A Changing Game A REPORT PREPARED BY MELBOURNE METROPOLITAN TURF TASK FORCE

Transcription

1 A Changing Game A REPORT PREPARED BY MELBOURNE METROPOLITAN TURF TASK FORCE

2 Melbourne Metropolitan Turf Cricket Task Force (MMTCT) members Russell Thomas Cricket Victoria Board Member Claudia Fatone Cricket Victoria Board Member Mark McAllion CEO VicSport Anthony Isaacs Chairman, North West Metro Region Committee (former VTCA President) Rohan O Neill Cricket Victoria Michael Ronchi Cricket Victoria Phil O Meara VSDCA Vice President (Up to October 2014) 2

3 Table of Contents Introduction 4-9 The benefits of the Proposed Changes A Common Approach to Developing the Game Structure Naming and Boundaries Governance Allocating Clubs to Leagues Allocating Teams to Grades The Talent Pathway Game Development Implementation Appointments Appendix 1 (Feedback from existing competitions to conceptual plans) Appendix 2 (Extracts from Crawford/Carter Report on Australian Cricket Governance) Appendix 3 (Ratings of existing grades)

4 Introduction

5 A changing game For more than 120 years the Melbourne club scene has grown as Melbourne spread geographically. Growth was not planned rather it emerged. Today across the state of Victoria, over 100,000 cricketers represent 1107 clubs every week in the summer across 76 competitions. In metropolitan Melbourne cricket, over 60,000 players are involved in over 20 different metropolitan competitions (senior and junior). From the inception of club cricket in Melbourne, turf cricket has remained the preferred surface among the cricket playing community and in Melbourne alone over 270 council maintained cricket grounds exist with turf pitches. Over time cricket associations have been well served by voluntary administrations, run primarily under delegate systems where representatives from clubs are engaged in making decisions on the running of the game. Different models are emerging to structure and govern sports. In Victoria the traditional Australian sports, Cricket and Australian Rules Football led the way in terms of participation and commercialisation. These sports are however being continually challenged by less traditional sports in Australia such as soccer and basketball 5

6 A changing game Today sport is increasingly being run by independent boards supported by professional sports administrations that must consider a holistic view of the game. Their focus is on developing sustainability and growth. They make well balanced decisions without the encumbrance of the expectation that their decisions must represent the interest of any single group of stakeholder In 2011 Cricket Australia (CA) engaged Colin Carter and David Crawford to consider the best way govern the game at a national level. In the report produced and titled A Good Governance Structure for Australian Cricket they noted The other issue that we heard in our interviews is that "cricket is unique" and therefore the practices of other industries are not relevant. We disagree. The governance structures that we have outlined have served organizations across all industries and sectors, including sport. We note that in the AFL, for example, there is no enthusiasm among the clubs to return to the past when conflicts of interest around the Board table were normal. And cricket's attributes the importance of grass-roots participation, of volunteers, of talent identification and pathways, and high performance team management are not unique to cricket. They are true of all sports. The principles of the Crawford Carter report hold true at the state and grass root levels of the game. CA has a plan for the game for the future. This is supported by Cricket Victoria s (CV) development of plans to support the national approach. Cricket has a significant competitive advantage in vast numbers of voluntary administrators and like Australian Rules Football an enviable club culture. 6

7 Why cricket needs change The unfettered emergence of cricket associations to cope with geographic spread over 120 years has resulted in competition overlap. Turf competitions crossover hard wicket competitions, junior competitions over senior competitions and women s competitions over men s. In the city of Melton alone there exists 13 cricket clubs participating in eight different cricket associations. The City of Stonnington deals with six different cricket associations operating in that municipality. New versions of the game are emerging for markets such as women and the time poor. Multiculturalism means that the game must deliver to a wider and more diverse population. Councils deal with multiple associations on matters such as fixturing, ground allocations and facility development. For government, cricket is difficult to deal with; there is no clearly defined hierarchy beneath Premier Cricket. A common issue for local government is identifying the most appropriate organisation and individual regarding planning matters. In the Stonnington and Melton examples, this issue is emphasised. Other sports such as soccer and basketball are making ground. They have well developed consolidated strategies for growth that can be targeted to areas where the opportunities are greatest. Cricket facilities are at risk and without greater collaboration there will be losses, particularly for turf facilities. Cricket s national plan for the game fails to be delivered as well as it might at the grass roots where each cricket association is doing what it considers to be best for their members. An Increased focus on complementing and supporting part time volunteers with full time paid staff, will include expectations to deliver agreed outcomes. We propose a philosophy of Common Objectives, Local Solutions. Cricket can maintain the high ground by its support of common objectives delivered by a national body through solutions developed by a rationalised group of well governed local bodies. 7

8 An alternate structure CV has developed an alternate structure for turf cricket across metropolitan Melbourne. This structure presents opportunities for the consolidation of administration and improved delivery of national game and club development programs. A key feature of this structure is that it provides a clear pathway for those that play and follow the game. These changes provide the foundation for reform of other levels of the game. They are premised on the ideal that the club structure is the great strength of our game and must be preserved The work was predicated on five ideals: 1. Clearly defined coordinated competitions where clubs and teams find their appropriate level of competition (promotion and relegation). 2. Well administered and supported competitions that have some consistency in format, rules and governance that allows a closer Premier cricket connection. 3. Competitions that are geographically located to provide opportunity to develop into growth areas and to remove travel as a barrier. 4. Local Government, central to the model to ensure sustainability with an overarching aim to provide a clear cricket hierarchy that leads to Premier Cricket. 5. Turf Cricket will be strengthened through collaboration between the CV and Local Government resulting in increased utilisation and levels of participation. 8

