Erin Go Bragh Strategic Plan

Delivering on the Next Phase of Development
A STRATEGIC
DEVELOPMENT PLAN
FOR ERIN GO BRAGH TO 2016
www.eringobraghgaa.ie
CONTENTS
PAGE
1.
MISSION STATEMENT
06
2.
AIMS AND OBJECTIVES
06
3.
KEY PRINCIPLES AND VALUES
06
4.
HISTORY AND BACKGROUND INFORMATION
07
5.
DEVELOPMENT PLAN 2007–2010
07
6.
CATCHMENT AREA/ MEMBERSHIP
09
7.
STRUCTURES AND GOVERNANCE
10
8.
TEAMS AND TEAM DEVELOPMENT
13
9.
INTERACTION WITH THE LOCAL COMMUNITY
18
10.
FACILITIES
22
11.
COMMUNICATIONS
24
12.
FINANCES
25
13.
MONITORING AND REVIEW
26
APPENDICES
1.
DEVELOPMENT OF JUVENILE STRUCTURE DURING
THE LIFETIME OF THE STRATEGIC PLAN
27
2
PROFILE OF LOCAL POPULATION
29
3.
FINANCIAL STATEMENTS
01
FOREWORD
I very much welcome this opportunity as Minister for Transport, Tourism and Sport and a local Deputy to
congratulate Erin Go Bragh, CLG on the launch of their Strategic Development Plan for the period 2012 to 2016.
This document sets out very challenging goals that will see the Club double in size over its lifetime. This is very
achievable when one considers the rapid growth that has already taken place since the Club relocated to
Clonee, Dublin 15.
Over the years, sporting organisations such as Erin Go Bragh, CLG and their volunteers have formed the
backbone of Sport in Ireland. I believe that we must build on this legacy to enrich our lives both as active
participants and as a country which values vibrant, local community identity and the achievements of our
sporting heroes.
Sport also has the other well recognised benefits in terms of better physical and mental health and well being.
Sport also has a special part to play in combating the problems of drug abuse, crime and social exclusion,
particularly among young people living in areas of social and economic disadvantage.
I have tracked Erin Go Bragh’s progress in recent years and admire the challenging goals they are setting for
themselves in the attainment of facilities and higher levels of participation and the ownership and responsibility
they are taking for their long-term development.
It is clear that Erin Go Bragh is a progressive club and I look forward to the day that some of their younger
members will be fielding for the “boys in blue”. However, it is also clear that Erin Go Bragh is a community and
it is this broader focus and emphasis on inclusiveness that will sustain the club into the future.
My primary goals as Minister are to increase participation levels and interest in sport, to improve standards of
performance, develop and improve sports facilities at National Sports Campus and at regional and local level
and to get Sport recognised as an examination subject in schools on a par with Art and Music.
It is my hope that this can be achieved through a policy and resource framework in partnership with the Irish
Sports Council, National Sports Campus Development Authority and the National Governing Bodies of Sport
but most importantly with the active collaboration of local communities such as the community that is Erin Go
Bragh.
Finally, I wish Erin Go Bragh, its Chairman, officership and ever increasing membership continued success for
the future, both on and off the fields of play.
Leo Varadkar T.D.
MINISTEr FOr TrANSPOrT, TOurISM & SPOrT
03
CATHAOIRLEACH,
CLG ÁTHA CLIATH
Ar son Choiste Chontae Áth Cliath ba mhaith liom comhgáirdeachas a gabháil le Cumann Erin go Bragh as ucht
an dea obair atá déanta acu leis an phlean stráitéiseach seo. Foilsiúcháin an-tábhachtach é seo i gcomhair na
blianta le teacht do Cumann Erin go Bragh agus gúim go mbeidh na cuspóir go léir atá ann bainte amach. Dá
bhri sin beidh an cumann níos fearr agus níos láidre as seo amach.
As chairman of the Dublin GAA Board I congratulate Erin go Bragh GAA Club on the publication of their
Strategic plan for the future development of the club. This is a critical document for the club and I sincerely
hope that all the aims and aspirations will be achieved. As a result Erin go Bragh will be a stronger and better
club.
Past Officers of Erin go Bragh had a vision for what they wanted for the club and worked tirelessly to ensure
their aspirations came to fruition. These solid foundations helped to bring the club to where it is today. The
achievements of Erin go Bragh come also as a result of the hard work and help of many members of the local
community. They have given generously of their time and financial support.
Erin go Bragh is, I believe, one of the first clubs in the county to launch their strategic plan following the
publication of the Dublin GAA Strategy “The Blue Wave” last November. I have read the document and wish to
compliment your committee and members on their foresight and initiative. A lot of time and effort has been
invested into this plan but Erin go Bragh will be very well prepared for the future in these ever changing and
challenging times.
I am delighted to know that the club is embracing many of the aims of the national and county plans and
particularly at underage level. Now more than ever it is vital that as many people as possible are given an
opportunity to participate in gaelic games from an early age. This document sets standards for all aspects of the
club and I wish you every success with your endeavours. Cumann Lúthchleas Gael Erin go Bragh will be all the
better for it.
Aindriú Mac Coitil,
CATHAOIrLEACH, CLG ÁTHA CLIATH
04
CHAIRMAN
Erin Go Bragh will continue to develop rapidly over the period 2012 to 2016 and transition from being a
predominately juvenile orientated club to a more mature club fielding teams – across all age categories from
juvenile to adult levels. To guide us we have prepared an updated Strategic Development Plan with challenging
goals and actions. However, we are also taking the opportunity to re-affirm our core values and principles that
defines and distinguishes the community that is Erin Go Bragh, and to acknowledge the vision and foresight of the
former chairman and deputy chairman: Cecil Stephens and Pat Keenan in relocating the club to Clonee (Dublin 15).
The implementation of our Strategic Development Plan will also be informed by Unleashing “THE BLuE WAVE” a
Strategy for Dublin GAA 2011 – 2017 and “PATHWAY FOr SuCCESS” a Strategy for the Ladies Gaelic Football
Association 2011 – 2016. These seminal documents chart the growth of Dublin GAA in the period ahead and put
forward radical proposals to address key challenges.
However key to implementing BLuE WAVE and PATHWAY FOr SuCCESS is our very own GrEEN WAVE. As with
the Dublin GAA Strategies, the success or other wise of Erin Go Bragh will be measured in participation levels
among our young children – boys and girls – and into adulthood. Everything flows from young children who play
football, hurling and camogie from an early age. It is within this context and on behalf of Erin Go Bragh that I would
like to express our sincere gratitude to the parents and community of Clonee (Dublin 15) for their continuing
support.
