherlohan Centre of Excellence. Q.23

Perceptions of the Caherlohan Centre of Excellence Widespread agreement that the Caherlohan Centre of Excellence does not meet the required standard. Consensus that the Caherlohan Centre of Excellence is unfinished and not fit for purpose. Facilities not up to necessary standard. Lack of Astro turf criticised.

“An astro turf with lighting is an absolute must, parents and players cannot continue to travel to U.L.”

Minority also feel the Centre of Excellence is poorly located. “It is not the centre of excellence we expected it to be at this stage of its development. The pitches need a lot of maintenance and the facilities, from what we understand, are not up to the standard expected for county squad sizes.”

“The perception of our club is that Caherlohan is below the required standard for a Centre of Excellence.”

“It is not a Centre of Excellence. Some club set ups are superior. Poor value for money. Unfinished pitches, they were good at the start but neglected badly.”

“An unfinished project that doesn’t lend itself to being called a Centre of Excellence.”

“Not in good shape, pitches very poor, gym out dated, no astro pitch for all Year round training. Where all the money has being spent.”

“Unfinished, locked and unused. Unfit for purpose with poorly maintained pitches.”

Q.24

“It has a negative view within the club, it's seems it is not finished and has cost a lot of money.”

“It needs an update - it is totally out of the way for West Clare clubs unfortunately.”

Suggestions on How to Improve the Caherlohan Centre of Excellence

“There needs to be a maintenance plan manager for the centre of excellence.”

“Consider use of the venue as a location for club games – tournaments.”

“Employ a grounds keeping company which have a long standing cv in pitch maintenance.”

“Proper plan for all parts of the development.” “All weather pitch is needed.” “Clare GAA should be working solely out of Caherlohan.” “Develop income sources to properly maintain the facility.”

“Improve the drainage of all pitches using professional advice.”

Q.25

“Pitch surfaces need improvements.”

“Floodlights for all pitches.”

“Benchmark the centre against other similar projects in other counties.”

Suggestions on How to Fund the Improvements of the Caherlohan Centre of Excellence

Majority believe that Clare GAA should dispose of certain assets to raise funds. Clareabbey mentioned by several.

“Should seriously look at the disposal of some or all of the other property owned by county board.”

“Consider selling some county assets or maximize the potential of current assets.”

“Sell assets that are not being utilised or that are not needed.”

“The sale of Clare abbey premises and land in Crusheen could help Clare GAA financially in improving facilities at Caherlohan.”

“We think it would be better to sell an asset to improve other facilities. If you cannot afford to maintain all facilities, then something has to give.” Q.26

An improved commercial strategy also suggested by many – corporate sponsorship.

“Dispose of dormant assets including Clareabbey and Ballyline.”

“Overseas association, philanthropy.”

“Sale of Clareabbey. Private investor. Rent facilities.”

“Grants Sponsorship Advertising Benefactors Philanthropy Review current assets and dispose of those that are not required or viable.”

“Consider the sale of present assets to complete the work needed Commercial considerations / partnerships should also be considered e.g. naming rights for Cusack Park.”

“Corporate sponsorship, pitch signage trying to attract a bigger sponsor on board with big pockets. It will take more than one sponsor to do this.”

“1. Establish an effective Commercial wing of Clare GAA lead by a Full Time Commercial Manager 2. Sell Clare Abbey.”

Additional Comments from Clubs that Should be Considered as part of the Planning Process “If an asset needs to be sold, so be it. We cannot have our cake and eat it!”

“Make the plans simple and realistic so that all goals can be attained.”

“Provide as much assistance as possible to benefit the quality of club coaching and player development and retention all over the county.”

“Caherlohan needs to be brought up to standard so that all county teams can avail of this facility.”

Q.27

“For 3 decades we have had the same secretary, that is an extraordinary amount of time for one man to commit to Clare GAA. It is now time for someone else to contribute his/her efforts.”

“Term of officeship limited to 5 years.”

“Review of resources and assets dispose of any that are non-essential or not viable Open and transparent appointments - i.e. fixtures committees, CCCC etc. All encompassing Clare Supporters Club - supporting all teams and codes.”

“Clare GAA need players, which means we need more people in our communities, as such is there a possibility that Clare GAA aims to help with rural development which in turn will help to keep families in Co. Clare.”

“Dispose of assets such as Clareabbey & Ballyline to help fund the completion of Caherlohan. Make Caherlohan both a Centre of Excellence and a working headquarters of Clare GAA.”

“Increase funding to Clare Clubs on Limerick border to stem loss of players to large Limerick Clubs Consider support system to help all clubs who may be struggling - identify & support Formation of new club in Ennis.”

