Community Rugby’s role is to promote and develop the game within the community by encouraging and supporting all those who want to participate by playing, coaching, refereeing, administrating or spectating.

This Strategic Plan seeks to ensure that we are able to focus on the priorities that will enable the Community game to grow, generate lifelong participation and create sustainable  rugby clubs. The latter are vital as they will ensure that the ‘Rugby Journey’ is completed to deliver life long participation in the game.

IMPACT Strategy

Community Rugby’s STRATEGIC THEMES identified the outcomes needed to “Grow the Game” and led to the RFU adopting the “IMPACT STRATEGY”, building upon the work already undertaken by many members of staff and volunteers alike. The Community Rugby section of this Plan is set out in IMPACT order.

Critical Success Factors have been identified and these will be the key measures of performance that will be used to monitor the progress that is being made towards achieving the objectives we are setting ourselves. These Critical Success Factors are:

i) The numbers of people playing the game, in particular those aged 16 years of age and above.
ii) The number of matches being played.
iii) Improving the sustainability of clubs.
iv) The number of effective people supporting the playing of the game.

We must provide the opportunities and pathways for all participants to enjoy ‘a good game’ in their locality on a regular basis. We should encourage participation from all sections of society. We should marry the power of the ‘ethos and culture’ of the game with the social and health  benefits to be derived from playing rugby in marketing the game to new participants. In seeking to grow the game through lifelong participation in sustainable rugby clubs, it is essential that we increase participation from all sections of the communities with which the clubs, schools, colleges and universities interact.

Objectives

Increase the number of adult participants playing the game by a minimum of 2% per annum averaged over the Plan period
43 The number of youngsters going from school to higher and further education is increasing and there is a need to provide opportunities to all these students to participate in the game at either a competitive or recreational level. To achieve this objective, there is a need to track and support participants as they move through the “rugby journey”.

44 Players aged 18 -24 will be targeted to ensure a new generation of adult participants. The lifeblood of the game is the adult player who participates in the game within the club environment. They ensure that clubs remain sustainable by the contribution of not only their playing ‘skills’ but also their commitment to the club as a ‘Community’.

45 In addition, this generation as parents are also responsible for the recruitment of the next generation of participants into the game through the encouragement of their children to play the game and as role models for other new participants who join or wish to join a club.

Increase the number of participants playing the game within the age grades of U17 to U24 by a minimum of 2% per annum averaged over the Plan period
46 The transition from the school environment to the adult environment is a key one in the retention of players within the game. There are an increasing number of competitive activities that young people can now engage in rather than to continue to be actively involved in the game. The game needs to appeal to this age-grade if we are to provide a continuing supply of adult participants. We must specifically address the significant decline in the numbers of participants within these age groups and encourage and facilitate the transition to the adult game.

47 Within the FE/HE sector there are varied levels of support and opportunities for young people to play the game particularly in the FE area where around 50% of institutions have no sports facilities. The creation of links with local clubs to provide playing opportunities is therefore crucial to the retention of players in these establishments.

Increase the number of participants playing the game within the age grades of U13 to U16 by a minimum of 2% per annum averaged over the Plan period

48 It is important to ensure a growing game that we set ourselves clear targets in widening the take up of the game within these age grades. Traditionally we have been strong in the mini and junior segment of the Community Game but our objective has to be to grow the game through the retention of more of these mini and junior players and by expanding the game within the whole of the secondary education sector.

49 The advent of the Specialist Sports College network and School Sport Coordinators has provided a new and strong infrastructure to develop the game within the State school sector. This infrastructure, supported by the school to club link programme, will assist in the overall development of the game within and out of school hours. In addition, our valued and long standing links with the Independent Sector must continue to be developed and strengthened.

50 We will seek to measure the activity within the schools programmes through the returns every school has to make to the Government on its overall activity levels. This will give us more reliable data on the game played in secondary State schools, both ‘in curricular’ and ‘extra curricular’.

