This is the first in a series of articles on professionalism. Constructive criticism, suggestions, and best practices that are already at work are always welcome.
With the recent 'hype' about the NRFL comes a load of whinging that such a concept will never work. Well, I'll concede that is a possibility. It’s a risky proposition.
What really stands out is the emotional attachment to rugby 'as we know it.' What I mean is, the nay-sayer moaning all stems from our desire for professionalism to come to rugby in the US, to come to whatever club we may be affiliated with, and to be handed to us by someone else.
Ain't gonna happen that way.
There are many ways for rugby in the US to become professional. Two of those methods stand out as viable (there are others, but with really low probability/plausibility):
- A professional league is started from the ground-up without any affiliation with the existing USA Rugby structure or its member clubs.
- Certain clubs (both genders) begin to operate in a professional manner in all aspects.
The first plausible method that I've pointed out here is well underway to becoming a reality (The NRFL). Two old ruggers had a vision. They researched it. They devised a plan. They are going to work their plan to achieve their goals whether the US rugby community approves or not. I wish them much success and I will support them in their endeavor.
What I hope that their plan creates is an impetus on existing US rugby clubs to get their ships in order and decide: Is this club going to be a social entity or is it going to play and foster great rugby?
If a club decides to be social, great. Go have a run-about on the weekend and a drink-up afterward. Just do not pretend that it is anything more than that (which is what has been happening for the past two decades).
If a club decides to play and foster great rugby, then it must be professional. Professional as an attitude of excellence and professional as an entity that produces a great product and compensates those that meaningfully contribute to production.
We can argue about professionalism and what it means all day long, but if the meaningful contributors (i.e., the individuals involved who put butts in seats on gameday) are not adequately compensated, their motivation to perform in that capacity becomes strained by life. We all understand the stresses that life, love, family, and career place on us. If rugby cannot pay the bills, it will not be a consistent priority and performance will wane.
So what does it take to make this happen? Quite a bit including (but not limited to) a change of thinking on how we run clubs.
Benchmarks of a professional rugby club:
- Operate as a for-profit business.
- Provide a quality product that people want to pay to see.
- Pays coaches, management, and players a living wage.
- Philanthropy.
Does this mean that a club eliminates with its 501(c)3 status altogether? No. There should still be a trust foundation in place to hold investment monies for growing the game outside of the professional team (youth rugby, social rugby, etc) and for sustaining the team through lean times. This will also harbor the professional team’s philanthropy.
Now, I can hear everyone already saying "This'll never work!", "It's too expensive!", and "Where's the money gonna come from?!?" C’mon folks, amateur hour is NOT the amateur spirit. But, if that's where you want to stay, please continue to expect something for nothing. Let us know how that works out for you.
So, there's my idea. In my next article, I'll break down the business end of it. I'll also provide an example of how to implement the business plan in waves. It may be important for some of you to understand that this is about planting trees to shade the next generation of ruggers.