National Sports Policy Framework Department of Transport, Tourism and Sport. Submission from Irish Rugby Football Union January 2017

Transcription

1 National Sports Policy Framework Department of Transport, Tourism and Sport Submission from Irish Rugby Football Union January 2017 Section Page 1. Introduction 2 2. Contribution of Sport 2 3. Participation 4 4. High Performance 5 5. Local and Regional Facilities 6 6. National Sports Campus 7 7. Governance 7 8. Coaching and Player Development 8 9. Volunteer engagement Safety in sport Integrity of sport and international influence Sports Tourism Financing Irish Sport Sport in a cross-sectoral context Measuring the impact of sport 14 1 P a g e

2 1. Introduction The Irish Rugby Football Union (IRFU), founded in 1874, is the governing body for Rugby Football on the island of Ireland. The IRFU is recognised by World Rugby and Rugby Europe, the respective international and regional governing bodies. Recognised as a Tier 1 nation, the IRFU has delegates on the executives of both these organisations. The IRFU is currently an unincorporated association which is representative of its members, the rugby clubs of Ireland, which are its basic representational units. The IRFU is in effect a federal body with four autonomous provincial Branches to whom the clubs are affiliated. The IRFU is responsible for all performance and development elements of Rugby, from the National Team and professional game cascading to the club, schools and community programmes. There are in excess of 186,000 participants in the game of Rugby, across 230 clubs supported by approximately 3,600 volunteers. In addition the IRFU operates a vibrant summer social rugby programme with 25,000 participants. Significant national and media attention is focused on the performances of the National and provincial teams, and it is the success of these teams which generates a surplus which is reinvested into the development of Rugby in our clubs and schools. The diagram (right) indicates the developmental cycle of Irish Rugby: the role of the National and Provincial Representative Game is to increase the profile of Rugby, while the Club and School Game creates the opportunity for young players to participate and possibly realise their dreams by being identified and confirmed as having the potential to play Representative Rugby. The IRFU s primary role is develop the game of Rugby, and it has over the last 10 years with the assistance of both Sport Ireland and Sport NI increased the reach of the sport into new communities. During this period, inter alia, we have engendered a 10% growth in the number of clubs, the introduction of community based schools programmes (catering for 64,000 school children), and the expansion of the women s game. However, similar to every other sport, Rugby sees a drop-off in participation rates across the teenage years. These formative years are an opportunity for sport to influence the habits and lifestyle of our young people: recent research has indicated that maintaining a healthy, sporting lifestyle through the teenage years will ensure high activity levels through to adulthood. In recent years the IRFU has built a working relationship with the Economic and Social Research Institute (ESRI) to understand participation rates in a changing Ireland. From this engagement it is the view of the IRFU that there needs to be greater coordination between sporting organisations, and collaboration with Government agencies (i.e. Sport, Education, Health, Communities), to drive participation. Ultimately we all have the same objective, which is to make a difference in our communities through sport. As Rugby is an all-ireland sport, the recommendations contained within this submission would apply within both jurisdictions. 2. Contribution of sport If there was ever any question of the positive impact that sport can have, we only need to reflect back to the 2011 Rugby World Cup, when Ireland beat Australia to enter the final stages. At the time Ireland was in the depths of recession but the subsequent energy, buzz and we can do it attitude that was prevalent in our communities in the days after the win demonstrated the power of sport in raising the 2 P a g e

