© GAA CLG Mainistir na Corann Club Development Plan Focus Groups Meeting 1 Failte 1

© GAA Focus Groups  5 Focus Areas: –Coaching and Games Development –Finance and Fundraising –Structures and Admin –Facilities and Development –Communication, PR and Culture  Three Meetings: »Feb 11 th pm to 9.30pm »Feb 18 th pm to 9.15pm »Feb 25 th pm to 9.15pm 2

© GAA Objective  Each Focus Group is tasked with agreeing a Draft Action Plan for their Focus Area  A set of clear high level proposed actions (10 to 20)  An outcome statement for each action  A series of milestones (steps) needed to complete the action  A suggested target date for action completion  Suggested owner (individual or group) for each action 3

© GAA Action Tracker - Example Action / InitiativeProposed Outcome (Desired End Result) Milestones (sub-tasks)Task Duration (How Long?) Owner(s) 1.Develop partnership with local schools To cement the relationship between the local schools and the Club and ensure that the children are receiving good GAA coaching. 1.Appoint club-school liaison officer 2.Contact schools and arrange info meeting 3.Establish key contacts within schools 4.Agree key objectives of the partnership and ongoing communication structure 4 monthsClub Executive Committee Liaison Officer 4

© GAA How the Process Works 1.Each Focus Group Appoints a Leader (see role description) 2.Each Focus Group already has an assigned Chairperson (see role description) 3.Leader may appoint a note-taker or scribe 4.Each FG has the compiled list of ideas and comments generated during the workshop relevant to their area (typically 50 to 75 points) –Review the list and reduce/combine/refine –Identify 10 to 20 high level actions –Prioritise based on: »Value to the development of the Club »Feasibility – how realistic is it? »Human Resources required to implement »Financial resources required to implement »Time to implement –Complete the Action Tracker (templates provided) 5

© GAA Guideline Rating System  Prioritise the high level actions using the following criteria: 1.Value of the initiative to the development of the club (rate from 1 to 5, where 1 = little or no value; 5 = of critical importance) 2.Feasibility of Initiative - how realistic is it? (rate from 1 to 5, where 1 = totally unrealistic; 5 = totally feasible) 3.Timescale - how long might it take to implement? - (rate from 1 to 5, where 1 = within 5 years; 2 = within 3 years; 3 = within 2 years; 4 = within 1 year; 5 = within 6 months) 4.Resources needed – People and Time (rate from 1 to 5, where 1 = major time investment; 5 = minimal time investment) 5.Resources needed - Financial (rate from 1 to 5, where 1 = major Euro investment; 5 = minimal or zero Euro investment)  Highest score indicates highest priority – but this should only be used as a rough indicator.  Team discussion should prevail.  Final decision on all initiatives to be included in Plan rests with Club Executive 6

© GAA CLG Mainistir na Corann – Club Development Plan Focus Area: ___________________________Team Leader: ______________________ Rating 1 to 5: 1 means less likely to implement; 5 means more likely to implement Idea Value to Club FeasibilityTimescale Resources - Human Resources - Financial Total Score Build swimming pool on back pitch Astro Turf on Back pitch

© GAA Proposed Schedule  Week 1: Introduction Select Team Leaders (and scribe) Review lists and reduce/combine/refine  Week 2: Prioritise (rating system and discussion) Agree top 10 to 20 initiatives  Week 3: Complete the Action Tracker 8

© GAA Role of Team Leaders Facilitate/Lead the FG meetings – encourage participation, ideas, respect, etc Ensure everyone is heard but no-one dominates Capture the output of the FG meetings – (or delegate to scribe) Liaise with the FG Chairperson and keep informed of progress or any issues/concerns Seek guidance/support of FG Chairperson Report findings and proposals to FG Chairperson and Steering Committee 9

© GAA Role of Team Chairpersons Has overall responsibility for Focus Area Keeps Steering Committee informed of FG progress Acts as the key liaison to the FG Acts as mentor/support/advisor to FG Leader Attends the FG meetings (in support role) Escalates any concerns/issues to Steering Committee Chairperson Ensures overall progress of FG is on track 10

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