9 Nine key initiatives A new structure for cricket is underpinned by the implementation of nine key initiatives 1. Five new leagues are established, each with a direct connection to CV through a formal commercial agreement. 2. A five zone model for all turf cricket is established with common grading principles. 3. CV provides a total of $500,000 per annum to fund the appointment of full time Executive Officers at each league. The funding is subject to an agreed set of principles between each League board and CV. 4. A modern governance structure in accord with Good Governance Structure for Australian Cricket (Crawford and Carter 2011) principles that is independent and skill based (refer appendix 2). 5. The Victorian Metropolitan Cricket Union s (VMCU) responsibilities to grow and foster the game are devolved to the five leagues. 6. Hard wicket and junior competitions are invited to affiliate with the new leagues that will agree to represent their best interest to CV and provide support via CV development initiatives. 7. CV game development is decentralised and based at each league/zone. 8. The Region Committees responsibilities are devolved to the league boards. 9. The talent Pathway is refined and managed by CV existing pathway teams are maintained as the talent pathway to support Premier Cricket. The existing VMCU competition of inter-association junior matches also maintained through the administrative support of CV. 9

10 The benefits of the proposed changes

11 1. Turf Cricket competitions are all localised under individual administrations; a) Turf Cricket administrators are more effective because there is no geographic overlap and they readily move between club venues as its is geographically practical to do so. (maximum travel time between clubs is estimated at 39 km or 42 minutes). b) Metropolitan turf cricket is clearly graded because only Premier Cricket sits outside competitions affected by promotion and relegation. c) The second tier of cricket (ie each league s top grade) has the strongest metropolitan teams participating because the composition of the grades is fluid as a promotion and relegation process exists. d) Local council decision making is streamlined because they deal with just one organisation on matters relating to turf cricket. e) An appropriate level of turf cricket for all teams because each turf club has each of its teams graded based on its previous years level of performance and each league has between 10 and 14 grades. f) Clubs and individuals build and maintain strong local relationships and rivalries because they are generated over a history of regular competition. 11

12 2. $500,000 is committed annually to community cricket to fund full time League appointed Executive Managers in each league; a) Improved response rates to club administrators because office hours are five days a week 12 months a year. b) The leagues business operations improve because a stronger commercial focus exists, together with higher expectations and measurable accountabilities. c) A reduced burden on volunteers at association/league level because the board defines the relevant authorities to the Executive Officer to make decisions and carry out tasks. d) The league administration is more accountable because it must report directly to the league board and with progress assessed against an operational plan approved by the board. e) New revenue opportunities because the consolidation of competitions provides improvements in scale and opportunities for merchandising, sponsorship and advertising. 12

13 3. The new board model will operate under a modern form of governance; a) Improved focus and balance in decision making because the board is independent, with a balance of elected and appointed board members chosen for their complementary skills, experience and capacity to contribute. b) Neutrality because no board member will hold office in any club administration. c) The board and the administration together operate effectively because roles and the administrations levels of accountability are clearly defined. d) The board s accountability to the membership is clearly understood There are fewer matters that must be referred to members for approval because authorities are clearly defined in the league s articles. e) The members interests are protected because they maintain power to dismiss the Board. 13

14 4. The national strategy for the game cascades to all levels of competition; a) Less duplication of effort because each level of the game understands its purpose and role. b) Increased investment in development because programs are aligned with national strategy. c) A stronger position with Government, federal, state and local because government has fewer points of contact to deal with and there exists an overarching strategy and guidelines. d) Much improved communication between levels of the game because there are regular forums and more full time employees spread across all levels of administration. e) More effective administrations because they are independent and engaged on a full time basis. f) Leagues and CV are clearly aligned because this structure is clearly aligned with the CA blueprint for cricket nationally. 14

15 5. The responsibilities of the VMCU and the Region Committees are devolved to the leagues; a) Responsibility for growing the game being localised because the league boards are charged with the responsibility for growing and fostering the game across their geographic footprints and the CV Development staff are located at each league office. b) Opportunities eventuate for hard wicket association to merge with league operations or for service agreements to be established because increased scale will result in economic benefits and operational effectiveness. c) More turf cricket in areas under represented because a common development strategy for growth can be established between leagues and CV. d) Improved growth in specifically targeted markets (e.g. female, multicultural, indigenous, all abilities) because objectives are defined in CV/league funding agreements. e) A closer connection between competitions and CV because each of the five leagues have commercial agreements with the CV that stipulate common aims and objectives for the betterment of the game. 15

16 6. The talent pathway is better defined and managed resulting in; a) Well structured representative cricket because CV oversees its management and provides an allocation of resources to deliver all competitions. b) A clear understanding of the level of cricket provided by each league and where it stands in the cricket hierarchy because one structure exists for turf cricket. c) Transfers and permit regulations are common between the leagues and Premier clubs because there exists agreements as a condition of CV affiliation. d) Talented players being introduced to Premier Clubs at the most appropriate time because talent identification programs are formalised and collaboration is strong between leagues and Premier clubs. 16

