THE FUTURE OF RUGBY LEAGUE IN WEST CUMBRIA

A REVIEW PREPARED FOR THE RFL, SUPPORTED BY WORKINGTON TOWN AND WHITEHAVEN RLFC FINAL 12.12.14

THE ALAN RAPLEY CONSULTANCY 07970313419 [email protected]

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CONTENTS

1. EXECUTIVE SUMMARY

2. INTRODUCTION

3. PROCESS

4. RUGBY LEAGUE IN WEST CUMBRIA

5. BACKGROUND RESEARCH

6. STAKEHOLDER VIEWS

7. FUTURE OUTLOOK FOR RUGBY LEAGUE IN WEST CUMBRIA

8. CONCLUSIONS

9. FURTHER ACTIONS

10. APPENDICES

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1 – EXECUTIVE SUMMARY

1.1 On the back of a hugely successful World Cup in 2013 which demonstrated what potential could be re awakened if the optimum Rugby League product was available to West Cumbria this report was jointly commissioned by the Rugby Football League (RFL) in partnership with Workington Town and Whitehaven RLFC.

1.2 The objective of the review was to understand the existing rugby league infrastructure in West Cumbria and its growth potential against the context of local, regional and national factors. Critically the review was much more than a desk-top analysis and has sought the views and opinions of key stakeholders; administrators and management of the game; partners; and the fan base, on a qualitative and quantitative basis.

1.3 Data validity has been important to this review and was therefore the backdrop to question design and a broad respondent base. 2 x online surveys; 1 x paper survey; face to face and telephone interviews were tested as appropriate against desk top data. Data validity will ensure that this review provides a strong platform from which to move forward without assumption.

1.4 From this data collection and subsequent analysis it is clear that the subject of a merger between the two clubs of Workington Town and Whitehaven is a contentious and divisive issue and whilst this review and the questions contained within it did not seek to address this directly, respondents took the opportunity where possible to table it and express opinion.

1.5 Analysis has been used to draw comparison with Super League highlighting where there is potential within the existing infrastructure such as the existing stadia and where there is alignment between the leagues; for example attendance figures are directly impacted by the quality of the game and this was evidenced by Widnes Vikings experiencing relegation and promotion within a 5 year timeframe. There are gaps such as the challenges around location and travel for the game and the significant difference in revenue growth at Super League Level compared with the two clubs in West Cumbria.

1.6 To be fit for purpose and to mitigate future risk it is evolutionary that some change be implemented. The benefit of this review is that it provides a common platform from which

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to explore how collaborative working would benefit the game and future proof it within the Region.

1.7 To do nothing poses the greatest risk to the game in West Cumbria; financial instability; no growth in attendance; no immediate prospect of promotion to a higher quality game. This does not align well with a fan base motivated by pride in their town and watching high quality rugby league.

1.8 Of course understanding the extent of change that best fits the region should be the decision of the key stakeholders and to this end there is common recognition that a collegiate approach is the best fit. Defining this approach does lend itself to a merger between the two clubs or the introduction of a super club, but as a minimum it does require a collaborative future working relationship between Workington Town and Whitehaven .

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2 – INTRODU CTION

BRIEF AND SCOPE 2.1 Over the course of the spring / summer 2014 a review was undertaken by The Alan Rapley Consultancy (ARC) on behalf of the RFL and Workington Town and Whitehaven RLFC to understand the rugby league infrastructure in West Cumbria and its growth potential against the context local, regional and national stakeholders and market trends.

2.2 The review is supported by key stakeholders: Whitehaven RLFC (Whitehaven); Workington Town RL (Workington), who attended the launch event (see Appendix 1 for the Media Launch Document), held at the Lakes College in March 2014.

2.3 At the launch Whitehaven said: “We welcome the plans for an independent review in support of the future of the game in West Cumbria. The Rugby League World Cup demonstrated to everyone that there is a far greater potential for the sport at a higher level in the region than is being realised currently. We would like to look at how we can capitalise on the success of the tournament and also examine how the game can be taken forward.”

2.4 Workington added: “The success of RLWC2013 has stimulated the thoughts of key stakeholders across West Cumbria, and we are excited about the opportunities the legacy of the tournament presents. We welcome the study and look forward to what we anticipate will be a full, frank and open debate on how everyone involved can progress the sport in a region which has so much potential for growth.”

CONTEXT 2.5 The review has been undertaken with full alignment and consideration of the RFL Policy Review 2014. The Policy Review has the key following principles:

i Whole Sport Solution Each constituent part of the sport has a responsibility to ensure the good health of the entire game. In accepting this responsibility, each constituency must therefore help to facilitate a “whole sport solution” as part of this review, binding each component part into the future commercial and operational success of the sport. A fractured sport, riven with allegations and recriminations between Super League clubs, Championship clubs and the Community Game will be doomed to failure. The current challenges must be used to Page 555 of 717171

engineer a solution that does not allow one component part of the sport to succeed, leaving the remainder of the sport subservient to it. ii Return on Investment The sport has finite financial resource, and following this review, the distribution of Rugby League’s income must be strategic, with consideration given to the return on this investment and targeted to ensure the sustainability of member and Community clubs, and growth in the number and quality of players. iii Light Touch Regulation The RFL must reduce the regulatory burden on, and intervention in, the performance of professional clubs. Under this “lighter touch” regulatory regime the responsibility for club performance falls predominantly upon the Board of Directors and Management of each club. The RFL should be freed up to improve the commercial and operational performance of the sport, and not micro-manage the performance of individual clubs. iv On-Field Meritocracy A reduction in the regulatory burden on, and intervention in the performance of, professional clubs necessarily requires the removal of Super League Licensing. On that basis access into and out of the Super League should be more transparent and determined primarily (but not exclusively) by on-field performance, with clubs standing and falling based upon their own efforts. v Commercially Compelling The restructure of the playing leagues must ensure the most commercially compelling offering for spectators and sponsors. The restructure must provide the RFL, SLE Ltd, and professional clubs the best opportunity to grow revenues and improve the viability of the clubs and leagues. vi Broadcast Attractiveness The restructure of the competition should produce more games between equally matched sides; producing greater uncertainty of outcome, reduced mismatches and a more compelling television offer.

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vii Investment at Top of Tier 2 With the restoration of Promotion and Relegation, increased investment into the top of the Tier 2 (Championship) competition is essential to ensure that the clubs entering and exiting to and from Tier 1 (Super League) are sustainable and competitive on and off the pitch. viii Financial Parameters It is considered vital for the overall well-being and stability of the sport that financial distributions for each element of the sport are agreed and maintained. That way the whole of the game will move forward together, certain in the knowledge that each constituency is participating in the shared destiny of the sport. First and foremost this best reflects the mutual dependency between each section of the sport, but also will result in a pulling together, not pulling apart, with all groups vested in achieving an improved performance for all. ix Player Focused A player-focused approach should be adopted to enable every player to reach his/her playing potential. It is also important to note that some players will merely wish to play for enjoyment and should not find themselves within a model that purely demands performance athletes, as each participant still plays an important part in the pyramid. This will require the free movement of players within the entire system, subject to maintaining the integrity of league and cup competitions. x Talent Retention Member clubs should be rewarded for producing elite talent and given assistance to retain this talent in the face of competition from other sports and competitions through measures such as Salary Cap dispensations and increased funding for player development. xi Open Game To that end, the historic demarcations between community and professional belong in the previous century. It is understood that Super League and the two divisions of Championship have varying degrees of professionalism; in a truly player centred approach whether remuneration or expenses are received or paid is a matter for the club and player, not league management.

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xii Geographic Expansion Geographic expansion of the sport remains a strategic priority for the RFL. However this expansion must be carried out in a proportionate and sustainable manner. Clubs in new geographical areas for the sport must be nurtured in appropriate leagues until such time as they have evolved to compete sustainably against those clubs with long and proud playing traditions. xiii International Development The responsibility for the development of Rugby League internationally resides primarily with the Rugby League International Federation and secondly with the Rugby League European Federation. The RFL’s role is to support these two organisations in achieving their international objectives. “The RFL is committed to managing, developing and promoting Rugby League and providing excellent, high quality services for the whole Rugby League family.”

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3 – PROCESS

3.1 It was important that any review undertaken was representative with robust and viable data, and to this end the methodology was both quantitative and qualitative. This report focuses on developing an understanding of the current provision of rugby league within West Cumbria including the views of the semi-professional clubs and stakeholders in the area including their vision for the future.

REVIEW PHASE 3.2 The following process was followed for the review phase:

1-2-1 Initial brief and Focus group Online and interviews requirement from RFL data via 2 Paper with wider & Stakeholders boards surveys stakeholders

ARC took the following steps to gain information from the process:

i Desk based data collection to understand the area and West Cumbria’s position in past, present and future strategic positioning in the rugby league landscape (Appendix 2): 1. RFL Policy review 2. Rugby League history in West Cumbria 3. Allerdale and Copeland census information

ii Face-to-face meetings with the combined 2 boards of the semi-professional clubs to understand their current positions and potential for strategic areas moving forward (Appendix 3)

iii Face-to-face and one-to-one meetings with local, regional rugby league representatives and stakeholders within West Cumbria (Appendix 3): 1. Allerdale Local Authority Chief Executive and Leader 2. Copeland Local Authority Chief Executive and Lead Member 3. Workington Town Board 4. Whitehaven Board

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5. Local community administrator representatives 6. Local community clubs representatives 7. Local community league representatives 8. Independent fans associations 9. RFL employees 10. RFL National Development Manager 11. Cumbria Regional Academy Head Coach

iv Virtual (Appendix 4) and paper based surveys (appendix 5) conducted by ARC but through distribution channels highlighted by the two semi-professional clubs: 1. Workington fans registered on club database 2. Whitehaven fans registered on club database 3. Fans attending two home matches

RESEARCH

3.3 Research was collected from the stakeholders directly and using online resources. Links to the principal resources used can be found in Appendix 2.