“More joined up thinking within the entire GAA community. Full communication between County Committees, clubs and management teams Ask keyboard warriors to stop with rumors and get behind teams, players, clubs etc. Stop all negative attention.”

Does Your Club Wish to be Consulted Further? Base: All clubs - 35

Yes

80% (28 clubs)

20% (7 clubs)

4 in 5 club executives claim they wish to be consulted further whilst 1 in 5 are not looking for further consultation. Q.28

16 The Courtyard Kilcarbery Business Park Dublin 22, Ireland tel: +353 (0)1 4611040 fax: +353 (0)1 4611041

Q8 Additional Verbatim

“1. Indoor 40mx20m astro sports hall 2. Improve coaching structures for underage (create a coaching pathway) 3. Improve S&C training and equipment for our Adult teams.”

“1. Sustainable / stable Income 2. Utilization of available assets. 3. Developing a player pathway.”

“We are a West Clare based club and we cater for everyone regardless of genders, age groups and sexual orientations. 2. To develop and coach underage players starting at Under 6 right up to adult. Ensure that all players are given equal playing time to aid their development. 3. To develop our facilities to allow us to achieve the above goals including disabled access toilets, extending our walking track and improving our drainage at our pitch.”

“Field Maintenance Drainage.”

“Player participation and player Welfare Development of a second pitch and continuous facility development Community relations.”

“1. Training Pitch 2. Gym 3. Underage/academy development.”

“Coaches and Games Pitch Development.”

“Extend wall ball, Update dressingrooms-astro turf facility, Maintaining members.”

“Recruitment, development and retention of players Coaches and club officials The club was the 1st club in Clare to have a 5 Year plan 2013 - 2018, alot was achieved but more work required in these areas. We hope to roll out a new 5 Year plan 2022 - 2027.”

“Development pathways for Underage players, under 15 onwards.”

“Financial Supports Access to all requirements for management teams Facilities to be improved and fully accessible.”

“Declining numbers not being able to field teams.” “Population decrease in rural areas.”

“Fundraising Competition for member from other sporting organisations..”

Q9 Additional Verbatim - I “Underage structures for amalgamating Clubs.”

“Attracting players.”

“Finance & Fundraising Retaining of members & youth Retaining Coaches & increasing members involvement for roles.”

“Our biggest challenge in South East Clare is making GAA attractive to new members. As we operate on the border with Limerick, lots of residents choose to play with their family clubs which are based in Limerick..”

“Attracting and maintaining suitable personnel for volunteering roles in the gaa.”

“Having enough players to be able to go out and play on our own, especially at a high level. Player recruitment New coach involvement Getting some coaching training.”

“We would like to see the County Board have a pathway to help develop players of all abilities Better club & school links Provide resources to update players & coaches on developments related to S&C, nutrition, life style and well being.”

“Capacity to cater for increasing numbers and trying to redress the fall off of you players partaking in our games..”

“Player Participation, meaningful competitions at all grade and ages, club not coming 2nd to county but allowed to thrive beside county, support for club development and facilities, underage development support for all, not just county players..”

“Raining funds especially in these difficult times and also trying to keep all our players playing..”

“Funding Player retention Insurance costs/level of cover Volunteering Facility upgrades Education and coaching standard Alcohol/Drug use Getting enough games for teams (particularly underage) An equal emphasis on both codes More consideration for club players (vs inter-county players).”

Q9 Additional Verbatim - II “Declining population - lack of numbers for teams Fundraising - small population base means the same people/families are being targeted all the time. (Some of our young members have been refused planning permission by Clare Co Co. - this is very disheartening for those who wish to stay in rural west Clare.).”

“Facilitation of dual clubs in scheduling of fixtures, development squads. Support to allow and aid the dual player to play to their ability in both codes for their career. Sustainable support on coaching and facilitation..”

“We consider the constantly dwindling numbers of players playing underage football for the club it’s greatest challenge. We are amalgamated at all age levels excluding our adult teams. The amalgamation have less than at five players at an age level from our club. Keeping these players involved is the club’s greatest challenge. We would like the new 5 year Clare GAA strategic plan to include extra support for the more rural clubs in the county, in the form of assisting amalgamations, in creating a proper plan of how to increase player involvement and how to secure the future of our club..”

“holding out to our players with the adjust to u-17 as last real underage grade. How to retain & develop players outside of core group who are ready to join and make effective impact on senior panel.”

“We need to focus on coaching all underage players in both hurling and football starting at under 6 to under 12 and build links with our primary schools so that coaching is also being done in schools. Clubs need also need to build their own coaching strategy to build on the work in the primary schools. This coaching needs to focus on skills development.”

