Plan Ireland - “WhIte PaPer” CReaTInG a WoRld

Transcription

Plan Ireland - “WhIte PaPer”
CReaTInG a WoRld ClaSS PeRfoRmanCe SYSTem
foR IRISh RuGBY
IRFU 1022 - Plan Ireland Report v2.indd 1
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The ultimate focus of Plan Ireland IS TO improve results in RUGBY World Cups
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Plan Ireland - “White Paper” Creating a World Class Performance System for Irish Rugby
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1.
Introduction and Background
1.Following the Rugby World Cups of 2007 and 2011, the Irish Rugby Football Union (IRFU) carried out extensive
reviews of their World Cup performance. These reviews were designed to identify how best to improve performance
in the future. The 2011 Review noted considerable progress since 2007 but identified that there were still aspects
of the preparation of the Irish team which fell short of truly World Class standards mainly because of a lack of a fully
integrated approach involving all aspects of professional rugby in the country.
2.As part of its response to the 2011 Review, the IRFU Committee agreed to develop Plan Ireland, an integrated plan
for professional rugby in Ireland, which would recognise the primacy of the National Team and the need to deliver
consistent success for the National team in the Six Nations while at the same time sustaining success by the
provincial teams in the ERC and the Pro-12 League. The ultimate focus of Plan Ireland would be improved results
in the 2015 and 2019 World Cups.
3.
Before finalising the Plan and integrating it into the IRFU Strategy, it was agreed that a “White Paper” should be
produced making detailed proposals to allow all the stakeholders the opportunity to contribute to the development
of the new approach.
4.
The IRFU therefore set up a Plan Ireland steering group comprising all the key voluntary and professional personnel
from both national and provincial levels to develop this White Paper. Players were also represented on the steering
group through the Irish Rugby Players Association (IRUPA).
5.
This White Paper has been produced following the 2012 London Olympic Games where a number of sports have
redefined what World Class means in terms of preparation for major championships. The Nothing Left to Chance
approach of the British Cycling Team in particular has much to teach those who aspire to see Ireland winning at
world level. Because Ireland is a relatively small rugby-playing nation, aspirations to succeed at the highest levels
will only be delivered if all the systems and structures contributing to and driving Irish performance at national
and provincial levels are World Class. This paper acknowledges the areas in which Ireland has already established
world-class systems but identifies and proposes action for the areas that fall short of the best.
The economic imperative of the success of the national team is vital for the health of the whole game in Ireland
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and this needs to be recognised by all stakeholders. The major source of income which funds the domestic
and professional game is the ticket revenue from the Six Nations matches staged in Dublin. Without continuing
competitiveness in the Six Nations, none of the other competitive aspirations will be possible.
Players have to be at the centre of this plan. The challenge of success in the ‘four-legged stool’ which is the top level
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professional rugby programme for Ireland - Rugby World Cup, Six Nations, ERC and the Pro-12 league - is a major
one. Central to facing up to that challenge is for Ireland to have the best pathway in the World for developing players
through to World Class standard. That is the only way Ireland can aspire to consistent high-level success.
In addition to the main steering group, a series of technical working groups were set up to review the technical
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systems supporting performance. The working groups covered the following topics:
• Analysis
• Nutrition
• Fitness
• Medical
• Coaching1
9.
The main steering group met in a series of three seminars with time between to allow consultation with and
feedback to stakeholders. After the second seminar, it was agreed that a further two working groups were required:
• Governance and Leadership
• Marketing and Branding
10.
The White Paper identifies major structural changes in the organisation of professional rugby but it also identifies a
series of technical improvements which are individually small but in sum are necessary for Ireland to claim to have
a truly World Class high performance system, all with a view to facilitating the required performance uplift.
Because the Coaching recommendations covered the whole landscape of professional rugby in Ireland, these have been integrated
throughout the report rather than dealt with under a separate heading.