3 tide of a nation. Rugby is similar to other sports who have experienced the power of success, in both men s and women s sport: for success not only boosts a sport for its own sake, it also encourages people of all ages, ethnicity and orientation to take up sport and enjoy its many physical, psychological and social benefits. This year the IRFU will host the Women s Rugby World Cup, and will complete the bidding process for the 2023 Rugby World Cup. Both these events have the power to mobilise a nation around sport. While the focus in the stadium will be on an oval ball, it is the intention of the IRFU to make both these events a celebration of sport and communities. There will be little specific mention in this document of either of these events, as support has already been committed by Governments both north and south, and we would like to keep the focus on community sport. From a Rugby perspective the IRFU objective is to create community clubs, which promote a lifelong involvement in the game: clubs should sit at the heart of Ireland s communities, creating physical fitness benefits for boys and girls, men and women, young and old; engaging and deploying volunteers in coaching, officiating and administration; and promoting community cohesion and sound values. Team sports such as Rugby promote the building of a number of social values, such as respect, integrity, inclusivity, fun and excellence, which cannot solely be achieved through exercise and physical activities that individuals undertake alone or organised sport catering for individuals. While the 15 a-side game in clubs will be critical to the future development of Irish Rugby, the IRFU has implemented a number of Community Rugby projects in all four Branches which have sought to create links with community initiatives designed to deliver social inclusion and cohesion and health benefits in the hinterland of local rugby clubs. While not wishing to replace the role of experts in the field of mental health or social inclusion, the IRFU is very conscious of the opportunity it has to contribute to the health of its members and their associated communities. To promote this opportunity the IRFU has developed the Spirit of Rugby programme, with the primary purpose to promote, communicate and live the values of the sport and the positive impact that sport can have on a community. Under the Spirit banner the IRFU has developed an ambitious programme of activities which will engage our multiple stakeholders and ensure that all who participate in the game understand our values. Examples of this can be found in the IRFU s partnership with Pieta House in its Mind Your Buddy campaign, and in the seat we occupy on the Sport Health Alliance Committee within the Office for Suicide Prevention. Furthermore, it is planned (though the expansion of the Spirit programme) to engage clubs in a wider mental wellbeing programme in In addition the IRFU has implemented a disability rugby programme and established a Disability Rugby Working Group to design, develop and implement a programme of improved access and provision for people with a disability. To support this work the IRFU has a strategic partnership with CARA for a Tag Rugby programme for players with Special Learning Needs. This includes specialised training for all Development Officers and linking Special Learning Needs Schools with clubs which have the competences to work with this population. Notwithstanding the many benefits that they deliver, the relevance of our clubs is under pressure. In recent years we have seen the increase in virtual gaming communities which are becoming substitutes for the bricks and mortar of clubs. There is therefore a requirement to revitalise our clubs with good facilities and well supported volunteers, to ensure that their contribution to their communities is not lost. i. The IRFU is very appreciative of the support of Sport Ireland and Sport NI in the development of Rugby. However, Government investment in development initiatives accounts for just under 4% of the IRFU s annual income, and has decreased by 30% over the last 10 years. At the same time Government agencies are placing greater pressure on sport to deliver their objectives, often to the detriment of the sport and its development. Greater collaboration needs 3 P a g e

4 to occur across the Government agencies, and appropriate funding levels need to be maintained. i The link between community sport and health is well documented. One only has to look at nations which have taken the approach of long-term investment in sport as a means of decreasing future healthcare costs. The IRFU presently self-funds a number of programmes in this area, but its impact is limited by its capacity to invest. Government strategies should outline ways in which NGBs and other sports sectors can develop programmes that will play an effective role in contributing in this area, and support these with an appropriate allocation of funding. Greater investment into both the bricks and mortar of a club and its human infrastructure it is only through good sporting facilities, especially artificial pitches, managed and supported by well-trained staff and volunteers, that a viable alternative to the online communities can be created and maintained. A cohesive capital investment programme should be developed to modernise sport facilities, with a revenue tail that supports their future management. 3. Participation As previously referred to, the ERSI has undertaken a statistical analysis of participation in Rugby. This has indicated participation rates of 15% among the primary school aged population, dropping to 7% of the secondary school aged population, to eventually 1% of the adult population (that is, participating in some form of Rugby). This decline is not a new phenomenon, but is experienced by all sports. However, the decline has been exacerbated by the unique demography of Ireland and its emigration patterns, population shifts and changing birth rates. The challenge for Rugby is not in recruiting players, but in ensuring that there are the appropriate volunteers, coaches and facilities to retain them. Experience will indicate, and is supported by ESRI data, that delivery of programmes in schools which are linked to clubs, is the most successful route for recruiting and retaining participants. But there is a number of barriers to NGBs which are seeking to support school participation, including teacher work practices, safeguarding, resourcing and access to facilities. These principles of development extend equally to tertiary education, where there is a need to emphasise the continuation of physical activity. ESRI has indicated that it is changes or disruptions in lifestyle which result in drop out from sport and physical participation. While the elite end of tertiary sport is well catered for, greater emphasis needs to be placed on general participation in sport as a rite of passage for our young adults. As a means of recruiting and retaining players, the IRFU operates both a TAG and Touch rugby programme in the summer months. It is important to note that the majority of participants are not members of rugby clubs but are from the local communities, with a high percentage of females. This summer initiative creates the opportunity for our rugby clubs to be used by the local community for participation and social engagement. A survey of participants indicated that most players take part due to convenience, fitness and the social element. Female participation in Rugby has grown significantly, with 5,400 adults and age grade players now playing the game, and 63% of our clubs having women s sections. This growth has occurred against a backdrop of virtually no women s Rugby being played in Ireland 25 years ago. Up until 2008 there was a separate Irish Women s RFU which organised embryonic competitions and representative teams through the existing IRFU club structure. Following extensive discussions, in 2008 the IWRFU was disbanded and women s Rugby came under the umbrella of the IRFU the first major Rugby Union in the world to integrate in this way. Since then all IRFU development resources have been developed to cater for both men and women s rugby, and the IRFU now operates a successful national Irish Women s team, the Irish Women s 7s programme, and under-age development squads. This growth has been supported through the contribution of Sport Ireland s Women in Sport programme, which has been invaluable in providing targeted support to women s sport. 4 P a g e

