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Bealach an Dúin: Ag Obair le Chéile The Down Way: Working Together

Down GAA Strategy 2010-2014In assocIatIon wIth

Down GAA Strategy 2010-2014 Bealach an Dúin: Ag Obair le Chéile2

Title to go hereSub Title to go here

The Down Way: Working Together Down GAA Strategy 2010-2014 3

Clár

Teachtaireacht an Chathaoirligh Chontae | County Chairman’s Message 4

Réamhrá | Foreword 5

Action Plan: Summary of Recommendations 6

About Down: The Place 8

The Past 8

The Present 8

Education 9

The Future 9

An Dún: C.L.G. | Down: G.A.A. 11

Action Plan: Strategic Themes 14

1. Governance/Administration 14

2. Running the Games/Fixtures 17

3. Coaching, Games Development and Refereeing 19

4. Club and Community Development 24

5. Developing a Healthy G.A.A. in Down 26

6. Hurling and Camogie 28

7. Physical Development 30

8. Irish Culture and Heritage 32

9. Urban Down 35

10. Integration, Inclusion and Diversity 36

11. Public Relations, Marketing and Information Technology 38

12. Finance and Fundraising 40

13. Youth and Schools 44

Appendices 46

Implementation and Review 49

Consultations 50

Buíochas | Thanks 51


On behalf of Coiste Chontae an Dúin I welcome “Bealach an Dúin: Ag obair le chéile” – Down Strategic Plan 2010 -2014.

This comprehensive Action Plan will provide a framework and stimulus for focused discussion and debate and it will facilitate the charting of the Way Forward for the Association in Down for the nextfive years.

Of course, the acid test of the true value of the plan will be the phased implementation of its Recommendations as approved by our County Committee and Clubs.

The choice of the sub-title – “The Down Way: Working Together” – is particularly appropriate as we move forward to develop our full potential as a County, both on and off the field of play.

Our thanks to all who contributed to the preparation of this Strategic Plan and to Comhairle Uladh for alltheir support.

Ní neart go cur le chéile.

Caoimhín Mac Giolla Mhaoil,Cathaoirleach,Coiste Chontae an Dúin

Teachtaireacht an Chathaoirligh ChontaeCounty Chairman’s Message


Following a lengthy process of consultation and deliberation we are proposing a range of goals and targets across the spectrum of G.A.A. activity inAn Dún which we believe are relevant, challengingand attainable.

Our aim is a practical one: that we all work together, to the best of our abilities, in order to strengthen and develop the Association in our County to meet the challenges of the next five years, positivelyand steadily.

We dedicate ourselves, voluntary and employed personnel, as a committed team, to the noble task of carrying on the work of Cumann Lúthchleas Gael for the National Games, Our Culture, Clubs, Communities and County.

Team spirit, effective action and a sense of humour, too (!) will all help to ensure that the goals and targets which we ultimately set for ourselves as a County, will be achieved within the stated timeframe.

Away with negativity – Is féidir linn!

Ar aghaidh leis an obair.

Dónal Mac ArtáinCathaoirleachCoiste Pleanála

RéamhráForeword

Our aim is a practical one: that we all work together, to the best of our abilities, in order to strengthen and develop the Association inour County.


4. Club and Community Development

To organise Leadership and Training Programmes for Club Officials e.g. Club Maith in order to support them in their work in their communities in terms of sport, recreation, culture and social programmes and the provision of related facilities.

To encourage young people to make a definite commitment to their Clubs’ voluntary service of their communities and so share the heavy workload of a modern GAA Club.

5 Developing a Healthy GAA in Down

To develop an Alcohol and Drugs Strategy in support of the Association’s ASAP (Alcohol and SubstanceAbuse Programme).

To support the Provincial Council’s Lifestyle Programme, organise First Aid training and facilitate the availability of Club/Community Defibrillators.

6. Hurling and Camogie

To implement the Review of Hurling Development (Appendix 1).

To participate fully in the Provincial Council’s Hurling coaching and development initiatives.

To devise action plans designed to establish and sustain new juvenile clubs, twinning projects and the formation of a County Post-Primary Schools’ Hurling Team.

To liaise with the County Camogie Board in respect of fixtures planning and joint promotional andcoaching initiatives.

7. Physical Development

To provide a comprehensive information and advisory service to Clubs on all matters relating to the development of facilities.

1. Governance/Administration

To adapt administrative structures and procedures within the Rules of the Official Guide and CountyBye-Laws in order to facilitate:

l the efficient management of the work of the Association;

l effective lines of communication;

l a harmonious partnership between voluntary and employed personnel;

l a capacity to plan for the future development of the Association in Down.

2. Running the Games/Fixtures

To work towards the development of an All-County Master Fixtures Programme which will integrate Hurling and Football, Adult and Under-Age and seek to accommodate Camogie and Ladies’ Football in order to provide an annual fixtures regime designed to meet the reasonable needs of all players, in accordance with National Policy.

3. Coaching, Games Development and Refereeing To develop effective coaching management structures and coach education programmes in order to facilitate the delivery of quality coaching provision for coaches and players.

To develop the Summer (Cúl) Camp project in order to maximise the coaching and promotional benefits for participants and Clubs.

To develop a Referee Education Programme designed to support Match Officials through focused training, mentoring and assessment and to educate players, team mentors and supporters to play their part in the “Respect” Initiative in accordance with National Policy.

To ensure full compliance with the Association’s policy in relation to the Safeguarding of Children andYoung People.

Summary of Recommendations


Summary of Recommendations

11. Public Relations, Marketing and Information Technology

To provide a strong Public Relations and Marketing programme in order to promote and project the work of the Association in the County through quality publications, County and Club Websites and the print and electronic media.

To provide information and training support for Clubs through increased usage of IT/ICT in communications throughout the Association in the County.

12. Finance and Fundraising

To formulate a five-year County Financial Plan incorporating Financial Management and Control, Fund-raising and Sponsorship and to appoint related specialist sub-committees, working to clearly defined terms of reference, approved by the County Management/County Committees in accordance with the Official Guide of the Association.

To integrate into the County Financial Plan annual audit, annual budget and Reporting procedures in order to facilitate the effective management, control and development of the County Committee’s finances.

To maximise statutory funding opportunities, both revenue and infrastructure-related, available from local and central government sources.

13. Youth and Schools

To develop structured links between Clubs and Schools and between Schools and the County Coaching Staff.

To acknowledge the major contribution of the Schools to the cause of Gaelic Games and to be vigilant in ensuring that School Authorities continue to afford Gaelic Games their rightful place in the Physical Education/Sports Curriculum.

To promote partnership opportunities to the mutual benefit of Schools and the Association.

To plan and work towards the development of a County Centre of Excellence which will provide integrated facilities for the use of County Teams, Development Squads, Clubs and Schools.

To explore how the County Committee could enter into partnerships with Clubs/Schools in order to access specialist training facilities in the short term.

To complete the redevelopment of Páirc Esler and to upgrade a Club Ground to the status of a designated Secondary County Ground.

8. Irish Culture and Heritage

To provide structures and action programmes designed to support the promotion of Scór, the Irish Language and culture and to further develop the cultural ethos of Cumann Lúthchleas in the county.

To assist Clubs and other units of the Association inthe county in their work for the cultural aims ofthe Association.

9. Urban Down

To formulate an integrated action plan designed to increase participation in Gaelic Games in urban areas of the county in partnership with local Clubs.

To actively support the implementation of the Belfast Strategic Plan in partnership with the Antrim County Committee (Appendix 2).

10. Integration, Inclusion and Diversity

To commit to the implementation of National and Provincial Integration and Inclusion programmes in respect of Camogie, Ladies’ Football, Cross-Community Projects, the “New Irish”, Persons with Disabilities etc.

To encourage and support Clubs in their efforts to provide for the needs of Camogie and Ladies’ Football in an integrated Gaelic Games ‘Family’ environment.


Down: The Place

Down is a County of great contrasts, both physical and social. Forming the most easterly part of Ulster and covering 2,450 sq km/950 sq m, it is in area terms the twelfth-largest County in Ireland. Few of Ireland’s Counties however provide the geographical variety that is to be found in Down. The County brings together coasts; peninsulas; major sea inlets; rivers and their valleys; drumlins; and some of Ireland’s most spectacular mountains. It is bounded on the east by The Mournes and the Irish Sea; on the north by the Irish Sea/Belfast Lough; on the west by the River Lagan lowlands; and on the south by Carlingford Lough.

Down’s social variety mirrors its physical variety. In and around Belfast the County includes large tracts of the most urbanised parts of Ireland whilst in its centre and south lie a number of very traditional rural communities. Currently it is home to nearly 0.55m people and therefore vies with Antrim to be the second most populated County in Ireland after Dublin.

Most of the County sits astride the Belfast/Dublin corridor, increasingly Ireland’s economic and population centre of gravity.

Down: The Past

Down’s strategic location on Ireland’s east coast has meant most of the major movements and events of Irish history have impacted heavily on it. Downpatrick, with its links with St Patrick, has been central to the story of Christianity in Ireland whilst Bangor became a place of European significance during the “saints and scholars” era of the following centuries. Unlike most of the rest of Ulster, Down was heavily influenced by the Vikings and their raids and this trend continued with the English/Norman conquests of the 12th and 13th centuries.

Much of the County was affected by the Tudor Plantations, a process which was copper-fastened through the Plantation of Ulster over the following century. By the end of the 18th century Down was at the heart of the United Irish rebellion in Ulster but over the following decades the main influence on the County was

About Down

The Famine and its aftermath. In 1841 over 0.36m people lived in Down but by 1901 this had tumbled by nearly half, to just over 0.20m. In the 1850s alone nearly 50,000 people emigrated from Down, a pattern reflected of course across Ulster and rural Ireland generally.

