Herewith an extract of a
business plan on how to build a Sustainable RUGBYCLUB. I will gladly be posting
sections and updates from the business plan over the next couple of weeks. My
intention is to educate people on the “business side” of rugby, but also to inform
the player and supporter on how important they are in building a Sustainable
RUGBYCLUB.
I would also love debate my
points, so your comments and suggestion are welcome.
Here we go:
A sustainable rugby club relies upon the sum of a number of key/critical parts working together efficiently, effectively and with one direction. It cannot be defined as a club with a mini/junior section, or with five adult sides, or indeed with a women’s/girls’ section.
Sustainability is achieved by understanding who you are, what you are doing, where you want to be and how you are going to get there. The club will acknowledge that others can help it achieve this.
The club must understand what it is that makes it and rewards it. The club must acknowledge and plan a way forward. In order to understand the road to sustainability and future development, it is clear that Community Rugby clubs regardless of size, legal position and/or ambition on the field need to view themselves as a ‘small business’. In order to become ‘sustainable’, they need to undertake a planning process (a business or whole club development planning process) which will incorporate the six key areas, according to needs, size and scope of the club.
The management of Community Rugby clubs and indeed sport in general has moved towards a more professional culture. This is partly as a result of changes in legislation, but also largely from a desire to adapt to the needs of the modern leisure market. The depth to which those areas are considered will be the club’s ambitions.
There are a number of consistent messages that are applicable to all rugby clubs:
1. Every club should be considered a small business
2. Every club needs to plan for the short, medium and long term (one, three and five years)
3. Every club needs to address the six key areas within its planning process in relation to the individual and its aspirations.
PS: More posts to follow in the next couple of weeks. I would also love debate my points, so your comments and suggestion are welcome.
The management of Community Rugby clubs and indeed sport in general has moved towards a more professional culture. This is partly as a result of changes in legislation, but also largely from a desire to adapt to the needs of the modern leisure market. The depth to which those areas are considered will be the club’s ambitions.
There are a number of consistent messages that are applicable to all rugby clubs:
1. Every club should be considered a small business
2. Every club needs to plan for the short, medium and long term (one, three and five years)
3. Every club needs to address the six key areas within its planning process in relation to the individual and its aspirations.
PS: More posts to follow in the next couple of weeks. I would also love debate my points, so your comments and suggestion are welcome.
