A STRATEGY FOR RUGBY BRIDGE CLUB:  2012-17

Introduction

Rugby Bridge Club was founded in 1976 and now has more than 150 members.  Unlike most other bridge clubs, its membership has grown recently, by almost 25% in under three years.  This success owes much to a flourishing teaching session, held on Saturday mornings, which has introduced many new players to the club.

Rugby Bridge Club prides itself on a friendly, welcoming approach and on its ability to offer a variety of different types and standards of bridge on different days of the week.  Bridge is played every day except Sunday and Monday.  In addition to its regular sessions, the Club fields nine teams in the Rugby and District Bridge League and one team in the Coventry Bridge League.  It also holds an annual pairs event and monthly Saturday evening tournaments.

A summary of the strengths, weaknesses, opportunities and threats for the Club is at Annex A.  This provides the basis for the Strategy itself.

The purpose of this Strategy, prepared by the Directors in 2011 and now updated by the Management Committee in 2012, is to set a general direction for the Club over the next five years.  We aim to update the Strategy every one or two years, taking on board comments from the wider membership.  It is intended to provide an overall context for individual decisions about the future of the Club. 

Key Aim 1 – Finding a Single Venue for All Our Activities

The Club has had a long-standing objective of finding a single base from which to operate all its activities.  At present, three different venues are used.  Although this provides greater choice, it leads to a fragmented approach in which some of those who attend individual sessions do not feel part of the wider Club and may not be aware of all the opportunities available.  Some of the premises we use have shortcomings in terms of size or other features. 

A single venue in which the Club is more than just a tenant should go a long way towards engendering a more corporate spirit and a stronger sense of belonging.  It will also remove the need for laptop, bridgemates and boards to be shifted from session to session with all the logistical problems that entails.

Since 2010, the Club has held detailed negotiations with two sports organisations for the use of their premises as a bridge club house.  The first proposal was overwhelmingly backed by the membership; the second did not reach the stage of a vote.  Disappointingly, both proposals fell through for a combination of legal and financial reasons.

The Management Committee has systematically explored other possible venues within Rugby.  Our aim is to find new integrated premises (probably shared with another organisation) and to move into them during the lifetime of this Strategy.  A specification of our requirements for a venue is at Annex B.  In principle we are ready to pay more for a single base, guaranteed over a long period, than we do to rent our existing venues.  The exact level of expenditure will depend on the facilities available in a particular case.

We are currently negotiating with Cawston Parish Council for the long-term use of the function room and associated facilities in the proposed Cawston Community Centre.  The outcome of these negotiations is not yet clear and whether the proposal goes ahead will depend on a vote by members of the Club.

Key Aim 2 – Increasing the Size of Rugby Bridge Club

The Club has achieved healthy growth in recent years.  However we are mindful that some of our members are elderly and that people will leave the Club from time to time for health and other reasons.  Therefore our aim must be to achieve significant additional recruitment over the period of the Strategy.  Our new target is a net increase of at least 4 per annum in the membership of the Club over the period of the Strategy.  This has been greatly exceeded by a striking net growth of 18 in the membership over the past year and we have revised our target upwards accordingly.  However continued growth will only be achieved by active publicity and marketing of the Club’s activities and by continuing to develop the Saturday training facility (see below).

A further aim is to ensure that each of our individual sessions attracts sufficient players to make it viable in the long-term.  Average attendances over the last 3 months are shown below, with 2011 figures in brackets for purposes of comparison -

Tuesday Evening        38   (39)

Wednesday Evening   18   (18)  

Thursday Evening       31   (31)            

Friday Afternoon         21   (16)

Saturday Morning       24   (24)

TOTAL                      132  (128)

Attendances on Wednesday evenings had dipped below last year’s average.  During the last few months, we have introduced a rota of more experienced players to attend and help, a host system and analyses of some hands.  We are emphasising that the Wednesday session is a stepping stone to other sessions for improving players who have been through Saturday morning training.  These steps have restored the numbers attending to their former levels.  Meanwhile Friday afternoons continue to prosper, with attendances significantly up on last year’s.  

It is our intention to review the bridge playing needs of all our members and consider whether further sessions are needed to satisfy them.  Each session has its own character and we want to provide as much choice as we can commensurate with a growing membership.

There has already been one valuable innovation: the introduction of a summer rubber bridge tournament open to members and non-members of RBC alike, with the proceeds going to charity.  We recognise that rubber bridge has the potential to bring new players into the club and we will consider whether a regular session could be introduced.

Key Aim 3 – Improving Marketing and Publicity

With the exception of publicity for the Saturday teaching session, we have not until recently taken a proactive approach to publicising and marketing the Club and its activities.  There have been reports of our results and other key events in the Rugby Advertiser and Rugby Observer, but no systematic attempt had been made to interest existing bridge players in the Club or to explain the benefits of bridge to non-players.

We have now embarked on a campaign to raise the profile of the Club and the game of bridge in Rugby and the surrounding area.  For example in July 2012 a ‘demonstration match’ was played in the Clock Towers Shopping Centre with a view to recruiting new players and we expect to repeat it in future years.  A photographer has been appointed to take pictures of winners, cheque presentations etc and submit them to the local papers. 

We also intend to:

·        Consolidate, improve and keep up to date our web site (www.bridgewebs.com/rugbylimited/home);

·        Produce and distribute a leaflet setting out the attractions of bridge and publicising the Club’s activities;

·        Arrange interviews with local radio and TV;

·        Place feature articles in the local press;

·        Approach Human Resources (or similar) departments of major employers in the area, providing promotional literature or making a presentation to staff approaching retirement;

·        Work with schools to provide teaching for young people who may develop an interest in the game.

