June 2018
Contents Foreword 3 1. Agenda 3 and the Regional Support Structure in Scotland 4 1.1 Introduction 4 1.2 Sustainable Clubs 4 1.3 Funding and Support 5 1.4 Investment programme 5 1.5 What initiatives will be implemented through Agenda 3? 6 1.6 Restructure of domestic rugby 7 1.7 Conclusion 9 2. SUPER 6 Updates 10 2.1 Super 6 reasons for creation 10 2.2 Super 6 submission and selection process 11 2.3 Winning franchises and process going forward 11 2.4 What happens next? 12 2.5 Super 6 unsuccessful applications 13 2.6 Regional Task Forces 13 3. Consultation and Engagement with Clubs 14 3.1 Consultation process on player payment 14 3.2 Consultation process on season structure 16 3.3 The club XV of each Super 6 franchise 17 2
Foreword Agenda 3 is Scottish Rugby s plan to work together with clubs, schools and the wider community to create a bright future for club rugby at all levels throughout Scotland. It has been arrived at after dialogue with a raft of stakeholders, including, most importantly, member clubs. The backdrop to Agenda 3 is the changing work and leisure patterns of the 21st century and how we can sustain, nurture and enhance our game through working with you, our clubs. It is based on three pillars: Participation; Performance; and Finance We can all agree that solutions are required to ensure future generations can enjoy some of the many positives that arise from being part of rugby in Scotland. And while there are many views around what the way forward should be, Scottish Rugby was asked, repeatedly at club fora, meetings with Council members and in President s roadshows to take a lead. At the 2017 AGM, our Chief Executive Mark Dodson, stressed the importance of the club game and why Agenda 3 was vital for the robust good health of rugby in Scotland. This paper will seek to provide additional information and clarity around Agenda 3. It will outline opportunities for clubs and other stakeholders to contribute further to the conversations as we shape the game that we all care about passionately. The paper challenges Scottish Rugby to think smarter and better respond to the needs and requirements of clubs. The paper outlines that, for example, those clubs driving up playing standards, increasing playing numbers, fielding a women s team or teams, providing more referees and living within their means with sound business plans will receive the most support from Scottish Rugby as we work together to achieve our collective targets. We detail the financial investment we are making in the domestic game. We will set out how a new regional and local support structure from Scottish Rugby will aim to provide that better support to clubs. We will update on the Super 6 framework, a key part of the Performance pillar within Agenda 3. We will identify the next steps to work alongside those clubs who were successful in their franchise bids and, equally importantly, the support we will provide working alongside those clubs who were not successful on this occasion. Our engagement with clubs, players, coaches, referees and volunteers, teachers, schools and Scottish Rugby staff also looks at issues around: the payment of players the interface between Super 6 and other clubs season structure and league format This paper and the programme of discussion seeks to give you relevant and detailed information to assist with the debate on the key points of Agenda 3. We both commend Agenda 3 to you. Rob Flockhart President Dee Bradbury Vice President 3
1 Agenda 3 and the Regional Support Structure in Scotland 1.1 Introduction Agenda 3 is Scottish Rugby s plan to work collaboratively with clubs to create a bright future for the game. It has sustainability at its core. The Council and Board have been aware in recent years of issues relating to the playing sustainability of the game, in particular, the decreasing levels of participation. They have recognised the need for change and that the interests of all levels of the game need to be considered as part of that process. Having been asked by stakeholders to take a lead on this matter, a number of key objectives were put forward, as announced at the 2017 AGM: 1. To put sustainability and community access at the heart of the future shape of rugby in Scotland. 2. We wish to come up with different solutions for different parts of the game, whether that is players who have aspirations to play at the very top of the game, or play competitively in a league structure, or whether they want to play in a non-competitive, social environment. 3. To address the issue of player payment which, in the view of many, is undermining the sustainability of the domestic game. 4. To improve the playing standard and overall quality of the top tier of the domestic game. 5. To design a framework that enhances our player and coaching pathway. Agenda 3 aims to build on a number of initiatives already in progress and introduce new approaches and opportunities. It will be supported with a significant cash injection into clubs. Scottish Rugby has committed to invest 3.6million of additional money into this transformative programme over the next five years. This is in addition to the current ongoing level of 2.8 million of club support per year. 1.2 Sustainable Clubs Agenda 3 relates to three pillars - Participation, Performance, and Finance. These pillars provide a clear direction for Scottish Rugby and signpost where money will be invested and where staff will focus