Dr Wayne Usher's research and findings have been presented at a number of stakeholder and board meetings, including a briefing paper to Peter Beattie.

2. Background
» The “Game Plan 2013 - 2017” outlined a strategic participation target of 700,000 participants. This figure
represented the total of all activity undertaken in Rugby League across schools and clubs.
» By the end of 2015 the strategic participation target had been exceeded (725,000), but there were concerning
trends emerging in registered male participation, data collection, transition from schools into clubs and
program links to fan and membership strategies.
» In August 2016 the ARLC were briefed on the participation trends and a review was commenced into the game’s
strategic approach to participation growth.
» In March 2017 the results of the review were presented to the ARLC and key recommendations were made
regarding the future strategy.
» These recommendations were refined throughout 2017 and implemented into the draft strategic plan for 2018
– 2022.
» A number of key projects will be implemented throughout 2017 as the game transitions from the previous
strategy and moves into the new strategy.

3. Background
» The challenges in participation growth are not simply related to strategies to sell and promoting the game
(exposure programs). Recent player retention research suggests the need for change in the environment
offered within Junior Rugby League clubs and competitions.
» The Player Development Framework project is specifically targeting player dropout through addressing issues
such as:
» over competitive environments;
» standards of coaching;
» weight and age affects on player dropout; and
» parental perceptions of the safety of Junior Rugby League.

4. Game Plan 2013 – 2017 Objectives:
• 700,000 players
• 1,650,000 rugby league experiences
Volunteer
Education
On-Field
Community
Activities
ENGAGEMENTS PARTICIPATION ELITE PARTICIPATION
2nd Tier /
Sub-Elite
Number
TOTAL: 921,161 ENGAGEMENTS TOTAL: ~2,040 PARTICIPANTSTOTAL: 788,335 PARTICIPANTS
Programs
Regular School
Comps
Reg’d Club
Participants
Events
24,012
Category
897,149
NumberCategory
319,987
203,599
93,153
168,907
NumberCategory
Historical Participation Measurement (2013 -2017)
~1,640
400

5. 790,000 Participants
624,512
695,719
725,340
772,223 790,375
2013 2014 2015 2016 2017
TOTAL PARTICIPANTS
Broad based participation using the historical counting method
had grown across the strategic cycle.

6. 171,071 171,535 169,444 168,677 170,947
2013 2014 2015 2016 2017
TOTAL CLUB PARTICIPANTS
163,995 162,276 157,767 154,385 152,043
2013 2014 2015 2016 2017
MALE CLUB PARTICIPANTS
Registered club participation has not grown, and male
registered club participation has declined across the cycle.

7. Current State of Registered Participation Nationally

8. Data Collection from School Participation
Data Collected No Data Collected
Total Participation Data Collection
Data Collected No Data Collected
Data collection has not been a strategic priority.

9. NRL Participation & Game Development Workforce
Participation Digital Services Strategy, Education & Projects Participation Delivery Participation Operations
Lead: Digital Services Manager
Digital & Data Lead
Digital Services Coordinator
LeagueNet Manager
6 x LeagueNet Support Officers
TOTAL: 10 team members
Lead: Senior Manager, Participation
Strategy, Education & Projects
Player Development Project
Coordinator
Education & Training Manager
- 4 x Team Members
Strategy Projects Manager
Munchkin League Team
TOTAL: 11 team members
Lead: National GD Manager
Affiliated States Manager
- GM NRLNT
- GM NRLSA
- GM NRLWA
- GM NRLVIC
NSW Metro GD Manager
- 28 x team members
NSW Country GD Manager
- 34 x team members
Queensland GD Manager
- 42 x team members
TOTAL: 140 team members
Lead: Operations Manager
- 4 x Team Members
TOTAL: 5 team members

10. 1,804 survey respondents nationally
Top 3 reasons for NOT returning to the game:
» A negative experience 25%
» Injury/Fear of Injury 15%
» Lost interest in playing 13%
National Player Retention Research (Griffith University)
Junior League (Up to 18 Years) Senior League (Over 18 Years)
506 survey respondents nationally
Top 3 reasons for NOT returning to the game:
» Injury/Fear of Injury 30%
» Other commitments 17%
» A negative experience 9%
» Research into the reasons why players choose not to return to the game after completing a season.
» Conducted in partnership with Dr. Wayne Usher and Griffith University. And involved a survey of players not returning to
the game after the 2016 season.
» Conducted on non-returners from the 2016 season.
» 2,300 valid responses to the survey.