While helpful, a Strategic Development Plan is just a document or statement of intent. Delivering on increased
participation levels and achieving challenging goals requires hard work and dedication. While Erin Go Bragh will
have an ongoing need for outside expertise and funding, as required, it is vitally important that we as a community
take ownership and responsibility for our long-term development.
It is with great pride and humility that I have the pleasure of witnessing people who put themselves forward for
volunteer work in the club, whether it be on the executive committees, mentoring teams, organising events, or
marking the pitches, It is this ‘social dividend’ that makes Erin Go Bragh not only ‘what it is’ but more importantly
‘what it will be’ – a producer of our leaders of tomorrow, both on and off the pitch.
I strongly encourage everyone with an interest and passion for the community that is Erin Go Bragh to continue
with their selfless efforts and hard work to help translate this Strategic Development Plan into reality and action on
the ground.
George Burke
CHAIrMAN
05
06
1.
MISSION STATEMENT
1.1
The aim of Erin Go Bragh, CLG is to promote the Gaelic ethos within the community of Clonee (Dublin
15) through the provision of quality sports and related cultural activities for all, irrespective of gender,
ethnic background and religious beliefs.
2.
AIMS AND OBJECTIVES
2.1
The central aim and objective of Erin Go Bragh, CLG is to create a safe and healthy environment for all
juveniles and adults participating in Gaelic activities. This is being achieved through the ongoing
development and adoption of Codes of Practice, and formal vetting through An Garda Siochana of all
juvenile mentors.
2.2
The other key aims and objectives are:
n
To adhere to the GAA Constitution, adapted as appropriate to local circumstances.
n
To provide all members of the community; including adults, teenagers and particularly children
with an opportunity to engage actively in Gaelic sports (including football, hurling, and camogie)
at all levels.
n
To ensure that Erin Go Bragh, CLG becomes fully sustainable through the ongoing and measured
development of appropriate structures and club facilities.
n
To develop a best practice approach through the provision of clear policies and procedures.
n
To help the development of the wider community through active participation, including helping
Fingal County Council to achieve its policy objectives for the development of shared facilities in
Clonee (Dublin 15).
n
To develop a funding structure, which ensures that no individual is excluded.
n
To develop a communications structure (electronic and media) that actively communicates our
objectives and programme activities to all members of the community.
3.
KEY PRINCIPLES AND VALUES
3.1
Erin Go Bragh, CLG is informed and operates by the following values:
n
Encouraging local people to become involved in the Club, regardless of race, colour, religion, age,
social background or gender.
n
Encouraging and promoting the integration of New Irish children and parents from different
ethnic and cultural backgrounds.
n
Ensuring the development and maintenance of strong and effective relationships with all
stakeholders in the community, including in particular other sporting & voluntary organisations.
n
Ensuring that strong governance, financial and reporting frameworks are in place.
4.
HISTORY AND BACKGROUND INFORMATION
4.1
The name Erin Go Bragh has a long association with the GAA and the district of
Westmanstown/Clonsilla, stretching as far back as the late 1800s. However, Erin Go Bragh, CLG in its
current form was established in 1986 and started a juvenile section in Dromheath, Dublin 15 with 3
teams represented at under age level. The club was also represented at adult level with a junior football
team in what was then Junior Division 2.
4.2
In 1996 Erin Go Bragh relocated to Porterstown Park in Clonsilla and added to its representation at u16
juvenile level, and minor level.
4.3
In 2003 Erin Go Bragh, CLG identified Clonee (Dublin 15) as a new area with a large and growing
population but with no GAA presence. During that year the Juvenile Section of Erin Go Bragh was
established and put on a formal footing in 2004 with the election of a Juvenile Committee. In late 2005
the then GAA President Mr. Sean Kelly officially opened the Juvenile Section.
4.4
In September 2005 Fingal County Council allocated football pitches in Hunters run to cater for the ever
growing number of juvenile members. Erin Go Bragh, CLG also introduced hurling/camogie to the
Clonee (Dublin 15) area for the first time in its history.
4.5
During this period Erin Go Bragh, CLG along with a number of other clubs in the Dublin area was
earmarked for special attention / development by the County Board/Croke Park. Erin Go Bragh with
financial support from the Dublin County Board teamed up with Mary Mother of Hope National School
to provide coaching assistance to children during school hours. This innovative collaboration has worked
well since 2005 and has been extended to St. Benedict’s N.S., Scoil Grainne N.S., and Setanta
Community College - Colaíste Pobail Setanta.
4.6
In 2010 Erin Go Bragh, CLG acquired new dressing room facilities adjacent to Mary Mother of Hope
National School. The clubhouse was officially opened by the GAA President Christy Cooney and blessed
by Father Eugene McCarthy on 9 May 2010 which was also Lá Na gClub (Club day nationally and
locally). On the week of Lá Na gclub, the club also held a week long mini street leagues series in which
over 260 local children of all ages from the Clonee (Dublin 15) area participated.
5.
DEVELOPMENT PLAN 2007 -2010
5.1
In 2006 the then Executive Committee identified a number of strategic goals over the lifetime of the
Development Plan (2007-2010). These included:
n
Securing long-term playing facilities for both adults and juveniles.
n
Sourcing an appropriate site and commencing the construction of changing and meeting room
facilities.
n
Generating and maintaining a regular and sustainable income stream to support a long-term
capital funding programme.
n
Helping the Castaheany Community Centre to achieve its objectives.
n
Securing indoor training facilities.
n
Maximising the level of participation at nursery, juvenile and adult levels.
n
Extending and strengthening the network of stakeholders.
n
Working to attract additional funding to support the longer-term development of the club and
its facilities.
07
A sample of our key achievements
5.2
5.3
5.4
08
Over the lifetime of the previous development plan the following outcomes have been achieved:
n
Secured playing facilities at Hunters run, Hazelbury Park, and St Catherines Park.
n
Acquired modern meeting and dressing room facilities adjacent to Mary Mother of Hope
National School in early 2010.
n
Commenced a weekly lotto draw in 2007 which is continuously growing and developing.
n
Erin Go Bragh, CLG has been an anchor tenant at the Castaheany Community Centre facilities
since 2005 and is represented at Director level on the governing board.
n
Membership has grown from 50 in 2004 to nearly 600 in 2011.
n
Erin Go Bragh has extended its Games Promotional Officer (GPO) training in the schools to now
encompass Mary Mother of Hope NS, St Benedicts NS, Scoil Grainne, and Setanta Community
College – Colaíste Pobail Setanta.
