Online Reporter
Blessing Mwale
Correspondent
WHEN I wrote: “Beyond 2027: Can Zimbabwe rugby seize its defining moment?”, I argued that our World Cup campaign should be more than a trophy chase — it should reshape systems, structures, and culture.
That moment is no longer hypothetical.
Zimbabwe has already secured its place at the 2027 Rugby World Cup, which will be held in Australia. The question now is simple:
what happens next?
Qualification is not the finish line.
It is the starting gun.
The world will watch us in Australia, but what matters more is what Zimbabwean rugby looks like in 2030, 2035, and beyond.
Will this World Cup appearance be a one-off high point, or the beginning of a culture of growth and sustainability?
The danger now is complacency, believing that because we qualified, we have already “arrived.” But history has shown us that without strong foundations, momentum quickly fades.
Zimbabwe has a proud rugby heritage; however, progress has often been hindered by weak structures and administrative challenges.
That is why this moment demands that provinces, clubs, and academies take stock of their current situation.
We must ask ourselves honestly: are we ready, not just to play the game, but to run it properly?
Provinces are the pivot points.
The national union may chart the direction, but it is the provinces where change is lived out. They are closer to schools, clubs, and communities. They are the nurseries of talent and the spaces where culture is
shaped.
A well-run province ensures that the journey from grassroots to elite rugby is coherent rather than chaotic. It also gives local legitimacy, attracting sponsors, engaging local Government, and earning the trust of communities. Just as importantly, strong provinces act as a buffer; if the national body falters, they help keep the sport alive and credible.
This is why boards at the provincial level must model professionalism and inclusivity.
A rugby team will never be made up of only fly-halves.
It will collapse under pressure, lack variety, and lose balance. Similarly,
boards dominated by “rugby people” alone risk being one-dimensional.
Passion is essential, but it must be complemented by professional expertise.
We need technical rugby voices — coaches, former players, and pathway directors who understand the heartbeat of the game. Alongside them, we need finance, legal, HR, and communications professionals who can ensure compliance, secure sponsorship, and manage contracts responsibly.
And we also need corporate connectors, men and women who bring in networks from business, Government, and the media. This is the blend that allows a board to both preserve the soul of the sport and secure its future.
What then should provinces, clubs, and academies actually do?
First, we must invest in governance training. Our administrators need confidence, not just in rugby rules, but in finance, law, and organisational compliance.
Second, provinces should set clear expectations for board composition, ensuring that there are always non-rugby professionals at the table.Third, transparency must become non-negotiable.
Annual reports, financial statements, and clear communication with members are not a luxury but a necessity. At the club level, constitutions, succession plans, and financial controls should be standard practice.
Academies, meanwhile, must avoid operating in silos.
They should align with provincial and national strategies so that talent development is coherent rather than fragmented.
Even more importantly, they should cultivate leaders and administrators, not just players, so that the next generation can manage the game as well as play it.
None of this is out of reach.
We do not need to reinvent rugby. We need only to take lessons from successful leagues like the English Premier League, the NBA, or the NFL, where governance and commercial expertise are prized as highly as
sporting knowledge.
Their boards are rarely dominated solely by former players; instead, they feature individuals who understand how to run complex ecosystems that include grassroots initiatives, commercial partnerships, compliance, and community development. That model is not foreign to Zimbabwe.
What is required is a mindset shift: to see rugby not just as 80 minutes of play, but as an ecosystem of moving parts that all need to be nurtured.
For Manicaland, and for every other province, this is a chance to lead.
Imagine the statement it will make if Manicaland rugby became known, not only for producing players, but also for pioneering governance, transparency, and professional administration across the country.
That kind of reputation attracts sponsors, fosters community pride, and instils confidence in players and coaches alike. It also sets an example for smaller districts and clubs, showing them what good looks like.
We cannot wait for Harare to fix everything.
The fundamental transformation begins at home. Each province that chooses to govern with vision and professionalism strengthens the national body in turn.
Zimbabwe has already booked its ticket to 2027. That is a victory. But the real test lies in whether we can institutionalise change so that this qualification is not a one-off.
The legacy we leave should, not be measured only by the tries scored or matches won, but by the systems built, leaders trained, and rugby grown as a sustainable national asset.
This is our chance.
The time to run the game — not just play it — is now.