3.4 The Fan Survey was conducted by ARC through distribution channels highlighted by the two professional clubs. There was also direct access to the RLWC2013 database (Appendix 6), which was segmented to survey those that had attended the RLWC2013 games in the region.

3.5 The paper based fan Survey was written by ARC but distributed and collected by both Whitehaven and Workington Town at 2 home Championship 1 games.

3.6 One-to One interviews were conducted by Alan Rapley and were both face-to-face and over the phone.

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4 – RUGBY LEAGUE IN WEST CUMBRIA

4.1 This section sets out the current provision of rugby league in West Cumbria set against the backdrop of the National, Regional and local context.

THE NATIONAL CONTEXT

4.2 The RFL is the national governing body for rugby league in Great Britain and Ireland.

4.3 The RFL administers the England national rugby league team, the Challenge Cup, Super League (via Super League Europe) and the Championships, which form the professional and semi-professional structure of the game structure in the UK.

4.4 The RFL supports and develops the community game across the country in association with the British Community Rugby League Association (BARLA).

4.5 The RFL aims to get more people playing rugby league and use the legacy of the 2013 World Cup to generate more interest in the sport.

4.6 The four-year plan centres around 4 key strategic priorities to develop the club and league structures to keep more people playing the contact version of the game and to expand the current touch programme: Acquire; Retain; G.A.M.E; Finance.

4.7 The RFL use a number of different initiatives to encourage people to continue playing the sport or take it up for the first time. These include:

1. Improving club development and competition in Conference and Regional leagues, many of which are located in deprived areas 2. Offering touch rugby league players a different form of the game, some of which will be delivered through Powerleague sites 3. Supporting higher and further education institutions in offering rugby league and touch rugby league.

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4.8 The RFL has recently switched its community competitive season to summer to provide a better experience for players and to avoid disruptions to the playing schedule through poor weather. (To reduce the number of games cancelled further still, the RFL will use £1 million of capital funding to continue with its programme to improve and renovate pitches) (Sourced from Sport England Website)

4.9 £4.5 million of Sport England funding will be used to support the development of talented players, creating better alignment with the Super League clubs and smoothing the path between the transition between the community and professional games.

THE REGIONAL CONTEXT

4.10 Rugby League in West Cumbria has a long tradition in both the community and the professional game. There are 27 registered community clubs running a total of 115 open and age group teams. As of 2014 there were 1,422 registered players playing in 13 leagues.

4.11 West Cumbria hosted two games of the Rugby League World Cup 2013, with a cumulative total of 14,000 spectators. 80% of the tickets sold were bought by individuals with a Cumbrian postcode of which 37% were from Workington (data from the RLWC2013 review, Appendix 6). The two games between Tonga v. Scotland and Scotland v. Italy, were both hosted at Workington Town’s, Derwent Park with the town also hosting the Scotland team as a base for the duration of the World Cup. The RLWC brought a c£400,000 capital and revenue investment into the Derwent Park stadium which resulted in a direct economic impact of £650,000 to the local economy.

4.12 The Talent pool in the region is strong, with a number of Cumbrian athletes receiving scholarships at national level. The quantity and quality of athletes available to the National Team is reasonable compared to other regions. The Region boasts one of three RFL Regional academies and in 2014 produced 8.5% (6 of 71 selected) of the players in the England Youth and Academy Squads for the 2014 season, laying claim therefore to an above average talent pipeline (average would be 4.5 players per Academy; Super League and Regional). Cumbria was also selected as the pilot region for the RFL ‘embed the pathway’ project which aims to increase the quality of young Rugby League players through coaching support in their club environment.

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4.13 Partnerships provide additional stakeholders and of course additional resource to the development of the game in the Region. There has unfortunately been a reduction in Local Authority (LA) based Sports Development Officers, which places more importance on the role of Active Cumbria, the County Sport Partnership (CSP) for the region, responsible for delivering a Strategy for sport and physical activity which focuses on helping people and communities across Cumbria create a sporting habit for life. There is currently limited connectivity between rugby league in West Cumbria and the CSP.

4.14 The Active Cumbria Strategy is centred on 5 key strands: the “5Ps”:

1. Participation - Adults: Deliver a growth in participation across the adult population of Cumbria. Children and Young People: Increase the number of young people, with a focus on those aged 14 and over, developing sport and physical activity as a habit for life. Disability: Provide and promote high quality and safe opportunities for disabled people of all abilities to become involved in sport and physical activity on a regular basis. Talent: Support talented performers and enable them to reach their sporting potential 2. People - Support the on-going development of coaching and volunteering capacity within the sport and physical activity sector in Cumbria 3. Places - Ensure that there is access to a range of quality places in Cumbria to play sport and take part in physical activity 4. Partnership Working - Maintain and develop the culture of working in partnership 5. Profile - Raise the profile of sport and physical activity across Cumbria

THE LOCAL CONTEXT

4.15 There are two semi-professional clubs in the area: Whitehaven RLFC and Workington Town, both of which currently (at time of report) play in the Kingstone Press Championship.

Whitehaven RLFC.

4.16 Whitehaven RLFC was formed at a meeting held in the Miners' Welfare Club at Kells from the Whitehaven Miners' Welfare team in 1948. They play at the Recreation ground, with a capacity of 7,500. In the modern era of Super League the club finished 3rd in Division 1 in 1997 and reached the play-off semi-finals. The club made steady progress in the following years and earned a place in National League 1 for the 2003 season. In 2004 they were Page 131313 of 717171

undefeated at home in the league and narrowly lost out on promotion to Super League after losing 32-16 in extra time to Leigh in the National League1 grand final. At the end of the 2010 season the club were relegated to Championship 1 and the club went into administration. Whitehaven currently play in the Kingstone Press Championship and finished 9th in the 2014 season. In the past 15 years Whitehaven RL have played in the following leagues:

• 2003-2010: Championship • 2011-2012: Championship 1 • 2013-2014: Championship

Workington Town RL

4.17 Workington Town RL was formed in December 1944 at a meeting held in the Royal Oak Hotel, Workington. They play at Derwent Park, with a capacity of 10,000. Workington Town were one of 12 founder members of the Super League in the 1996-1997 season however, this was the only season in this division as they were relegated to the Northern Ford Premiership the following year. In 2002 the club dropped into the National League 2 until gaining promotion into the Championship for the 2013 season.

• 2003-2012: Championship 1 • 2013-2014: Championship

4.18 Rugby within West Cumbria is governed by the National Governing Body, the RFL, and also has a County Association. Partnerships driven by collaborative working, such as the County Sport Partnership, and local authorities; Allerdale and Copeland, are important to the development of rugby league in the region. Support, structure and resources should flow through these partners to develop the provision of the sport in the region.

4.19 This support structure is key to improving and growing the game at the grass roots level and helping solve any issues at the local level. More importantly, a flow of talented young players through a performance pathway requires staged support from local club, sub-regional professional club, regional and national level.

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5 – BACKGROUND RESEARCH

WEST CUMBRIA

5.1 West Cumbria is the coastal area south-west of Carlisle and to the west of the Lake District.

Figure 1 – Map of West Cumbria:

5.2 West Cumbria has a strong industrial heritage with a deep history in coal and iron ore mining, steel making and chemicals.

5.3 The main industrial employer is the nuclear facility at Sellafield, near Seascale, although several industrial sites exist at Siddick, north of Workington.

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5.4 Tourism is a principal source of income for the area with people visiting the coast for the attractions of the Lake District nearby and several old Victorian seaside resorts including: Seascale, St Bees, Allonby, and Silloth.

5.5 Whitehaven is the main administrative centre for Copeland Borough Council, and Workington for Allerdale Borough Council, who themselves are key employers as part of the public sector work base.

DEMOGRAPHICS: CUMBRIA

5.6 Cumbria as a whole has a population of 496,200, making it the 7th least populous county in England. With an area of 6,768 km² it is England's 3rd largest county, however, with only 73 people per km², it is the country's second least densely populated county. Carlisle is the largest and only city in the county, whilst Barrow-in-Furness (the largest town) is between 2 and 3 times larger than the second largest town (Kendal), reflecting the density statistics.

5.7 As the second least densely populated county in England with only 73 people per square kilometre and the third largest in area (6,768 km²), it is perhaps not surprising that about a third of the county is taken up by the Lake District National Park.

5.8 In West Cumbria, the main towns are: Workington (25,444 population); Whitehaven (23,810 population); Maryport (12,087 population); Cockermouth (8,225 population), giving a relative total population of 69,566 or 14% of Cumbria’s total population of 496,200.

