A Strategy for Sussex Cricket

Further to the consultation during the Spring, the three year plan for Sussex Cricket has now been finalised. The Boards of Sussex County Cricket Club and Sussex Cricket Board appreciate all comments made and will create a revised programme for the period 2010 to 2012 towards the end of the year.

Suggestions for inclusion are welcome and should be sent to dave.brooks@sussexcricket.co.uk.

A Strategy for Sussex Cricket 2009-2011

1. The Vision of Sussex Cricket

It is the vision of Sussex Cricket “to be the leading county in England and Wales in the provision of opportunities for cricket participation and the development of high standards of performance at all levels, both on and off the field of play”.

2. Purpose of Strategy

The purpose of this initial 3-year Strategy is to produce a definitive pathway, by which to convert into reality the vision for Sussex Cricket.

This will be, as the ECB has described it, "the cornerstone of a co-ordinated and objective planning process for all aspects of cricket in the county, supported by best practice management and innovation".

The Strategy identifies the activities that are necessary to ensure that there is full integration, liaison and co-operation between all aspects of the sport within the county, in order to improve the overall effectiveness in the use of available manpower and financial resources.

As such, it will be the basis on which major decisions are made within the Sussex County Cricket Club (SCCC) and the Sussex Cricket Board (SCB) and provides clubs, leagues, associations, sponsors and other groups and individuals involved, with a clear strategic direction for the game of cricket in Sussex.

The Strategy will be reviewed every year and be modified, as necessary, to provide a rolling 3-year working programme. It needs to be alive and entirely relevant at all times, as well as being seen as guidelines and not tramlines.

3. Ownership of Strategy

The Strategy for Sussex Cricket 2009 – 2011 has been produced by the Sussex Cricket Strategic Group, which is the governing body for strategic development of all aspects of cricket in the county.

The Strategic Group comprises representatives of the SCB and the SCCC, both organisations of which have been consulted fully during the preparation of this Strategy.

However, it is of vital importance that every part of the Sussex Cricket Family has a real sense of understanding of and a commitment to all aspects of the Strategy, which is why it is now being issued for consultation.

4. Current Position

The past 10 years period has been the most successful era in the history of Sussex cricket, within both the professional and recreational parts of the sport. The successes of the SCCC 1st XI have been achieved not least because of a very strong work ethic and outstanding team spirit; however, this has been aided greatly by the strong and well ordered support structure throughout the county. On this basis, there could not be a better time at which to develop this new strategic approach, to build on the recent successes and develop an even more robust framework for the future.

This Strategy is intended to maximise the effects of the recent Building Partnerships in Sussex Cricket initiative, by continuing to correct any deficiencies and ensuring that opportunities are provided upon which to develop even greater success.

It is recognised that the sport of cricket is undergoing major changes, both domestically and globally. Sussex Cricket needs to be well positioned to meet the organisational challenges that will result from these and this Strategy holds the key to achieving this.

It is also of great importance to the SCCC and the SCB that Sussex Cricket plays a major role in the local community, as a sport for social good, particularly in respect of health improvement and social inclusion.

5. Integration of SCCC and SCB

In producing this Strategy, the Strategic Group has found it useful to distinguish between the organisation and purpose of professional cricket on the one hand and those of recreational cricket on the other. The following are some differences:

Professional = Relies on paying supporters for its continuation.
Recreational = Relies almost entirely on volunteers for its existence;

Professional = Spectating
Recreational = Participating;

Professional = Paid staff at SCCC
Recreational = Unpaid volunteers within clubs.

It is, of course, important to note that professional cricket relies heavily on recreational cricket clubs and other organisations for the production and development of players with the potential to become first-class cricketers.

The common themes between the two are that:

everyone involved gains enjoyment from playing, watching or helping;
whichever the form of cricket played, it has great potential for achieving social good.

6. Values

The following values are fundamental to the positive pursuit of excellence within all aspects of Sussex Cricket throughout the county:

high ethical standards in the behaviour of all participants, officials and others;
social, physical and gender inclusiveness, regardless of age, race and religion;
strong support for and valuing of volunteers and employees;
best deals for supporters and business partners;
best business practice and governance;
transparency and accountability;
effective communications; and
genuine belief in the positive benefits of building partnerships.

7. Objectives

This Strategy has two appendices, which outline the specific objectives for the Sussex County Cricket Club, in respect of professional cricket in the county (Appendix 1), and the Sussex Cricket Board for the recreational game (Appendix 2).

These appendices have been drafted to set out the “WHAT NEEDS TO BE DONE”.

As soon as the final annual version of the Strategy has been finalised in each year, a detailed, but realistic Annual Business Plan (for the Sussex CCC) and the annual Improvement Planning Process (for the SCB) will be prepared, which identify the individual action points that are needed to achieve the above stated goals and objectives – “HOW WE DO IT”.

8. Programme of Action

The first important step is the distribution of this document to all parts of the Sussex Cricket Family for consultation. Every member, sponsor, club, league, organisation and individual is invited to send in their comments on any aspect of the document.

