ICC Strategic Plan

Transcription

1 RETURN TO MENU PREV NEXT MISSION, STRATEGIC PLAN Strategic Plan Contents Introduction President on the Changing Context Chief Executive on the Planning Process Our Mission, Vision of Success Strategic Plan The Big Picture The Strategic Plan Framework Our Strategic Goals 1 Cricket: A strong sport getting stronger 2 Quality Member and stakeholder services 3 Performance with integrity 4 Sustainable growth Great Outcomes for a Great Sport Key Milestones Scoreboard Organising for Success

2 MISSION, STRATEGIC PLAN Introduction

3 MISSION, STRATEGIC PLAN Strategic Plan Introduction The Way Forward for International Cricket We live in a fast-changing world and we must ensure that our sport remains relevant. We will not achieve this by standing still, on or off the field. This Strategic Plan sets out the way forward for the next five years - not just for the but for international cricket. It provides a framework for the delivery of to all of the game s supporters. For the benefit of players, coaches, volunteers and supporters around world the will continue to take the lead in helping our thriving sport grow stronger. We will deliver quality services to all of our stakeholders, particularly our Members, and we undertake to operate to the highest ethical standards. In 2006 the has more than twice as many Members as it had a decade earlier. This dramatic growth must be sustained. Not by doubling our Membership once more but by helping our Members to cultivate the sport in their territories. To this end we have undertaken to develop a dedicated Member Services department. In return we will require our Members to commit to the principles of a Members Charter. We live in a fast-changing world and we must ensure that our sport remains relevant.we will not achieve this by standing still, on or off the field.we will remain relevant by confronting the challenges that face our sport, providing exciting platforms for competition and, most importantly, working together towards a shared vision. I thank our Members for their support of this process. By committing to realising the goals in this plan we can look to the future with confidence. There is a clear pathway for the sport through to 2010 and beyond. The sport and its Spirit are strong, it is our collective responsibility to make them stronger. Ehsan Mani President

4 MISSION, STRATEGIC PLAN Strategic Plan Introduction Building the Vision We can be proud of what we have achieved in the last five years but it will mean nothing if we do not build on these foundations. In producing a Strategic Plan, the process is as important as the final words that appear on these pages. Behind the words that flow through this publication is a body of work that involved a wide range of international cricket s stakeholders. The planning process has provided a valuable opportunity to connect and interact with our Members, current and former players, commercial partners and the media. This began with interviews in June 2005 and was followed by a comprehensive questionnaire. This large body of information was analysed by an internal working party in conjunction with independent consultants and they identified a series of key themes. These were to: shift the focus from expansion to consolidation maintain cricket s status as a leading global sport build a shared sense of purpose and ambition with our Members ensure the financial security of the and its members promote self-sufficiency and self-reliance within the membership base ensure strong and effective governance throughout the game protect the status of Test cricket and consolidate the events calendar whilst delivering a major event every year maintain the strength and competitiveness of the top countries maintain zero tolerance on corruption The next phase was to draw together these key themes and mould them into the plan that is presented here. The following pages thus outline the strategic direction of the for the next five years but they only scratch the surface of the internal planning process. We are now undertaking the task of expanding these goals to ensure that everything we do is guided by our mission, inspired by our vision and complies with our values. We can be proud of what we have achieved in the last five years but it will mean nothing if we do not build on these foundations. This is a time of opportunity for the sport, let us work together to achieve. Malcolm Speed Chief Executive

5 MISSION, STRATEGIC PLAN Our Mission, Vision of Success and Values

6 MISSION, STRATEGIC PLAN Strategic Plan Our Mission, Vision of Success and Values The Mission As the international governing body for cricket, the International Cricket Council will lead by: As a leading global sport, cricket will captivate and inspire people of every age, gender, background and ability while building bridges between continents, countries and communities. Promoting and protecting the game and its unique spirit Delivering outstanding, memorable events Providing excellent service to Members and stakeholders Optimising its commercial rights and properties for the benefit of its Members Our Vision of Success As a leading global sport, cricket will captivate and inspire people of every age, gender, background and ability while building bridges between continents, countries and communities.

7 MISSION, STRATEGIC PLAN Strategic Plan Our Mission, Vision of Success and Values Our Values Openness, honesty and integrity Excellence Accountability and responsibility Commitment to the game Respect for our diversity Fairness and equity Working as a team Openness, honesty and integrity We work to the highest ethical standards.we do what we say we are going to do, in the way we say we are going to do it. Excellence Cricket s players and supporters deserve the best. It is our duty to set the highest standards. Accountability and responsibility We take responsibility for leading and protecting the game.we provide outstanding service to our stakeholders. If others are harming the game we take necessary action. Commitment to the game We care for cricket. Everything we do and every decision we make is motivated by a desire to serve the game better. Respect for our diversity We are an international organisation with a global focus and act at all times without prejudice, fear or favour. Fairness and equity We are fair, just and utterly impartial. Working as a team Like a cricket team we all have different skills and strengths. By working together with unity of purpose we maximise the effectiveness of our assets.

