City of Derry Rugby Football Club

Development Plan

2008 - 2012


Contents

Foreword

Introduction

History

Current position                                                                                                             

Brief for the future development of City of Perry RFC

The Development Plan - Strategic Direction

Vision / Goals Measuring the Goals

Strategies to achieve the Vision and Goals

       Strategy Area 1: Rugby Development

       Strategy Area 2: Revitalise the game in the North west

       Strategy Area 3: Finance - Marketing and Fundraising

       Strategy Area 4: Facilities

       Strategy Area 5: Leadership and Management

Management and Implementation of the Plan

       Governance

       Management Structure

       General Management Committee

       Rugby Development Committee

       Administration Property & Grounds Development Committee

       Finance - Marketing & fundraising development Committee

       Volunteer recruitment

Job Descriptions


Forward from the President of City of Deny Rugby Club

This document seeks to set out a strategic 5 year Development Plan for City of Derry Rugby Football Club.

It was instigated as part of the IRFU club Development policy as presented to clubs by the IRFU (Ulster Branch).

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It is the culmination of more than two years work by the club Development Commiittees under the Chairmanship of Liam Harkin in the first instance and latterly by David Orr.

A Development Sub Committee was re-established under chairmanship of David Orr in Feb 2007 to bring forward proposals for the plan. The first meeting took place on Feb 22 chaired by David Orr and attended by Liam Harkin, James Doherty, Sean O'Kane, Robbie Logue and Malcolm Burns.

At subsequent meetings a number of discussions were presented by David Orr and Liam Harkin with introductory notes and ideas concerning Vision and goals for the club.

James Doherty presented ideas on on Finance and marketing and Malcolm Burns brought forward ideas on development of facilities.

Committee referred to a number of other documents including the IRFU Strategic Plan, the Club Playing review document and the Community Rugby Development document - www. Community-rugby.com. All areas of the club were discussed and various personnel consulted for their ideas,

The strategies and policies contained in this document were prepared by David Orr in the first instance who presented his draft to committee in October 2007

The final document has been brought together by Liam Harkin and has been approved by all members of the Management Committee. This final draft will be formally adopted by the Club Management Committee at its meeting on January 22 2008.

The plan provides a comprehensive vision and a practical framework for the future management and development of the club and I'd like to thank all those who contributed to it.

It will require the support of everyone involved in the club to implement this plan and achieve the goals set out in this framework and I would urge all members to commit fully to its success so that we can continue to develop a strong and vibrant club.

Robert Dunn

President

31 December 2007


HISTORY

City of Derry Rugby Football Club was founder in 1881 and celebrated its 125 Anniversary in 2005-2006

CURRENT POSITION

The Club moved to Judge's Road site in 1992 after selling off their clubhouse and pitches at the Branch Road for development.

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Adult Rugby

The adult section of the club has witnessed a steady decline in playing numbers over the past twenty years, which is largely in line with the experience of other senior clubs in Ulster. The emergence of Londonderry YMCA over the past twenty-one years as a rugby force has contributed to the decline in numbers at City of Derry where we now have two clubs competing for players in a diminishing playing pool.

The senior side has had mixed fortunes since the inception of the All Ireland League and reached its high water mark in 1996 when they won the Ulster League and Ulster Senior Cup and briefly challenged for a play-off place in Division 2 for promotion to Division 1.

Since then the fortunes of the team have ebbed somewhat as the club neglected to deal with the failure to recruit sufficient quality players to compete at the standard required in senior rugby.

At the time of writing (Dec.'O?) we are currently lying in bottom place of Division 3 of the AIB League.

The decimation of our playing strength was examined in 2005-06 and there was a conclusion that the second XV league that we were compelled to play in was unfairly structured in favour of the top three Ulster teams who had access to Ulster professional and academy players. This created an uneven playing field and the team suffered a number of demoralising defeats, which began to have a negative impact on playing numbers. Players began drifting away from the game and to other clubs and sports.

