The Plan is for the period 2015 - 2020 and is based on the views that were put to a 'Strategic Review Group'. The SRG was asked by the Board in 2013 to assess where the Association stood and how it needed to adjust to better serve the sport of Sailing. The Board accepted its Report and tasked a group to prepare a new Strategic Plan for the ISA based on its contents.
This blueprint (downoad the draft plan below as a 2mb pdf file) looks like a positive step forward not least because it makes an attempt to implement measurable targets for the good of grass–roots sailors. That rule was something lacking on a now scrapped 2020 vision document sub–titled 'grow the sport, grow the membership, grow the organisation'. This discredited plan turned out to be boom time folly and like so many other projects around the country at that time, poorly thought out and only half–built.
On foot of it, in 2013 a band of dissenting sailors held the ISA to account for its lack of performance. Back then, association efforts were more focussed on getting the ISA genie back in the bottle than the sport back on track. In a push for change at the National Yacht Club (NYC) in April 2013, the embattled body heard over 300 suggestions for change.
Not least was the fact sailing had lost a quarter of its members in recession and key yacht clubs are still in choppy financial waters. A massive fall off of junior sailors also presented an inconvenient truth that problems lay not with the children but with the paucity of guidance for newcomers.
'The ISA has lost its way over the last few years," Bannon wrote in March 2013, giving his view of a bureaucracy 'detached from the reality of what is going on in the front line'.
Around the same time, County Wicklow dinghy sailor Lee said he wanted 'the ISA focus off elite sailing and the emphasis instead to be on enjoying sailing for fun as per the association's own articles of association'.
Two years on, an independent group of sailors has charted a new course but does this revised game plan satisfy these demands? Will it be a boost for clubs and classes, particularly smaller ones, or is the only comfort for them the fact that the process took place?
The underlying principle of the Plan is moving from a 'governance approach' to one of the principal stakeholders in the Sport working together with goal of encouraging and developing participation. The Association, Clubs, Training Centres, Classes and associated groups working in union to achieve those objectives underlies all of the strategies. There will be a renewed emphasis on utilising the input of volunteers to harness the skills and knowledge of active sailors so that the ISA can evolve and develop and respond to issues that arise.
The approach is in a logically presented format but there is very little that suggests the ISA will support ageing, less popular class associations, preferring rather to put faith in the bricks and mortar of clubs and training centres to strengthen access and participation avenues for current and potential sailors.
While many of the strategies are laudable, there will be difficulties in operating them, particularly where they are dependent on the vigour, enthusiasm and skills of volunteers at club level.
Indeed, there may be some instances where ISA aspirations are in direct conflict with local trends and activities. For example, what will the Optimist and Laser classes say to the strategy of 'encouraging participation of younger sailors in two person boats' or the dinghy classes about the strategy of encouraging crewing in keelboats.
The scenario will create debate about the professional structure required to deliver on its aspirations particularly in the training area. Suitably qualified personnel are necessary to negotiate the tricky waters disturbed by the demands of the multiple agencies with a stake in the sport and its delivery – HSA, Department of Transport, Department of Education.
At the same time it would appear that the working plan appears to validate the ISA's High Performance department as many of the strategies suggested are actually currently operational.
There are a number of curious omissions:
·No mention of Paralympic sailing in the High Performance section
·No mention of Youth Worlds, a fertile ground for ISA recently
·No mention of financing the association, strangely in light of the discussion around its joint membership scheme.
Where does the balance lies when gauging the benefit of an organisation producing a strategic plan – is it the outcome or the process that is the more valuable exercise? Or worse still, is it the creation of a stick to be beaten with further down the road if targets are not achieved.
The ISA has been fortunate in being able to rely on some excellent volunteer directors for the overhaul process. The combination of effectiveness and commitment of the new board has brought the association a long way in a short time but how sustainable is this voluntary effort over time?
One doer maybe better than forty talkers but effective volunteers are hard to find. Finding an ISA President a year ago was not without difficulty in itself. In the absence of such voluntary effort, and with the benefit of experience, can the professional staff see this new plan through or is more help needed?
As a draft, this document will no doubt undergo some change in the process that now follows. And while there have been some changes at the ISA's Park Road HQ, the evolution of the ISA from the Ursula Maguire administered one-person organisation of 20 years ago continues with a relatively minor correction of the set and drift that had crept in in recent years. Are more changes still to come? Will there be a replacement for the recently departed training director? Perhaps too someone is also needed to support the club racing side – maybe in conjunction with the Irish Cruiser Racing Association (ICRA)?
The appointment of Regional Development Officers to assist Clubs and Training Centres has been seen as one of the ISA success stories in recent years and it is proposed to increase their availability to Clubs and Training Centres. The Board has already decided to add a further RDO to the two existing appointments to ensure the local availability of expertise and advice and facilitate greater co-operation and coordination between local Clubs and with Training Centres.
The primary role of the Clubs in growing the sport locally, attracting newcomers and maintaining the interest of both existing and new members is acknowledged. Better linkages between Clubs and Training Centres for their mutual benefit are proposed. This is in the knowledge that most newcomers interested in taking up Sailing feel more comfortable in approaching a Training Centre than a Club but the long term involvement of sailors in the sport is best ensured by them joining Clubs, participating in Club activities and enjoying the benefits - both practical and social - that membership provides.
The over elaborate structure of ISA training courses and the difficulties of qualifying, retaining and upskilling instructors was a widespread complaint when the Review Group conducted their research. Strategies to resolve those problems are proposed.
An often expressed view about the Club Training schemes for Junior sailors is the amount of effort committed to running courses by Clubs and the relatively poor transfer rate from the courses to Club involvement and activity afloat. It is planned to refocus the training courses away from a 'certificate chase' to an emphasis on developing the skills learned. An online sailing passport scheme to supplement the paper based certificate system is proposed. It will be trialled in the coming season and will allow the recording of both course attendance and other time afloat, whether racing or leisure sailing.
A strategy of encouraging the training of young sailors in two person boats, as opposed to single handed craft, is proposed, with a view to improving both their technical and social skills. A renewed emphasis on sailing being a sport for life and avoidance of the risk of sailor burnout by compressing skills acquisition into young sailors' early teens, are envisaged.
The redressing of the perceived imbalance between the support structures for those competing in the non-Olympic area and those involved with the High Performance area - essentially the Olympic arena - is proposed. This will not affect the support for the High Performance sector, which is funded through the good offices of the Irish Sports Council, but will instead propose that the support available to other areas of competition will be enhanced. Better access for Clubs and Classes to coaching at local level is one of the principal strategies envisaged and it is hoped that Clubs and Classes will be able to access both coaches with a High Performance background and those with experience of specific Classes.
It is proposed that the ISA should re-commence the co-ordination of a racing event calendar to facilitate the avoidance of clashes between events and re-establish the balance between local, regional and national events.
Now the process of re-evaluation has begun, the ISA is urging all sailors to play a role to win back participation in sailing. A green light from clubs and classes is key to this plan's success.
The following regional meetings are taking place:
Wed 21 Jan 15 7pm-9pm Dublin, Royal St George Yacht Club
Tue 17 Feb 15 7pm-9pm Cork, Rochestown Park Hotel
Tue 24 Feb 15 7pm-9pm Galway, Galway Bay Sailing Club