CHAIRMAN’S MESSAGE It is a privilege for me, my fellow Board members and the new management team, to continue the good work of our predecessors which has brought the game of Rugby Union to its current levels in Hong Kong. It is very pleasing to be presenting our strategic plan for the next four-year period of Rugby development in Hong Kong from 2016 – 2019. We believe it will further embed the game of Rugby in all its forms and facets in Hong Kong. Amongst many initiatives introduced in the plan, three areas that I would like to single out are: • Customer Relationship Management (CRM), PR and the expanded use of social media communications within and outside the direct rugby community. • A Mini to Youth to Senior rugby pathway development for all of our players and coaches; this includes plans to better align and integrate our Club and playing base. • Playing and training facilities investment including new facilities in high player growth areas. Additionally, and most importantly, in the past year we have signed a new four-year contract with World Rugby to continue our position as a host union on the World Rugby HSBC Sevens Series. This gives us the financial security required to enable investments in these plans. I would also like to point out some recent important improvements to the way in which we govern and manage the activities of the Union. Owing to recent amendments in the Companies Ordinance of Hong Kong, we have embarked on a major revision of the Union’s Articles of Association and, in turn, made significant changes to the way in which the Board is elected and composed, and also clarified the different role of the Board and the management team. These changes have improved the governance and oversight responsibilities of the Board and allow the Union’s executive team to manage and run the HKRU’s day to day affairs.
Further, the HKRU has deleted the word “football” from our name; an initiative undertaken to clarify the difference between the two games, (rugby and football), and remove any confusion that may have existed in our Hong Kong community for those who may not realise that we are very different sports. Our new Strategic Plan clearly sets out the way forward over the next four years (2016-2019) and aligns the plan cycle with World Rugby guidelines. Importantly, each initiative in the plan has a specific business case to support it, and has been thoroughly costed with timelines established to monitor and review progress. In closing, I would like to borrow a phrase from a close rugby friend of mine, “Teamwork makes dreams work”. The Board and the executive team look forward to working with the whole rugby community in Hong Kong as we kick start the implementation of the strategic plan and make for another four years of successful rugby development in Hong Kong. Yours Sincerely, Pieter Schats Chairman, HKRU
INTRODUCTION For the new Strategic Plan
The 2016 – 2019 Strategic Plan follows on from the HKRU’s previous Strategic Plan that has been underpinning our development for the past four years. In essence, it is a continuation of many of the successful projects that the HKRU undertook in its 2012 plan and is similarly based on the three established pillars of the Union’s activities: Performance, Grow the Game and Business Operations. However, the 2016-2019 Strategic Plan does identify new directions in three significant areas, namely (i) instituting a full-time professional Men’s Fifteens programme to run alongside the now well-established Men’s and Women’s Sevens programme; (ii) establishing a clear and integrated pathway from Mini to Colts to Senior and representative rugby for our Men’s and Women’s players; (iii) implementing a comprehensive Customer Relationship Management (CRM) and communication platform that allows HKRU to interact directly with our rugby community, both the playing and wider community. The inception of a full-time professional Fifteens programme brings the traditional form of the game in line with our professional Sevens programme at the Hong Kong Sports Institute, with an eye on qualification for the 2019 and 2023 Rugby World Cups and for possible future consideration in Super Rugby or equivalent international competitions. to this end, the HKRU in association with Technology and Higher Education Institute (THEi), has opened a first class sports science, training and development centre in Kowloon Tong for the dedicated 15s programme. Additionally, we are investing in ensuring that the players who want to be or who are already in these programs have proper support programs to equip them with have viable career development options while staying in the game and preparing them for life after elite rugby. Closer alignment of the Premiership Clubs to our Junior and Community Clubs, as well as specific opportunities for selection in our new Warriors programmes, means that local players can more easily envision a pathway to senior Men’s and Women’s rugby participation,
including representative teams. Our ongoing challenge and still the single biggest obstacle to the growth of the game at all levels in Hong Kong is a lack of access to training and playing facilities. Although more than HK$80 million has been invested by the Union over the past 6 years on developing new artificial pitches and facilities and replacing existing pitches, we are earmarking a further $90 million for additional facility investment over the next four years as we rapidly approach capacity to develop rugby owing to this significant restriction. The Hong Kong Sevens event continues to be the financial lifeblood for the Union’s activities. However our expansion of rugby programmes, both those undertaken in the recent past, and those set out in the new Plan, require considerable extra revenue. Managing the Union’s financial resources will be a key objective of the Board and management and the identification of new revenue sources, as well as a re-direction of some existing investment, underpins this new Strategic Plan. During the past four years we have continued our strong focus on Growing the Game in the local community and this emphasis will continue, bolstered by earmarking additional resources and identifying new opportunities over the coming period. This includes our work in schools and a closer association with District Councils via their community sport programmes, as well as strategic co-operation with the Mini Rugby Union and the Youth and Colts Committees. The Hong Kong Rugby Union is committed to the long term success and development of the game. This plan continues that vision and seeks to establish our great sport as a Game for All.