“Lack of communication with county board Communication with county board needs to be modernised with email considered an official means of communication. Lack of clear governance in CB with appropriate accountability measures in place Need for support to maintain our clubs playing base and two adult teams with a declining population Dependency on isolated players to maintain two adult teams Support in engaging with primary schools- 6 small primary schools in our catchment.”

“More game time for underage players and a longer season More engagement by GDA's in the national and secondary schools and in the clubs themselves (more GDA's are needed to meet this requirement) Huge issue retaining players over the age of 17, particularly those players who are not in a position to jump straight to adult hurling (structured league-based competitions are needed to keep these players with the club. Ideally both U19 and U21 on a league basis. Currently U21 is knock-out which means players may only get 1 game per year). Having certainty for the adult championship season timelines i.e. split season should continue”

“Coaching Development. Parents Participation. Implementing our Coaching Plan and Player Pathway. All year round Primary School Coaching Programme. Increasing Participation.”

“Certainty of fixtures dates each Q10 Additional Verbatim “1) Player pathway / retention of players 17 to 21. 2) Development of our underage players. 3) Catering for the players that are not on Development squads.”

“Clear coaching, skill-development and S&C pathway from U7 to U17, with matching resources Incorporate meaningful number of club games at all underage and adult levels i.e. reduce the Training Session : Matches ratio Needs to be serious re-assessment of the underage development squad program and the knock-on effect to club activities Issues include : 1. The number of players carried in development squads i.e. 80 or more, is this too many as it impacts every club in the county ? 2. The number of times they train and the burnout factor on the better players e.g. county u15 playing Minor with is club. Possibly in both codes 3. The year-round nature of development squad training, has it gone too far ? Have players been lost to hurling as playing too much too young ? 4. Is the enjoyment for these players being lost ?”

“To keep our members returning year after year particularly our underage players”

“Development of player pathway is key to the success of clubs going forward. Retaining players in the game in particular in a small rural club is one of the greatest challenges and priorities. Loosing any player in a small club can have wide consequences. We believe that the development of the player pathways may assist in player retention.”

“Increase participation. Development and implement a player pathway Facilitate the dual player”

“A proper schedule for training and games for all underage teams All children treated equally in terms of participation in training and games More focus on coaching and development as opposed to just winning Character development”

year, - More games and less training. Other sports have the balance much better than the gaa in terms of games/training ratio Back to basics, striking left and right at pace - Player and coaching development Maintaining numbers at underage, more games for ALL ages underage”

“Recruiting and training hurling players. Alot of kids in the town lose interest in hurling due to a varity of reasons including ethnic cultures, parents never played so kids lose interest and focus on football instead.”

“Player pathways, S&C plan and support for underage, Pitches and facilities.”

“Coaches going to primary schools More games and competitions for players Referee development programme & funding Retaining youth members and bringing through to competitions at adult level”

“Inclusivity More game time Winning Intermediate championship. Maintaining 2 adult teams”

“To regain Senior status and be competitive at this level. Continue to foster hurling skills with our underage players in a safe environment.”

Q11 Additional Verbatim “Fixtures- more club games for our footballers. Needs to be joined up thinking and communication between Bord na nOgs, Coaching and Games, Development squads, and schools so all ages can maximise games with less training. Communication and joined up thinking are key. This has not been happening in our view over the past number of years. Fresh ideas and people needed to refresh the whole fixtures and games programmes..”

“1. Maintain player numbers, enhance the maximum potential from all players due to limited numbers 2. Retain players after u-17 grade 3. Ensure players have a pathway to employment in local region 4. To ensure all players get more games across the entire panels.”

“Numbers Trying to get all involved and not losing children to soccer basketball rugby etc.”

“Recruiting players, there is a big shift in the town population as regards nationalities. Some of the primary schools pupils would not be from Ireland and know little or nothing about GAA . Cloughleigh and Holy family majority would be non nationals. CBS is approaching 60-40 split, and ennis national would be around the same. We need more coaching in the schools starting at Junior infants, previously it started at U10 4th class when it was to late to get a child interested in gaelic games..”

“We consider the development of underage players a key part of the next five years through the primary and secondary schools as well as the clubs. Ensuring football only clubs have access to as many games during the year while hurling takes place..”

“Increase participation. Implement player pathway Facilitate the dual player.”

“Be competitive at Senior level and foster and develop football skills through proper coaching structures in a safe environment for our underage players..”

Q13 Additional Verbatim “For the confidence and support of membership it is important that the appropriate structures and governance is in place to provide the environment for our games to flourish. Clare GAA is the standard bearer within the county and representing the county at a national level..”

“A robust and progressive governance has to be in place in order to develop any other of the items mentioned above. Accountability and transparency must be in place..”