In the 20th century Down’s fortunes revived, again in tandem with much of the rest of Ulster. Most of Down’s revival however was tied in with the phenomenal growth of Belfast and its environs. Thus, whilst the 19th century had seen Down’s population collapse by nearly half, the 20th century would see it grow by a startling 165%. Although shared of course with Antrim, Belfast is now fixed as a major social and economic influence over much of County Down.

Down: The Present

Modern Down hosts a population of nearly 0.55m, spread across eight different local authority areas. Just over half the population (0.28m) lives in the Belfast; Lisburn; Castlereagh; and Bangor urban conglomeration in the north of the County. The age profile of Down is slightly older than the Six County average, with 23% aged under 16 and 19% aged over 60 compared with the NI averages of 24% and 18% respectively. These overall figures however disguise dramatic local variations: in Newry and Mourne for example 27% are aged under 16 whilst in North Down the figure falls to 20%.

Within the NI community context, 31% of Down’s population is from a Catholic community background: again however this covers a wide range, from 13% in Ards and North Down to 80% in Newry and Mourne.


About Down

l A heavy reliance on the public sector which provides 40% of the County’s jobs.

l Vibrant retailing in and around Belfast.

l Agriculture and construction remaining significant, each sector employing about 13,000 people.

l Specific focussed industries such as tourism (0.75m visitors pa) and fishing.

l A strong and growing cross-border influence in the south of the County where the Newry/Dundalk axis grows in national importance as part of the North South Economic Corridor.

Down is a largely prosperous County, containing some of NI’s most affluent areas and communities. There are however equally many instances of deprivation and disadvantage, usually associated with either inner-urban or remote rural areas. Over 100,000 people in Down (18% of the total) are income-deprived and in The Mournes and the Ards Peninsula there are significant access to services issues.

Down Education

Schools and Colleges are central to the well-being of the GAA and Gaelic Games. Across Down there are 176 Primary and 44 Post Primary Schools.

At Further/Higher Education levels, most of Down is covered by the South-East Regional College and Southern Regional College which deliver a wide portfolio of courses up to degree level. Belfast Metropolitan College fulfils a similar role for students in Belfast.

The Belfast urban area also hosts much of NI’s university-level provision. Queen’s University (17,500 students); UUJ (12,500 students); and St Mary’s University College (1,500 students) are all based there.

Down Future

The current patterns and trends evident in Down will accelerate over the next twenty years. The growth enjoyed in the 20th century is set to continue with

Urbanisation continues to drive daily life across Down. The County’s main centres of population are:

A further 23,000 people live in the County’s eight towns of 2,000-3,000 population, bringing Down’s urban population to 0.43m, or nearly 80% of its total. These huge and growing urban populations have unmistakable implications for the development of the GAA in the County.

Belfast exerts a major social and economic influence over most, though not all, of Down. More than four-people-in-ten in work in the County work in Belfast city, although in the south of the County this falls to just one-in-twenty.

Given its variety Down has a series of economies, rather than just one. Among their main features are:

Ballynahinch: 5,500

Banbridge: 15,000

Bangor: 58,500

Belfast (part): 111,000

Carryduff: 6,500

Castlereagh: 55,000

Comber: 9,000

Donaghadee: 6,500

Downpatrick: 10,500

Dromore: 5,000

Hollywood: 12,000

Kilkeel: 6,500

Lisburn (part): 35,000

Newcastle: 7,500

Newry: 27,000

Newtownards: 28,000

Warrenpoint: 7,000


Strangford Lough/The Ards Peninsula will be taken forward as strategic natural and tourism resources.

As Ireland overall develops, Down will become more and more central to its economic driving forces. In local government terms the County’s current eight Councils will be replaced in 2011 by five new local authorities, Belfast; Ards/North Down; Newry/Down; Armagh/Bann; and Lisburn/Castlereagh. These will have an increased developmental remit and will therefore have an increased relevance for the GAA in all parts of Down.

Down’s population forecast to increase by over 5% to 0.58m by 2017: within this overall growth however, Belfast city’s population will fall.

Government policy will continue to support greater Belfast as the regional metropolitan core whilst Banbridge; Downpatrick; Newtownards; and Newry are also earmarked for development and growth as main urban hubs. Newry in particular will be developed as a gateway to the south. Both The Mournes and

About Down


All-Irelands have been won at all levels, including Colleges, though at Senior football level Down tends to be a periodic rather than a consistent challenger at the highest levels. Hurling, albeit concentrated in/around the Ards Peninsula, remains relatively vibrant.

Down’s GAA infrastructure has been significantly improved, particularly over the past three decades. In Páirc Esler the County now has a model GAA County stadium and plans are being worked up for a County GAA centre. At Club level 41 Clubs own their own grounds (vested in Cumann Lúthchleas Gael); three Clubs lease their grounds (vested in Cumann Lúthchleas Gael) and four Clubs use Council owned grounds. four Grounds have floodlights of the regulation playing standard.

An Dún: GLGDown: GAA

There are several recorded instances of active Gaelic games in Down during the 19th century, well in advance of the foundation of the GAA in 1884. During the 1870s GAA founder Michael Cusack taught in St Colman’s, Newry and after he formally established the GAA, a flurry of GAA activity developed in Down with a number of active Clubs set up in the late 1880s. Strong Catholic clerical opposition and political issues led to a virtual collapse of the Association locally during the following decade but by the turn of the century the great Gaelic revival was in full flow and Down GAA benefitted as a result.

Down’s first County Board was put in place in 1903 and for the next half-century Down’s GAA story mirrored that of the other five northern Counties in Ulster. The political turmoil before and after 1916 left theGAA in Down in a feeble condition but by the end ofthe 1920s it had been re-energised and a newmomentum created.

Ulster titles began to arrive in the 1930s as both football and hurling became stronger and stronger across the County: to this day of course Down remains with Antrim the only Counties to have won Ulster titles in both football and hurling at Minor; U21; Junior; and Senior inter-County levels and at senior Club levels.Down’s move to a different GAA level came with a first Ulster SFC title in 1959. It would be the start of eleven Ulster Finals in a row and within three years Down had brought two Senior All-Irelands and two National Leagues back across the border. Those achievements, and the style with which they were delivered, have given Down an iconic image within the GAA, one which still persists throughout the length and breadth of Ireland.

Following the 1959/60 breakthrough Down has continued to be a presenceat the GAA’s top table, particularly in football.

St Michael’s

St Paul’s

Bredagh

Carryduff

Darragh Cross

Killyleagh

Teconnaught

Saul

Downpatrick

Kilclief

Portaferry

Ballygalget

Ballycran

TullylishBallela

Clann na Banna

AnnacloneAghaderg/Ballyvarley

Dromara

Drumaness

Loughinisland

St John’s

Liatroim

Aughlisnafin

CastlewellanDrumgath

Kilcoo

Bryansford

Dundrum BallykinlarBright Ardglass

Glenn

Mitchel’sSaval

Shamrocks

Bosco

BallyhollandBurren

Warrenpoint Rostrevor

Mayobridge

Clonduff

Atticall

Glasdrumman

Longstone

Ballymartin

An Riocht


Year Event/Achievement

1871 Michael Cusack, GAA founder, arrives to teach in St Colman’s, Newry

1880s Several GAA Clubs active in Down

1903 First Down County GAA Board established: Newry Faugh-a-Ballagh win the Down SHC and form Ireland’s second camogie Club

1904 Banbridge Clann-na-Banna win the Down SFC

1930 Down win a first Ulster MHC, re-gaining it two years later

1931 First Ulster JFC comes to Down

1940 Down reach a first Ulster SFC Final but lose to Cavan

1941 Down win first Ulster SHC

1944 Victory over Tyrone in the McKenna Cup brings a first Senior inter-County trophy to Down

1946 Down’s Junior footballers win the All-Ireland crown

1949 St Colman’s, Newry win a first MacRory Cup, followed by the Abbey CBS in 1954: Síghle Nic an Ultaigh is elected Uachtarán Camógaíochta na nGael

1952 Fr Joseph Petit becomes Down’s first Uachtarán Comhairle Uladh

1958 Having lost four previous Finals, Down win a first Ulster MFC title

1959 Down’s fourth Ulster SFC Final brings a first Ulster SFC title

1960 Down win first All-Ireland SFC and first NFL

1961 All-Ireland SFC retained in front of record attendance

1964 Down win All-Ireland JHC

1965 Down win a first Ulster U21 FC title

1967 St Colman’s win a first Hogan Cup

1968 A third All-Ireland SFC is brought north by Down to complete an NFL/SFC double and add to an All-Ireland Junior camogie title

1969 Down play in an eleventh consecutive Ulster SFC Final

1970 Bryansford retain Ulster Club SFC title and Kilkeel win Down’s first Ulster and All-Ireland Scór titles (in Trath na gCeist)

1971 Sean O’Neill wins an eighth Railway Cup medal

1974 Ballycran are Down’s first Ulster Club SHC winners

1977 First All-Ireland MFC title comes to Down

1979 First All-Ireland U21 FC title comes to Down, following three-in-a-row Ulster U21 titles: Paddy McFlynn is elected Uachtaran CLCG

1983 Down win a fourth NFL, defeating Armagh in all-Ulster Final

1986 Burren win a first All-Ireland Club SFC title, regaining it in 1988

1987 Second All-Ireland MFC is won by Down

1991 Down win a fourth All-Ireland SFC and kick-start an Ulster football renaissance

1994 Down win a 12th Ulster SFC and a fifth All-Ireland SFC

1998 Danny Murphy Elected President Ulster Council GAA

1999 Down claims third All-Ireland MFC

2002 Danny Murphy appointed Rúnaí Chomhairle Uladh, the first Down man to hold the post.

2005 Fourth All-Ireland MFC title comes to Down

2006 Abbey CBS win a first Hogan Cup

2007 Re-developed and newly-floodlit Páirc Esler, Newry officially re-opened

O Shíol go Bláth”A Down GAA Timeline


Down is currently home to 48 GAA Clubs: 35 Football only; four Hurling only and nine Dual Clubs. The vast majority of these Clubs are located in mid and south Down, with a half-dozen only based in the northern third of the County. The football Clubs are organised into four Divisions for League competition and compete in Senior; Intermediate; and Junior Championships. Structured participation in football is provided across the County at adult; U21; U18; U16; U14; U12; U10; and U8 levels.