support. Our aim is to make clubs more sustainable. Scottish Rugby defines a sustainable club as a club that can operate within its current means, both on and off-field, with a strong infrastructure to enable it to thrive and succeed in the future. Scottish Rugby aims to assist all clubs to create, develop or improve their on-field resources such as the quantity and quality of players, coaches and referees, and also off-field organisation in areas of governance, people, finance and facilities to meet the aspirations of their club. Scottish Rugby also looks to share best practice from initiatives often creating new revenue streams delivered by the clubs themselves or in collaboration between clubs and union. For example: the Riverside Rocks rock concert at Jedforest RFC; the Beer Festival around the sevens tournament at Perthshire RFC; the formal dinner and folk-music festival on days either side of Biggar RFC sevens tournament; the 30 clubs from Shetland to Annan that are acting as hubs in the second year of our new non-contact form of the game, Tartan Touch. More than 70 per cent of participants in year one of Tartan Touch had not regularly been involved in playing rugby and around a fifth of all players were newcomers to the sport. 4
1.3 Funding and Support Like many other sports governing bodies, Scottish Rugby is introducing Club Minimum Operating Standards (MOS). The Minimum Operating Standards require clubs to meet certain standards to operate, receive investment and play in competition. The detail of these standards will be published separately. We are also introducing a Club Sustainability Award (CSA). The application process is designed to help clubs with development planning and to ensure the future health of the whole club. The MOS and the CSA will be introduced for season 2018/19. The funding for these represents part of the investment that clubs receive, replacing the elements previously provided in the Club Participation Agreement. The other funding elements that we have provided to clubs are continuing, including travel support, player insurance, club development officer funding, referee expenses, player reward scheme and ticket commission. In addition, the Club Sustainability Fund, launched as a pivotal part of BT s investment as Scottish Rugby s principal partner in season 2014-15, whereby 1.6 million was ring-fenced for club infrastructure improvements over four years, has been a hugely successful scheme and it will continue to assist clubs going forward. This change has been made to help clubs develop in sustainable ways by: Introducing activity-based funding - for different aspects of rugby development, specific support will be available Setting defined levels - through bronze, silver and gold criteria - for clubs to achieve with related incentives (Bronze - 3.5k, Silver - 5k, Gold - 10k) for each of these levels, if they wish Separating the core elements (which are the Minimum Operating Standards) and the additional elements (which reward those clubs who are enhancing playing numbers, driving up playing standards and have a sound business plan) Any club that successfully meets the Minimum Operating Standards but does not qualify for a Bronze Club Sustainability Award will be eligible to qualify for 1.5k in 2018/19, 1.25k in 2019/20 and 1k in 2020/21. The application process is designed to be straight-forward and to help clubs with their planning over the next three years across important elements such as adult and youth teams, coaching and referees, recognising that all levels of the game need continuing support and assistance. 1.4 Investment programme As outlined at the 2017 AGM, Scottish Rugby also intends to invest a total of 45k in each Championship club over a five year period beginning in season 2019/20, to assist with player improvement areas, similar to those which currently exist in the current Premiership and National 1 leagues. Over the same period of time, it is intended that National League One clubs will receive 25k each, National League Two clubs will receive 17.5k and National League Three clubs will receive 10k. As part of Agenda 3 it is now intended that prize money is introduced in the Championship through National Leagues down to Regional League level - 10k in the Championship, 7.5k in National 1, 5k in National 2, 4k in National 3 and 3k for each of the Regional Leagues. 5
1.5 What initiatives will be implemented through Agenda 3? Sheila Begbie, our Director of Rugby Development, has been tasked with ensuring that everything her department does contributes to the three pillars of Agenda 3 and benefits clubs, schools, colleges and universities and Scottish rugby as a whole. Other areas that Scottish Rugby looks forward to working with member clubs upon include: Modernising season structure via consultation Discussing player payment via consultation Introducing transition programmes to support young players through the key transition stages of their rugby career - i.e. youth to student and student to adult Implementing further age-grade law variations Improving communications with clubs and using our new database (SCRUMS) to better support clubs and schools and work smarter Promoting different game formats discussions around current reserve leagues and exploring together how we create informal, less regulated, local, social rugby opportunities for clubs and players to ensure continued retention and engagement of players Promoting