5 i. Education and sport needs to work closer together; while there is a strong Rugby tradition in a particular sector of schools, it would be our intention to support all schools who wish to play the game. However, the reduction in the number of male teachers, a lack of school resources and facilities, and specific education policies have all limited the impact that sport can have in what is deemed to be a critical period for the retention of young people in sport. There is a need for stronger policies regarding the amount of physical activity which schools are required to deliver, enhanced teacher training at education level, and the allocation of designated PE teachers in primary and secondary schools. i The continuation of the Women in Sport programme is fundamental in the development of female sport. In recent years there has been a reduction in funding levels for this programme. It would be recommended that this programme is maintained and enhanced, possibly through the creation of a new stream which focuses on the development of female leaders. Ireland has a unique demography which has impacts on participation rates and the deployment of both short and long term resources. There is a requirement for robust market research to give a greater understanding of how sport can use its resources more efficiently in this changing environment. 4. High Performance The IRFU operates a range of Performance Programmes, from National Teams which compete at World and European level, through age grade teams at European level, to an ambitious programme to qualify male and female teams for Sevens at the Olympic Games. As indicated in the introduction, the role of the National and Provincial Representative Game is to increase the profile of rugby, while generating a dividend which supports the wider development of the game. While the majority of these activities are directly funded by the IRFU through receipts from the professional game, the IRFU does appreciate the support of Sport Ireland and the Irish Institute of Sport for their age grade teams and women s national Sevens programme. The age grade and Sevens programmes are especially important in raising the profile of team sport; through their accessibility these are programmes which have the most relevance to the young people, male and female, who participate in sport. Olympic Sevens also provides a gateway for those players who are new to the rugby, as well as an opportunity for lapsed players to return to the game in fact the present Sevens programme consists of a range of athletes who have been recruited from other sports. It is the view of the IRFU that Sevens within the Olympic environment creates an excellent opportunity to showcase team sport and Irish sport in general. As with other Irish Olympic sports, there is a requirement for continued investment to remain competitive in an international environment where other nations are constantly improving through harnessing state resources. It would be the perspective of the IRFU that the consultation document is seeking views in relation to the funding and activities of Olympic sports. While the majority of our elite programmes are selffunding, due to being an all-ireland sport there is a requirement to engage with Sports Councils in both North and South; from time to time this can be frustrating as there is a difference in approach, process and systems between the two jurisdictions which can be a barrier to the development of a coherent and cohesive performance strategy. While the IRFU believes that performance sport should remain within the remit of the NGB, it would like to see a joined-up strategy between the Government agencies for those sports which compete on an all-ireland basis. The IRFU also on a regular basis seeks best practice from a number of sports (and industries) to gain a competitive edge over other nations. As indicated later in this document, when completed, the National Sport Campus will provide a world-class facility and environment for Rugby and other sports. The aggregation of elite sports practitioners into one location, with the encouragement of knowledge sharing and research, will in the long term assist Irish teams in achieving consistent and repeatable international success. 5 P a g e