Hurling in Down is organised into two senior divisions. Teams participate in three championships, Senior, Intermediate and Junior. Structured participation in Hurling is provided across the County at adult, U18; U16; U14; U12; U10; and U8 Levels. The non Ards based Clubs can also participate in two league cups.

GAA affairs in the County are controlled by a County Committee made up of delegates from all the Down Clubs. Officers are elected at the annual County Convention. An elected Management Committee manages the detail of the County Committee’s work, most of which is channelled through 26 separate County Sub-Committees or Taskforces as follows:

An Dún: GLGDown: GAA

Sub-Committees

1 Audit

2 Club Down

3 Coaching and Games Development

4 Competitions Control

5 County Teams Management and Panels

6 Cultural

7 East Down Divisional

8 Finance

9 Handball

10 Hearings

11 History and Archival

12 Human Resources

13 Hurling

14 Information Technology (Combined with No 17 below)

15 Management

16 Planning and Physical Development

17 Public Relations and Marketing (Combined with No14 above)

18 Referees’ Administration

19 Referees’ Appointments

20 South Down Divisional

21 Sponsorship

22 Youth

Task Forces

23 Congress 2010

24 GAA 125

25 Rural

26 Urban


Action Plan: Strategic Themes1. Governance/Administration

Executive SummaryGovernance/Administration

1 What needs to be done Who will be involved Timescale Outcomes sought

Review meetings of the County Committee in respect of preparation, structureand frequency. Formulate a County Bye-law to make the Club Chairperson the Club Representative on County Committee. The Club Secretary, or other officer of the Club Executive Committee, to be proxy in the event of the Club Chairperson not being available to attend. Develop a County Committee Meetings schedule as follows: · Club meetings to be synchronised

with the County meetings · County Committee meetings to

be time-bound · Delegates to be sent County

Committee agenda and papers a week in advance

· County Committee meetings to include provision for Club business/issues

· Sub-Committees to present annual work plans to the County Management Committee/County Committee for approval and to make progress reports to them on a regular basis and to County Convention at the year end.

All County Committee communication to continue to be electronic and all Clubs to make full use of the new GAA email system.

1.1

1.2

1.3

1.4

County Committee,County Management Committee,County Secretary

County Management Committee

County Committee


County Secretary

County Secretary

County IT Officer

Year 1 -5

Year 1/2

Year 2 -5

Year 1

To improve efficiency in the workings of theDown GAA.

A County Committee which includes the key decision-makers fromeach Club.

Development of efficient meeting practices which will provide an effective decision-making model and reduce workloadon volunteers.

Rapid, modern and consistent communication for Down GAA.




The County Chairperson, in consultation with Senior Officers, to continue to have responsibility for the nomination of sub-committee membership for the approval of the County Management Committee and County Committee. The Divisional Committees, Hurling Committee and all Sub-Committees to furnish the County Secretary with minutes of all meetings. The County Management Committee to meet bi-annually on one-day conference-format basis in order to plan and develop matters of policy.

The role and functions of the Divisional, Hurling and Youth Committees to be re-defined, subject to the Official Guide.

The role and functions of all County Sub-Committees to be reviewed on an ongoing basis, subject to the Official Guide.

Examine the Administrative needs of the County, in terms of employed staff and premises, and acquire modern offices to befit the organisation. Provide for staff appraisal and development in respect of the employed staff.

The County Committee to establish strong and sustainable links with relevant local and central government agencies in order to deliver on the “social capital” agenda.

1.5

1.6

1.7

1.8

1.9

1.10


County Committee

All Sub-Committees

County Secretary


Divisional Committees,Hurling Committee,Youth Committee,County Committee,County Management Committee

County Chairperson,County Management/County Committee,HR Consultants,HR Sub-Committee

County Secretary,County Management Committee,County Development Officer

Year 1

Year 1 - 5

Year 1 - 5

Year 1 – 3

Year 1 - 5

Year 1 - 5

Year 2

Sub Committees to be in place by 1st March each year.

To improve administration and communications.

To facilitate forward planning.

An administrative structure which meets the needs and purposes of the GAA in Down.

To review annually the staffing needs of the County. To identify suitable premises for County Offices and ArchivalNeeds by 2011.

An organised approach to the development of relations with statutory agencies.




Merge the role of the County Child Protection Officer and the Alcohol and Substance Abuse Officer with that of the County Youth Officer.

Establish a Strategic Plan Implementation Committee whose membership shall include County Officers.

1.11

1.12


County Youth Committee

County Management Committee,Central Council Delegate,County Secretary

Year 1

Year 1 - 5

A designated person at County Management level with responsibility for the implementation and oversight of Child Protection Matters inthe County.

A committee to monitor and review the implementation of the Strategic Plan over the five year period.


Action Plan: Strategic Themes2. Running the Games, Fixtures

Executive SummaryRunning the Games, Fixtures


The County Competitions Control Committee to issue a County Master Fixtures Programme to Clubs in February each year. This Master Fixtures Programme to incorporate the respective fixtures programmes of the Hurling, Divisional and Youth Committees which shall be submitted to the CCC by January 31st.

Ensure that the Adult Fixtures Programme provides a minimum of 20 games per year.

The CCC to provide a specific games season from March to October allowing for a defined closed season for Down GAA activity in accordance with National Policy. The CCC to require that the main underage competitions are completed by September 30th each year except where otherwise permitted by the County Committee. The CCC to assume responsibility for the organisation of all Club Football fixtures and games at U-21 and Minor (U-18) levels: U-21 in the autumn 2010; U-18 in 2011.

2.1

2.2

2.3

2.4

CCC

CCC

CCC

County Secretary

County Committee

CCC,Divisional Committees,Youth Committee,Hurling Committee,Referees’Appointments Committee

Year 1 – 5

Year 1

Year1/2

Year 1/2

An integrated and planned fixtures programme which ensures that games are played as scheduled and that burn out is prevented.

Club Players have an opportunity to play at least 20 competitive games per year.

A defined open and closed season for all games.

One Committee organising games and competitions at U-21 and Minor levels on an all-county basis.


Executive SummaryRunning the Games, Fixtures


The CCC to review the administration of the County U-21 and Minor Competitions in 2011 and assume responsibility for all Club Football fixtures and games at U-16 and U-14 levels, as well as the Divisional Reserve Leagues, in 2012 and 2013.

The County Master Fixtures Programme to take account of the scheduling of Second Level Schools Games.

The CCC, in designing a County Master Fixtures Programme, to make particular allowance fordual players/Clubs.

Continue to promote player welfare among the Clubs and ensure that the welfare of the players is a primary consideration in fixtures planning. The CCC to ensure that thecurrent Rules Governing Postponements are applied.

Prior to the internal Club Championships each year, the CCC to hold a meeting with the Referees, Team Managements and Club Secretaries to outline the Match Regulations for Club Championships. The CCC to continue to liaise with both the County Ladies’ Football Committee and Camogie County Committee with a view to agreeing an integrated games schedule. Continue to co-operate with Camogie and Ladies Football to see where the opportunities exist for the joint promotion of games.

2.5

2.6

2.7

2.8

2.9

2.10

2.11

CCC,Divisional Committees,Hurling Committee,Referees’ Appointments Committee

CCC,Coaching Officer,Post Primary Schools Committee

CCC

Coaching Officer,Coaching and Games Committee,Games Development Manager

CCC

CCC,Referees’ Administration Committee

CCC,Ladies GaelicFootball Board,Camogie Board,County Integration and Inclusion Officer/Committee

Year 3 - 4

Year 1

Year 1

Year 3

Year 1

Year 1- 5

Year 1- 5

An improvement in the playing standards of our games and a holistic All-County approach to fixtures planning and management.

A co-ordinated fixtures schedule that allows for the promotion of Second Level Schools Games and focuses on preventing player burnout.

Integrated planningof fixtures.

Development of a culture of responsible player welfare at all levels and across all codes.

Strict application of the rules approved by the County Committee.

To improve the show-casing ofour games.

More double headers with Ladies Codes, increased profile for the Ladies Codes and the creation of the GAA family ethos.


Action Plan: Strategic Themes3. Coaching, Games Development and Refereeing

Executive SummaryCoaching, Games Development and Refereeing


The County Coaching and Games Development Committee to conduct a full review of current County Coaching Structuresand Procedures. Implement the Coaching and Games Development Policies laid down by the Association at both Provincial and National levels. Establish the post of Games Development Manager who will act as head of all coaching staff reporting to the County Secretary and link with Ulster Council Coaching staff.

Carry out an audit to establish which qualified coaches are currently active in coaching. Coaches who are deemed to be inactive, to undergo re-training before being allowed to resume coaching duties in Clubs.

