Scottish Rugby reports a £10.5m deficit in Annual Report

The highest paid Director of the Group [believed to be Chief Executive Mark Dodson] received aggregate emoluments of £676k

Murrayfield Stadium - the home of Scottish Rugby. Image: © Craig Watson - www.craigwatson.co.uk
Murrayfield Stadium - the home of Scottish Rugby. Image: © Craig Watson - www.craigwatson.co.uk

SCOTTISH RUGBY has reported its highest ever revenues for the year up to 31st May 2023 of £68.3m, up from £57.9m in (Covid-impacted) 2022, with the previous all-time high being £61.1m in 2019. However, costs in the last year were a concerning £75.4m, up from £61.1m last year and £60.5m in 2019. That means the Annual Report issued earlier today reveals a loss for the business of £10.5m (once ‘Exceptional Items’ of -£2.2m, ‘Depreciation and Amortisation’ of -£1m and ‘Net Interest’ of +£0.2m is taken into account).

The big driver in the revenue growth was ticket sales, which jumped from £16.4m to £23.7m, largely thanks to three sell-out home matches in the Six Nations and four home Autumn Tests against high profile opposition. Similarly, the busy events calendar in May which saw Beyonce, Harry Styles and Bruce Springsteen play four nights over two weeks at Murrayfield helped ‘Hospitality and Other Income’ rise from £3.2m to £7.7m. Broadcast Revenues, Commercial Income, Professional Rugby and Development Income & Grants were all down on last year.

Meanwhile, £7.3m of expenditure was utilisation of strategic funds previously received from private equity deals consisting of £2.5m invested into Womens and Girls Rugby, £2.5m into the professional teams and £2.3m used to compensate the professional teams for the loss of revenue from URC through the Covid pandemic.

Overall employment costs have risen £6.3m from £32.9m to £39.2m.


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The highest paid Director of the Group [believed to be Chief Executive Mark Dodson] received aggregate emoluments of £676k, up from £570k last year.

“There was no change in the highest paid director’s underlying remuneration entitlement during the year,” explained the Annual Report. “The difference between the figures quoted for 2021/22 and 2022/23 is due to an accrual for accounting reasons to provide towards a contractual payment which is due when the director’s service contract ends. Payment of an equivalent amount which was due to that director from the Long Term Incentive Plan that was in place in 2018/19 and which was terminated during the Covid-19 pandemic, was deferred voluntarily by that director at that time.”

The average number of employees jumped from 445 to 479 in the last year, with a rise from 123 to 144 on the playing side, as well as seven new members of staff in the High Performance Rugby department (90 to 97), three new members of staff in the Rugby Development department (49 to 52) and five new members of staff in the Commercial Operations department.

The number of employees earning £200k+ has risen from 19 (15 coaches/players and four ‘core employees’) in 2022, to 28 (25 players and three ‘core employees) in 2023.

Despite the increase in head count, Scottish Rugby spent £659k on ‘redundancy and restructuring’, while a further £364k in exceptional spend relates to “one-off costs incurred by Scottish Rugby Limited to set up the legal, tax and accounting processes and procedures required to establish the new governance structures for the Scottish Rugby Union”.

“This spend also takes into account the fact-finding exercise established in August 2022 which reviewed the medical care provision provided to 19-cap Scotland international Siobhan Cattigan, who tragically passed in November 2021,” said the report. “The exercise saw 48 people contribute to provide their experiences on this matter, which were then collated and presented to the SRL and SRU boards in summer 2023.”

“The Scottish Rugby Union’s own accounts show a one-off cost of £450k which was incurred to establish its new governance board, recruitment for the Board’s membership and respective operating functions. On-going costs to support the functions of the SRU are estimated at £175k per year.”

The report also states that: “Investment in Scotland’s community game was consistent and grew circa £876K in terms of support provided by Scottish Rugby’s Rugby Development Department and through cash available to clubs directly via Club Support Funds ring-fenced for sustainability and participation projects.” This appears to be a very different view on ‘strategic support’ compared to the here and now approach for funding the pro teams.

“I’d like to thank everyone who has contributed to presenting these accounts which for the first time sees the Scottish Rugby Union in place to provide its oversight and custodian role in support of the Scottish Rugby Limited’s operations,” said Professor Lorne Crerar CBE, Chair of Scottish Rugby Union.

“It is clear rugby is not immune from the difficult economic landscape every other business has had to navigate, which therefore makes the record revenue figure achieved in our last financial year something to be applauded and acknowledged.