adapted game formats e.g. Tartan Touch and walking rugby Establishing retention and transition programmes for 18-23 year olds by improving university and college links Focusing on improvements in player welfare Undertaking annual review and mapping exercises of all regional rugby activity to support benchmarking Developing a commercial model and coherent business plan for each club Raising the profile and increasing the visibility of the club game Working with other partners e.g. Girlguiding Scotland to develop new routes into the club game for players Establishing regional awards evenings Establishing regional and rugby development conferences Increasing opportunities for all via unified rugby and the creation of additional inclusive clubs following the example of the Caledonian Thebans in Edinburgh and the Glasgow Alphas Exploring ways to improve participation in the women s game Improving the player environment at each school and club by introducing a conference criteria framework, comprising of standards of player welfare, coaching and training standards. 6
1.6 Restructure of domestic rugby It is clear Scottish Rugby s current structure needs to change to better respond to, and support, the requirements of clubs. A key part of this is building stronger and collaborative relationships with clubs, schools, colleges and universities with more local decision-making where possible. The new regional structure is outlined below and is proposed to be operational from 1 October 2018. Taking a regional approach will allow for faster-paced support for local initiatives, and, importantly, the increased investment means more staff will be deployed to make these initiatives happen, allowing Scottish Rugby to better service the rugby community. Establishing smaller areas for regional staff is part of our determination to work more closely with clubs and create bespoke regional solutions. For the purpose of delivery of these services, the country will be divided into 5 regions as below: Caledonia - North 5 Regional Directors Caledonia - Midlands 12 Regional Managers Glasgow North Glasgow South Edinburgh, Borders & East Lothian Schools & Youth 3 Managers Women & Girls 1 Manager 7
As part of the plan, Domestic Rugby will be changing its name to Rugby Development, to reflect more accurately the hugely significant role clubs, schools, colleges and universities have in driving forward rugby in Scotland. Agenda 3 will be delivered by the Rugby Development Leadership team comprising of Sheila Begbie (Director of Rugby Development) and her staff: Five Regional Directors 12 Regional Managers Head of Business Support and Operations Head of Training and Education Match Officials Commissioner The five new Regional Directors will be supported by the 12 Regional Managers. There is currently no change to the Training & Education and Match Officials teams, however, a new role of Head of Business Support & Operations has been created. This is a crucial support role to oversee all the field based administrative activity needed across the team, as well as management of competitions, player welfare checks and safeguarding, injury reporting, data and communications management with clubs (i.e. SCRUMS) and business intelligence. In addition to the above staffing there will also be five Regional Administrator roles established to support the work of the Regional Director and their staff. These administrators will work a rota system to be available a couple of evenings a week to provide support to volunteers in clubs. They will be available to answer queries and will also provide proactive support to clubs and volunteers during this period. Each Regional Director will be charged to work alongside clubs, schools, colleges and universities to deliver their regional plans and Regional Managers will be responsible for a portfolio of clubs, schools, youth, colleges and universities local authority relationships. The regional split is based on population, number of clubs, and number of schools in the Tiers 1-4 Mitsubishi Conferences. The number of staff in Domestic Rugby will increase from 55 to 57. Regional Director Regional Manager A Regional Director has ownership and accountability for the development of all aspects of domestic rugby within their geographic region, through the leadership and development of a highly motivated performing team. A Regional Manager has accountability for the delivery of Agenda 3 initiatives to clubs, schools and universities within their geographic region. Development of partnership agreements and effective action plans with clubs and schools at all levels is a key measure of success. The Regional Directors will implement Agenda 3 across their region effectively. Preparing, planning, implementing, monitoring and evaluating regional and local strategies to ensure the delivery of all aspects of ensuring a sustainable game within their designated area is a key measure of success. They work with clubs, schools, colleges and universities and local authorities in developing clear pathways so that players, children and parents at all levels understand how they can start and continue a lifelong affiliation with the sport. They support the practical delivery of workshops and courses for referees, coaches, volunteers, players and parents. Regional Managers will liaise with Rugby Development and Scottish Rugby centrally to signpost clubs and schools to specialist advice and support, not limited to but including applications for funding and sustainability awards. 8