Comments are requested by 31 May 2009, following which these contributions will be taken into account by the Strategic Group and amend the Strategy as it considers appropriate. This task will be completed by 30 June 2009, with the final document being placed on permanent display on the Sussex Cricket website, www.sussexcricket.co.uk.

The Strategy will be reviewed each year by the Strategic Group.

Sussex Cricket Strategic Group
April 2009

Appendix 1

The strategic OBJECTIVES for the development of the Sussex County Cricket Club are as follows:

1. To provide great sporting entertainment and to achieve cricketing success, through challenging for top honours in the targeted trophies, each year.

This will include the need to ensure that:

success is achieved through the fielding of at least 9 English qualified players in first class cricket, which places an emphasis on home developed players;
the balance of the professional squad is competitive for the competitions that the Club prioritises;
the successful, competitive team environment in which young players can thrive is maintained;
all SCCC players play within the laws of cricket and the MCC’s Spirit of Cricket, and are ambassadors for the game and Sussex CCC on and off the field;
the Club has the appropriate structure of coaching and support staff and that all coaching staff achieve the highest qualifications possible;
there is a high-level scouting system;
the SCCC Academy and youth development structure is of the highest quality for both genders.

2. To provide the highest possible standards of customer service, including ground facilities

This will include the need to ensure that:

there is a constant emphasis on positive, friendly and informative customer care in all parts of the Sussex Cricket operations;
there is a continuing positive image of the Club;
a strong business case is produced for the comprehensive re-development of the County Ground at Hove by 2012, so that:
- it is sustainable for the next 50 years;
- it will incorporate commercially/financially viable facilities, with strong income streams;
- it will provide an excellent cricketing environment and top class facilities for members/spectators, sponsors and the media;
- it will not compromise the ground’s current relaxed ambience;
- it will have taken into account the views of all stakeholders.
the facilties for 1st and 2nd XI cricket played at out-grounds is satisfactory;
high standard facilities are provided at the Blackstone Academy Ground;
satisfactory arrangements are made for the preservation of SCCC memorabilia and artefacts.

3. Continually strive to strengthen the bonds between the Club and local communities within the county and to maintain the Sussex Cricket Family ethos

This will include the need to ensure that:

there is a strategic framework for the Sussex Cricket in the Community programme;
the benefits of charitable status for the programme are explored;
the Club retains its position as a high profile focal point in the county;
the positive spirit, ethos and goodwill within the “Sussex Family” is preserved;
there is excellent, on-going communications with all stakeholders.

4. To achieve sustainable marketing success to underpin Sussex Cricket

This will include the need to ensure that:

SCCC is run on a financially sustainable basis and has a strong and increasingly improving income stream, particularly in respect of:
- corporate hospitality;
- match and other in-house catering;
- indoor school;
- Club Shop;
more and different income streams are developed during non-cricket season periods;
membership and attendances are increased year on year;
the essential contributions of the Club’s sponsors are shown to be valued and that additional sponsors are recruited;
maximum value is obtained from the “Sussex Cricket” website.

5. To establish efficient and effective governance, including managerial and financial systems, based on a strong ethical code

This will include the need to ensure that:

there is an open, positive and proactive managerial approach to running the Club, with clear accountabilities;
the role and responsibilities of the SCCC Board, its various committees and the Executive Team are clearly defined;
there are sound financial/accounting systems in operation;
there is a rigorous risk management process in place;
there is a strict approach to Health & Safety matters and all other areas of legal compliance;
there are proper and appropriate other corporate governance systems in place;
the Spen Cama inheritance and other legacies are properly invested and utilised;
the Board is kept informed of relevant legislative and regulatory changes.

6. To become the local employer of choice

This will include the need to ensure that the Club:

puts in place recruitment and development strategies that help the Club attract and retain talented people;
has a robust management support structure;
strives to continually identify and develop outstanding leaders;
creates and maintains a positive and stimulating working environment that encourages creativity and the sharing of ideas;
embeds a culture of continuous learning and continuous improvement throughout the Club;
wherever possible, keeps jobs interesting and compelling, to enable employees to grow and be fulfilled in their jobs;
provides the resources, training and training to help employees achieve or exceed their goals;
treats all staff equitably and implements policies and practices to embed equity in all we do.