6 i. Accelerate the development of the high-performance Rugby facility on the National Sports Campus, in partnership with the IRFU and with its funding support. i iv. Enhance investment in those elite sports programmes which reflect high participation rates. Create opportunities, through the Irish Institute of Sport, for the exchange of performance knowledge. Formulate a joined-up performance investment strategy between Sport Ireland and Sport NI for those sports which compete on an all-ireland basis. 5. Local and Regional Facilities Earlier in this document good playing facilities were identified as a key factor in the retention of players. Quality modern facilities are also critical to attracting and retaining female participants in the game. Being a traditional male sport, many facilities do not appropriately cater female participants and this can lead to drop out. The growth in rugby participation has placed increased pressure on our existing club and school infrastructure. The Sports Capital Programme (SCP) has been a very positive initiative in Rugby, and offers great potential benefit for those clubs with the vision and strategy to develop or modernise their facilities. However, in the last funding round, Rugby only accessed 7% of the available grants a figure which remains consistent with previous funding rounds. It is the aspiration of the IRFU to have a network of 20 artificial pitches across Ireland which can be accessed by clubs, schools and community groups, especially during periods of heavy weather. The cost of an artificial pitch is in the region of 800,000 (plus an annual sinking fund): this means that, after the allocation of SCP funding at current levels, the balance is beyond a club s fund-raising activities. The total cost of this aspiration is 14M, and the IRFU would like to work with the Department to support clubs to access SCP and other appropriate grants to bring it to fruition. The IRFU has previously proposed that there is the opportunity for economies of scale to be worked through a single, group application. It is estimated that there would be a list price reduction of 15% per pitch should the IRFU be able to issue a single contract for multiple pitches, by centrally managing the whole development. Investment in facilities such as these should be strategic, and planned across a number of sports, organisations and agencies and with a variety of wider purposes in mind. There is the opportunity to create a national and regional network of facilities which can fulfil a range of objectives: community sports hubs which are designed to offer a multitude of sports, and which allow individuals a choice of activities which encourage their lifelong participation; which serve as health and wellbeing centres, offering exercise programmes which have a preventative intent and/or cater for GP referrals; and which demonstrate a framework which support, for example, bids to host major sporting events through the provision of training or competition venues. Partnership working is key to the success of this including and especially in harnessing the third-level sector, universities, colleges and Institutes of Technology, where there is human, financial and capital resource to generate effective returns. i. A single strategy for facilities development across Ireland. Greater co-operation between the funding agencies, City and County Councils, sports bodies and other agencies to create a national and regional network of sports infrastructure. Create the opportunities for organisations to work with the SCP on national and regional programmes which may support the above objective and achieve economies of scale through multi-sport hubs or multi-site development. 6 P a g e

7 6. National Sports Campus Firstly the IRFU would like to congratulate the Government and Sport Ireland on the emergence of a world-class complex of facilities for multiple sports on the same campus. This will provide a host of benefits to Irish sport: a top-flight training environment for Irish athletes and teams, and one which may become a destination for others from across the world to visit for preparation camps; a crucible of expertise in coaching, sports science and medicine, which drives world-class standards; and the crossfertilisation of ideas, philosophies and methods between high-performing sports for the benefit of all concerned. It may in time end up being a unique international facility, and one which provides Ireland with a distinct advantage over other sporting nations. From a Rugby perspective the IRFU would urge the Government not to lose the opportunity to finish off the project this with specific reference to Phase 2 of the soon-to-be-opened National Indoor Arena and high performance Rugby facility. Currently the IRFU is alone among Tier 1 nations in not having dedicated training facilities for its international teams, and is reliant on the goodwill of schools, clubs and other venues for the hire of such facilities. We have in our budgets the provision to make additional investment to cater for the needs of our men s and women s international teams at senior and age grade levels, and for the needs of coach development at all levels, from elite through intermediate to school and club. The IRFU retains its belief in the high value of a campus project which combines facility usage by elite teams with that by community groups who can reap the benefit of accessing a first-class environment. Yet there is (we hope understandable) frustration that the project has encountered a number of delays, at a time when international Rugby is advancing apace, and Ireland s teams need every advantage they can find to remain competitive at the highest levels. i. Accelerate the development of the high-performance Rugby facility, in partnership with the IRFU and with its funding support. Promote and increase public awareness of the National Sports Campus, its benefits for the highest levels of Irish sport, its uniqueness, and its accessibility by the community. 7. Governance As stated in the introduction, the IRFU is currently an unincorporated members association which is run on democratic lines in the interests of its members, the clubs. The Union has a unique structure, in that the clubs affiliate to the provincial Branches, who in turn affiliate to the Union. There is a Council of club representatives which serves as the ultimate decision-making body of the game in effect, a meeting of shareholders but which delegates its authority to the Union Committee and, from there, to a Management Committee. Membership of the Council and Committee is representative that is, drawn from the clubs and Branches. Herein the principal qualification for nomination to serve on the Council and Committee is experience as a volunteer: hence, almost without exception, Council and Committee members will have a knowledge and expertise based on years of service as a club official, dealing with matters such as ensuring good governance, financial accounting and reporting, strategy and planning, development and safeguarding. A majority of the membership of Council and Committee is male but, as the women s game develops, so more female representatives will begin to emerge into the governance system through natural processes. In 2015 Mary Quinn became the first woman to be elected on to the Union Committee and it is confidently anticipated that she will be the first of many, as the women s game, currently in its infancy, becomes more prominent in the clubs who are responsible for putting candidates forward for election. 7 P a g e

