Federation of Irish Sport

Pre-Budget Call for 10% Sustained Support for Core Funding in Sport

Clare Louise O Donoghue — Thu, 03 Sep 2026 16:15:48 +0000

FIS Pre-Budget meetings continued today with an engagement with Minister Neale Richmond, Minister of State for International Development and Diaspora at the Department of Foreign Affairs and Trade. With International Sports Diplomacy and the hosting of Major International Sporting Events high on the Department’s agenda, our delegation reinforced the need to increase core funding for our National Governing Bodies in sport. This is fundamental to ensure a sustained delivery of grass roots programmes and the growth of high performance sports.

Sport in Ireland delivers significant public, economic, and social value. We are advocating for three key Asks for Budget 2027:

A 10% Annual Uplift in Funding for NGBs and LSPs.
Introduction of a €5,000 Exemption PAYE Threshold for Certain Payments in Amateur Sport.
Request for Government Commitment to Research and Publish a Report on an Additional 1% Betting Levy for Sport.

The 10% annual increase in core funding to support professional capacity, will tackle inactivity and address systemic inequalities. This investment will enable our members to grow participation, widen access, and strengthen high-performance pathways as we look towards a new Strategic Sports Plan for Ireland.

FIS Chair Enda Lynch CEO of Badminton Ireland met with Minister Richmond with FIS CEO Mary O’Connor and Tax Partner at Ogier John Perry at Iveagh House to discuss our key asks for the sector in Budget 2027.

The post Pre-Budget Call for 10% Sustained Support for Core Funding in Sport first appeared on Federation of Irish Sport.

VACANCY: HR & Operations Coordinator

Clare Louise O Donoghue — Thu, 03 Sep 2026 15:18:56 +0000

Role
Tennis Ireland is seeking an experienced and highly organised HR & Operations
Coordinator to join the Operations team. This is a diverse and rewarding role responsible for
leading day-to-day HR operations while also providing support across organisational
operations. The successful candidate will act as a key support to the Operations Manager and
will play an important role in ensuring the smooth and effective running of Tennis Ireland’s
people, governance and business operations activities. The successful candidate will report
to the Tennis Ireland Operations Manager.

Key Duties and Responsibilities
HR & Operations Coordinator Responsibilities:
• People Strategy & Culture: Support the implementation and development of the
Tennis Ireland People Strategy and contribute to HR strategic initiatives.
• Recruitment: Handle the end-to-end recruitment process including job specification
creation, posting job advertisements, screening candidates, creating scoring matrices
and scheduling and conducting interviews.
• Employee Onboarding: Complete employee reference checks and ensure that the
relevant onboarding documentation is obtained including safeguarding training and
garda vetting compliance. Complete the employee induction and coordinate IT system
and payroll set-up to ensure a seamless integration to the organisation. Prepare and
issue contracts.
• Employee Records: Maintain accurate and up to date employee records on our HR
management system (HR Locker).
• Training Needs Analysis: Identify training needs, research and coordinate training
delivery and maintain training records.
• Leavers Process: Manage the full leaver process, including conducting exit interviews
and providing necessary final payroll adjustments.
• Succession Planning: Support the leadership team in succession planning and talent
development initiatives.
• Performance Management: Support the leadership team with the performance
management processes providing necessary training, coaching and guidance as
required. Monitor the employee probation and performance review process and
support managers in delivering meaningful, values and behaviour-based feedback and
employee development planning.
• HR Policies & Procedures: Stay abreast of industry best practices and changing
legislation and update policies and procedures accordingly. Provide HR support and
advice on policies and procedures to all employees. Provide support and guidance in
employee relations matters including disciplinary, grievance and attendance
management processes.
• Reporting: Provide regular HR reports / presentations to the CEO, leadership team
and the HR Remuneration Sub Committee.
• HR Continuous Improvement: Support the delivery of recommendations arising from
organisational reviews, governance assessments and continuous improvement
initiatives.
• Employee Engagement: Develop and implement employee engagement strategies
to create a strong workplace culture. Assess employee satisfaction through annual
employee engagement surveys. Design and coordinate the staff day agenda,
presentation and format working in close alignment with the CEO and Operations
Manager.
• Tennis Ireland Values & Behaviours: Champion the organisation values (integrity,
inclusiveness, community, excellence) and behaviours (leadership, respect, nurture,
standards) ensuring that they are embedded across recruitment, performance
management, learning and development and employee engagement activities.
Operational and Governance responsibilities:
• Provide deputy company secretarial support, including board pack preparation,
minute-taking, action tracking, and attending board meetings as required.
• Act as deputy to the Operations Manager, providing operational support and cover
during periods of leave and absence.
• Support the planning, coordination and delivery of organisational projects.
• Assist in the preparation of presentations, reports and briefing papers for the CEO,
Leadership Team and Board as required.
• Support the day-to-day operations of Tennis Ireland including liaising with suppliers,
IT, contractors and the management of key data and information.
• Ad hoc duties or project work as the role evolves.