Key Aim 4 – Developing Members’ Active Involvement in the Club

Members differ in the amount of bridge they wish to play and the amount of time they can devote to club activities.  However all members are strongly encouraged to contribute in some way to the running of the Club.  At present we estimate that only about half our members do so.  Ways of contributing include:

·        Tournament directing;

·        Acting as a steward for a particular session;

·        Acting as a host for a particular session;

·        Operating ‘bridgemates’ (the automatic scoring system used in most sessions);

·        Dealing duplimate boards ;

·        Becoming a member of the Management Committee and /or associated sub-committees and working parties;

·        Organising and providing catering for competitions.

The Committee will invite members they consider could make particular contributions to do so.

The Club has for some years arranged an annual dinner for members and their partners at reduced rates, and has more recently introduced social events (including ‘fun bridge’) twice a year.  The monthly Saturday evening ‘Troughers’ competitions also help to break down barriers.  All these activities make a big contribution to the cohesion and friendliness of the Club, and will continue.

The Management Committee issue a club newsletter every two months.  The aim is to develop this into a lively, readable and informative publication which puts every member in the picture and helps him or her to feel part of what is going on. 

Our highly successful Saturday morning training activities, which have brought many new people to the Club, will continue.  If demand warrants it, we will introduce two beginners’ classes per year.  This would require additional trainers.  We have recently met to review our training programme.  A more systematic approach is to be adopted, involving four modules ranging from beginners to advanced seminar sessions.  Session programmes will be made available to students in advance.

The Club has recently reviewed and updated its well established disciplinary procedure, but this is intended to be used only as a last resort.  Our aim is to ensure that bridge is played in a friendly atmosphere, that all members, irrespective of level of ability, respect each other and that there is no attempt to intimidate another player.  In this context, the role of the Tournament Director is to restore equity where something has gone wrong, not to take sides or to punish.

Key Aim 5 – Developing a More Outward Looking Club

We are keen to strengthen our links with other bridge clubs in the Midlands.  This includes welcoming members of other clubs to our annual pairs tournament and other sessions and arranging occasional friendly matches against other clubs.  Currently we play matches against Coventry, Daventry and Lutterworth Bridge Clubs. 

A sub-committee has been set up to establish and foster links with other clubs, which we hope will be to our mutual benefit.

In November 2012 the Club’s membership voted by a substantial majority to affiliate to the English Bridge Union.  This vote reversed similar votes in April 2010 and April 2011.  Now that affiliation has taken place, members are encouraged to participate in EBU competitions to widen their bridge playing experience and establish links with other players and clubs.

Key Aim 6 – Developing and Maintaining an Effective Constitution and Financial Arrangements

Members of the Club voted by a very large majority in November 2012 to close the limited company that has existed for two years and revert to being a club.  The Company Secretary is in the process of closing the limited company.

The Club is in a strong financial position, having built up a large Development Fund (currently £110,000) over the years.  The Management Committee will keep the financial position under regular review, and in particular will consider whether a Development Fund separate from the Club’s general finances remains the best way to proceed.  We interpret ‘development’ in a wide sense to include training and the range of activities open to club members, not just the issue of premises addressed in Key Aim 1.

Bridge is a relatively inexpensive game and we aim to keep it that way.  However we also want to improve the facilities and opportunities we offer our members.  It is necessary to increase table money to cover the EBU Pay to Play levy and we will keep the position under review.  Other than that, our intention is that table money and the annual membership fee should rise broadly in line with inflation.  We will also consider the balance between table money and the annual membership fee, higher charges for non-members, and whether there would be benefit in having ‘introductory offers’ for new members. 

Conclusions

Many of the Strategy’s contents are designed to reinforce one another and work together to develop Rugby Bridge Club still further and bring the game of bridge to a wider audience.

The Management Committee will keep the Strategy under review, update it when necessary and consider to what extent its objectives are being met.

December 2012

ANNEX A: STRENGTHS, WEAKNESSES, OPPORTUNITIES AND THREATS FOR RUGBY BRIDGE CLUB                

ANNEX B: SPECIFICATION FOR NEW PREMISES

The suggested requirements are split into those of high, medium and low importance.

High

1.   Location  - situated within Rugby Borough.

2.   A building in sound structural condition and with a good ambiance, well heated and ventilated and not requiring significant repair or modernisation.

3.   Disabled access to playing area, refreshments and toilets – as the club has many older members, a higher standard than the statutory minimum may be required;

4.   Size of Room – space for 15 tables – ie minimum size 100 square metres.  Exclusive use of playing room and freedom from noise and disturbance;

5.   Sufficient car parking for 40 cars;

6.   Assuming premises are shared, use of furniture, heating, lighting, wallboards etc;

7.   Regular, exclusive use for five sessions per week – currently Tuesday evening, Wednesday evening, Thursday evening, Friday afternoon and Saturday morning or evening.

Medium

8.   Not more than 10 minutes’ drive from the centre of Rugby;

9.   A smaller separate room incorporating secure, dry storage space – for boards, bidding boxes etc – and space for 4 tables to be used for matches – minimum size 30 square metres.

     !0. Kitchen / catering facilities, including tea / coffee making facilities;

    11.  A reasonable degree of car parking security;

     12.  Public transport access;

     13.  Ability to leave tables and chairs permanently in place between

           sessions;

     14.  Use for matches and special events on other days if available.

Low

15.  Bar, with a preference for sharing a facility run by others;

16.  Car parking for an additional 8 cars;