In the relatively short period since the establishment of Erin Go Bragh, CLG in Clonee (Dublin 15) its
achievements on the field of play have been as follows:
n
2011 Adult Football, Junior D Championship Finalists
n
2011 Adult Football, Junior Division 8, runners up
n
2011 Ladies Football, u15 Shield Winners
n
2011 Ladies Football, u13 Shield Winners
n
2011 Juvenile Hurling, u12 Leinster Hurling Tournament Winners
n
2011 Juvenile Football, u12 Division 5B runners up
n
2011 Juvenile Football, u11 Division 3 runners up
n
2010 under 14 Ladies championship Winners (Division 4)
n
2010 under 14 Camogie League runners up (Division 3)
n
2010 under 8 Gormanston Indoor Hurling tournament runners up
n
2010 under 9 Gormanston Indoor Hurling tournament runners up
n
2010 under 10 Gormanston Indoor Hurling tournament Winners
n
2009 under 13 Ladies Gaelic Football Shield Championship Winners (Division 3)
n
2009 under 9 Gormanston Indoor Hurling tournament Winners (Pool B)
n
2009 under 9 Gormanston Indoor Hurling tournament Winners (Pool C)
n
2008 under 12 Camogie Championship runners up (Division 2 Group 2)
n
2008 under 12 Camogie League runners up (Division 3)
n
2008 under 11 Gaelic Football League Joint runners up
n
2008 under 8 Gormanston Indoor Hurling Tournament runners up
The policy framework developed over the lifetime of the previous Development Plan included:
n
Code of Conduct and Child Protection;
n
Code of Ethics;
n
Medical Insurance, and
n
Membership types and entitlements.
6.
CATCHMENT AREA/MEMBERSHIP
6.1
The club is based in the greater Clonee area of Dublin 15. It is a newly settled area having been
developed in the most part since 1998. It stretches from Bramble fields / Hunters run up through
Castaheany, Littlepace and into Ongar with an estimated population of 9,000.
6.2
It is a mixed area with the more settled estates around Littlepace and newer development around
Ongar. Approximately 30% of the school going population would be New Irish.
6.3
A number of new schools have been built in the area over the past few years and these would be the
mainstay of new juvenile members for the club. Schools in the area would include Mary Mother of Hope
NS (Littlepace), Scoil Grainne NS and Setanta College (Phibblestown) and St. Benedict’s NS (Ongar).
The club has an extensive involvement with these schools through a coaching programme undertaken
in co-operation with the school Principals and 50 percent funded by the Dublin County Board.
6.4
The club endeavours to ensure that every household in the catchment area will have some exposure to
the club and its activities each year. This is achieved by carrying out at least two leaflet drops
throughout the entire catchment area each year and through articles and features in local newspapers
and other media. The club also publishes a regular Newsletter for distribution around the area and
updates the website and facebook with information about the club and its activities.
6.5
For the past three years the club has had an annual open day in Hazelbury Park where various sporting
and other social events take place and it is envisaged that this will continue into the future as an annual
event. The club also organises local Street Leagues in its catchment area as a means of promoting the
club and encouraging local children to participate.
PITCH 1
CLUBHOUSE
PITCH 2
2
3
1
09
6.6
The membership of Erin Go Bragh, CLG - both on and off the playing field - has grown rapidly since the
establishment of the club in the Clonee (Dublin 15) area. Erin Go Bragh, CLG is projected to double in
size over the lifespan of the Strategic Development Plan (2012-2016).
250
70
200
Adult
Juvenile
150
Nursery
60
50
40
100
Mentor
30
20
50
10
0
0
2004
2007
2011
2016
1st Qtr
Table 1 – Breakdown of Members by Category
10
2004
2007
2011
2016
Table 2 – EGB Mentors
7.
STRUCTURES AND GOVERNANCE
7.1
The club is a member club of An Cumann Luathchleas Gael and is affiliated to the Dublin County Board.
It is bound by the governing principles and rules of the national organisation and has adopted the
constitution of the GAA, adapted as appropriate to suit our local needs.
7.2
Internally the club is managed by the Executive Committee which is elected annually at the Annual
General Meeting. The Executive Committee meets generally on a fortnightly basis and deals with the
main issues facing the club. There is an officer board consisting of Chairman, Vice-Chairman, Secretary
and Treasurer which deal with the day to day running of the club affairs.
7.3
Various committees are in existence which meet regularly and report to the main Executive.
7.4
Amongst the more important of these committees would be the Juvenile Executive Committee which
deals with the juvenile section of the club and the Ladies Executive Committee which deals with the
ladies section of the club. Both these committees would replicate the main Executive with similar
positions on each and both would have representation on the main Executive.
Main Executive Committee
Ladies Executive Committee
7.5
The Finance and Development Committee deals with the Financial needs of the club and longer term
development.
7.6
The Club has five Trustees consisting of three senior club members [Cecil Stephens, George Burke and
John Kinsella] and the Chairman of the Dublin County Board and Leinster Council.
7.7
The overall governing body of the club is the membership through the Annual General Meeting (AGM)
and Emergency General Meetings, where required under the constitution. The elected officers report to
the membership on the activities over the previous year and the general membership can propose
motions and question the officers. All Executive Members stand down each year at the AGM and the
positions are refilled by way of election by the members.
7.8
Objectives:
7.9
n
Adhere to the GAA Constitution, adapted as appropriate to local circumstances.
n
Ensure that strong governance, financial and reporting frameworks are in place.
n
Develop a best practice approach through the continued development of clear policies and
procedures.
n
Participate in the County Board structures at CCC1, CCC2, adult level, and other initiatives,
including those to progress Unleashing “THE BLuE WAVE” A Strategy for Dublin GAA 2011 – 2017.
Actions:
n
AGM to be held every November with appropriate notice being given as provided for in the
constitution.
n
Annual progress report to be prepared and circulated in advance of the AGM.
n
Annual accounts for the year ending 30 September to be prepared, approved by the Executive
Committee, independently verified and presented to the AGM for approval.
n
EGMs to be held, as provided for in the constitution to vote on any major developments
affecting the club and its membership.
n
Main Executive, Juvenile and ladies Executives to meet on a regular basis to run the day to day
operations of the club, and formally minute proceedings.
11
12
7.10
Performance Indicators:
n
AGM held each November and adequacy of notification and documents presented for approval.
n
Officership positions re-affirmed or new nominees elected.
n
Frequency of main executive meetings.
n
Frequency of juvenile and ladies executive meetings.
n
Number of CCC1, CCC2 adult county committee meetings attended and level of contribution
made.
8.
TEAMS AND TEAM DEVELOPMENT
8.1
The Juvenile section of Erin Go Bragh, CLG has developed rapidly since the establishment of a very
small nursery section in late 2004 to over 200 children playing football and hurling and competing at
u8, u9, u10, u11, u13, u14 and u15 levels during 2011.