About Tennis Ireland
Founded in 1908, Tennis Ireland serves as the National Governing Body for the sport of tennis
in Ireland. It comprises 192 affiliated clubs and a growing community of over 100,000 players.
Tennis Ireland has a dual remit to sustain and grow our large tennis community, and to provide
the necessary pathways and performance ecosystem for young players who aspire to play on
the professional tennis tour. Tennis Ireland is at a key growth and inflection point, advancing
its strategic ambitions to build resilience, drive inclusivity, and ensure operational excellence
across the sport.
Tennis Ireland stages Pro Tour events including the Irish Open Championships and selects
teams to participate in the Billie Jean King Cup, Davis Cup and other international events at
Junior, Senior and Masters level. Tennis Ireland also supports the delivery of a wide range of
competitive, educational and development tennis programmes at local, provincial and national
levels all across the island of Ireland. Hence our purpose is to give everyone the game of their
life.

Experience Required
• Minimum 3 years’ relevant HR Operations experience with relevant 3rd level HR
qualification.
• Thorough knowledge of current employment legislation and its application.
• Excellent Microsoft Office skills, particularly in Word, PowerPoint, Teams and Excel.
• Ability to handle confidential information with discretion and professionalism.
• Experience managing multiple projects and competing priorities.
• Strong report writing, presentation and administrative skills.
• Excellent organisational and planning skills.
Desirable Criteria
• Experience with HR Locker or other similar HR system an advantage.
• Experience in a Deputy Company Secretary or Governance role.
Key Qualities:
• Excellent people skills.
• Strong work ethic and ability to work in a dynamic environment.
• Flexible and adaptable attitude.
• High attention to detail.
• Handling of sensitive information using discretion and confidentiality.
• Team player with ability to work on own initiative as well as in a small team.
Additional Information
● This is a two-year fixed term contract, subject to a successful 6-month period of
probation.
● The position will incorporate the need for flexible working hours, including occasional
evening and/or weekend work.
● This is a full-time position based on a 37.5-hour working week.
● The successful candidate will be based primarily at our Head Office on the Sport
Ireland Campus in Blanchardstown, Dublin, with the opportunity to work remotely in
line with organisational policy and business requirements.
Remuneration: Depending on experience.

Letter of application and CV should be sent by email to hr@tennisireland.ie no later
than 5:00pm on Thursday 17th September 2026. Please reference ‘HR & Operations Coordinator
Role’ in the subject line. Late applications will not be accepted.
All candidates must have existing valid permission to live and work in Ireland unrestricted.
Appointment will be made subject to satisfactory Garda Vetting, Safeguarding and suitable
reference checks.
Tennis Ireland is an equal opportunities employer.

The post VACANCY: HR & Operations Coordinator first appeared on Federation of Irish Sport.

FIS Presents Annual Pre-Budget Submission to Minister Jack Chambers, Minister for Public Expenditure, Infrastructure, Reform & Digitalisation

Clare Louise O Donoghue — Wed, 02 Sep 2026 15:14:27 +0000

Today FIS CEO Mary O’Connor met with Minister Jack Chambers, Minister for Public Expenditure, Infrastructure, Reform & Digitalisation alongside FIS Chairperson Enda Lynch CEO Badminton Ireland, Rosarie Kealy CEO Waterford Sports Partnership and John Perry Tax Partner at Ogier in Ireland.

Sport in Ireland delivers significant public, economic, and social value. We are advocating for three key Asks for Budget 2027:

↗️ A 10% Annual Uplift in Funding for NGBs and LSPs.
5️⃣ Introduction of a €5,000 Exemption PAYE Threshold for Certain Payments in Amateur Sport.
📝 Request for Government Commitment to Research and Publish a Report on an Additional 1% Betting Levy for Sport.