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2.Key Issues Emerging From the Steering Group Seminars and
Subsequent Working Groups
2.1
The initial discussions were wide ranging and there was a consensus around a range of major issues including
the following:
•A lack of integration across the systems of the professional game
•Failure at the wider provincial and club level to recognise the importance of National Team success to the funding of the whole game in Ireland
•A lack of a common and shared vision for the success of the Irish team
•The absence of overall integrated management of the professional coaches and the support teams
•An over-complex governance structure leading to weak leadership and sometimes to conflict
•Poor communications, often with too many people having to be in the communications loops
•Failure to fully recognise the contribution of the ERC and Pro12 League to the performance pathway
•Aspects of the performance pathway and especially the availability of game time for developing players and the need for improved talent identification and development processes
•The lack of specialised centre of excellence for training for the National Team
•No shared succession strategy between the National and provincial teams
•Schools rugby’s contribution to the skill development pathway
•Tight financial resources across the game
•The need for further improvement to the various technical support systems.
2.2This White Paper now attempts to set out proposals for addressing both the major issues identified in the main seminars and in the Working Groups with a view to creating the best high performance system for Irish rugby.
3.
World Class Leadership and Governance
A Question of Balance
3.1 There are, of course, many interested parties in professional rugby in Ireland and there needs to be recognition of
the important balance between the effective management of what is now a highly professional sport world-wide
and the key accountabilities of the voluntary committees who have the critical oversight role. This paper contends
that the present balance is not working as well as it should to deliver the highest possible national performance
and that a more integrated approach will only be delivered by having clear integrated leadership of the whole
professional game structure at national and provincial level, led by a Performance Director (PD) and overseen by
a streamlined committee structure which recognises the role of the IRFU Committee but creates an effective
structure of professional delegation so that agreed policies and plans can be implemented quickly.
3.2 The overall objective of the Governance Working Group, set up to consider these matters, was to simplify and
clarify the decision making structures to achieve greater effectiveness.
3.3 The Governance Working Group’s terms of reference included the following points:
•To confirm the new professional management structure for the whole professional game in Ireland led by a new position of Performance Director and integrating both the national and provincial staff
•To specifically identify the role and responsibility of the new post of Performance Director and the lines of accountability above and below this post
•To develop the structure and remit for a new National Professional Game Board (NPGB) to oversee the new professional management structure
•To identify the implications for the existing IRFU and Provincial Committees.
Specific Proposals
3.4 The terms of reference for the new NPGB and the proposed job description for the new post of Performance
Director are given as appendices to this White Paper.
3.5 In terms of the committee structure, the White Paper recognises the continuing central strategic and policy role of
the IRFU Committee and its Management Committee but seeks to delegate to the new NPGB the responsibility
for implementing policy and strategy. In addition to its monitoring and review functions, the NPGB would
also recommend policy and strategy to the IRFU Management Committee and the IRFU Committee for their
consideration and ultimate approval.
3.6 It is proposed that the present Performance Committee and the National Team Management Committee would
disappear and be replaced by the NPGB. It is proposed also that the current Player Contract Review Group be
replaced by an operational group comprising the IRFU CEO, the Performance Director, the HR Director together
with the IRFU Hon. Treasurer or his representative. This group would work closely with the provincial CEOs in
relation to player contracting.
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3.7
3.8
It is proposed that the NPGB members will be appointed by the IRFU Committee which will ensure that all those
appointed have appropriate expertise in professional rugby.
The following diagram shows the proposed governance structure:

Union
Committee
3.9
National
Professional
Game Board
Management
Committee
IRFU
CEO
Performance
Director
The following key principles will apply to the NPGB:
•It will be an apolitical body with no representative positions
•Members will be appointed by the IRFU on the basis of skills, credibility and experience
•Membership will include those who can bring a provincial perspective
•Membership will include someone who can bring a player perspective2
•There will be no more than 8 members serving for no more than 2 terms of 3 years
•The NPGB reports to the IRFU through the Management Committee
•The NPGB has no role in contract negotiations
•NPGB members must respect confidentiality
•The IRFU CEO is a member of the NPGB but reports to the IRFU Management Committee
•The Performance Director reports to the NPGB but is accountable to and line managed by the IRFU CEO.