“We are fortunate to have the ability to invest our private equity income to underpin key strategic areas and while our deficit cannot be ignored I have confidence in the Scottish Rugby Limited Board to be assessing our financial position and acting accordingly.”

Scottish Rugby CEO, Mark Dodson, said: “Scottish Rugby Limited’s record revenues for the last financial year reflect the hard work delivered by our people both on and off the pitch. On the pitch our national Scotland men’s team delivered its highest placing in the Six Nations which was achieved in front of sell-out crowds at Scottish Gas Murrayfield, demonstrating the importance of the team performing to our financial well-being.

“Off the pitch, the executive and all our people have worked tirelessly to secure commercial investment, manage cost and steer the organisation through a difficult economic market.

“The ability to draw on our private equity income to invest in key strategic areas is also to be welcomed and a testament to the vision and ambition which drove it being secured with our partners in the United Rugby Championship and Six Nations over recent years.”

Scottish Rugby’s Chief Financial Officer, Hilary Spence, said: “The performance of the core business, in the form of Scottish Rugby Limited’s finances, against the backdrop of a hyper-inflationary environment is pleasing.

“Record revenues are enabling us to face the cost and structural challenges we meet, combined with the income received over the last three years from private equity which allows us to make some necessary strategic investments. However, given the tough economic landscape we are operating in, the business will need to keep evolving and adapt if it is to be able to continue to invest in our key assets of community rugby, our professional male and female players and our stadium.”

  • To view the Annual Report, click HERE.

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About David Barnes 4011 Articles
David has worked as a freelance rugby journalist since 2004 covering every level of the game in Scotland for publications including The Herald/Sunday Herald, The Sunday Times, The Telegraph, The Scotsman/Scotland on Sunday/Evening News, The Daily Record, The Daily Mail/Mail on Sunday and The Sun.

47 Comments

  1. How is Dodson able to keep plundering Scottish Rugby for an obscene amount of money every year? The man is anonymous, has completely failed youth rugby (the future) and the senior team is merely papering over the cracks with more and more hired guns being brought in to bolster a weak “home grown” set up. Am I alone in thinking that one man is taking Scottish Rugby for an absolute ride? Who is he accountable to and why is he still in place? Scottish rugby appears to be being diminished by the greed of one man.

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    • Greg not anonymous as seen him take his posh seat or should that be his throne at Scotland and Edinburgh games. He does a good impersonation of a Roman Emperor at the Colosseum with the same self satisfied smug look and a designer jacket instead of a togo. Ceasar got too big for his boots and the rest is history and just wish someone would grow a pair and put an end to his reign as that is exactly how it has been.

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  2. Having spent a number of years working in a civil service dept, the parallels are striking.

    Cascading layers of legacy nepotism and cronyism in both administrative and playing sides of the business.

    Lack of accountability to private funding sources means there’s no justifiable cost/benefit analysis of the rising head count.

    Like public sector ‘blobs’ the SRU has become consumed with multiplying and consolidating its network of salaried positions and jobs for life. All while output shows no tangible improvement.

    And like the civil service, they know full well nothing will be done because it becomes accepted as one of those facts of life that’s for somebody else to challenge.

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  3. Here’s a little quiz to help contextualise some of the puff pieces posted in support of the CEO

    There are three rugby bodies in the UK – RFU, SRU, WRU.

    Identify turnover to body – £69m, £94m, £189m

    Highest paid director – assumed to be CEO of body – £359k, £676k, £700k

    Now the world of pay comparators is a fraught one but usually follows on from revenue, size and complexity of organisation.

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      • Irish are massively outperforming us with a chief exec on a fraction of the salary ours is…..how’s that comparison look?? Leinster were able to call on club players last week while Glasgow n Edinburgh keep turning to expensive imports. Course Leinster have no idea how to win trophies and develop youth players….oh wait…..still I’m sure it’s just down to the govt gifting them £20 million for grass roots that gives them an unfair adv….nope wait that was us….hmmm. Without the CVC cash and the Scotgov money where would the Dodson ‘financial expertise’ have left us???. Others trying the mental gymnastics of privately funded clubs overspending as a sign that Scottish rugby isn’t deep in crisis are deluded. Good job those who came before Dodson did the BT deal or we would have nothing to show for his years of greed and incompetence.