The Federation is very appreciative of Minister Chambers’ time and commitment to the Sport and Physical Activity sector. We are cognisant of the multiple asks of Government for Budget across many sectors. However, we are confident that the proposals put forward in our Submission provide the Government as both value for investment, but also with viable solutions to strengthen NGBs and LSPs to deliver not only the sport agenda but across Government objectives.

The post FIS Presents Annual Pre-Budget Submission to Minister Jack Chambers, Minister for Public Expenditure, Infrastructure, Reform & Digitalisation first appeared on Federation of Irish Sport.

The Opportunity Irish Sport Hasn’t Tapped Yet

Clare Louise O Donoghue — Thu, 27 Aug 2026 10:31:27 +0000

Following our member event online on “Unlocking US Philanthropy for Irish Sport” earlier this summer Hannah McLoughlin, Consultant – Funding at our Partners 2into3 gave her views on the topic

2into3 and Graham-Pelton, one of the US’s leading philanthropic consultancy firms, hosted a webinar titled “Fundraising in the US: A Practical Guide for Irish Sporting Organisations”, with James O’Callaghan as a guest speaker from the Irish Sailing Foundation. The most important insight from the session had nothing to do with tax structures or diaspora networks. It came down to one question, and most Irish sporting organisations have never properly answered it;

“Why should a stranger, thousands of miles away, care about what you do?”

Sport has shaped how I think and work, it has taught me to compete on the edges of limited resources, which is exactly where most Irish NGBs find themselves. I also know, from the inside, what it feels like when funding doesn’t stretch far enough. That’s partly why this topic matters to me, and why I think Irish sport needs to take it seriously.

The Irish Sailing Foundation are the pioneers of this model in Ireland. Since 2015 they have raised over €3 million for high-performance sailing, supported more than 300 sailors and brought in €500,000 in 2025 alone – ten years into the work. They operate as a separate philanthropic entity with a voluntary board, independent of Irish Sailing as the NGB.

The American Philanthropy Market: What You Need to Know

Americans donated $592 billion in 2024. Philanthropy is not a niche behaviour in the US – it is culturally embedded in a way that has no real equivalent in Ireland. Giving is habitual, expected, and for many Americans an expression of identity rooted in everything from religious tradition to civic pride.

We are also at the beginning of what is being called the “Great Wealth Transfer” an estimated $124 trillion expected to change hands over the next 20 years as an ageing population passes assets to the next generation, with an estimated $18 trillion of that earmarked for charity. A significant share of that wealth will be inherited by women, and the women’s philanthropy movement in the US is accelerating rapidly. For Irish sporting organisations with any kind of gender equity or women’s sport angle, that is a real and growing opportunity.

The diaspora connection gives Irish organisations a head start that most international peers simply don’t have. There are millions of Irish-Americans with a genuine emotional connection to Ireland, many of them in exactly the demographic most likely to give. The pipeline exists. The question is whether Irish sport is organised enough, and honest enough with itself to access it.

Why Americans Give

The number one reason Americans give is because they were asked not because they discovered an organisation on their own, or because a grant portal opened, or because they read a press release.

Someone asked them. Directly, personally, with a clear purpose.

Most Irish organisations are not doing this. They are waiting for the right connection, the right moment, the right introduction. Meanwhile the ask never comes, and neither does the money.

Beyond the ask itself, the motivators that drive giving are worth understanding properly:

Connection to a cause or community.
Belief in leadership and transparency.
The desire for recognition.
Matching gift opportunities, which have been used with remarkable effect in the US.
Tax efficiency, particularly for larger, more complex gifts.

On that last point: the instinct to lead with tax benefits is a mistake. For most donors, tax considerations are not the primary motivator. They matter at scale, and any serious fundraising strategy needs to account for them, but they are not your opening line. If your case for support begins with “and you can claim a deduction,” you have already lost the room.

What Actually Answers the Question

Knowing why Americans give is one thing. Giving them a reason to give to you is another.

This is where most Irish organisations need to do honest internal work before they pick up the phone to anyone in Boston or New York. You need a case for support, a clear, compelling, emotionally resonant answer to the question this piece opened with. Not “we fund high-performance athletes,” but the answer to what happens when a young person from a disadvantaged background gets access to your programme. What changes for them? What does it feel like to watch a training session at your club? If someone came along and you had two minutes to make them care, what would you say?