“Building the skill level of younger players is critical to the long term success of Clare GAA..”

“Lack of accountability and transparency undermines the credibility of the board locally and nationally.We also need easy accessible,itemised accounts for all monies raised and expenditure accrued, regardless of source.These should be a matter of public record..”

“If governance and administration structures are not what they should be the rest do not matter..”

“We need unified and inclusive visionary leadership from top down. We have to get the structures right at the top first and that will lead to everything else.”

“We believe that through proper underage development players will be retained from other sports and also will lead to success for both the club and county in the future . We would like to see more coaching involvement in schools from the county board and more Games Development Officers within the county..”

“if there is clear leadership at the top level, confidence will return to all sectors. Club development also a crucial priority.”

“Without good governance and administration everything else will be very difficult This will allow other key areas such as organised professional calendar of club games to be put in place Fixture notifications and other communications will improve - communication between the Co. Board and clubs is very poor and a major issue.”

Q15 Additional Verbatim “Bord Na Nog need to be given more administrative support which would improve planning going forward.”

. “An increased amount of matches and better underage structures will greatly benefit the quality of Clare Gaa's future club championships and therefore, the quality of our players/ county squads.”

“Some clubs are struggling for players in particular. While a neighboring club has more players than they can cater for. Rebalanced approach needed.”

“Money is needed to fund the organisation to develop Caherlohan, Cusack Park, fund County teams, and to support clubs. More full-time staff are needed in a coaching capacity, in a Governance capacity CEO or a commercial Manager.”

“Attitude has to be to play the game no matter what players are available. There will always be more games coming up if structures are improved. At moment too many juvenile games kicked back because Johnny has soccer or rugby or is on holidays. A disgrace way some underage competitions have been ran over the years. No postponements allowed. This will allow for extra competitions or more games.”

“Getting more players out in the towns, particularly in Ennis where the GAA is very badly neglected. It is imperative that the SPD Committee address the centre of population like Ennis, Doora Barefield, Kilrush, Shannon etc. Where young players are lost in the 12 to 16 age group. How can you square up a town like Ennis with a population of 25,000 with only two clubs who compete with a rural club of a population of 400 sometimes at B Level in both hurling and football. Young players are lost....WHY? This must be addressed.”

“Governance structures in place then require a funding stream in order to support the other goals. Player pathways are a priority, but we acknowledge that this needs funding in order to progress.”

“Finance needs to be in place to allow other aspects of a strategic plan to be implemented Fixture notifications and other communications will improve - communication between the Co. Board and clubs is very poor and a major issue Th headings furnished by the Strategic Review Committee are all very important and cover the key areas of concern.”

“Review of by laws relating to isolated player rules and the regrading of players.”

“More games for Children More coaches for schools' Better facilities in Cusack Park and Caherlohan Access to County facilities for club teams. Both ourselves and our nearest senior club only have 1 pitch to accommodate Ladies Football, Camogie Hurling and football. The schools bar Flannans have no facilities to play.”

“Increase in the numbers playing and being retained as players - say set a target of 20%.”

“Strong underage structure Corporate sponsorship Accountability at top table Proper structures.”

“For all teams to work to a clear plan Clare to be successful / highly competitive at all grades. Clear communication to clubs on fixtures etc. via email rather than traditional 'fixtures are in Clare Champion on a Thursday' model.”

“Competing at the highest levels at all age groups and levels with the necessary support in place to achieve this.”

Q16 Additional Verbatim “A Modern Centre of Excellence, Well Structured championships/Leagues for Clubs, A vibrate Club scene”

“Positive morale within the GAA community at large, Open communication, Clear vision, Centre of excellence that has been upgraded and of a standard that is similar to other counties.”

“Center of Excellence - fully fit for purpose. Equal promotion of both codes. Challenge for Munster and All-Ireland honors. Consistency - stay competing in the higher league divisions. Have Clare GAA's house in order, improved governance and structures. Corporate - be taking better advantage of private.”

“Top class coaching of all underage players in Clare in hurling and football, links with schools and trained coaches operating in schools and at club level.”

“A stronger Club championship to match our Neighboring counties. More coaching supports for our juvenile clubs and schools to benefit the future players of Clare GAA.”

“Increased volunteers in all areas of Clare GAA. More competitive club competitions with more meaningful and quality games. Emergence of clubs which are the lifeline and centre of our rural communities and not merely another service as is the case in many parishes. ”

“Commercial sponsorship secured Caherlohan functioning to maximum potential Our Inter County teams winning every 3-5 years Close alliance to primary/secondary schools and community.”