Figure 2: Population Density in Cumbria

District Population Density Population Area

Barrow -in -Furness 924 / km² 71,980 77.87 km²

Carl isle 101 / km² 105,200 1,039.97 km²

Copeland 97 / km² 71,500 737.59 km²

Allerdale 77 / km² 96,300 1,553.39 km²

South Lakeland 66 / km² 102,900 1,257.79 km²

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Eden 24 / km² 52,800 2,156.45 km²

Source: ONS

Figure 3: Population Density in Cumbria compared to England and Wales (2001-2011)

Number of People per Square Numerical Change Kilometre AREA 2001 2011 2001-2011

ENGLAND AND WALES 347.0 371.0 24.0

CUMBRIA 72.0 73.9 1.8

ALLERDALE 75.3 77.6 2.3

BARROW-IN-FURNESS 923.1 885.9 -37.2

CARLISLE 96.8 103.4 6.5

COPELAND 94.7 96.4 1.7

EDEN 23.2 24.6 1.3 Source: ONS

DEMOGRAPHICS: ALLERDALE

5.10 As with much of the United Kingdom the age profile of Allerdale District is one of an ageing population. Despite its geographic location and largely rural landscape there is a sound populous represented across all age-groups which is stronger in the economically active age-groups than might be expected

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Figure 4: Resident Population 2001 & 2011, Broad Age Group, Allerdale

2001 2011

25.00

20.00

15.00

10.00

5.00

0.00 0-14 15-29 30-44 45-59 60-74 75-84

Age Group

Figure 5: Headline Statistics from Allerdale Council 2011 Census

Population Decline in people aged 0 -14 Health Life expectancy for males is below the national average Life expectancy for females is lower than the national average and second lowest

in Cumbria after Copeland. Above avera ge % of people classified as Hard Pressed: 17% households described Population as struggling families. Moss Bay is Cumbria’s 3 rd highest ward for % of people described as Hard Pressed Population (81.5%). Moorclose, Ewanrigg and Flimby wards are also in the Cumbria top 10. % change in the BME population in Allerdale between 2001 -7 is greater than the Population county average. Hate incidents above county average Crime Below county average % people who think people from different backgrounds get on Source: Cumbria County Council 2012

DEMOGRAPHICS: COPELAND

5.10 As with much of the United Kingdom the age profile of Copeland District is one of an ageing population. Despite its geographic location and largely rural landscape there is a sound populous represented across all age-groups which is stronger in the economically active age-groups than might be expected and in line with Allerdale.

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Figure 6: Resident Population 2001 & 2011, Broad Age Group, Copeland

2001 2011

18.00 16.00 14.00 12.00 10.00 8.00 6.00 4.00 2.00 0.00 0-14 15-29 30-44 45-59 60-74 75-84

Age Group

Figure 7: Headline Statistics from Copeland Council 2011 Census

Copeland has the highest level of unemployment for those aged 20 -24years Employment (24.4%) in Cumbria Life expectancy is lower for women than any other District and significantly below the national average Life expectancy is lower for men tha n the national average Health The gap in life expectancy between the wealthiest 20% and the least wealthy 20% is greater than any other District for women, and second widest for males in Cumbria Employment Ratio of male to female unemployment is joint second h ighest with Barrow Highest % of people classified as ‘Hard Pressed’. 26% of all households described as Struggling Families Population Mirehouse Ward has the highest % of people classified as Hard Pressed: 85% Joint highest proportion of lone parents on benefits with Barrow Source: Cumbria County Council 2012

Figure 8: Working age population on out of work benefits (Aug 2013)

Working age population on out of work benefits (Aug 2013)

Allerdale Copeland Cumbria National

All working Age 6,410 5,370 30,800 4,336,860

% of all working age 10.8 12.0 10.0 10.9

Source: CUMBRIA’s ECONOMY – SUMMARY STATISTICS MARCH 2014 (Cumbria Intelligence Observatory)

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5.11 Allerdale and Copeland face multiple socio economic challenges. Whilst Copeland is in particular impacted by higher than national average works age unemployment (12%), both districts are critically strained by youth unemployment rates that are above the national average. The age spread of the population base across the two councils is relatively uniform with the major area of decrease being in the 0-14 year old category. This could have future implications in the local community games/clubs, talent development, supporter base and future administrators of the game in West Cumbria.

COMMERCIAL CONSIDERATIONS

5.12 A professional or semi-professional rugby league club is first and foremost a business with money being made through such things as ticket sales, shirt sales, sponsorship and sales of players which can then be utilized for such things as investment in the team, human resource, stadium improvement and to make income for the owners or directors of the club.

5.13 Being a business operating in the above spheres a rugby league club is a unique entity in many respects when compared to other businesses. The recent UK wide ‘credit crunch’ has had a devastating impact on many businesses throughout the UK of which sport clubs are not spared an exception.

5.14 The income that fans generate for a club is vast and as all individuals have been hit dramatically by the recent recession the commercial income for a rugby league club generated by its fans has started to decrease. Consequently the issues of debt and insolvency have started to appear in the rugby league world much more over recent years.

5.15 Despite this context and assumptions to the contrary Super League and Rugby League clubs do not appear to have been significantly impacted by the recession. Figure 9(8) illustrates inconsistent patterns to financial performance, but critically with no key downturn from 2009 to 2013 (the period typically regarded as the recent recession). However it is equally important to note that there have been no periods of sustained profitable growth ‘year-on- year’ during stronger economic times.

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Figure 9: Deficit/Surplus in £000’s for Average Super League Club, WTRL, WRLFC

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 SL Av -1 13 463 -440 -54 -312 -119 -671 -690 -723 Deficit/surplus for year £’000 Whitehaven -7 -6 40 -88 -133 -94 -42 -68 -23 deficit/surplus £’000 Workington -34 44 -38 -15 13 -39 22 17 7 -12 deficit/surplus £’000 N.B. All figures are before ‘exceptionals’

N.B. no data available for Whitehaven in the 2012 season

Figure 10: Graphical representation of Deficit/Surplus from figure 9

600

400

200

0 SL 2003 2004 2005 2006 2007 2008 2009 2010 2001 2012 WTRL -200 WRLFC

-400

-600

-800

Source: RFL Data 2014

5.16 As figure 9 and associated graph show, operating Super League and Professional / Semi- Professional clubs comes with certain financial risks.

5.18 The average Super League club had a £95,000 deficit over a 10 year period from 2003 to 2012. During this timeframe Whitehaven went into and out of administration and Workington Town had an average annual deficit of £3,500.

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Figure 11: Turnover in £’000 for Av.SL, WTRL, WRLFC

6000

5000

4000 SL Av Turnover £'000 3000 Workington turnover £'000

2000 Whitehaven Turnover £'000

1000

0 2003 2004 2005 2006 2007 2008 2009 2010 2011

Source: RFL Data 2014

5.18 Super League clubs, on average, have shown a year-on-year increase in their annual turnover since 2003. This sustained increase has bucked the anticipated impact of the recent recession. It is important to note this is just turnover and therefore revenue growth is achievable but may have been driven at the cost of significant investment (players and stadium). Contrary to this, both Workington Town and Whitehaven have shown no year on year growth in turnover during the same time period albeit without significant decline either.

5.19 Any future decision or discussions that are undertaken about West Cumbrian rugby league must be based on sound financial assessment and risk moving forward for the betterment of the game and its future sustainability.

ATTENDANCE FIGURES

5.20 It has already been established that the 2013 Rugby World Cup was a successful event for Cumbria and its host area West Cumbria. 14,000 tickets sold across two games (with targeted discounting to drive footfall) has created focus on the Cumbrian districts appetite for elite rugby league performance. Understanding existing attendance figures at semi- professional games and current super league attendance should give a gap analysis for consideration.

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Figure 12: Average Attendances for Whitehaven and Workington Town

2500

2000

1500 Whitehaven 1000 Workington

500

0 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014

Source: RFL Data 2014

5.21 The graph and statistics illustrate there has been a stabilization of attendances since around 2011/2012 for both semi-professional clubs in West Cumbria. Whitehaven has shown an overall decrease in attendance over the past ten years form an average peak of 2,143 in the 2005 season to a steady state of around 810 average over the last four years. It appears these attendance figures have some relation to the relative position of the club in the league and the league within which they are in. In 2007 Whitehaven finished 4 th in the Championship (2004 av.); 2008 finished 5 th (1782 av.); 2009 finished 5th (1670 av.); 2010 finished 10 th (1012 av). Finishing 10 th and relegation to Championship 1 may have been a contributing factor for the following season when the average attendance dipped to 833 (a drop of 20%) even though the club have since gained promotion back into the Championship the steady state of attendance around that figure has continued (however, we must also note this coincides with a period of economic decline nationally).

5.22 Workington Town have had generally lower attendance than Whitehaven but have been in a relative steady state for the past twelve years averaging 692 per game over that period. 2009 was the clubs lowest finishing league position in Championship 1 (9 th ), which aligned with their lowest average attendance of 469. The following years saw a steady rise in average attendance and shadowed the better league position in Championship 1 and ultimately promotion into the Championship. However since gaining Championship status the figures have fallen slightly.

