Modernisation
The game should positively encourage participation from all sections of society in a safe modern environment and use the game’s ethos and culture together with its social and health benefits to market the game to new participants. We need to plan ahead, monitor and evaluate our progress and periodically review our administrative systems with a view to reducing ‘bureaucracy’ wherever possible to enable clubs and CBs to flourish.
Objectives
Maintain the Ethos and Culture of our game at all levels as a differentiator with other sports
90 The Ethos and Culture of the game of rugby union separates it out from many other sports. It is essential that we maintain these values at all levels of the game. They provide a key marketing message for us to attract new participants, be they players,spectators or Volunteers.
Establish a clear Planning Cycle for the development of the Community Game
91 We will establish a planning cycle for the development of policy, activity and budgets within the Community Game. We need to push back planning horizons so that RFU staff, CB and club Volunteers know well in advance what resources are available to support their activities. This will also provide more time to implement support programmes and to obtain feedback on their effectiveness.
92 To achieve this objective, a four year planning cycle for the Community Game will be adopted. The needs of the Community Game are out of phase with the RWC cycle but are built around the RWC. This planning cycle will provide the Volunteer with milestones’ in both an annual and four-year calendar that will assist them by providing more time for consultation and more opportunity to contribute.
Establish the concept of ‘Beacon Clubs’ to provide leadership and direction
93 A ‘Beacon Clubs’ scheme will be established to enshrine ‘best practice’ and provide an example to other local clubs as to all aspects of club management and administration and rugby development. The ‘Beacon Club’ scheme will support the CB’s development plans and be a vehicle for their delivery. The scheme will also support the principle of local clustering of clubs that has been established within the Community game. The RFU will define the criteria for a club to become a ‘Beacon Club’ and will develop a support package, including financial resources, to enable the ‘Beacon Clubs’ to deliver.
50% of Clubs to achieve Club Accreditation by the end of the Plan period
94 To grow the number of teams playing in more matches requires an increase in the number of effectively managed clubs. Effectively managed clubs provide and promote opportunities to participate in the game. One of the key measures in this respect is the Club Accreditation programme and we are setting as an objective to secure 50% of member clubs having received club development support leading to club accreditation by the end of the Plan period.
Evolve the RFU from a ‘Regulatory Body’ to a ‘Service Support and Delivery Body’ over the period of the Plan
95 The ‘RFU’ is seen by some within the game as concentrating too much on its role as the Regulatory Body for rugby union in England rather than providing an environment where clubs and CBs are empowered to develop the game within their locality with the RFU providing leadership, services and support to its members. Over the period of the Plan we will be seeking ways in which the RFU can evolve along the above lines so that local empowerment can take place.
Provide a ‘medical issues’ service to participants in the Community Game
96 There is considerable knowledge and information held within the game at varying levels relating to medical issues. This information needs to be focused and made available to those areas of identified need. The aim should be not only to provide information but also encourage best practice standards. The RFU will develop an information service through Community Rugby to make available knowledge, information and advice on a wide range of medical issues.
Increase awareness in all RFU member organisations of their responsibilities under Health and Safety legislation
97 The RFU has to play a proactive role in the promotion of the issues relating to health and safety to its members. Society is more litigious and member clubs should be encouraged to be more aware of their responsibilities within H&S legislation not least in the context of potential financial risks that clubs may be exposed to.
Ensure that 50% of applicable clubs are registered as CASCs by the end of 2006/07
98 Given that we, as a National sport, lobbied Government quite aggressively and successfully for mandatory rate relief for Community clubs, we now need to ensure that a significant number of our clubs register as Community Amateur Sports Clubs (CASCs) to secure the available funding benefit and to demonstrate to Government that our advice was correct and credible. We are targeting 50% of applicable clubs to have registered as CASCs by the end of 2006/07 with continuing growth thereafter.