“Completed Centre of Excellence, modernized open administration system, more efficient Governance structure. Financial good, robust commercial support for all our County at all levels. People become willing to come forward to put their shoulder to the wheel to fundraise for Clare GAA. Increase in the number of GDA Officers, adequate funding to support Coaching at underage.”

“That facilities be of a standard appropriate fir each club, and that county facilities be appropriate for purpose likewise. - success would also mean that all vested in Clare.”

“Hopefully, the standard of Football and Hurling will improve at County and Club level.”

“I think full support should be given to county hurling and football teams and management as I believe this will improve the quality of play from these teams. I think both hurling and football should be given equal priority within the county.”

“Transparency Accountability Clarity of Structures Honesty Fear of reprisal currently in place, this needs to change. Toxic culture Current lack of electronic payment structure.”

“Modernization of communications. Fixtures - push these out as soon as they are decided, clubs before press! Privacy at Co Board meetings, information gets briefed by press before the County GAA - the GAA needs to publicize news before press channels (this is not the case and a bugbear of ours). Press.”

“Full overhaul of all Governance and administration structures and professional advice availed of in the development of new structures and facilities.”

“Appointment of a Commercial Operations Manager. Public relations improvement. Improve transparency.”

“Regrading should be addressed so that players are not 'caught' at a level they can no longer play at - A more transparent regrading system with established criteria and communication - More effort to cater for longer appropriate seasons for underage players - Use of more modern communication.”

“1. If possible establish a full time CEO role 2. If possible, establish a full time Commercial Manager 3. If possible establish a full time S&C officer.”

Q18 Additional Verbatim “Games promotion Local radio access Clare GAA TV more use All underage finals should be played in Cusack Park Risk & Audit Committee Commercial Department headed by one person, supported by volunteers Defined structures with roles and responsibilities Limited terms, reviews, Transparency.”

“All salaries and expenses are transparent That the findings of subcommittees are acted upon That an expert forum considers long term matters and reports.”

“1. Accountability. 2. Communication – Internal and External. 3. Technology. 4. Transparency. 5. Consistent procedures for holding meetings, communications and minutes with action points.”

“Complete overall of structures, administration, games level. commercial and Centre of excellence.”

“Fundraising and the general financial situation Create coaching classes and platforms for our coaches to be offered the chance to go to- better underage club coaches leads to better underage players and a better standard of football/hurling.”

“Clear understanding of structure Delegation of duties within the structure Further transparency of committees and how decisions are made.”

Q19 Additional Verbatim “1. Right people in the right coaching roles in county underage panels 2. Bring the driven qualified coaches to the clubs as much as possible. 3. Drive Link between Primary school & Club 4. Establish a strong Secondary School coaching network 5. Make County players where possible accessible to underage players.”

“Increase in GDA around the county More games across all levels e.g. divisional competitions Promote games in rural areas / west Clare areas Put incentives in place for clubs to work with schools Allow for increased numbers of teams.”

“Delegate committees similar to our own club plan: (1) structures and governance (2) coaching and games development (3) Finances, fundraising and facilities (4) Community liaison and development (5) PR and communications. Top class S&C resources for underage All clubs following player development.”

“A much larger number of GDA’s with emphasis on Primary schools coaching and blitzes, GDA’s to have a greater presence in Secondary Schools that lack coaching expertise, League competitions at underage before champ to give more game opportunities to players, Greater availability of Cusack Park for underage games.”

“If the development system, started a scouting system to eliminate bias regarding candidates for development squads.”

“Increase club training for coaches. Maximize the assistance that can be provided to clubs in a coaching perspective. Provide financial and other assistance to benefit player development and player retention.”

“Financial support - to employ the best that can be sourced. Full access to all required resources. General support of teams and management.”

“Increase participation of hurling across the county. Expand the game. West Clare GDA (Hurling) appointed and an East Clare GDA (Football) appointed.”

“The best coaches and individuals to be assigned to the underage Targets and ambitions to be stated.”

“Relook at current practice of amalgamations playing in B&C grades, amalgamations should play at A grade. Suggest a review/ audit of impact of amalgamations on smaller clubs. Broader underage development structure, similar to limerick underage academy. All children on the age (if they wanted) attend the development academy on a rotational basis. Player development skill, well being, confidence.”

Q20 Additional “GDA’sVerbatim to have a greater presence in “Proper communication and preseason dialogue between clubs, Bord na nOgs, Coaching and games officers, and development squads, and I also feel it would help to invite 2nd level schools competition administrators also. Proper communication, dialogue, and joined up thinking will. Slow for maximising games for all. Clubs have to be responsible though also and play games when fixed, not look for deferrals, which have been too easily granted over the years.”

“More GDA's available to visit clubs more regularly.”