8.2
The nursery section is the lifeblood of any Gaelic club. Erin Go Bragh is no different in this respect and
our focus is on attracting as many children as possible into the club. The emphasis is on fun and skills
attainment. The nursery section will continue to be a priority area throughout the lifespan of the
Strategic Development Plan.
8.3
During the lifetime of the Development Plan 2012 – to 2016, the number of teams fielding across all
codes (not including the nursery section) will increase from 30 to 54. Importantly this will also include
progression to representation at minor, u21 levels and adult (ladies) during 2014 and 2015.
TEAMS
8.4
(not including nursery section)
Year
Football
Hurling
Camogie
Ladies
Total
2004
1
-
-
-
1
2005
2
2
-
-
4
2006
3
3
-
-
6
2007
4
4
-
-
8
2008
5
5
1
1
12
2009
6
6
1
1
14
2010
7
7
1
1
16
2011
9
9
3
3
24
2012
12
11
4
4
31
2013
14
13
4
4
35
2014
16
15
5
5
41
2015
19
18
6
6
50
2016
20
19
7
7
54
This represents both a major opportunity and a real challenge, in terms of capacity to meet demand.
The club will need to supplement the current cohort of mentors with at least 4 additional mentors per
year over the life of the Development Plan.
13
14
Mentors
8.5
In addition, the number of mentors progressing beyond foundation level training to the next phase will
need to also increase in order to plan for the transition of large numbers of juveniles to adult level
competition.
8.6
The additional number of mentors and the requirement for higher training qualifications points to the
need for a mentors coordinator (or Head Coach) with responsibility for developing and implementing a
development and awareness programme for all coaches, and looking after their welfare.
8.7
under the previous Development Plan, EGB, CLG appointed a referees coordinator. We recognise the
necessary and valuable role that referees play in promoting Gaelic games and discipline on the playing
field. Erin Go Bragh, CLG is committed to actively encouraging its juvenile and adult members to
become involved in this aspect of the game.
8.8
The Ladies section of the club has expanded rapidly during 2011. We now have Girls only football and
camogie teams represented at u10, u11, u14 and u16 levels. During the life of the Development Plan
the number of Girls only teams fielding is expected to increase to at least 7 teams, including a separate
nursery section. Again the club will need to supplement the current cohort of ladies only mentors (6)
with at least 2 additional mentors per year over the life of the Development Plan.
8.9
The adult section had one junior football and one junior hurling team competing in the league, cup and
championship for the 2011 season. A key development was the sourcing of new managers for both
teams for the 2011 season who have recently joined the club. The immediate focus has been to put in
place new training regimes and to increase the numbers of players in both panels. realistic objectives
for both teams during the lifetime of the Development Plan would be to progress through the Divisions
and win a championship final at junior level. The club will also be seeking to expand the number of
players competing at adult level through a combination of attracting “ready-made” adult players to the
club and the transition of a number of existing players from under-age level. The establishment of a
second adult football team from 2012 onwards to cater for this new demand will be a key objective.
8.10
For more detail on the various age categories please see appendix one
15
16
8.11
8.12
8.13
Objectives
n
Provide all members of the community; including adults, teenagers and particularly children with
an opportunity to engage actively in Gaelic sports (including football, hurling, and Camogie) at
all levels.
n
Place an emphasis on fun and skills attainment to attract and sustain numbers in the nursery.
n
At adult level ensure a professional and disciplined approach to training, the field of play, and the
provision of support.
n
Attract more people into the Club through the introduction of newer activities such as handball
and the recently affiliated game of rounders into the club during the lifetime of the Strategic
Development Plan.
Actions
n
Annual recruitment campaign every January/February for nursery and juvenile teams through a
combination of community wide leaflet drops, and direct schools visits by officers and mentors
of the club.
n
Annual recruitment drive to attract mentors to EGB, CLG.
n
Assign person(s) with responsibility for developing and promoting handball and rounders.
n
Appoint a mentors coordinator (head coach) with responsibility for developing and
implementing a development and awareness programme for all mentors.
n
Proactively support school teams at junior and senior levels and through the provision of the
services of a GPO during school hours.
n
Provide an environment where the parents of children using Mary Mother of Community Hall on
Saturdays can bring other smaller children and have tea/coffee in the club facilities and socialise
with other parents.
Performance Indicators
n
Number of juvenile players participating in the Dublin development squad system and
representing Erin Go Bragh on Dublin panels at under age level.
n
Number of children recruited in any given year to the nursery
n
retention rates from the nursery through to all under age levels.
n
Number of mentors participating at juvenile level and numbers recruited in any given year.
n
Adequacy of the training and support facilities made available to the adult football and hurling
managers.
n
rounder and handball sections up and running and participating in competitions.
n
Number of juvenile members involved in refereeing
n
Head coach in place by 2012 and implementing a development programme for mentors.
n
Number of adult players and teams fielding and progression in the league, cup and championship
campaigns.
17
9.
INTERACTION WITH THE LOCAL AND WIDER
COMMUNITY
9.1
The continued success of Erin Go Bragh, CLG is dependent upon its good relations and active
collaboration with a wide network of stakeholders/organisations within the local and wider
community. These include:
9.2
n
The Membership of Erin Go Bragh,
n
Parents of Juvenile Members.
n
The Dublin County Board.
n
Fingal County Council.
n
Mary Mother of National School
n
St Benedicts National School
n
Scoil Grainne
n
Setanta Community College
n
residents Associations
n
Club Sponsors.
n
Castaheany Sports & Community Centre, Ongar Community Centre and affiliate members, as
appropriate, and
n
Garda Community Liaison.
Erin Go Bragh, CLG has a very pro-active and strong relationship with the Dublin County Board and
Croke Park built on mutual respect and shared objectives. The level of growth that the club has
witnessed to date would simply not have been achieved without the active input and financial help of
the County Board. The County Board has acted as a guiding light and facilitated club development
through:
n
Ongoing strategic and technical advice to help the club achieve its objectives.
n
Ongoing financial support in part funding the provision of a Gaelic Games Promotional Officer
(GPO).
n
In conjunction with the Leinster Council making a financial contribution to the provision of new
dressing room and meeting room facilities.
The club looks forward to this continued and mutually beneficial collaboration throughout the lifespan
of the new Strategic Development Plan and will actively work with the County Board to help in the
further development and implementation of Unleashing “THE BLuE WAVE” A Strategy for Dublin GAA
2011 to 2017.
18
9.3
A particularly innovative partnership has been developed with the Castaheany Community Centre under
the auspices of Fingal County Council. This has allowed the club the continued use of indoor facilities
from September 2006 to date. The club has increased its hours of usage and is contributing to the
ongoing development of the centre through its participation at director level. The club sees this
collaboration as a long term and mutually beneficial arrangement.
