GAA Clubs in the county received a wide-ranging review this morning into the running of Donegal GAA.
The purpose of the review was to assess the talent academy structures, the operations and governance of Donegal GAA and recommend areas for improvement.
Ciaran McLaughlin (Chairperson Ulster GAA) chaired the review group. Also included were Shane Flanagan (Director of Games Development) Michelle McAleer (Head of Internal Audit), Jack Cooney (National Player Development Lead), Seamus Kenny (National Participation and Programmes Manager), and Roger Keenan (Ulster GAA Coaching Development Manager)
There were meetings/calls held with 44 individual stakeholders from the following groups:
• County Management Committee members
• Former County Management Committee members
• Talent Academy personnel
• County Committee Staff
• Club Donegal /Fundraisers
• Auditor/Financial support
• Former Senior players
Group meetings were held with:
• Academy Coaches (24)
• Parents of Academy players (24)
• Club representatives (42)
• Minor Committee (5)
DOCUMENTATION REVIEWED:
• County Byelaws
• County Convention reports (21 & 22)
• Financial Statements
• County Management Committee minutes
• County Committee minutes
• Minor Committee minutes
• Finance system reports
• Invoices
• Expense claims
• Bank/Credit card Statements
• Sponsorship Contracts
• Talent Academy Review presentations
• Academy Communications
The Key Areas for Change identified are: Accountability, Transparent communication, Confidentiality, Fundraising, Respect, Clear Roles and Repsonsibilities.
The Key priorities arising from the review are as follows:
7.1. NEW ORGANISATION STRUCTURE
INTERIM PLAN – HEAD OF OPERATIONS
An interim Head of Operations will be appointed from Ulster GAA/Central GAA to work closely with Donegal Management and County Committees to begin the implementation of the recommendations in this report. This person will assess the needs of Donegal GAA and align these to the personnel specification for a new Head of Operations position.
LONG-TERM PLAN – HEAD OF OPERATIONS
It is recommended that Donegal GAA consider the appointment of a new Head of Operations. This role will have responsibilities separate to the County Administration Manager.
This review has indicated gaps in commerciality, facility management, and financial management.
INTERIM PLAN – TALENT ACADEMY
Currently, academy development and game preparations are restricted due to lack of resources. With emphasis on completing fixtures, the previous academy structures and organisation are not in place to facilitate player development. An interim solution for the remaining period of 2023 season is proposed. Priority on establishing Academy Lead Group reporting directly to interim Head of Operations. The interim Academy Lead Group will consist of a maximum of 5 people with a representative from Central Council, Ulster Council, Games Manager and person(s) with considerable experience of Donegal GAA.
The reengagement and retention of the academy squad coaches is a priority. Therefore, an interim Academy Lead role should be appointed overseen by the Academy Lead Group.
The purpose of this interim appointment and the Lead Group is to implement a programme and provide developmental opportunities to young players in Donegal.
Responsibilities in this group and the Lead will be shared with monthly reporting to interim Head of Operations on academy activities and plans for the remainder of the season.
LONG-TERM PLAN – TALENT ACADEMY/GAMES DEVELOPMENT STRUCTURES
The Association is in the early stages of implementing the findings and recommendation of an independent HR Review conducted by Mazars. A new HR structure has been agreed with the Provincial Council’s for the purpose of creating alignment and greater uniformity across all counties. New, redefined roles and responsibilities have been agreed along with reporting lines which will see full-time/employees reporting to fulltime people bring clarity to issues around line management.
The role of a County Talent Development Lead is provided for within the structure.
Central Council, Ulster Council GAA and Donegal GAA in conjunction with the interim Head of Operations will establish a new HR structure for Donegal GAA focused on meeting the needs of the county and delivering clear and transparent reporting structures.
The Central Games Development Committee is currently reviewing the function and role of the County Coaching and Games Committee and the County Coaching Officer. Once this work is completed the Donegal GAA County Coaching and Games Committee should be repurposed to align.
A subgroup with responsibility for the Academy should be established with clear terms of reference and chaired by a suitably qualified person who will sit on the main committee.
This group in conjunction with the main committee will have responsibility for the development and implementation of a Donegal GAA Academy/Player Development plan (hurling and football) integrating clubs, schools and the academy squads in line with national guidelines and policies currently being developed by the Central Games Development Committee.
‘IDENTITY’ is a key driver in the development of the game in the county. We would recommend the Academy should be rebranded with this in mind.
FINANCIAL MANAGEMENT
The financial management structure should also be reviewed, procedures and clear roles and responsibilities agreed.
The following practices are required:
• Segregation of duties.
• Budget approved by Management Committee in October following agreements with all cost centre holders i.e., Team Managers, Head of Academy, Facility Maintenance, Games Development etc.