Plan and implement well-grounded coach education programmes which will place emphasis on the basic skills of Gaelic Games.

3.1

3.2

3.3

3.4

County Coaching Officer,County Coaching and Games Development Committee

County Management Committee,County Secretary,County Coaching Officer,County Coaching and Games Development Committee

County Secretary,County Coaching Officer,County Coaching and Games Development Committee

County Coaching Officer,County Games Development Manager,County Coaching and Games Development Committee

Year 1

Year 1

Year 1

Year 1

An effective Coaching and Games Development Programme.

One Executive level staff member with responsibility for the overall development of Coaching and Games Development in the County, under the aegis of the Coaching and Games Development Committee.

Qualified Coaches who are inactive within their Clubs to lose their right to coach and to undergo retraining before resumingcoaching duties.

Priority to be given to the core skills of Hurlingand Football.




Ensure that during the lifetime of this plan that each Club will have:• A Coaching Officer/Co-ordinator

who will attend County Coaching meetings and promote Coaching and Games Development in the Club

• At least four active new Level 2 coaches• At least two active new Level

1 coaches for each team, adult and underage

• At least eight active new Foundation Level coaches

All Team Mentors to take the new Foundation Level Course (which includes a Child-Protection Module)

Examine the need and scope for employed coaching staff within the county and ensure that each coach employed has a job description and a contract. Salaries to be commensurate with duties attached to posts and to be reviewed annually.

Provide effective systems of management of employed coaching personnel in order to ensure accountability and quality control and incorporating staff appraisal and development.

Publish a GAA Wall Calendar annually and distribute it to all Clubs and schools in the County. The Calendar to include key coaching dates, youth events and other GAA activities. Events listed in the calendar must take place as scheduled. Sponsorship to be sought for the calendar. The content of the calendar to be included in the County Diary.

3.5

3.6

3.7

3.8

County Coaching and Games Development Committee

County Coaching Officer

County Games DevelopmentManager

County Secretary


County Games DevelopmentManager

County Secretary,County Coaching Officer,Coaching and Games Development Committee

County Coaching and Games Development Committee,County Coaching Officer,County Games Development Manager,Youth Officer,Finance Committee,Sponsorship Committee,Club Down

Year 1 – 5 (ongoing)

Year 1 – 5 (ongoing)

Year 1 -5

Year 2

A coaching structure which allows communication directlyto coaching personnelin Clubs.

An increase in the number of qualified and active coaches in each Club.

An affordable coaching staff with responsibility for the promotion and delivery of quality coaching.

An accountablecoaching regime.

An effective promotional guide to highlight all GAA activity planned duringthe period of thecalendar year.




Review the organisation of Summer Cúl Camps with the objective of presenting them as Down GAA Cúl Camps in accordance with Nationaland Provincial Policyand Programmes.

Summer Cúl Camps to be co-ordinated by the Youth Committee. The selection and recruitment of coaches to be the responsibility of the County Office i.e. County Secretary and Coaching Staff. The training of Coaches to be the responsibility of the Coaching and Games Development Committee. Involve County Players in the Summer Camps as GAA County Ambassadors. Players to be briefed as to their role as Ambassadors to theSummer Camps.

Investigate the feasibility of organising a central summer camp for children aged 14 - 16.

Establish recreational competitions including:• Seven/Five a side Gaelic

Football/Hurling competitions• Over 40’s ‘Masters’ matches

and competitions.

Divide the County into coaching regions and organise regional Go Games blitzes during the summer months with a central Go Games Blitz during August.

3.9

3.10

3.11

3.12

3.13

3.14

County Games Development Manager,Club Down,County Coaching and Games Development Committee

County Games Development Manager,County Youth Officer,Youth Committee,County Coaching Officer

County Secretary,County Games Development Manager,County Coaching and Games Development Committee

County Games Development Manager,County Coaching Officer,County Youth Officer

County Games Development Manager,County Coaching Officer

Divisional Committees,Hurling Committee,County Games Development Manager

Year 2

Year 2

Year 1

Year 2

Year 3

Year 2 – 5

An increase in the number of children attending Down GAA Summer Camps. Promote the Down Brand.

Well-planned and managed Summer Cúl Camps. The organisation of the Summer Cul Camps to be reviewed annually.

To break down any perception of County Administration and County Players not being at one.

A GAA summer camp focused on teenagers and an increase in the numbers participating inGaelic Games.

A range of fun/recreational games for anyone who wants to play Gaelic Games at a recreational level.

Regional Go Games Blitzes organised to allow children to participate in structured GAA activity during the summer months.




An annual review to take place in relation to the format and effectiveness of the GoGames Blitzes.

Review the current Development Squad structure in terms of planning, organisation, quality of coaching, skills development etc. and the concept of an over-arching Coaching Academy including Players in their early 20’s.

Provide effective organisational structures and quality coaching support for Academies,Schools of Excellence andDevelopment Squads.

Continue to implement a Referees’ Strategy which:• Ensures the numbers of referees

required for Club fixtures• Provides a new and innovative

approach to referee recruitment, including the recruitment of young people and women

• Recruits, retains and trains Referees, Linesmen and Umpires

• Includes a module which updates Club personnel on the playing rules

• Acknowledges referees for the pivotal role they play in the GAA and provides a career pathway for referees

• Referees of proven potential to be nominated to the Provincial Panel• Promotes Young Whistlers and

encourages youth players to ‘peer’ referee Go Games and promotes the Respect Initiative.

3.15

3.16

3.17

3.18

Divisional Committees,County Games Development Manager,County Coaching Officer,Hurling Committee

County Games Development Manager,County Coaching Officer,County Management Committee

Coaching and Games Development Committee,County Games Development Manager,County Coaching Officer

County Referees Administrator

County Games Development Manager


Referees’ Administration Committee

Year 2

Year 1

Year 2/3

On-going monitoring of the development ofGo Games.

Effective and focused developmental experience for players.

Well-planned and managed coaching support designed to assist players to realise their true potential.

An increase in the number of Match Officials and an improved standard of refereeing, umpiring and officiating as linesmen. The Referees’ Strategy to provide training in leadership skills for the members of the County Referees’ Administration Committee.




A single County Referees’ Appointment Committee to be given responsibility for the appointment of all referees inthe County.

Ensure that each Club has a Children’s Officer and that he or she is fully aware of the responsibilities of the post

3.19

3.20

County Management Committee,Referees’ Appointment Committee

Youth OfficerCounty Games Development ManagerCoaching OfficerCoaching Staff

Ongoing

Year 1 – 5

A uniform and consistent policy on appointments.

One officer in each Club, preferably a member of the Executive Committee, liaising with the County Committee, co-ordinating Club youth activities and taking responsibility for Child Protection at Club Level.


Action Plan: Strategic Themes4. Club and Community Development

Executive SummaryClub and Community Development


Organise a one-day annual Club Forum with workshops on the following issues: • Governance/Administration• Club Planning• Officer Training • Club School Links• Child Protection Issues• Community Outreach Initiatives

Encourage Clubs to adopt a five year officer turnover policy but ensure that the turnover does not see the loss of key personnel.

All Clubs to achieve a level of Club Maith during the roll out of this strategy with at least 25% of Clubs achieving accreditation by the end of Year 3.

Encourage use of the Ulster Council Club Maith web-site as a vehicle for Clubs to share ideas and best practice.

Establish a Volunteer and Youth Award Scheme, to encourage young people under the age of 21 to volunteer for their Club for a specified period. Promote a “one hour, per week” programme to promote volunteering at all levels in the GAA.

4.1

4.2

4.3

4.4

4.5

County Development Officer/Committee

County Secretary

Comhairle Uladh



County Secretary

Comhairle Uladh


County Secretary

Comhairle Uladh


County Secretary Comhairle Uladh County Youth Officer

Year 2 - 5

Year 2

Year 1 (ongoing)

Year 1 (ongoing)

Year 4

A one day Club leadership and administration forum to assist Club Officers.

Good turnover of GAA officials at all levels and new officials entering the administration system.Need to maintain accountability and a level of continuity.

Ensure that all Clubs are up to a standard of best practice in Administration, Coaching and Games Development andChild Protection.

The use of a Provincial resource designed to share knowledge and experiences in order to best develop the overall GAA at Club level. A volunteer programme to encourage volunteers to give their time to the GAA for a time-specific period.


Executive SummaryClub and Community Development


Develop and implement a Volunteer Welfare Policy which outlines:• Members’ rights and

responsibilities• How to avoid burnout, on and

off the field• Good practice in officer turnover• How to achieve a “GAA/life”

balance• Good practice in recruiting

volunteers, including getting parents involved

• Benefits available for players.

Design a resource leaflet to encourage Clubs to make available their facilities to local community groups within the Rules of the Association. Issues in relation to Association policy on Insurance etc to be adhered to.

Establish a Rural Task Force to review the status of rural GAA in Down. The Task Force to present its findings to the County Committee with a strategy on how to sustain the rural Clubs. The Task Force to review: • Possible merging or

amalgamation of Clubs in order to sustain and consolidate the GAA in certain rural areas

• Provision/sharing of facilities for Clubs • Initiatives to attract new players

and volunteers• Initiatives to establish the GAA Club as the centre of the

rural community.

Ensure that an election takes place each year to elect a youth delegate to GAA Congress and that the delegate is Under 21 as required by Rule.

4.6

4.7

4.8

4.9


County Secretary

Comhairle Uladh


Comhairle Uladh

Divisional Committees


County Secretary


County Planning and Physical DevelopmentCommittee

County Convention

County Secretary

County Youth Officer

Year 4

Year 3

Year 1-5

Year 1-5

Well-trained and well-equipped GAA volunteers strategically developing Down GAA at all levels.

