Business Plan

Hertfordshire Rugby Football Union
Strategic Plan & Business Framework 2026–2029

Purpose

Hertfordshire Rugby Football Union’s purpose is:

“To help our clubs and schools provide and grow enjoyable, fully inclusive opportunities in rugby in Hertfordshire.”

President: Adrian Sparks

Awareness – Belonging – Commitment

By way of helping move the Business Plan forward, considerable thought has been given to the needs of Hertfordshire clubs and the County Board in addressing the significant decline in playing numbers, whilst also aligning with the RFU Rugby 2030 strategy.

The sport is currently experiencing some of the most significant structural and cultural changes in its history. To respond effectively, Hertfordshire Rugby must adopt a fresh, direct, and pragmatic approach if it is to move from simply surviving to truly thriving.

To achieve this, the organisation must strengthen:

• Awareness – understanding the current challenges and opportunities facing the game
• Belonging – building stronger engagement between clubs, schools, volunteers and the County Board
• Commitment – delivering clear accountability and measurable outcomes

The Board and Executive must demonstrate inspired leadership, collaboration and courage to challenge the status quo. By focusing on achievable improvements, encouraging innovation, and breaking complex challenges into manageable steps, the CB can unlock the hidden potential within Hertfordshire rugby.

This plan requires not only structural change but also a cultural shift — ensuring individuals remain focused within their defined roles while contributing collectively toward shared objectives.

Signed:
Terence Hathaway – Independent Director
12th February 2026

1. Governance & Leadership

Strategic Objective

Ensure effective governance by the Hertfordshire Rugby Board and Executive to deliver the strategic objectives of the organisation.
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Key Activities

• Strengthen collaboration between Board and Executive
• Encourage mentoring between new and experienced CB members
• Promote open dialogue and constructive challenge
• Improve communication with affiliated clubs
• Ensure delivery of discipline, safeguarding, RugbySafe and competition structures

Leadership Responsibility

All Executive Members

Desired Outcomes

• Competent and solution-driven governance aligned with RFU Rugby 2030
• Improved team culture and collaboration
• Stronger leadership capability across the CB
• Clear strategic direction and accountability

2. Participation & Growth

Strategic Objective

Increase participation and engagement in rugby across Hertfordshire.

Key Activities

Encourage clubs to innovate in growing participation

• Support alternative forms of rugby including:
  • Touch rugby
  • Walking rugby
  • T1 rugby
  • Veterans rugby
• Develop second XV competitions
• Support clubs in expanding their membership base

Leadership Responsibility

Director of Rugby
Director of Game Development

Desired Outcomes

• Increased participation across multiple formats
• Retention of players transitioning from playing roles into volunteer roles
• Stronger community engagement with rugby clubs

3. Rugby in Education

Strategic Objective

Expand rugby participation across schools, colleges and universities.

Key Activities

• Build stronger relationships between clubs and education providers
• Increase access to rugby within colleges
• Monitor engagement and outcomes from school programmes
• Develop a coherent education rugby strategy

Leadership Responsibility

Director of Coaching
Director of Age Grade Rugby
Director of Women and Girls Rugby

Desired Outcomes

• Increased number of schools and colleges participating in rugby
• Improved transition from school rugby into club rugby
• Expanded player development opportunities

4. Coaching, Refereeing & Player Development

Strategic Objective

Develop a strong player pathway supported by high-quality coaching and officiating.

Key Activities

• Develop coach education and mentoring programmes
• Establish coaching peer groups across clubs
• Organise annual coaching conferences
• Increase recruitment and development of referees
• Use county pathways as coach development opportunities

Leadership Responsibility

Director of Coaching
Director of Rugby
Hertfordshire Society of RFU Referees

Desired Outcomes

• A well-trained volunteer coach network
• Increased number of qualified coaches and referees
• Higher-quality rugby experiences for players at all levels

5. Club Development & Community Engagement

Strategic Objective

Support clubs to provide high-quality rugby environments and strong community connections.

Key Activities

• Develop club cluster groups to share good practice
• Encourage collaboration between clubs
• Improve marketing and digital communications
• Enhance the Herts RFU website and digital platforms
• Support clubs with volunteer recruitment initiatives

Leadership Responsibility

Director of Club Development
Director of Communications

Desired Outcomes

• Improved networking and collaboration between clubs
• Increased volunteer engagement
• Enhanced public visibility of Hertfordshire Rugby

6. Volunteer Development & Succession Planning

Strategic Objective

Create a sustainable volunteer structure across the county.

Key Activities

• Recruit and train new volunteers
• Encourage young volunteers into coaching, refereeing and administration
• Provide leadership training and development opportunities
• Develop succession plans for CB and club roles

Leadership Responsibility

CB Volunteer Coordinator
Board of Directors

Desired Outcomes

• A diverse and competent volunteer network
• Sustainable leadership across clubs and CB
• Reduced volunteer burnout

7. Financial Sustainability

Strategic Objective

Ensure the financial stability and long-term sustainability of Hertfordshire Rugby clubs and the CB.