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5.23 When the club is performing well its attendance increases and vice versa, even when they are playing in a lower league. Therefore it would not be unrealistic to say that ‘performance drives attendance’. On that basis we would expect to see a higher average attendance figures at Super League games as illustrated in figure below:

Figure 13: Average Home Attendances for Whitehaven and Workington Compared to Super League 2003-2013

12000

10000

8000

Whitehaven 6000 Workington SL Average 4000

2000

0 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014

Source: RFL Data 2014

5.24 It is worth noting at this point that stadium capacity seems to have no significant impact on attendance, and each West Cumbrian clubs has capacity to host an average Super League game.

5.25 The two West Cumbrian clubs are competing in the same (yet discreet) market place. Over the past twelve years, both clubs show declining support numbers along with ageing stadia to accommodate the supporters. One of the challenges would be to reach average attendance on Local Authority population base.

5.26 If Whitehaven and Workington Town were to each attract 2.5% of their population base they would have a combined average attendance of (2,703 and 2,184) 4886. If they were to attract the average percentage of population base of Super League Local Authorities, 3.25%, this figure would swell to a combined 6,311 average attendance that would match a team such as the Huddersfield Giants or Widnes Vikings.

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Figure 14: Average Attendance against % of LA Population (2013)

Average Attendance as % Club 2013 Average Attendance of LA population

Bradford Bulls 8,575 1.6% (522500)

Castleford Tigers 6,292 1.9% (325800)

Huddersfield Giants 6,368 1.5% (422500)

Hull 11,201 4.3% (256400)

Hull KR 7,495 2.9% (256400)

Leeds Rhinos 14,985 2.0% (751500)

London Broncos 2,200 N/A

Salford Red Devils 3,178 1.4% (233900)

St Helens 11,141 6.4% (175300)

Wakefield Wildcats 7,973 2.4% (325800)

Warrington Wolves 10,465 5.2% (202200)

Widnes Vikings 6,015 4.8% (125800)

Wigan Warriors 14,549 4.6% (317800)

Average 8,495 3.25%

Whitehaven 757 0.7% (70600)

Workington 794 1.1% (96400)

Source: ONS & RFL Data 2014

5.27 Understanding a current super league club that has recently played in the Championship, may show us how attendance fluctuates relative to playing league and success within that league. A recent example of this would be Widnes Vikings. (N.B. travelling fans will be contributors to the figures and it would be expected that there is a greater average number of traveling fans for a Super League game than a Championship game):

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Figure 15: Widnes Vikings Average yearly attendance since 2002 and playing league

Super League Championship 2002 6,583 2003 6,511 2004 6,181 2005 6,794 2006 3,518 2007 3,407 2008 4,518 2009 3,817 2010 2,981 2011 3,939 2012 6,046 2013 6,015 2014 5,635 Source: RFL Data 2014

TRAVEL IMPACT

5.28 The data from the conducted surveys show that most people who watch Whitehaven and Workington Town travel between 1 to 3 miles in order to watch a game. However, as the RLWC2013 data shows an average of 60% (4,483) of people who attended the two games were from outside Workington. 80% (3,586) of those came from a Cumbrian postcode, showing there is the appetite within the region for top class rugby league and to travel to see it. Performance drives attendance. Therefore we could assume that a Super League club attracts a wider catchment than 1-3 miles. Unfortunately we are unable to substantiate this claim with hard evidence but we do of course witness travelling fans in the Super League, for example Hull to St Helens is a 230-240 mile round trip.

5.29 West Cumbria is geographically isolated from the concentrated heartland of rugby league.

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Figure 16: Scatter-gram of distances of a Super League Club from West Cumbria

5.30 However it is not a significant distance for a fan travelling from Wigan to West Cumbria and a fan travelling from Hull to St Helens. Supporters of each Super League (2014 season) team to visit West Cumbria would entail an average return journey of 315 miles. If a supporter from West Cumbria attended every away game in a Super League season (excluding London and Catalan) they would have travel approximately 3,466 miles.

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Figure 17: Travel Distances from West Cumbria to each Super League Club (2014)

Distance from Whitehaven/Workin gton Team Postcode Actual (return) in miles

Bradford Bulls BD6 1BS 170 (340)

Leeds LS6 3BR 139 (278)

Wigan WN5 0UH 130 (260)

Warrington WA2 7NE 140 (280 )

Widnes WA8 7DZ 152 (304)

Wakefield WF1 5EY 160 (320)

Huddersfield HD1 6PG 164 (328)

Hull FC HU3 6HU 194 (388)

Hull KR HU9 5HE 197 (394)

Castleford WF10 2SD 148 (296)

Salford M30 7LJ 139 (278)

1,733 (3 ,46 6) *

*this table excludes London and Catalan

Source: RAC Route Planner

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6 – STAKEHOLDER VIEWS

6.1 Stakeholder views was specifically collected for this report in 3 principal ways, the findings from the RLWC2013 survey was also considered:

i Targeted West Cumbria Rugby League Fan Base 2014 online survey ii 2014 dedicated West Cumbria paper based survey iii Key Stakeholders (RFL in West Cumbria) Interviews 2014 iv RLWC2013 online Survey

6.2 The 2014 surveys focused on the views of fans in West Cumbria and was carried out specifically for this report. The aim of the surveys was to gather information on fan’s motivations, experiences, travel habits and outlook on rugby league in West Cumbria. Analysis was also drawn from RLWC2013 survey with an aim to better understand participation driven by the world cup event.

6.3 The interviews were designed to gather information on current opinion and outlook on the state of rugby league game and infrastructure in West Cumbria, from an informed representative sample of rugby league administrators and key influencers from West Cumbria.

ONLINE SURVEY

6.4 Two dedicated online surveys were carried out both using the online survey tool Survey Monkey to achieve higher data accuracy. An online survey sent to fans of Workington Town and Whitehaven. The survey was sent to supporters on the databases of both clubs and a link posted on each clubs website. The survey group is an active participant base targeted to deliberatively drive a higher response rate than average and therefore improve data validity. No incentive was used.

6.5 Secondly all of the online ticket purchasers for the two RLWC2013 games held at Derwent Park were sent an online survey sent to them via CRM (a customer relationship management email). The Survey was sent to 1,689 people, of which 588 emails were opened (equating to 34%) with a total of 237 (14%) responding.

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6.6 To achieve robust data and maximum response rate quantitative and qualitative data was collected through an 8-week window.

Online Survey Responses

6.7 Whilst the full data is provided by way of Appendix 4 this report sets out the key data that drives the analysis.

6.8 The response rate was 36%, with 198 responses (153 complete) from 550 possible respondents. Of the 198 respondents 89% were male. The age of respondents largely reflects the local population with no significant variation thus providing a good sample base.

6.9 Understanding current behaviours is important to support our analysis of the existing state of rugby league in the region and provides a foundation from which to look to the future.

6.10 As is good practice the survey begins by asking questions that are relatively easy for the respondent to answer and engage them in continuing through all the questions. One of the early questions centred around establishing their attendance behaviour over the last 12 months:

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Figure 18: What Rugby League games have you watched in the last 12 months?

6.11 Over 80% of respondents had watched a live Championship Rugby League game in the last 12 months. This is probably in line with expectations as the respondents are regarded as an active fan base. It is noteworthy that almost 50% have watched a Super League game which could be considered as a high figure for a region that is geographically isolated from the rugby league heartland. This demonstrates an appetite for watching (and supporting) high performance rugby league in the area.

6.12 Both these figures are considerably higher than the number who has watched National Conference League (respondents were allowed to tick more than one box), thus showing the propensity for viewing a higher standard of rugby league.

6.13 Understanding how far a fan is prepared to travel gives an insight into commitment and investment levels in their role as a fan.

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Figure 19: How Far Did You Travel For Your Last Rugby League Experience?

6.14 The majority of respondents travelled either locally to games (between 1-3 miles) or over 10 miles. This may suggest that fans are travelling to watch their local team and also/or to Super League games outside of the region.

6.15 It has been established that a relatively low number respondents have not watched a live: Championship; Super league; RLWC, in the past 12 months. As this survey was aimed at an active audience, any non-attendance merits further investigation. 6% of respondents confirmed they had not attended a rugby league game in the previous 12 months, however 12% chose to answer the following question around non-attendance. Potentially this is due to them viewing the RLWC as skewing their normal patterns or as a result of strong feeling towards attendance.

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Figure 20: What are your reasons for not attending a live Rugby League game in the past twelve months?

6.16 Significantly, the main reason given for not attending a live Rugby League game in the last 12 months is the quality or standard of rugby (41%). This aligns with attendance figures impacted by the standard of rugby. This information is important moving forward especially with the re-introduction of promotion and relegation at the top tier of professional rugby league. It is feasible that one or both teams within West Cumbria could be relegated in 2015 (or beyond) seeing a further reduction in the number of active and regular attendees and season ticket holders.

6.17 Conversely there is the added incentive that a team playing a higher ‘quality’ of rugby (and a higher quality of opposition) could attract a higher average attendance. A good example of this is Widnes Vikings:

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Figure 20: Widnes Vikings average league attendances 2002-2014

Super League Championship 2002 6,583 2003 6,511 2004 6,181 2005 6,794 2006 3,518 2007 3,407 2008 4,518 2009 3,817 2010 2,981 2011 3,939 2012 6,046 2013 6,015 2014 5,635

6.18 Cost is evidenced as the second most significant aspect of non-attendance at matches in West Cumbria. This is critical to a club that is first and foremost a business and must generate the balance between ticket prices – quality/standard of rugby league – attendance figures

Quality of play

Ticket £ Attendance

6.19 It has previously been established (in section 5) that Allerdale and Copeland face a number of socio-economic challenges and this provides considerable tension in aligning these three requirements in a business plan.

