draft hockey ireland strategic plan...pre-exis-ng unions’ origins date back to the late 19 th...

VERSION 1.3

MAY 2019

DRAFT HOCKEY IRELAND STRATEGIC PLAN 2019 -2024

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2019-2024 DRAFT Hockey Ireland Strategic Plan 1

HOCKEY IRELAND

ABOUT US

Hockey Ireland is the Na-onal Governing Body for the sport of field hockey in

Ireland, covering the thirty-two coun-es and is officially recognised as such by

Sport Ireland and Sport Northern Ireland. Hockey Ireland is responsible for the

management and overall development of all areas of the sport. Irish Hockey

also manages all the required interac-on with European and World Hockey

bodies e.g. Interna-onal Hockey Federa-on (FIH) and European Hockey

Federa-on (EHF). In Ireland, we are affiliated to the Olympic Federa-on of

Ireland (OFI) and Federa-on of Irish Sport (FIS).

Hockey Ireland was formed in 2000, as a result of the merger of the two pre-

existing Unions which governed men’s and women’s hockey separately. Both

pre-exis-ng Unions’ origins date back to the late 19th Century when they were

formed within a year of each other. Hockey Ireland incorporated in 2013 as The

Irish Hockey Company Limited and uses the ‘brand’ Hockey Ireland.

Hockey Ireland has four affiliated Branches that govern the sport at t he

regional level. The sport’s approximate 150 clubs and 280 schools are

affiliated to Hockey Ireland through its Branch network. The Irish Hockey

Umpires Association (IHUA), which manages the sport’s umpire base, and

the Irish Universities Hockey Associa-on (IUHA), which governs the sport’s

university system, are also affiliated to Hockey Ireland. The fast growing Masters

Hockey game is also in the process of affilia-on.

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DEVELOPING THE STRATEGY

The unique experiences and views of those who play hockey are at the heart of

everything we do. Listening and looking at what other sports are doing helped us

shape our new strategy.

As we have been doing for many years, we will con-nue our conversa-ons with

our members, branches, supporters, officials and volunteers throughout the next

strategic plan period 2019-2024 and con-nue to enable them to make their

voices heard. At the same -me, we aim to improve further our own

communica-on and will keep you all informed of progress on the journey ahead.

This document outlines the vision, mission, values and strategic priori-es from

2019 to 2024 of Hockey Ireland as the governing body of the sport of hockey in

Ireland. The strategic plan focuses on the key ac-ons required of the whole

organisa-on also working in collabora-on with our Branches, the Clubs, Schools,

Umpires and Technical officials, and Coaches and all stakeholders – and provides

a framework for our more detailed opera-onal planning. It also provides a clear

ar-cula-on to the outside World about our values, ambi-ons and our direc-on

for the future.

A�er consulta-on with the hockey community and stakeholders and when

approved by the Hockey Ireland Board, we will commence implementa-on. We

also fully recognise that con-nuous consulta-on, engagement and alignment

with our members and other stakeholders during the life of the strategy is

required for success.

The cons-tu-onal changes approved in May 2018 are an important cornerstone

for the implementa-on of this plan, but further changes may be submiDed to a

General Mee-ng for considera-on and subsequent ra-fica-on during the life of

the plan.

We will con-nue to set the bar higher so that, together, we will achieve Hockey

Ireland ’s aim to be recognised interna-onally as a leading hockey governing

body, with hockey recognised in Ireland and abroad as a successful sport of

which we can all be proud.

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OUR VISION

To be a world class hockey na!on driving performance &

par!cipa!on across all levels

What will this look like:

1. Stronger & sustainable Clubs due to more people playing hockey;

2. Best in class coaches for all par-cipants at all levels;

3. Compe--ons that aDract larger crowds of spectators;

4. Skilled match officials;

5. Effec-ve and efficient talent pathways for each of our

Interna-onal squads.

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OUR MISSION

1. Hockey Ireland is responsible for the promo-ng and developing

of lifelong par-cipa-on, by delivering on a quality experience,

and regula-ng our sport.

