ONE_WALES-a_Manifesto_by_David_Moffett

ONE
WALES
Building a sustainable
future – together
A manifesto by
David Moffett

ONE
WALES
A manifesto by
David Moffett
March 2014

Mae’r ddogfen ar gael yn gymraeg ar fy ngwefan. www.moffettrugby.com
Contents
Introduction 4
One Wales 5
Key recommendations 6
Background 7
A Manifesto for change 9
The Community Game 10
Regional Rugby Boards 12
The Semi-Professional Game 14
The Professional Game 15
Finances 17
The Board – principles 18
The Board – structure and governance 19
The Executive 21
The Welsh language 22
My views on Europe 23
The future of the game 24
Making the vision a reality 25
About David Moffett 26
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ONE WALES
Introduction
A vision to reunite Welsh Rugby
Rugby has been at the centre of my life, heart and soul since I was a boy. Over the years, I have been
fortunate to be involved with the sport on many levels including as a player, a referee and later in
management. However, even though my role has changed over several decades I have always
remained, above all else, passionate about the game.
After several years away for family reasons, I am endeavouring to return to Welsh Rugby to seek
election to the board of the Welsh Rugby Union (WRU) as Chairman.
I have been following the events of the past year or so very closely and, since arriving back in Wales,
have conducted extensive research into the areas that I believe can be improved. The urgency in which I
have decided to now act is in part driven by the stalemate between the WRU and RRW over Participation
Agreements. Time is running out not only for the Professional Game, but also for Welsh Rugby as a
whole.
I believe that I have something tangible, positive and exciting to offer. A fresh, new and dynamic
approach is needed, and I will outline how that can be achieved by putting the right people in the right
places to drive forward the changes that are desperately needed.
My vision is to reunite Welsh Rugby through a series of reforms that I believe are critical for its success
today and tomorrow. As such, this document aims to outline the problems and recommend the
solutions I see as essential to ensure that Welsh Rugby has a secure and sustainable future.
Some of these reforms will be new to you and some you may be familiar with already. Some are relatively
minor and some are more radical. However, taken together they convey a fundamental promise to all
Welsh Rugby clubs, players and fans that I will fight for the future of the game.
Where I criticise the WRU, it is to make the point about the differences in approach that I will bring. I have
no grudge with the present incumbents, just an intense passion for Welsh Rugby and specifically the
unique opportunity that now exists to return the game to the people.
The current structure of Welsh Rugby is broken and desperately needs fixing. In doing so, we must
respect the past and learn from avoidable mistakes. It is undoubtedly a challenge but, as the saying
goes, even the longest journey must begin with the first step.
That first step needs to be taken right now.
David Moffett
March 2014
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A manifesto by David Moffett | March 2014
ONE WALES
Time for change in Welsh Rugby
Welsh Rugby stands at the crossroads and needs to decide which path it wants to take for the future.
Under the current regime the idea of ONE WALES is as far from reality as is possible. The clubs are so
removed from the WRU that they have become increasingly insular in outlook.
For the first time in Welsh Rugby history a candidate for election to the position of Chairman is releasing
a comprehensive Manifesto, on which Welsh Rugby can decide.
With the release of my Manifesto the choices are very, very clear.
Either continue with the current dictatorial, undemocratic approach which has disenfranchised the
community game or adopt a system which owes much to the past when the clubs had more say in the
way the WRU is run.
The latter path is my vision for Welsh Rugby; the former has no place in a democratic union of clubs.
My Manifesto sets out what I would like to achieve in the next 3 years:
1. The resurrection of the Community Game
2. A partnership to secure and grow the Professional and Semi-Professional Games
3. The restructuring of the Governance of the WRU
4. A complete review of the financial performance of the WRU
I don’t pretend to have all of the answers, and I am fully prepared to take on board additional suggestions
and constructive feedback to build on my initial proposals.
Playing my part
If the clubs endorse my Manifesto and believe that my strategic plan is what Welsh rugby needs, I intend
to do everything I can to represent them as the WRU’s first independent chairman.
There is a better way of doing things, not just for the national team, but also for every aspect and tier of
Welsh rugby. Welsh clubs are special; they have been overlooked for too long and it’s time for change.
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ONE WALES
Key
recommendations
The following summarises the key important recommendations I believe will provide Welsh Rugby with
the strongest platform for sustainable growth. These points will be outlined in more detail in the pages
that follow.
• ‘Local solutions for local problems’ within the Community Game – a radical change in the relationship
between the WRU and its member clubs
• Replacement of the district representation system with five Regional Rugby Boards
• Devolution of power back to the clubs
• £1.5M immediately available to fund club Infrastructure grants, to be administered by the Regional
Rugby Boards
• An additional £2M to be made available to supplement Government funding in the crucial area of
increasing participation
• New 4G pitches prioritised for mini, junior, schools & youth rugby in every region
• WRU Ambassadors to sponsor new advisory groups to design radical new approaches for age-grade
rugby, Rugby 7s, women’s rugby, match officials and medical support
• Support for Premiership and Championship clubs to identify & implement the key reforms,
appropriate competition structures and financial support that they need
• New Combined Player Contracts to be negotiated on a basis that benefits the WRU, the professional
teams and the players. A unique opportunity exists to set a new benchmark in the increasingly
difficult world market for players & coaches.
