Executive Summary. Strategic Plan to 2015

Transcription

1 Executive Summary Strategic Plan 2012 to 2015

2 Foreword The last four years have been ones of prodigious growth within our sport, with significant increases in participation numbers, particularly in the numbers taking part in organised school cricket and gaining new qualifications. During the previous plan s cycle we saw many positive steps in the right direction in the performances of Scotland s representative teams at all levels. At age group level we were the most successful country in European events during the last four years and our national side is now predominantly filled with the direct products of our age group and academy programme. To have eight Scottish based professional players is a significant step forward for the sport in Scotland and we are well placed to continue our on field progress during the next four years. Although the last four years have been difficult financially for our business, we now have solid foundations based on a new governance structure and larger, albeit still small, reserves. Our ambitious plans will continue to focus on increasing and sustaining participation, growing the capabilities of our clubs to cater for all their members, and improving both the quantity and quality of our coaches, umpires, scorers, groundsmen and volunteers. Our plan is linked closely to the ICC s vision for a bigger, better, global game and will deliver ICC s strategic objectives in Scotland. We must continue to focus on providing the best support structure possible to our most talented male and female cricketers and give them every opportunity to succeed on the world stage. We will do this through increased resource to our performance system. As we look forward, Cricket Scotland is committed to Upping the Rate across all aspects of the game in our country. This is not a plan for Cricket Scotland, but a plan for cricket in Scotland and we commend its principles and objectives to you. Keith Oliver Chairman Roddy Smith Chief Executive Executive Summary Strategic Plan 2

3 Cricket Scotland has now completed its second strategic plan, On the Front Foot(2008 to 11). This was the follow-up to Building Partnerships (2004 to 2007). The last eight years were a period of unprecedented growth for the game in Scotland, with significant increases in the number of qualified coaches and officials and those playing the game, accompanied by a massive increase in the playing programmes of the men s and women s national teams. On the Front Foot set some ambitious targets for the sport to achieve. While we failed to achieve all of the headline targets, there is no doubt that the plan was successful in progressing many areas of the game in Scotland. Some of the headline achievements in the last four years include: 35% increase in participation to over 34,000 people taking part in cricket activity 75% increase in qualified coaches 35% increase in qualified umpires Fully operational regional and national academy structure Over 100 teams competing annually in national age group cup competitions 500 primary schools competing annually in national primary school competition 75 clubs accredited through Top Club Introduction of national club T20 competition Women s national league and cup competitions launched Head of Women s Cricket appointed 5 wins in European youth events (highest of any country) Under 19 team consistently the best in Europe and won the ICC World Cup Qualifier in 2011 Under 15 team won European Championships three years in succession From a base of no professional players, Cricket Scotland now employs 8 professional cricketers Runner Up in 2010 World Cricket League Division 1 and 2009/10 InterContinental Cup Wins against all Associate ODI teams ODIs staged in Scotland against England (x2), Australia, New Zealand, Bangladesh and Sri Lanka County victories against Northamptonshire, Warwickshire, Leicestershire, Kent and Lancashire New governance structure adopted and implemented Reserves of over 220,000 Formation of the Cricket Scotland Development Trust to support grass roots projects Scottish Umpire officiated in 18 One Day Internationals Senior women s team achieve first win in the European Championships and three promotions within the ECB structure 3 Executive Summary Strategic Plan

4 Upping the Rate 1st January 2012 to 31 December 2015 Cricket Scotland s new strategic plan combines a continuation of many of the recently launched initiatives and successful projects we have undertaken with a new strategic focus and a clear prioritisation of our activities. In the last year, three distinct plans have been developed and reviewed to cover our key areas of participation, performance and marketing and communications. These detailed planning documents form the basis of our forward strategy and are shown in full in the supporting strategic plan documentation. Cricket Scotland has a new interlocking framework of strategies that, when combined, will deliver an upped rate of progress in the next few years. The four sections of our strategic plan are; Within each area we have outlined the priorities that we will endeavour to deliver. However, Cricket Scotland cannot immediately deliver everything it wishes to, so we must prioritise over the course of the plan, with annual priorities set during our annual operating plan cycle. To ensure our key priorities are met we have prioritised the areas that we wish to deliver over the course of the next four years. Cricket Scotland will prioritise staffing and financial resources across the four sections of our plan. Resources will be aligned to reflect the key organisational priorities overleaf. Throughout the plan we have made conservative financial predictions and taken no account of additional resources gained through participation in world events or increased commercial revenue. The new plan is, therefore, affordable on current resources. Over the last eight years, Cricket Scotland has significantly changed as an organisation, developing quickly into a multi-faceted business that caters for all cricketers in the country, from the recreational to the elite. It is clear, therefore, that this strategic plan is not one of radical change or major alteration to what Cricket Scotland already does on an annual basis; but it shows more explicitly how we will be prioritising our resources and goals for the next four years. PARTICIPATION GOVERNANCE Upping the Rate MARKETING AND COMMUNICATION PERFORMANCE Executive Summary Strategic Plan 4