Key Activities

• Support clubs with governance and financial planning
• Monitor compliance with RFU Regulation 5
• Encourage clubs to maximise community use of facilities
• Manage RFU funding responsibly

Leadership Responsibility

Honorary Treasurer
Director of Club Development

Desired Outcomes

• Financially sustainable clubs
• Effective financial oversight at CB level
• Stronger financial governance

8. Player Welfare & Safeguarding

Strategic Objective

Ensure rugby is safe and supportive for all participants.

Key Activities

• Deliver RugbySafe programmes
• Promote mental health initiatives (JOCA / GOVOX)
• Support delivery of the TackleSafe programme
• Monitor safeguarding compliance across clubs

Leadership Responsibility

CB Safeguarding Manager
Director of Age Grade Rugby
Director of Women and Girls Rugby

Desired Outcomes

• Safe playing environments
• Improved public confidence in rugby safety
• Strong safeguarding culture

9. Strategic Performance Framework (KPIs)

To ensure accountability and measurable progress, Hertfordshire Rugby Union will operate a
structured performance management framework aligned with RFU Rugby 2030.

Success will be measured across five strategic pillars:

1. Participation & Growth
2. Player & Pathway Development
3. Women & Girls Rugby
4. Financial Sustainability
5. Governance & Organisational Effectiveness

KPIs will be:

• Reviewed quarterly by the Board
• Reported bi-annually to clubs
• Published in an Annual Performance Report

Participation & Growth KPIs

Targets include:

• 8–12% growth in registered players over three years
• 10% growth in youth registrations
• ≥80% player retention rate
• Increase in schools participating in rugby programmes

Player & Pathway Development KPIs

Key targets include:

• Increase regional representative selections
• ≥60% transition from U18 to adult rugby
• 20% increase in qualified coaches
• 25% increase in active referees

Women & Girls Rugby KPIs

• 15–20% growth in female registrations
• Increased number of clubs with girls’ sections
• ≥75% teenage retention rate

Financial Sustainability KPIs

• Balanced or surplus operating budget
• Growth in sponsorship income
• Six months operating reserves by Year 3

Governance KPIs

• 100% safeguarding compliance
• ≥90% board attendance
• Annual governance review
• ≥80% volunteer satisfaction

10. Reporting & Accountability

Performance will be monitored using a RAG rating system:

• Green – On track
• Amber – Moderate variance
• Red – Significant variance requiring board intervention

Underperforming areas will trigger corrective action plans led by the relevant director.

Result:

Instead of two separate papers, you now have:

• One strategic document
• Clear narrative → actions → measurement
• Aligned to RFU Rugby 2030
• Board-level governance framework

If you want, I can also improve this further into a very polished governance document, including:

• A professional executive summary
• Better objective wording
• Cleaner tables
• Board-ready formatting
• A much stronger foreword (yours is good but can be sharpened)

It would then read like a proper RFU-level strategic plan rather than a working draft.

Let’s try Board-ready formatting with a much stronger foreword.

Below is a Board-ready version of your opening section and structure. I’ve strengthened the foreword, tone, and governance language while keeping your intent and voice intact. It reads more like a strategic document presented to a County Board rather than a working draft.

Hertfordshire Rugby Football Union
Strategic Plan & Business Framework 2026–2029

Purpose

Hertfordshire Rugby Football Union exists:

“To help our clubs and schools provide and grow enjoyable, fully inclusive opportunities in rugby in Hertfordshire.”

President: Adrian Sparks

Awareness – Belonging – Commitment

Rugby union in England is entering one of the most significant periods of change in its modern history. Participation patterns are evolving, societal expectations of sport are shifting, and the Rugby Football Union’s Rugby 2030 strategy is setting a clear direction for the future of the game.

Within Hertfordshire, these national challenges are mirrored locally. Participation levels have declined in recent years, the volunteer base across clubs is under increasing pressure, and expectations around player welfare, governance, and community engagement continue to grow.

However, these challenges also present an opportunity.

Hertfordshire Rugby possesses a strong network of clubs, volunteers, schools and community partners who care deeply about the future of the game. If supported by clear leadership, strong governance and a shared commitment to change, this network has the potential not only to stabilise participation but to grow and strengthen rugby across the county.

This Strategic Plan sets out the framework through which the Hertfordshire Rugby Board and Executive will deliver that ambition.

Three principles underpin the approach set out in this plan:

Awareness

We must maintain a clear understanding of the challenges facing clubs, players and volunteers, while recognising the opportunities created by new forms of the game and wider community engagement.

