London - The International Rugby Board (IRB) on Monday announced that the second phase of its modernisation programme was under way.

This key milestone centres on an internal management restructure that will allow the IRB to better manage and implement the strategic plan on behalf of the game's stakeholders.

IRB Chief Executive Mike Miller stated: "Phase one of the IRB's modernisation was the historic decision by Council last November to adopt a new governance structure and strategic plan. Council recognised that the game's policy-making and delivery mechanisms required change to meet the present day requirements of the game.

"Phase two involves the internal modernisation of the organisation as part of the governance model that will allow us to professionally implement and manage the key programmes of the strategic plan. Hot on the heels of the establishment of a new Executive Committee, the new management structure will deliver more dynamic and responsive decision-making capabilities."

"One of the main aims of the strategic plan is strong and effective leadership by the IRB. I believe these measures will strengthen our leadership and ensure we efficiently deliver all our goals, including the important rollout of the Euro330 million investment commitment over the next three years to new development initiatives for Tier One and Tier Two Unions," added Miller.

The internal restructure will see the Development and Tournaments departments amalgamated into one Rugby Department. It will have responsibility for all planning, management and running of all non-RWC tournaments, including U19 and U21 World Championships, IRB Sevens and the Super Cup. It will also deliver rugby development programmes in regions and unions, education and training, elite referee management and player welfare initiatives.

The Rugby, Communications, Rugby World Cup, Council & Member Services and Finance Departments have all been restructured and strengthened through internal and/or external appointments. These moves will make the departments better-equipped to drive and manage the project-based implementation of the strategic plan.

A Strategic Operations Manager will also be appointed to further enhance internal management practices, including inter-departmental working relationships, and to implement professional staff development initiatives. - Sapa