11. TOTAL PARTICIPATION: Participation Growth is in
non-registered categories
Key Findings Recommendations
CHURN: Annual registered male participation
decline (2%) and club competition churn (30%)
TRANSITION: Unable to track transition rates from
promotional to structured participation offerings
due to minimal data capture
CONVERSION: Minimal capture of participant data
preventing the conversion of these participants
into fans and advocates of the game
1
2
3
4
5 DELIVERY: Need to explore and broaden the reach
of current promotional and structured offerings
NON-CONTACT: Non-contact forms of the game are
growth opportunities
6
▪ Shift focus to and prioritise growth in structured participation numbers
▪ Implementing a Player Development Framework to deliver a nationally
consistent and optimal competition environment for structured participation
▪ Focussing promotional offerings on data capture and transitioning participants
into structured offerings – primarily through the development of a National
Junior Participation Program and refining School Event offerings as a
promotional tool
▪ Developing a national offering for participants in the Infant market (broadening
the reach of current Munchkin League program)
▪ Delivery of an NRL run non-contact offering and an increased focus on delivery
of non-contact offerings in Regular School Competition.
▪ Scope opportunities with other participation providers - Schools, Clubs, TFA,
Private Providers – to broaden reach and expand delivery channels
Participation Review Results and Recommendations.

12. Target: Annual growth in the
number of participants who register
to play the game across all markets,
segments and game formats.

13. Infants Program
Regular School Competitions
(Contact/Non-Contact)
National Junior Participation Program
NRL School Event Programs
PROMOTIONAL PARTICIPATION STRUCTURED PARTICIPATION ELITE PARTICIPATION
Registered Rugby League Participation 2nd Tier / Sub-Elite
Registered Non-Contact Formats
Player Development Framework:
Link between Participation &
Pathways Reviews
FANS AND MEMBERS
Proposed Participation Framework
EXPOSURE REGISTERED PATHWAY

14. Ambition:
1.0
Prioritise growth in the
number of participants who
are registering to play the
game across all formats
UNITE
• Total participation growth has been driven
by non-registered participation activities
• 30% churn in rugby league club
competitionannually
• Overall decline in males who have
registered to play the game during current
strategic cycle
• Current delivery model is not structured to
capture participant data outside of
registered club rugby league
Target: Annual growth in the number of participants who register
to play the game across all markets, segments and game formats
PRIORITIES ISSUES/IMPERATIVE
• A1.1 Develop and implement a Player
Development Framework which delivers
the optimal playing environment for
participants who register to play the game
• A1.2 Reposition rugby league introductory
programs to focus on data capture and
promoting participant transition into
registered contact and non-contact
formatsof the game
• A1.3 Leveragethe NRL’s new digital
platformto maximise participant data
capture
INITIATIVES
• Improve the retention rate of males who
register to play the game over the period
2018-2022
• Increase the number of females who
register to play the game
• Capture the data of introductory program
participants through leveraging the NRL’s
new digital platform
Indicative KPIs
2.0
Deliver contact and non-
contact participation options
for males and females year-
round
• We do not have an integratednon-contact
offering within our current participation
product portfolio
• Low proportion of female participation
across all competition formats
• The NRL relies on a relatively small
network of deliverers which places
limitations on the reach of its participation
products
• A 2.1 Develop and implement a single
national, introductory participation
programfocusedon transitioning players
into contact and non-contact formats of
the game
• A2.2 Develop a non-contact strategy and
integrate the optimal non-contact offering
into the game’s participation model
• A2.3 Providemore participation
opportunities for females and develop the
optimal participation pathway for women’s
rugby league
3.0
Build the foundations for a
national footprint via
participation growth and clear
pathways
• Rugby league is not truly considered a
‘national’ sport; markets outside NSW and
QLD remain untapped
• The game’s national footprint strategy is
unclear making it difficult to build
foundations for the future and maximise
commercial opportunities
• Limited reach into non-core state school
programs
• A3.1 Develop a national footprint strategy
for the game including:
• outlining growth pathwayand growth
thresholds
• developing state by state plans and
engaging stakeholders; and
• adjusting operating model to reflect state
by state plan
We will be the most accessible and inclusive Australian sport
by offering the highest quality participation experiences
• Implement the national, introductory
participation program and increase the
number of participants in the program
year on year
• Integrate the optimal non-contact offering
and increase the number of non-contact
participants who register to play the game
year on year
• Establish a national women’s competition
aligned to NRL clubs
• Grow and expand the NSW and QLD Cup
second tier competitions beyond their
state borders
• Increase the number of participants who
register to play the game in Victoria,
Northern Territory, Western Australia and
South Australia

15. Improve the retention of
junior males who register to
play the game over the period
2018-2022.
• Annual increases in the percentage of
junior males (up to 18 years) returning from
the previous season in registered formats
of the game.
Indicative KPIs Draft Targets
Increase the number of
females who register to play
the game.
• Annual increase in the number of
registered female participants.
• Annual increase in the number of females
registered in tackle versions of the game.
• Annual growth in the number of registered
female coaches, referees and sports
trainers.
Capture the data of
introductory program
participants through
leveraging the NRL’s new
digital platform
• Annual growth in the percentage of data
captured from exposure/promotional
participation programs.
Draft targets have been incorporated into the draft strategic plan.
Implement the national,
introductory participation
program and increase the
number of participants in the
program year on year.
• Annual increase in program participants
post implementation (specific targets to be
determined once program and delivery
models are finalised
Integrate the optimal non-
contact offering and increase
the number of non-contact
participants who register to
play the game year on year
• Annual increase in non-contact participants
post implementation (specific targets to be
determined once integration finalised).
Indicative KPIs Draft Targets
Increase the number of
participants who register to
play the game in Victoria,
Northern Territory, Western
Australia and South Australia
• Increase total participation across the
Affiliated States by 5% annually