• Five-year rolling franchise deals for professional teams
• Expansion of the number of professional teams to be formally considered
• Chairman’s Special Advisory Group to be set up to recommend a new approach for the Welsh
language across Welsh Rugby
• Reform of the WRU Board, including the appointment of an Independent Chairman, and the
commitment to set a target number of Board positions to be held by women by 2020
• Immediate external review of the financial position of the WRU
• Sale of Millennium Stadium naming rights
• Reduction in non-essential Board and Executive costs
• Accountability at all levels of Welsh Rugby
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A manifesto by David Moffett | March 2014
Background
A painful and embarrassing situation
Clearly, a lot of the tensions that currently exist in Welsh Rugby have arisen as a result of the incumbent
WRU Board and Executive far exceeding their purpose.
The purpose of the WRU is to govern, not to run every facet of rugby in Wales. Those in post currently
seek to be involved in almost every aspect of administration and are denying any opportunity for the
clubs to determine their own futures. They have asked the clubs to run their own businesses effectively
but do not provide a suitable framework that allows this to happen.
The recent announcement by the WRU that they are to introduce Touch Rugby competitions
throughout Wales, without consultation with the clubs that should have been at the centre of such a
decision and its implementation, is a prime example.
Stagnating growth
The Board has, in my view, made things infinitely worse for every club across Wales by denying them
sufficient funds for growth. Contrary to popular myth, the money coming into the WRU is the property
of the clubs; the Board and Executive are there to administer it for the betterment of the game.
Consider these decisions that have negatively affected stakeholders and our professional teams:
• The Board has voted to pay down debt two times faster than economically sensible and has therefore
denied much needed funding to clubs that need it right now
• The Board has increased international ticket prices far beyond the reach of many. This increase has been
used to pay down debt – a double whammy. Remember that rugby is a working class sport in Wales
• The Board has over £11 million in reserves, but they have not stipulated how they intend to spend it.
Whilst it is right that companies hold reserves, the WRU can operate with lower reserves as a result of
knowing that its revenues and costs do not suffer the same peaks and troughs as those that operate
in more volatile industries. What is the right amount to hold in reserve? I believe that £5 million should
suffice
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ONE WALES
No return, no thanks, and no negotiation
As with most professional sports in the UK, benefactors play a huge role in the ability of teams to
survive the crippling cost of player wages. This has certainly been the case in Welsh Rugby with
anecdotal evidence that the amount of benefactor investment is close to £40 million.
That critical support has coincided with the most successful era in Welsh Rugby’s history, yet
independent professional review has concluded that benefactors have had no financial return
whatsoever on this hugely significant investment.
Instead of acknowledging this financial support, the incumbent Chief Executive announced on national
television in October 2013 that, unless the benefactors and their teams extended their agreement with
the WRU, “there is no region… …they would not be playing in Europe, they would not be playing in Rabo
[Pro12], they’d not be receiving the monies off the Welsh Rugby Union, they would not have insurance
off the Welsh Rugby Union for their players and they would not have any referees”.
This vitriolic statement was made despite a written warning from a respected independent
organisation that if the WRU were to fund the full cost of professional rugby in Wales it could result in
reduced funding for grassroots and premiership rugby and a potential breach in the WRUs banking
covenants.
Even more recently, you will have seen the WRU actively negotiating with player agents to outbid the
regions for their own currently contracted players by offering more money and better conditions, such
as a reduced number of matches they are required to play.
Despite being told that the logical solution to the problem appears to be a closer and more
collaborative approach between the regions and the WRU, the Executive has grown more divisive and
confrontational by the day.
Losing the game
The WRU has recently announced that, after a 100-day review, it understands Welsh Rugby and what is
needed to fix it.
The incumbent Board and Executive has had seven years to develop rugby in Wales, but have only
managed to come up with a set of media-friendly sound bites and ‘key areas for improvement’ that
could easily have been gleaned from a 15-minute pitch side discussion with anyone involved in junior
rugby.
Welsh Rugby should not be about personal posturing, politicking and media manipulation. There should
be no place for financial policies that have built up millions in reserves for no apparent reason whilst all
levels of the game, from professional teams to community clubs, plead for additional funding.
Our very best players should not be enriching our international competitors domestic competitions,
and our National Governing Body should not be engaged in a cold war with its professional teams and
their benefactors.
I am also particularly concerned that the ‘WRU Schools of Rugby’ programme appears to promote an
element of exclusivity when Welsh Rugby should be trying to broaden its appeal through a programme
of inclusivity. Enough tension already exists between clubs and schools at junior & youth levels, yet the
WRU has managed to find a way to increase that tension when it really should be encouraging both sides
to collaborate on designing & implementing a structured, player-focussed regime.
From mini rugby to the highest honour of representing Wales at international level, when you repeatedly
drop the ball, you lose the game.
The WRU has knocked on too many times to be allowed to continue on its current path.
