ATHLETICS HIGH PERFORMANCE STRATEGY:FOR YEARS Irish athletes have been succeeding in spite of the so-called "system", rather than because of it. In other words, Irish athletics didn't really have a system – or at least a system that the majority of elite athletes were properly tied into it, or indeed believed in.

That, if the new High Performance Strategy of Athletics Ireland is effective, is about to change.

It’s a bold and ambitious plan, the details of which were outlined in Dublin yesterday. It comes with the realisation that it’s too late to broaden Irish hopes at the London Olympics in 2012, beyond the aspirations of our existing elite athletes, and instead looks at long-term athlete development, building up to and beyond the Rio Olympics in 2016.

As new performance consultant Chris Jones put it, things are “only in the starting blocks”.

Consider the existing system: Derval O’Rourke, David Gillick, Olive Loughnane and Paul Hession – all athletes with medal aspirations at this summer’s European Championships in Barcelona, yet none truly operating within the Athletics Ireland system. They effectively have their own coaches, training venues, medical back-up. They built their own system around Athletics Ireland, instead of the other way around.

Now on, Athletics Ireland wants to build the system for them.

Jones’ appointment is the first step towards addressing what he says himself is a “mind shift” in the approach to high performance. Jones comes with a proven background in British athletics, and triathlon – and in fact has a similar advisory role with Triathlon Ireland.

His position is part-time, based on the understanding that the association is not yet ready to fill the full-time position of director of athletics, which has been vacant since after the Beijing Olympics in 2008.

“It was clear that Athletics Ireland, after a vigorous review, didn’t have the necessary procedures in place to hire a full-time director,” said Jones. “We need to get those procedures up and running first, to begin the long-term development programme.

“We do have some wonderful athletes for 2012, who can compete at the highest level, but the period up to 2016 and even 2020 is what we’re talking about today.

“Derval O’Rourke, for example, has built a system around her. We’re not going to interfere with that, but what we want to do is build a system that is sustainable up to and beyond 2016.

“That may mean we have very little influence on London, but that’s not saying it’s not hugely important that we support our athletes for 2012, so that there is no reason for them to fail.”

Part of the High Performance Strategy is based on closer links with the Irish Sports Council and the Irish Institute of Sport. Plus, all governing bodies are now taking ownership of their medical systems, which up to now have been administered under the Sports Council’s carding scheme. There are successful modal systems out there, from Irish rugby to boxing, and Athletics Ireland’s intention is “to pull all their athletes back into the system”, said Jones.

“That means a targeted approach, identifying exceptional talent, for long-term athlete development. Our aim is also to be more influential on the championship performance of athletes, and within an Irish-based performance environment.”

The issue of funding was addressed by Athletics Ireland chief executive John Foley: “Our funding for 2010 is already allocated, slightly up on last year, but my job is to supplement that with other income. We are conscious of the economic environment, but if we worry about the issue of funding there’s no point in starting at all.

“We’re also in the midst of a road-running boom, and we’re looking at ways to tap into that, to bring our expertise into that.”

Four athletes at different stages of their development – Brian Gregan, Jamie Costin, Ciara Mageean and Dave Campbell – were present, and when asked what they felt was the single biggest problem in Irish athletics, their answer was “support”, in terms of coaching, medical back-up, training camps, etc.

“I suppose I’ve seen a few different incarnations of the high performance strategy,” said Costin, “and they haven’t all been fully implemented. Look at boxing. They had one boxer in Sydney, one boxer in Athens, and won three medals in Beijing. They implemented the proper strategy in 2002.

“There was a level of trust built up there, and this has the potential to do something similar in Irish athletics, something which can be sustainable, led by the federation, and something Irish athletes can buy into more.”

The enduring issue of Ireland’s lack of proper facilities, namely an indoor running facility, was also raised.

“Facilities are important,” said Jones, “but not as important as the athlete and the coach.”

That really is what a good system is all about.

Deadlines for Development

1High Performance Unit Organisation, May 2010: to define clear roles and responsibilities for each staff member in order to improve the overall efficiency.

2Athlete Medical Management System, September 2010: to support athletes and coaches in their training environments and provide them with backing required to succeed on the international stage.

3Sports Science Support Network, January 2011: to progress its current network, recruiting leading experts to ensure athletes receive the best preparation possible.

4National Coaching Advisory Group, January 2011: to define the roles and responsibilities relating to the areas of both coaching and development

5Identify Performance Training Centres, January 2011: to provide, via tender process with third level institutions, hubs initially in the event group areas of speed and endurance.

6National Long Term Athlete Development Programme, April 2012: to support, resource and educate coaches in the implementation of a national talent ID structure.