They will be responsible for culture change within the game, ensuring increased engagement with clubs to deliver the shared vision of building a sustainable game. This enables productive and effective relationships to be nurtured and maintained. They lead and support culture change within the game, ensuring increased engagement with clubs to create a shared vision and sustainable game. They effectively manage, the network of Regional Managers and Development Officers within their region in order to achieve the aims and objectives of the regional and local business plans. They will support their Regional Director to effectively implement Agenda 3 across their region. Our aim is for regions to be of manageable size for Regional Managers and Regional Directors to achieve the results that they have identified with their stakeholders in their area. In addition, three dedicated Schools and Youth Project Officers will continue to support this activity. Development Officers, who are often part-funded by clubs, local authorities and Scottish Rugby, will continue in their frontline delivery of the game. These men and women play a crucial support role in developing rugby and we look forward to their continuing role in the delivery of Agenda 3. Schools are an integral part of Agenda 3. Existing school structures and competitions are successful, however, support for schools will now be led by one of the Regional Directors and supported by the Schools Fixtures Co-ordinator. Each Regional Director and their staff will then be responsible for the delivery of the youth and schools programmes in their region. Existing Schools and Youth Project Officers will also continue to be dedicated to this area to ensure that this vital area of rugby development is appropriately respected and resourced. The success of the Mitsubishi Conferences and the reorganisation of school and youth rugby in Scotland has been a key factor in welcoming young people into our game. In the most recent season more than 2,500 matches took place in 14 rounds of competition. A total of 150 state schools, 25 independent schools and 104 clubs took part in the competition which runs from late August to mid-december each season. Going forward, we intend to expand the top level of school conference rugby to eight schools over two seasons (currently six) which will lead to more teams playing rugby at a higher standard and more games for all at that level. We also aim to improve the player environment at each school and club by introducing a conference criteria framework, comprising of standards of player welfare, coaching and training standards. 150 Schools (State) Mitsubishi Conferences 104 Clubs 25 Schools (Independent) 2,500 matches 14 rounds of competition 1.7 Conclusion In general, the new service delivery structure is designed to forge stronger relationships across rugby communities. Through collective effort, Scottish Rugby aims to achieve more by working together. 9
2. Super 6 Updates 2.1 Super 6 reasons for creation Two of the key objectives of Agenda 3 are; to raise playing standards and make for a smoother transition between the top end of the club game and the professional game; and secondly to enhance the player and coaching pathway. Again, there has been debate and discussion on how this could best be done and the Scottish Rugby Council charged the Board and the Executive with finding a solution. The Super 6 competition was created. It will be populated by part-time professional players, playing to standards set by Scottish Rugby s High-Performance department working alongside the Boards of the six successful franchises. The aim is for it to become the top level of Scotland s domestic game and to be a proving ground for rising talent towards a full-time professional rugby career. The Super 6 aims to: build on some of the traditional strengths, skills and knowledge of the club game in Scotland; draw Scottish club rugby closer to the rising standards of rugby in other territories and professional leagues; and cascade best high-performance practices through the club game. SCOTTISH Super 6 10
2.2 Super 6 submission and selection process The Super 6 competition was first announced at the AGM in August 2017. A thorough franchise award process began in November 2017 when the Franchise Information document was released and published online. This outlined a guide for potential applicants and was open to all clubs in Scotland, not simply the existing BT Premiership teams. This was followed by thorough discussion between interested applicants and Scottish Rugby until the 30 March 2018 application deadline. This resulted in 12 franchise applications being submitted, which were examined by a Review Panel. The Review Panel was independently chaired by Sir Bill Gammell and also included Stewart Harris, Chief Executive of sportscotland. It conducted a rigorous assessment of each application before making a recommendation to the Scottish Rugby Board on which bids should succeed. The recommendation was unanimous and fully supported by the Board. The bids were all assessed across consistent criteria which were: rugby, vision, governance, ground and facilities, partnerships and links, and financial sustainability, with consideration also given to the people behind the bid and its deliverability. The six franchises which will form the Super 6 competition starting in season 2019/20 were selected. These were awarded to Ayr, Boroughmuir, Heriot s, Melrose, Stirling County and Watsonians. Those unsuccessful at this stage were Currie Chieftains, Dundee, Edinburgh Academicals, Gala, Glasgow Hawks and Hawick. 