The club obtained permission from the Ulster Branch to withdraw from the Seconds league and the team competed in junior 3, which they won in 2006-07. They are now playing in Junior 2 and playing numbers have swollen as a result of playing at a level where they can compete with other teams. Our thirds team is now also buoyant and there has been, somewhat premature, talk of putting out a forth side next season. However it is feared that any attempt by the branch to force the Seconds team back into the Seconds League without first restructuring that league will simply ignore the problems as they exist and will lead to the same situation occurring.

Youth rugby

The club has a thriving Youth rugby structure and have Under 18, Under 16 and Under 14 teams competing successfully in the Premier Youth League. Excellent management and coaching have ensured this success but there is a realisation that maintaining this level of success requires a high level of organisation and commitment from the many volunteers who give freely of their time.

Mini Rugby


The Mini section now have record numbers attending their sessions on Saturday mornings and that is of course due to the dedication of the organisers and management of the coaching structure which has been set in place in recent years.

Ladies Rugby.

Ladies rugby took off in the club last season and the club now has a Senior Ladies side registered, training and playing at the club this year. There is an enthusiastic core of senior players but again we cannot afford to be complacent about the long-term survival of the game at this level without the organisation and structure to support it.

Facilities at Judges Road.

A plan for the development of the club's assets needs to be put in place. Accordingly in this document it will be proposed that the committee concerned be charged with a brief for the development of clubhouse facilities, grounds and playing facilities. Current plans are:

       A £15 refurbishment of the upstairs Bar and function area which will be completed at the
end of 2007

       The installation of a disabled Lift and car parking - end of Feb 08

       Plans to add one additional grass pitch and an upgrade of our existing all weather pitch.

Marketing

The Club needs to consider raising the profile of CDRFC rugby and rugby club. This should be attempted at a local, North West, Ulster and national level. All aspects of the media should be explored in order to achieve the highest possible profile for the Club.

It is suggested that the Club PRO should have the primary role of ensuring that all of the club's games receive maximum publicity. It is also suggested that the PRO has a role perhaps partially directed by the Club committee aimed at raising the profile of the Club throughout Irish rugby.

The PRO should be aware of the opportunities that exist to enhance the Club at every level of rugby and to enhance the viability of the Club in every way.

Commercial/Financial Programmes and Budgets.

The club needs to establish a sound and growing financial base at all levels of the Club. The sub­committee concerned with this area of Club development looked at Division 2 of the All-Ireland League and noted that clubs such as Barnhall, Clonakilty, Co. Carlow, Thomond and Suttonians are all moving forward and are also community-based clubs. They all have rugby running from youth level to adult level and on to Golden Oldies as we do, but they have all got a thriving social scene.


Leadership and Management.

Review of Committee Structure

A working sub committee was set up in 2005-06 to review the management structure that existed and to propose a new structure if necessary. The general committee was kept informed of developments and they adopted the report and proposed it be recommended to The Annual general Meeting in June 2006.

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The main thrust of the restructuring proposals was to ensure transparency of decision making within the General Committee and to activate a sub-committee system structure working alongside the General Committee of the Club. The proposals embodied the notion that the General Management of the Club was unwieldy and that it should in the main be directing the work of, and responding to the decisions made by the various sub-committees.

The proposals with regard to the role of the General Committee were clear in the idea that the General Committee was allowing itself to become involved in minor management issues that were the province of appropriate sub-committees.

Accordingly there was a clearly accepted view that the General Committee, through the Vice Presidents ensure the active working of the various sub-committees, and insist on an appropriate reporting mechanism to the General Committee being in place.

The structures proposed were adopted at the 2006 AGM and are outlined at the end of this document.


Summary

In many ways the club is in a kind of limbo at present with much soul searching about the changes and decline of the adult playing strength. The sport and the framework in which it previously existed has changed. The demographics of school leaver destinations, part time work and competing social and sporting interests have had an impact on long term player recruitment and retention and will continue to have an impact on the social side as well as the playing side of the club in years to come.

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The competition for players will continue to impact out our ability to put out a strong senior side and there is no simple answer to the problem.

