Unlocking the Potential of Irish Handball: Empowering Our Coaches for the Future

Photo credit: Max van Kooy

Handball in Ireland stands at a pivotal moment. While the number of active teams and youth participants may rise and fall, the deeper challenge lies not in the statistics—but in how we invest in the people who shape the game: our coaches.

At present, Irish handball is experiencing one of its lowest points in terms of national visibility. This decline is not solely due to competition levels or league structure. More significantly, it reflects the underuse of our most valuable resource: qualified and experienced coaches.

Although the national association has made efforts over the years to provide coaching courses, these initiatives have not led to the meaningful integration of new coaches into the broader club or national development framework. Most of those who attend are already involved in the sport, and there is little follow-up to ensure they transition into active coaching roles. A critical gap exists in the absence of structured mentorship or guidance that would support newly certified coaches in taking their next steps. 

Barriers to Coaching Progression

Even more concerning is the lack of engagement with coaches currently working at senior levels. These individuals possess not only deep technical knowledge but also firsthand experience in managing the challenges of the Irish handball scene. Despite this, they are largely excluded from coaching initiatives. Their insights could prove invaluable in shaping the next generation of players and coaches, but the system fails to recognise or harness this potential.

The coaching courses content currently offered also raises questions. While those who develop and deliver courses are committed and well-meaning, the curriculum has seen little innovation. Year after year, the same material is presented, with limited consideration of the realities coaches face in Ireland—such as small club structures, minimal resources, and widely varying levels of player ability. Without contextual relevance, coach education loses its practical value and becomes little more than a box-ticking exercise.

A particularly glaring issue is the continued absence of a Level 2 (or equivalent) coaching course, despite years of discussion. Coaches who seek further development must look abroad, often at personal expense and without any official support. In a sport struggling for recognition, this lack of institutional backing is not only demoralising—it actively drives ambition away.

If we are to move forward, any opportunities for coach development, whether domestic or in partnership with international federations, must be made fully open and transparent. Development cannot be reserved for a select inner circle with close ties to the association. Talent exists across Ireland, and we must ensure that all qualified and passionate coaches have access to the tools and opportunities they need to contribute meaningfully.

Structural Concerns and Governance Practices

This situation raises structural concerns regarding role concentration at the national level, where the same individual currently holds the positions of Head of Coaching, Head of Referees, and Technical Director, while also maintaining involvement in his own club’s operations across multiple roles. Such accumulation of responsibilities lead to questions around oversight, effectiveness, and conflicts of interest—particularly within a resource-limited sport environment like Irish handball.

When one individual holds multiple high-demand roles while also remaining involved at the club level, it can constrain both innovation and critical focus—particularly in areas of such strategic importance for Irish handball development. This concentration of responsibilities raises questions about whether the necessary expertise, time, and focus can be dedicated to each function.

The absence of clear recruitment procedures for these key positions—combined with announcements made on short notice and circulated only among a small group of club representatives, despite the already limited number of clubs—bypasses public advertisement and broader community engagement. Without a transparent or democratic selection process, and with centralised authority, this risks undermining both strategic planning and the sustainable growth of Irish handball.

Volunteer roles in national sports bodies  carry significant responsibility and influence. If left unchecked, centralised decision-making and lack of succession planning can weaken the sport’s ability to adapt, grow, and include new voices with the experience necessary for long-term development.

Recommendations for Sustainable Growth

The way forward does not require us to start over. Instead, we must modernise the coaching curriculum to reflect the unique environment of Irish handball, ensuring that course content includes adaptable, practical strategies that coaches can apply in local contexts. We must reactivate and deliver an advanced coaching course—whether independently or in collaboration with international federations—to allow coaches to continue their progression without leaving the country or facing undue financial burden.

Support should also be extended to those pursuing international coaching education. Funding or official endorsements could ease the burden for Irish coaches participating in seminars, exchanges, or certification abroad, and further enrich our domestic talent pool upon their return.

Equally important is the creation of a national coaching network—a formal platform where experienced and emerging coaches can share ideas, mentor one another, and contribute to the strategic development of the sport. This collaborative environment could play a key role in uniting the community and ensuring that coaching becomes a shared, evolving practice rather than an isolated pursuit.

To truly grow, we also need a system to track and engage new coaches after they complete their certification. By supporting them in securing their first coaching positions and encouraging their ongoing participation in club or school programmes, we can build a more consistent and committed coaching community.

Finally, and most importantly, all development opportunities must be made equally accessible. Whether it's a national course or an international exchange, selection should be based on merit, interest, and potential—not personal relationships or closed networks.

We already have passionate coaches. We have eager learners. We have international partners open to collaboration. What we need now is leadership, vision, and structure to bring these elements together.

Let’s create a coaching culture that elevates Irish handball—a system that honours experience, nurtures ambition, and equips future generations with the tools they need to succeed. If we are serious about growing the sport, we must invest not just in programmes, but in people—and we must leave the door open to everyone ready to step forward.