17 A common approach to developing the game

18 Aligning with the strategic plan for cricket An overarching philosophy of the MMTCT is to establish a common approach to developing the game. This includes the role of CA, CV, Associations (Leagues) and clubs. The Cricket Victoria strategic plan ( ), which is in line with Cricket Australia's strategic plan, is focussed on five key aims; 1. Maximise Victorians' passion for cricket. 2. Develop the best players and officials in Australia. 3. Increase participation substantially and inspire the next generations of Victorian players, fans and volunteers. 4. Provide first-class leadership and management to Victorian and Australian cricket. 5. Grow investment in Victorian cricket. The vision for metropolitan turf cricket will be that each of the leagues will support these five key aims and the operating purpose to unite and inspire Victorians through cricket. 18

19 How this plan delivers to the national strategy for the game 1. Maximise Victorians' passion for cricket 2. Develop the best players and officials in Australia 3. Increase participation substantially and inspire the next generations of Victorian players, fans and volunteers 4. Provide first-class leadership and management to Victorian and Australian cricket 5. Grow investment in Victorian cricket Games are local with strong rivalries existing between clubs. Cricket is localised so that supporters and officials can more readily support their teams. Cricket formats are similar to those being marketed by Cricket Australia Localised competitions leading to greater potential for enhanced internal club engagement (eg. social events, volunteers support) Provides a clearer pathway to Premier Cricket in terms of players moving up the pathway. Provides the opportunity to more closely align formats and fixtures with Premier cricket Provides professional staff to support the game administration that will free up volunteers to be more active at club level. Provides an opportunity for game development to be decentralised and located nearer to where grass roots participation is most active. Provides better planned and allocated resources from CV based on evaluation of local needs Forms the basis for further delivery of the overall national and state strategy such as establishing female competitions. Provides for the development of board structures in line with best practice that includes the practice of appointing a "skills based" board and clarity of board role relative to that of management Provides a unified voice for cricket that integrates and reflects national, state and local cricket objectives. Provides for more focused interaction with local government and will support council desire to achieve single representation on matters relating to cricket infrastructure and community development initiatives Provides increased commercial opportunities through consolidating efforts when appropriate. 19

20 Structure

21 The Current Victorian Cricket Structure Cricket Victoria Premier Cricket VSDCA VMCU VCCL Metro competitions Country competitions 21

22 Reviewing the role that VMCU plays The stated purpose of the VMCU is: a) To promote, advance, control, manage and foster the game of cricket throughout an allocated geographic area of operation. b) To control and manage and promote either solely, or in conjunction with other cricketing bodies, interstate, or other representative cricket matches throughout metropolitan Melbourne and the visit of cricket teams to or from Melbourne. c) To promote, foster and preserve the best interests and traditions of the game of cricket. d) To encourage social intercourse between members of the Union. e) To engage in such other activities, whether of a like nature or not as may for the time being be permitted by law and determined by the Union. 22

23 The role of the VMCU can be devolved To establish closer links between CV and local cricket, the responsibilities of the VMCU can be devolved as detailed below; a) promote, advance, control, manage and foster the game of cricket throughout an allocated geographic area of operation can be borne by each new league and, b) to control, manage and promote either solely, or in conjunction with other cricketing bodies, interstate, or other representative cricket matches throughout metropolitan Melbourne and the visit of cricket teams to or from Melbourne be undertaken and supported by CV. c) Non Turf cricket competitions are provided representation and support via the new Turf Leagues. The non Turf Competitions will be allocated to leagues based on the predominant geography of each. The VMCU plays an interim role for cricket associations prior to the transition to the new structure for cricket. 23

24 Potential Victorian Cricket Structure The restructure of metropolitan cricket establishes a closer connection between CV and community cricket competitions. The VMCU over time is removed from the Victorian cricket structure after transition to the new structure in order to provide a direct relationship between CV and all metropolitan cricket. Cricket Victoria Premier cricket Metro leagues Victorian Country Cricket League (VCCL) Metro turf clubs Other local cricket competitions Country competitions Metropolitan clubs Country cricket clubs 24

25 Linking hard wicket cricket to Leagues Each league will be allocated other senior and junior competitions to foster and support. The league Executive Officer and staff will work closely with these competitions. It is expected that affiliation will follow and administrations will consider consolidation and improved economies of scale to generate increased revenues and efficiencies. Over time these competitions may choose to take up service agreements that assist the administration and operation of their competitions. The VMCU will actively encourage the transition of non turf leagues from VMCU affiliation to league affiliation. Some current VMCU members not noted (eg. Aus. Cricket Society, Police Cricket) The Eastern Cricket Association (ECA), Dandenong District Cricket Association (DDCA) and the Williamstown and District Cricket Association (WDCA) currently manage turf and no-turf competitions. It is envisaged that they would consolidate administrations at the time of formation of the new leagues. Table below provides indicative linking of hard wicket competition to leagues. North South East West South East North West Metropolitan North Metro Diamond Valley Box Hill Reporter District Eastern Ringwood District Dandenong District Victorian Sunday North West South League Western Region Junior Western Suburbs- Community & Churches Williamstown District SECA Southern District & Churches Mercantile (turf) Potential opportunities for consolidation or service provision from leagues. Policy and Rules,Purchasing, Merchandising, Sponsorship, Tribunals, Appeals, Representation to LGA s, Cricket Operations, Media, Crisis Management, Clinics, Talent Development, Financial Management, Accounts payable and receivable, Board Mergers, Rules and ByLaws. 25