2.3 Winning franchises and process going forward A huge amount of time and effort, innovative and collaborative thinking had gone into each bid. Scottish Rugby considers the six successful bids to be those which are the most robust and which best meet the criteria, thereby enabling Super 6 to achieve the ambition to raise the standard of rugby at the top of the club game in Scotland. The successful bids are about creating strong, sustainable franchises in their own right, with sustainability being a component which underpins Agenda 3 at all levels. Scottish Rugby is confident all franchises can be beacons of high-performance rugby. Franchises and coaches will be tasked with a responsibility to improve rugby, through coaching workshops and player pathways. Franchisees are encouraged to build strong relationships with other clubs, creating a development atmosphere which will benefit and enhance rugby in Scotland. Player development The Super 6 competition will develop the high-performance level of Scottish club rugby, improving standards due to intensified competition, increased technical support and enhanced coaching. Young players in Scotland will have a clear pathway towards a full-time professional rugby career and potential honours with Scotland national teams. The Super 6 competition will have two elements a domestic tournament and a cross border tournament. This combination will ensure the players furthering their development and are tested in different environments. Coach and technical development All Super 6 squad and support matters, on and off the pitch, will pivot around the head coach. This appointment will be made by the club s franchise board in consultation with Scottish Rugby s High-Performance department. The head coach will work closely with the franchise Board and have a direct responsibility to the Technical Director of Scottish Rugby to raise the quality of the squad s play in line with professional standards. 11
The responsibilities of head coaches are wider than just squad and team selections and team performance. They will extend to aspects of managing the budget for the franchise, the fulfilment of its fixtures and assessing and prioritising development of players, support staff, equipment and facilities. By providing these opportunities and with the assistance of clubs, Scottish Rugby can ensure that there is an effective development and career pathway for the next generation of home-grown coaching talent. In addition, the Super 6 will provide the opportunity for Scottish referees to develop which is an essential component to a sustainable game in the long run. Tertiary education partners The Super 6 franchisee will enter into relationships with tertiary education institutions. This has been encouraged and will be beneficial to all partners as it will: Reduce the drop-off of players as they begin transition to tertiary education. Franchised clubs will be able to connect with talented players and offer them the opportunity to train with, and maybe later join, Super 6 squads, bringing these institutions into Scottish Rugby s development pathways. Offer expertise of the tertiary education partners in research and development on, for example, performance management as well as providing business, marketing and other resource and skills Create opportunities for part-time professionals to complete or undertake their education with the education partner where sport and education can co-exist without either being comprised Give exposure and voice about the game from a top tier club to an important, influential audience. Scottish Rugby, and the independent panel that scrutinised the bids, placed on record their pride in the quality of the bids and the desire to work collaboratively across a number of areas, to raise the standards of the game in Scotland. There is much excitement around this bold initiative and what it means both on and off the pitch. 2.4 What happens next? Scottish Rugby has formed a working party consisting of members of Scottish Rugby and representatives from each franchise. The aim of this group is to ensure that all aspects of the Super 6 are covered, from rugby operations to commercial matters, in preparation for the start of the Super 6 2019/20 season. It s encouraging to learn how successful bids are already working with clubs at all levels in their area to explore how they can work together to shape the franchise to the betterment of rugby in their area, not simply to advance the parent club. The desire of clubs, whether successful or unsuccessful initially, to look at innovative developments underlines the desire and ambition within the domestic game to adapt and drive forward 21st century solutions. The SUPER6 Tournament 12