Clubs making available their non-games related facilities to Community Groups in accordance with Association Policy which will establish GAA Clubs as the central hub in each community.

A review of the current status of the GAA in rural Down and the development of a roadmap to ensure the GAA is sustained in rural areas.

Provide an insight for our youth into the workings of Congress, the decision-making body nationally.


Action Plan: Strategic Themes5. Developing a Healthy GAA in Down

Executive SummaryDeveloping a Healthy GAA in Down


The County Youth Officer and the Youth Committee to assume responsibility for the promotion of the Alcohol and Substance Abuse Programme. Specialist expertise to be engaged in the delivery of this programme. Develop an Alcohol and Drugs Strategy which: • Supports and enhances the

National and Provincial ASAP (Alcohol and Substance Abuse Programme)

• Ensures that Down GAA has no alcohol related sponsors

• Down GAA ensures that National GAA policy is being adhered to in having no alcohol in GAA Cups

• Emphasise (positive) well-being aspects rather than (negative) “anti-drink/drugs” aspects

• Organise three regional alcohol and drug awareness nights on an annual basis in the county

• Establish an Alcohol and Substance abuse co-ordinator (who will be the Club Youth Officer) in each Club trained by the Ulster Council

• Develop a County “role-models” scheme where county players attend events to promote the GAA Alcohol and Substance

Abuse Programme.

5.1

5.2

County ManagementCommittee,County Youth Officer,County Youth Committee


County Secretary



Year 1

Year 2

One officer with responsibility for the promotion of the ASAP agenda, supported by a Sub-Committee.

An ASAP strategy implemented in Clubs across the County.


Executive SummaryDeveloping a Healthy GAA in Down


Support the Ulster Council’s Lifestyle Programme by: • Providing advice to Clubs on

health and wellness issues• Organising an annual

Countywide Health and Wellness Morning for Club Volunteers in conjunction with the HSE

• Organising Cluster Club Volunteer Lifestyle nights throughout the County.

Run two annual First-Aid courses (GAA specific) for Club Volunteers and Coaches.

Continue with the initiative to equip each Club with a Defibrillator and provide support training for Club members inits use.

5.3

5.4

5.5


County Secretary



County Youth Officer,County Secretary,County Games Development Manager,County Development Officer/Committee

County Development Officer/Committee,County Secretary,County Games Development Manager

Year 3 Year 3

A lifestyle programme rollout across the Clubs and Schools in the County.

Two annual GAA specific First-Aid courses which will increase the number of ‘First Aiders’ operating at Club level.

Each Club having a community- based Defibrillator with local personnel trained inits use.


Action Plan: Strategic Themes6. Hurling and Camogie

Executive SummaryHurling and Camogie


Implement the findings of the Review of Hurling Development issued by the Hurling Committee in 2009 (Appendix 1).

Establish a formal link with the Down Camogie Board and organise joint coaching initiatives where appropriate. The County Masters Fixture Programme (2.1) to facilitate Camogie in respect of fixtures planning and management – times of games, playing pitches, referees. Support the initiatives and programmes being developed by the Ulster Council as part of Ulster Hurling Development Strategy.

Support the working of the Hurling Regional Officer and link into the Ulster GAA Regional Hurling Programme.

Increase by 25% the number of active and qualified Hurling Coaches in Down.

6.1

6.2

6.3

6.4

6.5

County ManagementCommittee,County Committee,Hurling Committee

County Games Development Manager,Coaching and Games Development Committee,CCC,Hurling Committee

County Games Development Manager,Hurling Committee,County Coaching Officer

County Secretary, County Games Development Manager,County Coaching Officer,Hurling Committee

Coaching and Games Development Committee, Hurling Committee, County Games Development Manager, County Coaching Officer

Year 1

Year 2

Year 2

Year 1

Ongoing

Redefinition of the role and functions of the Hurling Committee with the emphasis on the development of Hurling.

Shared coaching initiatives for the development of both codes. Inclusion of camogie in County Master Fixtures Programme.

Total “buy-in” and support for the Provincial Hurling Development Strategy.

A full-time person driving Hurling development at an operational level.

An increase in the number of dedicated Hurling Coaches.


Executive SummaryHurling and Camogie


Organise a “twinning” programme with a strong Hurling County which will provide Hurling youth initiatives.

The twinning initiative to be first established within Down in order to create a ‘Whole County’ approach to Hurling.

Liaise with the Ulster Colleges Council with a view to having a Down Colleges team compete in the Ulster Colleges Hurling‘A’ competition.

Establish a cross-Club/cross school Hurling team in each of the large urban areas in the County who will compete in two annual blitzes. Organise an annual Hurling Primary School blitzOrganise an annual Hurling Post-Primary school blitz.

Facilitate the needs of dual players in the formulation and implementation of the County Masters Fixtures Programme. Establish and sustain Hurling in 2 - 4 new Juvenile Clubs during the lifetime of this strategy.

6.6

6.7

6.8

6.9

6.10

6.11

Coaching and Games Development Committee, Hurling Committee, County Games Development Manager,County Coaching Officer

County Games Development Manager,Post-Primary Schools Committee

County Games Development Manager,Post-Primary Schools Committee

County Games Development Manager,Cumann na mBunscoil,Post-Primary Schools Committee

CCC

Coaching and Games Development Committee Hurling Committee County Games Development Manager

Year 2

Year 2

Year 2

Year 4

Year 1 - 5

Year 1 - 5

A well-structured twinning programme principally focused on youth levelSharing of coaches between Ards and non-Ards and the linkingof Clubs.

Positive assistance to County MinorHurling Team.

Establish cross-community Hurling teams from different schools and Clubs and organise two annual competitions. Well-organised and promoted Primaryand Post-PrimarySchool blitzes.

Dual players to be accommodated in respect of their playing and training commitments.

Two - Four new Juvenile Hurling Clubs in Down.


Action Plan: Strategic Themes7. Physical Development

Executive SummaryPhysical Development


Provide Clubs with online support materials and advice focusing on:• Pitch development• Spectator accommodation• Changing facilities, with a specific focus on women’s needs• Flood-lighting• Health and Safety.

Work to develop a Down GAA Centre of Excellencewhich includes: • Administrative Headquarters

with offices and meeting rooms • At least four full-size sand-

based flood-lit pitches • At Least six full-size changing

rooms, with two specifically fitted for female use

• One full-size flood-lit Third Generation Astroturf Pitch

• High-performance gym • Handball Court • Hurling wall• Indoor Hall.

Explore the possibility of forming partnerships with Schools or Clubs in which the Down County Committee would be an anchor tenant in a legally-binding agreement which gives the County access to quality facilities in the short to medium term.

7.1

7.2

7.3

County Development Officer

County Secretary County Planning and Physical Development Committee

Comhairle Uladh


County Planning and Physical Development Committee

County Secretary



County Secretary


Year 2

Year 1-5

Year 1

Club Facilities which can accommodate players and spectators in safetyand comfort.

One central state-of -the-art GAA Headquarters and Training Facilities for all County Teams and Development Squads• To be available to Clubs

and Schools • To incorporate the

County Administrative Headquarters.

Allowing Down GAA to have use of first class facilities in the community.


Executive SummaryPhysical Development


Complete the Páirc Esler development project which includes the provision of:• Modern Dressing Room

facilities including Medical/First Aid Room

• Improved Media facilities• Event Control and Safety

Facilities • Improved Catering Facilities• Hospitality Facilities• Stadium Office Facility

(Logistics)

Designate and upgrade a Club Ground to act as a Secondary County Ground, providing a good standard of facilities for Players, Match Officials, Spectators and Media (including Floodlights).

7.4

7.5


Páirc Esler Management Committee

County Secretary


County Management Committee County Planning and Physical Development Committee

County Secretary


Year 2-5

Year 3-5

Improved facilities at Main County Ground.

Improved facilities at a Secondary County Ground.


Action Plan: Strategic Themes8. Irish Culture and Heritage

Executive SummaryIrish Culture and Heritage


The Officer for the Irish Language and Culture to have overall responsibility for the promotion of Culture, Heritage and the Irish Language,together with the CountyCultural Committee.

Merge the current Coiste Scór and Coiste na Gaeilge into the County Cultural Committee as required by Rule.

Facilitate Clubs in taking part in Scór by:• Branding and promoting Scór positively • Seeking sponsors for Scór• Show-casing Scór champions

at County GAA events• Requesting Clubs to nominate

a dedicated Cultural Officer• Including a Scór, Heritage and

Irish Language section on the County website.

Assist Clubs in using the Irish Language in Team Lists, Letter Headings and Signage

Support County and Club Officers/Personnel in using Irish phrases at meetings, social functions, PA announcements at games etc.

8.1

8.2

8.3

8.4 (a) (b)

County ManagementCommittee,County Cultural Committee,Officer for the Irish Language and Culture,Divisional Committees


Officer for the Irish Language and Culture


Oifigeach Gaeilgeagus Cultúir Coiste Cultúir



County Cultural Committee

County PRO

Year 1

Year 1

Year 2-5

Year 1 - 5

One County Management-level Officer co-ordinating all the Cultural and Language issues in the County, in co-operation with the County Cultural Committee and Divisional Committees.

One County Sub-Committee with overall responsibility for the organisation of Scór, County Cultural Activities and the promotion of the Irish Language, chaired by the Officer for the Irish Language and Culture.

A vibrant brand for Scór which will encourage increased participation.

Practical support for Clubs and Officials.