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A manifesto by David Moffett | March 2014
A manifesto for
change
Welsh Rugby needs to change to survive – fact
The structures that I put in place during my term as CEO of the WRU (2003-2005) have not evolved in
the subsequent nine years to sufficiently keep up with the rapid pace of change not just on the Welsh
Rugby landscape, but socially and politically across the globe.
My Manifesto today addresses that problem by
offering radical changes that focus on:
• Identifying and delivering the correct
structures that need to be put in place to
support the Community Game and increase
participation in Welsh Rugby at all levels
• Building a sustainable Professional and Semi-
Professional Game in partnership with team
owners and clubs
• A new governance structure which devolves
power appropriately across Welsh Rugby
• Making the best financial decisions to sustain
Welsh Rugby
A clearly defined organisation
Intrinsic to this is establishing a clear definition of
the roles and responsibilities of each element that
makes up Welsh Rugby. Here is my view:
The Welsh Rugby Union
Entrusted by its member clubs to govern,
promote, foster, encourage, control and improve
the game of Rugby Union throughout Wales
The Community Game:
• Encourages participation at all levels under
Professional and Semi-Professional rugby
through a dynamic and semi-devolved club
system
• Nurtures players for selection into
professionally-run academies
• Provides the dynamic base for the Club to
Country pathway, developing our minis, juniors
and youth players’ rugby and life skills, and a
love for the game that can be passed down
through generations, by providing world class
community facilities, development structures
and coaching
The Semi-Professional Game:
• Provides players who are ready to transition
to the professional ranks by participating in
competitive, meaningful and viable competition
structures
• Provides a stepping stone from the Community
Game to the Championship and Premiership
• Provides a meaningful competition for players
who reach semi-professional standard but
may not have the talent to progress, and an
opportunity to assist others by staying in the
game as coaches, referees or administrators.
The Professional Game:
• Provides a stable and viable professional
environment that enables all Welsh qualified
players to achieve their true potential and play
their rugby in Wales
• Jointly negotiates, with the WRU, the
competitions and commercial rights that are in
the best interests of the teams and the WRU
• Works with all stakeholders to increase
participation rates across all levels of the
game; develops and maintains state of the art
development programmes and facilities.
• Assist in the development of coaches, players,
referees and administrators.
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ONE WALES
The Community Game
The lifeblood of Welsh Rugby
Without our member clubs – your clubs – we as a Union would cease to exist. Many of you are struggling
to survive. I hear that you don’t have a voice within the Union; that your district representation is
generally ineffectual; that your National Governing Body is too far removed, and that you lack the basic
support (not just financially) to sustain your club within its community.
I understand that if I don’t deliver solutions to these problems, I will lose the support of community
Rugby in Wales. You are my priority.
Increasing participation
The most recent IRB participation statistics make grim reading for Wales. Far from consolidating our
position as Wales’ National sport, Rugby is heading in the wrong direction. Many schools no longer play
Rugby; Mini and Junior growth is at best patchy, and many clubs cannot field second teams. Worst of all
some clubs cannot field any sides at different times of the season.
The following IRB Table shows participation rates for the top ten countries worldwide. With around
67,000 participants, Wales doesn’t even make it onto the table, and is well below countries such as Sri
Lanka and Japan.
Number of
registered
players
Adults Youth Mini Total Male
Players
Total
Female
Players
England 2,549,196 172,079 1,553,704 823,413 2,531,705 17,491
South Africa 632,184 118,120 198,175 315,889 614,787 17,397
France 273,084 116,282 52,644 144,951 302,023 11,854
Ireland 153,080 28,204 60,567 64,309 140,716 12,364
New Zealand 137,835 28,288 42,280 67,267 126,146 11,689
Japan 122,598 53,416 41,722 27,460 121,543 1,055
Sri Lanka 103,325 4,505 49,510 49,310 87,602 15,723
Argentina 102,790 19,641 36,348 46,801 102,543 247
Australia 86,952 41,049 19,239 26,664 85,283 1,669
USA 81,678 44,544 34,918 2,216 60,954 20,724
Source: IRB
Clearly, increasing participation rates in all forms of rugby across Wales is critical to ensuring our game
doesn’t just survive, but thrives.
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A manifesto by David Moffett | March 2014
Support where it is needed most
I acknowledge the challenges of trying to run mini, junior and youth sections as well as the conflict of
interest between clubs, schools, representative age groups and colleges. I am fully aware how difficult it
can be to secure appropriately trained and experienced officials for matches, not to mention pitch-side
medical support and equipment.
Helping the Community Game to flourish is no easy task and I promise to do everything in my power to
give the support it desperately needs. I will, upon appointment as your Chairman, immediately set up
Advisory Groups tasked with identifying and delivering new solutions for:
• Mini, Junior, Schools & Youth Rugby
• Women’s Rugby
• Rugby 7s
• Match officials
• Medical support & equipment
• Facility Development
• Volunteer support and development
These Advisory Groups will comprise of the very best talent and resources available, and each will be
sponsored by a high-profile WRU Ambassador for Change.
I will ask my Advisory Groups to report back as a matter of urgency, but I will not rush what is a critically
important process.
In the meantime, I will use £2M of the £11M that the WRU currently holds ‘in reserve’ to substantially
increase participation at all levels. These funds will supplement and enhance contributions from Welsh
Government.