STRATEGIC PLAN RECAP 2011-2015
GROW THE GAME Grow the Game = exposing rugby to new audiences of Hong Kong; increasing the number of participants at all stages of the game from mini rugby to elite. • Increase in overall participation numbers in mini rugby from 3500 to 6000, secondary schools from 76 to 120 and primary schools from 62 to 117. • Admission of Rugby 7s as an official sport for boys and girls under the Hong Kong School Sports Federation in the 2012-13 season. • Launch of the New Territories District Sports Association (DSA) Rugby Sevens Tournament in 2012-13 which has led to the official endorsement of rugby 7s in 12 out of 18 of the DSAs. • Establishment of the HKRU Community Foundation in 2013. • Successful launch of the School of Rugby concept. • Recognition of the success of the Union’s sport-for-development work with the International Rugby Expo Community Programme of the Year Award in 2012.
GOVERNANCE & BUSINESS OPERATIONS Recap 2011-2015
Governance & Business Operations = ensuring rugby operates under a framework that shows best practice in all operations including the governance, administration, sustainability and commercialisation of the sport. • HKRU annual turnover greater than HK$200M, up from HK$129.6M in 2011. • Enhanced our reputation as a destination for delivering other world class rugby events. Following on from hosting the Bledisloe Cup in 2008 and 2010, HKRU hosted the British & Irish Lions vs Barbarians in 2013, founded the HKRU Cup of Nations in 2015, and also hosted numerous professional club teams from Tier 1 nations and a range of World Rugby and Asia Rugby tournaments. • Investment of HK$80M in facilities and pitches over the past 5 years with a further $75M worth of projects pending approval. • Strong financial reserves to make strategic decisions. • Supporting the growth in game by increasing HKRU employee numbers from 45 in 2011 to 103 full time employees. Full time professional players increased from 0 to 53. • Reviewed and implemented a complete governance overhaul; new articles of association approved at the EGM in June 2015.
Continuously sold out marquee event; the Hong Kong Sevens. “Obviously, Hong Kong, without a doubt, is the pre-eminent tournament in the sevens series. For historic reasons, the Hong Kong Sevens is seen as the best and is the one we use to compare other tournaments. Hong Kong to us is the Wimbledon of sevens rugby. It’s innovative and a great tournament. The players love going there, the fans love it, it has played a hugely important role in the past and will continue to do so in the future.” Brett Gosper, CEO, World Rugby, December 2015
RUGBY PERFORMANCE Recap 2011-2015
Rugby Performance = all elements required for the playing of rugby, including coaching, officiating, medical and players, from mini-rugby to elite level (Premiership and international). • Men’s and Women’s 7s gaining Elite Sports Status as a full time sport at the Hong Kong Sports Institute in 2013. • Activation of Full time Elite Rugby Programme 15s-25/30 full and part-time 15s athletes and corresponding coaches and professional staff. • Established integrated management structure for the women’s and girls game at domestic and national level; this included the recruitment of two key positions-Women’s Perf Manager / Development manager. • Establishment of Match Officials Pathway-junior, community, academy and performance including the restructuring of the Match Official department to include 2 additional staff-Performance Manager and Community manager. • Working with World Rugby, established the HKRU Cup of Nations bringing 3 international teams to HK on an annual basis to compliment Asia Rugby Championship. • Development and focus on player welfare across Elite and community rugby-including the recruitment of full- time medical and performance lifestyle managers.
