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T H E R F U S T R AT E G I C P L A N
2012/13-2016/17
CONTENTS
INTRODUCTIONS - CHAIRMAN & CEO
2/3
OUR RUGBY PURPOSE & OUR VISION
4/5
OUR RUGBY CORE VALUES
6/7
HOW THE RFU WORKS
8/9
STRATEGIC PLAN OVERVIEW
10/11
OUR STRATEGIC PRIORITIES
12 - 23
OUR KEYS TO SUCCESS
24 - 29
HOW WILL WE BE MEASURED?
30/31
OUR FINANCIAL AMBITION FOR RUGBY
32/33
OUR JOURNEY TO SUCCESS
34/35
SUMMARY 36/37
Bill Beaumont
Chairman
of the Board
Hosting
Rugby World
Cup 2015
on home
soil means
we have a
once in a
generation
opportunity
to create
a lasting
legacy.
2|3
CHAIRMANS
CEOs
INTRODUCTION
INTRODUCTION
determined to be a respected
and successful organisation. This
Strategic Plan has been created
to that end and at a significant
time for rugby in England.
Hosting Rugby World Cup
2015 on home soil means we
have a once in a generation
opportunity to create a lasting
legacy, which comes with
inherent responsibilities. Our
Board now reflects wide-ranging
experience and expertise and
includes Independent Directors
from outside our sport, and we
will, together with our Council
members, staff and volunteers
work to deliver this Plan.
I am confident that this Plan
will help to guide our able and
enthusiastic workforce through
the most exciting period for the
game and that, with a shared
vision and strong governance,
we will be proud of what we
accomplish.
Ian Ritchie
Chief
Executive
Officer
We are
responsible
for generating
revenues for
reinvestment
in the game.
OUR VISION
OUR PURPOSE
Grow Rugby
in
England
through our
Values &
Performance
4|5
Game
O rga ni s ati o n
TEAMWORK
RESPECT
DISCIPLINE
ENJOYMENT
SPORTSMANSHIP
BY
D
RL
P
CU
IN
CY
IS
H
T
CL
RE
SU ND
N
E LA INS
G
EN M W
A
E
T
ER
I G HL A N D
H
TE G
EA EN ED
C RA L I T Y A L I F I R S
Q U Q U L AY E
P
CE
AN ND
H
EN GLA &
EN AND ILE
BR OF
PR
VE E
O LE O P L E
V
IN E P AM
G
R
MO THE
IN
LU
C
EX
EN
E n h an ced by h os t in g
a Ru gby World C u p
in t h is cycle
CE
O
PL
E
F
O
IO
AT
IC
UN
M C
M LI NS
O B
PU TIO
& EL A
R
C
IT ER
L, M HIP T
I TA T O S E N
IG S N
D CU TIO EM
& E L A AG
R AN
M
AL
LL
CE
S
M IE
IU ILIT
AD C
S T FA
E
&
C
AN ME
RN A
G
VE E
O TH
S
N
TION
PERA
YO
NED B
L
IA
C G
AN NIN
N
FI L AN
P
PE
S&
E
AS T
R E M E NM E
C
IN EST GA
I N VO U R
IN
RE PLE
SU
E NE P E OG
R YIN
M O P L AU G B Y
R
UNDERPIN
8|9
EN
M
TEA
GLAND
RU
Underpinning this
will be our drive to
achieve operational
excellence and our
commitment
to being a
progressive modern
governing body.
SE
EA E
R
U
INC VEN
E
R
BS
E
OV F
PR E O
M
I LIN RS
E
P I P P L AY E
ENH
ANC
ED
BY
HO
ST
IN
RU
O ur usual b u s i n e s s a ct i v i t y
U n derpin n ed by
bein g effect ive an d
efficien t in t h e w ay
w e ru n ou r operat ion s
Our business as
usual activity will
ensure a virtuous
cycle delivering
England team
success to boost our
brand profile and
fuel revenues for
reinvestment in
the game.