“Enjoyment Inclusion Every child to get game time Everyone to be valued More focus on being part of a team club parish and less emphasis on winning or destroying the opposition.”

“Proper funding and a structured approach to games development through development squads filtered down to Club squads. Underage players in both development squads needs to be looked at as numbers who could benefit are being reduced.”

“More coaches at county level to work with the clubs More games Better player - coach ratio Better training for coaches.”

“A Clare GAA coach visits each club once per month and takes a session, gives feedback to the clubs. Lots of games focused on development of players rather than winning.” “The same as in hurling more coaches in then schools and more games, no more split seasons.”

“Increase participation of football across the county. Expand the game. West Clare GDA (Hurling) appointed and an East Clare GDA (Football) appointed.”

“50/50 partnership between club and county and to improve the number of coaches to promote games in primary and secondary.”

Secondary Schools that lack coaching expertise, League competitions at underage before champ to give more game opportunities to players, Greater availability.”

“It should not be about the best players participating in development squads. Small clubs are reliant on every player to keep there clubs alive. More money is needed to develop our younger players in the county.”

“More courses. Condensed courses (One part of a 3 part course going on for 3 and 4 hours is not sustainable and you lose the interest of even the most interested parties for a finish. Also, it gives most an excuse not to go at all!)”

“Right people in the right coaching roles in county underage panels 2. Bring the driven qualified coaches to the clubs as much as possible. 3. 5. Make County players where possible accessible to underage players.”

Q21 Additional Verbatim “Set game nights for each age group to allow clubs to set regular training nights. Certainty of fixtures- a set calendar of games Not stopping all adult club games due to a small number involved with county underage teams. There should be no club games on days when the Clare senior hurling team are playing championship.”

“More regular games 17 to 21. Under 20 competition with guaranteed number of games with no under 17 involvement.”

“Constant player feedback - Fixed competition calendars - Players want more games, no knockout at early stages of competitions.”

“Clare GAA working in partnership with schools to foster love of GAA from early years and support player development Support more coach development within clubs - funding for coach training More competitions or review structures within age groups to facilitate - mid Clare / East Clare league Increase numbers on development squads Midweek games.”

“Keep on top of coaching developments. Players have to be enjoying what they are doing and not feel like they have to be there. Creating more tournaments such as some 7 a side blitz competitions that can be run over in a day. Gives the teams in lower divisions a chance to go up against the teams in higher divisions. Might work or could only lead to the bigger teams winning easily anyway but could be something to look into either way.”

“At development ages or league competitions unlimited subs should be allowed. This would encourage player participation. Play all county finals where possible in Cusack Park or next best pitch in the county. All players deserve this.”

“As I have said before more money spent on underage coaching and then having these coaches go to the schools or individual clubs or locations. If children don't stay interested and improve they will loose interest.”

“More funding for coaches to help clubs. more games and an underage competition after u17 that is more than one game knockout.”

“A proper fixture calendar each year, where all ages will get good run if games preferably a league and A championship. Moving the underage ages to odd ages we feel has caused more problems than it will fix also.”

“Increased collective training/ coaching sessions similar to Lees road and Killaloe Initiatives.” “Unfortunately, player retention is a worry. The best way to retain a group of lads is to get them to identify as a group. Pride of place and team spirit friendship are key elements to keep lads playing.”

“Chase them and never give up. You cannot go through parents for over 18 Year old's so you rely on their interest in Gaelic games and the interest to lead a healthy lifestyle.”

“Increased competitions for players to compete in and also insuring clubs have proper coaches in place to help these children remain involved in football. Success for the county teams will also lead to more children wanting to play football for their clubs.”

Q22 Additional Verbatim “Primary schools have always played a key factor in developing underage players, secondary schools should be seen as a key bridge between club development to county development. 2. Right coaches at County level 3. Bring driven qualified county coaches to the clubs 4. S&C Focus/expertise assessable for Clubs 5. A structured approach for under development which doesn't cut Club activity.”

“Correlation between skills and age Nurturing the individual Balancing fun/winning/competition.”

“Currently zero support from the County board bar some coaching during the Year where you get a County coach for a night or two.”

“Rewards with incentives to keep players involved and develop their talents to the maximum potential such as scholarships in further education.”

“Financial and other assistances to each club to benefit the quality of coaching in the club. Provide coach training and resources to increase the quality of club coaching and coaches in the county. College scholarships- work placements. Too many players lost to jobs in Dublin.”

“In rural setting several clubs coming together for training challenges mixed blitzes at older levels.”

“Proper supports put in place such as expenses reimbursed promptly, injuries treated and followed up, County managers not having to go to Clubs begging for pitches to train on. Board Officials to lead by example showing respect for and pride in the jersey.”