9.4
Erin Go Bragh, CLG is very grateful to the Community Credit union for their ongoing support through
acting as the main sponsor of the juvenile section. They acted as main sponsor for the juvenile section
for the period 2008 to 2010 and have renewed that sponsorship for the period 2011 to 2013. The club
looks forwards to working closely with the Community Credit union in the period ahead to achieve our
shared objective of community development.
Official opening of the new dressing rooms
9.5
A voluntary club like Erin Go Bragh, CLG would not survive for very long without the generosity of the
local business community who have continued to sponsor our annual fund raising events. Even in the
current challenging economic circumstances they have not been found wanting. Erin Go Bragh, CLG
deeply appreciates and does not take for granted this level of generosity. A key objective for the club
during this Plan will be to improve the level of openness and transparency in terms of reporting on all
monies received and the uses to which they are being put. All sponsors – in addition to the main
sponsors - will as a matter of course receive a copy of our annual report and financial statements.
9.6
Objectives
9.7
9.8
n
Ensure the maintenance of good relations and where possible active collaboration with the wide
network of stakeholders in the wider GAA family and local community.
n
Actively participate in structures and/or committees established to further develop shared
facilities for the community.
n
Maintain active communications with the Garda Community Liaison as a means of educating
and protecting juvenile members of the club.
Actions
n
Annual Progress report to be made available to all stakeholders (hard copy or electronic
format).
n
All stakeholders to be consulted on key developments relating to the club. (Draft Strategic
Development Plan 2012 – 2016 made available for consultation throughout 2011)
Performance Indicators
n
Level of engagement with stakeholders and follow up action on feedback.
n
Extent to which EGB, CLG is actively engaging in the wider community through representation
on committees and subgroups.
n
Extent of the active involvement of the Garda Community Liason in EGB through organised
events focusing on the education and welfare of juveniles.
19
10. FACILITIES
22
10.1
Erin Go Bragh, CLG has evolved from having just a small nursery section and one adult team in 2004 to
a rapidly expanding club providing Gaelic games across the full range of activities at under age and adult
levels. Section 8 sets out the future growth rates over the lifetime of this Strategic Development Plan
across all aspects of the club [juvenile, ladies and adult].
10.2
It is clear that a key challenge to this continued growth will be the ability of the club to develop or
where more practical share key facilities. The development of the ‘Shared Facilities’ model by Fingal
County Council for the wider community has been a key enabler in the development of Erin Go Bragh
and its ability to provide in-door training facilities.
10.3
Since its formal establishment in 2005 the concept has provided facilities at Mary Mother of Hope
National School Hall for Erin Go Bragh. The club has also sought to play its part by acting as a long-term
anchor tenant and actively participating at Director level on the governance body for the centre. The
club has now well outgrown the capacity of the St Mary Mother of Hope N. S. Hall to provide it with the
essential facilities that it needs, and now requires additional facilities together with the continued use of
Mary Mother of Hope Hall.
10.4
The coming on stream of the Hall in St Benedict’s School for community purposes provides a timely
injection of additional capacity for Erin Go Bragh to cater for its current size and growth over the
lifetime of the Strategic Plan. Currently the provision of training facilities for juveniles and adults
stretches from Mary Mother of Hope National School to riverdale and Coolmine Community Schools.
10.5
The club sees itself adopting a ‘campus style’ approach to the use of the current and emerging shared
facilities. Essentially, Mary Mother of Hope N.S. Hall will cater for the nursery end of the club, including
the soon to be established girls only nursery section. St Benedicts will cater for the juvenile section, at
all levels and the all-weather facilities at Setanta (and Ongar in the latter part of 2012) will cater for the
adult end of the club.
10.6
During the course of the previous Development Plan Fingal County Council provided additional pitch
facilities at Hazelbury Park. This was a very welcome and much appreciated development that has
facilitated continued expansion. However the nature of the designation of this playing area and the
associated restrictions are acting as a constraint to the further development of the adult end of the
club. Essentially, the Development Plan envisages the transition to a larger number of adult teams
during its lifetime. This will require a playing pitch that is championship standard in terms of size;
confines access to the public and provides for safety nets for health and safety reasons in relation to
hurling, and that also allows players to train and play games without any time restrictions. Erin Go
Bragh, CLG has entered into discussions with Fingal County Council with a view to securing grounds in
our catchment area (under a long term lease/licence) for an adult pitch and appropriate dressing
rooms.
10.7
10.8
10.9
Objectives
n
Ensure that Erin Go Bragh, CLG becomes fully sustainable through the ongoing and measured
development of appropriate shared structures and club facilities.
n
Help the development of the wider community through active participation, including helping
and collaborating with Fingal County Council to achieve its policy objectives for the
development of shared facilities in Clonee (Dublin 15).
n
Secure grounds for a championship size adult playing pitch and support facilities which will
allow for the playing of hurling under a long-term licence from Fingal County Council in the EGB
catchment area.
Actions
n
Continue to use the in-door facilities at Mary Mother of Hope for the nursery section.
n
Develop the use of Ongar Community Centre [St Benedicts Hall] for the juvenile section of the
club with a view to becoming the anchor tenant.
n
Put the club forward for nomination for inclusion in the governance body for the community
facilities at St Benedicts with a view ensuring its viability and further development.
n
Actively work with Fingal County Council, Mary Mother of Hope N.S. and Castaheany
Community Centre to provide funding to develop phase 2 at Mary Mother of Hope campus.
Performance Indicators
n
Adequacy of facilities provided.
n
Extent of usage as appropriate of shared facilities.
n
Extent to which the club facilities the further development of the shared facilities at the various
campus locations, including oversight arrangements.
n
Securing grounds for the exclusive development of a senior championship standard adult sized
pitch and related support facilities.
23
11.
COMMUNICATIONS
11.1
Communications Strategy 2012 -2016
OUR AIM:
effective internal and external
communication
In 2016 we will be able to say:
“We communicate effectively with our members and officers. This gives
us a strong sense of common ownership, individual responsibility and a
sense of pride. Communication is everyone’s responsibility. We use the
lateset technology to communicate quickly and efficiently with our
members.”
PRO Keith Edgley
KEY PROJECTS: DEVELOP COMMUNICATION PLAN
11.2
To improve the communication of relevant information from a Community perspective amongst
current and former members who have a particular interest in Erin Go Bragh Community matters.
11.3
Objectives:
n
To establish, develop and maintain a database of identified current and former members,
players, mentors and coaches.
n
To create a workable communication network in order to facilitate the provision of timely
information on club matters to both club members and the wider community.
n
To establish a Friends of Erin Go Bragh Forum and International Network.