Increased Revenue
for the Game
Modern Brand
Fine Reputation
Strong Relationships
Increase value of
commercial assets
Effective game
governance
Promoting the
best culture,
performance &
leadership
10 |11
VE
I
L
E
D
Securing Success
International Performance
& Professional Rugby
Departments
England mens and
womens XVs and 7s
performance plan
Clear talent pathway
and strong development
resource
Performance programme
post 20 age group
RFU & PRL heads of
agreement renegotiation
RED THROUG
Providing good
governance &
regulation
KEYS TO
SUCCESS
H:
Offering the
best digital, IT &
customer relationship
management
Delivering a state
of the art stadium
S T R AT E G I C P L A N OV E R V I E W
PRIORITIES
O U R S T R AT E G I C P R I O R I T I E S
YEAR ON YEAR
INCREASE IN PEOPLE
SAYING RUGBY IS A
GAME FOR ME
14 | 15
FINE
RE PU TATI ON
MODERN
BRAND
We will ensure that a fine reputation is maintained and enhanced and our brand
is well represented by:
Working proactively and in partnership with
rugby, sport and Government stakeholders
and commercial partners at local,
national and international level; ensuring
that our relationships are strong, our
contribution valued, safety and welfare
standards in the game are high and our
influence is maintained.
Reviewing game governance and our
disciplinary process on a regular basis
to comply with best practice and high
standards of conduct throughout
the game.
S TRO N G
REL ATI O N S HI PS
O U R S T R AT E G I C P R I O R I T I E S
INCREASED
R EV EN U E
16 | 17
O U R S T R AT E G I C P R I O R I T I E S
FO R
RU GBY
We will broaden the reach of rugby and keep players and volunteers involved by:
EVERYONE
18 | 19
INCREASE THE
NUMBER OF REGULAR
ADULT RUGBY
PARTICIPANTS FROM
190,000 to 215,000
by 2017
O U R S T R AT E G I C P R I O R I T I E S
We believe that rugby union enhances lives and that our clubs should be at
the heart of their communities. We want to promote and grow our sport, in all
its formats, taking it to the widest group of players, volunteers and supporters.
Through our agreed Community Game Board core purpose of strengthening
our clubs and growing the game in communities around them, we aim to
broaden the games reach, keeping more people of all ages and genders
involved for life.
SECURE
INTERNATIONAL
SUCCESS AT
ALL LEVELS
20 | 21
O U R S T R AT E G I C P R I O R I T I E S
SE C UR IN G
SU C C ESS
O U R S T R AT E G I C P R I O R I T I E S
We will stage the most inspiring Rugby World Cup which celebrates the
unique values and excitement of rugby, and inspires our nation and the
world to participate in and support the game.
MO ST INSPIRI NG
RU GBY WORL D C UP
EV E R
We will ensure that we deliver the most inspiring Rugby World Cup ever via
Spectator experiences enjoyed in full venues throughout the country, with
supporters and proud volunteers part of an inspiring festival of rugby.
Connecting with new and existing audiences, whether the 4 billion global
TV audience or local school children, through a digital era tournament.
Rugby at the tournaments heart - with players and the sport central,
England as a rugby nation and players as heroes and role models.
AN UNFORGETTABLE
AND FINANCIALLY
SUCCESSFUL FESTIVAL
OF RUGBY
22 | 23
2015
Our culture
How we deliver our strategy will be critical to our performance. We will
develop strong leadership to support and guide us in its execution, while
living our core values.
Alignment of our organisation and strategy
We will align the Unions structures with our strategy to develop a high
performing organisation.
Organisational efficiency
We will undertake a comprehensive review of the RFUs systems and
processes, benchmarking current operations and making objective,
informed decisions on existing practices. As we embed new systems,
quality of delivery will be key to how we measure ourselves and our work
on behalf of the game.
High performing people and individual contribution
We aim to continuously develop our organisation and the people within it
through: shared common goals, a clear strategy, strong leadership and
accountability. We will create clarity of roles and objectives, and recognise
individual contributions through: recruitment, performance management
and development.
26 | 27
G OV ERN A N C E
REG UL ATI O N
Corporate governance
We will implement the Corporate Governance Reviews agreed changes
to RFU decision making and processes, with continuing regular review and
necessary change to ensure best possible corporate governance.
Regulations
We will regularly review our Game Regulations to maintain the integrity
of the game.
Disciplinary process
We will undertake a comprehensive audit of the RFUs disciplinary process,
introducing necessary changes to ensure high standards of conduct at all
levels of the game and a respected reputation for the RFU and the sport.
Safeguarding and player welfare
We will maximise awareness of safeguarding and the RFUs policies and
procedures on the safeguarding of children and vulnerable adults, streamlining
case management to be as effective as possible, while adhering to the
governance guidelines and ensuring that the welfare of all players remains
a priority.