Achieve a minimum 3% per annum increase in the number of volunteer administrators averaged over the period of the Plan
51 As part of the overall RFU policy of growing the game at all levels we need to ensure
that we increase the number and effectiveness of Volunteer administrators supporting member clubs and CBs. The aim is to have more people, contributing more effort collectively, to run and organise rugby activities and maintain and improve rugby facilities. We are setting an objective of an increase in the number of volunteer administrators by a minimum of 3% p.a. and believe that this to be achievable.

Increase by a minimum 1% per annum averaged over the Plan period participation, in all aspects of the game, by groups currently under represented in the game
52 Whilst improving equity is the responsibility of the whole game, the RFU will develop and promote programmes which provide the opportunity for ethnic minority groups, disabled people and people from socially excluded areas to be involved in the playing, coaching, refereeing and Volunteering areas of the game. As recognition of this principle the RFU will comply with the Sport England Equality Standards 2005.

Increase the number of teams playing ‘leisure’ rugby events by a minimum 5% per annum averaged over the Plan period
53 There is a growing demand for the provision of ‘leisure’ or ‘easy to play’ forms of the game from people who have work pressures and/or lifestyles which restrict their ability to access the normal game. There is also demand from people who would like to try and participate in the sport in a non contact format where mixed age and genders can enjoy a form of the game. In order to cater for this demand, opportunities should be created at particular times in a variety of locations to ensure that these potential participants have access to the game in its many forms such as Touch, Tag and Beach rugby.

54 Wherever possible these programmes should be linked in to local clubs who apreciate that they are aimed at reaching out to a new market. ‘Leisure’ or ‘easy to play’forms of the game are potentially an important entry point for new participants into clubs and the 15-a-side game. There’s a need for clubs to be more pro-active than merely providing “support”.

Ensure that the RFU complies with the Sport England/NSPCC “Standards for the safeguarding of young people in sport”
55 The RFU has a responsibility to comply with legislation relating to the welfare of young people within the game. Equally the RFU should promote the ethos of young people enjoying the sport in a safe, enjoyable environment and of adults who work with them being aware of their responsibilities. The RFU must continue to recognise the value of the adults who work with young people through a continued education process and in
the event that allegations are made that they are managed in a sensitive and professional manner.

Strategies and Plans

Develop activities that increase the number of U17 club sides participating in recognised competitions
56 Within the club environment, the development of the U17 age group is seen as essential for the retention of youth players. This age group is critical because some players can start to be prepared to play for adult sides thus assisting in the task of increasing the number of adult teams playing more regularly.

57 Once young players enter the FE/HE environment it becomes more difficult for them to access the sport. One of the key barriers is the access to appropriate local competitions. It is important that these players have access to an appropriate playing structure with competitive matches in the club environment. The new CBRDPs working in conjunction with CB Competition subcommittees will have a key role to play in helping in establishing a competitive structure that provides players with the opportunity to play regularly as well as develop their potential.

Develop activities that increase the number of U15 club sides participating in recognised competitions
58 Within the club environment the development of the U15 age group is seen as an essential retention stage for youth players. This is a critical age group where there are many competing factors for the attention of young people. Most notably the requirement to achieve exam success needs to be balanced against our desire to develop young players’ aspirations in the game.

59 One of the key factors affecting retention of these players is the access to appropriate local competitions. It is important that these players have access to an appropriate playing structure with competitive matches. The new CBRDPs working in conjunction with CB Competition subcommittees will have a key role to play in helping to establish a competitive structure that provides players with the opportunity to play regularly as well as develop their potential.

Provide a clear pathway for player development

60 In youth and student rugby we must have an easily accessible developmental pathway which is understood clearly by players, parents, teachers and others involved in the youth game. In providing this we can build upon and refine existing structures. The  new CBRDPs will have a key role to play, in line with the recommendations made by  the Schools, Students and Youth Review, in providing a clearer pathway link to the  agreed performance and representative structures. 

61 We will provide a support structure for players within FE/HE institutions to link with clubs where there are no appropriate opportunities within the institution. Some institutions start the year with a large number of players; however, by the time the season starts the number has significantly reduced. Therefore it is important to provide a support structure and competitions to keep them involved in the game.