16. A high level steering committee has been established.
Participation Strategy Steering Committee
Brian Canavan
Chair/Football
Andrew Abdo
Commercial
Rebekah Horne
Digital
David Silverton
Strategy
Robert Moore
QRL
B-J Mather
NSWRL
Terry Quinn
CRL
Peter Doust
NRL Club Rep
Monthly written reports provided on project progress.
Meetings to be conducted as strategic projects are completed and recommendations are made.

17. Player Development Framework
National Junior
Participation Program
Infant Program
(Munchkin League Expansion)
Non-Contact Review
(Touch and Tag)
Marketing & Promotional Plan for
Participation
STRUCTURED
PARTICIPATION
EXPOSURE
PROGRAMS
Management Model Review
OVERARCHING
Key projects are underway or scheduled for commencement.
Yet to Commence – On Schedule
Ongoing - dependent on completion of
other projects
Yet to Commence - Delayed
In Progress - On Schedule
In Progress - On Schedule
In Progress - Behind Schedule

18. Recommendations Developed, Ratified
and Released
Product & Delivery Model Assessment and Recommendations
Marketing & Promotional
Plan
National Junior Participation
Program
Infants Program
Non-Contact Strategy
Player Development
Framework
STRUCTURED
PARTICIPATION
PROMOTIONAL
PARTICIPATION
OVERARCHING
PROJECTS
Framework Implementation
Strategy Implementation
Program & Delivery Model Design Program Pilot Implementation and Review
Partnership Development Partnership Implementation
Junior League Campaign Implementation
Management Model Review Model Review Model Implementation
PROJECT DEC JAN FEB MAR APR MAY JUN JUL AUG SEP OCT
An updated project timeline is in place for 2018.
Future plan development and implementation
Scoping
Scoping

19. Key Media & Public Questions/Statements
“What is the game doing about Weight-Based Rules?”:
The National Player Development Framework project will consider weight-based rules and strategies alongside a number
of other recommendations to retain and recruit players into our game.
There are trials in place in NSWRL through recreational programs, but they have had difficulty getting traction with their
Junior Leagues to deliver the concept in a Junior League format.
“What is the game doing about Junior Coaching?”:
The game continues to invest in Junior Coaching, runs a National Coach Accreditation Scheme and ongoing updating and
support of Junior Coaches through our GDO network.
We have recently launched initiatives such as the MyLeague App and new Learning Management System to provide
coaches with better access to resources and education programs.
The National Player Development Framework project will consider junior coaching as a key outcome and will result in a re-
design of the coach education framework for Junior Coaches.

20. Key Questions and Statements
“We’re not being/haven’t been consulted”:
We have worked extensively to ensure that stakeholders are represented in our strategic projects. We have included State
and NRL club representatives on all of our project working groups and on our strategy steering committee.
There is also some expectation that the State Leagues, as a component of their role on the working groups, will represent
their constituent bodies and consult with them on the direction of the projects.
We have specifically targeted the Penrith Panthers for involvement in our projects as they are unique as the NRL Club
directly managing and funding the largest participation population. Key Panthers staffer Matt Cameron is a representative
on all of our working groups. Unfortunately the Panthers declined the offer for their CEO to also act as the NRL club
representative on the overarching steering committee.
The draft strategic plan has been reviewed by the State Leagues and the draft targets endorsed by State Leagues at a
meeting in late 2017.

21. Key Questions and Statements
“The NRL should give participation/development back to the State Leagues”:
We have committed to conducting a full review of the participation delivery model and determining the best method of delivery
and support. It is important that we get the strategy right before we determine who is responsible for delivering ad managing
each component.
States Leagues have traditionally never managed the full participation delivery workforce – from 2000 – 2012 the ARL managed
the largest participation workforce nationally, and predominantly serviced schools.
Game Development staff from State Leagues were integrated for commencement of the 2013 Strategic Cycle., joining the existing
national workforce that was in place.
Additionally, NRL Clubs have always invested and supported participation through financial and staffing resources.
It is important that the game maintains consistent national programs and branding so that we can compete with other sports who
offer attractive, well-supported and well-promoted Nationally branded participation programs (Auskick, In2Cricket, MiniRoos etc.).
“NRL Clubs should run participation/development”:
As above, we have committed to conducting a review of participation delivery and our strategy is to drive interest in the NRL club
brands through our programs.
The right strategy for participation growth will require a balance between the NRL, States and NRL Club resourcing for success.