STRATEGIC PLAN LOOKING FORWARD 2016-2020
HKRU PURPOSE STATEMENT 2016-2019
“To enhance our national teams and nurture domestic performance rugby by developing and retaining players from junior through to senior levels; in addition, encourage greater participation in rugby with an emphasis on engaging the wider community.�
THE 3 PILLARS 10 PROJECTS
15 PROJECTS 4 OVERARCHING GOALS
5 OVERARCHING GOALS GOVERNANCE & BUSINESS OPERATIONS
GROW THE GAME
PLAYER WELFARE
RUGBY PERFORMANCE
3 OVERARCHING GOALS 12 PROJECTS
STRATEGIC GOALS Grow the Game
1) To ensure rugby is accessible to all who wish to participate and to take every opportunity to demonstrate to all, the values of rugby. (See Page 17) 2) Develop a clear player pathway from U6 mini-rugby to Hong Kong U20, working with mini-rugby, colts, schools, clubs and the HKRU Performance Department, aligned with senior rugby. (See Page 18) 3) To use the promotion of rugby in schools as the principal platform to drive participation. (See Page 20) 4) Provide the necessary rugby resources and education to ensure safe and sustainable ongoing development of the game. (See Page 21) 5) Increase Local* representations both on and off the field at every level of the game including players, coaches, match officials, volunteers and administrators. (See Page 22) 6) Bring the HKRU’s existing and new community initiatives under the banner of the HKRU Community Foundation. (See Page 23) *Local = Hong Kong Permanent Identity Card Holder
STRATEGIC GOALS Strategic Goals – Governance & Business Operations 7) Utilise world class tournaments, events, new ventures and the HKRU brand to raise both revenue and the profile of the game within the community. (See Page 25) 8) Optimise our CRM, PR, marketing and communications so that all HKRU messages are shared through the appropriate channels to maximise their impact. (See Page 26) 9) Maintain the HKRU position as exemplar National Sports Association in Hong Kong for corporate governance, compliance and transparency. (See Page 28) 10) Seek to maximise the opportunity of the new Kai Tak Stadium whilst not overlooking the present opportunities at So Kon Po. (See Page 29)
STRATEGIC GOALS Rugby Performance
11) All Hong Kong National teams (men’s, women’s, senior, junior) to maintain their place within the top two in Asia and continue to push the boundaries on the international stage, with a view towards qualification for the men’s and women’s RWC, WR Sevens Series and the Olympics. (See Page 30) 12) Ensure there are competitive domestic 15s leagues and 7s tournaments in Men’s and Women’s Rugby to widen the player base for national team selection. (See Page 31) 13) Develop and support all areas of rugby performance; players, coaches and match officials. (See Page 33)
STRATEGIES WITH OUTCOMES
1) To ensure rugby is accessible to all who wish to participate and to take every opportunity to demonstrate to all, the values of the game. 1) Take a lead role in Hong Kong sport development, by creating and implementing effective intervention programmes and Corporate Social Responsibility initiatives for community development and to increase participation. 2) Increase number of Schools of Rugby from one in 2015 to five in 2019. 3) Based upon the Facilities Strategy endorsed by the Board of Directors, aim to build capacity associated with existing pitch access as well as identify opportunities for the development of new playing facilities. Work with Government and other relevant parties in a collaborative manner to identify land and buildings suitable for both new playing facilities and the hosting of rugby related events. Seek to ensure the long term security of King’s Park via the formulation of a strong case for extension of the existing Short Term Tenancy under which the site is held.� 4) To raise & develop the profile of the girls and women’s game.
GROWING GAME
2) Develop a clear player pathway from U6 mini-rugby to Hong Kong U20, working with mini-rugby, colts, schools, clubs and the HKRU Performance Department, aligned with senior rugby. 5) Create and implement a plan which seeks to encourage, facilitate and incentivise links and cooperation between clubs (mini and colts) and schools (primary and secondary) and HKRU’s Performance Rugby department. 6A) Youth - Root and Branch assessment of Schools & Colts Rugby. 6B) Women’s - 6B Root and Branch assessment of women’s and girls rugby.