26 Role of cricket bodies Cricket Australia CV VMCU Premier Cricket Clubs Men and Women competitions Purpose To unite and inspire Australians. To provide an overarching strategic framework that cascades through to the State Association (CV). To ensure the game flourishes across the country in driving participation as players and fans. To oversee the game throughout the state. Provides direction and guidance. Manages the elite cricket competitions and the development pathways. Invests in promoting the game and in driving participants to the game as players and fans To support CV in the development and transition to the new structure Provide the best available level of cricket. State level cricketers hone their skills. Clearly where the states best and aspiring cricketers choose to play Notes The national peak body with responsibilities to the Federal government and agencies such as the Australian Sports Commission. Provides centralised competition management support via existing platforms such as MyCricket and national programs including MILO in2cricket and MILO T20BLAST. Peak body representation to State Government and support with Local Government. Sets the objectives for Victorian cricket development Runs region / inter-association competitions Provides the game management systems and support Promote the benefits of a new structure, support setup and activities of the work groups. Provide interim support for non turf competitions Players can transition to and from premier cricket All clubs understand that their job is to develop and foster players 5 X Metro leagues and VCCL There is a strong club environment where players learn and refine their skills. The metro leagues conduct turf competitions and support hard wicket and junior cricket through game and club development programs. The metro league acts as an administrative, development and commercial hub for its geographic footprint. Maintain working relationships with council. Provide support with fixturing, tribunal, appeals, policy and reform, representation to Local Government, licencing opportunities and representative shares of revenue generated, media relations. Deliver game development initiatives and club support Develop umpiring and female cricket opportunities 26 Non Turf cricket competitions Conduct senior and junior cricket competitions and grow the game Deliver CA programs Grow participation and engage at a community level Deliver the broader community benefits of a club environment Deliver and administer competitions Provide the opportunity for development via representative senior and junior teams. Develop umpiring and female cricket opportunities

27 Future Metropolitan League Structure Cricket Victoria Game and Market Development Board Chairman Board Executive Officer* **Cricket Victoria Regional Cricket Manager Umpires *** Admin staff Turf Clubs *** Other Local Competitions Executive Officer is funded under agreement with CV **CV Regional Cricket Manager reports to the CV Game & Market Development Manager with some accountabilities allocated by the League Executive Officer *** Leagues Boards in future may jointly consider with existing non-turf local competitions opportunities for consolidating their operations to improve economies of scale, reduce duplication and overlap of effort. At that time support admin staff is likely to be required 27

28 Proposed Metropolitan League Board Charter The purposes of the metropolitan Cricket Leagues are a) To promote, advance, control, manage and foster the game of cricket throughout an allocated geographic area of operation; b) To drive and deliver CA and CV game development programs. c) To manage graded turf cricket competitions throughout a geographic area. d) To offer an administrative hub for cricket competitions located in its geographic area of operation on a fee for service basis or via consolidation. e) To provide an umpire development program. f) To provide support to clubs that helps ensure their long term sustainability. g) To generate commercial opportunities that support the funding of the game and minimise operational costs to clubs and associations affiliated with the league. h) To provide operational efficiencies that reduce the burden placed on club based individuals. i) To develop sustainable cricket participation opportunities for female cricketers. j) To represent cricket stakeholders to Local Government and State/ Federal Members within its geographic area. 28

29 Naming and Boundaries

30 A Closer Connection to Cricket Victoria The restructure of metropolitan cricket is underpinned by the overall philosophy of common objectives and local solutions. The Executive Officers of each Leagues meet with CV regularly to discuss and problem solve common issues and strategic imperatives. Currently commercial revenues appear to be modest at best at community league level. A consolidated effort on behalf of the leagues is likely to provided increased revenues that can be shared across leagues. Extending the CV brand to community cricket can demonstrate a sense of unity across all levels of the game however it requires some sensitivity in its implementation and any decision to do so must be based on strong economic grounds. 30

31 Naming Each competition should have geographic descriptor followed by the words Cricket League and use a differentiating colour. Western Cricket League South-East Cricket League Northern Cricket League Southern Cricket League Eastern Cricket League Whittlesea has no turf cricket Northern Cricket Eastern Cricket Western Cricket South-East Cricket Southern Cricket 31

32 Governance

33 Operational structure Boards that are diverse in gender, age and background and have the right mix of skills and abilities function more effectively and are more successful in achieving the best outcomes for the organisation (VicSport, 2014). This is central to the development of high performing sporting entities in terms of financial performance as well as in an operational sense. In this model, the principles of best practice governance as prescribed in the Good Governance Structure for Australian Cricket report (Crawford and Carter 2011) underpin the operation of the league. The following summarises the connection to good governance: o Each league operates as an incorporated body with an independent board. o CV establishes model articles and bylaws for the new metro leagues. o CV provides $500K in funding per annum to engage the League Executive Officers who report to the League boards. o Funds are provided under a service agreement that requires that the league agree to operate under guidelines that are common across each of the five leagues. o The league board is responsible for the financial state of its League and manages its budget. o All operational costs are paid by the league. 33

34 League Articles Draft articles for the new leagues have been adapted from those established for CV. They provide the same board structures i.e. six elected directors and up to three directors recruited by the board to fill skill shortfalls. Members maintain the ultimate right to dismiss the board Some changes are proposed to the CV articles that include: 1. The requirement for board members to be independent and to relinquish any formal role in a member club. 2. Clubs nominating a director require a seconder from another club. 3. All clubs maintain the right for two representatives to vote at a general meeting. Each board member has a single vote. 4. Each league s turf geographic footprint is specified. 5. Financial year concludes April 30 with annual meetings required prior to June