6.26 There is a perception of marked declining attendance in rugby league in West Cumbria. There has been a marked fall over the last decade, however there has been a recent ‘steadying’ of those attending, though at a far lower number than the start of the century. Another perception is that rugby league in West Cumbria is strongly linked with social, family, friend leisure-time. This could be suggested to be sound assumption given that the

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majority of respondents attend with family members or friends. This emphasises the community environment that has been established with the game in the area. Any changes to the status quo may need to take this into consideration.

Figure 21: Who Accompanies You to Live Rugby League Games?

6.26 Understanding the drivers and motivators for attendance at rugby league games in West Cumbria is essential in analysing the current state of play and future outlook for the professional game in West Cumbria.

Figure 22: Why do you attend profesional Rugby League games In West Cumbria?

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6.22 Although a significant number of people attend live Rugby League games because of tradition (42%), the sporting experience or for a day out, the majority (almost 60%) go to games because of pride in their town. This is a highly emotional driver for attendance and therefore the strength of feeling around this is a critical factor for any outputs of this report.

Figure 23: What Would Make You Attend Games More Regularly?

6.23 The quality and standard of rugby being played is the key reason for fans to attend live Rugby League games more regularly with 211 response hits acknowledging this motivator for a change in their current behaviour.

It is also noteworthy that a third of respondents identify with cheaper ticket prices to drive a change in their behaviour. This is a significant representation of the fan base and there should be consideration given for any future implementation plans as this aligns with the socio economic data provided in section 5.

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Qualitative Data

6.24 In line with good practice for data collection of online surveys, all respondents were provided with the opportunity to comment in free text before submitting their full survey response. 35% of respondents (which is above average for this section of an online survey) chose to share their views and opinions in free text and therefore represent a strength of feeling across the representative sample. The majority of respondents chose to respond on the future of the game specifically the reform of the game around a merger.

Against any reform of change:

• “I have no interest in watching a merged team playing RL in any division”; • “A merged team is not the answer, the RFL need to support teams in the heartlands”. • “No to a merger of W.Cumbria team”; • “No merger, stop dual registration”; • “It would break my heart to have to go somewhere else to watch RL”; • “No merger with Jam eaters”; • “I'm a proud Cumbrian and would never merge with another team”; • “I will never support any team if it means the loss of my team”; • “Merger would not work unless a new stadium built at a neutral site”; • “Please don’t merge”;

In support of any reform or change:

• “They need to merge, there’s not enough resource for two” • “Without a single team professional RL will die in Cumbria” • “New Cumbria team in Super League, please!” • “Keep Whitehaven & Workington as feeder teams for a SL team” • “Merge and form a SL club in Cumbria” • “I would support a merged team in WC” • “It would be nice to see a Cumbrian team with better quality local lad” • “Combine Haven & Town NOW!” • “Combine now so we don’t keep having to travel to watch SL” • “All for a SL team in West Cumbria but W&W should still exist”.

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Paper Based Survey

6.26 The survey was distributed to home supporters of both Workington and Whitehaven at a home game in May 2014. This survey was designed to capture ‘in the moment’ timely data on the subject of the current game and fans behaviour towards this with an outlook to the future this methodology was not expected to drive a volume of response and indeed a total of 53 responses from a potential (803 home attendance for Whitehaven; 804 home attendance for Workington (v Batley)) were gathered. The aim was that this method of data collection was to confirm or contradict the online data; a method of validity testing.

6.26 The conclusion from this exercise served to confirm the online data with no significant variations. A full report can be found in Appendix 5.

1-2-1 interviews

6.27 It has been important to meet with key stakeholders in the region face-to-face where possible to extract their opinions, feelings and understanding of the current state of play and future outlook of the game in West Cumbria. Key stakeholders were identified as those who hold influence in shaping the game through administration and management of its infrastructure.

6.28 Key stakeholders included 20 representatives from: community clubs; semi-professional clubs; league representatives; league administrators; regional officers, from all areas of rugby league in West Cumbria.

A full list of those interviewed and supporting documents can be seen in Appendix 3.

6.29 Each interview was structured around a SWOT analysis giving consistency of format, with tailored probing appropriate to the interviewee’s role:

6.30 Before setting out a summary presentation of SWOT analysis it is worth noting that the content of this SWOT is based on the viewpoints of an informed representative sample only.

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Rugby League in West Cumbria presents the following strengths based on the viewpoints of 20 key stakeholders in the region:

• There is an effective School to Community Club link in the region; • There is an effective and competitive Community Club network; • Rugby League is currently the established community game in West Cumbria; • There is a strong talent pipeline that has been in place for some time • High standard and volume of committed passionate volunteers in both the semi- professional and volunteer sectors; • There is a strong and historical working relationship between the region and the RFL; • There is an established RFL Regional Academy; • The community game exists and doesn’t depend on the Professional Clubs.

Rugby League in West Cumbria has the following weaknesses based on the viewpoints of the key stakeholders:

• Links between community clubs and the semi-professional clubs are poor; • There is a drop off of player engagement at 16 years old; • Local employment opportunities are more attractive financially than semi-professional employment; • Professional clubs have limited input into local coaching; • Not all clubs in the region are able to fill their teams; • The operative number of qualified referees is in decline; • There is no modern stadia in the region; • Local authorities have reduced their investment in Sport Development officers; • Declining attendances at the Semi-Professional level; • Localized and remote geography with a lack of easily accessible main trunk road links.

Key Stakeholders in the region have identified the following opportunities for growth:

• Improved and broader relationships and links for the community clubs with Regional Academy and the Professional Clubs; • When the semi-professional clubs perform well there is an increase in community game numbers; • Potential to increase the number of players playing the game at all age groups; Page 393939 of 717171

• Building momentum around talent moving into Super League • Merging the two clubs together with the following benefits: New stadium; Aspirational role models (local) for local children/players; New and influential key Partners/Stakeholders; Feel good factor in the local communities; • Both councils want/need to change health in communities.

Key Stakeholders in the region have identified the following threats for the future outlook of the game:

• Falling numbers of volunteers due to increased demand for their time; • Decline of paying spectators at the semi-professional clubs; • Unclear and confused pathways from community clubs to the regional academy; • Migration of population out of Cumbria and a possible talent drain of players; • Impact of possible relegation on the semi-professional clubs; • Other Super League clubs attracting attendance; • The attraction or growth of other sports in the region: football; rugby union; cricket; underpinned by more accessible spectator experience through (for example) SKY Sports in Pubs; • Community clubs ceasing to exist or reducing their teams • Fear of change amongst volunteers and stakeholders in the region; • Historical animosity between many sections of the Rugby League Community;

6.31 The strengths provide an extremely positive foundation from which to potentially address weaknesses and threats but certainly build to realize opportunities. It is the consensus of this review that strengths be celebrated and acknowledged and the output of great passion, energy and hard work for the game in West Cumbria.

6.32 Upon review of strengths and weaknesses imbalance it is clear the strength in the community game is not carried through into the elite game and indeed there is concern around the transition and player pathways at present. Additional weaknesses highlighted have been proven or disproven through the wider research as undertaken in this review. Player drop off at 12-16 is indeed true, the geographical challenges of course valid, and not all clubs are able to fill their teams. However, the extent to which there are declining audiences and referees is

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not substantiated, and indeed despite reduction in local authority development officers there is an active county sports partnership in place.

6.33 Critically a this report aims to provide a foundation to achieve a future proofed rugby league structure in West Cumbria, the opportunities an threats are important. There is a common understanding of the opportunity for growth and indeed much of what was table is realistic as opposed to aspirational; working with partners; links between performance and attendance; building on strength. The subject of a merger was explored against its benefit, which is of course key before testing the feasibility of such an understanding. Threats to the game were quite extensive suggesting that key stakeholders hold some genuine concern about the future of the game should change not be undertaken. Some threats are perhaps very real and their impact being felt such as declining volunteers (although this report was unable to substantiate this) and declining paying spectators (decline was not proven but there is no growth in paying spectators). Other threats are short to medium term such as relegation and community clubs ceasing to exist. As a summary these and with the exception of the attraction of other sports, it is felt that these factors are all controllable to a lesser or greater extent.

6.34 This analysis suggests a well-informed and committed stakeholder population that in itself provides an opportunity for the future of the game in West Cumbria. The extent to which this population has a willingness to collaborate on going for the future will be the key to the success of the region moving forward.

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7 – Future Outlook for Rugby League in West Cumbria

7.1 The purpose of this report is to provide a robust overview of the current game in West Cumbria and its potential for growth; a future outlook. To achieve this the report acknowledges the data collection and subsequent analysis from which to draw conclusions. In the process of this data collection a significant amount of debate has been generated on the issue of merging the two semi-professional clubs: Whitehaven and Workington Town. Therefore whilst not the focus of the report it would be remiss to ignore this volume and depth of data given it impacts both the current context and future outlook of the game.