IMPROVING GAME
3) To use the promotion of rugby programmes in schools as the principal platform to drive participation. 7) Increase number of primary schools participating in rugby programmes from 117 to 240 by 2019. 8) Increase number of Po Leung Kuk primary schools participating in rugby programmes from 16 to 27 (100%) in 2019. 9) As HKSSF transitions recognition from 15s to 7s at secondary school level, HKRU to ensure a 15s competition structure continues.
10) By 2017 all HKIE primary school PE teacher graduates to have received training and a resource pack to facilitate their inclusion of rugby on their school PE curriculum. 11) Increase the number of local through-train schools participating in rugby programmes from 8 to 16 (out of 21) by the end of 2017.
SUSTAINABLE GAME
4) Provide the necessary rugby resources and education to ensure safe and sustainable ongoing development of the game.
12) Continue improving medical management guidelines to assist in minimising the risk and impact of injuries. 13) Expand the current injury prevention, prehab/rehab programmes across 100% of national squads to reduce contact and non-contact injuries. By the end of 2016 implement an injury audit to measure the impact of injury prevention programmes.
CARING GAME
5) Increase local representations both on and off the field at every level of the game including players, coaches, match officials, volunteers and administrator. 14) Link to be created between local players and our corporate partners with a view towards internships, work experience and job fairs. 15) Introduce ‘Warriors’ representative team for both 7s & 15s at U20 and Senior Level.
LOCAL GAME
6) Bring the HKRU’s existing and new community initiatives under the banner of the HKRU Community Foundation. 16) Identify public and private funding opportunities to expand existing and develop new initiatives.
A GAME FOR ALL
7) Utilise world class tournaments, events, new ventures and the HKRU brand to raise both revenue and the profile of the game within the community .
17) To maintain Hong Kong’s status as the premier tournament on the World Rugby Sevens Series. 18) To maximise the value of the Hong Kong Sevens’ and HKRU’s commercial opportunities, including maximising the value of both brands. 19) To actively seek other profitable international tournaments, matches, events and other ventures.
PROMINENT GAME
8) Optimise our Customer Relationship Management (CRM), PR, marketing and communications so that all HKRU messages are shared through the appropriate channels to maximise their impact.
20) To build strong working relationships with all segments of Hong Kong media. 21) To develop our expertise in digital media platforms. 22) Register every stakeholder interested in Rugby in Hong Kong. Aim to have an active database of 100,000 participants, segmentable by language and other demographics, by end of 2017.
23) Develop a clear communication plan sharable with internal teams, government, sponsors and corporate partners.
CONNECTED GAME
9) Maintain the HKRU position as exemplar National Sports Association in Hong Kong for corporate governance, compliance and transparency. 24) Provide support to member clubs in implementing a proper governance structure and provide guidelines for performing key club activities. 25) Under review.
EXEMPLARY GAME
10) Seek to maximise the opportunity in the transition from So Kon Po to the new Kai Tak Stadium. 26) Engage with all relevant stakeholders to ensure business continuity from So Kon Po to Kai Tak, capitalising on opportunities along the way.
SUSTAINABLE GAME
11) All Hong Kong National teams (men’s, women’s, senior, junior) to maintain their place within the top two in Asia and continue to push the boundaries on the international stage, with a view towards men’s and women’s RWC, WR Sevens Series, Super Rugby participation and Olympic qualification. 27) Men’s 15s – Qualify for the RWC in 2019 and 2023. 28) Women’s 15s – Qualify for the RWC in 2017. (Complete) 29) Achieve a podium finish at Asian Games 2018 in order to continue HKSI funding. 30/32) Women’s 7s – Finish in the top 2 in the Asian Sevens Series with a view towards qualification for the World Rugby Sevens Series by 2018 and Olympics 2020. 31) Men’s 7s - Qualify for the Olympics by 2020. 33) Maintain our position as Asia U20 Top 2 teams in both 7s and 15s.
SUCCESSFUL GAME
12) Ensure there are competitive domestic 15s leagues and 7s tournaments in Men’s and Women’s Rugby to widen the player base for national team selection. 34) A full domestic league structural review driven by the guiding principles, differentiating the elite and community game, develop effective funding and resource models, enabling Hong Kong elite rugby to be competitive at international level. 35A) Rugby For All - For Rugby 7s to be admitted to the Hong Kong Games from 2017 onwards. 35B) High Performance - To develop a performance based domestic 7s rugby competition for both men and women. 36) To promote and develop the existing women’s and girls leagues to maximise participation at all levels with clear development pathways from community to elite level.