35 Each league will operate under agreement with CV A formal commercial agreement will be established that outlines the role and commitment of CV and of the League and include the following: CRICKET VICTORIA WILL: 1. Adopt a strategic plan for development of cricket in Victoria THE METROPOLITAN LEAGUES WILL: 1. Implement business plans that underpin the CV strategic plan 2. Establish programs that aim to maximise Victorians' passion for cricket 2. Undertake sound financial planning that meet all requirements of relevant authorities 3. Provide development pathways for players and officials in Victoria 4. Instigate programs that increase participation and inspire the next generations of Victorian players, fans and volunteers 5. Provide leadership and management to Victorian cricket. 3. Ensure that its staff engage with the staff of CV 4. Adopt policies developed by CV that provide compliance with government requirements.. 5. Work in line with the aims and objectives of Premier Cricket developed by CA and CV 6. Establish policy for the common adoption of leagues for regulatory compliance 6. Foster the development of the game and support those clubs and nonturf associations located in its geographic footprint. 7. Grow investment in Victorian cricket and support 8. Provide an annual grant that funds the salary and on costs of the metropolitan league s Executive Officer. 7. Implement a collaborative approach with local government for the development of facilities and continued growth of the game 8. Manage graded turf cricket competitions in its geographic footprint 9. Explore other opportunities via the leagues such as the establishment of female competitions within the boundaries of the league 35

36 The role of board The main role of the board is to oversee management on behalf of the members. Therefore, the league governance structure will clearly define to whom the board is accountable and how that accountability will be exercised. In the proposed league model the league members are clearly the shareholders. As such they should maintain a right to appoint the majority of the members of the board and to remove them. Having appointed a board to represent their best interests the rights of the members need to be clearly specified. As in the corporate world these should be few, with members rights defined as follows: o o o The right to appoint the board The right to dismiss a member or the whole board (a 2/3 majority vote is required) Approval for those very few decisions that fundamentally change the business. Specifically, this means any decision to add or delete clubs or associations or to make any change to the articles of the association. The board will be required to appoint various sub committees for matters such as a disciplinary hearings, disputes and appeals. It must define the specific levels of authority for operational matters allocated to the Executive Officer. 36

37 The Chair and the Board The role of the Chair or Chairman is arguably the most important position on a board. The Chairman has huge influence on the boards agenda and where it focuses its attention. The Chairman leads the process of observing and evaluating the Executive Officer. The Chairman must deal with any shortcomings around the board table. The Chairman must be across the major issues facing the organisation and able to lead management and Board members towards informed conclusions. A skill based board includes individuals with specific skills such as commerce, finance, marketing, law or business or any required selected skills, which complement the composition of the Directors. They provide balance to decision making and provide specialised support to the administration where it is required. Sports without professional administrations have typically established sub committees involved in operational functions of the association. The leagues that we propose require a fundamental change where these responsibilities are devolved directly to the Executive Officer and the League Administration who are supported by volunteers in carrying out their duties. 37

38 The Executive Officer Having determined the specific role of the board such as, strategy, compliance, managing risk, audit, and staff remuneration the board should delegate by authority much of the administrative roles of the league to the Executive Officer and then supervisor his or her actions. It should require formal reporting on performance against the leagues business plan matters such as financial performance, media activity, disciplinary matters, player participation. The Executive Officer reports and brings matters requiring redress to the board and recommendations for how these should be resolved. A full time professional Executive Officer is likely to provide the public face of the organisation. The Executive Officer represents the interest of the league to CV and maintains a close working relationship with its staff. There exists a matrix style management of game development activities between the league, CV and the Game Development staff located at the league office. Direct dealings with LGA s regarding facility management and development are managed by the Executive Officer with the support and guidance of CV. 38

39 Financials Leagues will develop a sustainable business model. Greater opportunities will exist for each league to enhance revenue via the role of an Executive Officer and a strategic focused board. These include: Licensing across the entire competition on items such as uniforms, cricket balls etc. Sponsorship with an Executive Officer role allocating time to ensure partnerships are developed locally and serviced appropriately as agreed within the overall strategic plan of the league. An annual grant from CV to support competition management via an Executive Officer Other opportunities such as advertising, community events etc. Ultimately it is the role of the League to ensure effective operations on behalf of the shareholders (eg. clubs). However it is expected that each league would minimise fees and charges to clubs. 39

40 Allocating clubs to Leagues

41 Criterion for determining each Geographic Footprint Six key principles were employed to form a workable geographic model Principle Reason Pros Align with the current development regions Game Development will be a key objective for each region Will help to grow participation at all levels Will align development staff to be based locally Provides a geographic development hub for various levels of cricket Similar number of turf clubs per association Similar Populations Even starting point in terms of scale Eliminate any perceived favourability Allocation of resources that can allocated evenly across 5 leagues Same base revenue for club fees and charges Starting opportunity is common Minimise travel Less time travelling More time to play, Clubs and matches played are more accessible to administrators/supporters and volunteers Can build stronger relationships Development staff more accessible to clubs Aligned with existing associations Aligned with councils Acceptable to existing competitions. Minimise the cross over between councils Ease of implementation where current geographically based competitions are established Minimal disruption for clubs Improve relationships Allocate single resources per council Establish facilities guidelines that helps council support decisions regarding ground allocation and facility provision Deliver facility development plan through a unified and coordinated voice. 41