      • Iain, If your talking financial performance then its Scotland – £10m loss, Wales (just recently released – see Rons comment on the thread) – £3m loss. We await the RFU’s 22-23 financial statement and there may be some poor numbers – see FF’s thread.

        Wales and England however have much bigger incomes and so the loss for Scotland as % of revenue is higher.

        Whilst we can debate who’s performing best on the rugby field this I’m afraid its a business and you cant run up big losses and not do anything about it – as I said previously some cutbacks in our expenditure will be required to balance the books and its not obvious where that will happen.

      • That’s a great question Iain. What metrics would you like to use?

        WC performance? Think WRU and RFU get the nod there.

        6N – a tick there I would say. Though rather chastening gages with France and Ireland.

        U20s? A little light there as Wales were last. 5th out of 6 for Scotland isn’t great though is it? And looking back a few years we’ve made 6th spot our very own.

        Women? Great improvements there so tick in the box there.

        Club rugby? You know the folks who own Scottish Rugby. Rather wobbly I would say.

        Super 6? Maybe have a chat with your super leaders on how much it’s costing Heriots. And for what?

        The best one – finance. As Mr McCawber said about happiness and misery. He was upset about sixpence. Quite a few of those in the £10.5M loss for 2023.

        I’m thinking a D grade. What would you say?

      • Iain – As a proud Scot I’m a big fan of the various Scottish Rugby teams. I have been to watch the mens team home and away many times during the five/six nations and various world cups. Three of these world cups we failed to get out the group stages but i still went back for more. Went to a couple of games in France this year where our performances in the key games were very poor. Have been to see the women’s team a few times as well as the U20s. Used to be a season ticket holder at Glasgow and followed them abroad a couple of times as well. So I’m not a keyboard warrior. When I think what I spent to travel to the France and the performance Scotland put in it disappoints me (and the wife even more although I didn’t tell her truthfully what I spent 😉). Makes me even more disillusioned as a fan when I see what the fat cats at the SRU are earning and the gravy train the SRU has become. My old club team can’t even get two teams out now as is the case across many clubs round Scotland. Player numbers have fallen significantly at club level, U20s are not doing well (being kind), Super 6 is a moneypit (and not a crowd puller based on the games I have been to). It is is meant to be a pathway for players to make the jump to the club professional game but the players in Super 6 are more often than not overlooked by Glasgow and Edinburgh in their preference to sign overseas players and finally out best team for a generation’ has underachieved in my opinion despite importing many ‘project players’. I am an ex club player and a fan of the Scotland team as I would imagine most commentators on this site are but the hierarchy at the SRU and its apparent lack of governance structure is making me fed up. As I see it. It has become an organisation that reeks of jobs for the boys where failure is rewarded. As Franck says akin to the civil service with absolutely no accountability and reeking of cronyism and nepotism.

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      • Iain – difficult to compare apples & oranges, because each Union has a different organisational model, and a widely-varying set of financial arrangements….

        Only the SRU possesses the constant burden of 2 wholly-owned & controlled ProTeams without external investment backing, further pressured by the financial drain of a so-called Super rugby operation. Total net costs of all that (after accounting for attributable revenues) is c£18 million in YE23.

        Neither France nor England own their ProTeams, while Wales have more teams on a hybrid ownership basis, and Ireland’s provinces are financially-supported but pretty autonomous.

        So – how are they doing…? One might argue that in the recent RWC, all of these above-mentioned Unions’ teams performed better than Scotland, and their age-grade sides are mostly quantifiably superior to Scotland’s. What do you reckon, Iain?

  4. A smoke and mirrors annual report designed to mask some concerning financial realities facing the Union. Far too many snouts in the SRU trough for my liking, and a worrying lack of accountability. Never mind, we are told everything is rosy. Pity the clubs struggling to survive while the governing body votes themselves bonuses.

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  5. As a former economic & business development senior practitioner in the public sector there were applicants for grant funding we dubbed grant junkies – their businesses were reliant on constant handouts & we had to advise them that their business model was severely compromised & would not receive further aid until the core day to day management of their business had to be improved.
    Examination of their underlying problems showed that unless they trimmed their costs to match their income they could not expect their grant subsidies to fund their lifestyle expectations.
    We were often bad named, but they had to understand the basic realities.

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  6. Gross overreactions as per usual from Kermit an co on here.

    Key investments have been made, and we are in a fantastic position compared to pretty much every other union.