COMPETITIVE GAME
13) Develop and support all areas of rugby performance; players, coaches and match officials. 37) To maximise the training and development of all Match Officials on an annual basis at all levels of the game. 38) To maximise the training and development of all Coaches on an annual basis at all levels of the game.
RESOURCED GAME
13) 持續發展及支持欖球水平於各方面的提升, 包括球員、教練及球賽裁判的質素。 37) 每年均會為球賽裁判提供不同層面的培訓 38) 每年均會為教練提供不同層面的培訓
資源增值的球賽
12) 香港欖球總會會持續確保本地男女子15人及7人聯賽組別具競爭性，可令更 多機會發掘有潛質的球員代表香港。 34) 根據指引，全面重新檢視本地球會的架構，為社區及專業球賽作出分野， 發展有效的資金資助模式，幫助 香港精英欖球 達致具備世界級的競爭力。 35A) 欖球無界限－自2017年起，七人欖球賽成為全港運動會的恆常賽事。 35B) 高水平欖球－發展以高水平欖球為本的本地男、女子七人欖球比賽 36) 推廣及發展現時的女子及女童聯賽，增加女子各級球員的參與度，並釐清 由社區至精英欖球水平的發展途徑。
賽事更具競爭性
11) 所有港隊隊伍（包括男子、女子、成人及青年級別）維持亞洲首兩名位置， 並繼續爭取登上國際舞台的機會：目標是男女子隊伍均能晉身欖球世界盃、 世界七人欖球系列賽，及四年一度的奧運會。 27) 男子十五人-2019及2023年晉身欖球世界盃 28) 女子十五人-2017年晉身欖球世界盃 29) 實現登上2018年亞運會頒獎台，延續香港體育學院的資助 30/32) 女子七人欖球－以首兩位名次完成亞洲七人欖球系列，展望獲得2018 年世界欖球七人系列及2020年的奧運參賽資格。 30) 男子七人-2020年取得奧運資格 33) 維持20歲以下欖球隊於亞洲 七人及十五人賽維持 排名首兩名的地位
爭取優異成績
10) 繼續善用現時掃桿埔大球場的發展空間，同時爭取欖球於新啟德體育館的發 展機會。 26) 與有關持份者作有效的溝通，確保掃桿埔球場至新啟德體育園區 的業務 持續，並善用發展機會。
促進欖球運動的可持續性
9) 香港欖球總會於企業治理，合規及具透明度層面上維持模範地位。 24) 為會員球會實踐管理架構提供支持，並於球會舉行重要活動時給予指引。 25) 項目評估中
運動界典範
8) 透過嶄新的客戶關係管理系統、公共關係、市場推廣或其他的溝通渠道，確 保欖總對外的訊息傳達可達至最佳效果。 20) 與本地各類型媒體建立緊密關係 21) 發展對數碼媒體平台的掌握 22) 辨識對欖球運動有興趣的持份者，目標是於2017年前，建立10萬以語言 及地域區分的用戶數據庫 23) 建立一個清晰的傳訊計劃，以供跟內部團隊、政府、贊助商和企業合作 夥伴溝通。
聯繫欖球資訊
7) 利用世界練賽事、活動、其他嶄新機遇及欖總的品牌，增加收入並提升比賽出 社區的知名度。。 17) 保持香港為世界七人欖球系列賽中首屈一指的領導地位 18) 充份發揮香港國際七人欖球 賽 及香港欖球總會的商業機遇，增加兩者的 知名度 及價值。 19) 繼續尋求其他有商機的比賽、活動及機遇。
增加比賽知名度
6) 將香港欖球總會現時及全新的社區項目撥入香港欖球總會社區基金，以便持續 發展。 16) 發掘公共及私營機構資助的機會，以擴展現有及發展新項
欖球無界限