Assist Clubs in organising Irish Language Classes/Courses either individually or inclusters/networks.

Continue to organise the current Irish Language Scholarship Scheme for Gaeltacht students. Adopt the new National and Provincial Branding Guidelines in all communications material and ensure that the Irish language is fully accommodated

Commission, and make available to Clubs, Down GAA-branded bi-lingual signs for Groundsand Premises.

Develop a Celtic Art component at Páirc Esler

Promote the inclusion of a Gaelic Art Component at new Capital Developments across the County.

Organise a Cultural weekend in October/ November each year celebrating the past year in Scór together with Irish language classes over that weekend.

Organise a Lá na gClub- type programme every 3 – 5 years

Develop formal links with other Irish cultural organisations.

8.5 (a)

(b)

8.6 (a)

(b)

(c)

(d)

8.7 (a)

(b)

8.8





Oifigeach Gaeilge agus Cultúir

Coiste Cultúir

Management Committee

Oifigeach Gaeilgeagus Cultúir

Coiste Cultúir

Oifigeach Gaeilgeagus Cultúir, Coiste Cultúir,Divisional Committees

Oifigeach Gaeilgeagus Cultúir, Coiste Cultúir

Oifigeach Gaeilgeagus Cultúir Coiste Cultúir

Year 1 – 5

In place

Year 2

Year 3

Year 3

Year 3 – 5

Year 3

Year 4/5

Year 1 – 5

An organised approach to the promotion of Irish.

Encouraging young people to attend the Gaeltacht in order to improve their Irish.

Appropriate GAA branding in place incorporating the Irish Language.

Distinctive signage promoting the Irish Language at allAssociation Properties.

Iconic Celtic Art statement at the Main County Ground.

A Gaelic Art component at all County and Club facilities promoting the Cultural identity of the Association.

Increased promotion of the Irish language through the Association’s structures.Clubs and County Officers to be encouragedto participate.

Community Celebration of the G.A.A.

Network of kindred groups.




Commission a History of Down GAA 1988 onwards.

Undertake visual and oral history projects and explore the possibility of having a researcher on placement to gather and collate information.

8.9

8.10

History andArchival Committee, Management Committee

History andArchival Committee, Public Relations Officer,County Secretary

Year 4

Year 4

A new publication on the History of Down GAA.

Living History Archive

All-Ireland Scór Titles

YEAR SCóR SINSEAR SCóR NA NóG

1970 Kilkeel, Quiz

1977 Clonduff, Novelty Ballyholland, Céilí

1982 Shamrocks, Céilí

1982 Warrenpoint, Set

1983 Ballyholland, Céilí

1983 Carryduff, Ballad

1985 Ballyholland, Céilí

1991 Clonduff, Set

1993 Clonduff, Céilí

1993 Clonduff, Set

1995 Shamrocks, Céilí

1996 Saul, Céilí

1996 Warrenpoint, Quiz

1999 Mayobridge, Recitation, Jane Rooney

2002 Mayobridge, Solo Singing, Jane Rooney

2003 Mayobridge, Instrumental

2005 Mayobridge, Solo Singing Jane Rooney

2007 Mayobridge, Recitation, Claire Rooney


Action Plan: Strategic Themes9. Urban Down

Executive SummaryUrban Down


Establish an Urban Taskforce to examine the needs of the Urban GAA Clubs and to formulate action plans in consultation with the Clubs concerned.

Develop a plan for improving the provision for Gaelic Games in the urban areas of the county in conjunction with the local Clubs concerned e.g.• North Down• Newry• Downpatrick

The plan to include initiatives to increase GAA participation, Club capacity and facilities. The overall county review of Coaching and Games provision (3.1) to include a special section focusing on the County’s urban areas.

Support the implementation of Ardú Bhéal Feirste, the GAA Belfast Strategic Plan, and work in partnership with both the Ulster Council and the Antrim County Committee to ensurean increase in GAA capacityin Ireland’s second city(Appendix 2).

9.1

9.2

9.3


County Secretary

County Development Officer/Committee Divisional Committees

Hurling Committee

Urban Taskforce County Secretary

County Development Officer Divisional Committees

Hurling Committee



Urban Taskforce

County Secretary



Year 1

Year 2

Year 2

Ongoing

Review of the needs of urban areas and practical action plans basedon needs.

Increase in GAA provision and participation inurban areas.

Full support for Belfast GAA plan.


Action Plan: Strategic Themes10. Integration, Inclusion and Diversity

Executive SummaryIntegration, Inclusion and Diversity


Appoint a County Integration and Inclusion Officer who will have responsibility for: • Liaising with Down Ladies’

Football and Camogie Boards• Attending Provincial and

National Inclusion Events • Driving the Integration and

Inclusion process at County level by liaising with the other

Gaelic Codes to ensure that there is a corporate approach

to the promotion of Gaelic Games in Down

• Promoting inclusion by developing initiatives to attract the “New Irish” and other groups who traditionally would have no involvement in the GAA.

Establish a County Integration and Inclusion Committee with representatives (Chair and Secretary) from all Gaelic codesin the County. The County Committee to assist the County Integration and Inclusion Officer/Committee in driving the Integration and Inclusion agenda.GAA Games: Hurling, Camogie, Gaelic Football, Handball, Rounders, Ladies’ Gaelic Football

Support National andProvincial Integration andInclusion initiatives.

10.1

10.2

10.3

County Management

County Committee

County Secretary

County YouthCommittee



County Integration and Inclusion Officer/Committee,County Committee, County Secretary, Down Ladies’ Gaelic Football Board,Down Camogie Board,Down Handball Committee

County Integration and Inclusion Officer/Committee, County Secretary, County Coaching Officer Coaching Staff

Year 1and 2

Year 2

Year 1-5 (ongoing)

A County Officer with special responsibility for the Integration and Inclusion Agenda.

A County Sub-Committee driving the Integration and Inclusion agenda and representing all Gaelic Codes in Down.

Down GAA in compliance with Provincial and National Integration initiatives and strategies.


Executive SummaryIntegration, Inclusion and Diversity


Invite Representatives of Ladies’ Football and Camogie to attend the County Convention.

Ensure that the sister Gaelic Codes are represented on relevant County Sub-Committees as appropriate. Encourage Clubs to integrate into one overall GAA community structure, subject to National GAA policy.

Organise at least three annual regional “Have a Go” events for groups who traditionally would have no involvement in the GAA.

Encourage cross-community participation through theSchools and Clubs in a positive, practical and sensitive waybased on mutual respectand trust.

Continue to liaise with local Schools and Clubs to ensure that Down GAA is providing initiatives for Children with Disabilities and Special Needs.

Support the Ulster Council’s NFL (No Foul Language) and Respect campaigns and in this context, establish a Down-specific campaign based on the‘Down Way’.

10.4

10.5

10.6

10.7

10.8

10.9

10.10

County Committee, Down Ladies’Football Board,Down Camogie Board

County Chairperson,County Secretary, County Committee

County Integration and Inclusion Officer/Committee, County Committee

County Integration and Inclusion Officer/Committee,County Secretary,County Coaching Officer, Coaching Staff

County Integration and Inclusion Officer/Committee,County Secretary,County Coaching Officer, Coaching Staff,Schools’ Committees

County Integration and Inclusion Officer/Committee, County Coaching Officer, Coaching Staff,Club-School Liaison Personnel

County Integration and Inclusion Officer

Coaching and Games Development Manager

Year 2-5

Year 2

Year 1-5 (ongoing)

Year 3

Year 1-5 (ongoing)

Year 1–5 (ongoing)

Year 1-5 (ongoing)

To promote the spirit of the whole GAA family.

Representation of Gaelic codes on CountySub-Committees.

An all-embracing family/community structure for Down GAA Clubs.

Games-focused events aimed at young people from minority groups to encourage their involvement in the GAA.

Genuine cross- community inter-action.

Down GAA providing opportunities for all who wish to play Gaelic Games.

Promotion of tolerance and respect at all GAA events. Our own County initiative as to how we wish to treat people, who play or attend our Games.


Action Plan: Strategic Themes11. Public Relations, Marketing and Information Technology

Executive SummaryPublic Relations, Marketing and Information Technology


Review the composite role and functions of the PR, Marketing and IT Committee.

Produce and implement an annually costed PR, Marketing and IT work plan.

Establish and develop a strong Down GAA brand linking with the new National GAA brand and identity which will promote and project Gaelic Games as the first-choice sport for young people in the County. Ensure that all clubs have a Public Relations Officer and organise a training night for Club PRO’s annually. All Clubs to use the GAA brand/crest in their title and PR and marketing ventures. Continue to produce full-colour programmes for Down’s home National League games. The Supporters’ Club to be accountable to the PR, Marketing and IT Committee in respectof publications. Continue to produce full-colour programmes for all semi-finals and finals of County Championships.

11.1

11.2

11.3

11.4

11.5

11.6

County Management Committee,County PRO,County PR, Marketing and IT Committee

PR, Marketing and IT Committee,County Treasurer,County Finance Committee

County PRO,County Committee,County PR, Marketing and IT Committee,County Secretary

County PRO

County Development Officer (Training)

County PR, Marketing and IT Committee

PRO

Down Supporters’Club

County PR, Marketing and IT CommitteeCounty PRO,Down Supporters’ Club

Year 1

Year 2

Year 1

Year 2

In place

In place

A specialist committee promoting the agreed objectives of thisStrategic Plan.

An operational plan outlining the particular objectives of the County PR, Marking andIT Committee.

A distinctive brand for Down GAA which links with the National GAA brand.

All Clubs having a trained and active PRO promoting the overall GAA brand.

