STRATFORD UPON AVON (SUA) ROYAL BRITISH LEGION (RBL) BRANCH CHAIRMANS VISION OF THE FUTURE (Version 001).

Note: This a living organic document that will be subject to change and development over time. The aim of the document is to generate discussion and positive changes in the RBL SUA in the near future.

CURRENT SITUATION

Since Covid, customer support and footfall for the RBL Club has clearly declined, this is reflected by the poor physical state of the RBL site, which now demands repairs and attention. A serious coordinated effort must now be undertaken to stem the low customer & visitor numbers and the resulting reduced income to avoid the risk of future financial insecurity or closure of the RBL site.  

It is imperative of the RBL SUA to rebuild the local community confidence, to improve the footfall and gain their financial support. The current Status Quo will become unworkable in the future, especially as rental and utility costs increase. Changes and improvements in practice and management are necessary to protect the future of the RBL Site and the reputation of the RBL SUA. 

Currently the RBL SUA as a whole, lacks a shared defined vision of its future within the local and veteran community, the need is now established to move away from previous Ad Hoc planning, It is vital a capacity to respond is adopted, for without the much-needed changes, the RBL will be in danger of becoming forgotten and further irrelevant to the community.

ACTION

Consider therefore, the creation of an RBL SUA Steering Committee, comprising of both Club & Branch members and other stakeholders such as the Royal Engineer Association (REA) ,the Townhall & Town Trust to be formed and "in place" by early September 2026, in order to provide direction and guidance in this endeavour. 

The Steering Committee can also invite guest speakers to advise and articulate the requirements and aspirations of the RBL members, stakeholders and customers.

An aim of the Steering Committee is to deliver a workable coherent plan, with an agreed priority of works, functioning in conjunction with the SUA Local Authorities (LA) in relation to future structural development of the RBL site, the cornerstone of improvement.

The Committee will be acknowledged at County level and will support both the Club and Branch, by ensuring accurate and coherent Grant and planning applications, both key activities, are submitted by both correctly and in a timely manner, whilst adopting measures to ensure both disability access and toilet facilities are provided, thus improving inclusion.

Only operating as a social Club with declining members and whilst facing potential financial difficulties may not be a viable option in the future. Therefore, further options will need to be considered. Below are three future streams of income

THREE FUTURE PILLARS

·    The RBL Club (Social & Entertainment): Improve and promote existing facilities, encourage social events, advertise Club facilities, create catering options, develop and host indoor sports tournaments (Pool, Snooker, Darts etc) whilst genuinely aligning with the RBL principles and aims.

·    Create a Community Hub: Support local community groups & charitable organisations, creating an environment, capable of providing during daytime hours, a friendly safe space with adequate facilities to support local community needs and activities.

·       Resilience Centre: In conjunction with the Local Authority (LA) explore the possibility of creating a Resilience Centre with vital capabilities to support LA needs: Potentially propose the Legion site as a Communication Centre or Focal Point, providing an emergency shelter with a feeding Station, offering limited medical & Washing Facilities.

These options all require serious consideration and investment in time whilst exploring the options, which can prove to be a financial benefit, improving income and enhancing the RBL reputation in the community,

SUMMARY

In the short term, it is vital we “get the proposed Steering Committee off the launch pad”, and start to develop a visible momentum, allowing the Steering Committee oversight to examine the financial aspects and the management of both Branch and Club

Together with a strong coherent plan, the Steering Committee could in the medium-term, start the transformation of the existing RBL site, with the assistance of grant applications, create a centre “fit for purpose” within the local community 

In the long-term, challenge the current situation regarding the actual ownership of the SUA RBL site and the update Trustee Agreement set in place by the RBL National in 1990.

Without doubt serious decisions must be in the short term and changes in practice and management must be instigated.  I would promote the adoption of a RBL Policy demonstrating an "honest open approach to future planning decisions", this transparency will remove the charge of operating " a Backroom culture" and reduce the risk of damaging the RBL SUA reputation     

Currently there is an existing clear threat, that the decline in the RBL site, both in management and structural terms will become terminal and result in the potential closure of the RBL site.  I encourage all at the RBL SUA to challenge this threat and swiftly embrace the proposed option of the creation of the RBL SUA Steering Committee and accept offers from outside" the RBL Bubble" of either financial assistance or management guidance. 

" Resilience is the capacity to adapt successfully in the presence of risk and adversity, natural or manmade"

Major Kevin J Mc Carthy VR MSc

Chair of the SUA RBL Branch.

Dated: 22 July 2026.