5) 增加港人在欖球項目多方面的參與，包括從球員、教練、球賽、裁判、義工 及行政人員不等。 14) 透過實習計劃、工作體驗及招聘會等，強化本土球員與企業合作夥伴的 聯繫。 15) 於20歲以下及成人級別，推出15人及7人制「香港戰士」代表隊。
推廣欖球作本地運動
4) 提供欖球所需的資源及教育以確保欖球運動持續發展，並保障其安全性。 12) 持續改善醫療管理及指引落實醫護管理指引，以助減少受傷的風險和影 響。 13) 擴大現存預防受傷、復康前或復康計劃的覆蓋致100%港隊球員，減少其 因碰撞及非碰撞性受傷。2016年終之前，將實行審計來衡量預防受傷計 劃的成效。
保障欖球運動安全性
3) 以學校作為推廣欖球的主要平台推動參與欖球運動。 7) 2019年間，參與欖球計劃的小學數量將由117間增至240間 8) 2019年間，參與欖球計劃的保良局小學將由16間增加27間(100%) 9) 中學層面上，基於香港學界體育聯會的認可運動項目由15人欖球轉移為7 人欖球項目，香港欖球總會需確保保持15人比賽的延續。 10) 2017年，所有香港國際學校的小學體育老師畢業生均可接受訓練及為其 提供教學資源，以便他們日後更容易將欖球納入體育課課程。 11) 增加本地設立欖球課程的直升學校，於2017年尾由8間增至16間(總數共 21間)
欖球運動可持續發展
2) 與小型欖球、青少年欖球、學校、球會及香港欖球總會精英發展部門傾力合 作，為六歲以下至二十歲以下欖球球員制訂清晰的發展路線。 5) 創建及執行各類型計劃，以鼓勵及促進球會 (小型及青少年)、學校 (中、 小學) 和香港欖球總會精美培訓部門的溝通連繫及合作。 6A) 青少年 －為學界及青少年欖球作根基及分支的全面評估 6B) 女子－為成年女子及女童欖球作根基及分支的全面評估
改善運動發展
1) 確保可參與欖球運動的機會，積極推廣本地欖球和欖球運動的價值觀。 1) 帶領香港體育發展，創立及實施有效的介入方案及企業社會責任政策倡 議，以達致發展社區及增加欖球運動參與度。 2) 增加欖球學院數量 (由2015年1間至2019年5間) 3) 根據董事會成員通過的設施策略計劃，目標是增加現有香港欖球場地的使 用空間，以及發展全新的球場設施。同時，與持份者及政府合作，尋找適 合的土地及物業，建設欖球設施和舉辦欖球活動。欖球致力延展京士柏球 場的短期租約，以維持該場地的長期使用權。 4) 提高女性參與欖球運動的比率。
擴大欖球運動規模
策略成果
策略目標 欖球水平表現 11) 所有港隊隊伍（包括男子、女子、成人及青年級別）維持亞洲首兩名位置， 並繼續爭取登上國際舞台的機會：目標是男女子隊伍均能晉身欖球世界盃、 世界七人欖球系列賽，及四年一度的奧運會。(見頁30) 12) 香港欖球總會會持續確保本地男女子15人及7人聯賽組別具競爭性，可令更 多機會發掘有潛質的球員代表香港。(見頁31) 13) 持續發展及支持欖球水平於各方面的提升, 包括球員、教練及球賽裁判的質 素。(見頁33)
策略目標
治理及業務營運 7) 利用世界級賽事、活動、欖總的品牌及其他嶄新的機遇，提升欖球的知名度 及商機。(見頁25) 8) 透過嶄新的客戶關係管理系統、公共關係、市場推廣或其他的溝通渠道，確 保欖總對外的訊息傳達可達至最佳效果。 (見頁26) 9) 香港欖球總會於企業治理，合規及具透明度層面上維持模範地位。 (見頁28) 10) 繼續善用現時掃桿埔大球場的發展空間，同時爭取欖球於新啟德體育館的發 展機會。 (見頁29)