11.4
24
Actions:
n
Set up a communications committee of 3 people to link in with PrO.
n
PrO to liaise with Communications Committee as to what all club sections would like to see
communicated.
n
Create a database of current and former members, players etc Coaches including E-mail
addresses and mobile phone numbers.
n
Create a different Section in Weekly/Monthly Newsletter for juveniles, to be sent by email.
n
Newsletter to contain information of all pending fixtures i.e., juvenile, ladies and junior matches
and training sessions, team panels, league tables and match reports.
n
Improve signage to show people where we are.
n
Improve the visual awareness of Erin Go Bragh in the local area
n
Web text reminders re impending notable dates.
n
request offers of assistance (to help out on match days)
n
Notify all identified on database of upcoming fund raisers and social dates.
Conclusion:
11.3
At the outset of this document we have set down our vision and mission statement for the Community
of Erin Go Bragh. In order to realise this vision we need to review the communication both internally
and externally within Erin Go Bragh to meet the modern demands of the present game.
11.4
The more people who are willing to give some of their time and experience to achieving our agreed
vision, the more likely we are to succeed.
11.5
We need to review the below as potential methods of communication:
SHARE
ME:
LINKEDIN
FOLLOW
ME:
MOBILE
DELICIOUS
DIGG
FACEBOOK
REDDIT
NEWSVINE
TWITTER
STUMBLEUPON
ROUND THE SQUARE
End State 2012
n
Communications committee set up
n
PrO: Training plan for PrO established
n
Officer Training: Develop a training programme for effective communication for Club officers
n
Communications calendar: Produce Annual Calendars for clear communication
n
Monitor Communications including Club management and planning
n
refresh Website
12. FINANCES
12.1
The costs of running a small but rapidly developing club are significant and continue to rise each year.
As per the latest available accounts (appendix 2) it costs in excess of €100,000 per annum to run the
club. This is met from general membership fees, fundraising activities and sponsorship.
12.2
The club has an active Finance and Development Committee which meets on a regular basis and plans
and monitors activities for the year. Fundraising activities are planned as required and mainly consist of
Sponsored walk, race Night, Annual Golf Classic and Table Quiz’s.
12.3
The Club runs a weekly Lotto selling tickets to club members and supporters.
12.4
The Finance Committee also plans for the medium to longer term needs of EGB, CLG. Expenditure in
EGB is currently in excess of €100,000 having grown from €17,000 at the start of the previous
development plan. On the basis of the growth projections in this plan for the period 2012 to 2016
expenditure will increase to nearly €200,000. EGB will need to plan for these increased costs and for
anticipated capital funding requirements during the period ahead.
12.5
Financial statements are presented to the Finance Committee and Executive Committee on a regular
basis and to the Annual General Meeting. In 2009 a motion was passed at the AGM requiring annual
accounts to be independently verified.
12.6
For more detailed information on the Financial accounts see Appendix 3..
25
12.7
12.8
12.9
Objectives
n
Ensure the provision and management of adequate funding necessary to meet both capital
programme and running costs.
n
Balance the budget every year to cover the running costs of the club
n
Accounts presented on an accruals basis.
n
risk assessment carried out every year to identify possible exposure and mitigating actions.
Actions
n
Provide for a capital funding programme for specific identified projects starting in year 2012.
n
Expand the lotto beyond the current sales territory to include door to door selling in the local
community commencing in 2012 and continuing in 2013.
n
Increase membership fees commensurate with the coming on stream and provision of new
services and facilities.
n
Expand and increase the range of club sponsors with a focus on major sponsors for different
sections within the club.
n
risk analysis carried out by the Finance and Development Committee and approved by the main
executive every year starting in 2012.
n
Creditors to be paid promptly and within 30 days at the very latest.
n
Post of Procurements Officer to be established to achieve value for money and best deals across
all sections in the club.
n
Procurements Officer to be a member of the Main Executive and to report directly to that body.
Performance Indicators
n
Budget balanced every year.
n
Percentage of memberships collected.
n
Level of growth in capital fund.
n
Level of loan facilities as an overall percentage of assets at any given time.
n
Level of growth of lotto and spreading of risk.
n
Average number of days taken to pay creditors
n
Procurements Officer in place and reporting to the Main Executive.
13. MONITORING AND REVIEW
13.1
26
Progress in the achievement of our objectives and individual actions - against the identified
performance indicators - will be monitored on a regular basis by the Executive committee and reported
on in our annual report to be published every year. Stakeholders, including in particular the County
Boards, Fingal County Council, Partner Schools, and Sponsors will be consulted on all major
developments and informed of progress, as appropriate.
APPENDICES
DEVELOPMENT OF THE JUVENILE STRUCTURE DURING
THE LIFETIME OF THE STRATEGIC PLAN
It is March 2012 and currently we have approximetely 200 kids playing Juvenile Football and Hurling competing
at u’8, 9’s, 10’s, 11’s, 12’s, 13’s and 16’s.
MARCH 2012
JANUARY 2013
JANUARY 2014
(16 TEAMS)
(16 TEAMS)
(19 TEAMS)
n u’8 - 2 teams
n u’8 - 2 teams
n u’8 - 3 teams (1 girls team)
n u’9 - 2 teams
n u’9 - 2 teams
n u’9 - 2 teams
n u’10 – 2 teams
n u’10 – 2 teams
n u’10 – 2 teams
n u’10 (Girls) – 1 team
n u’11 – 2 teams
n u’11 – 2 teams
n u’11 – 1 team
n u’11 (Girls) –1 team
n u’12 – 2 teams
n u’11 (Girls) – 1 team
n u’12 – 1 team
n u’12 (Girls) – 1 team
n u’12- 1team
n u’12 (Girls) –1 team
n u’13 – 1 team
n u’13 – 1 team
n u’13 - 1 team
n u’13 (Girls) – 1 team
n u’14 (Girls)– 1 team
n u’14 – 1 team
n u’14 – 1 team
n u’16 - 1 team
n u’15(Girls) – 1 team
n u’15 – 1 team
n u’16 (Girls) – 1 team
n Minor – 1 team
n u’16 (Girls) – 1 team
n Minor (Girls) – 1 team
n Minor – 1 team
n Minor (Girls) – 1 team
JANUARY 2015
JANUARY 2016
(24 TEAMS)
(27 TEAMS)
n u’8 - 3 teams (1 girls team)
n u’8 - 3 teams (1 girls team)
n u’9 - 3 teams (1 girls team)
n u’9 - 3 teams (1 girls team)
n u’10 – 2 teams
n u’10 – 3 teams (1 girls team)
n u’11 – 2 teams
n u’11 – 2 teams
n u’12 – 2 teams
n u’12 – 2 teams
n u’13 – 2 teams
n u’13 – 2 teams
n u’13 (Girls) – 1 team
n u’14 – 2 teams
n u’14 – 1 team
n u’14 (Girls) – 1 team
n u’14 (Girls) – 1 team
n u’15 – 1 team
n u’15 – 1 team
n u’15 (Girls) – 1 team
n u’16 – 1 team
n u’16 – 1 team
n u’16 (Girls) – 1 team
n Minor – 1 team
n Minor – 1 team
n Minor (Girls) – 1 team
n Minor (Girls) – 1 team
n u’21 – 1 team
n u21 – 1 team
27
HOW WILL THE NURSERY DEVELOP OVER THE
NEXT 5 YEARS
It is March 2012 and currently we have approximetely 50 kids in the Nursery. The club will carry out an
extensive recruitment drive within the schools between October and November in each year of the life of this
Strategic Development Plan. Various events will take place.
