Connacht, long considered the underdogs, are beginning to show their might. They’ve innovatively transformed their in-game execution with their captivating rugby style and plan to make a similar transformation off the field. They represent a refreshing tale within Irish rugby.
Their recently released 10-year Vision and Strategy statement and soon-to-be shared five-year proposal are illustrative of their high-reaching, aspirational nature, making them feel more at home than ever. The professional team of Connacht lies at the forefront, with finishing in the upper half of the BKT URC becoming a consistent objective and taking on the knock-out stages.
Connacht CEO Willie Ruane insists on the importance of this aim,“The objective is clear,” he says emphatically, “Keeping ourselves significant is crucial. We aim to be key players in the conversation at both the beginning and end of each season.”
Last season, Connacht didn’t quite hit the mark, finishing 11th amongst heavy competitors like the Shark’s filled with Springboks, the Lions, Ulster, Benetton, Edinburgh, Ospreys, Cardiff, and Scarlets.
“Desiring to clinch trophies is an easy statement to make,” Ruane further adds, “We genuinely intend to win, truly we do, but we need to keep our feet on the ground. Victories will not come as frequently for us as they do for Leinster, even they find it a stern challenge due to the level of competition. Despite their perceived lack of successes, they’re actually quite victorious.”
As per Ruane, the URC is basically a two-fold tournament.
“What matters is not that we top the league, but rather that we secure a position in the top half and then move onto a cup contest. Being victorious in three cup games could potentially crown us champions.”
He makes a reference to Connacht’s Pro12 title run in the 2015-16 session, reaching the semi-final just a couple of seasons ago as well as Munster’s strenuous journey last season.
Ruane articulates that aiming for a top-four position in the league table could financially destabilise the team, hence their strategy lies in steadily investing in recruiting and nurturing unique talents such as Cian Prendergast, Shamus Hurley-Langton, Sean Jansen, Shayne Bolton and also focusing on the development of home-bred talents like Niall, Darragh Murray, Matty Devine, and the recent rookie, Hugh Gavin.
According to last season’s data, Connacht enjoyed wins with a rate of 50% or more for the sixth year in a row. It was a thorny journey for Connacht though; before their victorious 2015-16 season, they had a losing record for twelve consecutive seasons. Following the brink of closure in 2003-04, they finished among the bottom two for six years, despite the funding support from IRFU.
Further, as with all provinces, Connacht has the responsibility to nurture youngsters, as young as six, who may never play senior rugby. Ruane asserts that their contribution still holds value, as they may eventually become a coach, a referee or a volunteer, given that they are the mainstay of the sport.
Similar to other provinces and all team sports, Connacht’s key challenge is sustaining adult participation. A remarkable increase in young boys (over 4,500) and notably girls (1,200) playing rugby in Connacht since 2016 shows the positive impacts of grassroots rugby investments. The previous season witnessed their first win in the Under-18 women’s interpros.
The number of male adult rugby players in the province exceeds 1,300, with adult female players reaching 200. Additionally, although Gaelic games are highly popular and rugby may never compare to football in the province, emphasis is put on providing top-notch coaching, refereeing, and facilities. In his statements, Ruane concludes that improving faciltiies at clubs and schools, like introducing floodlighting for Friday night matches, is necessary to enrich the experience and retain the players.
The four leading football clubs in Connacht – Corinthians, Galwegians, Sligo and Buccaneers – and 22 junior counterparts are grappling with the migration issue, as their players move to Dublin or overseas for work or studies. Unlike in Leinster, the players in Connacht can compete for both school and club teams, a model which Ruane, a local stalwart, comments is not something Leinster’s top-tier schools, which infuse millions to rear ready-professional athletes, can emulate.
This synergy between schools and clubs has enabled Connacht to sustain four Under-20 teams, two of which belong to Corinthians and one each to Galwegians and Buccaneers. These young teams fiercely contend in Leinster leagues. On a major note, Connacht is sprucing up the Dexcom Stadium adding new features like a northern stand, a semi-sized indoor pitch, changing rooms, healthcare facilities, dining and meeting rooms, and offices.
Most of the construction work is planned to be wrapped up early next season, adding a space for approximately 2,000 standing, 4,000 seated, and 1,000 luxurious supporters, effectively doubling the stadium’s capacity from nearly 6,000 (or 8,000 with extra standing areas) to 12,000.
The overall development cost of €50 million for the stadium was partly funded by a €20 million grant from the large-scale sports infrastructure fund by the Government, a move appreciated by a Connacht board member who anticipates the stadium to become a harbinger of regional advancement.
Ruane discloses the rise in revenues from ticket sales, sponsorships, and partnerships since 2016, which amasses almost €3 million and significantly marks the growth of Connacht. They invested their €6 million share of the CVC funding into the United Rugby Championship (URC), and the rest was amassed through naming rights and benevolent donations.
This infrastructure advancement will spur revenue influx from conferences, exhibitions, weddings, and other events. To chalk out detailed plans for the stadium’s use, including its terracing, seating, hospitality, and other alternative uses, Connacht brought on board Deloitte’s sports department from the UK. The consultation expense was regarded as a worthy investment by Ruane as Deloitte perfectly met the brief handed over to the architects by engaging with supporters, small and large businesses advising on the design and construction.
The boost in capacity will pave the way for a broader range of ticket costs, making Connacht matches more affordable while growing their average audience of 5,000. The renovation of the old Sportsground, which aimed to cultivate budding talent from grassroots to professional rugby in their 2016 strategy, Grass Roots To Green Shirts, was one of Connacht’s primary goals. Other objectives included purpose-built governance and financial growth. Despite pandemic-related setbacks, Connacht has succeeded on all fronts, but there is still much to accomplish.
Ruane, former full-back for Connacht during the late nineties, applauds Connacht’s fiery spirit and competitive streak. He also appreciates the broader Connacht identity, personified through the tireless dedication of the people who, for generations, have relentlessly transformed barren terrain into prosperous land through determined effort and hard work. Ruane believes this demonstrated audacity and zeal should be reflected in Connacht’s ethos of outperforming expectations.
In spite of the challenges posed by their size, Ruane contends that Connacht’s focus should be on excelling in their unique capacity, as Brighton does within its means despite not having the mass resources of football giants like Manchester City. Just as Brighton is, Connacht can be sterling in their particular zone.
Notably, Connacht’s identity is best epitomised by their rugby teams. It’s a hefty responsibility, with their teams occupying most of the first Google search page for Connacht, but it’s also a grand opportunity. The club is able to invest in its goals more fully when the people truly feel represented, endorsing the club, filling Dexcom Stadium and following their journey.
Ruane, who has been in his position for a decade, truly enjoys his work, despite its demanding hours. He often jokes that it would be an ideal job if not for the matches. He admits that it can be stressful because of the emotional investment involved. He believes that it’s time to move on when you no longer care. He occasionally says, “my passion is my burden”, a sentiment echoed by anyone involved in Connacht Rugby. They might be struggling but they derive pleasure from it.
When asked about his vision for Connacht in the next five to ten years, he dreams of a robust and thriving local game and a strong bond with the people and place they embody. He longs for a unified rugby community in Connacht, with no divide between club and province. He hopes that the youth of the region would feel pride in being represented by Connacht Rugby and see their goals being realised through them.