2. Our Mission is to provide lifelong opportuni-es allowing both

individuals and teams to par-cipate and to excel at all levels in

the sport of Hockey in Ireland, and;

3. To grow the sport and increase par-cipa-on by 20% by 2024

and;

4. To be a ‘top 10’ na-on on World rankings, and top 8 at World

Cup and Olympic Level and;

5. To ensure High-Performance successes are a driver for

participation by giving inspiration to hockey players in Ireland

and;

6. To Provide world class services and infrastructure for hockey in

Ireland.

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OUR VALUES

Openness:

We are accountable to our members, our stakeholders, our colleagues

and the wider sports community and everything we do, we do for the

betterment of Hockey, and we will be responsible for our actions and

decisions.

Collaboration and Working Together:

We actively look for opportunities to collaborate with a wide range of

organisations, so we can optimise the impact of what we can achieve.

We will always work as a team, including Officers and Volunteers, to

support and help each other to achieve more as a sport.

Growth Focus:

We support a ‘growth’ mindset at all levels so we can continue to

develop and improve.

Responsiveness:

We listen to the concerns of stakeholders and aim to address all

reasonable requests

Quality Focus:

We strive to be the best we can be.

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ON REFLECTION

The past four years have been an interes-ng and exci-ng -me for Hockey

Ireland.

Together, we have achieved more than ever before. In 2014 we set out our

strategic plan for 2014–2018. It moved us closer to our ul-mate goal of

becoming one of the leading hockey governing bodies in the world.

This ambi-ous plan formed the first stage in our journey to achieving our goals.

OUR VISION IN 2014 FOR 2018 WAS:

Vision 2018 Achieved

Increase ac-ve par-cipa-on by 20% Youth growth of 25 %. Seniors: stable

or slight decline

Compete at the 2016 Olympic Games Senior Men Qualified for 2016 Rio

Olympic Games

Compete at the 2018 World Cup Both Senior Men and Women

qualified for 2018 FIH World Cup

Goals Achieved

Develop a fit for purpose Governing

Body

• Developed and implemented an

organisa-onal structure to ensure

efficient governance

• Review of Terms of Reference

• New and reviewed Policies

• Mee-ng Good Governance

Standards

Par-cipa-on • Establishment of the EY Hockey

League

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Goals Achieved

• Par-cipa-on figures growing by

around 25% in youth

Talent Iden-fica-on, Development and

High Performance

• Olympic Qualifica-on

• World Cup 2018 Par-cipa-on

• Significant improvement in World

Rankings

• High-Performance structure;

introduc-on of a High-

Performance Director

Na-onal Centre of Excellence • Close co-opera-on with Sport

Ireland in establishing a na-onal

training centre at the na-onal

sports campus in 2019

Coach and Tutor Development • Growing number of courses

• Growing number of coaches

Communica-on between all

Stakeholders and Members

• New Logo and Style

• New Website Launched

• Membership database introduced

• Social Media growth

• Streaming of matches

Fundraising and Sponsorship • Marke-ng Strategy implemented

• New sponsors

• HP Funding increased from Sport

NI and Sport Ireland

• Substan-al success fundraising

programmes for the JAGs

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LOOKING TO THE FUTURE

DEVELOPING THE STRATEGY

To deliver our ambi-ons, we need an effec-ve and efficient organisa-on.

We’ll con-nue to work with our network of Branches. Each one delivers excellent

services that recognise and respond to their Provinces’ needs with direct links to

the clubs and players.

Our plans for 2019-2024 focusses on the con-nuing process of building a fit for

purpose and modern Sport’s Governing body that demonstrates the values we

believe in and is an example of best prac-ce.

To achieve our ambi-ons, we know that we need to raise money con-nuously and

spend wisely. We will con-nue to work broadening the range of income streams

to ensure we are sustainable, and monitor spending.