Full-colour programmes with articles promoting the agreed objectives of this Strategic Plan.

Full-colour programmes with articles promoting the agreed objectives of this Strategic Plan.


Executive SummaryPublic Relations, Marketing and Information Technology


Continue to produce an annual Down GAA publication to be available in November/early December each year. This publication may not necessarily take the form of a Year Book but should be a publication which is innovative and reflecting changing trends in Down. Maintain the current high standard of the Down GAA website, integrating the new Down GAA brand and ensuring the website is easy to access.

Organise a meeting with local newspaper editors as a group once a year and work positively with the media and journalists at all levels to best promote GAA games and events. Maintain the increased useof IT/ICT in Down GAAcommunications by: • Basing all communication on email• Full use of the GAA email system • Developing text- messaging services• Encouraging all Clubs to

develop active websites• Providing Clubs with advice and

on-going training in these areas

11.7

11.8

11.9

11.10


County PRO

County Secretary

County PR, Marketing and IT Committee,County PRO,County IT Officer

County Secretary County PR, Marketing and IT Committee

County PRO

County Secretary

County PRO


County IT Officer

Ongoing

Year 1

Year 2-5

Ongoing

An annual historical record of the events ofDown GAA.

An excellent standard website promoting the overall GAA in Down and providing appropriate communication.

Regular meetings with the media in order to establish effective links to promote the GAA in Down.

All County and Club communications to be conducted using IT/ICT.


Action Plan: Strategic Themes12. Finance and Fundraising

Executive SummaryFinance and Fundraising


Define clearly the role and functions of the County Finance Committee in order to provide for a financial management and control remit, subject to the County Management Committee as per General Rule.

Develop a five-year Financial Plan which will make provision for the cost of the implementation of the County Strategic Action Plan, both Revenue and Capital Costs. The plan to show how the estimated expenditure of the County Committee over the next five years will be met.

The County Treasurer, in conjunction with the County Finance Committee, to prepare an annual budget which will be submitted for the approval of both County Management and County Committee.

Prepare Cash Flow projections to ensure that the County Committee maximises its income at the times of the year when income is most needed.

The Treasurer to report on the County Committee Finances to each meeting of the Management Committee/County Committee and to issue a comprehensive statement of affairs to these committees on a quarterly basis.

12.1

12.2

12.3

12.4

12.5


County Treasurer

County Finance Committee,County Treasurer,County Secretary, County Management Committee,Club Down

County Treasurer,County Finance Committee, County Management Committee

County Treasurer,County Finance Committee,County Management Committee

County Treasurer

County Finance Committee

Year 1

Year 1

Year 1 – 5 (In place)

Year 1 – 5 (Annually)

Year 1 – 5 (Ongoing)

A Finance Committee with responsibility for financial planning, monitoring expenditure and maximising income.

A costing of the five year Strategic Plan which will include the estimated revenue and capital costs of the County until 2014. The Plan will include a fundraising section to meet the requirements of the anticipated expenditure.

Good Financial Planning

Good Practice.

Effective Financial Reporting.




Maximise income from games under the control or management of the Down County Committee ensuring that the financial needs of the county are a prime consideration in arranging fixtures.

Appoint a County Insurance Officer to ensure that the County is receiving its full entitlement in terms of medical/dental expenses etc.

Appoint a County Audit Committee which will meet twice a year to review the County Committee’s finances in accordance with GAA procedures and practices. Continue to comply with the Auditing and Accounting principles and standards as approved by both the Ulster Council and Central Council. Establish an ad-hoc Workgroup of persons with expertise in sourcing grant-aid and Government funding to assist the County Management Committee/County Committee in securing both revenue and capital funding.

12.6

12.7

12.8

12.9

12.10

County Treasurer

County Finance Committee,

CCC

County Secretary


County Secretary,County Treasurer,County Management Committee

County Management Committee,

County Secretary

County Treasurer

County Chairperson,County Secretary,County Treasurer,County Management Committee

County Treasurer


County Planning and Physical Development Committee

Year 1-5 (Ongoing)

Year 1

Year 2

Year 1 – 5(Ongoing)

Year 2

Review of National League and internal Club fixtures in order to offer good-value entertainment to potential spectators including:• Good standard of match

programmes • Use of floodlights for

evening games • Half-time musical or

match entertainment • Use of double headers

with the Ladies’ Codes where appropriate.

A person whose primary responsibility will be to ensure that medical/dental expenses are recovered.

An Audit Committee to review County Finances.

Maintainingadequate accounting records and preparing proper financial statements.

A group of experienced persons to advise County Officials on Government funding mechanisms in order to support overall County Development Projects.




Lobby Public Representatives and Local Government Agencies in order to acquire funding for Down GAA infrastructure and development projects.

The County Management Committee/County Committee to be proactive in ensuring that the Clubs receive a fair deal in their dealings with Financial Institutions.

The County Committee to provide an information and advisory service for Clubs, including information on funding opportunities and entitlements both within and outside ofthe Association.

The Clubs of the County to undertake to make an annual contribution to the finances of the County Committee either by direct subscription or through participation in a co-operative project designed to raise funds for both the County Committee and the Clubs.

The Club Down Committee to be designated as a fund-raising Sub-committee working to specific terms of reference approved by the County Committee. This specialist fund-raising Sub-Committee to engage persons with business and professional expertise.

12.11

12.12

12.13

12.14

12.15

County Treasurer,County Secretary, County Chairperson, County Development Officer/Committee,Comhairle Uladh

County Treasurer, County Finance Committee, County Development Officer/Committee

County Management Committee,County Development Officer,County Planning and Physical DevelopmentCommittee

County Committee,County Management Committee,County Treasurer, County Finance Committee


County Committee

County Treasurer

Year 1-5 (Ongoing)

Year 1-5 (Ongoing)

Year 1-5 (Ongoing)

Year 1 – 5(Annually)

Year 1(In place)

Ongoing strategic lobbying of Public Representatives to enlist support for the overall development of Down GAA.

Provision of a monitoring and advisory service in support of Clubs.

Information and advisory service for Clubs.

An acceptance by Clubs that they have a responsibility to contribute to the finances of the County Committee which acts for and behalf of the Clubs of the County.

A dedicated specialistSub-committee tohave responsibilityfor fundraising.




Review and develop the brand and operations of Club Down with a view to attracting more new members and sustaining “buy-in” from current members. • Club Down to have a

recognisable and distinctive brand in the County and to be encouraged to develop this brand through association with the Summer Camps or the formulation of a Schools’ Coaching Project etc.

• Club Down to organises one annual members’ event for Down people now living and working outside the County.

Develop and implement a five year County Sponsorship Strategy which:• Maximises income for the

County while reflecting core GAA values

• Ranges across all aspects of the GAA at County level

• Complements the Down GAA brand

12.16

12.17

Club Down Committee

County Treasurer

County SecretaryCounty Management Committee

County Treasurer, County Sponsorship Committee,County Secretary,County Management Committee,County PRO

Year 1-5(ongoing)

Year 2

An innovate, creative and distinctive brand for Down GAA fundraising that promotes “buy-in” from current members and encourages new membership of Club Down.

Ongoing, regular and value-driven funding for the GAA in Down.


Action Plan: Strategic Themes13. Youth and Schools

Executive SummaryYouth and Schools


Each Club to appoint a Schools’ Liaison Officer who should preferably be a member of the Club’s Executive Committee.

Each School to appoint a School Liaison Contact Person who shall be an Employee/Teacher in the School and will link with the County Coaching Staff in the organisation of Schools’ Coaching Programmes.

Establish a County Schools’ Officer who will act as conduit/Co-ordinator for Primary and Post-Primary Schools inthe County.

Organise an annual forum for Schools’ Liaison Officers and School Liaison Contact Persons to provide information on relevant current GAA initiatives.

Hold meeting-cum-function for Principals and the P.E. /Games Teachers in Schools in order to brief them on GAA issues and to afford formal recognition and appreciation of the major contribution of the Schools to Gaelic Games.

13.1

13.2

13.3

13.4

13.5

County Youth Officer, County Games Development Manager, County Coaching Officer,County Secretary

County Youth Officer, County Games Development Manager,County Coaching Officer,County Secretary

County Youth Officer, County Games Development Manager, County Coaching Officer,County Secretary

County Youth Officer,County Coaching Officer,County Secretary,County Games Development Manager

County Youth Officer/Committee

County Coaching Officer/Committee

County Schools’ Committees

County Secretary

Year 1

Year 1

Year 2

Year 3


Clear point of contact between Clubsand Schools.

To provide a link between the Schools and the County Coaching Staff.

To co-ordinate and develop links between Clubsand Schools.

Information meeting for designated Club and School Representatives.

An Information briefing for Schools promoting Gaelic Games together with Social Function.


Executive SummaryYouth and Schools


Appoint a Post-Primary Schools Committee with responsibility for the organisation of County Down Post- Primary Schools’ games. This Sub-Committee to report to each meeting of the County Committee and to issue a Fixtures Handbook annually.

Exercise a watching brief in ensuring that Gaelic Games are given their rightful place in sports programmes in Schools and, to this effect, encourage Clubs to be pro-active in liaising with School Management Committees, Boards of Governors and Principals.

Identify and support partnership opportunities that could provide Clubs with access to additional sports facilities e.g. via Local Government and/orEducation bodies.

13.6

13.7

13.8






County Secretary




Year 1-5 (ongoing)

Clear remit and role for County Post-Primary Schools Committee.

Vigilance in ensuring and protecting the status of Gaelic Games in Schools.

Club Officials to be equipped with the skills and knowledge requiredto liaise and formalliances with relevantpublic bodies.