5 Cricket Scotland Structure Cricket Scotland (Holdings) Limited was formed, on the 1st of January 2011, as the new governing body for the sport in Scotland, replacing the former Scottish Cricket Union. Its day to day operations are controlled by the trading company, Cricket Scotland Limited. The Board of CSL contains six elected members and the Chief Executive. The Chief Executive and the professional staff are responsible to the Board of CSL for delivery of the annual operating plan and achievement of the strategic objectives set out within it. The Cricket Scotland Development Trust is an arm s length organisation that works in partnership with Cricket Scotland, but is not directly responsible to it. The Cricket Scotland professional staff structure will reflect the four key operational strands of the organisation and will be responsible to the Chief Executive for the delivery of each specific area. The Board of CSHL will appoint the committee members each year to sit on the respective sub committees of the holdings company. These are finance and remuneration, competition management, disciplinary and selection. CSHL can also appoint ad hoc committees for certain issues if they so desire. Cricket Scotland Holdings Limited Cricket Scotland Limited Cricket Scotland Development Trust CEO CS Disciplinary Panel CSL Committees Marketing & Communications Performance Participation Governance Professional staff Professional staff Professional staff Professional staff 5 Executive Summary Strategic Plan

6 Strategic Plan Framework Cricket Scotland s Vision is to be a leading Scottish sport competing on the world stage, while growing the game at all levels and promoting Scotland s cultural diversity. Our values reflect the cornerstones of how we operate on a daily basis. Through the lifespan of the plan, Cricket Scotland will commit to: Work with all clubs and cricket interest groups throughout Scotland, irrespective of their location, structure or size Drive forward innovative programmes and policies to secure an increase in participation and an improvement in quality across all aspects of the game in Scotland Invest all our resources directly in the achievement of our strategic objectives Continue to work proactively with clubs to ensure there is a vibrant domestic structure that caters for all players and meets the needs of whole club development Deliver high quality programmes to our aspiring and talented male and female athletes to enable them to compete in high level competition. Explore new partnerships that will assist in delivering our vision and continue to work with key partners such as sportscotland and the ICC to ensure we are working to achieve joint goals Reassess its current professional staffing structure to reflect the needs of Upping the Rate and implement any changes by the start of season 2012 Provide leadership in the development of the game at all levels through the provision of professional expertise, support and targeted funding Seek partnership support to develop a long term playing and training facility Executive Summary Strategic Plan 6

7 Key Organisational Priorities 2012 to 2015 Cricket Scotland has identified 19 key priorities across 4 strategic areas that we will be judged on in These are; Participation Marketing Comminications Performance Governance 50,000 people participating in cricket in Scotland 2,000 active and qualified coaches 300 qualified and active umpires 1,000 committed female participants Implement league structure to reflect needs of whole club development Improve communications with all stakeholders through updated website and use of social networking Interact effectively with the cricket and business community in Scotland Win an ICC Development tournament Finish in the top 8 of the 2015 world Cup World ranking of 10 for male team and 12 for the women s side Qualify for 2012/2014 Under 19 World Cup Under 19 team to be world ranked in top 12 80% of National squad on full or part time playing contracts 5 Scots playing in English county cricket Expansion of regional series and Academy/Lions programmes Beat a Full Member in an ODI Increase reserves by 20% and secure financial stability Secure own national facility Decentrailise management of cricket where appropriate The detail with the four interlocking strategies is extensive and shows the many targets underneath the main 19 above. Cricket Scotland will report annually, in March, success against these stated objectives. 7 Executive Summary Strategic Plan

8 Strategic Objectives Within the full strategic plan, Cricket Scotland has shown clearly how we will strive to achieve our priorities by implementing 10 strategic objectives across the four key areas of our business. Each objective has a corresponding plan that our professional staff will implement in conjunction with the development groups and clubs. 3 Well trained people 4 D evelop elite players and winning teams 5 Creating a world class infrastructure 6 Delivering excellent coaching and support services 7 Provide leadership in the development of the game at all levels 8 National facility 9 Invest all our resources directly in the achievement of our strategic objectives 10 Improve all aspects of marketing and communication to ensure that Cricket Scotland promotes the game to as wide a constituent as possible. 1 More and better players 2 Stronger Clubs Executive Summary Strategic Plan 8

9 Financial Breakdown Cricket Scotland Income Sources Income ICC Sportscotland Commercial Clubs/Comps Cricket Scotland Expenditure Expenditure Participation Governance Performance Marketing/Comms 9 Executive Summary Strategic Plan

10 Financial Projections The following projections for the strategic plan are based upon realistic projections moving forward, without being overly ambitious in terms of new income streams. Income Sportscotland 425, , , ,600 ICC 540, , , ,000 Commercial 175, , , ,000 Grants - Staff 57,600 57,600 57,600 57,600 Sponsorship 50, , , ,000 Subscriptions 18,000 18,000 18,000 18,000 Match Income/Other 200, , , ,000 1,466,200 1,801,200 1,951,200 2,171,200 Expenditure Salaries 550, , , ,000 Player Costs 175, , , ,000 Participation 100, , , ,000 Performance Development 160, , , ,000 Clubs and Competitions 35,000 25,000 25,000 25,000 High Performance 298, , , ,000 Leadership and Management 140, , , ,000 1,458,356 1,755,000 1,905,000 2,050,000 Profit/Loss 7,844 46,200 71, ,200 When human resource costs are divided amongst the four key areas, the division of our expenditure for 2012 equates to; Participation 320,000 22% Governance 280,000 19% Performance 813,356 56% M and C 45,000 3% 1,458, % Executive Summary Strategic Plan 10

11 Photographers: Donald MacLeod, Ian Potts, ICC, Alec Davies and David Potter