62 We will provide regular structured playing opportunities for FE/HE students outside of the BUSA organised competitive framework. Within FE/HE institutions there is a need to provide a wide menu of playing opportunities for all levels of ability to include the traditional BUSA leagues, Freshers' Leagues for new institutions, intra mural festivals and the like. We will work with the British Colleges Sport organisation to assist in the development of competition structures and opportunities within the FE Sector.

Improve our competitions infrastructure

63 Changing work patterns in society mean that non-traditional rugby opportunities must be given greater importance to ensure the maintenance of participation levels and the better use of facilities. This requires facilitating playing opportunities for players, referees, coaches and administrators at different times of the day and week, in particular mid-week day and night matches for teenagers that work at weekends.

64 We will develop existing fixture pool services and ensure that they are structured so that teams only have to register once. Greater streamlining will assist Volunteers in the organisation of matches. The first step is to forge closer links with fixture pool organisers without making them feel that the RFU is interfering. By establishing regular dialogue, it will be possible to assist pool organisers whilst providing the RFU with essential data, such as the number of matches cancelled and rearranged each week. A simple web based service to achieve this will form part of Project Trafalgar.

65 We will develop “Player Pools” through club clusters/CBRDP Committees and links to students (through student networks). We will encourage students to register online through promotions (e.g. two free pints of Carlsberg-Tetley’s etc or text messaging through O2) to reduce the number of cancelled matches for want of one or two players in key positions.

Review Competition Developments in a de-regulated environment
66 We will undertake a “root & branch” review of all competition regulations. We believe this is necessary, not just because of the barriers to playing, but also because of the regulatory burden placed on club administrators. We need to ensure our guidelines are easier to follow and to action and that they are appropriate to the level of the relevant competition, whilst maintaining its integrity.

67 We will establish the demand for competitions at the lower levels and meet those demands. Self evidently, there is a need to be more pro-active in establishing the needs of the game. To achieve this requires the establishment of robust and long-term communication links between players, clubs and the RFU, through CB competition committees. We will avoid the use of questionnaires wherever possible as they simply add to the burden placed on Volunteers.

68 We should provide opportunities for teams to play at a level and in a structure with which they are comfortable. Since the inception of leagues, a significant number of clubs have struggled to meet the competition’s requirements due to funding issues and the need, in some areas, to spend three or more hours travelling in order to play 80 minutes of rugby.

69 Mixed team leagues have been successfully introduced by Dorset & Wiltshire RFU. This has led to a large increase in the number of matches being played. Additional benefits that have been realised are reductions in travelling costs and time. Less time and effort is spent by club administrators arranging fixtures and more use of clubhouses is made leading to increases in income. The opportunity to play regularly without travelling too far has helped clubs recruit and retain adult players. Alternative structures such as those offered by Sussex RFU should also be encouraged as a means of providing cost effective rugby within a defined competition structure.

70 We will encourage “cluster” based competitions with funds being split evenly and appropriately amongst the cluster group. “Clusters” are geographical areas, not limited by CB boundaries, and are a means of providing competitions within cost effective geographical areas. The establishment of clusters should be undertaken at a local level.

71 We will analyse the success stories within Merit Tables and Leagues and communicate “best practice” throughout the country. Most Merit Tables and Junior Leagues operate independently of the RFU and, as a result, there is little understanding of how effective they are. The first step we must take is to forge closer links with Merit Table and Junior League organisers without making them feel that the RFU is interfering. By establishing regular dialogue, it will be possible to assist new Merit Table and League
organisers whilst providing the RFU with essential data.

72 We will encourage clubs with floodlights to run mid-week tournaments and competitions and to develop close links with local authorities and companies to increase participation in touch and tag rugby. As well as increasing revenues for clubs, this will strengthen links with potential members and sponsors. The catalyst for this project will be identifying individuals who will establish such tournaments and competitions. The key to success is an enthusiastic individual who will drive the tournament or competition. The role of the RFU is to support that individual with systems, advice and resources in order to maximise the chances of success.

