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News2000-2001 New Laws and Experimental VariationsThe Role of the Coach on Game Day How to Become a Good Captain The Other Coach - A Lesson in Success Building a Rugby Tradition 6 Player Sub Rule - Why I Have A Love-Hate Relationship Preparing the Team Risk Management and Rugby Football - a series of articles by Dick Borkowski
Download these two documents for distribution to everyone on your team. The first document, 2000newlaws.pdf, written by Dick Podmore, is an excellant summary of the 2000-2001 New Laws of the Game with the Experimental Variations. The second, 2000tackle.pdf, is an article written by Don Morrision that contains an in depth review of the "Tackle" under the new laws." The Role of the Coach on Game Day Assuming the rugby coach has done his/her job (physical, psychological, technical and tactical) during the week, the coach’s role on match day is relatively simple. Pre-Match: (1 hour) DON’T: Match: DON’T: Post-Match: (10-15 mintues) DON’T: How to Become a Good Captain The Keys to Success 1. Have character that produces leadership on and off the field. The Other Coach - A Lesson in Success I have been coaching young men off and on for over thirty years. I started coaching football at Georgetown University in the late '60s and then took a brief respite during the '70s to play rugby for the Washington Rugby Club. Over time I have come to believe that team sports are the best management courses a player will ever take. The primary lesson learned from the effort is seeing how one handles commitment. It appears that as time moves on, however, commitment to anything, with the possible exception of non-commitment, is a struggling virtue. In a more 'relative or situational' world, I find myself involved in an effort that still requires an 'absolute or absolute' commitment. There is this old expression that we all have heard a hundred different ways 'You build a team during the season and the players during the off season.' This observation, at least in its pure sense, is not confined to preseason push-ups, etc. but also to a willingness of one to throw his lot into a team effort. To this end, a coach and the team have the challenge to take 30 to 50 individual wills and mold them into one will, if a successful season is to be had. A player can come back in perfect physical condition (which from a coach's standpoint, believe me, is nothing to sneeze at) but still not be 'into' the program. So how do you pull this 'molding' off? Well, I am now the middle of my second start'em up rugby program. The first was the Frederick Rugby Club, started from scratch in 1990; and the second program 'started' was at Mount St. Mary's in 1997. At Frederick, after a year of settling in, we went on to win four championships including the first MARFU Men's Division 2 Championship. There we snapped up and put into use grid training, the Australian drills, the scrap, and about everything else as soon as it came 'on the screen.' This was an older team, many of whom were married, and a bit furtheralong on the responsibility scale. Things were different when I arrived at the Mount in the fall of 1997. They were coming off an 0-6 spring season where they did not even score a try. They had sustained many injuries, including broken arms and legs, and while there were many returning seniors with big hearts, they were in poor shape. As another signal of the status of the program, only two freshman came out for the team. My first impression was forget about winning, this avalanche of injuries has to stop. So practices were basically confined to conditioning and then working on fundamental skills. With these on field priorities and a limited amount of time to practice, only a fraction of each practice got into unit skills, let alone any team skills. So, the question was what will we have to do in this program to pull ourselves together quickly and in a way that would better prepare us for competition? Well, from the get-go, I felt the players would run into a wall for me if I asked, but if we were to break away from the past style of rugby something else would be necessary the club's orientation would have to change. The commitment level had to improve attitude wise. So I asked them to do something harder than running into a wall; get into community service and in a big way. Yes, another commitment. Because of those primitive Darwinian threads that run through all of us, we all have to deal with some level of selfishness. In team sports, with all things being equal, the lower the level selfishness, generally the better the team results. And, yes there were a lot of 'I don't knows,' but the seed was already in place as the team was already committed to a twice a semester campus collection program called 'Pennies for the Poor.' This program was used as a springboard for other involvement, such as mentoring middle schoolers two hours a week. Before the team got involved with this particular mentoring program, the program was a bit shaky, but with the team's involvement and energy, the program is now on a surge and presently there are more applicants than volunteers. As a by-product of mentoring, we started a reading program with elementary schoolers that last about 45 minutes a week where the kids work on their reading skills one on one with listing player. This program has been a phenomenal success. Last fall the team also did a service project for the town where the players (and their coach) painted yellow no parking strips for the town. This project was very well received by the town and earned us an invitation to play a game as a part of the Town's annual Mason-Dixon Fall Festival. Later that fall, we participated in the 10 mile Crop Walk for World hunger on a beautiful day that was a great time. Though we have never done anything strictly for a write-up, we have over the last two years had five articles written about us in three papers (not including the school paper). The favorable 'PR' doesn't hurt us a bit; in fact, it has developed into a feeling of responsibility for something we now had to live up to. These were not easy efforts for us and there was, still is, and always will be, resistance to this type involvement, because it entails a commitment. The tenancies of all 18 to 22 year old boys are basically the same, and yes, even when I was 18 to 22 years old. But