3.10 The second main proposal of the Governance Working Group, endorsed by the overall Plan Ireland Steering
Group, is the creation of the new post of Performance Director (PD). As has been indicated above, the proposed
job description for the Performance Director is given as an appendix to this White Paper. In summary therefore,
the role proposed by the Governance Working Group and agreed by the Plan Ireland Steering Group is for the
Performance Director to lead the implementation of the plans to deliver sustainable higher performance in Irish
Rugby at both National and Provincial levels with ultimate objective of improving Ireland’s performance at the 2015
and 2019 Rugby World Cups.
3.11 The Performance Director will be responsible for the management of all the professional coaching and technical
staff involved in professional rugby in Ireland.
3.12 It is important to note that the Steering Group agreed that it was vital to find someone of the highest calibre for this
position and that there should be no compromise in that mission. Indeed, it was fully recognised by the Steering
Group that it would only be possible to drive forward with the structural changes proposed if a suitable Performance
Director is recruited.
3.13 The following diagram shows the proposed professional structure:

IRFU CEO
Performance Director
National
Coach
High
Performance
Manager
Provincial
Coaches
Technical
Support
Staff
3.14Finally, there are no proposals to change the committee structure at Provincial level and the Professional Game
Boards at provincial level will continue
3.15 The Governance Working Group recognised the need for the Performance Director to discharge his/her role in
respect of the provincial coaches and teams in a matrix management structure that also involves the Provincial
CEOs and the Professional Game Boards at provincial level.
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The major source of income which funds the domestic and professional game is the ticket
revenue from the Six Nations matches staged in Dublin. Without continuing competitiveness
in the Six Nations, none of the other competitive aspirations will be possible.
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4.
World Class Pathways
A Complete Ladder
4.1 With Ireland being a relatively small rugby-playing nation in comparison with countries like England, France and
South Africa, it can only aspire to consistent and sustained international success if it has the best possible systems
for player identification and development. The Plan Ireland discussions have identified considerable strengths in
the Irish system but, especially in the area of game time for emerging players, some significant weaknesses. It is
important to note that the issue of game time is not just about players getting exposure at the provincial level and
that it also requires greater flexibility at the highest level of the amateur game.
Specific Proposals
4.2 The following specific proposals are recommended by this White Paper:
•Shared management of the whole succession issue for the National and provincial teams led by the PD and involving all the professional coaches
•Game time issues to be addressed in provincial teams, within the ‘A’ structure and also by more flexibility in allowing contracted players to play in the higher levels of the domestic game
•Talent identification systems to be improved to find late emerging players, players from other sporting backgrounds and Irish eligible overseas based players
•Management of the challenge of the whole set of professional fixtures to be a centralised function
led by the PD
•Review the contribution of schools rugby and age-grade club rugby to skill development of players to ensure coaching is based on best practice
•The Academy system to be reviewed (in hand)
•Expose Academy players to appropriate levels of competition.
5.
World Class Support Systems
Best Practice and Management
5.1 Successive World Cup Reviews have confirmed that Irish rugby enjoys very high standards of support services
indeed but there is no room for complacency and the technical working groups in particular have identified a
series of improvements which will provide significant gains and deliver more effective player welfare in the highly
pressurised fixtures structures they have to face.
5.2 There is presently considerable cooperation between many of those working at both national and provincial levels
but the management structures are complicated and vary from service to service.