42 The Five Zone Model A five zone model was preferred because; Pros Directly aligned to CV development areas Travel appears manageable Relatively logical fit with non turf competitions Metro West is marginally smaller however it aligns with the considerable growth being experienced in that area. 42

43 Five zone allocations The table below quantifies the clubs, teams and number of grades per zone Zones Clubs Teams Grades Major Non Turf Leagues North South East West South East

44 South-East Metro League Clubs These clubs have been allocated to the South- East Metro League Club Association Club Association Ashwood ECA McKinnon VTCA Beaumaris VTCA Melbourne City Mercantile Bentleigh VTCA Melbourne Strikers Mercantile Brighton VSDCA Middle Park VTCA Brighton District VTCA Monash University Mercantile Burnley CYMS Mercantile Mt Waverley VSDCA Carnegie VTCA Mulgrave ECA Caulfield VSDCA Murrumbeena VTCA Caulfield Grammarians/NGC VTCA National Mercantile Cheltenham VTCA Oakleigh VSDCA Clayton District VTCA Ormond VSDCA Coles Sharks Mercantile Port Melbourne VTCA Eastern Flow Mercantile Power House Mercantile Elsternwick VSDCA Reds Mercantile Emmanuel South Oakleigh Mercantile Richmond City ECA Gunbower United Mercantile Richmond Union ECA Hampton VTCA Sacred Heart Mercantile Maccabi AJAX Mercantile South Caulfield VTCA Malvern VTCA South Yarra Mercantile Mazenod ECA Toorak-Prahran Mercantile 44

45 East Metro League Clubs These clubs have been allocated to the East Metro League Clubs Association Clubs Association Ashburton Willows ECA Heathmont ECA Balwyn VSDCA Ivanhoe VSDCA Bayswater VSDCA Kew VSDCA Boronia ECA La Trobe University ECA Box Hill VSDCA Marcellin OC ECA Bulleen ECA Mont Albert ECA Burwood ECA North Balwyn ECA Canterbury ECA Old Carey ECA Croydon VSDCA Plenty Valley VSDCA Deepdene Bears ECA Preston VSDCA Donvale ECA Ringwood ECA East Coburg VTCA St Barnabas ECA East Doncaster ECA St Kevins Old Collegians ECA East Malvern Tooronga ECA Surrey Hills ECA Glen Iris ECA Thornbury Turf Strokers Mercantile Hawthorn ECA 45

46 North Metro League Clubs These clubs have been allocated to the North Metro League Club Association Club Association Aberfeldie VTCA Moonee Valley VTCA Aberfeldie Park VTCA Parkville District Mercantile Airport West St Christophers VTCA Pascoe Vale Sports Club VTCA Avondale Heights VTCA PEGS VTCA Barnawartha North Mercantile RMIT VTCA Brunswick VSDCA Roxburgh Park Broadmeadows VSDCA Coburg VSDCA Royal Park / Brunswick VTCA Craigieburn VTCA St Albans VTCA Deer Park VTCA St Andrews Pascoe Vale VTCA Doutta Stars VTCA St Bernard's OC VTCA East Keilor VTCA St Francis de Sales VTCA Flemington VTCA Strathmore VTCA Glenroy VTCA Sunshine VSDCA Grand United WDCA Sunshine Druids VTCA Greenvale Kangaroos VTCA Sunshine Heights VTCA Haig Fawkner VTCA Sunshine United VTCA Indigos Mercantile Taylors Lakes VTCA Jacana VTCA Tullamarine VTCA Keilor VTCA West Coburg VTCA Keilor Park VTCA Westmeadows VTCA Merlynston Hadfield VTCA Youlden Parkville Mercantile 46

47 South Metro League Clubs These clubs have been allocated to the South Metro League Club Association Club Association Aspendale DDCA Lyndale DDCA Berwick DDCA Mentone VTCA Berwick Springs DDCA Moorabbin VSDCA Bonbeach Tangy VTCA Moorabbin Park VTCA Buckley Ridges DDCA Mordialloc DDCA Chelsea VTCA Narre North DDCA Coomoora DDCA Narre South DDCA Cranbourne DDCA Narre Warren DDCA Dandenong West DDCA Noble Park VSDCA Dingley DDCA North Dandenong DDCA Doveton DDCA Old Mentonians VTCA Doveton North DDCA Parkdale DDCA Endeavour Hills VSDCA Parkdale United VTCA Fountain Gate DDCA Parkfield DDCA Hallam Kalora Park DDCA Silverton DDCA Hampton Park DDCA Southern Pirates DDCA Heatherton VTCA Springvale DDCA Highett VTCA Springvale South DDCA HSD DDCA St Brigid's/St Louis DDCA Keysborough DDCA St Marys DDCA Kingston Saints VSDCA Yarra-United Mercantile Lynbrook DDCA 47

48 West Metro League Clubs These clubs have been allocated to West Metro League Club Association Club Association Altona VSDCA Point Cook VTCA Altona North VTCA Seabrook VTCA Altona Roosters VTCA Seddon VTCA Barkly Street Uniting VTCA Spotswood VTCA Bellbridge WDCA St Andrews Footscray VTCA Caroline Springs WDCA Sunshine YCW VTCA Charles Sturt University WDCA Tarneit WDCA Footscray ANA VTCA Werribee VSDCA Footscray United VTCA Werribee Centrals VTCA Gellibrand WDCA West Newport VTCA Hoppers Crossing VTCA Williamstown VSDCA Kingsville Baptists VTCA Williamstown Colts WDCA Laverton VTCA Williamstown Congs WDCA Maribyrnong Park St Marys VTCA Williamstown CYMS VTCA Melton Centrals WDCA Williamstown Imperials VTCA Melton Cricket Club VSDCA Wyndhamvale VTCA Melton South Primary School WDCA Yarraville VSDCA Newport - Digman VTCA Yarraville Club VTCA 48