Questions will continue to be asked about the merit and composition of the All Ireland and whether it makes sense for Second and Third division clubs to traipse the length and breadth of Ireland to play each other in a diet of sub standard rugby which has failed to retain the attention of all but a diminishing band of supporters and which sucks money out of the clubs and the communities that support them.

Income from the bar continues to decline and thus new means will have to be found to finance the ever-increasing running costs of the club if we are to survive in our current form.

On a positive note we must look at the development of our youth, Mini Ladies and tag rugby structures and take encouragement from that.

We must adapt and redefine the role of the club within the local community where we have been acknowledged for the very positive leadership we have shown in bringing our young people together, from differing backgrounds, to play and compete together.


Brief for the future Development of City of Deny Rugby Football Club.

In the consultation and preparation of this plan it was clear that the revitalisation of the game at local level should involve the following strategic initiatives:

       Consider how to attract personnel to support the development of rugby at CDRFC.

       Constantly seek to recruit of players of senior and junior status to augment the senior
playing strength of the Club.

       Endeavour to attract more coaches and referees to the Club.

       Consider how best to continue with, and expand our Youth Policy.

       Consider how to develop the game in schools, colleges and the local university, to the
benefit of the Club.

       Establish appropriate relationships with other sports clubs and sporting organisations

       Maintain and improve our facilities.

       Set up a sound financial and marketing base to finance and promote the club.

       Keep abreast of all of the new ideas generated by the Ulster Branch and the IRFU; be
involved in courses offered and seminars provided by the above.

       Provide clear management and leadership.


THE DEVELOPMENT PLAN - STRATEGIC DIRECTION

The traditions of this Club insist that the Club is revitalised and begins to move forward again. The way forward for the Club is through investment, not simply in financial terms but a real investment of time and effort by all of those people who wish to see rugby football prosper in the North West of our country. We need new people to help us. We need their skills and expertise, and we also need to look inwards at ourselves and ask what we can do to help our Club.

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Rugby in the North West is extremely important. We are part of an All-Ireland league, bringing people from all over Ireland and further, to our Club and to our City. With the great interest generated in our game by the national team, we have an opportunity to welcome others to our Club, who want to be part of this great interest in rugby football. We are making a contribution to the health and well being of adults, young people and children alike.

Our responsibility to our Club and to North West Rugby demands that we have a bold vision of the future. To do this we need to make some hard decisions in the short to medium future if we are to deliver that vision.

This document attempts to set a clear plan of action for the next five years and will be reviewed and added to as developments dictate.


VISION

Our vision is of City of Deny RFC excelling in local sport and in Irish Rugby

GOALS

City of Derry RFC will focus on 6 strategic goals to achieve our vision       

 

1.      Establish City of Derry as the premier club in the northwest

2.      Revitalise the game at local level

 

       Rugby Development - more players, coaches and referees

       More involvement to help sustain the game in the local schools, colleges and university

       Volunteer recruitment - more club volunteers

       Reinvigorate the traditions and ethos of club rugby in the Northwest

 

3.      Finance - Create a sound and growing financial base within the club

4.      Marketing - Increase the profile of rugby in the NW

5.      Facilities - Create first class facilities for the playing of sport
6 .Leadership and Management - Provide strong leadership

Strategies have been identified in each of these areas to achieve our vision and goals. The Committee of the Club has approved these strategies. We can adjust them as necessary but we need to take ownership of the plan and drive it forward. The General Management Committee are the only body within the Club who can create the impetus that will allow the goals expressed in this document to be achieved.

The General Management Committee will therefore take responsibility for the monitoring of progress in the various strategic areas. This task will be impossible if the various sub­committees under the Chairmanship of Vice-Chairmen are not functioning. Each of the sub­committees will have responsibility for appropriate areas of the Plan, its co-ordination and implementation. They in turn should report to, and be accountable to the General Management Committee.

The Plan we believe offers new and revitalised roles for the Vice-Chairpersons and their committees. Each of these committees, we believe should have the assistance of individuals from within or indeed from outside the Club who could bring to the sub-committee, expertise appropriate to the task in hand.