the effort is building on itself, not only since we are getting recognition for these efforts, but also because it is showing up on the pitch in the form of a closer knit club. There is a feeling we are now investing into the club and not just 'consuming' it. The fallout is that the players are now operating out there in front of a lot of people which is what they will have to do as graduates in a very short time. The team developed a 220+ rugby alumni newsletter, web site and also an up to the minute email newsletter, 17 freshman came out for the team last fall, but equally or even more remarkably, three seniors also came out who had a tremendous impact. So there is truth in the rumor potential players are out there watching, and if they can see something in a program that makes it standout and transcends more than just running into one another, they will come out. Also, we played an upgraded schedule and won our share; we made into the MARFU playoffs two years running, and; even put together a tour to Ireland. As I said, it just keeps building. Like everything, the true test will come with time, and as we start the third year of rugby program, we will also start out our third year of community involvement at what looks like an even more expanded level of team involvement. These off field efforts that take so little time and potentially can have such a great impact on others (and the team even more so), also seem to arouse the biggest interest from job interviewers, as their number #1 question is 'So what is mentoring?' In the end a little product differentiation never hurts. Building a Rugby Tradition Over the last five years, the Princeton University Women's Rugby team has been a consistent national power having made fourtrips to the Final Four in that time. The team has been filled with excellent athletes who played good rugby, but their on-field skills are just half of the story. The main reason behind the team's success over the last five years is that a 'rugby program' was created. The officers and coaches have worked hard together off the field to create an environment that has allowed the team to play to the height of its ability on the field. Our experience is far from unique — a similar story can be found on the college campuses of many of the other successful teams over the same period of time: the US Air Force Academy, the US Naval Academy, Penn State, Radcliffe, and Stanford to name just a few. What is noteworthy is that it is hard to find a team that has been successful without creating a program. To create a true long-term rugby program, it goes without saying that the first priority is to get the students to put rugby as the first priority of the club. That may seem an obvious statement: rugby clubs are supposed to play rugby! The reality is often very different, however, with many clubs more devoted to their social activities than their athletic endeavors. A call to put aside the heavy drinking (too often) associated with rugby clubs on college campuses across the country may seem sacrilegious to many. Memories of post-game parties around the keg, of the camaraderie felt, of the songs belted out with gusto, and the feeling of being part of a rugby community, give heavy drinking and coercive drinking a sense of respectability that it is probably ill-deserved. Outside of the rugby community, the sport is too often associated with beer, rather than with athletics. So, if a club wants to attract serious athletes, raise money, receive the support of the administration, or go touring, it needs to shake this image. Nobody wants to invest time or money unless it is going to be well-spent. Alumni and administrators will support rugby players but they are scared of irresponsible party animals who will waste money and potentially create large law-suits! It is amazing how quickly the same people who gave a rugby team a wide berth when it had a poor reputation will flock to the same group once it is clear that they are committed to their athletics. Finally, putting rugby first makes sense from a safety point of view. The one thing I hate about rugby is the injuries; I understand that they are a part of the game, but everyone involved in the game should be doing their best to minimize the number and seriousness of them. In the past ten years, like all athletes, rugby players have become stronger, faster, and better. The rugby pitch is a much more dangerous place than it was a decade ago. It is safe for a well-prepared player, but for those that have not taken their preparation properly it is a potentially devastating place. 10 or 15 years ago, there were many, many collegiate teams with the same attitude towards the rugby field and so it was possible for players to stay out of trouble by playing games against teams with similarly low standards. As things change and we continue to march inexorably towards a higher and higher standard of play, the teams that do not get on board are going to find themselves further and further behind the rest of their league. Believe me, it is not a pretty sight when a serious, committed team comes across a social team. It is simply dangerous and we as coaches and administrators must do our best to stop the situation by raising the standard of play across the board. I have been around rugby players long enough to be realistic enough to know that you can not force these kind of changes on anybody that does not want them. Thus, the pace of change will be different for every club; some are ready for it today, while for others the process may take five years. However, it is a process that must be begun before any of the other reforms can truly work. Coaches and administrators need to convince the players that it is much more fun to be competitive than to get spanked every week. I should point out that I am not completely against having a good time!! Any changes should be implemented carefully so that they do not completely destroy the off-field events (which are important elements in team bonding and recruitment). It's just the balance that needs to be altered: rugby first, social activities second! When the players are committed to their sport it is critical to continue to give them responsibility. One of the strengths of the rugby tradition in this country is the independence of the teams and the role of the players in running the activities of the club. It is