策略目標 擴展球賽規模 1) 確保可參與欖球運動的機會，和積極去推廣本地欖球和這項運動的價值觀。 (見頁17) 2) 與小型欖球，青少年欖球、學校、球會及香港欖球總會精英發展部門傾力 合作，為六歲以下至二十歲以下欖球球員制訂清晰的發展路線。(見頁19) 3) 以學校作為推廣欖球的主要平台推動參與欖球運動。(見頁20) 4) 提供欖球所需的資源及教育以確保欖球運動持續發展，並保障其安全性。 (見頁21) 5) 增加港人*在欖球項目多方面的參與，包括從球員，教練，球賽，裁判，義工及 行政人員不等。 (見頁22) 6) 將香港欖球總會現時及全新的社區項目撥入香港欖球總會社區基金，以便持 續發展。(見頁23) *港人：持有香港身份證明文件
三大支柱 十個發展項目
十五個發展項目
四個策略目標
五個策略目標
治理和業務營運
擴大球賽規模 球員福利
欖球水平表現
三個策略目標 十二個發展項目
香港欖球總會 目標聲明 2016-2019
以培育和保留具潛質的球員為目標，積極推廣及培訓少年 欖球計劃，為港隊的未來鋪路。同時亦積極鼓勵本地社區 對欖球運動的參與從而增加本地參與欖球的人數。
策略計劃 展望
2016-2020
欖球水平表現 回顧2011-2015
欖球水平表現：包括教練、裁判、醫護人員及球員所需要的所有元素，從少青至 專業欖球層面（超級聯賽及國際賽事）。 • 2013年，男子和女子的七人制欖球被香港體育學院認定為全職運動，專業地位
獲得肯定。 • 舉辦十五人制全職專業欖球計劃，約25或30個全職或兼職球員、教練和有關工 作人員。 • 建立女子全面球賽管理結構，包括招聘 女子欖球水平發展經理及女子欖球發展 經理。 • 建立職業裁判，重組裁判部門及增設的兩個職位：裁判發展總監及裁判經理（社 區）。 • 與國際欖球理事會合作舉辦超級國家盃，每年均有3支國際團隊到港，另有亞洲 欖球錦標賽。 • 發展及專注欖球運動員的福利 - 包括招聘專職欖球水平生活經理。
香港國際七人欖球賽，一票難求的盛事 「毫無疑問地，香港站是國際七人欖球賽系列中最精彩絕倫的賽 事。香港國際七人欖球賽一直被視為最好的比賽，述是我們用以 與他人一爭長短的賽事。對於我們而言，香港七欖就好像七人欖 球中的溫布頓網球錦標賽。球員喜歡到來比賽，球迷看得興奮， 過去它奠定重要地位，並會繼續於將來保持其吸引力。」 Brett Gosper, CEO, World Rugby, December 2015
治理和業務營運 回顧2011-2015年
治理和業務營運：確保欖球於管理、可持續發展和商業化下運作 • 香港欖球總會全年營業額為港幣2億，2011年為1億2千9百6十萬。
• 提升欖總籌辦及作為世界級欖球賽事的比賽場地的良好聲譽。2008及2010年
舉辦Bledisloe盃、2014年欖總主辦British & Irish Lions 對戰 Barbarians的賽 事、2015年舉辦超級國家盃；與此同時，還舉辦了多場專業球會隊伍參與的賽 事，包括由一線國家隊伍至一系列世界欖球及亞洲欖球比賽。 • 過去五年，於場地及設施投資8千萬，並有價值7千5百萬的發展項目待批進行。 • 充裕的財政儲備，以作出策略決策。 • 為支持欖球運動發展，增加欖總員工數目，由2011年擁有45名全職員工至現時 的103名，並全新增聘全職專業球員至53人。 • 重新審視及實行全面管治總修；相關文件已獲批於2015年6月的股東臨時大會
擴大球賽規模 回顧2011-2015年
擴大球賽規模：推廣欖球至全新觀眾層面，擴大整個香港的覆蓋面；增加小型欖 球至專業球賽中各階段的參與者數量。 • 增加小型欖球總人數由3500到6000，中學則從76間到120間，小學從由62間到
117間。 • 七人制欖球被香港中學體育總會為2012-13賽季的男女子正式比賽項目。 • 2012-13年，推出新界區體育協會七人制欖球賽，將七人制欖球比賽推廣至12區 DSA學校。 • 2013年創立香港欖球總會社區基金。 • 成功推出欖球學院的概念。 • 在2012年獲頒發年度最佳國際欖球世博社區計劃獎，欖總於發展欖球運動所作 的努力獲得認同。
策略計劃 回顧
2011-2015