49 Allocating teams to grades

50 An Approach to Grading To establish an indicative competition structure for a start up season, each existing turf competition grade was allocated a grading between 1 and 5. The teams rated highest were allocated to the new league s highest grades and further refined by the teams ladder position at the conclusion of the 2013/14 season. The initial grading process should be provided to each of the new metropolitan leagues for the final decision of that league s board. The methodology for start up grading should be available to all clubs 12 months prior to start up of new leagues. Gradings have been established based on 2013/14 results for indicative purposes only. 50

51 Indicative Grading* North Metro League Championship A1 A2 A3 B1 B2 B3 Airport West St Christophers Parkville District Merlynston Hadfield St Andrews Pascoe Vale Airport West St Christophers Craigieburn Moonee Valley Brunswick Youlden Parkville St Albans Brunswick Greenvale Kangaroos Taylors Lakes Pascoe Vale Sports Club Coburg Keilor Haig Fawkner Coburg St Bernards OC St Francis de Sales Flemington Greenvale Roxburgh Park Kangaroos Keilor Park Aberfeldie Broadmeadows Tullamarine Glenroy Aberfeldie Park Roxburgh Park Broadmeadows Doutta Stars Craigieburn Strathmore Sunshine Heights Avondale Heights Deer Park St Bernard's OC Sunshine Druids Taylors Lakes Sunshine Sunshine United St Andrews Pascoe Vale Doutta Stars Strathmore West Coburg St Francis de Sales Grand United Merlynston Hadfield Parkville District Flemington Sunshine Westmeadows Glenroy Parkville District St Albans Sunshine Heights Aberfeldie Tullamarine PEGS Indigos Youlden Parkville Haig Fawkner Sunshine United East Keilor Grand United Royal Park / Brunswick Avondale Heights Moonee Valley Aberfeldie Jacana West Coburg C1 C2 C3 D1 D2 D3 Brunswick Jacana Flemington Glenroy East Keilor PEGS Coburg Moonee Valley Brunswick Keilor Park Doutta Stars Avondale Heights Roxburgh Park Broadmeadows Pascoe Vale Sports Club PEGS Royal Park / Brunswick Aberfeldie Park Moonee Valley Sunshine Barnawartha North RMIT Flemington Avondale Heights Parkville District Westmeadows Indigos Royal Park / Brunswick Brunswick Aberfeldie Youlden Parkville Keilor Parkville District St Andrews Pascoe Vale Coburg Brunswick East Keilor Keilor Park Youlden Parkville St Bernard's OC Roxburgh Park Broadmeadows Craigieburn Doutta Stars Strathmore Aberfeldie Park St Francis de Sales Sunshine Keilor Keilor Sunshine Druids Deer Park PEGS Taylors Lakes RMIT Royal Park / Brunswick Taylors Lakes Doutta Stars St Albans St Bernard's OC Sunshine Heights 51 *Gradings have been established based on 2014/15 performance for indicative purposes only

52 Indicative Grading* Indicative Grading South Metro League Championship A1 A2 A3 B1 B2 B3 Endeavour Hills Buckley Ridges St Brigid's/St Louis Endeavour Hills Aspendale Parkdale United Highett Kingston Saints Coomoora Narre North Kingston Saints Cranbourne Mentone Endeavour Hills Moorabbin Dandenong West Narre South Moorabbin Dandenong West Springvale Kingston Saints Noble Park Lyndale Narre Warren Noble Park Doveton North Lynbrook Moorabbin Cranbourne North Dandenong Southern Pirates St Marys Hallam Kalora Park Parkdale Noble Park Berwick Parkfield Parkdale Hampton Park HSD Narre North Springvale South Springvale South Yarra-United Fountain Gate Old Mentonians North Dandenong Narre Warren Doveton Mordialloc Bonbeach Tangy Keysborough Parkdale United Springvale South Fountain Gate Coomoora Hallam Kalora Park Chelsea Doveton Mentone Berwick Parkfield Bonbeach Tangy HSD Moorabbin Park Silverton Dingley St Marys Lyndale Chelsea C1 C2 C3 D1 Mentone Keysborough Endeavour Hills Narre South Moorabbin Park Berwick Springs Kingston Saints Highett Buckley Ridges Aspendale Moorabbin Chelsea Cranbourne Narre North Noble Park Bonbeach Tangy Dandenong West Narre South Cranbourne Mentone Dingley Highett Springvale Old Mentonians Mordialloc Berwick Southern Pirates Parkdale United Silverton Buckley Ridges Lynbrook Heatherton Southern Pirates Parkdale Hampton Park Dingley St Brigid's/St Louis Hallam Kalora Park Parkfield Doveton North 52 *Gradings have been established based on 2014/15 performance for indicative purposes only

