A level playing field to compete on equal terms
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CH has transformed themselves into a powerful force that could threat top contenders in no time - File pic Amila Gamage
Robert Mugabe, the former President of Zimbabwe, once said, “Nothing makes a woman more confused than being in a relationship with a broke man who is extremely good in bed”. I was pondering on Mugabe while listening to Vice President and Tournament Director of Sri Lanka Rugby (SLR), Lasitha Gunaratne, talk during a telecast; revealing, albeit indirectly, where Sri Lanka Rugby is.
Kandy is way above, while there is a close fight for 2nd, 3rd and 4th place, is what came from the long serving VP. I got the feeling he was more an apologist than a convincer. Basically echoing what is always said, “There is no level playing field”. This has been said year in year out. Of course, he does not have an open field, as he continues as No.2, and will do so for another few years.
SLR has generals with nothing to sustain, if measured against key performance indicators. What vision does SLR have? When in the words of Gunaratne, Kandy is way ahead, while there is a fight for second, third and fourth places. Is this good for Rugby? The need for a strategic plan is evident more than before, as the widening gap does not show competition that can sustain the game, both at National and Club levels. At least on paper they should be able to have a strategic plan, if not a vision. This should be bread and butter, when you have as Treasurer, a sitting Chairman of the Colombo Stock Exchange.
The core grumble that came from the aired talk show was that, one Club takes the best of players; some good for National Rugby are on the bench. He also opined that the governing body wanted to restrict Round II for better competition, but the constituent Clubs did not agree. The question is whether ‘freezing’ works? How many will be left dissatisfied. It is true that some may lose a majority of matches. What is important is the competition. Take a lesson from Argentina and Japan in the World Cup. Look at the match distribution for 2019: it gives some recognition to all. At least in the gap between matches is increased, helping the minnows to perform better.
What was said in the talk show was that, Clubs feel, if the number of matches is reduced, sponsors may not be there. The flipside is that, with weak performances, what mileage can sponsors have if the attraction is weak. It is not about allowing more matches for Clubs but, it should be about making the games more competitive and establishing a level playing field. The reduced Round II solution was given by somebody who has been in office close to 10 years, starting with the Interim Committee in 2009.
Another gem of Mugabe reads, “If you are ugly, you are ugly. Stop talking about inner beauty”. Remaining from that period is the Executive Director, who first came in, ostensibly, to help but, stands glued with salary as compensation.
The Committee Members, in my experience, are interested in the Club, with little done to look at the bigger picture. More time is spent on why a ‘Red’ card was issued and a match ban imposed. Kandy did and is dominating Rugby but, was pushed to the wall in the recent past by Navy, being a major challenge, while Havelocks continued a steady progress, despite facing difficult times. CH&FC seems to be raising its hand to be recognised. The need is for more competition. The question is how? We need to subscribe and talk of the thought that, the joy of playing and watching Rugby depends heavily upon real competition. Which, as acknowledged, is absent?
Stewards of sports must work hard to create a level playing field. When players step onto the field, they should believe they have a chance to compete and win. When fans commit to a team and its identity, they desire a chance for their team to compete and win. That is what has to be built and fostered, if Rugby is to attract. Competition should breed diversity and surprise. Not a pandered lot who are more interested in the pay, than what they give. Real competition will push teams to innovate in training, tactics or strategy to get a competitive edge over their opponents. This is lost, if a monopoly or oligopoly exists in the game.
What is needed is the reluctant cooperation of Clubs and governors to develop a series of methods to protect the possibility of level playing fields. Use salary caps that limit total expenditures by a team, and ensure contracts are structured. Leaving one Club and joining another should not be like hopping in and out of a bus. Discourage stockpiling talent and impose a transfer pricing system.
Enforce strong minimum requirements of expenditure that ensure Clubs cannot simply milk teams and players. On the short run, help those who cannot afford. This should not mean milking the union.
Select and form wider talent pools. This should be where the controlling body looks after and then transfers talent to the Club training pool, where talented players are spotted and groomed early, and also contracted and or obligated to play in the National Team. This minimizes the risk of teams investing in untested rookies, and increases money available through funding and control. The rookies who succeed get their payoff when they reach end of control period and become free.
More importantly, a level playing field is to help teams rebuild relatively fast, if they have drafted well. It is not about teams relying solely on, “The best team money can buy”.
To create a level playing field takes constant vigilance and work. Competition within limited domains can naturally devolve to dominance by wealth and inequality. It takes strong leaders to negotiate order in what is now a chaotic system. The game has to be protected to ensure economic rewards. The governors have to work to convince Clubs and players that protecting the quality of competition and game creates a better ‘media product’, as well as more fan interest.
A level playing field invites players to compete with intensity, because they have a chance to win and excel. A level playing field reinforces fans’ loyalty to their ‘home’ teams, by adding the thrill of enjoying winning and collectively partaking in the satisfaction of a team that ‘represents’ them. That requires to move away from the post-match ‘bath packet mentality’. The real satisfaction is being connected to excellence and achievement, and the joy of winning.
Vimal Perera is a former Rugby Referee, Coach and an Accredited Referees’ Evaluator IRB