Donors give to what they can picture. They respond to impact, not infrastructure.

Honesty matters here too. If your organisation is facing a funding gap, saying so clearly is more compelling than vague optimism. Most donors do not want to rescue a sinking ship, but they absolutely want to feel that their contribution will make a difference – and there is a real distinction between those two things.

You also need to be prepared to share your finances. Transparency is increasingly non-negotiable in this space, particularly with younger donors who expect more visibility into where their money goes than has historically been the case.

What the Tax Structures Actually Look Like

Any Irish organisation serious about US fundraising will need to understand 501(c)(3) – the US tax-exempt designation that allows donors to claim federal tax deductions on charitable gifts. Without this, or without equivalency, you are asking donors to give without tax benefit, which becomes a meaningful barrier at higher gift levels.

The practical entry point for most Irish organisations is The Ireland Funds (American Ireland Fund). This is a well-established body that operates through chapters across the US, hosts events targeting high-net-worth Irish-Americans, and provides a tax-efficient giving route for approved Irish organisations. Getting approved through this structure is a realistic and relatively accessible first step.

It is also worth understanding the broader philanthropic architecture:

Donor Advised Funds (DAFs): philanthropic accounts, typically offered through financial firms, that allow donors to contribute funds, take an immediate tax deduction, and recommend grants to charities over time. There are currently more than $250 billion sitting in DAFs in the US, a large pool of capital actively seeking recipients.

Bequests and planned giving: gifts made through a will. Often completely overlooked by sports organisations but a meaningful driver of total philanthropic income when cultivated over time.

Family foundations: exist in large numbers but come with significant governance complexity – an annual filing, a board, ongoing compliance and are less accessible as a starting point.

Corporations: often vocal about their giving, but not the primary vehicle here.

Individual donors are the backbone of American philanthropy, and they always have been.

The Myths That Cost Irish Organisations Real Money

Events are not a fundraising strategy. A golf outing introduces people to your organisation. It does not build a philanthropic programme. Events are expensive, transactional, and the net return rarely justifies the investment unless they are being used deliberately as cultivation tools within a wider relationship strategy.

Grants are not philanthropy. Relying on grant income is not the same as building a donor base. Grants are important, but they don’t compound the way relationships do, and they don’t build the long-term income resilience that a genuine philanthropic programme creates.

Asking is not rude. This is particularly worth saying in an Irish context. There is a deep cultural awkwardness around making a direct financial ask, especially of people we know. The US framing is completely different: asking someone to give is a sign that you respect their capacity and believe they care enough to want to contribute. The reluctance to ask directly is one of the single biggest barriers holding Irish organisations back.

Not all wealthy people are the most generous. Scale of wealth and scale of giving are not the same thing. Some of the most impactful donors give proportionally more than individuals with far larger means, and the organisations that assume otherwise waste time chasing the wrong prospects.

Your Case for Support

If the case for support is so clearly the answer, why do so few organisations actually build one properly?

James O’Callaghan, a board member of the Irish Sailing Foundation, named the real obstacle: confirmation bias. Most sporting organisations believe, genuinely and not unreasonably, that their cause is worthy. Their athletes work hard, their community impact is real, their programme deserves support. Because they believe that, they assume a donor will see it too. They build their case for support around what they already know to be true from the inside, the training load, the competition calendar, the medal count.

But a donor in Chicago or Boston is not starting from that place. They are starting from zero. They have no context, no emotional attachment, no reason yet to care. And if your opening is “we are a high-performance sporting organisation that needs more funding,” you have told them nothing that makes them want to reach into their pocket.

This is the question this entire piece keeps circling back to: why should a stranger, thousands of miles away, care about what you do? Most organisations have never had to answer it, because everyone around them already knows the answer. The moment you step outside that room, the question gets a lot harder – and a lot more necessary.

Donors give to what they can picture. And the organisations that cannot answer that question clearly, not in a brochure, but in a conversation, with a real person sitting across from them, are not ready to fundraise in the US, regardless of how good their athletes are or how worthy their cause genuinely is.