53 Indicative Grading* Metro East League Championship A1 A2 A3 B1 B2 B3 Balwyn Ashburton Willows Canterbury Ashburton Willows East Doncaster Deepdene Bears Canterbury Bayswater St Kevins Old Collegians Surrey Hills Marcellin OC Surrey Hills Mont Albert North Balwyn East Malvern Box Hill East Doncaster Burwood Bayswater Glen Iris Tooronga Balwyn Croydon Hawthorn Donvale Box Hill Donvale Donvale Bayswater Ivanhoe Heathmont East Coburg Croydon East Coburg East Doncaster Box Hill East Malvern Kew Marcellin OC Boronia Ivanhoe Bulleen Tooronga Croydon Plenty Valley Mont Albert East Malvern Tooronga Kew Hawthorn Glen Iris Ivanhoe Preston Bulleen La Trobe University Plenty Valley North Balwyn Hawthorn Kew Deepdene Bears Burwood St Barnabas Preston St Kevins Old Collegians Heathmont Plenty Valley North Balwyn Glen Iris Old Carey Balwyn Boronia Marcellin OC Preston C1 C2 C3 D1 St Barnabas Old Carey Ashburton Willows Bulleen Ringwood Heathmont Canterbury East Malvern Boronia Balwyn Tooronga Deepdene Bears Bayswater St Barnabas St Kevins Old Collegians Thornbury Turf Strokers East Malvern Tooronga Mont Albert Box Hill Mont Albert La Trobe University East Malvern Tooronga Croydon North Balwyn Surrey Hills Thornbury Turf Strokers Ivanhoe Hawthorn Canterbury East Malvern Tooronga Kew Deepdene Bears La Trobe University Plenty Valley Donvale Surrey Hills Preston East Doncaster 53 *Gradings have been established based on 2014/15 performance for indicative purposes only

54 Indicative Grading* Metro West League Championship A1 A2 A3 B1 B2 B3 Altona Caroline Springs St Andrews Maribyrnong Park St Footscray Altona St Andrews Footscray Marys Wyndhamvale Hoppers Crossing Gellibrand Footscray United Yarraville Williamstown CYMS Barkly Street Uniting Altona Melton Melton South Primary School Newport - Digman Hoppers Crossing Wyndhamvale Footscray ANA Melton Werribee Williamstown Congs Altona Roosters Williamstown Colts Altona Roosters Seabrook Werribee Williamstown Altona North Werribee Centrals Melton Centrals Werribee Centrals Spotswood Williamstown Yarraville Laverton Point Cook Melton South Primary School Point Cook Sunshine YCW Yarraville Yarraville Seddon Yarraville Gellibrand Newport - Digman West Newport Hoppers Crossing Melton Centrals Spotswood Melton Williamstown Colts Wyndhamvale Werribee Maribyrnong Park St Marys Kingsville Baptists Williamstown Imperials Laverton Charles Sturt University Tarneit Yarraville Seddon Bellbridge Williamstown CYMS Williamstown Footscray United Williamstown Congs Kingsville Baptists Altona North C1 C2 C3 Williamstown Imperials Williamstown CYMS Altona North Spotswood Altona Laverton Sunshine YCW Melton Seddon West Newport Werribee Williamstown CYMS Seabrook Williamstown Wyndhamvale Barkly Street Uniting Yarraville Seabrook Footscray ANA Yarraville Club Hoppers Crossing Altona North Laverton Seddon Newport - Digman Spotswood St Andrews Footscray 54 *Gradings have been established based on 2014/15 performance for indicative purposes only

55 Indicative Grading* Metro South East League Championship A1 A2 A3 B1 B2 B3 Brighton McKinnon Ashwood Brighton Murrumbeena Middle Park Ashwood Caulfield South Caulfield Mazenod Caulfield Caulfield Grammarians/NGC Carnegie Mulgrave Elsternwick Mulgrave Richmond City Elsternwick Bentleigh South Caulfield Richmond City Malvern Burnley CYMS Richmond Union Malvern Burnley CYMS Beaumaris Port Melbourne Mt Waverley Carnegie Cheltenham Mt Waverley Reds Bentleigh Cheltenham Oakleigh Emmanuel South Oakleigh Port Melbourne Oakleigh Coles Sharks McKinnon Brighton Ormond Maccabi AJAX Clayton District Ormond Eastern Flow Emmanuel South Oakleigh Caulfield Beaumaris Monash University Hampton Middle Park National Power House Elsternwick Bentleigh South Yarra Brighton District Carnegie Melbourne City Carnegie Beaumaris Hampton Power House Murrumbeena Sacred Heart Monash University South Yarra McKinnon C1 C2 C3 D1 D2 D3 Malvern Bentleigh Melbourne Strikers Richmond City Sacred Heart Beaumaris Mt Waverley Burnley CYMS Monash University Brighton Reds Monash University Oakleigh Carnegie South Yarra Elsternwick Burnley CYMS Cheltenham Ormond Clayton District Burnley CYMS Ormond South Yarra Port Melbourne Brighton District Gunbower United Richmond City Carnegie South Caulfield Middle Park Clayton District Maccabi AJAX Richmond Union Melbourne City Cheltenham Toorak-Prahran Hampton Malvern Caulfield Monash University Beaumaris Maccabi AJAX McKinnon Power House Oakleigh Cheltenham Hampton Hampton Murrumbeena Sacred Heart Malvern Port Melbourne Clayton District Murrumbeena South Caulfield South Yarra Mt Waverley Middle Park Caulfield Grammarians/NGC McKinnon 55 *Gradings have been established based on 2014/15 performance for indicative purposes only