The real challenge in any club development exercise is to move forward effectively from the planning stage to implementation. Considerable work has gone into the development of a frame­work that we believe will produce results for CDRFC. The implementation of such a plan, is a challenge to all those who care for, and want to see CDRFC survive and prosper


Measuring these goals.

Key indicators to measure progress in achieving these goals are:

1. CDRFC as the premier rugby club in the NW

       Maintaining All Ireland Status

       Competing in the league and cup systems system.

       More registered players in the club

       More referees and coaches within the Club.

       Youth and Mini system flourishing and gaining numbers.

       Re-establishing a strong U 20 side

       Ladies Senior and U 18 Teams established

       Establishing CDRFC as the venue for Summer Tag rugby

2. Revitalise the game at local level

       Set up a North West Association of Rugby Clubs

       Links established and maintained with schools, colleges and university.

       Good relationships formed with other Clubs and sporting organisations.

3&4.    Finance and Marketing- Creating a strong financial base

       Total income increased from 148K - 198K

       An integrated approach to access Grants.

       Increased revenue from facility hire

       Eliminating Loan Account and reducing overdraft by 50%

       Market and promote to club through the media and website

       Market the Club to Corporate Sponsors

5.  Facilities - Creating first class facilities

       Maintain existing facilities to a high standard

       Adding one new grass pitch

       Upgrading our all weather pitch

       Installing disabled lift and associated car-parking

6.  Leadership and Management -

       Review and update the management structures

       Develop Club planning programme and budgets

       Produce a Financial Strategy and Business plan

       Monitor and review targets, performance and direction

       Identifying and implementing training needs.


Strategies to achieve the Vision and Goals

Strategic Area 1: Rugby Development Competing and winning

Strategies

When

Indicator

Draw up a plan to Regain Senior Status

June-Sept. 2008

Senior status retained

Plan in place to recruit and retain more adult players.

Ongoing

Field a fourth Senior Team by 2009-10

Establish a Under 20 Side

Ongoing

Team entered in League by 2009- 10

System in place to ensure under-age teams at U18, u16, u14 with adequate qualified coaches

In Place

3 teams entered in premier leagues with qualified coaches

Development of Ladies Rugby

Ongoing.

Senior and U 1 8 teams competing in leagues

Maintain Mini Rugby programme with coaching

In place

120 players and 20 coaches taking part in programme

Establish Club as venue for IRFU Tag rugby programme

2008

15 Teams entered for 2009

Implement Ulster Branch programme to attract more coaches and referees

Ongoing

More registered referees and coaches

Compete in league and Cup competitions

Ongoing

An adult and a youth team to win or finish runner up in 3 of the next 5 seasons

IRFU Player Registration Programme fully implemented.

Ongoing

All players from adult to mini registered


Strategic Area 2: Revitalise the Game in the Northwest Establishing links

Strategies

When

Indicator

Organise and arrange the setting up of an Association of North West Rugby Clubs

By March 2008

Association established and recognised

Establish a working group to review and develop our links with schools/ colleges and university

2008

Report due by July 2008.

Prospect links with other local sports clubs

Ongoing

Clubs using facilities and being invited to club hospitality events.


Strategic Area 3 & 4: Finance - Marketing and Fundraising

Creating a strong financial base and establishing a positive public profile

Strategies

When

Indicator

Ongoing programme to increase total revenue from all sources including bar, facilities hire and sponsorship

Ongoing

Programme updated annually. Overall income increased £148Kto£188kby 2009

Draw up programme to increase use of Bar

Ongoing

Bar sales increasing 6% p.a.

Appoint an agent to prospect potential grant and opportunities

March 2008

Access grant funding for at least one programme per year.