EVALUATING OUR WORK

We’re commiDed to measuring and understanding our impact, making the most

of our resources and achieving outcomes that maDer to our members. As part of

the strategy, we are developing tools, like the new membership database, to

measure impact and progress, enabling us to learn lessons for con-nual

improvement. We strive to reach ambi-ous goals in the area of High Performance

that allows us to evidence the high quality, collec-ve impact of our strategy to

demonstrate how we make a difference.

We’re commiDed to being transparent about our work and how we raise and

spend our money so everyone can be confident that we’re ac-ng responsibly and

inves-ng our resources wisely.

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OUR WORK FOR 2019-2024

BETWEEN 2019 AND 2024, WE’RE ‘BUILDING ON PROGRESS’ BY WORKING

ACROSS EIGHT STRATEGIC AREAS:

Develop a fit for purpose Governing Body

Continue to set and maintain standards that ensure appropriate levels of

governance to protect all stakeholders and ensure Hockey Ireland is

considered as a leader in the Irish Sport Sector.

Maintain an organisational structure to implement all aspects of an

incorporated governing body to ensure efficient governance.

Ensure that the Board and each Committee and Working group within the

Organisation have clear direction and members with the right mix of skills

and experience.

Continue to ensure that Irish Hockey has robust financial controls in place to

efficiently manage budgets.

Regularly review of policies and performance management systems,

including the appraisal of staff and Board members

Ensure that Hockey Ireland continues to comply with legal responsibilities

and recognised standards.

Facilitate internal and external communication and use a new database of

members to communicate regularly.

Develop and integrate into Hockey Ireland a structure for Masters hockey, to

include participation, competition, technical support and governance.

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Participation

Achieve continued annual growth in participation, as determined in the

annual targets laid out in National Development Plan, by improving on and

supporting existing structures within hockey focussing on:

Ensuring strong and sustainable clubs facilitated by education and services

from Provincial Branches with support from Hockey Ireland.

Well-trained trained staff, coaches, umpires and volunteers able to meet the

needs of clubs and branches and Hockey Ireland initiatives.

Increased membership through recruitment and retention of players

Application of the Code of Ethics and Safeguarding.

Growing the game in line with ‘Hooked for Life’ programme.

Facilities to support a growing playing population as well as strategy around

expanding other formats of the game (e.g. indoor, para hockey) and the

integration of master’s hockey.

Fit for purpose competition with Irish Hockey Leagues and Cups developing

the standard of play at all levels.

Talent Identification, Development and High Performance

Ensure a focussed Hockey Ireland High-Performance Strategic Plan dovetails

with the Hockey Ireland strategy which includes strategies towards:

High performing senior players with flexible lifestyle, who consistently

compete for medals at European, World and Olympic level

Embedding within our Hooked For Life framework, ensure a clear pathway

for junior players to become senior internationals is apparent

As a dividend of our international success, increased participation will

positively impact upon our junior international teams

Prepare our national teams to compete at the highest levels of the sport.

Develop athletes and teams that consistently compete at European, World

and Olympic levels.

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Continue the pursuit of a High-Performance home for Hockey Ireland (for

both training and competition) on an easy to access campus. Hockey Ireland

contracted sports science and medicine experts should be available when

required. Increased administrative support will allow for better planning.

Subject to the availability of resources, a group of senior players will be

“carded” by Sport Ireland / Sport Northern Ireland under a model agreed by

the High-Performance Committee and managed by the Performance

Director.

Senior player flexible lifestyles: Our senior players regardless of their

whereabouts or circumstances should have flexibility to accommodate an

elite player lifestyle. This flexibility should include athlete friendly employers

and flexible university arrangements.

Hockey infrastructure

Centre of excellence at the National Sports Campus – with comprehensive

training facilities for Hockey Ireland at the National Sports Campus.

Support the clubs in developing new pitches.

Investigation of the development of fit for purpose Hockey Ireland office

accommodation at the National Sports Campus.

Continuing providing help and information about capital funding schemes

and providing support to capital funding applications

Coaching

Ensure Hockey Ireland has a fit for purpose coach education system to meet

the needs of its stakeholders and to support coaches to maximise their (and

therefore the players’) potential.