7.2 The outcomes of the analysis undertaken, present a largely consistent perception that the game in the region is in decline. Whilst average home attendances at Whitehaven and Workington over the last decade have been significantly below those at Super League level (which is to be expected), they have actually remained reasonably constant. Whitehaven did have a large fall in home attendance figures around the 2009 season, but as previously presented this could either be directly related to the economic recession or more likely a direct result of change in league level and the correlating standard of the game (which we know is a driver in attendance). The clubs attendances are now aligned with Workington and has been over the last few years. We would suggest that recent attendance is not in decline but there is considerable scope for increased attendance.

7.3 There are some consistent views from key stakeholders that there is a decline in what was a strong volunteer base. We have been unable to substantiate this within this report as other stakeholders such as Active Cumbria state rugby league in the region as one of the strongest sports in the region being represented at steering group level.

7.4 A professional or semi-professional rugby league club is first and foremost a business. Across both Championship and Super League clubs, on average, there is no evidence of financial growth and stability. The principle difference between the Championship and Super League is the turnover figures, with Super League showing significant incremental growth whereas the two championship clubs have not demonstrated any consistent turnover growth. Suggesting that Super League clubs have been spending or investing in their infrastructure (Stadium or players for example) with a view to future profitable growth given a consistent growth in turnover.

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7.5 For example, St Helens have recently stated that they are expecting to break even in 2014 and to improve further financially in the next few years. Chairman Eamonn McManus has stated that recent stadium investment is beginning to provide financial benefits for the club and that they expect to break even in 2014 and be profitable operationally in 2015 and beyond (Source: Running Rugby).

7.6 Currently Whitehaven and Workington fill less than 10% of their stadium capacity, suggesting considerable potential for attendance growth within their current infrastructure. Given that it has been evidenced in this report that performance and quality of the game drives attendance it is noteworthy that the average Super League club fills 50% of its stadium capacity.

7.7 In 2013 Super League, the highest attendance as a percentage of the LA population was 6.4%, the average attendance as a percentage of LA population was 3.25%. By way of a comparison, if attendance levels at Whitehaven were 6.4% of the Local Authority population then total attendance would be: 4,619. If attendance was in line with the average Super League percentage of LA population (3.25%), the total attendance would be: 2,943. If attendance levels at Workington were 6.4% of the Local Authority population (similar to St Helens) then total attendance would be: 6,921. If attendance was in line with the average of Super League percentage of LA population 3.25%, the total attendance would be: 3,133.

7.8 If a combined West Cumbria team were to host an elite game comparable with St Helens LA percentage attendance then 11,540 would attend the game. If this was at the average Super League attendance as a percentage of LA population 5,427 would attend the game. In order to achieve the average LA percentage attendance an up lift of 400% (1,369 to 5,427) would need to occur based on Workington and Whitehaven’s 2013 average attendance statistics.

7.9 It is worth considering of course that 62% of online respondents from our 2014 research would attend games more frequently based on the increased quality and almost 50% of respondents would attend more frequently given better facilities for the game.

7.10 The local community game obviously works because it produces over and above the National average (at 8.5%) of talent from its regional Academy into the England Under 16 and U19 teams for 2014.

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7.11 However, the talent pool does not directly benefit the existing ‘elite’ clubs in West Cumbria i.e. Workington and Whitehaven. Therefore there is a strong migration of talent out of the region. This is further compounded by a player pathway drop-off at 16yrs old as local employment opportunities offer alternative and ‘better’ financial incentives than the semi- professional game.

7.12 There are 27 community clubs in the Region, this is largely reflected in West Cumbria being within the 2 nd least densely populated County in England. This presents a challenge on the ground to the 27 individual clubs in an era of an aging population. There has been some recent growth in officiating and coaching qualifications in the region but an overall decline of volunteer base.

7.13 Overall there is a strong history of rugby league in West Cumbria and this reflects why fans attend the existing elite game; pride in their community and tradition being key drivers. In addition those that attend games do so with friends and family.

7.14 This report finds an existing infrastructure with a strong community game which has a disconnect with the local elite game; there is currently no ONE effective system.

7.15 Addressing this provides many benefits, but in particular choosing to redress this imbalance in the immediate to short term is timely give the current availability of funding from Sport England specifically targeted to ease the transition from community to the professional game.

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Figure 24: pictorial representation of the current system in West Cumbria

W W The diagram shows a disconnect with Workington and Whitehaven from the Regional Academy and the community clubs. It also shows that the movement Reg. Academy between community game and the Regional Academy is not as smooth as it possibly could be.

Community Game

Single System

7.16 A single fully working system is the ideal vehicle for continuous development of talent which funnels into an elite environment whilst retaining individuals to compete as adults or go into administrative roles.

7.17 Within this system there has to be: • An agreed and understood overall objective • A shared philosophy across all of the key stakeholders • Collaborative working • A willingness to work towards the agreed aim • Entry and exit strategies • Integrated and aligned processes throughout the system at all levels for all individuals

It is a generally accepted view that a single system can provide opportunities to: • Develop a High Performance Culture: • A single system should create a step change in performance and raise the standard of Rugby League across the Region.

• Build a Brand: • A single system will help to build the team brand across West Cumbria and create a more focused fan base.

• Develop the Academy further: • The Athlete Development and Talent pathway will be more effective in a single system. Talented youth athletes will also have a higher local standard to aspire to.

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• Create Economies of Scale: • It is possible to create central programme efficiencies in terms of facilities, support staff, travel and equipment (at all levels) and to provide individual fan cost savings in the long run.

• Work in Partnership: • A single system with clubs at all levels working together would provide the opportunity to work with the local authorities and local businesses to increase the reach of the game in the region.

7.18 A system like this could be achieved in West Cumbria where all of the community team’s work with each other to produce appropriate talent levels into the Regional Academy and that critically talent is retained in the local area to play in the elite arena.

7.19 The future outlook of rugby league in West Cumbria needs to be fit for purpose. The key stakeholders are in agreement that a single system infrastructure in West Cumbria is the way forward for this to happen. There has been a focus on Super League status to achieve the elite end of the system, however, this report suggests 3 routes to achieve this (in no particular order): • A single entity Super Club above the Regional Academy • Two clubs above the Regional Academy • Two clubs and a Super club above the Regional Academy

Figure 25 – Three possible routes within a single West Cumbria System:

SC

Super W W Club W W

Reg. Acad. Reg. Acad. Reg. Acad.

Community Community Community Game Game Game

WW - Workington & Whitehaven Reg Acad – Regional Academy SC – Super Club

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8 – CONCLUSIONS

8.1 This report should leave the reader with more understanding of the current state of the RFL game in West Cumbria, and more informed on the possible future outlook for the game. The report itself does not set out to conclude best practice recommendations or even conclude the extent to which RFL in West Cumbria is fit for purpose for the future, but aims to provide enough data and analysis to allow the reader to pose more informed debate and in particular to bring key stakeholders to the table on a collaborative basis without ‘assumptions’ and with a more defined outlook for the best interest of the game and the region.

8.2 The analysis presented in not exhaustive and of course is only relative to the information available at time of print. Therefore it is important that it be used within this context. It is clear that there is a strong history of rugby league in West Cumbria with associated strength of feeling about its future. To that end there are multiple stakeholders that have been consulted and should be continue to receive communication or consultation as appropriate from this point forward.

8.3 It is apparent from this report that there is a need for change to ensure that rugby league can grow and thrive for future generations and provide a good foundation for the health of the region. Of course the one constant thing about change is that change is constant; and this should be applied to game in West Cumbria; a strong history does not automatically feed a strong future and whilst change can be minimal and gradual it can also be transformational.

8.4 Section 7 sets out a future focused outlook based on the findings within the main body of the report; this future outlook presented 3 primary routes for the future of rugby league in the region: • A single entity Super Club above the Regional Academy o Whitehaven and Workington Town could be merged to form and set up a potential Super Club in the area and consolidate into one programme. This club would be built with the purpose of aspiring to reach Super League. o The expectation is that this consolidation of assets will lead to significant economies of scale, a higher standard of play, an improved talent pathway,

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enhanced stadium provision and increased support by forging a partnership within a focused local area. Specifically that the interest in the game at Super League level will be transferred into the new club and younger players and supporters will be enticed into the game. o The risks are that the existing fan base does not transfer to the new Super Club. Survey responses, whilst emotionally based, were clear that tradition, history and pride in the local town were key reasons for watching their club. Further, the evidence shows that the spectator numbers would need to grow significantly to compete with Super League averages. This income strand is key and financial sustainability is an issue amongst even the bigger Super League clubs as discussed previously in this report.

• Two clubs above the Regional Academy o Whitehaven and Workington Town remain as separate clubs with separate grounds and separate fan bases. o Both clubs continue to compete and develop on the pitch and off, developing individual links to schools and community clubs. o The risks are that the game does not grow in the area, but continues to decline. Consequently, the two clubs struggle financially and are unable to secure the players required to develop and stay (or gain promotion) in their current league. o As we have seen from the data a change in perceived quality of league and playing quality has an effect of numbers of attendances to home games. Therefore both clubs would need to remain in as high a division as possible and be as competitive as possible to attract and retain fans.