的選擇範圍，這意味著本土球員可以更易於參與高級男子及女子欖球行列，包括躋身 香港代表隊。 我們面臨的其中一個挑戰，亦是於香港發展欖球運動的最大障礙，就是缺乏培訓機會 和運動設施。過去6年，欖總已投資超過八千萬元，用於開發新的人工球場和設施，以取 代現有的球場。我們另擬用九千萬元，在未來四年投資額外的設備，來解決這限制欖球 發展能力的情況。 香港七人欖球賽事仍然是欖總的主要財政來源。但是我們發展欖球的項目，無論是最 近推行的，又或是新加入計劃的，均需要大量的額外收入。管理欖總的資金將是董事會 和管理層的主要目標。介定新的收入來源，與及重新調動現時的投資項目，也是此策略 計劃的基石。 在過去的四年，我們一直在本地社區擴大我們的發展。我們將繼續專注此方向，配合更 多的資源及在未來能確定的新機遇。這包括我們在學校的工作，通過區議會的社區體 育項目來加強聯繫，以及與小型欖球總會、小型欖球委員會作策略性合作。 香港欖球總會一直致力於球賽的長遠成功和發展。這項計劃將繼續這貫轍此遠見，盡 力建立欖球為「欖球運動無界限」的宗旨。
介紹 2016至2020年的策略計劃將延續欖總在過去四年的發展路線。總括來說，計劃是跟據 多個欖總於2012年訂下發展的成功項目，也同樣建基於欖總的三大支柱：欖球表現、 擴大球賽規模及業務運營。 然而，此策略計劃亦發掘了三大顯著領域：（i）實行一個全職、專業的男子15人制項目， 跟現行的男子和女子七人制並行（二）為男女子運動員建立一個清晰及全面，由小型欖 球、青少年至專業代表隊的發展路線（三）實施全面客戶關係管理(CRM)和交流的平台， 促進欖總與欖球社區的直接溝通，達至涉獵更廣泛社區之效。 一個全職、專業的十五人欖球計劃，能夠令欖球運動的傳統十五人制形式跟七人制看 齊，為2019及2023的欖球世界盃，又為其他世界級賽事的參賽資格舖路。為此，欖總 已跟香港高等教育科技學院(THEi)於九龍塘合辦一所頂級的運動科學、培訓和發展中 心。 此外，我們將投資以確保那些已經或有志成為球員的人士備有合適的支援項目，並在 他們的運動員生涯之中或退役後的生活，提供理想的職業發展選擇。 推動超級聯賽參與球會跟青少年和社區聯會有更密切的聯繫，與及擴大「香港戰士隊」
鑒於近日修定的《公司條例》，我們亦開展了修改欖總的《公司章程》，我們在投選董事 會及其組成的範疇進行重大修改，釐清董事會和管理團隊的角色。這促進了董事會的 監管責任，讓欖總的行政人員來管理和運行日常事務。 欖總已經從名字中刪除「足球」兩字，以澄清欖球和足球的差異，並消弭社會上對此的 混淆。 新策略計劃明確規定欖總在未來四年(2016- 2020年)的前進方向，對應國際欖球計劃 發展週期。最重要的是，在計劃中的每個項目都已附有業務案例，及審查進展時間表。 最後，我想借用一位欖球朋友的一句說話：「團結創造夢想」，董事會和管理團隊均熱切 期待與香港社會的欖球工作人員合作，落實我們的策略計劃及欖球運動未來 四年的成功發展。 此致 主席石彼得
主席致辭 這是本人、董事會和新的管理團隊的榮幸，能夠延續我們之前同事的成果，帶領香港欖 球總會到如今的優秀水平。我們非常欣喜能夠在此介紹2016年至2020年的策略計劃， 展示欖球在香港下一個四年期的發展，讓欖球運動在各層面上進一步融入香港。 在眾多項目中，三個重點領域分別是： • 客戶關係管理(CRM)，公共關係和擴大使用社交媒體。 • 為運動員和教練提供一個由少年、青年至專業的發展路線。這包括改善協調和
整合我們的球會及球賽的基礎。
• 有關球賽和訓練設施的投資，包括於有利球員增值的範疇增設新設施。
此外，最重要的是，在過去的一年裡，我們已與國際欖球理事會續簽為期四年的新合 約，讓我們繼續作為匯豐世界七人欖球系列賽的主辦機構。這確保了我們對未來投資 的信心。 再者，我們最近也推出了改善管理總會活動的行政措施。