Strategic plan overview 2005-2009

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Mission Statement

The aim of the Irish Judo association is to promote the participation in Judo, in a safe and constructive environment, enabling each participant to achieve their full potential in their selected area of activity within the organisation.

Guiding Principles

We provide a sports environment that cares for all regardless of skills, potential or aspirations.
All aspects of our dealings with children will be characterised by the Sports Council's Code of Ethics and Good Practice for Children.
We promote fair play among all.
We practice gender equity amoug all members and players.
We promote and encourage a drug free environment.
Judo in Ireland will be a sport which is open to all new participants, irrespective of age, ethnicity, ability and socio-economic circumstances.

Strategic Goals

National and Regional Training Centre Goal

Set up, equip and maintain a National and 4 Regional centres that are recognised as homes for the respective members and clubs.

Membership Development through Schools Goal

Increase membership to 5,000 through the development and implementation of a comprehensive schools programme in all major centres of population.

Player Enhancement Goal

Achieve a high and consistent level of success at Local, National, European, World and Olympic Level by enabling all members and players to realise their full potential.

Professional Skills and Competency Goal

Increase the number of clubs throughout the country to 150 by significant improvement in professionalism, skills and competency in the areas of coahcing and refereeing

Organisation Development Goal

Develop an efficient, effective an well funded organisation.

Marketing Goal

Enhance the image and profile of Judo as a preferred sport.

Goal Objective

Identify suitable building/facility for National Training Centre
Purchase and locate judo mats at NTC
Schedule all appropriate national events at NTC
Implement Plan for Regional Training Centres
Identify target clubs and their support needs.
Develop working model for programme.
Select potential / suitably qualified instructors.
Provide training as necessary.
Identify target locations for pilot programmes.
Develop administration process.
Provide necessary infrastructure / logistics.
Establish schools Judo Body.
Develop all squads to compete successfully at C and B level Tournaments.
Develop all squads to compete successfully at European B Level Tournaments.
Develop all squads to compete successfully at European A, Grand Prix Tournaments.
Develop all squads to compete successfully at European A, Grand Prix, European Championships, World Championships, Olympic Games and Youth Olympics.
Implement programme to meet development needs of all players and members at local level.
Have 150 NCTC qualified coaches in place nationally.
Have 65 qualified referees in place nationally.
Increase total revenues to €400k.
Develop an efficient and effective administration system.
Develop overall marketing strategy.
Set aside 5% of annual income for investment in marketing.
Enhance relationships with clubs, schools, collages and universities.
Develop more professional approach to advertising.

Our Vision

A National Training Centre (National Dojo) and 4 Regional Training Centres - each fully operational and equipped with its own mats providin a national home for all members and clubs.
Established major development process to enhance club membership and growth across the country by having an acknowledged successful schools operating programme operating in all major centres of population.
Achieved a high and consistent level of success locally, nationally and internationally through its members and players enhancement programme, enabling all to realise their full potential at their optimum level.
Significantly increased number of clubs througout the country, through the development and implementation of a new syllabus in conjunction with NCDP and recruitment and selection of suitale candidates, generating major improvement in professionalism and skills in critical areas of core competency and infrastructure.
Become more effective and efficient through the optimisation of available resources within and without the organisation.
Be recognised as a leading, progressive and prefferred sporting organisation for target members.