I will do this by not only listening, but also hearing what clubs want & need. If that is more professional
support or specific materials, then I will put in place the means for every club to obtain that.
But I won’t allow this investment to be wasted. Let me make it clear that I believe that the Community
Game must be amateur; nothing below the Semi-Professional Game should be ‘paid’. Targets will be set
and reported against to ensure these additional funds are used appropriately.
It will also be critical to review the value for money that clubs receive from existing WRU resources.
A place to play, whatever the weather
In addition, there is one specific initiative I will introduce, and that is the provision of new 4G (artificial)
pitches at the best locations in each and every region to support maximum use, and that are prioritised
for the use of Mini, Junior, Schools & Youth Rugby.
Women in Welsh Rugby
We need to formally recognise the incredible support that women provide in sustaining Welsh Rugby.
We would not have a community game without their hard work, often taking place behind-the-scenes
and usually unpaid.
With that in mind, I propose that, in each season, a weekend be dedicated for us all to pay tribute to
‘Women in Welsh Rugby’ and that each club make the occasion special for their female supporters.
I will also recommend that a collection be made at all games played in Wales on that weekend, that will
be matched pound for pound by the WRU, with proceeds being donated to a chosen women’s charity.
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ONE WALES
Regional Rugby
Boards
Devolving power back to Union owners
The District System isn’t working. I hear that clubs have virtually given up trying to get their messages
across to the WRU via this system because they seem to simply fall on deaf ears.
I recommend that five Regional Rugby Boards (RRBs) replace the existing District system of
representation.
The RRBs will each have a WRU-funded budget, a lean management structure and a set of Key
Performance Indicators (KPIs) against which they must regularly and transparently report. Transferring
existing cost structures away from the WRU will provide the funding. In this way, there will be no
increase in overall costs to the WRU; instead, costs will be re-allocated to where they can be more
effectively used and monitored.
The RRBs will be geographically located so that, in the case of South Wales, they each have one of the
four professional teams representing the region. A semi-professional team will represent the North
Wales region.
There will be an immediate review of the clubs allocated within each RRB’s geographical area. The
review will focus on the most appropriate placement and will take into consideration the views of each
individual club.
The Community Game Manager will be the dedicated interface with the five RRBs, who will be able to
choose their own names in consultation with the WRU.
Community Game
Manager
RRB A RRB b
RRB c RRB d
RRB e
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A manifesto by David Moffett | March 2014
Key responsibilities
The RRBs will be responsible for the health and development of the Community Game within their
region, and will be held accountable via clearly defined KPIs set by the WRU.
They will be specifically tasked to support clubs by identifying and delivering the most appropriate level
of practical and financial support in order to grow the Community Game.
RRBs will manage Rugby Development Officers, Community Development Officers and Early Talent
Identification programmes. A greater use of technology will be critical to the success of these
programmes, which will be conducted in conjunction with the professional team’s academies.
RRBs will also set and manage competitions within their region for the Community Game. This will
include disciplinary hearings for match related incidents.
This devolution of power to RRBs recognises that there is a need for local solutions to local problems,
and that RRBs will have the capacity to deliver change more appropriately & effectively.
No longer will the Central Office of the WRU dictate local policy.
Ideally, there will be no cross-RRB league competition below the Semi-Professional Game. The only
cross-RRB competition will be the WRU Cup, which will be managed by the WRU. This will help reduce
costs and build on traditional local rivalries to increase levels of support for the Community Game.
Democratic and competent leadership
Each RRB will consist of nine democratically elected members, to be chosen by each member club
within the RRB via an independent, auditable poll conducted by the Electoral Reform Service, or similar
independent body.
RRB candidates must, as part of the election process, present written evidence of their competence,
ability, quality, leadership, integrity and experience. In addition they must provide a manifesto for their
term of office, upon which member clubs will base their decision to support a nomination for election.
Candidates will also be required to provide a disclosure certificate covering unspent convictions, spent
convictions, cautions, sex offenders’ notification requirements and other relevant information, such as
a Disclosure Scotland Enhanced Certificate.
In line with UK Government recommendations on Board diversity, each RRB will be set a target number
of positions to be held by women by 2020.
Each RRB will then elect one member from its board to sit as their representative on the Board of the
WRU. This appointment is to be made following a careful review of each candidate’s competence and
ability, as well as their manifesto for their term of office.
The primary responsibility of RRB representatives that sit on the WRU Board will be to ensure that
all RRB issues are raised, and that a formal report of the outcomes be presented to their RRB and all
member clubs following each Board meeting.
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ONE WALES
The Semi-
Professional Game
Creating opportunities to rise to the top
The Semi-Professional Game is a mainstay of Welsh Rugby and an important stepping-stone for
players, coaches and support staff to reach their full potential.
It is my belief that a revised structure needs to be developed that will help the Semi-Professional Game
to become aligned with the new RRBs and their professional teams in order to develop higher playing
standards through regular and meaningful competition.
In the spirit of devolution and a return to democracy, I propose that a new body collectively representing
Premiership and Championship clubs in Wales be created to work with the RRBs, professional teams and
the WRU in identifying & implementing a strategy for the development of the Semi-professional Game.