Increase the awareness and knowledge of insurance across the whole of the Game
99 Society has become more litigious, therefore RFU must ensure that its member have an increased understanding and awareness of insurance issues. The principle we should follow is that payments to those who suffer serious injury should be based on increased insurance cover (as resources permit) rather than reliance on charity or social services.
Become a world leader in the fight against Doping in sport
100 The RFU will establish a comprehensive programme of education and testing to discourage the use of prohibited substances and methods within the sport of Rugby Union in England over the Plan period with the aim of becoming a world leader in the fight against doping within the sport.
Strategies and Plans
Promote and market the Ethos and Culture of the game
101 The RFU has excellent ‘codes of conduct’ covering the Ethos and Culture of the game but these tend to be buried away in our handbooks and other formal publications. We need to create a marketing and promotional programme to extol the virtues of our Ethos & Culture to attract new participants - players, spectators and Volunteers. We should evaluate the following possibilities:
i) Inclusion in all advertising and promotional materials;
ii) Inclusion in all match day programmes;
iii) In conjunction with our broadcast partners, inclusion in TV promos and trailers;
iv) Provision of laminated sheets for parents and young players on Sundays.
Use ‘Project Trafalgar’ and the ‘Rugby Passport’ to measure Critical Success Factors
102 We have suffered in the past from a lack of reliable data to assess trends in the game and to enable action to be taken in a timely manner. With our Strategic Planning process now in place and accepted throughout the game, we need to ensure that we have robust mechanisms in place to measure our performance across all of the activity areas for which we have set ourselves strategic objectives.
103 Many of the areas within the Community game are difficult to quantify and steps have been taken, such as the RFU Questionnaire, to provide a baseline of data for the game. The accuracy of information on the game will be much improved by “Project Trafalgar”, an IT system that is being developed by the RFU. In conjunction with the implementation of a “Rugby Passport” it will provide a single database containing details of all the games’ participants, whatever their role. It will also provide a single tool to help administer the game.
104 It will also be important to access, where appropriate, the Government schools questionnaire which will give detailed information on rugby activity both ‘in curriculum’ and ‘out of schools’ hours within State schools.
Evaluate and measure the results of Community Rugby initiatives
105 We will establish a process to evaluate and measure the success of all our initiatives and projects so that those that are not delivering intended results can be discontinued. For example, with the Blackman initiatives, no measurement of results was put in place and we relied on subjective and anecdotal feedback to determine their success or otherwise. In addition, there have been a number of examples of competition experiments with very little feedback of their success. For example, Warwickshire deregulated their leagues but it is not clear whether this has improved matters within the county or not.
106 We will introduce measurement tools and review processes to establish the success or otherwise of each programme as part of the approval process for any project. With all our strategies, there must be a mechanism to establish their worth and then react accordingly. This will require support and co-operation from everyone be they professional staff or Volunteers.
Develop communication tools to share ‘best practice’ and increase volunteer
involvement
107 There are five key areas where improved information flow would help, as follows:
- Fixture Exchange Secretaries,
- Club administrators,
- League Secretaries,
- Constituent Bodies; and
- Match Officials.
There should be a ‘one-stop’ forum to ensure the RFU provides information for all aspects relating to the game. Innovative use of mobile services and web enabled technology should be explored to assist the two-way flow of communication between clubs, CBs and the RFU. Improved communications will benefit clubs, reduce the administrative burden and reduce the number of cancelled matches. Sharing of “best practice” on all matters within clusters will also help, which is particularly important for the management of Competitions, Festivals & Tournaments
Link and prioritise RFU and CB Community Rugby work programmes
108 The RFU Strategic Plan and CB Community Rugby work programmes need to be closely linked. The Community Rugby programme will identify the ownership and prioritise the work of CBs, RDOs, and other partners such as Community Coaches. communication links should be clearly defined and take into account the working partnership between CB committees and RDOs. In some CBs there may be an opportunity to develop a ‘Beacon Club’ to work closely with the CB, other clubs and schools using a common Community Rugby agenda.