The Long Game Is the Only Game

None of this is quick. The Irish Sailing Foundation has been at this for ten years. The organisations that do it well start with who they know, invest heavily in cultivation before they ever make an ask, and treat stewardship, how they look after a donor after a gift – as seriously as the ask itself. Handwritten notes still matter. In-person meetings still outperform everything. Matching gift campaigns work. None of it is glamorous, and all of it takes longer than you think.

You also have to spend money to raise money. That is not a reason to avoid this, it is a reason to be strategic about where you invest. The highest return comes from personal relationship-building, not events and not digital campaigns.

What This Actually Means for Irish Sport

Sport Ireland provides partial funding to NGBs for high-performance programmes. It was never designed to cover the full cost, and the gap between what statutory funding provides and what genuine high-performance development requires is real and widening. Philanthropy, approached strategically and with patience, is one of the few credible ways to close it.

The Irish Sailing Foundation have shown it is possible. The architecture they have built – a separate voluntary entity, tiered giving structures and a long-term relationship programme took a decade to develop and is the product of serious commitment from serious people.

For any NGB, club, or sporting body thinking about this: the opportunity is real, the diaspora connection is an advantage most international peers would envy, and the expertise to help navigate the structures now exists in Ireland. But the streets are not paved with gold. What they are paved with is relationships, and the willingness to do the hard internal work of understanding why a stranger, thousands of miles away, should care about what you do.

Most organisations haven’t asked themselves that honestly yet. That’s probably where to start.

Get in Touch

If your sport has an ambition to secure ongoing philanthropic donations, we welcome the opportunity to discuss how philanthropy could work for your organisation. Get in touch with Dennis O’Connor at dennis@2into3.com to explore this pathway in detail.

The post The Opportunity Irish Sport Hasn’t Tapped Yet first appeared on Federation of Irish Sport.

FIS Continues Pre-Budget Submission Campaiging

Clare Louise O Donoghue — Wed, 26 Aug 2026 10:34:00 +0000

Federation CEO Mary O’Connor met with Senator Linda Murray to provide a comprehensive briefing on the sports sector’s budgetary asks for Budget 2027.

The Federation’s Pre-Budget Submission proposes a 10% annual funding increase. This increase targets Ireland’s National Governing Bodies (NGBs) and Local Sports Partnerships (LSPs). Together they deliver structured sport and physical activity across the country.

We are grateful to Senator Nelson Murray for her time. Additionally, we look forward to further Ministerial briefings next week at Government buildings on behalf of the sector.

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Commentary and Media Training Course 2026 With Duane Dell’Oca 1-Day Course

Clare Louise O Donoghue — Thu, 20 Aug 2026 12:14:02 +0000

We are delighted to share with you the details of our Partner MWX Media’s upcoming 1-Day Commentary and Media Training Course on Saturday 5th September at Irish Sport HQ with Sports Commentator and Media Specialist Duane Dell’Oca. Through commentary training they can support your NGB and team to elevate your fan engagement, elevate your athletes and your sport.

Commentary and Media Training Course – Overview

This course provides a comprehensive introduction to the fundamentals of commentary and media communication across modern platforms, from streaming to traditional broadcasting. It is designed for participants at all experience levels and focuses on the essential skills required for on-air roles such as presenters, commentators, analysts and other broadcast personalities.

🎤Commentary and Media Training Courses 2026 With Duane Dell’Oca 1-Day Course

📆Date: Saturday 5th of September

📍Venue: Federation of Irish Sport Offices, Irish Sport HQ, National Sports Campus, Blanchardstown, Co. Dublin

⏳Duration: 6 hours, including a lunch break

⏲️Time: 10 a.m. to 4 p.m.

💶Price: €300 per person

📲To book: contact David Streek at david@mwx-media.ie or call: 087 1920 100

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Irish Judo Association Appoints Yvan Cebenka as Chief Executive Officer

Clare Louise O Donoghue — Tue, 18 Aug 2026 09:34:12 +0000

The Irish Judo Association is delighted to announce the appointment of Yvan Cebenka as its new Chief Executive Officer Following a comprehensive and highly competitive recruitment process, which attracted many high-calibre applicants, Yvan was unanimously selected by the interview panel and has formally accepted the position.
Yvan joins the Irish Judo Association from the world of Rugby, bringing extensive experience in sports leadership, strategic planning, governance and organisational development. Throughout the recruitment process, he impressed the panel with his vision, integrity and collaborative leadership style, together with a clear understanding of the opportunities and challenges facing Irish Judo. The Board believes Yvan’s experience, energy and commitment will play a key role in supporting the continued development of the Association as it builds on recent progress and looks to the future with confidence.