important that the players feel invested in the club and its future and so a competent group of officers should be identified and given certain set responsibilities. It is my experience that, within reason, the more officers the better. Too often the tasks fall on the one or two keenest individuals, who quickly become burned out or are irreplaceable after they leave. If the jobs are spread out among all of the officers no one feels overwhelmed and thus a tradition established that can last for years rather than just the college life of one person. To create a rugby tradition one needs to plan for long term success. Too many teams become good for one year and then fade away when that class graduates. The true programs, such as for women's rugby: Penn State, Dartmouth, Radcliffe and Princeton have been successful over a long period of time because of the large size of their squads which are a direct result of their success at recruiting. A college team has to turn over its whole membership every four years and so there is an insatiable desire for new players. One can never relax as graduation (or leaving) is inevitable and those players have to be replaced. Of course, it's easy simply to say 'recruit,' but how do you do it? Turns out, contrary to conventional opinion, it's easier to recruit for a serious team than it is for a team that is more devoted to social activities. Fraternities and sororities are much better social organizations and so rugby has to be able to offer something different to attract large number of players. So, it all goes back to the very first point that I made; kind of a 'Field of Dreams' theme: Get serious and they will come! Our most successful recruiting event at both Princeton and Swarthmore, where I coached before, was the opening student activities fair. I am sure that such an event exists at every school, although under a multitude of different names. Essentially all the clubs and activities, such as debating or the radio station, gather together, set up tables and give out information. Rugby teams often miss this opportunity because these events are not normally associated with the athletic department. However, since rugby is not a varsity sport at 99% of schools, rugby teams should associate themselves with the other clubs on campus and get out to this event. It's perfect: lots of first year students wandering around looking for things to do! It's a great time to make a pitch and gives the team a very high profile. A rugby club should not exist in a vacuum: it is critical that the coach and the officers establish a solid working relationship with the University Administration. The normal rugby 'us against them' mentality does not do any good for either party. Most administrators are only too willing to work with a rugby team; it is normally part of their job description to support recognized clubs. It is a matter of convincing the team that they can gain more by working with the University rather than against them and then demonstrating it. The normal trade-off for help for the team for the University is that the team stays out of trouble. Well, if you have already made a commitment to putting rugby first, then the worst social events will be curtailed. However, the team will still want to have some off-field activities, so it is a matter of convincing them to do them carefully and with some forethought. Not always an easy task but if the team see that they will get something back then the case is made much easier. At Princeton, the most tangible benefit was money, which can make a fairly persuasive argument. When it was clear that the team was taking its rugby seriously, the school practically doubled the support it gave us: from $1000 to $1800, which made a big difference. Some teams have difficulty getting use of fields or other facilities and a conciliatory attitude can help solve these problems. If the team is seen as a positive force on campus rather than a destructive one, it's remarkable how quickly, a field will be found or even access to the training room granted. This is an area that an adult coach or administrator can make the most difference. I meet with the head of club sports at Princeton on a very regular basis and have built up a solid working relationship with him. He knew from the beginning that I was a person he could deal with, who would take a more long-term view of the program than the undergraduates and was also much more responsible. I found myself as the intermediary between the students and the administration on a regular basis, which can be a little awkward at times, but is normally a very useful role. We could never have competed on a national level without the help and support of this administrator. In return, he has a rugby program that the University can be proud of rather be embarrassed by. Unfortunately, without money none of the wonderful plans for equipment, touring, traveling etc. can be achieved. Rugby clubs are rarely organized enough to make proper use of their alumni and parents who can provide significant financial support. However, it is not enough to reach out and beg for money, a relationship needs to be established between the club and their alumni, in order to achieve the maximum support. We do have an annual phonathon at Princeton, during which we called all of our alumnae to request financial support, but we also send them four newsletters a year, which do not include any requests for money. A number of clubs already do a very good job in this area, such as Berkeley, Dartmouth, and Harvard, but the majority of teams simply ignore it. After one alumna stated that she barely read any letters sent by the rugby team because she knew what it would say ('give us money') and so she dreaded hearing from the club. Our quarterly newsletter means that alumni hear from the team on a regular basis and always know what was going on. When the phone call arrives at the end of the fall asking for their support, they knew why they were being asked and they feel part of the club again, resulting in much higher participation and larger gifts. If the club is relatively new then there may not be much support from a rather small group of alumni. So, other routes need to be found to raise the necessary funds: I know some teams have been able to find sponsorship and this is certainly a route worth pursuing, but I have to admit that we have found