Community Rugby ‘initiatives’ to be in the form of a CB ‘menu of opportunities’
109 CBs have expressed concern with regard to ‘initiative overload’ from Community Rugby. This will be addressed by the introduction of a ‘menu of opportunities’enabling CBs (in conjunction with their RDO) to adopt a ‘bottom up’ approach and select from a number of tool kits to meet their local needs. The four year planning cycle to be introduced by Community Rugby will assist CBs in the planning of development programmes needed within each CB.
Provide guidance on Player Welfare
110 We will provide sufficient resource to provide advice and information to the community game in a number of areas relating to Player Welfare as follows:
i) A comprehensive education programme relating to medical advice, drug education and safe supplements;
ii) Guidance, information and recommendations relating to ‘overplaying’ at all levels in the game;
iii) The management of specific medical conditions and disabilities for participants in the sport. There has been a significant increase in enquires as to whether people with specific disabilities can be involved in the game. The RFU needs a policy relating to this area;
iv) A “one stop shop” web page which would provide all relevant information relating to player welfare at all levels.
Provide guidance on Health and Safety for clubs
111 We will establish Health and Safety guidance and support programmes which are appropriate for adoption by clubs. The specific areas to be addressed by priority would be first aid, emergency access, spectator safety and control. The Community Rugby and Finance & Funding Standing Committees should consider the possibility of linking compliance in this area to CB Conditional Funding.
112 We will also ensure that there is an effective system of communication for Health and Safety matters between the RFU and the membership in order that the relevant aspects of the HASAWA are understood. Good communication in this area is essential as some clubs may not be aware of the issues.
Promote the registration of clubs as CASCs by a regular ‘PR’ programme
113 We are setting as an objective that 50% of applicable clubs should register as CASCs by the end of the 2006/07 season. This will need a PR and Communications
programme put in place to ensure that the benefits of Gift Aid, elements of Corporation Tax exemption and mandatory rate relief are explained to all clubs.
The programme should also publicise the benefits of registration by reporting ‘good news’ stories from around the country. The Community Rugby department should produce a quarterly report to the Management Board on progress made towards the target set.
Ensure that the RFU maintains appropriate insurance cover
114 The RFU will work with its brokers and insurers to increase the scope and amount of accidental injury and liability cover for all participants in the game. We also aim to improve our provision of education and training relating to insurance issues within the game particularly amongst those who are self employed. We will promote risk assessment programmes capable of being implemented by those involved within the game. This is an area that many clubs have not addressed and which needs to become an established practice.
115 During the period of the Plan, we need to create an optimal balance between the cost of insurance premiums on the one hand and desire to reduce the dependency of participants who suffer VSI on charitable contributions on the other. Ideally the RFU should be working towards ensuring that those who suffer injuries which cause disability can live a life which is not dependant on charitable donations. The RFU should continue to support SPIRE, the RFU Charitable Trust and other charities which provide support for those injured playing the game and continue to support those players who suffer VSI.
Implement a Club Development Programme to include Mini, Youth and Adult
sections
116 The ‘Seal of Approval’ programme has been developed to support clubs that run a mini and youth section. Currently there are 497 out of 760 clubs who have such sections working towards accreditation. This programme is, for some clubs, administratively burdensome and will be reviewed to ensure a more simplified version is developed. It should be noted, however, that the Sport England ‘Clubmark’ accreditation which is part of the Seal of Approval is linked to a number of government targets and these need to be reported on. With enhanced support from RDOs as part of the Club Development support provided by the RFU, the administrative burden will be lightened.