Welcoming the appointment, Sylvia O’Flynn, President of the Irish Judo Association, said:
“I am absolutely delighted to welcome Yvan as the Irish Judo Association’s new Chief Executive Officer. From our very first meeting, it was clear that Yvan possesses the leadership qualities, strategic insight and enthusiasm that this role demands. Throughout the interview process, he demonstrated a genuine passion for developing sport, supporting volunteers and building strong relationships. His vision for the future of Irish Judo aligns closely with the ambitions of our Board. This appointment marks an exciting new chapter for the Association. Personally, I am delighted to be working together with Yvan for the betterment of Irish Judo, and I have every confidence that, together with our Board, staff and volunteers, we can continue to grow and strengthen our sport across Ireland and create even more opportunities for people of all ages and abilities to enjoy judo”.

Commenting on his appointment, Yvan Cebenka said:
“I am honoured to be appointed as the first Chief Executive of the Irish Judo Association. I look forward to working closely with President Sylvia, the Board, the clubs and their members, staff and volunteers to build on the Association’s strong foundations and further develop Irish Judo both across the island of Ireland and on the international stage. As I prepare to take up this role, I have reflected on my own introduction to judo as a young Judoka at my local club. That experience gave me a first-hand appreciation of the unique values and life skills that Judo instils. More than just a sport, Judo develops confidence, courage, respect, resilience and a strong sense of community. I am excited to work with my colleagues to promote these values, grow participation, and dedicate my energy to supporting the continued success and development of Irish Judo”.

The creation of the Chief Executive Officer role represents a significant milestone in the continued development of the Irish Judo Association. It reflects the Association’s commitment to strengthening governance, enhancing organisational capacity and providing the leadership needed to deliver its long-term strategic ambitions

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VACANCY: National Head Coach

Clare Louise O Donoghue — Tue, 18 Aug 2026 08:51:52 +0000

Boxing Ireland is seeking applications for the role of National Head Coach within its High Performance Unit. The role is central to the continued development of a world-class performance environment, with a clear focus on athlete development, coaching excellence and sustained international success.

The National Head Coach is a senior leadership role responsible for directing the technical and tactical delivery of Boxing Ireland’s High Performance Programme, developing athletes and coaches, and driving sustained success at Olympic, World and European level.

The successful candidate will lead, mentor and develop the High Performance coaching team, fostering collaboration, consistency and effective succession planning. They will further embed sport science, sports medicine, performance analysis and objective data into everyday coaching practice, while working constructively with clubs, volunteer committees, and national and international stakeholders.

Job Description

VACANCY: National Performance Systems Lead

Alison Deane — Mon, 17 Aug 2026 16:04:05 +0000

Swim Ireland Performance Swimming
Vacancy: National Performance Systems Lead
Remuneration commensurate with experience and qualifications

As part of our Performance Strategy for the Los Angeles 2028 and Brisbane 2032 Olympic cycles, Swim Ireland Performance is seeking an exceptional, motivated and innovative leader to assume the role of National Performance Systems Lead.

The role will lead and align the technical direction of Irish swimming from pathway to podium and will serve as Swim Ireland’s National Head Coach at the Olympic Games, World Aquatics Championships and European Aquatics Championships across the Los Angeles 2028 and Brisbane 2032 Olympic Cycles.

This is a unique opportunity to work collaboratively with the National Performance Director and an ambitious Performance Team to lead the implementation and ongoing evolution of Swim Ireland’s Performance Plan, connecting National Teams, National Centres, Regional Programmes and Club Performance Environments within a unified framework designed to create best in class environments and deliver sustained international success for Ireland.

Role Overview
Reporting to the National Performance Director, the National Performance Systems Lead will provide leadership across the Performance pathway and work collaboratively with National Centre Head Coaches, Regional Pathway Development Coaches, and club coaches to implement a nationally aligned performance system capable of consistently producing athletes and coaches who can succeed on the European, World and Olympic stage.