2.5 Super 6 unsuccessful applications The interest in the development of the game in Scotland, and the enthusiasm in the number of applications Scottish Rugby received for Super 6 franchises, was inspiring. Unfortunately, this also resulted in unsuccessful applications. Throughout May, Scottish Rugby continued to work with the six unsuccessful applicants to provide individual feedback and also to enable the clubs to comment. Given the franchise period of five years and the potential for expansion on or before this date, Scottish Rugby Board aims to ensure all regions are capable of presenting robust and exciting applications, improving on aspects which were considered to be challenges in the current round of applications. 2.6 Regional task forces The Executive has been commissioned by the Board to organise three separate task forces in the Borders; Caledonia; and Glasgow City with a brief to enquire into and seek solutions to the challenges noted by the Panel during the application process. Scottish Rugby is committed to Agenda 3 and Super 6 leading to vibrant and relevant competition across all our regions. Through collaboration, we look forward to working further with all clubs who believe they can put forward a competitive application to the Super 6, or an expanded form of the competition, if that should be the desire of stakeholders in the future. These task forces will aim to assist clubs in adjusting and enhancing their plans or, for example, speak with other clubs to learn their readiness or ambition to be part of the Super 6 process and establish how Super 6 would work with the rest of the domestic structure. They will work collectively with interested parties to look to create a sustainable solution. For those clubs who do not regard Super 6 as being for them, the task forces will still wish to engage to ensure a wide range of views are considered. The solutions are likely to be different for each region and the task forces will report to the Scottish Rugby executive and Board. The task force will be constituted with different parties, including Scottish Rugby, governmental bodies, local clubs and third party institutions. The task forces will begin their work in Autumn 2018. This process is expected to continue for a number of months. 13
3. Consultation and Engagement with Clubs 3.1 Consultation process on player payment Agenda 3, and the strategy described above, was created following discussion and consultation with clubs. These took place through a combination of feedback from forum meetings, working groups, representations from Council meetings and the Presidents Roadshows. Two main issues were raised frequently during the discussions and consultations. The first issue was related to player payments, both the number of clubs paying players and the amount being paid. The second issue was player movement, due to a number of issues not limited only to financial incentives. It is fair to note that player movement has always occurred. The plan - Agenda 3 aims to address the areas our stakeholders identify as a concern. The non-payment of players, for all levels of competition under the Super 6, is put forward as a component in Agenda 3. The intention in implementing the requested removal of payments to players is that funds would then be available for other elements of clubs activities. Some have stated that this pure version of amateurism is too restrictive and want the ability to provide material benefits, if not cash. Other clubs want to pay players, but think any payment should be capped and differentiated by league position. For example, there should be a cascading limit from the Championship down through the National leagues. Some clubs believe that National league clubs should have the ability to pay players, but regional clubs should not. We need to be clear about what clubs want on this issue. It is understandable that clubs want to change their position once they have reflected on what the non-payment of players means to them. However, there are many valid but contradictory solutions being promoted by individual clubs across the country. We need to bring these disparate views in to a form that can lead to a proper debate and conclusion. Therefore, Scottish Rugby will continue further discussion and consultation with clubs through a questionnaire which we believe will contribute to informed debate. The data and information collected from this exercise will be shared fully with the Council and Board. A range of options are available - potential solutions include differentiations between leagues or regions, offering tiered expenditure limits on player payments for different leagues, non-payment of players in all leagues below Super 6, wholly amateur status in different leagues, a system of player payment per club for marquee signings, and a possible cap on allowable expenses. We also welcome any other solutions clubs might wish to suggest. Given the concern around this issue was raised by a number of clubs at a variety of levels of the game, our responsibility is to work up a proposal which reflects considered views and then invite clubs to contribute to the policy you wish to follow. 14
Scottish Rugby proposes the following consultation process: An open, thorough and comprehensive discussion among Scottish Rugby and its member clubs through debate at the AGM, feedback through Council and forum discussions to gather views. This will be assisted by means of a survey which will provide accurate data on which constructive and informed decisions can be made The survey will be released in July Debate and discussion will take place at the AGM Forum debates and Council debates Scottish Rugby will consolidate and analyse the AGM debate, Council feedback, forum debates and all questionnaire responses to provide a proposal regarding payment of players in rugby in Scotland We would aim to update Board and Council in September on progress Once the proposal has been formalised with the Council and Board, we will then present this to member clubs for their consideration, including any suggested timescales for implementation 15