73 We will introduce resources and financial support to help develop competitions for the U17-U24 age groups particularly in mid-week. The introduction of competitions for U15 and U17 has been a success. There is now a need to provide regular competition throughout the season for all age grades. It is not just about the top 2% involved in
representative rugby.

74 We will provide training and financial support for personnel managing Competitions and charged with the recruitment and retention of students. The sharing of best practice is key, helping all Volunteers to get the most from their involvement. The RFU will use its position as a national governing body to provide competition templates, systems and resources so that competition management is not a burden to the organisers and participants.

75 We will consider making funding available to non-league playing clubs in membership of the RFU, including FE/HE institutions. This could be important in assisting more clubs to become and remain sustainable. Many clubs play in junior leagues and provide regular competitive rugby for their members and this is equally worthy of RFU funding.

Undertake a review of all RFU Knockout Competitions in the adult game and evaluate their contribution to club sustainability
76 Knockout competitions have long been part of our competitions structure at all levels of the game. However problems are starting to appear with the senior cups at the top end of the game which need to be addressed. In doing this it would make sense to conduct a review of all these KO cup competitions in the light of the objectives set out in this Plan. We will therefore conduct reviews of the RFU senior cups (Powergen Cup and Powergen Challenge Shield) and the RFU Intermediate Cup and Junior Vase (Powergen Intermediate Cup and Powergen Junior Vase) separately as there are different issues facing the two categories.

77 It is suggested that the review of the Powergen Cup and Powergen Challenge Shield should cover the following issues:

i) Identify the actual needs of clubs, players, supporters, sponsors and broadcasters, to include but not be limited to:

• The value of these cup competitions to the various stakeholders;
• The effect on the Structured Competitions Season;
• Any alternative structures which would enhance the competitions to their stakeholders.

ii) Undertake a comprehensive review of the current structures (to include a SWOT analysis) as well as looking for ideas from other countries and other sports.

78 It is suggested that the review of the Powergen Intermediate Cup & Powergen Junior Vase should cover the following issues:

i) Identify the actual needs of clubs in relation to these competitions, to include but not be limited to:

• Their position in relation to CB cup competitions;
• The relative merits of more regular league matches vs. knockout cup matches;
• The effect on the Structured Competitions Season;
• The dream of a Twickenham final vs. the reality for the 88%(Intermediate Cup) and 94% (Junior Vase) that don’t reach the last 32;
• The impact on and contribution to club sustainability

ii) Undertake a comprehensive review of current structures (to include a SWOT analysis) as well as looking for ideas from other countries and other sports.

Develop a national promotional campaign to encourage ex-players to return to the game.
79 We believe there is a large pool of ex-players who gave up the game after school or University or who retired after playing who can be encouraged to come back to the sport in various capacities. We intend to develop a strong promotional programme to encourage these ex-players to get re-involved. This could take the form of a marketing
campaign linked into ‘fun activity’ days based around the local club.

Develop a support package for clubs fielding additional teams
80 We will encourage and provide incentives for clubs to organise additional teams with more regular fixtures. To encourage clubs to add new teams, a support package needs to be put in place. This would include Volunteer support, provision of insurance, competition deregulation, ‘fun activity’ club days and links to FE/HE institutions to aid the transition from school to youth rugby. This support package should be in the form of a club development toolkit delivered and supported by the CB Community Rugby Committee and the RDO.

Develop a programme of ‘recreational’ rugby activity with partners
81 There is a vast and growing interest in non-contact and ‘recreational’ contact versions of rugby. Through engaging with this developing market we will provide new avenues to grow playing membership within clubs and to generate new Volunteers, coaches, administrators, and spectators. We should provide help and encouragement to England Golden Oldies Rugby (EGOR), the English Touch Rugby Association (ETA), Beach Rugby and other ‘leisure’ forms of the game to develop further ‘recreational’ rugby opportunities for club and non-club members alike.

82 By encouraging such ‘recreational’ or ‘leisure’ forms of the game, we will ensure that clubs are providing opportunities for members and non-members to engage with the game in a fun and enjoyable way. Developing ‘recreational’ activity in clubs, engaging young and old to play in a non-competitive recreational basis will also assist in bringing ex-players back out of retirement as well as attracting new players to the clubs to participate in a friendly, fun and social environment.

