Unleashing 'The Blue Wave' A Strategy for Dublin GAA - Croke Park

More documents

Recommendations

Info

A STRATEGY FOR DUBLIN GAA 2011-2017 3.9 » Financial pressure and constraints It is clear to the Strategic Committee that the financial resources that are currently available to the Dublin County Committee are inadequate to enable Dublin GAA to give effect to the initiatives identified as appropriate in this strategic review. The County Committee has traditionally operated a balanced budget with all revenues (which have been running at €5.2 million per year) being fully re-invested in current organisational and development initiatives. The scale and nature of the challenge today can be gauged from the following observations: ■ ■ The total cost of the Dublin/SRC games development programme has been running at c €3m per year which has traditionally been part funded by the Irish Sports Council (€900k), Dublin Clubs (€860k), Central Council (€600k) and Leinster Council (€260k), with the balance being provided by the Dublin County Committee. Dublin County Committee has a high dependency on the continued year-on-year financial support of the aforementioned agencies and GAA bodies to continue the SRC programme. ■ Dublin has no material surplus assets which could be monetised for re-investment although consideration could be given to the possible sale of O’Toole Park – although the realisation potential of O’Toole Park is limited given the current state of the property market. ■ With the exception of a trial venture with Croke Park for the 2011 Dublin Spring Series. Dublin, like all counties, has not traditionally benefited in any meaningful respect in gate receipts ffrom senior inter-county games despite attracting large attendances. This clearly fails to align responsibility for promoting the games with the resultant increased income streams. ■ Aside from gate receipts, the potential return to Dublin GAA from investing in the Dublin brand is limited as many of the valuable rights including TV, Media and Sponsorship revenues derived from increased brand recognition structurally accrue to other units within the GAA. The subsequent re-distribution of such revenues as between provinces and counties generally doesn’t take account of the scale and strategic significance of Dublin which in turn mitigates against Dublin’s ability to promote the GAA in the capital. ■ ■ Dublin County Committee faces material downside risks from reduced gate receipts, affiliation fees, advertising revenues and fundraising capacity due to the economic downturn. Dublin’s main source of revenue is from its principle commercial sponsor, Vodafone. Secondary and tertiary sponsorship and partnering arrangements have traditionally be informal and of moderate scale – it is considered that there is capacity to increase revenues from commercial sponsorship but this would require an increased investment on the part of the Dublin County Committee in brand development and in the employment of a professional commercial development team. The structural imbalance inherent in the traditional approach to sharing revenues within the GAA has been highlighted by Dublin’s experience in 2011. The success of Dublin’s inter-county teams in both football and hurling in 2011 has resulted in a significantly increased organisational cost directly linked to participation in increased matches including finals and related team expenses. This increased cost is expected to be considerably more than the related success-based revenues, so that rather than success being financially beneficial to the County Board, it is expected to entail an incremental cost. 27
UNLEASHING “THE BLUE WAVE” The Strategic Committee believes that funding for Dublin’s strategic development will require the adoption of a more professional approach on the part of the Dublin County Committee and a greater acceptance at the Central Council level that increased resources are required in Dublin. Specifically, funding for the strategic plan initiatives should be derived from two principle sources: ■ ■ New and increased revenue sources generated by the Dublin County Board from increased commercial and fundraising initiatives during the plan period, and The adoption of a collaborative approach with Central Council to funding the strategic initiatives, which acknowledges the scale and strategic importance of Dublin to the GAA as a whole. It also recognises the interdependent relationship between the health of the GAA in Dublin and that of the Association as a whole and aligns Dublin’s participation in broader GAA revenues with the valuation proposition derived by the GAA from Dublin. The continued growth in the birth rates in Dublin and in the other counties in Leinster relative to the other parts of the country now requires the Association to review its future resource allocation policies. This review is necessary in order to ensure that the GAA retains its pre-eminent position in Irish sport and Irish life in general. The case for increasing the allocation of funds from central resources to Dublin can be gauged from the following analysis: “ Dublin is central to the Leinster Council Fortunes ” ■ Dublin births account for 48.75% of all births in Leinster – as such Dublin GAA and its club network is de facto responsible for introducing almost half the population of Leinster to Gaelic games ■ ■ ■ In 2009, Dublin’s 1,223 juvenile teams and 281 adult teams comprised 24.14% and 18.43% of all such teams in Leinster. Attendances at Dublin’s 3 Leinster Senior Football (LSF) Championship games in 2009 averaged 66,561, generating average gate receipts of €1.227million. Average attendances at LSF games not involving Dublin in 2009 were 8,144 (aggregate of 32,574) with average gate receipts of €107k. Hence the average premium for Dublin participation was 58,417 persons and €1.12 million. The importance of Dublin GAA as a revenue resource for Leinster Council was emphasised in 2010 when Dublin did not reach the Leinster Senior Football final. ■ The gate receipts for 2010 were €4.9m down from €5.7m in 2009 while the gate receipts for the final itself fell by over €0.5m. “ Dublin is central to ensuring that the GAA maintains its pre-eminent status ” ■ Dublin’s population at 1.27 million people comprises 20% of the 32 county population and over 28% on a 26 county basis. ■ ■ ■ Dublin children represent 25.96% of all children aged 0 to 4 in the 26 counties, 24.8% of children aged 5 to 9 and 27.5% of all births in the 26 counties (2006 Census). Preliminary outputs from the 2011 census indicate that the number of births to Dublin mothers is now almost 30%. Hence, Dublin GAA is de facto responsible for introducing Gaelic games to almost 30% of the population of the 26 counties. Dublin’s 223 club affiliations comprises c 10% of all club affiliation in the country. 28
Page 1 and 2: UNLEASHING “THE blue wave ” A S
Page 4 and 5: UNLEASHING “THE blue wave” A St
Page 6 and 7: A STRATEGY FOR DUBLIN GAA 2011-2017
Page 8 and 9: president cumann lúthchleas Gael T
Page 10 and 11: ARD StiÚrthÓir cumann lúthchleas
Page 12: The enormous contribution of our vo
Page 15 and 16: UNLEASHING “THE BLUE WAVE” The
Page 17 and 18: UNLEASHING “THE BLUE WAVE” more
Page 20 and 21: UNLEASHING “THE blue wave” A St
Page 30: A STRATEGY FOR DUBLIN GAA 2011-2017
Page 33 and 34: UNLEASHING “THE BLUE WAVE” ■
Page 35 and 36: UNLEASHING “THE BLUE WAVE” 4.4
Page 37 and 38: 36 DUBLIN GAA LOCAL AREA DEVELOPMEN
Page 39 and 40: UNLEASHING “THE BLUE WAVE” them
Page 41 and 42: UNLEASHING “THE BLUE WAVE” THEM
Page 53 and 54: UNLEASHING “THE BLUE WAVE” The
Page 75 and 76: UNLEASHING THE blue wave A Strategy
Page 77 and 78: appendices 1. developing a strategy
Page 79 and 80:
UNLEASHING “THE BLUE WAVE” Grou
Page 81 and 82:
UNLEASHING THE “BLUE WAVE” TABL
Page 83 and 84:
UNLEASHING THE “BLUE WAVE” Area
Page 85:
UNLEASHING “THE BLUE WAVE” ackn
show all

Unleashing 'The Blue Wave' A Strategy for Dublin GAA - Croke Park

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?