• Two clubs and a Super club above the Regional Academy o Keep Whitehaven and Workington Town with a community and talent development focus and develop a Super club to sit above. o This option maintains the tradition and support base of the two individual clubs but provides the potential level of Super League play required for players and supporters. It is expected that supporters would attend both levels of games.

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o The risks are that the Super Club will drain player and financial resources as well as supporters from the local clubs and will spread finances too thinly, which may lead to the failure of all three clubs. It is unlikely that fans would be able to afford, and have the desire, to attend matches at both levels.

8.5 In summary, an intervention is required to future proof the game of rugby league in West Cumbria, to regenerate interest amongst the younger generation and to develop a holistic Rugby League network in the area.

8.6 All of these options require robust underpinnings for them to breathe success into the game in the region; in particular these include; the governance of the game, development and community strategy integration, talent pathways and performance:

a. The Governance and Financial Sustainability of the Game • The resources and structures that are required in the region • The facilities that are required • Financial sustainability; • Creating a community club network; • Key Stakeholder mapping and developing local partnerships with businesses and the local authority.

b. Development cross reference against community strategy • Increasing participation; • Developing community clubs; • Educating coaches, volunteers and officials; • Building even stronger school – club links.

c. Talent pathway • Identifying and selecting talent within the community club network; • Increasing the coaching provision and subsequent skill base to continually develop world class players; • Creating a seamless talent pathway, which provides the environment for those with talent and desire to achieve their potential.

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d. Performance • Raising the standard of the game played at the highest level in the region, for both players and supporters.

8.7 The emotional attachment fans have to their respective club has been of significant importance to the sustainability of the game over the years and must not be dismissed. However, in order to grow the game in the area it is clear a step change is required and all parties must agree on the outcome.

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9 – FURTHER ACTIONS

The following further actions may be required, dependent on the options considered:

1. Full Rugby League Development Plan for West Cumbria considering the issues: - The Governance of the Game in the area - Development, streamlining and a single process for all areas of the game - The development of a mature and coordinated talent pathway system - Developing top end performance to attract local supporters and promoting local talent within the system

2. A detailed and phased Implementation Plan to merge or develop the existing provision. This may include the following key elements:

- Specific Stadium Strategy, including budgetary contingency - Specificity of facility requirements (e.g. 4G, Grass, Athlete education space, office space etc.) - Governance of the new organisation (‘Merger’ Plan if relevant) - Appropriate Sport Science / Sport development provision - Any accommodation requirements - Athlete development and support - Storage requirements confirmed - Contingency for change of partner staff or policies

TIMESCALES

The RFL and Key Stakeholders in West Cumbria aims to consider this report in early 2015, with implementation plans put in place later in the year.

KEY RISKS

It is recommended that a full risk management plan be produced for any option taken. The key risks appear to be:

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- General ambivalence and no leadership of the project - Fans do not support a ‘new’ approach to rugby league in West Cumbria, specifically due to historical and location issues or the financial disadvantages of travelling further - Protagonists with key partners leave their positions - Cost rises beyond planned and agreed trajectory - Facilities are not of an acceptable standard - Key partners are unable to provide support in at the proposed partner venues, or can only provide suboptimal support - Performance support environment cannot be developed effectively and is not of the required standard - The Academy/Talent Squad is not developed effectively and efficiently

Most of these risks can be managed through a robust Implementation Plan

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10 – APPENDICES

APPENDIX 1: Media Launch Document

APPENDIX 2: Desk based review bibliography

APPENDIX 3: One-to-One Interviews

APPENDIX 4: Survey Monkey results

APPENDIX 5: Fans paper based questionnaire

APPENDIX 6: World Cup Survey results

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APPENDIX 1: Media Launch Document

Review launched into the future of Rugby League in West Cumbria

Tuesday March 24, 2014

The future of Rugby League in West Cumbria is to be the subject of a major review involving a detailed study spearheaded jointly by the RFL, Whitehaven and Workington Town.

The review follows on from the success of Rugby League World Cup 2013, during which more than 14,000 people attended matches at Workington’s Derwent Park stadium, and will focus on the sustainability of professional Rugby League in West Cumbria, as well as looking at the player pathway and development opportunities from within the community game.

The study will be led by consultant Alan Rapley who was the 1996 GB Olympic swimming team captain and has also been a swimming coach to numerous Olympic swimmers. Rapley now runs his own consultancy which ‘coaches coaches’: his clients include the England Rugby League team along with numerous sports clubs and governing bodies.

Fans of Whitehaven and Workington, those involved in the community game and anyone with an active interest in the sport in the region will be encouraged to have their say as part of the consultation process, the findings from which will be published later this year.

Crowds of over 7,000 attended both the Scotland v Tonga and Scotland v Italy matches at Derwent Park last October and November as part of the most successful Rugby League World Cup of all time. Representatives of both West Cumbria clubs are keen to explore the opportunities presented by the positive impact the tournament had on the region.

Barry Richardson, Chief Executive of Whitehaven, said: “We welcome the plans for an independent review in support of the future of the game in West Cumbria.

“The Rugby League World Cup demonstrated to everyone that there is a far greater potential for the sport at a higher level in the region than is being realised currently.

“We would like to look at how we can capitalise on the success of the tournament and also examine how the game can be taken forward.”

Dave Bowden, Strategic Development Manager of Workington Town said: “The success of RLWC2013 has stimulated the thoughts of key stakeholders across West Cumbria, and we are excited about the opportunities the legacy of the tournament presents.

“We welcome the study and look forward to what we anticipate will be a full, frank and open debate on how everyone involved can progress the sport in a region which has so much potential for growth.”

RFL Director of Standards and Licensing Blake Solly said: “There are some significant opportunities to grow the game in West Cumbria, as well as some challenges that need careful consideration.

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“We believe this independent review will stimulate honest and constructive dialogue across the region and allow everyone involved in Rugby League in West Cumbria to realise the sport’s potential.

“Whitehaven and Workington Town should be congratulated on their proactive approach to this project which we hope will have far-reaching outcomes.”

Alan Rapley said: “The study will be undertaken in four phases with the second phase including a comprehensive consultation exercise which will give people the opportunity to have their say on the state of the game in the region.

“The report will be finalised later this year and will make recommendations for future progress.”

-Ends-

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APPENDIX 2: desk based bibliography

• Cumbria Intelligence Observatory; 2011, ‘Briefing – Population at Census Day 2011; Copeland District’

• Cumbria Intelligence Observatory; 2011, ‘Briefing – Population at Census Day 2011; Allerdale District’

• Cumbria Intelligence Observatory; 2011, ‘Briefing – Population at Census Day 2011; Cumbria District’ • Cumbria County Council Equality and Cohesion Team; July 2010, ‘Cumbria’s Equality Story: The Changing Map of Cumbria’

• Cumbria Intelligence Observatory; March 2014, ‘Cumbria’s Economy – summary statistics for march 2014’

• Haven Horizon (Chairman M.Rothery); 2014, ‘a way forward. An alternative view to the possible future of professional rugby league in Whitehaven. The need to build a sustainable long term future without recourse to a merger’

• The RFL; September 2013, ‘RFL Chief executive Policy Review’

• RFL Database for Super League and Championship

• Repucom; 2013, ‘RLWC EIS & Social Benefit Evaluation’

• Sport England website; whole sport plans and strategic direction documents

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APPENDIX 3: One-to-One Interviews

• Alan Davidson, Club & Competition Manager at RFL • Joe Elliott, League Secretary and Fixtures Secretary • Dave Clark, Cumbria Academy Head Coach • Paul Walker, CEO Copeland Council • Alan Smith, Leader, Allerdale Council • Ian Frost, CEO, Allerdale Council • Barry Richardson, Whitehaven Chairman • Paul Williamson, secretary CARCL • Workington Town Board • Dave Rotheram, RFL • Dave Elliott, RFL • Cumbria Tourist Board • Kim Beckwith, Egremont Rangers • Pat McGrath, Wathbrow Hornets

Key headline questions asked to each individual:

• What is your role within West Cumbrian rugby league? • What are the strengths of rugby league in West Cumbria? • What are the weaknesses of rugby league in West Cumbria? • What do you see as the opportunities for rugby league in West Cumbria? • What threats do you see to rugby league in West Cumbria? • What would your ideal scenario and shape of rugby league in West Cumbria be moving forward?

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APPENDIX 4: Survey Monkey Results

Question 1

Question 2

Question 3

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Question 4

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Question 5

Question 6

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Question 7

Question 8

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Question 9

Question 10

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Question 11

Question 12

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Question 13

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Question 14

Do you have any other comments, questions, or concerns?