    Best Mens team in a generation, which is continuing its upward trajectory.
    Best Womens team ever, 6 wins on the bounce.
    Semi-pro rugby. giving amazing opportunities to a wider playing group.
    Sold out Scottish Gas Murrayfield every game.
    Record revenues.
    A strong and growing domestic game

    Mark Deserves his bonus. Let the CEO (and SRU) do their jobs. The game will only get stronger under his inspired leadership.

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    • Not sure I’d agree with every comment but compared to England, Wales etc Scottish Rugby is in a far stronger position and Dodson has been largely responsible for that

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      • im not sure on what basis you think Scottish rugby is in a better financial position than England or Wales. They are both differently structured and don’t own the Pro Teams except for Dragons in Wales although the Welsh do provide money to all the Pro teams. The English clubs are obviously privately owned.

        In terms of actual Wales/English RFU’s, equivalent to Scottish Rugby they both have their financial challenges but Wales had a revenue of £94m and profit of £3m in the last reported full year. England has revenues of £189 and profit of £15m. So they are both bigger than the SRU in terms of revenue. I am not qualified to say who is in overall better financial position as there is more than just profit to consider but at least Wales have addressed their position by providing a multi-year forecast of funding to the clubs for future years. I have seen nothing from the SRU that provides future projections on Revenues/Expenditure to demonstrate plans to balance the books in future years (or otherwise). Any decent business would have say a 5 year plan setting this out.

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      • Mr Doddon gets a lot of undeserved flak, doing what is a thankless task. Scottish rugby is in a better place than it was when he took over as CEO.

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      • Ross Kinnear – 6 months ago…
        “The Rugby Paper can reveal exclusively that the report, compiled by RFU chief financial officer, Sue Day, has forecast a massive loss of over £40m in the 2023-24 financial year.”

        Former chief executive and CFO Steve Brown, was forced to resign in 2018 after presiding over a £30m loss.

        Since then the RFU has never really recovered. One of its most successful championship clubs Jersey Reds went into liquidation last season because the RFU had made the semi-pro tier unsustainable after cutting RFU grants by 50% in 2020 and allowing the ring fencing of the premiership making private investment very unlikely.

        The RFU is in dire financial straits despite being one of the largest unions in the world.

        This should be a cautionary tale for the SRU though, one of the factors squeezing the wit finances now is the CVC agreement.

        I think the SRU has managed the business fairly well through a challenging period but the grass roots and youth rugby desperately need investment, and the SRU needs to be put on a sustainable footing.

        But we certainly are not in the same mess as the RFU or WRU yet.

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      • Fyi – WRU loss YE 30 June 2023 = £4.3 million, on t/o of £101.3 million.

        One salient feature in the SRU returns for YE23 (May 31) is that the undertaking is worth almost £11 million less than it was a year earlier.

    • Yes women doing okay until the 6 Nations when they meet decent opposition. Men’s team is good though uncompetitive against Ireland, and def not the best ever. Semi pro is a joke, nobody is interested in the Stupid 6.

      Are you Dodson’s best mate, the only one bigging him up?

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  7. Lots of comments, many of them justified and accurate on the myriad of issues emerging / re-emerging pre-AGM.

    Most people are raising eyebrows at the CEO’s stratospheric remuneration – at a level that doesn’t bear objective comparison with the pay of his counterparts in much larger (and successful) National Unions. Few people are commenting upon the CEO’s contractually-based golden handshake pot, building towards the day he eventually leaves with even more filthy lucre stuffed into every orifice… All grist to a chubby Mancunian’s mill!

    Age-grade performances and so-called “Super Rugby” are demanding of further scrutiny, and cost-benefit analysis – as is the remorselessly rising headcount across the organisation, totally out of step with comparable operations in other countries.

    Increased net Proteam costs, in excess of £15 million (after accounting for attributable income of a paltry £10.5 million) could come under the microscope. We might note that the strategic decision was taken to “invest” the URC / CVC windfall proceeds straight into the SRU’s two ProTeams. For what ultimate purpose or tangible benefit to Scottish rugby’s principal stakeholders….? More NSQ imports, or what?

    More “governance” under a fantastically convoluted & unrealistic new people-heavy bureaucratic corporate system doesn’t appear have had any positive impact, despite the claims and spin from its architect and proponents. More like even more “jobs for the boys & the girls”….. Clearly, none of “them” at EH12 have a proper grip of the situation, right across the canvas. For anyone who cares (there may be a few), the worry is that “they” may not have the capacity or knowledge to do so. There may be one or two bad guys doing their self-serving stuff up there, but it may be that even the good guys are pretty useless and aren’t measuring up.