8 The IRFU is embarked upon a review of its governance structure and Council, Committee and Management Committee to ensure that these are streamlined and efficient. However, we do not believe that the Union s structures should be driven to reform by regulation from outside: as aforementioned, these structures are unique, reflective of the membership base, and appropriate for an unincorporated association. They have their own checks and balances in place, in the form of a sub-committee structure which includes external independents where appropriate (e.g., in disciplinary committees), and in the reporting processes which are applied. There is accountability, equity and transparency, as befits an organisation which is run primarily by and for its membership. The IRFU would therefore look to Government to understand the uniqueness of its (and every other sport s) governance structures, and to allow these to develop to their own imperatives, and without external intervention. We consider it inappropriate that the standards of corporate governance are rigidly applied to organisations which are unincorporated, and which exist for the benefit of their members. i. The Government should recognise the uniqueness of the governance structures which exist within the members associations of Irish sport, and not seek to subject these to codes of corporate governance which conflict with the democratic, representative basis of these organisations. 8. Coaching and Player Development All IRFU coaching and development programmes use the Long Term Player Development pathway as a guide to best practice in this area, and are in alignment with this policy. The IRFU operates a five (5) stage coaching programme which is endorsed by Coaching Ireland. Further, through a network of Coach Development Officers, targeted coach support is provided including through the provision of a broad range of self-directed learning for coaches through workshops, seminars, in-club visits and online coach development resources. Development, education and training that is specific to the needs of the age and level of the players whom a coach is coaching provides the greatest opportunity for maximising coaching effectiveness. The IRFU is committed to a supportive working relationship with Coaching Ireland and would gratefully engage in the detailed process of QQI ratification of IRFU Coaching Courses on the National Qualification Framework (NQF) once the ongoing re-structuring of IRFU course content, resources and accreditation processes is complete. A key benefit of QQI endorsement would be to give participants in IRFU coaching courses the option to progress to a coaching qualification which is transferable across foreign jurisdictions and further, formal educational and vocational opportunities. A good coaching experience is one of the most critical factors behind the retention of players within our sport. This was highlighted to the IRFU in a Youth Consultation Day in November 2016, where the variance in coaching practice was much discussed by year olds, calling for a standardised approach to qualifications and a demand for recognition of their efforts over a results driven approach to the game. While the IRFU has an infrastructure in place to support coach development, we are wholly dependent on volunteer coaches. This means that coaching programmes and support mechanisms must adapt to respond to the fact that volunteer coaches are increasingly time-limited. At the same time, there is a need to manage ever-increasing parental expectations which place additional, ongoing pressure on volunteer junior coaches. These stresses mean that there is a requirement to operate learning and development opportunities through multiple formats which do not necessarily conform with the traditional coach education model. At the same time, as coaching practice and the needs of the coach and player continually evolve, there is a need for continuous improvement across all levels of coach education and development. 8 P a g e

9 i. There is a need for coaching policies which acknowledge that the desired outcome is to create long-term behaviour change in and through volunteer coaches who are increasingly timepoor. This will not be achieved through programmes which conform with the traditional coach education model. An improved working relationship between the IRFU and Coaching Ireland could only benefit both organisations, and the coaches in our sport. We would encourage Coaching Ireland to seek more opportunities to engage in cross-sport knowledge exchange. 9. Volunteer engagement Each of you [in relation to Ireland s Six Nations Grand Slam Team] in turn reminded us of where it all begins - in the heart of community with people who introduce youngsters to sport in schools and clubs week in and week out [President Mary McAleese, 20th April 2009]. The above statement, made by the then President of Ireland, highlights the important role that volunteers play in the development of our young people; they are the bedrock of our communities, and their value is immeasurable. As an organisation with its foundations in volunteer labour, the IRFU operates a number of programmes which support and recognise volunteers, in the belief that their recruitment, development and retention is critical to the future of our sport. While acknowledging the massive contribution that good volunteers make, and recognising that they give their free time of their own volition, it is also important to emphasise the need for quality assurance in this area, to protect the players who pass through their hands, and to reassure the parents who bring them that they are putting them into a safe environment. While the consultation document highlights that excessive regulation is one of the perceived barriers to volunteer (e.g., legislation, etc.), previous research from Volunteering Ireland proved that many volunteers would rather work in a regulated setting with defined boundaries, and that they often dropped out due to the lack of a clear role for them. The retention of good volunteers can be challenging when they are not valued within the organisation for whom they work. The importance of reward schemes such as the IRFU s Club Excellence Award, Mr Boots Award, and initiatives to recognise voluntary contributions around international matches, cannot be underestimated. i. Regulation around the management and operation of volunteers in sport should balance the need for appropriate quality assurance with the recognition that the volunteers themselves are offering their labour in their free time, and of their own volition. The recognition of volunteers is a key factor in their retention. Initiatives to reward volunteers for their contribution should be encouraged both within sports, and nationally. 10. Safety in sport Over last few years there has been significant attention given to concussion and its impact on player health. The IRFU has led the way in implementing new programmes to educate and create awareness of player welfare, including RugbySMART, RefSMART and the SAFE Rugby pitch-side responder course. On an annual basis workshops are delivered on player welfare, and it is a requirement of all coaching courses that attendees undergo the appropriate training. The IRFU continues to work with other Rugby Unions and Government departments to develop prevention programmes and produce targeted education programmes. 9 P a g e

