The ultimate governing body of the Gaelic Players Association is the National Executive Committee (NEC). The affairs of the Association are under the management of the NEC. The NEC is elected  annually by the members of the Association.

The NEC is comprised of a President, Chairman and Secretary, together with a minimum of 10 other members of the association. The Executive Officers have the power from time to time to co-opt to the NEC persons whose specific expertise and/or advice are deemed necessary for the better management of the GPA. Persons co-opted to serve on the NEC are, for the duration of such service, deemed to have become full non-player members of the Association and are entitled to vote at NEC Meetings.

In furtherance of the GPA’s objectives it is necessary to engage in certain financial transactions and contractual arrangements. The most appropriate legal structure through which to conduct these financial and contractual arrangements is a limited company, the Gaelic Players Association DAC. The board of directors of this company is elected by the members of the NEC.

The Board of Directors has ultimate legal responsibility for this company and works to ensure good governance, with the help of its sub-committees. The NEC and the Board agree the overall strategic direction for the organisation. The Board members work alongside the executive leadership team, who are responsible for the implementation of policy and for the management of the day-to-day running of the organisation.

The organisation has sought to build on its existing governance model by conducting a formal governance review, led by the President of the Association, which commenced in March 2015. The recommendations from this review are now being implemented and will ensure we remain well managed into the future. The company is also in the process of signing up to the voluntary Governance Code for Community, Voluntary and Charitable Organisations in Ireland. 

The Board is responsible for providing leadership, strategy direction and ensuring control. It currently comprises six Non-Executive Directors. The Board’s Non-Executive Directors are drawn from diverse backgrounds in sport, business and other professions. They bring to the Board their significant gaelic games experience, business acumen and organisational skills achieved in their respective fields to enhance and support the decision making process. 

There is a clear division of responsibility in the company, with the Board retaining control of major decisions under a formal schedule of matters reserved to the Board and the Chief Executive Officer being responsible for implementing policy within the authorities delegated to him by the Board. The role of Chairperson and Chief Executive Officer are separate, as are the roles of Chief Executive Officer and Company Secretary, and all directors are independent of the management of the company. 

Board sub-committees are established for good governance under the code of practice as follows:

1. Finance Committee

The role of this committee is primarily to provide oversight and assist the Board in overall financial management as well as advising the Board in determining whether they and the Management are discharging their respective responsibilities for financial planning, strategy, and monthly financial reporting. 

2. Audit & Risk Committee

This committee assists in monitoring the effectiveness in of the statutory financial reporting and audit process, systems of internal control, and risk management as well as advising the Board in determining whether they and the Management are discharging their responsibilities for risk management, financial audit and internal controls appropriately. 

3. Remuneration, People & Change Committee

This committee’s role is to assist the Board and executive management in setting the annual pay component of the annual budget. The committee establishes individual pay levels utilising the Hay methodology and benchmarked market rates. It will also advise on all matters in relation to employee contracts and succession planning.

Financial Governance

The GPA accounts are presented quarterly to the GAA for review and biannually to GAA Central Council. All central council delegates and county boards have access to this information. There has also been an independent review of the GAA/GPA agreement in terms of finances which was presented to Central Council. GPA accounts are independently audited and are also available on Companies Registration Office.

The GPA has a Finance Committee which oversees the financial governance of the organisation.

The independent chairman of the GPA Finance Committee is John Glennon Managing Partner of RSM (previously Baker Tilly Ryan Glennon) and the other members are former Sligo player, Philip Greene, Bank of Ireland and current Tipperary player Brian Mulvihill, Irlandia.

GPA Officers

Seamus Hickey (Chairman, Limerick)

Paul Flynn (Secretary, Dublin)

David Collins (President, Galway)

GPA National Executive Committee


David Collins

(Galway Hurler)

Noel Connors

(Waterford Hurler)

Cathal Cregg

(Roscommon Footballer)

Brendan Maher

(Tipperary hurler)

Paul Flynn

(Dublin Footballer)

Aidan Forker

(Armagh Footballer)

John Glennon


Philip Greene

(Sligo Footballer)

Seamus Hickey

(Limerick Hurler)

Colm Begley

(Laois Football)

Alan Kerins

(Galway Hurler)

Stephen McDonnell

(Cork Hurler)

Conor McManus

(Monaghan Footballer)

Colin Moran

(Dublin Footballer)

Brian Mulvihill

(Tipperary Footballer)

Sean Murphy


Keith Rossiter

(Wexford Hurler)

Ronan Sheehan

(Down Hurler)

Ronan Sweeney

(Kildare Footballer)

Tom Parsons

(Mayo Footballer)

Eoin Price

(Westmeath Hurler)

Neil McManus

(Antrim Footballer)

Donal Og Cusack

(Cork Hurler)


Gaelic Players Association GDPR Preparation 2018

As a membership organisation, the Gaelic Players Association takes the protection of our members’ data very seriously. We are proud of the wide range of services that we provide to our members and how we strive to Support our Players in everything that we do.

Every decision we make is underpinned by this intrinsic value so that we can always ensure we do the right thing for our members, our colleagues, our suppliers and our organisation. Because of this are acutely aware of the importance of our members’ data that we hold on their behalf.

We have been working on GDPR readiness now for 2 years and a dedicated programme of work has and is taking place to ensure we are compliant by May 2018. Oversight of GDPR preparation has been carried out by the GPA’s Risk & Audit Committee with the day to day operations carried out by the organisation’s Data Protection Officer (DPO).

At the moment work is being undertaken in the following areas: 


1 Appropriate Employee Awareness A structured communication and training programme is underway to ensure that staff are aware of the changes that are being introduced as a result of GDPR and to reinforce existing data protection practices.

2 Data Mapping Documenting the personal information held, by means of an organisation-wide data audit.

3 Supplier Audit Where the GPA uses Third Party Processors (TPP) to carry out work on its’ behalf, the GPA is carrying out a supplier contract audit to ensure all TPPs are GDPR ready.

4 Review of existing policy Reviewing existing tools to ensure we have appropriate consent and Data Protection Notices along with correct contractual arrangements and data sharing agreements.

5 The Protection of Individual Privacy Rights Enhancing procedures that cover all the rights individuals including Data privacy notices and membership application forms.

6 Data Subject Access Requests Ensuring we handle all requests within the new timescales and provide all information required. The data mapping activities and staff training referred to above together with robust retention and destruction policies will enable us to do this.

7 The Correct Lawful Bases for Our Processing of Personal Data ensuring the correct and lawful basis for each of our processing activities is in place. By revising Data Privacy Notices, adding additional consent clauses and putting data beyond use where necessary.

8 Suitable Data Breach Reporting Ensuring robust procedures are in place to detect report and investigate a personal data breach by reviewing and updating our processes for reporting and investigating incidents, breaches and complaints.

9 Privacy by Design Ensuring data privacy is integral to key future projects and applying a risk-based remediation schedule for any gaps identified.


If you have any questions regarding any of the information above please contact the DPO at or 01 652 0279


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