This strategy will include but not be limited to:
• Identifying and implementing appropriate competition structures and management
• identifying and implementing appropriate financial support to secure and grow clubs within the Semiprofessional
game
• creating player, coach and support staff development pathways
• creating relationships with professional teams that are fair and equitable for all Semi-professional
clubs
• solving the question of transition from amateur to semi-professional status, and vice-versa for clubs
• supporting the growth of rugby across all of Wales
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A manifesto by David Moffett | March 2014
The Professional
Game
A partnership for sustainable success at all levels
My goal is to end the hugely destructive relationship with the Professional Game that the incumbent
Board and Executive have created. As your Chairman, I will work with professional teams and their
owners to create a mutually beneficial partnership to grow the Professional Game in Wales.
I recommend that the Professional Rugby Game Board (PRGB) should be reformed and properly
constituted with an Independent Chairman. The PRGB will comprise of an equal number of members
from WRU and Regional Rugby Wales (RRW) and will deal with all substantive issues between those
organisations.
Independent
Chairman
Regional
Rugby Wales
Professional
Rugby Game Board
Welsh
Rugby Union
Building on a decade of investment
I have given very careful consideration to the question I am most frequently asked, which is: “Do we
have the right number and locations of professional teams?”
I have to say that in the absence of any other sustainable option it would be folly to simply draw a line
through the investment of the last 10 years. Instead, I am confident that a lot of the issues currently
causing concern can be resolved in new Franchise Agreements.
A proven approach
In my view, different geographical regions should be represented by their own specific professional
team (or semi-professional team in North Wales). Each professional team will be offered a five-year
rolling franchise. However, if they fail to meet agreed KPIs, they will risk the franchise being put out to
open tender.
Furthermore, the professional teams will be responsible for elite player development (Academies).
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ONE WALES
Expanding the Professional Game in Wales
The WRU will consider expansion of the number of professional teams in 2020 and 2025. Criteria
for additional teams will be provided in 2015 and interested parties will be able to tender for a new
professional team franchise.
The WRU will need to be satisfied that the playing and financial strength of Welsh Rugby can support an
extra team in 2020 as a pre-requisite for any expansion.
Should any existing franchise holder not be able to fulfil its obligations, The WRU may open a tender
process to interested parties, including those that may already be under consideration as part of an
expansion process.
This expansion method is in line with professional sports management in the Southern Hemisphere and
North America.
A new solution for professional contracts
I will enter into immediate negotiations with the professional team owners to put in place Combined
Player Contracts for national squad members. Within three years, and in agreement with/fully
supported by the professional team owners, this new benchmark contractual scheme will be evolved to
include 100 professional players and 10 coaches.
Combined Player Contracts will be signed by the WRU, the professional team and the player, and can
only be changed by all three parties agreeing. There will be two tiers of contract: professional team
player and National Squad member. Both the WRU and the professional teams will jointly fund these
contracts.
Outside of the 100 Combined player Contracts, other professional players would be contracted directly
by the professional teams.
Rebuilding the network
I will ensure that The Professional Game and Regional Rugby Boards work together to develop Welsh
Rugby from the grassroots up through to Team Wales.
No longer will our professional teams be restricted from assisting semi-professional and community
clubs.
I will make sure that the RRBs and professional teams work together to provide ‘Coaching the coaches’
programmes; training & development materials; practical advice and leadership, and a visible,
recognisable, regular and effective presence in every Community club within their region.
We must rebuild the Welsh Rugby network that has sustained us at every level for the last 133 years.
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A manifesto by David Moffett | March 2014
Finances
The heart of the matter
The WRU’s financial performance is at the centre of this need for change. Its policies have resulted in
severe financial difficulties being experienced at all levels of the game in Wales.
It is a complex situation and for the purpose of this document the issues cannot be explained in
detail here. In summary, however, despite a record increase in revenue of £17m in 2013, the WRU has
increased funding for Community Rugby by just £500,000. Pay and bonuses, on the other hand, are
up 41% (including a 67% rise for the Chairman and CEO). Perhaps most crucially, the WRU is sitting on
reserves of £11m, of which £6m could be released to all levels of Welsh Rugby right now.
If you would like to know more about this, please view the paper appended to this document or on my
website: moffettrugby.com
Financial review and reform
There is a clear and urgent need to review and reset the WRU’s financial strategy to ensure that the
objectives for the whole of Welsh Rugby are met.
On being elected as your Chairman, I will implement the following as part of a wide-ranging review of
the WRU’s overall financial position, including budget and long-term goals:
• Commission an immediate external review of the financial position of the WRU
• An immediate increase of £1.5M in the funding of Infrastructure grants to clubs to be administered by
the Regional Rugby Boards
• An additional £2M to be made available to supplement Government funding for the sole purpose of
creating sustainable growth in participation at all levels of the game
• Funding for new 4G pitches prioritised for mini, junior, schools & youth rugby in every region
• Immediately increase funding to the Semi-Professional game (in conjunction with the external
review)
• Review the financial arrangements with the professional teams to ensure that their role in Welsh
Rugby is sustainable
• Review competition revenue across Welsh Ruby and investigate new competitions which may create
new revenue
• Commence negotiations with the bank to re-schedule the debt and revisit bank covenants
• Negotiate the sale of Millennium Stadium naming rights
• Reduce non-essential costs, especially those associated with Board and Executive activities
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The Board –
principles
Excellence in sporting governance
As with any sport, people in high profile and managerial positions have a great responsibility to uphold
not only their own reputations, but also that of the game as a whole. It is therefore absolutely crucial
that Board members display the highest standards of integrity, not only in what the Board does but also
in the wider environment of Welsh Rugby and of Wales as a nation.