10 ESRI/Sport Ireland have found that, while overall participation rates among children have increased, the majority of this increase has been in organised sport rather than unstructured play. This puts the onus on all governing bodies of organised sport to respond and recognise the risk of injury that exists when young people participate under their auspices. While there is a negative public perception associated with injury, and concussion in particular, the risk has to be balanced against the positive benefits of participating in sport, and especially a team sport. Our belief is, the nature and extent of this risk needs to be assessed by the governing bodies themselves, who should retain responsibility for putting appropriate measures in place to mitigate the risk, with the support of Government where it is requested. The consultation document highlights the Code of Practice for facilities, but makes no mention of the Code of Ethics and Good Practice for Children s Sport, and its relevance to the health and wellbeing of players. It is imperative that advancements in safety for young people s sport should take account of the Code of Ethics and related legislation to ensure that young people are safeguarded in their participation in sport throughout Ireland. If we wish for young people to remain involved in Rugby and/or their chosen physical activity for life then it is important to implement fundamental good practice for both coaches and young people and to give young people the tools for lifelong involvement in safe sport. Both adults and young people need to recognise and respond to any harmful behaviours that would impinge on the positive experience of sport or risk the health of a participant. i. In order to gain a total picture of injury rates in sport, there should be a central/national monitoring process for the recording and surveillance of injury such as is found in other countries (e.g., New Zealand). Basic information, much of which is being recorded (e.g., sport, level, date, type of injury, whether admitted to hospital, etc.) should be collated in order to provide useful data for future planning and intervention. i iv. The appropriate medical training bodies should be briefed and equipped to train primary care medics to be able to manage common sports conditions (e.g., ICGP train GPs in suspected/confirmed concussion management). There should be appropriate medical expertise available to manage sports-related injuries (e.g., Consultant Neurologist and Sports Physician for the management of sports-related concussion). It is the IRFU s belief that the NGBs should take the lead in assessing the risk inherent in participating in their own sports, and in setting and overseeing appropriate safety standards for the management of that risk. The role of Government should be to provide an overall framework for this risk assessment, ensure that this is being done, and provide assistance and support when requested to do so. 11. Integrity of sport and international influence Integrity is one of the core values espoused by the IRFU, and Rugby as a sport is admired for the high price that it places on the maintenance of an inclusive, respectful, disciplined and honest environment. This is one of the aspects of the sport which is treasured internally and externally, and is a major factor for parents wanting their children to participate in Rugby. In the area of anti-doping, the IRFU s regulations have adopted wholesale the provisions of Sport Ireland, and we consider ourselves fully aligned with nationally prescribed education and testing programmes. Professional players are regularly tested and, while the testing of amateur players is subject to available funding, the minimal number of disciplinary cases which have ensued suggests that our sport does not have a significant problem with doping. Notwithstanding that, we remain vigilant. In the area of anti-corruption the IRFU follows the lead set by World Rugby, the international governing body and, as with anti-doping, has adopted wholesale WR s regulations so as to be fully aligned. Players, administrators and committee members are required to participate in WR s Keep Rugby Onside online training programme, to remain up-to-date with requirements. 10 P a g e