Working with the National Performance Director and other relevant members of the Performance Team, the successful candidate will:
1. Support the implementation and ongoing development of Swim Ireland’s Performance Plan
2. Serve as Swim Ireland’s National Head Coach for designated international competitions
3. Support the ongoing evolution and success of National Centre programmes in Dublin, Limerick and Bangor
4. Develop strong, trust-based relationships with key clubs and coaches throughout Ireland
5. Ensure consistent standards, expectations and performance behaviours are embedded across the Performance pathway
6. Contribute to the development and monitoring of performance standards and benchmarks relevant to international progression
7. Support National Centre coaches, Regional Pathway Development Coaches and club coaches working with high-potential athletes
8. Promote the holistic development of athletes across technical, physical, tactical, psychological and lifestyle domains
9. Promote and uphold Swim Ireland’s values, behaviours and commitment to a positive Performance pathway experience

Our Vision for Performance Swimming in Ireland
“Through a unified endeavour across Irish aquatics, power a dynamic system and an ever-evolving culture to develop and support identified aquatic talent, those who wear the Green Jacket with pride, and particularly those who are driven to stand on World and Olympic podiums.”

Our work is guided by the following core principles:
• A commitment to a long-term Performance programme aimed at recurrent, sustainable success
• Dedication to developing a system that enables athletes to reach their full potential consistently
• Aspiration to deliver success at Olympic, World and European level
• A people-centred Performance programme focused on developing world-class athletes, coaches and practitioners
• A commitment to ensuring the Performance pathway is a positive and transformative experience for all involved

Ideal Candidate Profile
Applicants will ideally demonstrate:
• Experience coaching athletes at World Championships, Olympic Games or equivalent international level
• Proven ability to develop athletes along a long-term performance pathway
• Strong understanding of athlete development within swimming
• Experience leading coaches, programmes and multidisciplinary performance projects
• Demonstrated ability to lead technical direction, coaching systems and performance standards within a high-performance sporting environment
• Understanding of performance support disciplines and integrated athlete support services
• Experience designing or implementing high-performance systems, pathways or daily training environment models
• Excellent communication and relationship-building skills
• Ability to influence and collaborate effectively with diverse stakeholders
• Experience establishing, maintaining and reviewing high-performance standards
• Strong organisational and strategic planning skills

Key Expectations of the Role
Applicants must understand that this role:
• Demands a collaborative approach and a commitment to building trust across the Irish swimming community
• Requires significant travel throughout Ireland and internationally as part of the National Team and National Programme domestic season plan
• Involves regular interaction with clubs, coaches and performance stakeholders
• Requires the confidence to challenge, support and align performance environments in a constructive manner
• Will play a central role in shaping the future direction of Performance Swimming in Ireland

Informal Enquiries
Informal enquiries may be directed in the first instance to the National Performance Director, Andrew Reid, via andrewreid@swimireland.ie

Equality, Diversity and Inclusion
We particularly welcome applications from female candidates and candidates from Black and minority ethnic backgrounds, who are currently under-represented within our Performance Team. Swim Ireland appoints strictly on merit.

Applicants must have the legal right to work in Ireland at the time of application.

All applications will be treated with the utmost confidentiality. Applicants may indicate their current salary and/or remuneration expectations during the application process.

How to Apply
Please click on the following link National Performance Systems Lead and upload the following:
1. Cover letter, including a personal statement addressing the role requirements and outlining how your skills, experience and values align with the position.
2. Comprehensive CV relevant to the role, including details for three referees, one of whom must be your current employer.

Closing date for applications: 12:00 GMT on Friday 25th September 2026.

This is a full-time position, with a preferred start date no later than 1st January 2027, offered as an initial fixed-term contract to 31st August 2032.

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VACANCY: Regional Manager – Ulster

Alison Deane — Mon, 17 Aug 2026 15:58:05 +0000

About Golf Ireland:

Golf Ireland is the single governing body for golf on the island of Ireland, established in January 2021 it is responsible for leading, growing and supporting the game of golf.

The primary functions of Golf Ireland include the administration of Championships and Inter-Club events, the administration of the World Handicap System and the Rules of Golf and Amateur Status, the delivery of a world-class high-performance programme, contesting and hosting international fixtures, supporting clubs and growing the game.

An exciting opportunity has arisen to join Golf Ireland in the role of Regional Manager – Ulster supporting the extensive work of the Ulster region. The successful candidate will play a crucial part in the delivery of administrative functions within the region, provision of supports to clubs in the Ulster Region and the delivery of the annual Regional Championships calendar.