Responses (70):

• The area needs a top class side, probably playing in super league to provide the talented community’s we produce an avenue to play at the highest level • no merger with jam eaters leave us alone • The RFL need to stop tinkering with the way the league works. Get back to basics - away game one week at home the next, get rid of the bonus point you should get nothing for losing, also it doesn't reflect the league table correctly no team should be above another when they have won far less games. Forget about the ridiculous new league system and just have plain promotion and relegation - one up one down. • No to a merger of west Cumbrian teams • It is becoming increasingly obvious that the RFL do not want 3 teams in Cumbria and are doing their best to get us all into the bottom 5 relegation places. It is becoming obvious that the match officials are operating under instruction to keep us down. • New Cumbria team in super league please! • No to the merger of the two West Cumbrian Professional Rugby League sides, these sides have their own identities and a merger would create more problems than it would solve. • Keep Whitehaven and Workington as feeder teams to a Cumbria super league side based at lillyhall. • NO MERGER. STOP DUAL REGISTRATION. STOP THE RIDICULOUS BONUS POINT. INVEST IN THE HEARTLANDS - NOT TRY TO SPREAD THE GAME WHERE THERE ISN'T ANY SUPPORT. • The Ref's Must Learn To Be Less Bias And Fair To All Teams. I Took 4 Friends To The Last Match They Will Never Go Back Because Of The BAD Ref • What a load of crap. I will never like Workington, support them or a SL club. Haven are my team. It would break my heart to haven no RL at Whitehaven but I certainly wouldn't go to a merged team. • Merge and form a super league team in W. Cumbria • I’m a proud Cumbrian and would never merge with another team • This is a very superficial survey and I found it by accident. • I think people are getting priced out • Super league aint the be all and end all, the lower leagues have good semi pro games. Constant change of rules has ruined championship rugby and is going to be a struggle to put even half right • I own 43% of the Whitehaven Rugby League Club. I feel a little silly having to answer this sort of survey to have my voice heard...but I'm just a female. • I will never support any team if it means the loss of our team in Copeland. • I have no interest in watching a merged team playing RL in any division. • RFL are killing rugby league at championship level. There are two things that need to be addressed urgently before Whitehaven/Workington die off. 1 dual registration needs to be abolished. It is a tool that benefits super league clubs only and is very short sighted to say the least. Teams cannot bring through Page 656565 of 717171

local New tallest because championship clubs are too busy pampering to super league clubs requiring their players to be kept match fit or returning from injury. 2 A reserve/2nd team is a necessity to allow new local talent to come through the ranks. Both of the above issues mean that championship clubs cannot sign and keep local New players coming through the system and super leagues short sighted greed will come back to haunt them !! • NO • There isn't the money or local players to service two semi-professional teams in West Cumbria and they need to merge or wait until one of them goes belly- up. However, it would need a new stadium at a midway point for the teams to merge as people from one town would not travel to the other town for games of a merged outfit. • No to any MERGER.... • Without a team in Cumbria playing at a higher level, I fear that professional rugby league will die within a few years. I see a merged team of Workington and Whitehaven as the only way forward. A single professional team should be able to capitalise on the fan base and sponsorship currently shared by both teams. • RL in West Cumbria is dying due to lack of funding from the RFL like SL Teams get also lack of decent stadia • I would support a merged team in WC or a newly formed team • The Rugby League needs to start supporting the teams in the lower reaches of the sport the concentration of money in Super League has not created a world beating International team if anything it has made the situation worse. • Merger between the two towns would not work unless new ground built mid distance from each • Workington chairman Gorge stated years ago that there will be a merged team and it will be based in Workington - killed off any hope of me wanting a merger - should be a new stadium built at distington - neither Workington or Whitehaven - not lillyhall Workington either • Summer rugby is a massive turn off in Cumbria. Quality of organisational personnel is the reason the Cumbrian pro clubs are in such a hopeless state now - back in 2000 the situation was the same, but then at Whitehaven one individual provided the leadership and ideas to turn the club around from 2001, and they had five glorious years on the back of policies put in place then. It wasn't / isn't rocket science. • It would be nice to see a Cumbrian team with better quality players with local lads given the chance. I think both Haven & Town are going nowhere these days, but always full of promises. Witch never happen. Let’s get one team for the county, before the crowds disappear for good. • A merged west Cumbrian team is not the answer. The game needs a big investment locally. The RFL need to support teams in the traditional heartlands. • please whitehaven don’t merge with town • Combine Haven & Town now! Use local sides to feed! • What the future holds for teams like Whitehaven? • It's about time the rugby league football recognised and invested more cash to develop the young talent in the area. • Would not follow a merged west Cumbrian team • The standard and quality in west Cumbrian rugby league needs to improve. If Page 666666 of 717171

it was 10 years ago think I would get a game now. One team, one attack on getting the standard and quality to get a super league team in west Cumbria, before the game dies. Save me a trip to Wigan every time I want to watch a quality game. • No merger for Haven and Jambos plz. • Everything needs to be neutral if the team's merge. • No • Yes a merger with Workington will be the death of rugby league in west cumbria, yes the World Cup was a success but £7 - £10 a ticket plus copious amounts of freebies being handed out it was always gonna be. There is no chance that you will get 7000 for a merged team so it's a big NO MERGER from me • it’s sad to say this never missed a haven game for 30yrs up to last two years team going no way there happy has long as they win workington • West Cumbria super league team • Get a super league team playing in Cumbria • NO merger with Workington. • maybe it’s time to bite the bullet and have one west cumbrian super league team • Join haven/town together, let’s have super league in Cumbria so we all don't have to travel to watch it. • When west cumbrian teams are on form they can beat anyone whitehaven toilet facilities could be improved • The RLWC gave a false impression on attendances as thousands of tickets were issued free and deals like buy one get on free were on at a fraction of the cost of a championship game. The legacy of the RLWC has been lost in West Cumbria and the £450,000 ploughed into Derwent park has had no impact what so ever. The £80,000 spent on drainage obviously didn't work as their first game in the rain was postponed / waterlogged. If the RFL and Copeland Council hadn't failed Whitehaven in its handling of building a new stadium in Whitehaven there would be a legacy of a new community stadium. This survey is being done on a false premises that the RLWC attracted 7,000 paying spectators to each game, which is incorrect. • I'm all for a Super League team in West Cumbria, however think that Whitehaven and Workington should still exist. I don't think a merger would be a good idea as we need to keep tradition.

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APPENDIX 5: Fans paper based questionnaire

West Cumbria Rugby League Fans paper based Questionnaire

This questionnaire is part of a consultation on the future development of Rugby League in West Cumbria. We really appreciate your time in filling in this questionnaire. When you have finished could you please hand it back to “ “ for collection.

What is your Age? (please tick appropriate box)

Under 17 18 -20 21 -29 30 -39 40 -49 50 -59 Ov er 60 11 2 1 6 10 10 18

What is your gender? (please delete as appropriate) Male: 34 Female: 13

Which Team do you follow?

Workington Whitehaven Neither 51 7 0

How far have you travelled for today’s game? (from home location) (please tick appropriate box)

Under 1 mile 1 to 3 miles 3 to 5 miles 5 to 10 miles over 10 miles 15 21 7 10 4

Who have you attended the game with today? (please tick appropriate box)

Yourself Family Members With friends Work colleagues Corporate guests With School

8 26 29 8 0 0

Are you a season ticket holder? (please tick appropriate box)

YES NO 12 38

If YES do you:

Pay full price Concessional Price 8 8 If YES , for how many years have you held a season ticket? ______Yrs.

If NO , have you ever owned a season ticket? Page 686868 of 717171

YES NO

If YES, why did you give it up? Please comment

The price of it Because I became an employee I have started selling tickets for the club half time draw, which allows me free entry

What are your key reasons for attending professional Rugby League games in West Cumbria? (Please tick all that apply)

Social Tradition Good day Out Sporting experience Local interest Other

22 24 20 15 15 6

If other please use the comment box:

Staff Gate staff Gate staff My home Team St Johns Ambulance I work as a steward with a great bunch of people I have been coming for 68 years to see the Town Town Medical Crew I’m a Working Fan

Please rate todays (and/or your family/friends) game day experiences at this venue:

0 1 2 3 4 5 6 (4 ) 7(3 ) 8(13) 9(10) 10 (20) Extremely Poor Extremely Excellent

Please give some of the reasoning behind your rating:

Good weather, great atmosphere, friendly staff Great game. Organisation weak. Good family day out Its time for Workington and Whitehaven to start the discussions into a West Cumbrian super league team. The support is here, this area needs a super league team. Local differences should be set aside to make this happen. Good game but officials were shocking Good family day out Great effort by both teams Friendly – look after everyone Good match, great atmosphere Town out up a strong team against Batley at home leading to the win. The quality of the game was excellent although there is room for improvement for officials Because it’s a tradition to come with family and friends and I love the contact sport Rugby League in this league is far better live; it looks slow and pedestrian on the telly Workington have always been my team – great day Page 696969 of 717171

Coming for 68 years to see the Town Town won a good game and the tattie pot was nice Supporting local teams Because it is good fun to watch really good players Excellent stewards and facilities Great day out A good day out A good game and a good day out Because it is always a good game I love Town Excellent family day out and enjoying rugby league. But more facilities would be good. Because I have come here since I was 5 years old, and I have seen ups and downs over the years Love coming to Derwent Park It was a great atmosphere and feels like my second home

What would make you attend games more regularly? (please tick all boxes that apply to you) Social aspect 9 The quality of the Rugby League 27 Local interest 10 Tradition and creating a legacy 12 The s porting experience 11 My own team playing in Super League 18 West Cumbria team playing in Super League 17

Your Email address ______(this will only be used for a possible follow up questionnaire)

Thank-You for your time in filling in this questionnaire

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APPENDIX 6: data from Rugby League World Cup Survey

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