Below, supporters can see how Barrow Raiders scored in IMG’s 2025 club grading process, as part of the ‘Reimagining Rugby League’ strategy.

The Raiders’ overall score was 9.62, ranking us 18th in the IMG table.

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

FANDOM – 5 POSSIBLE POINTS – WE SCORED 2.325PTS

(3.65PTS IN 2024)

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 over 3 years was 2,034.

Our digital followers gave us 0.025pts from a possible 0.15pts.

In order to achieve 0.025pts, we had a social following above 25,000 across Facebook, Instagram, X/Twitter, TikTok and YouTube. We had 68,089 followers.

Above 100,000 followers would get 0.05pts, above 200,000 would get 0.1pts and above 300,000 would get the maximum 0.15pts.

Our social following engagement (comments, likes, shares etc) of over 2,000,000 gave us 0.2pts from a possible 0.6pts. 

Our engagements totalled 4,054,474.

Over 10 million engagements would get 0.4pts and 20 million engagements 0.6pts.

For website visits we were awarded 0.1pts from a possible 0.375, with over 100,000 unique visits.

Our unique visits totalled 171,976.

Over 500,000 visits would get 0.125pts, 1 million would get 0.25pts and 2 million the maximum 0.375pts

It should be noted that for the 2025 grading, the thresholds for digital rose significantly and although our data was similar, our point-scoring dropped.

There were also 0.375pts on offer spread across followers, engagements and website visits for 10% year on year growth, but we failed to achieve points for this.

For TV viewership, we scored the minimum 0.5pts from a possible 1pt.

Although we streamed our home fixtures, to achieve 0.75pts we needed to broadcast at least five games with a minimum of three-camera production. Maximum 1pt was awarded to the six clubs with the highest average match audiences.

PERFORMANCE – 5 POSSIBLE POINTS – WE SCORED 1.6PTS

(1.6PTS IN 2024)

Clubs are ranked from 1-35. Our ranking with positions of 21st (2025), 23rd (2024) and 23rd (2023) gave us a ranking of 22nd and 1.6pts.

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

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

(3.25PTS IN 2024)

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 £1.3million.

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, youth development or the women’s game added back, we scored 0.25pts from a maximum of 0.5pts for our average loss being less than £1miilion. Our three-year average was a loss of £19,000. To score the maximum points, the club needs to be profitable.

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 three-year investment was £93,884. 

For balance sheet strength, we scored the maximum 0.5pts for having net assets greater than £100k. Our net assets were £807,001.

STADIUM – 3 POSSIBLE POINTS – WE SCORED 1.1909PTS

(2024 – 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 44.09%, giving 0.4409pts. 

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

(2024 – 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 also have the opportunity to sign a delivery deal with another district authority and claim their population. As our Foundation delivers in Millom in the Cumberland district and many of our girls on our P2P programme are from West Cumbria, we could explore this possibility.

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 £205,000

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 3 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.

If we review the scoring, then we have dropped points due to the increasing of the digital thresholds, and we lost a profitable year of 2021 from the finance section which put our average performance into a slight loss.

There was also a slight loss in utilisation as the crowds were greater in 2022 that have been replaced by 2025.

It has been a very challenging period financially, and the club needs continual backing from the supporters if it is to remain sustainable.

Although we believe that promotion and relegation should be decided by matters on the field, coupled with minimum standards, we do acknowledge that much of the grading system is designed to help us focus on raising standards of the club. 

The lack of a Super League standard stadium is obviously going to hold the club back no matter how many points are scored in other areas.

The location of the stadium gives little scope for improvement, and the club is actively exploring the possibility of a new facility that would give the town and club something to be proud of.

The massive investment and multiplying local workforce may mean that funding becomes available and we continue to canvass key stakeholders in the town.

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