Specific Proposals – Overall Management of the Support Services
5.3 The following specific proposals are made:
•The PD should be charged with establishing a fully integrated management structure for all the support services to promote the highest standards of inter-disciplinary working
•The inter-disciplinary approach should be taken to the achievement of performance requirements determined
by the coaches in a player centred/coach led environment
•All the support service teams should engage in Continuing Professional Development to ensure that they always can deliver leading edge service and cooperation with relevant academic institutions should
be encouraged
•Continued efforts should be made to innovate and monitor best practice around the world
•The meetings structures for all service teams should be formalised and national staff should be seen regularly at provincial levels
•A standardised data management structure and service should be established across all disciplines.
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Specific Proposals - Player Welfare
•Develop a more proactive, improved and transparent “science-based” approach to seasonal management of players by the coaches working together with the National Fitness Director
•Improve communications among the coaches about players returning from injury within an agreed media protocol
•Review the use and relevance of sports psychology within the national and provincial teams.
Specific Proposals - Analysis
•Strengthen broadband capacity creating a network of national and regional analysis centres
•Create a video and data share area for senior performance analysts
•Purchase appropriate media licences for IRFU use
•Continue to hold twice yearly performance analysis workshops
•Establish open access channel for exiles video footage and information
Specific Proposals - Fitness3
•Develop a quality planning process across provincial and national staff with shared data and a common
planning template
•Agree a set of core metrics to monitor players and establish a system for sharing and communicating data
•Enhance the national training environment by creating good data transfer for effective player transition
•Establish quality strength training facilities in the provinces and at national level
•Develop partnerships to deliver effective sports science support
•Align the Academy strength and conditioning philosophy and programmes with the provincial and national leads
Specific Proposals - Medical
•Establish a national/provincial communication protocol and process to ensure the continuity of care and to avoid players playing national staff off against provincial staff and vice versa
•National team physiotherapist to hold regular meetings in each province to improve communication
•Installation, support and implementation of a new injury tracking system
•Carry out a full review of the pre-contract medical process
•Carry out a full review of the underage/academy teams’ medical structures to improve the health of the future stream of players coming into the professional game.
Specific Proposals - Nutrition
•There should be a formal nationally led framework and team for nutrition services across the professional game
•The nutrition team should develop a suite of discipline-specific policies to guide practice.
It is important to note that the Fitness Working Group was led by Dave Clark who had only recently been appointed as Head of Fitness
and consequently, further recommendations may be made when he has had more time to review the systems and structures.
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6.Implementation
6.1
6.2
6.3
There are two critical components to the implementation of the recommendations in this White Paper. The first
is political and the second financial. As has been stated above, the aim of this detailed paper is to describe the
consensus view reached by the Steering Group and supported by the IRFU Committee so that, following a final
round of stakeholder consultation, it will be possible to implement the changes in a tight a timescale. The key
decision making processes will involve the IRFU Committee once appropriate final inputs have been received on
the White Paper.
The final output of this work on the professional game will be integrated into the wider IRFU Strategy to be
published early in 2013 and Plan Ireland will be a separate component within the overall Strategy.
The second implementation challenge in the present economic situation is, of course, is finance. While some of
the recommendations require little or no investment, the White Paper does propose a number of actions that will
require significant investment. These areas of investment will need to be considered by the IRFU Committee and
decisions made about the allocation or reallocation of resources. The, Marketing and Branding Working Party set up
as part of the Plan Ireland process has made a series of specific recommendations for improvements to the use
of all the brands within Irish Rugby to enhance the revenues from the national game.
Specific Proposals - Marketing and Branding
•Reignite the Ireland Team brand with external support
•Define the relationships between the national and provincial brands
•Design and agree the overall brand architecture for Irish professional rugby.
7.Final Comments
7.1
It is important at the conclusion of this White Paper to return to the main objective of the proposed plan and that is
to create a World-class performance system for Irish Rugby that will give Ireland the potential to attain the highest
rewards possible in the game. This means establishing a no compromise perspective where all the parts of the
game in Ireland are working together towards shared common goals.
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