    Old Glory DC, the strangest-ever “investment” (plus ancillary costs) of around £1 million, gives no share in either profits or net assets. Again confirmed as written down to zero (i.e. written off) – good money blown away.

    The Cattigan tragedy, just glossed-over, the can kicked further down the road on the back of oily, weasel words from a Custodian chairman who from an apparent inability to grasp any nettles or act to control the excesses of the SRUL Board appears increasingly out of his depth in a role written for him, by …’er… himself!

    The grinning former Professor of Banking Law’s SRU Chairman’s Report even contained an introductory personal CV!!! WTF was he angling for, trying to tell us, and why?

    There are several key metrics and indicators, demonstrating that the SRU is now picking up the tab for its rather sleazy tactical accounting treatment in earlier years of windfall revenues and other exceptional items of income that were in no way “operating” revenues relevant to those earlier years. Hence the £10.5 million loss.

    At the end of the day, we can delve into the details of % increases and decreases all day long, but those horses have bolted and the usual suspects are still larging it on the same old gravy train, the one that contains the dripping roast and the trough of plenty!

    Amidst all the mismanagement and noise in the system, the one fact that sticks out is that the SRU Group was worth £10.75 million less on 31 May 2023 than it was a year previously.

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  8. Get rid of white Elephant Super 6 .that would save hundreds of thousands.
    Get rid of many jobs for the boys failed SRU employees on mega bucks .that would save millions .
    That’s the first 2 things that came to mind …..
    There’s many more things that could be done .
    But the buck stops with CEO Dodson …
    Think of the money he’s creamed off over his tenure .
    He should do the honorable thing if he’s any scruples .
    A complete overhaul of how SRU is run should be called for for the good of Scottish rugby .
    Any other thoughts .

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    • One does wonder WTF the much-heralded bunch of oversight wallahs otherwise known as the Custodians have been doing with their time?

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  9. I think Scottish Rugby can be criticised on so many levels without the need to bring politics into it. And do you seriously think Baroness Davidson is “running the place”?

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    • Maybe she’s just running around the place, Joe? Funnily enough, the word “amok” springs to mind….

      • I doubt she goes anywhere near the place to be honest but anyone who seriously thinks she is “running the place” must be seriously delusional.

  10. I look forward to hearing about the financial strategy. At the moment it seems to be spend more than you earn. This year by £7.5M. Revenue bolstered by 44% increase in tickets and 140% increase in hospitality.

    Headcount up 12% over 2022. Salary costs up 16% following a 10% rise in 2022.

    What’s remarkable is deploying a voluntary redundancy programme costing £659K and managing to bust the headcount to 505 and a salary bill of £39.2M.

    As a comparator, RFU had 497 employees and salary of £38.3M on turnover of £189M in 2022.

    The growth in salary bands is really concerning. 47% increase in employees paid £200k or more. That follows a 200% increase in the band in 2022.

    The dashboard is flashing at best amber – some would say red but little evidence of control at EH12.

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    • The only financial strategy I can spot and certainly the only one which has had any success is to pay Dodson and his mates as much money as possible for the least possible results.

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  11. Its all one big balance sheet exercise….enabled by the union who couldn’t see through the nonsense to see what the real agenda was.

    Our Rugby landscape is being bled dry by interlopers who have no interest in creating a sustainable pathway of talent nor a community rugby scene that can sustain itself.

    I think the penny is finally dropping for many about just how bad a state our game is in….and all the bluster and PR won’t cover that up.

    Best national team in a generation…so what.

    Its not a tough benchmark to beat when we haven’t been competitive for over 20 years and our youth sides are being trounced regularly. We are buying players into our test sides…it should be players with a grounded connection to the club scene that youngsters can look up to and aspire to be having watched them play and come up through their own clubs. People they have a real, local connection with.

    How many players can we say, in our national side, that fit that criteria?

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  12. £676K for the head of a rugby union composing of 153 rugby clubs many of whom are struggling to survive. I think that this is more than the CEO of the RFU with 1900 clubs and over a million male players, and definitely more probably at least double the CEOs of Wales with 300 and the superbly run and succesful Ireland with 209.