“Divisional development squads - continue into the off-season (October onward). Crossover coaching from different sports (basketball, rugby, volleyball)”

“More coaches at Co level to work/support club coaches Scholarships.”

“Reviewing coaching and player pathways in other high performing counties to understand best practices. Avoid conflicts between Club and County commitments to avoid burnout.”

“A parcel of land sold before Christmas nobody knows what area was sold and what was got for it. County Board paid in excess of €2m for 68 acres, what area is left after the sale. Cannot keep comparing the sale of land in Roselevan to area sold in Tulla.”

. “Perception is that it is not finished as a Centre of Excellence. It needs to be fully completed and used to the maximum no matter what the cost is as there's no point in sitting on it further.”

“A fine facility but was left unfinished over the last few years. An injection of funds to finish project will see results on the field in the coming years. The end remark on it would be, Just get it finished.”

Q24 Additional Verbatim “1. General Maintenance of all pitches very average, i.e. lack of sanding, spiking, spraying, fertilizing 2. Gym too small for modern county panels 3. Team meeting room too small 4. General finish of Facilities poor.”

“Presently it is not at the standard required for a centre of excellence Pitches should be playable at all times of the year All facilities such as gym & conference rooms should be available to players & managers of all county teams at all times Finish all existing facilities to highest standard rather than taking on new extra expenditure Consideration of an all-weather pitch delayed until all existing pitches are finished & finish lighting of all pitches.”

“Problems: - for football clubs in north and west Clare its poorly located. Is there a chance of Ennis based or maybe somewhere like Mullagh/Lissycasey based venue for a football development squads venue? ”

“Pitches are decent for football but need to address issues that senior hurling seem happier to air in public.”

“Needs more work to make it the centre of excellence it can be. Land is there but money will have to be raised and spent.”

“Gym too small - our club gym is reported to be bigger and better fitted out. Again we feel Clare GAA should be looking at this from a best practice and current highest standards.”

“Substandard. Many clubs around the country have a superior facility to Caherlohan.”

“Not finished. Needs upgrading. Not fit to be called centre of excellence in present format.”

“Has the potential to be a brilliant centre of excellence, need to be finished to a high standard and open to all clubs not just elite players.”

“Pitches not fit for purpose. 3 need immediate attention. Gym too small.”

“The facility does not meet the standard of a "Centre of Excellence" It doesn't inspire players or management It appears to have been resourced very poorly and a lot of the work done as cheaply as possible Very poor access.”

“Make pitches playable. Make pitches available. Make pitches venues for championship matches. Maybe add pictures of other victorious Clare teams to the homage to the leader of 2013.” “Finance is obviously the big issue. A proper overseer to ensure value for money from here on in.” “All-weather pitch. More money needed - focus on the Gym, need a new one altogether. Need an indoor arena.”

“Support the recently set up Caherlohan Committee with access to expert advice to bring the playing pitches to the required standard with the committee regularly reporting back at Board meeting on the progress.”

“Get the works done to Q25 Additional Verbatim “1. Playable floodlight all weather grass pitches or astro pitches badly needed 2. Clubs need access to facility for club championship matches i.e.. Floodlight Club Championship matches 3. Make the Facility, a facility where every underage Clare players dreams to train in. 4. Ultra modern large Gym 5. Recovery Room 6. Modern Team Meeting Rooms.”

“Should have sand based pitches, wall ball areas, all-weather pitch, gym fit for purpose Better accessibility when teams are there everything under lock & key Public toilets Proper entrance Coffee dock, café for parents Walkway around the property.”

“Finance Pitches to be used to be thoroughly costed for maintenance Establishment of one astro turf pitch.”

“Why can't club teams go there for a supervised training session and get feed back form a professional coach on areas that they can improve, or hire out the facilities to clubs within the county. Set up a facilities manager and make some money on hired usage of the complex.”

“Finance you cannot do anything without money. It should not be a centre of excellence for County players only it should be open to clubs as well.”

“1. Improve the Quality of the pitches. 2. Finish the Pavilion internally 3. Tarmac the road. 4. Provide an all-weather pitch.”

complete it fully regardless of cost and other assets need to be sold to just go ahead and get it done. Use it.”

“There needs to be a full size flood lit astro turf pitch - some clubs in Clare have now done this. Talk to these clubs, see what is involved. A flood lit turf Pitch that can be used during the winter for training. Maybe closed for the summer to recover.”

“Upgrading of the existing pitches and maintenance to professional standards, suggestion that the committee should meet with Michael Boland Pitch Contractor and James Healy locally based Agronomist. Floodlit all weather pitch is required. Gym and other ancillary required elements to be upgraded / added as required.”