In order to sustain a three team u’8’s team from 2013 onwards (kids born in 2007), the club will need to have
a mininum of 30 kids coming through the nursery every year (which isn’t a particularly high amount).
Last September, we had approximately 120 junior infants from Mary Mother of Hope, 80 from Benedict’s and
another 80 from Scoil Gráinne. Educate Together will also be explored. 30 – 40 kids coming through from the
nursery every year will help the club meet its projected growth targets.
A key to sustaining the numbers in the nursery is challenge matches and fun. regular outings to opposing clubs
will keep the interest. Some kids may spend three years in the nursery. It’s a long time to keep a kid interested
in GAA with training alone. We do emphasise “fun” in the nursery, but it’s no harm in giving the kids the
opportunity to wear the jersey!
This can only be a positive development. From October / November 2012 . The club will be splitting the Boys &
Girls. In my earlier summary of the progression of our teams.
NEED FOR MENTORS
There will be a requirement of at least 4 – 6 mentors every year from January 2013 onwards to facilitate our
growing teams. A major promotional campaign will be carried out with parents from the nursery to ensure that
we can encourage them to get involved in the coaching. Without the parents to help out, we will struggle to
field our target teams by 2016.
Foundation course and code of ethics courses can be arranged at relatively short notice through our Games
Promotional Officer.
By January 2016, Erin Go Bragh should be fielding 20 + teams from juvenile level right up to u’21 level.
Additional training facilities and pitches will have to be found to accomodate the increase in teams.
It is a realistic objective that the club will have achieved success at juvenile level and that we will have several
Erin Go Bragh players representing Dublin on the various development panels.
28
PROFILE OF LOCAL POPULATION
The local population for the newer areas of Castaheany, Ongar, Phibblestown can be broken into EA level data.
It is not possible to get EA level data which fits consistently with local communities as some EAs contain
estates which cross into other known communities.1 In 2006, the population of the area was almost 8,000
people.2 Applying an 11.4% increase the total population may currently be almost 9,000 people.
Table 1: Local Population
EA Area
Pop. 2006
Estimated Pop. 2011
EA 04/089 Littlepace
1,132
1,260
EA 04/114 Castaheany, Pinebrook
1,226
1,365
EA 04/164 Castaheany, Hunters run, Hazelbury
1407
1,566
EA 04/165 Littlepace
1,150
1,280
928
1,033
EA 04/213 Ongar -Delhurst and Annaly
1,044
1,162
EA 04/214 Ongar - Blackwood, Willians, Chipping, Lilys Way
1,045
1,163
Total
7,932
8,829
EA 04/172 Linnetfields, inc. Phibblestown, Lathford, rosedale
YOUTH
The Blakestown area and the Castaheany area in particular are among the youngest, fastest growing areas in
Blanchardstown, which is one of the youngest, fastest growing in the country. Youth population in 2006
amounted to over one in four of all people, compared to one in three in the state in general. In 2006 2,331
children aged 0-14 lived in the area, accounting for 29.3% of the total population. If these children still live in
the area, it means that this cohort are now aged between 5 and 19.
Table 2: Population Structure
Age Group
Local Area (7 EAs)
Blakestown ED
0 to 24 years
41.8%
40.6%
35.3%
25 to 44 years
48.9%
44.4%
31.7%
45 to 64 years
8.3%
13.1%
21.9%
65 and older
1.0%
1.9%
11.0%
100.0%
100.0%
100.0%
Total
State
There are 960 children aged approximately between 4 and 12 years attending the Mary Mother of Hope junior
and senior national schools in Castaheany.
29
Table 3: Population Numbers by EA and Age Group 2006
Age Group
04/089
04/114
04/164
04/165
04/172
04/213
04/214
Littlepace
Pinebrook
Hunters-run
Little-pace
Linnets-fields
Delhurst
Black-wood
0 - 4 years
117
158
216
184
140
133
135
5 - 9 years
165
113
170
134
44
59
71
10 - 14 years
165
103
85
60
17
24
38
15 - 19 years
139
101
79
42
13
25
37
20 - 24 years
81
134
71
84
75
79
51
25 - 29 years
51
116
143
135
244
223
195
30 - 34 years
84
89
218
166
207
306
245
35 - 39 years
86
108
202
170
115
125
137
40 - 44 years
78
99
130
86
45
41
62
45 - 49 years
66
91
47
39
15
16
33
50 - 54 years
30
58
26
21
12
11
18
55 - 59 years
30
40
16
11
3
7
14
60 - 64 years
20
11
9
12
3
3
4
65 - 69 years
11
9
5
6
3
0
2
70 - 74 years
5
3
3
5
1
0
2
75 - 79 years
8
2
0
3
0
0
1
80 - 84 years
2
0
1
1
0
0
4
85 years and over
1
1
0
0
1
0
0
1,139
1,236
1,421
1,159
938
1,052
1,049
Total
30
Table 4: Population Proportions by EA and Age Group 2006
Age Group
04/089
04/114
04/164
04/165
04/172
04/213
04/214
Littlepace
Pinebrook
Hunters-run
Little-pace
Linnets-fields
Delhurst
Black-wood
0 - 4 years
10.3%
12.8%
15.2%
15.9%
14.9%
12.6%
12.9%
5 - 9 years
14.5%
9.1%
12.0%
11.6%
4.7%
5.6%
6.8%
10 - 14 years
14.5%
8.3%
6.0%
5.2%
1.8%
2.3%
3.6%
15 - 19 years
12.2%
8.2%
5.6%
3.6%
1.4%
2.4%
3.5%
20 - 24 years
7.1%
10.8%
5.0%
7.2%
8.0%
7.5%
4.9%
25 - 29 years
4.5%
9.4%
10.1%
11.6%
26.0%
21.2%
18.6%
30 - 34 years
7.4%
7.2%
15.3%
14.3%
22.1%
29.1%
23.4%
35 - 39 years
7.6%
8.7%
14.2%
14.7%
12.3%
11.9%
13.1%
40 - 44 years
6.8%
8.0%
9.1%
7.4%
4.8%
3.9%
5.9%
45 - 49 years
5.8%
7.4%
3.3%
3.4%
1.6%
1.5%
3.1%
50 - 54 years
2.6%
4.7%
1.8%
1.8%
1.3%
1.0%
1.7%
55 - 59 years
2.6%
3.2%
1.1%
0.9%
0.3%
0.7%
1.3%
60 - 64 years
1.8%
0.9%
0.6%
1.0%
0.3%
0.3%
0.4%
65 - 69 years
1.0%
0.7%
0.4%
0.5%
0.3%
0.0%
0.2%
70 - 74 years
0.4%
0.2%
0.2%
0.4%
0.1%
0.0%
0.2%
75 - 79 years
0.7%
0.2%
0.0%
0.3%
0.0%
0.0%
0.1%
80 - 84 years
0.2%
0.0%
0.1%
0.1%
0.0%
0.0%
0.4%
85 years and over
0.1%
0.1%
0.0%
0.0%
0.1%
0.0%
0.0%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
Total
31
FINANCIAL STATEMENTS
Erin Go Bragh GAA Club
Accounts
Accounts For The 10 Months Ended 30th September 2011
Erin Go Bragh GAA Club!