    He has had his nose in the SRU trough for over 9 years and even received a million one year with bonus based on his own targets. Bloody criminal especially when are national and professional teams win nothing and rely on expensive imports to compete.

    We are a Tier 2 rugby nation in all but name and of course the scandalous pay levels of the Murrayfield cabal. There are now 25 players and coaches earning £200k+ no doubt including all the foreign mercenaries and we still cannot get out the pool stages at a world cup.

    The reality and roots of Scottish rugby is all the voluntary coaches and those mums and dads turning out in all weather with their children playing mini rugby in old and dilapadated facilities. Followed by years of driving all over the country at their own expense chasing supporting the dream of playing for Scotland if their son or daughter has shown a talent for the game only to see players parachuted in from all over the globe.

    The SRU has abused their power in running the game in Scotland for their own egos and benefit. I would rather we went backwards and started again like Ireland did as we have no family jewels left to sell off to keep it all afloat. Our stake in 6N sold, our stake in Celtic League/URC sold, rights to Murrayfield sold etc. We are now signing up to a new Global tournament that will impact on the best rugby tournament in the world the 6 Nations.

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  13. Dodson .
    He’ll have to sack himself won’t he
    .( how many golden handshakes will he put aside for himself)

    Not up to it .
    His vision is not working .
    His vanity projects will be hemorrhaging thousands

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  14. Did anyone else notice the smart presentation, designed to confuse, divert & obfuscate behind a torrent of vacuous positives.

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  15. With the £10.5 million YE 2023 deficit they are now picking up the tab for their short-term ploy of taking credit for exceptional (windfall) income in past years that they had used to massage those earlier trading revenue figures to make it look like they had been operating the business efficiently and profitably.

    Which they certainly weren’t – behind all the smoke, mirrors and utter bullshit, they just got lucky with CVC and duped the Scottish Government over Covid!

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  16. I’m not overly concerned by these figures, there’s a few one off costs in there and the extra money put in to the womens game and the pro teams which will pay dividends in years to come.

    Most other rugby playing nations are in a similar boat with financial losses and we don’t need to look far to see clubs going bust and players threatening to strike. Thankfully there’s nothing like that happened up here. Like just about every other Union, the SRU has its financial challenges and are struggling to grow revenues in a crowded sports market.

    Hopefully over the next few years HQ can be used more regularly for non rugby events and put a few more million on the balance sheet to reduce future losses.

    Nice explanation too regarding Mark Dodson’s remuneration, its all too easy to see the supposed increase and not the detail behind it

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    • If your personal finances were in similar state ie you were spending >10% more than you earned I think you might be worried.

      It is not sustainable to operate like this and the examples of the English clubs going bust is a salutary lesson about what happens if you don’t spend within your means. I saw nothing in the annual report that made specific reference to what is being planned to try and balance the books.

      You also mention Wales – not an example we want to follow. I think they have had to make some drastic cuts to their spend on player numbers and wages with the pro clubs.

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  17. Pay less to all these fat cats there,s to much chief,s getting big bucks get rid of of some of them.And the top take a cut in there wage,s and no bonuses.

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  18. Hmmm, I always had Dodson’s financial management as one of his few – but important – attributes but this rather suggests it might not be down to his deft management after all. And all those additional performance/development posts, where’s the reward from them? Yes, it isn’t a magical switch but neither should our age-grades be performing so badly or participation be so low if all that alleged investment has been ploughed in. Incredibly glad we haven’t – so far – experienced the nightmare scenarios facing the Welsh and English leagues at the moment but with such a limited base of ground roots and professional players, we need to be really clever and careful about how we maintain our current status as a significant playing nation. Squandering money on non-performing rugby “officers” isn’t going to help.

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  19. A worrying state of affairs. So in a year where record revenues of £68m are achieved the SRU still spends c.£10m more than they bring in. This is not good in any business and is not a sustainable position and will need to result in a reduction in spend unless some significant additional revenue can be found. I know the people on this site are concerned about the state of the game and spending money at grass roots level and developing the youth system etc.

    You clearly don’t want to cut spend that directly affects the game and its development so other areas will need to be looked at closely. The Administration (bureaucracy) costs will need to be tackled and I see the number of players/coaches on £200k+ has gone up by 10.. I’ll need to have a closer look at the accounts to see what the actual planned expenditure was but there will be some tough calls to be made.

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  20. And all the drink sold at the Scottish Cup final from Hawick and Marr supporters and would have been a lot more if the kick off was moved forward

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