As part of a two week deep dive into the GAA Annual report we are looking at different aspects that go into and beyond the numbers.
Today we turn the focus onto volunteering, the backbone on which the GAA is built and without which it would be impossible to sustain.
Director General Tom Ryan’s report is naturally very positive about the importance of volunteering.
“The GAA is an organisation founded upon and centred around people. We have always been about people coming together to achieve a common purpose and a higher goal. The notion is that the value of the whole is greater than the sum of the parts, so, we need to have regard for the people who make up those off field teams.”
He recognises the value of volunteers.
“Our volunteers provide a social benefit far beyond their input to the GAA. Our SROI study quantified the value of GAA volunteering to Irish society as €1bn per annum. That is a remarkable testament to our organisation and our people.”
“It’s not appreciated enough.”
But he strikes a note of caution that what was always a given is coming under pressure in our modern world.
“I worry that volunteering is wavering in modern Ireland. Everybody is pressed for time, and everybody is racing
somewhere. The idea of devoting a precious hour or two for the benefit of somebody else often doesn’t even occur to
us.”
“The consequence is evident in counties and in clubs when it comes to appointing officers with some positions
becoming hard to fill. We see it informally in clubs when it comes to simply getting things done. The same small cohort of people are relied upon to do more than their share.”
“Increasingly, club volunteers get involved while their children are active in the club, but step aside afterwards.”
“That’s completely understandable but it is a real pity to lose somebody in whom we have invested time and effort, and vice versa. And it is always easier to retain somebody than to recruit anew.”
“This poses issues for the GAA on numerous levels. Our very identity is voluntary, that is where our leadership emanates from, and the volume and scale of our mission means we simply cannot operate without volunteers. Our present, let alone our future, depends upon attracting and retaining volunteers.”
He then turns his attention to what needs to be done in order to address these challenges.
“Volunteering should be rewarding. And sometimes that’s not true in our case, or at least perceived as so. We need
to consider why people might want to get involved, and do our best to deliver for them.”
“That might be personal development, it might be social contact, it might be recognition, it might be success or status. All are valid and should be supported.”
“This year, we made a concerted effort to assess whether our volunteers are supported to the highest possible standard.”
“At the heart of this effort was a comprehensive consultation process at the beginning of
the year. This process involved a survey, seven regional focus groups, and an extensive review of existing
literature.”
“Guided by the Planning and Training Committee, alongside other Central Council committees and departments, we have now produced the first draft of a volunteer development strategy, focussed on Officers initially.”
“The strategy has a clear vision: to make sure every volunteer feels valued, supported, and capable of contributing meaningfully to the Association. It focuses on three key objectives:”
1. Modernising our administrative structures and processes
2. Maintaining a clear and accurate understanding of the volunteer experience
3. Sustaining a highly engaged, inspired, and well-equipped volunteer network
“These objectives encompass a series of actions which, individually, hold significant potential to sustain
volunteering and enhance the volunteer experience. However, taken together, they will transform how we recruit, support, and recognise those who give so much of their time and energy. Whether through modernising roles and administrative structures, more streamlined communications, better handover and onboarding processes for Officers, nationwide recognition initiatives, or improved volunteer management training and resources, the Association will continue to explore ways to prioritise support for those who selflessly give back to their Clubs, Counties and communities through volunteering.”
Join us again tomorrow when we will be looking at the the impact of changing demographics.
SPORT FOR BUSINESS PERSPECTIVE
Taking volunteers for granted will never end well and that is why this concerted approach to the area is to be welcomed. It is borne of listening to what the problems are and trying to remove the administrative barriers that many find just too cumbersome to be worth the effort.
WHAT’S UP NEXT?
Tomorrow we will look at what was said about the changing demographics of Ireland and their impact on the GAA.
MEMBERSHIP AND EVENTS
The GAA, LGFA and Camogie Association are among the 300+ organisations that are members of the Sport for Business community.
The Sport for Business Membership comprises nearly 300 organisations, including all the leading sports and sponsors, as well as commercial and state agencies.