83 We believe there are opportunities to develop the “corporate” market for touch, tag, and beach forms of rugby. This is an important new commercial opportunity but it would need to be carefully packaged and sold on a national basis with strong branding support. Such commercial involvement would widen the RFU’s commercial reach and allow access to product categories that may not be interested in the fifteen a side game. Previously this area has been handled in an entirely ad hoc fashion, with no RFU involvement.

Establish a National Network of Club Volunteer Co-ordinators (CVCs) with 30% of Section 1 clubs having a CVC by 2006/07
84 We will establish a network of Club Volunteer Co-ordinators (CVCs) with direct links to the CB Community Rugby committee and the RFU Game Investment department. Establishment of a network of CVCs will provide for more direct links between clubs and the RFU on all matters concerned with recruitment, retention, development and recognition of volunteers. We are setting an objective for 30% of Section 1 clubs to have a CVC by the end of the 2006/07 season.

Develop a national marketing programme to promote participation in the Community Game
85 Historically all promotion of participation in the game has been conducted at a local level. We have not used the power of our national brand – the Red Rose – to coordinate and drive these initiatives. This Plan is setting clear objectives in terms of growing participation and we need to develop a strong nationally branded marketing programme to assist in achieving our goals. This national marketing programme must encompass participation in the playing of the game at all ages, coaching, officiating, administering and spectating.

86 A professionally structured national campaign, focused on each target audience, should form part of the overall marketing and communication message for the game in general. The campaign would provide a nationally branded template which CBs and clubs could vary to cater for local situations. Such a programme would enable clubs to promote participation locally by association with national images.

87 We will also develop a national programme to promote the contribution of Volunteer administrators. We could, perhaps, follow the New Zealand example of senior players publicly thanking those Volunteers who provided them with the opportunity to play rugby. Again this would deliver a local message linked in to a national theme. All nitiatives in this area must attract the younger Volunteer. We must ‘make it cool’ to be a Volunteer. We know that attracting and recruiting the younger Volunteer is critical to the future health of our game.

Achieve Equity and Equality within Rugby
88 The implementation of policies and programmes to achieve equity and equality will be a key consideration for Government in considering levels of funding for NGBs. We need toensure that we develop effective programmes to achieve these aims. These programmes will be delivered through all the RFU’s departments and, in particular, will:

i) Monitor the increase in participation of people currently under-represented in the game through the establishment of baseline data available from sources within the game and relevant external agencies;

ii) Positively promote the public image of Rugby Union through the use of role models and ensuring all literature and promotional material, web sites and internal communications reflect positive images from ‘under-represented’ groups in the sport;

iii) Establish positive action schemes which are aimed at increasing the number of players, coaches and Volunteers from currently under represented groups in the sport;

v) Ensure all internal policies and procedures pay due regard to diversity with regard to selection and recruitment, performance targets, grievance procedures, training and education programmes.

Provide guidance on Child Protection
89 We will produce a National Policy for the welfare of young people in the game and provide a template for member clubs to produce their own policy and to put in place appropriate monitoring procedures. This National Policy should cover the following key elements:

i) Ensuring that a designated person is in place as a Welfare Officer at Club, CB and National level to implement the policy. This would provide a point of contact at all levels and would ensure effective communication;

ii) Ensuring that all adults who have “regular supervisory contact” with young people undertake CRB disclosure. It is important to ensure that adults who work with young people in the game are suitable to do so. This is important to ensure that we continue to attract young people into the game;

iii) Provision of a comprehensive education programme relating to the care and protection of young people for coaches, parents, spectators, administrators, club and CB welfare officers;

iv) Establish a coherent, sensitive and comprehensive Case Management System which identifies, when an incident is reported, whether action needs to be taken and at what level (Club, CB or National);

v) Establish a “one stop shop” web site for communication. Child Protection is an area which elicits a huge number of enquiries from CBs and clubs. The establishment of a ‘one stop shop’ web site will enable easier access to the information.

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