117 It is important that, in providing support, the ‘whole’ club is developed as an entity. The Club Development Programme will therefore be developed to extend across all sections of the club - Minis, Youth and Adult - and be adapted in such a way as to assist CBs and referee societies alike
Develop the concept of a Beacon Club within the ‘Club Cluster’ approach
118 A ‘Beacon Club’ is a rugby club that shares and exhibits the values and vision of Community Rugby, has the development criteria associated with sustainable adult, mini and youth rugby, provides community links with appropriate facilities that can service both higher level rugby, and also a variety of community users.
119 The ‘National Facility Strategy for Rugby Union in England’ (NFS) defines the type of facility required to successfully deliver rugby at all levels. It identifies which programmes should be undertaken at which model venue and as such provides a framework for ensuring that high level activity takes place at clubs with better facilities. Such activity should be focused at these clubs. Where a club does not meet the facility specifications for model venue 3 or 4 as defined in the NFS but there is a requirement for such a facility, funding should be found to plug the facility gap.
120 It is anticipated that clubs from different levels may well qualify to act as ‘Beacon Clubs’ in terms of the development of the game within their area working closely in partnership with CBs, local clubs, schools and FE/HE colleges. The Beacon Club concept will support CBs’ development plans and the principle of clustering local clubs that has been established within the Community game.
121 It is recognised that there is a great deal of knowledge and experience within our clubs that can be shared in order to strengthen and sustain the game at the grass roots level. The rationale behind the establishment of Club Clusters is to facilitate this exchange and to enable clubs to understand and embrace their place in the local rugby community. This will strengthen and protect clubs against other sports and activities, while the delivery of ‘central’ club support can be tailored to the needs of the Cluster.
122 Club Clusters will dovetail with other cluster models such as Specialist Sports College clusters, thereby improving the efficiency of club/school links. HE and FE rugby clubs may also find it more effective to link with a local cluster of clubs rather than try to establish relationships with clubs on an individual basis.
123 Clubs need to link with other support agencies such as Local Authorities and County Sports Partnerships to ensure maximum use of resources. This may be done more effectively collectively than as individuals.
Implement education, testing and other programmes to eliminate Doping from
the sport
124 Whilst we have historically enjoyed a low incidence of ‘doping’ in the game, there have been disturbing signs recently of a significant rise in the number of cases. We intend to improve and extend our procedures to ensure that our sport remains ‘clean’ with education programmes having priority. The strategies we will use over the Plan period to ensure compliance with both the World Anti-Doping Agency (WADA) Code and the IRB Regulations as they relate to anti-doping are set out below:
i) A long-term education strategy will be implemented so that successive generations learn the “Keep Rugby Clean” message (initiatives to include poster campaigns, talks, interactive material and use of the internet). We will work with UK Sport to encourage the rugby community to engage and participate in their “Start Clean” and “Stay Clean” programmes;
ii) We will manage and maintain the IRB International Player Pool as it relates to England Qualified Players;
iii) We will manage and process Therapeutic Use Exemptions quickly and efficiently;
iv) We will commit to a regular increase in tests undertaken, so that at the end of the Plan period, the RFU is aiming to undertake 500 tests per annum compared to the current figure of 340;
v) We will ensure that all positive test results are dealt with expeditiously and with an awareness of the RFU’s responsibility to the sport and also its pastoral responsibility to the player involved;
vi) An ‘Individual Out Of Competition’ register and testing programme will be established in liaison with the National Anti-Doping Organisation;
vii) We will ensure that the RFU policies regarding anti-doping (including related issues such as nutritional supplements, ergogenic aids and herbal products) are robust, widely publicised and regularly reviewed.
125 To put these proposals into effect, an Anti-Doping group needs to be established, reporting to the Governance Standing Committee, to develop and implement the strategies needed to create an Anti-Doping programme of testing, education and regulation that reflects the status of the RFU as an NGB of a major sport taking a lead in this area. The Anti-Doping group should be made up of the following personnel:
- Community Rugby Medical Officer;
- Community Rugby Project Manager;
- Head of Sports Science/Medicine;
- RFU Competitions Manager;
- RFU Legal Officer
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