April 2009

Appendix 2

The strategic OBJECTIVES for the development of recreational cricket in the county by the Sussex Cricket Board are as follows:

1. To maximise the quality and quantity of participation in cricket throughout the county, regardless of age, gender, ability, and ethnicity

2. To ensure the development of workforce skills to meet the individual and collective needs of participants, both amateur and professional

3. To celebrate and promote playing success in national competitions at all levels

4. To be the national leader in player development

5. To maximise resources so as to improve the quality of facilities to the appropriate standard of cricket played

6. To maximise the resources available to support cricket at all levels and to ensure the effective and efficient use of these

7. To ensure the implementation of best-practice operational and financial governance systems in all aspects of recreational cricket throughout the county

8. To build partnerships with all stakeholders so as to ensure that the best possible support and service is given to the whole of the Sussex Cricket Family

The TARGETS in respect of the above objectives are as follows:

1. Participation

to increase the number of annual entries to primary school competitions from 376 to 400, with girls-only entries increasing from 63 to 75 (Asda Kwik Cricket Year 6, Year 4/5, Girls only Year 6 and Caffyns);
to increase the number of annual entries to secondary school competitions from 171 to 175, with girls-only entries increasing from 51 to 55 (U12, U13, U14, U15 20/20 and girls only);
to establish 60 formal School Club Partnerships, through best use of Chance to Shine and community coaches resources;
to increase the number of clubs affiliated to SCB from 243 to 250, with clubs with a women and girls section increasing from 16 to 25 and those with a junior section from 110 to 140;
to increase the number of ClubMark accredited clubs with ECB approved Development Plans from 33 to 55;
to implement a structured and integrated junior league & cup programme across all 4 Areas of Sussex, with entries increasing from 703 to 730;
to provide a structured adult league pattern in the county, with promotion and relegation between all leagues, with an increase in league teams from 344 to 355;
to increase the number of visually impaired sections from 1 to 2 and to establish 1 physical difficulties cricket section within affiliated clubs;
to work closely with the SCCC Community Liaison Officer to provide participation opportunities in areas not serviced by affiliated clubs;
to support clubs to ensure that junior members become senior members.

2. Development of Workforce Skills

to train 300 new UKCC Level 1, 300 new UKCC Level 2 and 45 new ECB club coaches (to ensure a minimum of 1 Club Coach per Focus Club);
to ensure that all Area and County squads are coached by an ECB Level 3 coach, assisted by an ECB Level 2 coach;
to increase the coach tutor workforce from 5 to 15, to include increasing the number of field-based trainers and internal verifiers from 2 to 4;
to increase the ECB Coaches Association membership from 363 to 400;
to establish an Officials Education Workforce of 6;
to increase the ECB Association of Cricket Officials membership from 211 to 250;
to ensure 2 ECB pitch advisors are available in Sussex;
to increase membership of the SCB Groundsmen Association from 50 to 75 members;
to employ a full-time, paid County Volunteer Coordinator;
to establish a simple reward and recognition system for volunteers;
to work with the local universities to provide initial teacher training and to link to local clubs for volunteers;
to run 20 ECB Introductory courses;
to implement a SCB Workforce Strategy to maximise use of internal and external resources to support the development of the cricketing workforce for Sussex;
as identified through the Workforce Strategy, to employ a paid County Volunteer Coordinator, Programme Manager and Performance Support Officer.

3. Playing Success

to promote and celebrate success achieved by Sussex Schools, Clubs and individuals at a Regional and National level.

4. Player Development

to ensure at least 180 children aged between 10 and 15 receive a minimum of 20 hours of coaching in their local area from a level 3 coach and play in 3 Area representative games;
to ensure at least 90 children aged between 10 and 17 receive a minimum of 20 hours of coaching from a level 3 coach and play in 5 games at County age group level;
to ensure at least 10 players aged between 10 and 16 receive 50 hours of one-to-one coaching and 50 hours group coaching from a Level 3 coach;
to adopt a philosophy of “player development above win at all costs” in Area and County Age group cricket.

5. Facilities

to increase the number of clubs that meet fully SCB Minimum Facility Standards to green from 4 to 15;
to establish 1 venue per Area that meets SCB Minimum Facility Standards for County age group cricket;
to establish appropriate and consistent Facility Assessment Standards across all Sussex Cricket Leagues;
to form partnerships with independent schools to maximise facilities available;
to implement a Facility Strategy to maximise use of internal and external resources to support the improvement of facilities in Sussex.

6. Maximise the Resources

to establish and maintain appropriate human resources available to deliver objectives in this Strategy;
to utilise the ECB Improvement Planning Process to annually review activities, progress and priorities in recreational cricket;
to ensure there are sound financial/accounting systems in operation within the SCB;
to ensure that the SCB Management Committee and staff have a proactive approach to financial risk management and that risks are identified, mitigated and managed.

7. Governance Systems

to ensure that there are proper and appropriate corporate governance systems in place;
to meet the Sport England Equality Standards;
to ensure all SCB affiliated leagues, clubs and organisations adopt and implement ECB Safe Hands policy;
to ensure all SCB affiliated leagues, clubs and organisations adopt and implement all other ECB policies and directives;
to establish and maintain an appropriate operational structure within the SCB;
to maintain an open, positive and proactive managerial approach to running the SCB, with clear accountabilities;
to establish a robust approach to Health & Safety matters;
to ensure that the Board is kept informed of relevant legislative and regulatory changes.

8. Sussex Cricket Family

to establish a Memorandum of Understanding with the Sussex County Sports Partnership and 9 School Sports Partnerships;
to establish a clear benefit package to all SCB affiliated clubs.

April 2009