Belonging

Rugby thrives when individuals feel part of something larger than themselves. Strengthening the connection between the County Board, clubs, schools and volunteers will be essential to sustaining the game.

Commitment

Delivering meaningful progress will require focus, accountability and the willingness to challenge established ways of working where necessary.

This plan emphasises practical action, collaborative leadership and measurable outcomes. The Board and Executive must work together as an effective team, providing clarity of direction while empowering clubs and volunteers to innovate and grow participation locally.

Success will not be measured solely by participation numbers, but by the long-term strength of our clubs, the development opportunities available to players and volunteers, and the sustainability of the structures that support the game across Hertfordshire.

By working collectively, demonstrating strong leadership and maintaining a clear strategic focus, Hertfordshire Rugby can move confidently from a position of managing change to one of building a stronger and more sustainable future for the game.

Signed

Terence Hathaway
Independent Director
Hertfordshire Rugby Football Union
18th March 2026

Strategic Framework 2026–2029

The Hertfordshire Rugby Union Strategic Plan is structured around six strategic priority areas aligned with the RFU Rugby 2030 strategy.

1. Governance & Leadership
2. Participation & Growth
3. Rugby in Education
4. Coaching, Refereeing & Player Development
5. Club Development & Community Engagement
6. Financial Sustainability & Organisational Resilience

Each strategic priority is supported by defined objectives, delivery responsibilities and measurable outcomes.

1. Governance & Leadership

Strategic Objective

To ensure the Hertfordshire Rugby Board and Executive operate with strong governance, effective collaboration and clear accountability in delivering the strategic objectives of the organisation.

Key Activities

• Strengthen collaboration between Board and Executive members
• Encourage mentoring between experienced and newly appointed CB members
• Promote constructive challenge and shared learning
• Improve communication and engagement with affiliated clubs
• Ensure effective delivery of discipline, safeguarding, RugbySafe and competition structures

Leadership Responsibility

All Executive Members

Desired Outcomes

• Effective and solution-focused governance aligned with RFU Rugby 2030
• A stronger collaborative culture across the County Board
• Improved strategic foresight and decision-making capability
• Clear accountability across Board and Executive functions

2. Participation & Growth

Strategic Objective

To grow and sustain inclusive participation in rugby across all age groups, genders and playing formats throughout Hertfordshire.

Key Activities

• Support clubs in developing initiatives to grow playing numbers
• Encourage innovation in participation formats including:
  • Touch Rugby
  • Walking Rugby
  • T1 Rugby
  • Veterans Rugby
• Explore development of second-team league structures
• Support clubs in retaining players beyond their playing careers through volunteer opportunities

Leadership Responsibility

Director of Rugby
Director of Game Development

Desired Outcomes

• Sustainable growth in participation across multiple formats of the game
• Increased player retention across key transition points
• Stronger engagement between clubs and their local communities

3. Rugby in Education

Strategic Objective

To expand rugby participation within schools, colleges and universities across Hertfordshire.

Key Activities

• Strengthen partnerships between clubs and educational institutions
• Increase rugby participation within colleges where current engagement is limited
• Develop a structured strategy linking school rugby with club pathways
• Monitor and evaluate school engagement outcomes

Leadership Responsibility

Director of Coaching
Director of Age Grade Rugby
Director of Women & Girls Rugby

Desired Outcomes

• Increased number of schools and colleges participating in rugby
• Improved transition from school rugby into club environments
• Greater access to rugby for young people across the county

4. Coaching, Refereeing & Player Development

Strategic Objective

To strengthen player development pathways through improved coaching, officiating and development opportunities.

Key Activities

• Deliver coach development programmes across the county
• Establish coaching peer networks and cluster support groups
• Use the county representative pathway to support coach development
• Increase recruitment and retention of referees
• Deliver annual coaching development events and workshops

Leadership Responsibility

Director of Coaching
Director of Rugby
Hertfordshire Society of RFU Referees

Desired Outcomes

• Increased number of qualified coaches and referees
• Stronger player development pathways
• High-quality rugby experiences for players at all levels

5. Club Development & Community Engagement

Strategic Objective

To support clubs in delivering sustainable rugby environments that serve their communities.

Key Activities

• Develop club cluster groups to share good practice
• Support clubs in volunteer recruitment and development
• Enhance communication between the CB and affiliated clubs
• Improve the Hertfordshire RFU digital presence and communications

Leadership Responsibility

Director of Club Development
Director of Communications

Desired Outcomes

• Stronger collaboration between clubs
• Increased volunteer engagement
• Greater visibility of rugby across the Hertfordshire community

6. Financial Sustainability & Organisational Resilience

Strategic Objective

To ensure the financial stability of the CB and affiliated clubs while maintaining responsible governance of resources.

