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The Future of Rugby League in West Cumbria

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The Future of Rugby League in West Cumbria 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] Page 111 of 717171 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 Page 222 of 717171 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 Page 333 of 717171 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 . Page 444 of 717171 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. Page 666 of 717171 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. Page 777 of 717171 xii Geographic Expansion Geographic expansion of the sport remains a strategic priority for the RFL.
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