Manage our accounts to reduce indebtedness from increased income

Ongoing

Eliminate loan account. Reduce overdraft

Set up and market a major Corporate Fundraising Dinner

2008

£10,000 target achieved

Increase financial partnership with sponsors

Ongoing

Evidence of increased financial sponsorship

Develop a new PRO and communication strategy to market and promote the game and club through the media and website

2008

Plan in place. Increased media coverage. More spectators, Increased use of web site

Set up and launch new club website. Appoint website manager

Jan 2008

Website launched and maintained


Strategic Area 5: Facilities Creating first class facilities

Strategies

When

Indicator

Prepare audit of club house facilities and draw up maintenance schedule

2008

Audit and maintenance programme in place

Draw up maintenance schedule for pitches

Ongoing

Pitches maintained to high standard

Draw up programme and funding for provision of additional grass pitch

March 2008

Additional pitches available by 2010

Draw up programme and funding for upgrading our existing all weather pitch

2009

Upgraded pitch available by 201 1

Fund and install a new disabled lift and associated car-parking

Dec. 2007

Lift installed by March 2008

Prepare plan for refurbishment of bar and Social area

Dec.2007

Work completed on time and to budget


Strategic Area 6: Leadership and Management

 

Strategies

When

Indicator

Review and update governance and management structures as required

Ongoing

Review completed and implemented

Ensure Operational structures are aligned to implement the plan

2008

Structures aligned and operational.

Monitoring of targets/budgets set for each committee

Ongoing

Targets being achieved and on time

Appropriate training being provided for committee members where required.

February 2008

Training needs identified.

Maximise the use of IT management and information systems. Dev. of club website.

Ongoing.

IT system available in Club.

New volunteers being allocated to committees and subcommittees where required

Ongoing

Vol/Co.Ord. Working with committees to help with this process.

Develop club planning programmes and budgets

Ongoing

Operation plans and budgets approved and implemented for each season


Management and implementation of the Plan.

CDRFC are committed to implementing this strategic plan.

The plan will be implemented through our governance model as shown below.

1.    Overall governance and accountability of the club will lie with the Members, through the
Trustees and the mechanism of the Annual General Meeting.                                  

 

2.    The management and Strategic development of the Club will be in the hands of a

'General Management Committee' whose functions will include:

       Developing, reviewing and implementing the Club Development Plan

       Producing a Business Plan and setting budgets.

       Approving the monthly reports of the Development Committees.

       Monitoring and reviewing targets, performances and direction.

       Representing the Club at Ulster Branch and AIL committee level.

       Advertising for, interviewing, appointing and the appraisal of all
paid employees of the Club.

       Implementing the complaints and disciplinary procedures of the Club.

       Monitoring the Equality and Child Protection measures operational within the Club.

The General Management Committee shall consist of the Club President, Senior Vice-President, Junior Vice President, Chairman, Hon. Secretary, Hon. Treasurer, the three Vice Chairpersons (whose duties are outlined below), Ulster Branch representatives, Volunteer Co-Coordinator, Past Presidents. Other members as nominated and co-opted by the General Management Committee.

This committee will meet monthly or as determined by the Chairperson or the General Management Committee.

The Chairperson will chair the General Management Committee and will:

       Take responsibility to ensure the Club Development Plan is implemented

       Ensure that the Vice Chairmen/Convenors of Development committees meet and
carry out their functions.

       Will ensure that a full meeting of the General Management Committee approves all
recommendations of sub committees, including budgets.


3.   The operational functions of the Club will be in the hands of Three 'Development Committees', each managed and convened by a Vice Chairperson.

These three functions are:

       Rugby Development

       Administration, Grounds and Property                                                    

 

     Finance - Marketing and Fundraising

The following section relates to the specific functions of the three development areas and the job descriptions of individual post holders. It should be maintained as a working document giving guidelines as to how the Club will run and manage its business. The document should be subject to constant review and updating.


Rugby Development Committee

The Vice Chairperson in charge of Rugby Development will convene a committee with responsibility for the management and development of all rugby in the Club. This will include from the senior playing squad to Mini Rugby.

The role will include the oversight of recruitment and retention of players, fixtures and team selection. Responsibility will include the recruitment, appointment and development of volunteer coaches, referees and team managers at each level.