CULTURE
P E R FOR MANCE
LE ADE RSH IP
DIGITAL, IT
28 | 29
STADIU M
A STATE O F THE A RT
KEY
MEASURES
MODERN BRAND
AND A
FINE REPUTATION
INCREASED REVENUE
FOR THE GAME
RUGBY FOR
EVERYONE
SECURING SUCCESS
MOST INSPIRING
RUGBY WORLD CUP
EVER
People saying
Rugby is
a sport for me
to increase by 10%
(from 12m to 13.2m)
by 2016/17
A minimum yearly
27m direct and
indirect investment
in grassroots rugby
maintained
throughout the
strategic
plan period
England in best
position to win the
Rugby World Cup 2015
KEYS TO
SUCCESS
GAME GOVERNANCE
& REGULATION
Accepted corporate governance
review recommendations
implemented by 2016/17
Agreed Sport England governance
requirements satisfied by 2014
Agreed sports integrity strategy
implemented by 2015
30 | 31
CULTURE,
PERFORMANCE
& LEADERSHIP
DIGITAL, IT
& CRM
Single view of all customer
data stored in one location
by 2014/15
Negotiate heads of
agreement with PRL by 2015/16
Payback achieved
from 2014/15
Increase the
number of
over 16s playing
regular XV a side
rugby by 10%
by 2017
A STATE OF
THE ART
STADIUM
Refurbishment
of Twickenham
Stadium delivered
on time and to
budget by 2014/15
Increase the
number of O2 Touch
centres to 300,
catering for
15,000 players
by 2016/17
STRATEGIC
PRIORITIES
Growth in revenues
from increased
leverage of brand
strength and expected
growth in interest
in rugby allowing
significant investment in
Rugby Development.
2013/14
2014/15
2015/16
2016/17
TOTAL
118
14
21
14
69
39
27
3
108
11
21
16
60
42
27
(9)
130
18
141
11
21
20
89
48
28
13
139
18
636
72
22
20
79
43
29
7
106
89
Revenue
Cost of Sales
Overheads
Depreciation
Profits for Rugby Investment
Professional Rugby Investment
Rugby Development Investment
Retained Profit before Interest and Tax
21
19
72
42
28
2
Maximising our
investment in the game
PROFESSIONAL
CONTRACTED PLAYERS
AND CLUBS
35%
PROFESSIONAL
INFRASTRUCTURE
19%
RUGBY DEVELOPMENT
40%
369
214
139
16
ENGLAND TEAM
MANAGEMENT
6%
32
28
200
24
16
150
27
50
28
28
42
48
27
100
39
12
29
21
21
14
16
14
11
2012/13
2013/14
DEPRECIATION
27
20
27
20
28
28
21
21
20
08
/09
7
6/1
201
201
2/13
19
18
2014/15
OVERHEADS
22
2009/
10
/
2012
2013/14
2010/11
2014/15
2011/12
13
6
2015/1
21
20
20
11
2015/16
PROFESSIONAL
18
2016/17
DEVELOPMENT
29
27
43
42
21
COST OF SALES
32 | 33
20
Routine
Stadium Refurbishment
Back Office Systems, digital & CRM, Training Facility
2012/13
2013/14
2014/15
2015/16
2016/17
4
14
-
4
32
1
4
23
2
4
6
1
4
1
46
18
37
29
11
50
2013/14
2014/15
2015/16
2016/17
RUGBY FOR
EVERYONE
Participation
reaches 215,000
SECURING
SUCCESS
Mens XV:
IRB Ranking - Top 3
Womens:
IRB Ranking - 1st/2nd
World Sevens Series: 1st/2nd
Implementation of review
More players
OPTIMISING
REVENUE
FOR THE
GAME
Increasing sponsor
revenues
Reviewing revenue
generating models
Reviewing revenue
generating models
Governance Review
recommendations
implemented
MOST INSPIRING
RUGBY WORLD
CUP EVER
Supporting the
priorities of
ER2015 Ltd
Developing brand
hierarchy and guidelines
MODERN BRAND
Regional
legacy board
Sustainable events
accreditation
Media monitoring,
stakeholder surveys
More participants
Higher brand value
Increased revenues
80m guarantee
achieved surplus
profits secured
Stadium refurbishment
34 | 35
Winning teams
Winning teams
More players
More participants
Higher brand value
Increased revenues
A legendary Rugby World Cup
PRIORITIES
Priority milestone
Measuring reputation,
increasing influence
Strengthening social
media footprint
2012/13
SUMMARY
FU