Below, supporters can see an explanation of how Barrow Raiders scored in IMG’s club grading process, as part of the ‘Reimagining Rugby League’ strategy.

The Raiders’ overall score was 11.2167 (rounded up to 11.22 in the official rankings), earning us Grade B status.

Overall we ranked 17th in the IMG table, the fifth-highest of clubs who competed in the Betfred Championship last season.

A breakdown of each category, plus additional comments from chairman Steve Neale, can be seen below.

FANDOM – 5 POSSIBLE POINTS – WE SCORED 3.65PTS

Average attendance for league fixtures over the last three years gave us 1.5pts from a possible 2.5pts.

In order to achieve the 1.5pts, our average was greater than 1,500. To get 2pts this needs to rise to 3,000 and for 2.5pts the threshold is 7,500.

Our average attendance was 2,153.

Our digital followers gave us 0.1pts from a possible 0.2pts.

In order to achieve 0.1pts, we needed to have a social following above 50,000 across Facebook, Instagram, Twitter, TikTok and YouTube. We had 64,518 followers.

Above 100,000 followers would get 0.15pts, and above 500,000 would get 0.2pts.

Our social following engagement (comments, likes, shares etc) of over 5,000,000 gave us the maximum score of 0.8pts. Our engagements totalled 6,086,179

For website visits, we were awarded the maximum 0.5pts, with over 60,000 unique visits. Our unique visits totalled 259,874.

It should be noted that for the 2025 grading the thresholds for digital are likely to rise as the bar may have been set too low.

Maximum points for engagement are proposed to rise from 5 million to 20 million and for website visits from 60,000 to 2 million.

For TV viewership we scored 0.75pts from a possible 1.5pts.

If you had an average viewership above 150,000, you gained 1.5pts, and less than that number would see you gain 0.75pts.

Given that the Championship clubs did not have a TV deal, we were unable to receive anything but the minimum score.

PERFORMANCE – 5 POSSIBLE POINTS – WE SCORED 1.6PTS

Clubs are ranked from 1-35. Our ranking with positions of 23rd (2024), 23rd (2023) and 18th (2022) gave us a overall ranking of 22nd and 1.6pts.

Our aim must be to be a top six Betfred Championship club over a period of the three-year average.

FINANCE – 4.5 POSSIBLE POINTS – WE SCORED 3.25PTS, ALL FROM A 3-YEAR AVERAGE

We scored 1.5pts from a possible 2.25pts for having an average three-year non-centralised turnover above £1,250,000 (that is turnover discounting the monies given by the RFL from the TV deals).

Our non-centralised turnover average was £1,298,114.

In order to achieve the maximum score, we would need non-centralised turnover to rise to £2.5M.

For non-centralised turnover as a % of total turnover, we scored the maximum 0.75pts, with a score above 70%. Our total was 91%.

For adjusted profit, which is profit with any investment in facilities or youth development added back, we scored the maximum 0.5pts for being profitable. Our three-year profit average was £14,026.

For owner investment, we scored 0pts from a possible 0.5pts. Although there has been significant investment from some directors/members, £100k per annum average for three years would get 0.25pts and £500k per annum average would get 0.5pts.

Our average 3-year investment was £69,613.

For balance sheet strength, we scored the maximum 0.5pts for having net assets greater than £100k. Our net assets were £869,516.

STADIUM – 3 POSSIBLE POINTS – WE SCORED 1.2167PTS

We scored 0.5pts for our stadium, with 1.5pts available for being Super League standard.

We fall short in many areas, with the number of seats less than 2,000, covered sponsors area for 200 not in place, no corporate lounge for 200, less than 40 covered directors’ seats, no broadcast parking area, no TV studio space and no media press box for a minimum of 30 with media facilities.

Unfortunately, Craven Park is not fit for Super League and there is little prospect of being able to expand and improve given its location.

Utilisation of stadium is the average attendance over three years divided by capacity. Our capacity after council S-Factors and P-Factors applied is 4,613. Our utilisation is 46.67%, giving 0.4667pts.