It will also include the oversight and administration of incentives when appropriate to players and coaches. This will include kit, equipment, travel costs and medical attention. The Vice Chairperson in charge of Rugby Development will also oversee the development of the Club's links with schools, colleges and youth training organisations.

Membership of Rugby Development Committee.

This will consist of the Vice Chairman Rugby Development, Hon Fixture Secretary, Selection Convenor, Captains, Manager/Coaches of each playing team, Player representative, Recruitment Officer, Referee liaison, Youth, Mini and Schools representatives. The Ulster Branch and AIL representatives may be required to make contributions to this committee as and when required.

The Vice Chairman will be responsible for working with the various post holders to develop and update their job descriptions, developing other posts as is deemed necessary.

He will work with the Volunteer Co-ordinator, as necessary, to nominate members to fill the various posts within his committee.

Specifically he will appoint a Youth Convenor and sub-committee with a specific brief of overseeing all aspects of Youth and Mini Rugby.

The Youth Convenor will have responsibility to ensure that an appropriate Child Protection Policy is in place and seen to be operational in all of if s aspects.

The Vice Chairman will be responsible for reviewing the role and function of the Development Committee as outlined above and making recommendations to the General management Committee.


Administration, Property and Grounds Development Committee

The Vice Chairman, Administration, property and Grounds will convene a committee with responsibility for creating and implementing a Strategic Plan designed to maximise the development of the assets of the Club. This will include the management of, maintenance, security and development of all club facilities.

Specifically he will have overall responsibility for the maintenance and development of <Jhe Club Bar and the Kitchen areas, and for the maintenance and improvement of the grounds and playing surfaces.

The Vice Chairperson will be responsible for the day-to-day line management and appraisal of club staff members and ensuring that these staff members have appropriate job descriptions and terms of employment.

Membership of the Administration, Property and Grounds Committee.

This will consist of The Vice Chairman, House Manager, Grounds Manager, Bar Manager/committee, Teas Convenor, Match Day Manager and the Junior Vice President of the Club.

The Vice Chairman will be responsible for working with the various post holders to develop and update their job descriptions, developing other posts as is deemed necessary.

He will work with the Volunteer Co-ordinator, as necessary, to nominate members to fill the various posts within his committee.

The Vice Chairman will be responsible for reviewing the role and function of the Development Committee as outlined above and making recommendations to the General management Committee.


Finance - Marketing and Fundraising Development Committee

The Vice Chairman and sub committee will be responsible for the management and development of a business plan to market, promote and fundraise for the Club.

     The committee will prospect and develop sponsorship opportunities, investigate and
secure match programme and site advertising and develop other fundraising
opportunities.                                                                                                         .,.

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       The committee will investigate the possibility of attracting grant aid to the Club and
potential sources of funding other than sponsorship.

       Further responsibilities will include, promoting private functions and activities for
members. Organising arrangements for tournaments and tours, corporate events, Public
relations and Media management and Community relations.

       The committee will also produce the Club Match programmes, keep members informed of
'club news', using newsletters, notice boards and the development and management of
the club website.

Membership of the Finance - Marketing and Fundraising Committee.

This will consist of the Vice Chairman Sponsorship Convenor, Match Programme, Site advertising convenor, Subscription Secretary, Functions Convenor, Corporate lunch Convenor, Publicity, news, Media and Website manager.

The Vice Chairman will be responsible for working with the various post holders to develop and update their job descriptions, developing other posts as is deemed necessary.

He will work with the Volunteer Co-ordinator, as necessary, to nominate members to fill the various posts within his committee.

The Vice Chairman will be responsible for reviewing the role and function of the Development Committee as outlined above and making recommendations to the General management Committee.


Volunteer Recruitment

The post of Volunteer Coordinator was designated in June 2006.

The Volunteer Coordinator will work with the various committees to assess needs and vacancies where they arise and to actively trawl for volunteers for the various posts.

He will draw up and maintain a job description for each post within the club as follows: •<•

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       General management Committee Members

       Sub-Committee Members

       Coaches

       Referees

       Managers


Job Descriptions.