A role model for World Rugby
In accordance with the Voluntary Code of Good Governance for the Sport and Recreation Sector
(published by the Sport and Recreation Alliance), I will, if elected as your Chairman, ensure that the
Board of the WRU will adhere to the following principles:
• To understand and evaluate the role it plays and the way it can contribute to Welsh Rugby at all levels
• To set the high-level strategy and vision for Welsh Rugby and ensure that it is followed – without
becoming involved in the operational delivery
• To be made up of individuals with the right balance of skills and experience to meet the needs of Welsh
Rugby. Included in this is a need for independent expertise and for representation of the diversity of
rugby and the communities it serves
• To be conscious of the standards it should operate to, and its role in exercising appropriate and
effective control over Welsh Rugby
• To be open and accountable to its membership and participants and its actions should stand up to
scrutiny when reasonably questioned
• To be aware of the international and domestic sporting worlds and position Welsh Rugby
appropriately
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A manifesto by David Moffett | March 2014
The Board –
structure and
governance
A fit-for-purpose governance model
In the 2013 Annual Report, the Group CEO stated that the WRU had appointed an external resource to
review the governance of the WRU. Unfortunately, the WRU has not disclosed the results.
I do not believe that there is a need for an external person or organisation to conduct this review. An
external resource is only required if the Board and Executive are not confident of achieving a positive
outcome of their own.
This would not be the case under my Chairmanship as this document outlines a fit-for-purpose
governance model that mirrors good practice in business.
At the core of my recommendations is a Board that reflects the diversity of the game in Wales, and
where all members are elected on merit.
Appropriate representation for all
The UK Government endorses the “Voluntary Code of Good Governance for the Sport and Recreation
sector”, as published by the Sport and Recreation Alliance in 2011 to provide clear guidance for sport
and recreation boards (such as the WRU) via a set of guiding principles. In my view, the WRU does not
currently comply with these principles.
The current Board structure is out-dated and surpassed by many of our international counterparts.
Currently comprising 18 members, it is significantly larger than the maximum of 10 members
recommended by the Code.
A viable new structure
I recommend bringing together the various elements of Welsh Rugby to sit on a leaner, restructured
Board to drive Welsh Rugby forward in an environment of collaboration, respect & trust.
The Board of the WRU would be made up of five representatives from the Community Game, one
representative from the Professional Game, one representative from the Semi-Professional Game and
three independent members, as well as an independent Chairman.
Community game
representatives (5)
Professional game
representative
Independent
Chairman
Semi Professional
game representative
Independent
members (3)
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The right people for the job
The new board structure will need to be formally
approved by the clubs at either an Annual General
Meeting (AGM) or Extraordinary General Meeting
(EGM).
Subject to that approval, I propose a 3-year period
be set in which to complete the introduction of
the new board structure to ensure an orderly and
seamless transition.
The five members of the WRU Board representing
the Community Game will be appointed from new
entities called Regional Rugby Boards (RRBs) that
will replace the current district structure. These
RRBs will be geographically located so that, in the
case of South Wales, they each have one of the
four current professional teams representing
them. Each RRB will elect one representative to sit
on the WRU Board.
Independent candidates with sufficient
competence, ability, quality, leadership, integrity
and experience will be identified by a specialist
independent agency working under a remit to
bring the best talent to our Board. That remit will
include a requirement to ensure at least 25% of
recommended candidates are women.
Existing National Representatives may apply for
any of the 4 independent positions on the Board.
Those nominated will go before a balanced and
inclusive interview panel. Successful candidates
will then be presented at the AGM or EGM for the
member clubs to vote onto the Board.
Regional Rugby Wales (or a similar body
collectively representing professional rugby
in Wales) will appoint a representative for the
Professional Game. This body will decide how to
elect such a representative and notify the WRU of
its decision accordingly.
A new body collectively representing semiprofessional
rugby in Wales will appoint a
representative for the Semi-Professional
Game. This body will decide how to elect such a
representative and notify the WRU of its decision
accordingly.
A balanced representation
Members of the Board, including the Chairman,
will be elected for fixed terms with a maximum
term of three years and a maximum of two
terms. Board term limits will be introduced
on a staggered basis to avoid a synchronous
appointment/re-appointment cycle for the whole
of the Board.
The Board will thus be balanced between the
Professional, Semi-Professional and Community
Games, and the best of the worlds of Welsh Rugby
and Welsh business.
The WRU Group Chief Executive will attend all
Board meetings, but will not be a member of the
Board.
My role as Independent Chairman
If the clubs adopt this new governance model,
I will put my name forward for selection as the
WRU’s first Independent Chairman.