A full specification of the role and the competencies and experience required is set out below.

About the Role:

The Regional Manager is responsible for the implementation, within the Ulster region, of Golf Ireland’s operational policies and procedures, its competition programme, and agreed workplans and objectives aligned to its Strategic Plan.

The Regional Manager will promote equality, openness, accessibility and inclusivity for all volunteers, players and golfers within the Ulster region, and will work with the Ulster Regional Executive Committee to ensure the administrative and operational functions within the Region are delivered to a high standard aligned with Golf Ireland’s organisation structure and its Strategic Plan.

Principal Responsibilities:

Manage the operational activities of the region.
Ensure that Golf Ireland’s Competitions Programme in Ulster is delivered in line with standard operating procedures.
Act as Tournament Director for Regional Competitions and also for National Championships, as may be required.
Work with the Golf Ireland Director of Championships to ensure that tournament requirements and operating procedures are consistent across the four regions and are compatible with national terms of competition.
Co-ordinate the implementation of WHS and course rating services at regional level, working with the National Handicapping and Course Rating Manager
Manage a team of two direct reports including the Office Administrator and Project Coordinator and work with relevant line managers to oversee the work plans of the Club Support Officer – Ulster and Golf in the Community Officer – Ulster.
Work with the Regional Secretary to ensure the timely preparation of paperwork and communications for Regional Executive Committee meetings and act as principal advisor to that Committee during meetings. In addition to this act as principal advisor to the Regional Executive Committee to ensure the Committee operates within the agreed Terms of Reference and can make appropriate and timely decisions in line with the organisation’s operational plans.
Organise and deliver the annual Regional AGM.
Provide advice and support to Golf Clubs in a range of areas as may be agreed from time to time with the Chief Operations Officer.
Foster positive relationships with golf clubs within the region and project a positive and open image of Golf Ireland at all times.
Utilise Golf Ireland management systems (such as HR Locker, ExpenseIN, Golf Genius) to ensure efficient and timely administration across relevant areas.
Ensure financial controls are adhered to for management of the day-to-day expenditure of the region in line with the agreed annual budget.
Foster a positive working relationship with Sport NI and relevant agencies in Northern Ireland including:
- leading discussions with Sport NI on funding opportunities and relevant initiatives
- leading the administration of funding applications and reporting in collaboration with relevant National HQ departments.
- providing updates as they arise to the Chief Operations Officer and other relevant departments/individuals in HQ.
- liaising with the Director of Communications & Communications Manager regarding media queries in Northern Ireland as they arise.
- Liaising with and being an active part of the NI Sports Forum and NI Golf Club Managers Association

Experience & Knowledge:

Essential

A third level qualification in Sport, Management or a similar discipline
5 -10 years’ experience in a similar role.
Experience working across a diverse range of stakeholders
An excellent understanding of Golf Ireland’s operational structure & Strategic Plan
Strong communications skills
Strong IT skills
An ability to prioritise and delegate
An ability to adhere to strict deadlines
An ability to contribute at managerial level within Golf Ireland

Desirable

Strong relationship management skills and the ability to work with a broad range of internal and external stakeholders
A deep and broad understanding of the golfing landscape within Ireland.
Experience working within the golf industry.

Competencies & Attributes:

Calm, confident, decisive and objective, especially under pressure.
Willingness to be accountable and measured on performance.
Skilled at prioritising, multi-tasking and problem solving.
Excellent presentation and communication skills.
Energetic, highly motivated and enthusiastic.
An ability to cope with continual change, tight deadlines and a fast-paced environment.

Terms And Conditions:

This is a full time and permanent contract, reporting to Golf Ireland’s Chief Operations Officer.

Application Process:

Applicants will need to be eligible to work within the EU & UK.

Closing date for applications is Friday 4^th September 2026 at 5pm. Interviews will take place week of the 14^{th of} September 2026 at Golf Ireland’s Ulster Regional Office, Belfast, BT8 6AW.

A detailed letter of application and full CV (max. 2 pages) should be sent by email to careers@golfireland.ie with the subject “Regional Manager – Ulster”

Applicants will be short-listed on the basis of information supplied. Your application will be retained as confidential. Golf Ireland is an equal opportunities employer.

View the role spec here

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