President

       Presides at General meetings and chairs the AGM

       Attend meetings in a neutral and uncommitted capacity

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       Acts as ambassador for the club, attending functions and dinners

       Assists with recruitment

       Conduct interviews with the press

       Draw up and send out match Day Duty Rota to all personnel.
Vice President(s)

       Assist President with meetings and decisions

       Takes Presidents place if he/she is unable to attend meetings or functions
Chairperson.

The Chairperson will be responsible for;

       Overseeing and managing the good running of all aspects of City of Derry Rugby Football
Club.

       Chairing meetings if the General Committee and ensuring that the various committees and
sub committees within the Club fulfil their allocated functions.

       Ensuring that the various committees operate within the guidelines laid down by the Club.
Furthermore that they act within the policies of the IRFU and The Ulster Branch.

       Acting as a spokesperson for City of Derry Rugby Football Club.

       Ensure that meetings run strictly to agenda and that all matters are dealt with fairly,
thoroughly and according to set procedures.

       Consult with and seek approval of the General Management Committee in all decisions
relating to the running and management of the Club.

       Working in close liaison with the Club Secretary in order to set agendas for the General
Management Committee Meetings.

       The Chairperson may convene a sub committee for the purposes of establishing and
setting budgets for each area of responsibility. (This in turn will be approved by the
General Management Committee) This committee may further deal with the monies
acquired from the collection of subscriptions and monies related to the sale of
International match tickets.


Membership of this Committee may consist of:

       The Chairman.

       Hon. Treasurer

       Vice Chairpersons.                                                                                               

       Subscriptions Secretary

       International Tickets Sec. and

Any other representatives that the Chairman may deem appropriate.

Honorary Treasurer.

The Hon. Treasurer will be responsible for:

       The overall management of the income and expenditure of the Club.

       Keeping a record of all such transactions.

       Presenting an up to date Financial Statement to each meeting of the General Committee
or when requested by the Chairman or another acting on behalf of the Chairman

       Preparing an Annual Financial Statement and Balance Sheet and present the same to the
Annual General Meeting of the Club.

       Monitoring budgets, bar accounts, Wages and salaries, Income Tax, VAT and other such
returns as are required by law.

       Ensuring that all insurances are up to date.

       Liaising with the Club's bankers and Club's accountants.

Honorary Secretary

 

Š       Assist in the production of Newsletters/publicity materials and maintenance of website



Volunteer Coordinator

 

       The function of the volunteer coordinator will be in liaison with all members of the General
Committee and sub committees, to identify and recommend personnel for various posts
on committees.

       Set up and develop a volunteer recognition scheme

Public Relations Officer

       Will ensure that the club is represented to the local community to enhance its overall
profile

       Ensure news of matches, results and other club events are published and advertised
through the media

 

       Assist in providing material for the website
Hon. Membership secretary

       Hold and updates data and details of all members

       Liaise with the Treasurer in the collection of subscriptions
Hon. Fixture secretary

       Provide a point of contact between league and teams

       Attend Fixture meetings on behalf of the club

     Contact all team members and Ulster Branch regarding changes postponements and
cancellation of matches

Website Co-ordinator

       Develop website links with others and organise a content management team to ensure all
information on the website is accurate up to date

       Maintain integrity of the site

 

       Ensure that the website promotes and advertises events and matches in the club
International Ticket Secretary

       Oversee the management and allocation of the clubs International Match Tickets

       Liaise with the Treasurer in the collection of ticket money


Sponsorship Convenor

     Will set up a marketing strategy to raise sponsorship and sell Corporate packages to
prospective sponsors

Social & Corporate Functions Convenor

     Will coordinate the running of all social functions and Corporate Lunches
Match Day Duty Coordinator

    Will liaise with the Match day Manager to ensure that all the rota personnel are available
on the day and are aware of the duties they are expected to do

Teas Convenor

       Will oversee the provision of teas for visitings teams

       Draw up duty rota and advise personnel

       Coordinate the menu and supply of food

Bar Convenor

       Will oversee the

       Dra

       Coordin