As Chairman, I will ensure that the governance of
the WRU is carried out in the best interests of all
stakeholders. It is essential that all WRU Boards
and committees be conducted in accordance with
the Voluntary Code of Good Governance for the
Sport and Recreation Sector.
I will ensure that the Board will create a strategic
plan in consultation with the WRU staff and
other stakeholders that sets a vision of what
Welsh Rugby is planning to achieve. It will create
appropriate committees which will be given
delegated authority, such as reviewing budgets
and operational plans, and delegating operational
issues outside the Board room to individuals with
a remit to deliver the operational function.
I will also ensure succession planning is taken
into consideration and that Board composition
adequately reflects Welsh society and is mindful
of diversity.
In line with UK Government recommendations, I
will set a target number of Board positions to be
held by women by 2020.
In my view, these actions are critical to ensuring
that we have the best people representing the
interests of the game in Wales who can deliver a
combination of fresh ideas and stability.
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A manifesto by David Moffett | March 2014
The Executive
An Executive structure that truly supports our game
The current Executive structure does not allow for the best use of available talent and the Group
CEO in particular is not being used effectively. He should not, for example, be involved in the micromanagement
of the WRU or the Millennium Stadium.
Instead, by appointing the best people into the roles of WRU General Manager and Millennium Stadium
General Manager, the Group CEO would be free to concentrate on strategy, policy implementation,
representation and financial performance.
Defining responsibilities and processes
I recommend the continuance of the role of a WRU Group Chief Executive Officer (CEO), appointed by
The Board, who will be in overall charge of the Executive.
He/she will have the Finance Director, Commercial Director, Media & IT Director, Millennium Stadium
General Manager, and the WRU General Manager as direct reports.
The WRU General Manager will, in turn, have the Community Game Manager, the Professional Game
Manager, and Team Wales as direct reports.
WRU
Group CEO
Commercial
Director
Media
& IT Director
WRU
General Manager
Finance
Director
Millennium Stadium
General Manager
Professional game
Manager
Community Game
Manager
Team
Wales
Regional Rugby
Boards x5
Measuring and maintaining performance
It is crucial that the Executive is accountable and that it’s performance can be measured and
appraised. As such, each level of the structure will have clearly defined KPIs, which will be regularly and
transparently reported against.
In order to maintain an efficient and effective working process, an initial task for the Executive and
senior management team will be to reduce bureaucracy (red tape and form filling) and wherever
possible provide appropriate resources to assist member clubs.
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The Welsh language
Diogelu’r iaith Gymraeg
As a National Governing Body in Wales, the WRU has a duty and responsibility to promote the Welsh
language and to operate bilingually. As such, Welsh must play a central role in all of the WRUs future
activities.
Promoting Welsh at every opportunity
Despite the WRU announcing a number of years ago that a bilingual website would be launched, I am
very concerned that there has been no progress in this matter. This is a serious oversight that, under my
Chairmanship, I will ensure gets the attention it deserves.
I will demand that the WRU takes all appropriate steps to help preserve and promote the Welsh
language by:
• Revising its Welsh language policy
• Providing a bilingual website
• Operating social media accounts (Twitter, Facebook etc.) bilingually
• Developing and providing rugby courses and training in Welsh for young people
• Displaying Welsh language and bilingual banners during matches
• Making all promotional materials bilingual
• Providing language awareness courses and training for staff
I have demonstrated my intent by having this document produced in both Welsh and English.
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A manifesto by David Moffett | March 2014
My views on Europe
Creating a sustainable future
The structure of competitions for the Professional Game across Europe is now settled, and Wales’
professional teams will continue to participate in a Pro 12 competition in season 2014/15.
This presents a number of challenges. As well as playing in a currently sponsor-less competition,
participants in the Pro 12 also face these issues:
• Little or no visiting support
• Relatively low broadcast revenue, exacerbated by the fact that our top Welsh Rugby players are
playing in England and France
• Relatively low interest from supporters, again as a result of the missing Welsh Rugby stars
• Inconsistent and ‘unfriendly’ match kick-off times
Improvements can be made
I believe that there are a number of things we could do to improve the product, not least of which
include:
• Encouraging Pro 12 management to hire ’Fan Experience’ managers. There are a number of very
capable people currently available with recent experience of the London Olympics that could help
improve the Pro 12 experience by working with both Pro 12 management and individual teams
• Working with broadcast partners to agree consistent and fan-friendly kick-off times
• Making the Pro 12 truly competitive by removing the protected status that guarantees one club from
each participating country qualifies for the wider European competition
Not least to Rugby Union itself
There is also something far more radical that I have been considering: I am concerned that Rugby Union
has lost its unique appeal to players and spectators alike. It appears to me that the laws of the game are
being manipulated to suit changes in coaching styles.
Is it not possible that the Pro 12 apply to the International Rugby Board (IRB) for approval to become a
“Laws Lab” to improve the game as a whole?
Of course, there are significant barriers to be overcome for such a radical idea to become reality,
not least of which is the question of what happens when players from the Pro 12 play outside of that
competition, for example in European competitions and at International level.
On that wider stage, it is my belief that the Northern Hemisphere season needs restructuring; it is
too fragmented in its current guise. The 6 Nations Tournament should take place in April/May, after
domestic and European competitions have been completed.