If we can get our average crowds to 3,000, then this would rise to around 0.65pts.

We scored the maximum 0.25pts for having primacy of tenure (owning our ground and can dictate when fixtures are played).

We scored 0pts from 0.125pts for not having digital perimeter advertising.

We scored 0pts from 0.125pts as our big screen did not meet the minimum specifications.

COMMUNITY – 2.5 POSSIBLE POINTS – WE SCORED 1.5PTS

We scored 1pt from 1.5pts for having a catchment between 130k and 260k divided by the number of teams in the council district.

Westmorland and Furness council has a population of 227,643 and we are the only team in the district.

This was calculated using the 2021 population census for our local authority area.

To get to 1.5pts we need a population above 250,000. New jobs in the area and a university campus may help to increase our local population, but probably not enough for another 0.5pts.

We scored 0.5pts from a possible 1pt for the turnover of our foundation, averaging above £50k for the last three years.

This rises to 0.75pts for £250k turnover and 1pt for £1 million turnover. Our average is £123,474.

We have a chance of expanding our community provision as long as we continue to receive the backing of grant providers and sponsors to take us to £250k turnover and another 0.25pts.

In addition to the points on offer, there are minimum standards:

  • Grade A and B clubs must have a talent pathway which includes a women’s team. Non-achievement results in a 0.25 deduction in year 1, 0.5pts in year 2 and a full grade deduction for subsequent years.
  • Grade A and B clubs must have a foundation registered with the charity commission and a Community Rugby League Development Plan. Non-achievement results in a 0.25 deduction in year 1, 0.5pts in year 2 and a full grade deduction for subsequent years.
  • Breaches of Operational Rules, Breaches of other regulations and insolvency all also result in deductions.
  • Grade A and B clubs must submit an Equality, Inclusivity and Diversity action plan. Non-achievement results in a 0.25 deduction in year 1, 0.5pts in year 2 and a full grade deduction for subsequent years.
  • Grade A and B clubs must not have three anti-doping violations in one year or face a 0.25pts deduction.
  • Grade A and B clubs must have an Environmental Sustainability audit and action plan. Non-achievement results in a 0.25 deduction in year 1, 0.5pts in year 2 and a full grade deduction for subsequent years.

Barrow Raiders were fully compliant with all the above and received no deductions.

Overall comments

If we review the scoring above, then there are probably an extra few points that we could put plans in place to achieve. This would put us in a fighting position with other high ranked B clubs to make a claim for Super League.

However, the stadium issue will not go away. Craven Park is unlikely to meet minimum standards, and the time is now right to consider other options.

With the town about to enter a period of prosperity due to the increased workforce in the defence industry, we would like to work with BAE Systems and the council to help with the improvement of the town, with the possibility of the provision of a top-class sporting venue.

BAE Systems understand that in order to attract a high calibre workforce, the town has to become more attractive, and having top-class rugby league (and EFL football) should be part of that attraction.

The board of directors want our club to be something that our fans and sponsors can be proud of. We are working tirelessly to build a better club, not just a better team.

Although we voted against the IMG proposals, as we still believe that sport should be decided on the playing field, albeit with minimum standards in place, the fundamental principles of what IMG are trying to achieve, we believe in.

Better crowds, better facilities and well-run clubs that are the fabric of the local community are all admirable aims, and we share the belief that focusing on these aims will improve the game.

Barrow Raiders is set-up as a not-for-profit organisation and everything we do is with the aim of improving the club. We have diversified our income streams, in part to help with the club growth but also to make our community a better place.

Sometimes we do cheap ticket offers to try to get more supporters into the ground. This is to help with the growth of our community game and recently formed ladies teams. We only have one thing in mind, and that is the growth of our club.

We want to be a club that plays in front of thousands of people, with all supporters and sponsors having a sense of belonging and pride that they are able to play their part in having such a vital and iconic club in our local area of Barrow and District and beyond.

We want to thank every supporter and sponsor who is invested in the club, whether financially or emotionally, and we hope that you will continue to back the club and hopefully we can put plans in place to continue our upward trajectory.

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