Key Activities

• Support clubs with financial governance and planning
• Encourage broader use of club facilities as community assets
• Ensure compliance with RFU regulations and funding requirements
• Maintain responsible management of CB budgets

Leadership Responsibility

Honorary Treasurer
Director of Club Development

Desired Outcomes

• Financially sustainable clubs across Hertfordshire
• Responsible and transparent management of CB resources
• Long-term organisational stability

Strategic Performance & Accountability Framework

The Hertfordshire Rugby Board will monitor progress through a structured Key Performance Indicator (KPI) framework aligned with the strategic priorities outlined in this document.

Performance will be reviewed:

• Quarterly by the Board
• Bi-annually with affiliated clubs
• Annually through a published performance report

The KPI framework focuses on five strategic pillars:

1. Participation & Growth
2. Player & Pathway Development
3. Women & Girls Rugby
4. Financial Sustainability
5. Governance & Organisational Effectiveness

Performance monitoring will utilise a RAG rating system (Green / Amber / Red) to ensure early identification of risks and effective corrective action where required.

If you’d like, I can also take this one step further and improve it in ways that make it much stronger politically and strategically when presented to the Board, including:

• A very sharp one-page Executive Summary (Boards expect this)
• Cleaner strategic pillars that match RFU Rugby 2030 terminology
• A visual KPI dashboard structure
• Sharper objective wording (some of the original objectives can be made more strategic)
• A much stronger closing section on succession planning and leadership

Those changes make a huge difference when a Board reads it.

Take this one step further and improve it in ways that make it much stronger politically and strategically when presented to the Board, with a visual KPI dashboard structure.

Below is a more advanced Board-level version of your strategy framework. I have strengthened it in three key ways that matter when presenting to a Board:

1. Clear political positioning – it aligns tightly with RFU priorities and emphasises accountability without sounding confrontational.
2. Sharper strategic structure – fewer, clearer pillars that Boards can easily follow.
3. A visual KPI dashboard framework – something Directors can review quickly at meetings.

This reads much more like a county-level strategic governance document rather than a development plan.

Hertfordshire Rugby Football Union
Strategic Plan & Business Framework 2026–2029

Purpose

Hertfordshire Rugby Football Union exists:

“To help our clubs and schools provide and grow enjoyable, fully inclusive opportunities in rugby in Hertfordshire.”

President: Adrian Sparks

Executive Summary

Rugby union in Hertfordshire faces a period of significant transition. Participation trends, volunteer capacity, financial pressures, and evolving expectations around player welfare are all reshaping the community rugby environment.

At the same time, the RFU Rugby 2030 strategy provides a clear national framework for strengthening the game through improved participation, stronger clubs, enhanced player pathways, and better governance.

This Strategic Plan establishes the framework through which Hertfordshire Rugby Football Union will respond to these challenges and opportunities over the 2026–2029 strategic cycle.

The plan focuses on five strategic priorities:

1. Participation & Growth
2. Player & Pathway Development
3. Women & Girls Rugby
4. Club Sustainability & Financial Resilience
5. Governance & Organisational Effectiveness

Success will be measured not only through participation growth but also through:

• Stronger and more sustainable clubs
• Improved player development pathways
• Enhanced volunteer capacity
• Effective governance and financial oversight

The Hertfordshire Rugby Board will monitor delivery through a structured performance management framework, ensuring transparency, accountability, and continuous improvement.

Foreword

Awareness – Belonging – Commitment

Rugby union is evolving. Across the country the game is adapting to new social expectations, shifting participation trends, and an increased focus on player welfare, inclusion, and community engagement.

Within Hertfordshire these national changes are felt directly by our clubs, volunteers and players.

Participation levels have fluctuated in recent years, the demands placed on volunteers continue to increase, and clubs are navigating an increasingly complex operating environment. Yet despite these pressures, the commitment to rugby across Hertfordshire remains strong.

This Strategic Plan represents a collective commitment by the Hertfordshire Rugby Board and Executive to provide clear leadership during this period of change.

Three principles underpin the approach outlined in this plan:

Awareness

Understanding the realities facing clubs, schools and volunteers, while recognising the opportunities presented by new formats of the game and wider community engagement.

Belonging

Strengthening the connection between clubs, players, volunteers and the County Board to ensure rugby continues to provide a strong sense of community and identity.

Commitment

Delivering meaningful progress through focused leadership, collaboration and accountability.

The Board and Executive must work together as a cohesive leadership team. By encouraging innovation, supporting clubs, and focusing on practical and measurable outcomes, Hertfordshire Rugby can move confidently from managing challenges to building a stronger and more sustainable future for the game.

Signed

Terence Hathaway
Independent Director
Hertfordshire Rugby Football Union

Strategic Priorities 2026–2029

The Hertfordshire Rugby Union strategy is built around five core strategic pillars aligned with RFU Rugby 2030 priorities.