!
Information
Accountants
Kinsella Mitchell and Associates
Certified Public Accountants
Finance House
46 Prussia Street
Dublin 7
Club Address
Clonee
Dublin 15
Bankers
AIB Bank
Westend Retail Park
Blanchardstown
Dublin 15
Executive Committee;
Chairman
Vice Chairman
Secretary
Treasurer
Juvenile Chaiman
Registrar
Public Relations Officer
Irish Officer
Chairman Ladies Committee
Member
Member
Member
Member
!
George Burke
Sean Flood
John Kinsella
Tom Madigan
John Mc Leod
Sinead Edgely
Keith Edgely
Pat Keenan
Kevin Kenny
Al Mc Hugh
Karl Scanlon
Finbarr Barrett
Brian Padden
Erin Go Bragh GAA Club!
!
Contents
Page
Accountants' report
1
Income and Expenditure Account
2
Balance sheet
3
Notes to the accounts
!
4-5
Erin Go Bragh GAA Club!
!
Accountants' Report on the Accounts to Erin Go Bragh GAA Club
We have reviewed the attached accounts which were prepared by the club Treasurer. The accounts have been
correctly prepared from the accounting records of the club and are in agreement therewith. We have been
provided with all information to enable us carry out our review.
_______________________
John Mitchell
Kinsella Mitchell and Associates
Certified Public Accountants
Finance House
46 Prussia Street
Dublin 7
29 November 2011
Page 1!
Erin Go Bragh GAA Club!
!
Income and Expenditure Account
for the Period ended 30 September 2011
10 Months
ended
30/09/11
Note
Income
Memberships
Fundraising
Sponsorship
Other Income
Rent Received
Lotto (Net)
Interest and Dividend Income
!
!
11,369
13,228
11,307
2,738
8,000
19,499
34
1.2.1
1.2.2
_______
66,175
Expenses
Registrations and Insurances
GPO and Training Costs
Sportsgear
Equipment
Hire of Halls
Clubhouse Running Costs
Events Medals etc
Match Expenses
Bus Hire
Medical Expenses
Publicity
Telephone
Donations
Bank Interest and Charges
Sundry expenses
14,580
9,082
14,628
3,207
8,485
3,311
1,909
1,169
250
2,642
2,002
1,281
225
2,574
713
_______
(66,058)
_______
Excess of Income Over Expenditure
117
_______
I have prepared the above accounts from the accounting records of the club and confirm that it
represents a true record of income and expenditure for the year.
_________________
Tom Madigan
Treasurer
Date: 28th November 2011
Page 2!
Erin Go Bragh GAA Club!
!
Balance sheet
as at 30 September 2011
Notes
Fixed assets
Tangible assets
Current assets
Stocks
Debtors
Cash at bank and in hand
!
3
!
102,847
4
5
3,000
3,572
36,045
_______
42,617
_______
Current liabilities (note 6)
Creditors
22,860
_______
Net current assets
19,757
_______
Total assets less current
liabilities
Long-term liabilities
122,604
7
(43,967)
_______
Net assets
78,637
_______
Accumulated Fund Account
Brought forward at 1 December 2010
Leinster Council Development Funding
Surplus For the Period
28,520
50,000
117
_______
78,637
_______
I have prepared the above account from the accounting records of the club and confirm that it represents a
true and fair record of assets and liabilities as at 30th September 2011.
_______________________
Tom Madigan
Date: 28th November 2011
Page 3!
Erin Go Bragh GAA Club
Notes to the accounts
for the Period ended 30 September 2011!
1.
Accounting policies
1.1.
Accounting convention
The accounts are prepared under the historical cost convention modified when necessary to include the
revaluation of certain fixed assets.
!
1.2.
Income
Income represents cash received and receivable during the year.
1.2.1 Fundraising;
!
Golf Classic
Camel Night
Sponsored Walk
Cloths Collections
Quiz Nights
Bag Packing
5,303
3,733
1,548
1,261
1,052
331
_______
13,228
_______
1.2.2 Sponsorship;
!
7,500
2,207
1,000
600
Community Credit Union
Intel Matching Fund Programme
Dublin Bus
Sea Cargo Express
_______
11,307
!
1.3.
_______
Tangible fixed assets and depreciation
No depreciation has been provided in respect of fixed assets as it the opinion of the Executive the assets
are worth at least their carrying value in the balance sheet.
!
1.1.
Stock
Stock is valued at the lower of cost and net realisable value.
!
Page 3!
Erin Go Bragh GAA Club
Notes to the accounts
for the Period ended 30 September 2011!
3.
Tangible assets
Clubhouse Equipment Containers
!
Cost
At 30 September 2011
!
96,547
_______
4. Stocks
!
!
4,000
_______
Total
!
2,300
_______
102,847
_______
30/09/11
!
Goods for resale
3,000
_______
!
5. Debtors
30/09/11
!
Other debtors
3,472
_______
!
6. Current liabilities
30/09/11
!
Creditors and Accruals
22,860
_______
!
7. Long-term liabilities
30/09/11
!
Community Credit Union
43,967
_______
!
Page 5!
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SPONSORS OF THE STRATEGIC DEVELOPMENT PLAN
AND SUPPORTERS OF ERIN GO BRAGH