11 The IRFU s Spirit of Rugby initiative is designed to safeguard and promote the values of Rugby. The Spirit Committee regularly reviews its safeguarding and anti-doping standards, and promotes an ethical approach to club governance through its workshops and associated educational initiatives. A centralised approach to such training through Sport Ireland, where organisations could work together, would be very welcome as it would allow the pooling of resources and shared good practice. However, if a centralised approach to education workshops and initiatives does not occur, then the NGBs should be given proper resourcing to deliver this on the ground. The IRFU also engages with the other home nation Rugby Unions to share best practice and tackle common issues with an annual meeting. Similar exchanges with other NGBs would be welcome. The IRFU is confident that it exercises sufficient influence at international level within the sport of Rugby. As a Tier 1 nation, Ireland is well represented within both World Rugby and Rugby Europe, and its standing has been reflected by the award of the 2017 Women s Rugby World Cup, and its shortlisting for the Rugby World Cup i. Sports should be encouraged to align their regulations on anti-doping and anti-corruption with those of their international federation, and of Sport Ireland. This would create a streamlined and efficient approach to tackling these critical areas. Sport Ireland should be charged with developing cross-sport education and training initiatives to counter anti-corruption and, through these, should seek to promote the sharing of good practice and resources between sports. 12. Sports Tourism Ireland has a track record of bringing major sporting events to the island which is outstanding in recent years. The Ryder Cup, the Volvo Ocean Race, the Tour de France, major rugby and football finals, all have been successfully staged in Ireland over the past decade to the satisfaction of stakeholders, participants and spectators alike. Yet the country s capability to attract and host events of this nature remains largely underappreciated, internally and externally: there is a need to promote better Ireland s past successes and future aspirations as a sports tourism venue. At the same time there is a need to bring together the organisations, support structure and resources, information and data which are associated with the staging of such events into a single, consolidated entity. Ireland s bid to host the Rugby World Cup in 2023 demonstrates the kind of collaborative, consultative effort which is required to bring a major event of this nature to the country but, at present, the landscape is fragmented, involving diverse bodies, and without a single point of focus. It would be of great benefit for there to be a single agency whether new, or existing with a specific brief which operates on an all-ireland basis; which has the capacity to engage across Government with the different departments with an interest in this area; and which is fully equipped to be the first port of call for any sport which is contemplating bidding for or staging a major event. It would further be of benefit for this agency to formulate a strategy for the development of sports tourism in Ireland this through consultation with sports and other agencies (including cross- Government departments, and commercial organisations) who may have an interest in this area. Such a strategy should consider not only the hosting of major international events, but also the value of the participatory tourism (e.g., Sevens tournaments such as the Heineken Kinsale Sevens, golf tourism) in bringing volumes of visitors to Ireland each year; and the benefits to be garnered through engaging with the Irish diaspora overseas. An annual calendar of events as part of this strategy would help with the planning of resources across all the scheduled activity. Through the identification of this agency, and the establishment of its strategy, there should develop an increased awareness of the opportunities to be exploited, and the support mechanisms available. A priority for the agency should be to put in place a communications network (e.g., a website, an annual 11 P a g e

12 conference of sports and interested organisations) which engages and resources those sports and other organisations who wish to be active in stimulating sports tourism. Sports tourism is a three-legged stool, relying on Government, sports organisations and the commercial sector to work together. Other countries, such as the USA, Australia and New Zealand, freely accept and embrace the role of the commercial sector in this partnership, and Ireland could profit from following their lead. Making it attractive for business to invest in sport, through the demonstration of appropriate outcomes, will bring benefits to sport which are also felt in wider society, such as reduced obesity levels, better mental health, and social cohesion. i. Promote Ireland s past successes and future capability as a host of major international sporting events. i iv. Identify a single agency to serve as the co-ordinator and resource centre for all major international sporting events to be staged in Ireland, and charge this agency with establishing a communications network to engage all interested parties. Formulate a strategy for sports tourism in Ireland, covering both the staging of major events and participation-level activity, and allocate funding and resource against its objectives. Engage and incentivise the commercial sector to involve itself in the delivery of this strategy, with a view to leveraging increased investment in sport. 13. Financing Irish Sport The IRFU is very appreciative of the Government s support for sports development, and for the development of stadium infrastructure. The IRFU's finances are derived from the professional game and whilst a significant portion of the organisation's turnover is required to fund the professional game it does deliver a significant 'dividend' which is used to support the development of the game in clubs, schools and communities. There are, however, challenges ahead in protecting the current level of dividend due to increasing professional game costs, competition from English and French player markets, and restricted scope for increasing the revenue from sponsorship and gate receipts. These challenges are compounded by the threat to curtail revenue opportunities associated with drinks restrictions on alcohol sponsorship and pay TV. The reality is that any reduction in revenue will affect our ability to invest in sports development at community level especially as this is unlikely be replaced by Government funding. Throughout this document there is reference to the opportunities available to sport through investment from other Government departments, e.g., Health, Education, and these opportunities should be pursued. But from a long-term financial planning perspective, equal benefit would be gained from a movement from the present annual allocation of Government funding to a multi-year allocation, as this would allow greater returns and efficiencies to be achieved. There are also opportunities to be exploited through closer partnership-working between commercial organisations and sport at community level, using CSR budgets to invest in sports development programmes. As an example, the IRFU has partnered with Aldi to develop a schools-based participation programme which is encouraging primary school children to be more active. These partnerships should be encouraged and, assuming that they operate in accordance with Government health policies, incentives should be available for commercial organisations which invest funds in these kinds of programmes. i. Government should consider the full and likely impact of acceding to requests to limit or otherwise control the commercial revenues which flow into sports from pay TV or drinks sponsorship. The indirect impact of such a move on community sport will be potentially disastrous. 12 P a g e