it rather frustrating and unsuccessful. So, you need to find other avenues of fundraising, which is why we have an officer in charge of it. We take part in the EPRU raffle, we design and sell t-shirts or hats, and we often do a sponsored run. It's a big job but everyone needs money and if you put one person in charge of it (do not just leave it to the President, they have enough on their plate already) and undertake one or two major events each year, it is remarkable how much one can raise. Once you have raised all that money, there is a nearly endless list of ways to spend it: new uniforms, better equipment, touring, and even paying the coach a stipend (!). The information and opinions presented here is intended to act as a catalyst, providing a series of suggestions that will point coaches and administrators in the right direction. I hope that it had given you ideas that will allow you to begin the process of making rugby a serious sport at your institution. It is also highly realistic; I have read countless articles that were simply impractical and so I wanted to give you examples of things that have worked for our club. The experience will be different for every club but the general principles can be applied anywhere. It is a matter of a coach or administrator, working carefully with the players off the field as well as on the field to create a tradition that will last for a long time. If this tradition is created then it will produce an environment where the team can perform to their best of their ability on the rugby field. Rugby - It All Began in 1823 at Rugby School in Rugby England, When '..Willam Webb Ellis who with "fine disregard for the rules of Football as played in his time, first took the ball in his arms and ran with it, thus originating the distinctive features of the Rugby Game.' 6 Player Sub Rule - Why I Have A Love-Hate Relationship According to the USA Rugby Handbook and Laws of the Game 1998-1999 edition Law 3(10): Up to two substitutes of front row players and up to four substitutes of the other players may be made for any reason when the ball is dead and with the permission of the referee. This law isn't open to much interpretation, it means what it says. Ball dead, check with referee, and make the sub. This makes for an interesting way to plan a strategy for your games, given that you have enough players to make these substitutions. The strategy that I used last season and the one I will use again this season is to make at least 4 substitutions at halftime. I usually substitute 2 flankers and either the 8man or a second row. Sometimes I will substitute a back if they are having a particularly bad game. I usually start the match with my biggest and hardest hitting flankers, and instruct them to play as hard as they can, because they only have 40 minutes on the field. I tell them I want them to come off at the half with nothing left. At the half I put in flankers that are usually a little smaller but faster, and they usually play better in the loose. My plan is in the first half I get the bigger flankers to tire out the opposing flankers, then put in fresh legs, which are also faster. The second row substitution, usually is to bring a fresh body on the field. It also can give an added dimension to scrums or loose play depending on the player. Another advantage to putting in fresh players is that they have had time to observe their opponents and can make the necessary adjustments for the next half. If all this sounds good, but be aware, it can come with a cost. The cost in my case, was players complaining about playing time. I incorrectly assumed that the players I coached would have no problem only playing a half if it meant that we would increase our chances of winning. About two thirds of the way through our season I began to hear grumblings about other players ability and fitness. So and so is only good for a half, what if he gets injured, who has the fitness to play a full 80 minutes? This leads in to the other issue with this strategy, not enough replacements. If you only have 4 good flankers what happens when one or even two get injured? Fortunately I have not had to cross that bridge, our team usually has a 6 quality flankers and 2 more behind those that are developing into good players. So usually that can deflect the fitness question. We also make fitness a big part of practice so that if we only have 2 flankers they have the ability to play a full 40 minutes. The ability to substitute some of the hardest working players in rugby has brought an added dimension to the game. Substitutions can also be used in other tactical situations. For example a place kicker who can make the difficult kicks but may not have great hands can help with that crucial last minute penalty kick. Or a prop who is slow on the field, but dominates in the pack can change the dimension of your play. Using tactical substitutions is also an effective way to get playing time for developing players and a way to bring in the play maker who isn't so fit but can play for 20 minutes. I would suggest to those of you who are reading this to try and develop a plan for tactical substitutions. Preparing the Team You have two weeks -- say four practices and a squad game -- before your first game. You know what some of your players can do but there are new and untried players and it is an absolute given that none of the players are match fit. Face it, the team is not going to be ready. You and they don't have enough time to prepare properly, their fitness can't possibly respond in two weeks and producing fully functioning units never mind a team in this short time is simply not possible. The question is, 'With the limited time available where should I put my priorities'? {Sounds like the start of the Fall season for most college teams!} Here are my suggestions for covering the basics and avoiding the variations. Team Meeting Team Building Coaching Contract Rules Practice 1 - 90 minutes - Ball Handling and Possession Practice 2 - 90 minutes - Unit Play Squad Game Practice 3 - 90 minutes - Lineouts/Scrums/Back Attack Practice 4 - 90 minutes - Loose play, Team Solidification
But don't relax, your job is just beginning! coaches in Northern Ireland. He would welcome all comments, criticisms and suggestions. |
2000-2001 New Laws and Experimental Variations|
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