• Purchase order process.
• Credit Card/Banking payment procedures.
• Services tendered for and contracts in place with service providers.
• Financial System records up to date.
• Management Accounts (Quarterly) reported to Management Committee – Actual v Budget.
• Annual Financial Statements prepared and audited on time to be issued to clubs in accordance with rule.
• Financial reports should clearly communicate how all funding is spent in Donegal GAA, particularly Club levies spend.
7.2. AUDITOR APPOINTMENT
In line with guidelines from GAA Audit & Risk Committee to review auditor appointment every 5-7 years, it is recommended that Donegal GAA review their auditor appointment.
7.3. NEW STRATEGIC PLAN DEVELOPMENT
Ulster GAA Strategic Planning officer will facilitate the preparation of a new Strategic plan for Donegal GAA with those appointed by Donegal to lead on the plan.
This preparation will include a county-wide stakeholder engagement process.
7.4. GAMES DEVELOPMENT PLAN AND INVESTMENT
Central Council launched a new investment plan for games development in 2022. This has resulted in an increase from €8 to €12m in funding to counties. Donegal GAA will receive an enhanced allocation.
It is a requirement of each county to produce a four-year plan/business case to draw down this funding which is available for that period. Central Council and Ulster Council GAA will work with Donegal GAA in developing this plan. Again, county wide stakeholder engagement is key to the successful development of the plan.
7.5. COUNTY MANAGEMENT COMMITTEE DEVELOPMENT TRAINING
The GAA County Management Committee Development Programme aims to help County Management Committees work more efficiently and effectively as teams. It has been developed by the GAA’s Officer Development Committee (ODC) in conjunction with Mr Fintan Ryan – a leadership development specialist.
Module 1 – Team Development
Module 2 – Role Definition and Strategy
Module 3 – Leadership and Communications
The benefits of completing this programme are that Donegal GAA Management Committee will have:
• Enhanced leadership and management
• More effective teamwork
• Improved communication
• Better conflict management
• Clearer roles and responsibilities
• More efficient action plans
7.6. LONG-TERM FUNDRAISING STRATEGY – REBRAND CLUB DONEGAL
Donegal GAA should aim to be financially sustainable with the ability to invest in their strategic objectives.
There is much expertise and skill available to Donegal GAA through support within the County and in Dublin, London and beyond.
‘Club Donegal’ could be rebranded as a new PR/Fundraising Committee of Donegal GAA. The fundraising would be delegated to this committee and the County Chairperson/Treasurer and PRO could be part of this committee.
Examples of similar models: Club Tyrone/Saffron Business Forum/Club Derry/Club Eirne
All income would be recognised in Donegal GAA accounts and not outside County Committee activities.
The income received could be ringfenced for Team expense/Development Squads/Donegal GAA centre – future development/maintenance/debt repayment.
7.7. AUDIT AND RISK COMMITTEE
The newly established Donegal GAA Audit & Risk Committee will play a key role in overseeing the implementation of the finance and governance recommendations of this review.
7.8. FUTURE TEAM MANAGEMENT SELECTION PROCESSES
It is recommended that a fully transparent selection process is put in place for any future team management processes including:
• Panel to include independent personnel.
• Declarations of Interest monitored throughout the process.
• Timeline agreed and adhered to.
• Clear criteria agreed by panel at beginning of process.
• Process is confidential while being carried out.
• It is advisable that Selection panel members do not become liaison/advisors of the appointed management team.
• County Committee are final approvers on the proposed candidates. The decision-making process should be allowed to be conducted openly and fairly without media and proposed candidates attending the venue of the meeting.
Future coach appointments to the academy shall be approved by the County Committee on the recommendation of the County Coaching and Games Committee.
7.9. FIXTURES PLANNING
Strides have been made to coordinate club and academy fixtures. Further progress is required. The Minor Board working with all stakeholders; regional boards, clubs, ademy and schools should develop an overarching fixtures plan by end of January each year in line with Rule (3.31).
The Academy should include weekends for proposed training sessions and challenge games to ensure coherence.
At no point should academy players at Under 16 and below be unavailable to their clubs and improved communication, cooperation and coordination should ensure club fixtures should not be proceeded by academy activity the following day.
7.10. SAFEGUARDING
Statutory guidance and legislative requirements relating to adults who work with children are embedded in our recruitment and selection procedures. These requirements apply to our Gaelic Games Associations as they do to all sports bodies, to youth clubs or other recreational or educational services. This Code of Behaviour (Underage) affirms the policy position that all coaches, prior to commencing their role(s) with children, must:
• Undergo vetting or police background checks
• Must attend relevant child safeguarding training as approved by our Associations
• Must obtain a minimum coaching qualification
There should be absolute adherence to this policy going forward.
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