13 i Government should further consider allocating funding to sport on a multi-annual basis, in order to support longer-term planning and investment, and the generation of greater efficiencies. There should be incentives for commercial organisations to invest their CSR budgets in grassroots sports and physical activity programmes, as long as these are conducted in accordance with Government policy. 14. Sport in a cross-sectoral context Throughout this document there has been mention of the possible partnerships and collaboration which could be instituted to the greater good of Irish sport. The key ones are summarised as follows: For NGBs which operate as all-ireland sports, discussions with the respective Government agencies in North and South can be difficult and counterproductive due to the different objectives, strategies and policies which are at play. It would be recommended that there is alignment in outcomes and thinking to ensure that sport benefits in the long term. The IRFU actively engages with fellow NGBs at a domestic and international level due to our perspective that we all have the same objective, i.e., to use sport as a tool for the development of individuals and communities. The Irish team sports meet frequently to discuss their shared opportunities and challenges and it is recommended that this kind of gathering occurs more frequently on both national and local levels with a wider group of sports. Research in sports development indicates that it is in the best interest of a young person s athletic development that they should sample as many sporting pursuits as possible throughout their childhood. However, there is evidence to indicate that, in certain parts of the country, sports compete against each other to recruit players on an exclusive basis, rather than working in cooperation. There is an opportunity for Local Sports Partnerships to play a role in facilitating sporting activity so that sports can work alongside each other to plan their seasons to allow children to participate in a range of sports throughout the year, and remove this damaging notion of them being in competition with one another. Although there is existing co-operation between sport and education, particularly around physical activity, this needs to be developed further. There is a Physical Education curriculum in place at primary and post-primary school levels, but our belief is that this is not monitored or resourced effectively. Better training for teachers, both preparatory and in-service, better collaboration between schools and community clubs for the provision of facilities and coaching, and better alignment between school curriculum and NGB programmes, would help ingrain sport and physical activity into the psyche of the pupil. Similarly, throughout secondary and tertiary education there is a requirement for close collaboration between stakeholders to ensure a lifelong involvement in sport beyond education. It was highlighted earlier that there are valuable long term gains to be made in taking a preventative rather than cure approach, through closer alignment between health promotion and sports development strategies. The National Physical Activity Plan and the Healthy Ireland initiative are positive starts in the development of joined-up thinking; however, both remain underfunded and still need to gain critical mass to have an impact. As highlighted above, sports tourism requires a cohesive approach from Government, sports organisations and the commercial sector. A specific Government agency should be established or identified to facilitate this work. 13 P a g e

14 15. Measuring the impact of sport The simplest method of measuring impact is participation levels. However, this measure can be a blunt instrument, as it does not take into consideration outcomes such as the health impact and community cohesion, which are the long-term returns on investment in sport. In previous years there have been reports which have placed a value on the equity achieved through sport, and the IRFU would recommend that future research is supported to quantify the long-term impact of sport investment. (See the UK s new sports strategy, Sporting Future A New Strategy for an Active Nation, for comparative thoughts on the indicators which may be developed.) Internally the IRFU has invested heavily in databasing to measure the impact of investment into rugby. This system generates insights into participation levels and allows detailed and timely analysis of financial impact. To support this work, as aforementioned, the IRFU has forged a working relationship with ESRI which provides an independent and external review of the impact of rugby. The IRFU would recommend that closer working relationships occur with organisations and think tanks of this nature which assist sport in planning and measuring its impact. i. Research a range of indicators which demonstrate the full impact and outcomes of investment in sport across individual health and wellbeing, community cohesion, etc. this in addition to monitoring base levels of participation in sport. Encourage and support NGBs in forging relationships with organisations or agencies which can assist them in measuring and planning their wider impact on individuals, communities, and society as a whole. 14 P a g e