“Upgrading playing pitches All weather facilities Greater access of county level squad.”

“Astro turf pitch badly needed - full time (paid) field management team.”

“To get it to the standard that is required so that it can be used for training and matches.”

“The upgrading of the gym, pitch and the inclusion of a full sized Astro turf with lights are to be considered in order to bring Caherlohan up to standard. Clare GAA should be working solely out of Caherlohan.”

Q26 Additional Verbatim

“Club feel if there was a new administration in place, a vision for what Caherlohan could or should be, then there would be investors out there willing to contribute. But at the moment we do not feel there is an appetite to support Caherlohan due to poor governance and long history of mismanagement.”

“Fundraising - there are so many possibilities Task the newly appointed CEO to look at all assets and evaluate if all are needed Petition the GAA at National level for more support and funding Explore county club linked fundraisers Review of pricing for games to encourage attendance uptake and more options for streaming of games on pay per view. Consider hire out of the venue meeting rooms etc. once 100% complete.”

“Sponsorship/Naming Rights Venue for other sports - cross country Added Value Club Archive? Oral Tradition / Museum Outdoor venue for events.”

“A big raffle but you cannot rely on clubs to sell the tickets. Similar county boards have had raffles for houses cars etc. raising huge money.”

“Fund raising is a chore for everybody. Every sporting and charitable organisation in the county is pulling from the same pots. Clubs are already feeling the Covid pitch so something unique has to be developed. Corporate sponsorship is the best option. The strategic plan committee are people that are high up in their fields and would have great contacts in the corporate ladder.”

“Caherlohan should be the Clare GAA Headquarters and explore the sale of both Clareabbey and Ballyline to fund.”

“Review of assets owned by Co Board, potential sale of Clare Abbey/ Ballyline and use funds to upgrade Caherlohan. Naming rights provided the Governance structure was in place Sponsorship options.”

“A long term, yearly fundraiser that can be rolled out county and even country wide. It has to remain sustainable and affordable for all people.”

Q27 Additional Verbatim

“The best GAA trainers are at club level.....why? The rules and regulations are archaic and cumbersome often used to stymie progress of what is a relatively progressive organisation overall.”

“Think I have covered off everything we fell is needed but one thing, a lot of bad publicity around Clare supporters funding 2012 - 2016, if there is audited accounts and bank accounts available just release them.”

“It’s a big job of work to get personnel, facilities, finances, structures and public relations to the place where Clare GAA needs to be. Best of Luck and if we can help we will.” “Major finances are required to further develop Caherlohan.” “We wish the best of luck and will support in anyway we can.”

Hurling Only Club

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Clubs development

Commercial Communications Development of development of development new competition Clare GAA scructures

Governance & Administrative structures

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Player Development Pathways & Supports

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Stronger Clubs Make a Need good Underage stronger County Coaching structures for Success

Commercial development and planning

Good governance for Outdated standards and better club support need for better facilities

Player development

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Clubs Development

Commercial Development Of Clare Gaa

Communications Development Of Development New Competition Scructures

Governance & Administrative Structures

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Player Development Pathways & Supports

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Financial resources and commercial revenue generation

Regaining trust in Clare GAA

Player recruitment and club development

County Board revamp

Transparency and accountability

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Honesty, Unity and Equal oppurtunity, Accountability and transparency in the inclusive core values Integrity club

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Pride in the county

Supporting Underage player enviromment for development focus coaches and players

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More underage coaching

More games Uniform Develop Facilities Attract and Expand and longer coaching football development retain players playing competetions techniques - equally with opportunities underage same e.g. hurling in pathway opportunities West Clare

No view

Fitness and Working with training dual clubs

Other

N/A

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Games and structure Club development

Encourage coaches and improve skills

Player retention and all weather facilities

Improving facilities and funds development

Developing the Underage team game in other backing by parts of county coaches and management

Promoting in Increasing Same as football schools for games and underage opportunities players/Skills and strength and conditioning

Other

N/A

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More fun games and competitions

Develop GAA in schools

Media promotion

Facilities and structured coaching

Encourage U16, Scheduling games Maintain interests U18, U21 leagues in a better way of players

Other

N/A

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Yes

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Exceeded Expectations

Met Expectations

Did not meet Expectations

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Pitches and other facilities are not good

Not upto expectations and not worth the money

Poor car parking

Other

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More Interaction needed with Business in the Local Vicinity

More Sponsorship Needed

Sell Clare Abbey/ Ballyline

Focus on Securing Corporate Funding

Rent out facilities to other clubs

Loan from Bank/GAA

Fundraising/ Club Lotto

Hire New Board/ More Transperancy from Current Board

Other

N/A

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