First All-Ireland Titles

1975 St. Mark’s win first All-Ireland U-16 title

1976 Newry FEC win first All-Ireland U-18 title

1982 St. Malachy’s win first All-Ireland U-16 title

2007 St. Columba’s win first All-Ireland U-16 title

2008 St. Malachy’s win first All-Ireland U- 18 title

1977 St. Patrick’s High School win first All-Ireland Senior Colleges “B” title

2004 St. Louis Grammar School win first All-Ireland Senior Colleges “B” title


6 Communicationsl To identify the weaknesses in the present

communications network and to implement remedial action in order to maximise media coverage for Hurling in Down

l To provide productive lines of communication facilitated by a network of key designated persons at all levels – Club, Schools, Hurling Committee, County Committee, Club Youth Officers, Club-School Liaison Officers etc

l To construct an effective communications process using modern IT resources but not forgetting the humble Parish Bulletin!

7 Facilitiesl For County Teams and Development Squads

l To develop a County Centre of Excellence, fully resourced, centrally located OR a number of satellite centres dispersed throughout the County

8. County Teamsl Ultimately, to have a single County Team at all

representative levels

l In the short/medium term, to retain a ‘twin-track’ approach i.e. ‘A’ and ‘B’ teams as instruments of developmental and promotional potential

1 Is there a Better Way?

“Is there a better way to channel our efforts towards a more progressive and successful Club structure, ultimately culminating in a more enlightened Hurling family, open to new initiatives and new technologies in coaching and administration and invigorated by imaginative, challenging and rewardingcompetition structures?”

2 Aiml To set out long-range challenging but realistic

targets and to plot a road map to achieving them

3 Fixturesl To devise appropriate competition structures in

order to provide meaningful competition for all clubs

l To provide dedicated time and space for Hurling in integrated fixtures planning

4 Coachingl To build up a corps of active qualified coaches in

each Club over the next five years (2010 – 2014)

l To provide quality in-service support for coaches

l To provide well-organised coaching support for Schools including the appointment of Club-School Liaison Officers by Club Committees

5 Refereesl To bring Clubs to accept fully their responsibilities

in regard to the recruitment of Referees and the promotion of Respect for Referees

l To provide strong support for Referees – Training Courses, Mentoring, Assessment, Career Path etc.

Appendix 1“Hurling in Down: Pathway To Success 2009”: Summary - A review ofHurling Development in the County issued in March 2009


Although unappreciated by many, Belfast, is unequivocally Ireland’s second city. It is however a place where the GAA in not as strong as it might be. There are a number of historic reasons for this …. but this strategy is about moving the GAA in the city and the surrounding greater Belfast area forward, rather than gazing back at ‘what- might-have-been’

Belfast has been identified as a Group 1 major urban development project area in the GAA Strategic Vision and Action Plan. The strategy for the GAA in Belfast has been developed to give direction to the overall development of the GAA in the City

This piece of work was energised by the Antrim and Down GAA County Committees and by Comhairle Uladh. It was driven by the belief that the welfare of the GAA in Belfast is an issue of both National and Provincial importance. The main task was to develop a strategy which would:

l Identify the core issues facing the Association in the Greater Belfast Area

l Reflect the strategic significance of Belfast

l Set the City and surrounding urban area within the National GAA context

l Take on board lessons learned from city-based GAA initiatives elsewhere

l Fit the GAA in greater Belfast within the wider Sports, Leisure, Community and Cultural Contexts

l Include specific community development aspects

l Set out well-founded and focussed proposals for the development of all aspects of the Association across the city

l Identify opportunities for partnership working

l Reflect the new political arrangements and understandings in the Six Counties

The planning process was taken forward by a core planning group made up of key GAA stakeholders from across the city and beyond. The process was informed by both a widespread consultation and a robust, desk-based analysis. Everything in this strategy reflects those inputs.

Appendix 2“Ardú Bhéal Feirste” (Extract): Developing a Strategy for the GAA in Belfast

Coaching, Games and Participationl At least 10 GAA Community Coaches for the

Belfast Urban Area

l An increase in games participation of at least 20% by 2014

l A specific Belfast Continuing Professional Development programme for volunteer

Club Coaches

l Cross Club Summer and Easter Coaching Camps

l City based Development Squads

l Enhanced Club-School links through new coaching initiatives and programmes

l Programmes to attract new participants who traditionally would have no involvement in

the GAA

Physical Developmentl Belfast GAA Urban Centre of Participation and

Excellence that includes at least three new full-size pitches for Club use in North and

West Belfast

l At least two new full-size pitches for use in the South and East Belfast

l Enhancement of Casement Park to an appropriate standard for the GAA stadium in Ireland’s second city

Club Governancel New group comprising of Belfast GAA Officials,

Antrim, Down and Ulster GAA Officials to drive the development of the GAA in Belfast

l At least two Development Officers to support club officials in administration governance and ongoing club development

What the strategy will deliver for the GAA in Belfast …


Appendix 2“Ardú Bhéal Feirste” (Extract): Developing a Strategy for the GAA in Belfast

l A new Brand and identity for the GAA in Belfast

l A ‘joined-up’ Club-led approach to the overall development of the GAA in the City

l A strong GAA presence and linkage with all local government and relevant public bodies

in the city

l Specific Belfast GAA Club Development Seminars and Volunteer training events

Cultural and Heritagel Revival of Scór in the City

l Introduction of new Specific Belfast GAA Irish Language Courses

l Development of a Belfast GAA History

Delivering for Ireland’s Second City

The Belfast GAA Strategic Plan will only be successful if there are structures in place to ensure its delivery.

l The Belfast GAA Urban Project Group will meet monthly and report to the Antrim and Down County Committees and the Developments Committee of the Ulster Council on a quarterly basis

l The Belfast Club Forum will meet on an annual basis attended by the Ulster President, Chairpersons of the Down and Antrim GAA and Ulster Provincial Director. The Project Group will present a report on the strategy’s progress at the annual meeting.

l The Antrim GAA Secretary, Down GAA Secretary will meet with Ulster GAA Director of Games and Community Development Manager on a bi-monthly basis to oversee the ongoing delivery of the plan

l The Community Development Officers will serve as members of the Ulster GAA Community Development and Inclusion Unit and will meet on a monthly basis with the Ulster Council Community Development Staff to ensure targets are

being achieved

l The Provincial Games Staff will offer ongoing training and support to the Belfast GAA

Community Coaches


Implementation and Review

In order to ensure that the agreed outcomes of this Plan are achieved, the County Committee will appointa Strategic Plan Implementation Committee.

l Membership will include the County Chairman, Secretary and Treasurer and at least six other members appointed by the County

Management Committee

l The Strategic Plan Implementation Committee will provide monthly reports to the County Management Committee and County Committee

l Representatives of the Strategic Plan Implementation Committee will meet with the representatives of the Ulster Council on a twice-annual basis to report on the progress of the Plan

l An annual report will be presented at County Convention which will be forwarded to the Ulster Council and the Central Council’s Strategic Plan Implementation Committee

The County Secretary will have responsibility for ensuring the implementation of the Plan on an operational day-to-day basis and will report to both the County Management Committee and County Committee on a monthly basis. The County Secretary will provide the Ulster Council and Central Council with regular reports on the progress of the Strategy


May 2008: Questionnaire issued to Clubs, Committees, Sub-Committees etc.

June 28th 2008: Planning Workshop (Half-day): 28 clubs were represented Representatives of Camogie, Ladies’ Football and Down Vocational School attended Independent Guests attended

August 21st 2008: Consultation with the County Committee

August 27th 2008: Consultation with the Divisional and Hurling Committees

September 3rd 2008: Consultation with current and former Players and Team Officials

June 8th 2009: Consultation with the South Down Divisional Committee

June 9th 2009: Consultation with the East Down Divisional Committee

June 17th 2009: Consultation with County Youth Committee and Representatives of County Coaching and Games Development Committee

June 30th 2009: Consultation with Hurling Committee

June 27th 2009: Consultation with Clubs

August 3rd 2009: Consultation with Clubs

August 17th 2009: Consultation with Clubs

August 19th 2009: Consultation with Clubs

April 28th 2008-September 1st 2009: Planning Committee held 18 working meetings

Consultations


Coiste Chontae an Dúin wishes to thank all who have contributed in any way to the formulation of this Strategic Plan.

Planning Committee

Dónal Mac Artáin (Cathaoirleach)Liam ó Gribín (Rúnaí)Seán óg Mac an tSaoir (Rúnaí Chontae)Séamus BreathnachSéamus ó CoinnP S Mac BhrádaighOilibhéar ó MuireagáinMáirin Uí hUiginn Antoin ó CléirighCaoimhín Mac Giolla Mhaoil (Cathaoirleach Chontae)Séamus ó Riain (Cisteoir Chontae)

Comhaire Uladh Ryan Feeney and Mark Conway (Comhairle Uladh)

All who completed Questionnaires, attended the Planning Workshop, took part in the Consultation Meetings or made submissions to thePlanning Committee.

Mrs Mary Sloan, County Office

Go raibh míle maith agaibh go léir

Míle Buíochas


T (0044) 28 4377 0880

F (0044) 28 4377 0820

E [email protected]

W www.downgaa.net

Down GAA County Committee

County Office 17 Newcastle RoadCastlewellan BT31 9DP

Documents

Down GAA Strategy - Amazon Web Servicessportlomo-userupload.s3.amazonaws.com/uploaded/10/down_strategy.pdf · 4 Down GAA Strategy 2010-2014 Bealach an Dúin: Ag Obair le Chéile On