Having an up to date database of active coaches in Ireland.

Hockey Ireland's coach education system is recognised as a key method of

improving coaching standards and is valued as such.

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Hockey Ireland have a recurring two-year, targeted practical coaching plan in

place, which is continually reviewed.

Coaching courses meet the needs of coaches within Ireland and encourage

coaches to continually upskill and develop.

Hockey Ireland coach developers are supported fully in the delivery of the

coach education system.

Hockey Ireland will have a range of coach supports in order to facilitate

coaching development.

Increased number of coaches undertaking coaching courses on an annual

basis.

The Hockey Ireland Coaching Committee should have a focussed and

detailed Coaching Strategic Plan which aligns with the Hockey Ireland

Strategic Plan.

Umpire and Technical Official Development

Provide promotion, development, and support to umpires and technical

officials to ensure participation to the highest standard.

Use the Umpire Development Pathway to create a framework for the

recruitment and retention of umpires, their personal development and for

long term sustainable success which meets the demand at all levels.

Develop grassroots umpiring initiatives at school, youth and club level

through courses, education and training. In particular, to implement the

Young Umpire Programme throughout all provinces, in order to achieve a

sustainable umpiring structure with future benefits.

Clubs and schools have Umpire Coaches to coach, mentor and support the

Young Umpire Programme.

The National Umpire Award Course is the only recognised umpire

accreditation throughout Ireland and all umpires must have attained this

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prior to officiating in any match through registration and databases.6.5

Umpires, umpire assessors, umpire coaches and umpire managers are given

the best opportunity to maximise their potential and achieve international

umpiring success at the highest level through national and EHF umpire

programmes.

Investigate the feasibility of introducing a recognised accreditation scheme

for Technical Officials.

Communication between all Stakeholders and Members

Improve communication between all stakeholders both internal and

external. Sustained and strategic communications output to internal

stakeholders, traditional media, and digital marketing/online presence

Proactively seek media opportunities to raise awareness of the sport at all

levels

Continue to improve our website, making it more relevant and user-friendly

including shop and results production.

Building the audience and engagement through digital marketing.

Maintain proactive and open lines of communication with internal

stakeholders.

Ensure our branding meets the demands of our sport in the era we compete

in.

Hockey Ireland continues to create increased awareness at decision-making

level (government) of hockey.

Facilitate better communication between the Board and Branches; Board

and Clubs; and between Branches, and between Hockey Ireland and

Members.

Fundraising and Sponsorship

Develop a fundraising and sponsorship strategy that supports all our other

strategic goals and helps secure the future of our sport

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Fundraising strategy implemented.

Current sponsorship relationships maintained.

New sponsorship relationships secured.

Continue to develop partnerships that bring both cost savings and income

generation to the organisation.

Define and activate charity partnerships to uphold, support and advance

Hockey Ireland's vision, mission and impact. To include the development of a

Charitable Foundation or Trust to support these ambitions.

activate the approved Hockey Ireland commercial strategy to monetise core

Hockey Ireland assets and create new revenue streams.

Implementation of the sponsorship rights model to attract Hockey Ireland

headline partners by 2020.

the commercialisation of the Hockey Ireland membership community to

maximise revenue offering both benefits to Hockey Ireland and our

members.

.

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MAKING IT HAPPEN

We cannot do this alone. To achieve our ambi-on, we will work in partnership

with lots of people and organisa-ons. We will con-nue to do this in 2019-2024

with our staff, volunteers, officials, supporters and sponsors. We will con-nue to

work with partners from across the spor-ng sector and a broad range of

organisa-ons and individuals who love the sport and give up so much of their -me

to achieve the best for Hockey. Set out below is a map of linkages between the

many par-cipants in our ac-vi-es and we invite all of you in whatever role or

func-on you perform to help Hockey Ireland to ensure the sport con-nues to

thrive in the years ahead.

draft hockey ireland strategic plan...pre-exis-ng unions’ origins date back to the late 19 th...

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