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The future of the
game
What will Rugby Union look like in 10 years?
If we look into our crystal ball, I predict we will have a pan-European Professional League with multiple
divisions, relegation and promotion.
There will also be a multi-tier European International Competition featuring promotion and relegation,
with the 6 Nations Tournament being the jewel in the crown.
The rise of Rugby 7s
I believe that there will be explosive growth in Rugby 7s worldwide, both for men and women, fuelled by
its inclusion as an Olympic Sport. Indeed, I would not be surprised if we will see some countries go as far
as to give up the 15-a-side game to concentrate on the Rugby 7s World Series and the Olympics. Wales
will regularly host a leg of the Rugby 7s World Series and contribute significantly to Team GB’s men and
women winning Olympic gold medals.
No longer a man’s game
Women’s 15-a-side rugby will continue to grow rapidly and will be more popular and widespread. Wales
will have the correct structures in place to support the growth of Women’s 15-a-side rugby in Wales.
The sport will no longer be a “man’s game”; our perspective will have evolved in line with the rapid
evolution of women’s roles in society and in general.
Welsh Rugby in 2024
As your Chairman, I will do my utmost to deliver my vision of the future:
• A thriving community game with higher participation levels & second team rugby commonplace, and
clubs at the centre of their communities,.
• A competitive, meaningful Semi-Professional game that is a breeding ground for the talent of the
future.
• Community game ownership of and participation in the professional teams representing their region.
• Clubs that feel valued, influential & financially secure, and that enjoy the support they receive from
both the WRU and their region
• Professional teams that are attractive to watch, playing in meaningful competitions and drawing
significant crowds.
• A healthy and creative relationship between the WRU and RRW, where the leaders of our game
operate in an environment of trust and collaboration.
• Welsh Rugby administration a role model for world rugby.
• ONE WALES
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A manifesto by David Moffett | March 2014
Making the vision a
reality
What you need to do
The clubs should call for an Extraordinary General Meeting (EGM) so that we can begin the process of
change by debating the content of my Manifesto.
If the clubs agree my Manifesto at the EGM, in whole or in part, work can start to plan & implement the
changes required in time for formal adoption at the WRU Annual General Meeting (AGM) in Autumn
2014.
In the first instance, thirty-two clubs must stand up and be counted – and I am certain that this is
achievable.
But you must act NOW - before it’s too late.
I will manage, coordinate and own the process for you if you wish; I just need your support.
My website (www.moffetrugby.com) contains all of the information on an EGM such as how it works,
who attends, what you can expect and the possible outcomes.
The first step
If you are serious about fixing Welsh rugby, here is what I need you to do:
CALL DAVID MOFFETT ON THIS NUMBER:
07592 000 049
My commitment to you...
I will keep your details anonymous whilst I collect the required support.
I will join a community rugby club that endorses my vision for Welsh Rugby.
On your behalf I will then formally ask my club to present the request for an EGM to the WRU.
I will keep each of you informed of progress, likely dates and changes as the process progresses.
25

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26

A manifesto by David Moffett | March 2014
About David
Moffett
David Moffett has been a pivotal figure in the development of rugby since it turned professional as an
administrator with the International Rugby Board, SANZAR, the New Zealand Rugby Union and the
Welsh Rugby Union.
Born in Doncaster, he spent much of his early life in Kenya before his family emigrated to Brisbane,
Australia. He would later carve out a successful business career before turning his attention to sports
administration.
He became executive director of the New South Wales Rugby Union in 1992, when he found himself
saddled with A$6m debt. By the time he moved on three years later, when he became the chief
executive of the newly formed South African, New Zealand and Australian Rugby (SANZAR), the
NSWRU was debt free.
While at SANZAR, he negotiated international television contracts and supervised the establishment of
the Super 12 competition.
In 1996, he became the first non-Kiwi to be appointed chief executive of the New Zealand Rugby Union,
helping to guide the body from its amateur status to be among New Zealand’s top 200 companies.
He crossed the Tasman once more in November 1999 when he took up the post of Chief Executive of
the National Rugby League of Australia. Once again, he entered a new role at challenging times as the
game in Australia moved towards a 14-team competition. In his two-year tenure he negotiated longterm
sponsorship and television rights that provided the financial stability for the code.
In 2002, he joined Sport England as its Chief Executive with a brief to modernise England’s leading
sports development agency. However, he stepped down shortly afterwards to join the Welsh Rugby
Union as their Chief Executive.
There he set about streamlining the organisation and servicing their huge debts. However, the biggest
impact he had was on the domestic game with the eventual introduction of regional rugby with the new
set-up debuting in the 2003-04 season. Having signed a contract extension to 2008, Moffett resigned
from the WRU in 2005 citing personal and family reasons, and returned to the southern hemisphere.
In January 2014, Moffett announced a return to Wales to seek election to The Board of The WRU with
the intention to become Chairman.
27

Mae’r ddogfen ar gael yn gymraeg ar fy ngwefan. www.moffettrugby.com
ONE WALES Building a sustainable future – together
A manifesto by David Moffett
T. 07592 000 049
www.moffetrugby.com