3.2 Consultation process on season structure One of the core concerns from players, coaches and club officials in Scottish rugby is the season structure and league format. Scottish Rugby was the first union in the northern hemisphere to introduce official national leagues in the 1970s. Since then, although there have been changes over the years, by and large club games have continued to kick-off on a Saturday afternoon during the autumn, winter and spring. However, players now have many choices and as part of our collective desire to continue to give them a game that excites and keeps them engaged, we believe it s reasonable to consider the structure and format of competitive rugby in Scotland. We do so against a backdrop of: Clubs requiring increased squad sizes to fulfil fixtures for each team per season Non-fulfilment rates increasing year on year. Currently, senior men s league non-fulfilment rates are at their highest for the last three seasons at 8.29%, up from 5.8% in 2015/16 season. Also, reserve league non-fulfilment rates have increased to 28.53% for 17-18 season from 24.74% during 15-16 season League matches this season going on into mid-may (National 1 league used 30 weekends to play 22 matches) Youth to adult rugby player retention rates are decreasing a problem mirrored in other countries and also faced by other sports Lifestyle choices and changing demographics Issues such as season start and end, travel time and costs, number of games and number of teams per league and whether to play or not during Autumn Tests and 6 Nations Launch of Super 6 from season 2019/20 will result in some league placing re-organisation Agenda 3 gives us all an ideal opportunity to discuss this issue collaboratively. Scottish Rugby s desire is to fully involve people involved in all aspects of rugby clubs and schools (players, coaches, referees, administrators, members and spectators) in the design of possible options, and consultation on proposals. We welcome all stakeholders views to inform and influence this very important issue. Whilst Scottish Rugby has potential concepts, open conversations and proposals of solutions are actively sought. Scottish Rugby does not have a readymade solution and would like to hear from all clubs. The proposed approach is firmly based on building strong relationships with clubs and schools and working with them to understand the issues they face, options for change and gaining consensus on proposals to take forward. It is also very important to make sure that this process is not rushed. As such, we are proposing this consultation to take place between Autumn 2018 through to Spring 2019. The proposal is a two-stage consultation to ensure all opinions are listened to and worked into a proposal: 1. Design consultation (options to take to consultation) 2. Proposal consultation (to seek agreement on proposals) The proposed timeline is that the design phase starts in early Autumn for two months. Outputs from these sessions are then consolidated and consultation on proposals takes place during early 2019. The structure would be intended to be operational from 2020/21. 16
3.3 The club XV of each Super 6 franchise As we ve set out already, the Super 6 is a new competition. The application process for the Super 6 was open to any club, institution or body in Scotland. The club XV of each of these franchises is scheduled to be playing in the 2019/20 season in National 1, under the Agenda 3 structure. The decision to place these teams in National 1 was made after careful consideration: The Super 6 is a new competition, focusing on high performance rugby. The domestic club sides of each of these franchises, those players who are not high-performance players, should be given the opportunity to compete at as high a level as possible. It was noted that if a club XV made up of elements of a franchisee s current 1st XV and 2nd XV players was placed in a lower league, there was the potential for an increased player welfare risk and, at all times, the safety of players remains our paramount concern. Given the league structure proposed under Agenda 3, there remains the ability for these clubs to find their natural level. These clubs could be promoted through the leagues, or equally, be relegated to their natural level. Aspirant players and those players in Scottish Rugby age-group pathways, who aren t involved in a Super 6 franchise, will aim to play in the Championship, rather than being warehoused at a Super 6 club XV. Each of the Super 6 coaches will be accountable to the success of their franchise team. They will be tasked for performing, but also with working with other clubs in their region and recruiting from all clubs. We understand the apprehension that some clubs feel around this position. Clubs believe that the Super 6 club XVs will eventually dominate the domestic rugby leagues due to increased resource and player warehousing. The importance of the relationship between the Franchise and clubs in its area cannot be over-stressed. Scottish Rugby recognises these concerns and therefore encourages clubs to consider their views in order to aid and contribute to dialogue on this issue at the forthcoming AGM. 17
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