8 MISSION, STRATEGIC PLAN The Big Picture

9 MISSION, STRATEGIC PLAN Strategic Plan The Big Picture Balanced Cricket Schedule Strategic Investment in Members Effective Regulations and Officials World Class Events Key initiatives will deliver great outcomes for international cricket through to Education Program Member Services Regional Operations Global Strategies for Twenty20 and Women s Cricket New Global Rights and Properties Members Charter Higher Standards of Play The Way Global Cricket Academy Zero Tolerance of Corruption The Spirit of Cricket High Performance Program Great Outcomes 2010 Cricket - a sport of excellence Prestigious events, exhibiting great players, playing a game that s great to watch Increased quantity and quality of participation New benefits for Members Stronger, more effective Members Members Charter aids unity Excellent ethical behaviour throughout the sport The Way delivering stronger performance The unique Spirit of Cricket is alive and well

10 MISSION, STRATEGIC PLAN The Strategic Plan Framework

11 MISSION, STRATEGIC PLAN Strategic Plan The Strategic Plan Framework There are four stategic goal areas that encapsulate the s planned activities from 2006 to Vision for Cricket Leading global sport Captivate and inspire Build bridges Values Openness, honesty and integrity Excellence in everything we do Accountability and responsibility Commitment to the game Respect for our diversity Fairness and equity Working as a team Our Goals and Initiatives Cricket: a strong sport getting stronger Elite performances in an elite environment Prestigious events A traditional game which adapts Integration of women s cricket Increased competitiveness Heroes and role models Quality member and stakeholder services Meeting and responding to Member needs Helping Members to help themselves Members charter Membership structures Effective stakeholder relations Performance with integrity Ethical behaviour Unity and shared purpose No corruption Operational excellence The unique Spirit of Cricket Sustainable growth Financial strength and security Strengthening of s regional operations Quantity and quality of participation Meaningful competition Cricket in commercial demand

12 MISSION, STRATEGIC PLAN Our Strategic Goals

13 MISSION, STRATEGIC PLAN Strategic Plan Strategic Goal Cricket will be recognised as a successful, attractive sport that respects its traditions and is relevant to stakeholders. Cricket: A Strong Sport Getting Stronger

14 MISSION, STRATEGIC PLAN Strategic Plan Strategic Goal 1 - Cricket: A Strong Sport Getting Stronger Cricket: A Strong Sport Getting Stronger Cricket will be recognised as a successful, attractive sport that respects its traditions and is relevant to stakeholders. Key Initiatives Elite Performances in an Elite Environment We will provide leadership in maintaining the best standards on and off the field of play To support the world s best players we will continue to demand the highest standards of: officiating (umpires & match referees) venues and facilities including ground and pitch preparation clothing and equipment To enable this we will: maintain and develop a world-class system for the analysis and support of umpires Prestigious Events We will conceptualise, plan and review our events to develop formats that are relevant and sustainable We will set exceptional standards at all of our feature events with professional high-quality delivery in: event operations event marketing venue dressing and branding broadcasting and media services sponsor servicing and support publications and merchandise We will have demanding and transparent standards for the submission for and hosting of our events Our events will evolve to match and exceed the expectations of players, supporters, media and commercial partners effectively maintain, develop and enforce regulations set international standards for venues and facilities take a lead role in the development and regulation of clothing and equipment

15 MISSION, STRATEGIC PLAN Strategic Plan Strategic Goal 1 - Cricket: A Strong Sport Getting Stronger A Traditional Game Which Adapts We will ensure that cricket remains relevant to its consumers in a rapidly changing global society by: maintaining a global strategy for all forms of the international game, including Test, ODI and Twenty20 cricket We will ensure the traditions of the game are preserved as it evolves through: trialling, evaluating and implementing new playing conditions and regulations trialling, evaluating and implementing new technology working in partnership with experts and academics to analyse and assess developments in biomechanics, sporting technology, sports equipment, sports medicine and science regularly reviewing developments in other sports working with partners to optimise new technology and innovation for enhancement of the match-day experience for spectators at grounds and viewers around the world We will help our Members to: establish, protect and support icon tours and Test cricket make cricket increasingly accessible to people with disabilities Increased Competitiveness in Test cricket, Top 16 ODI cricket (men s) and Top 10 ODI (women s) We will seek to increase competitiveness by: monitoring and managing the amount of international cricket played by the top players providing and protecting programmes of regular international cricket for Members delivering targeted initiatives through our High Performance Program The Global Cricket Academy in Dubai will be used to help realise the potential of the best players and coaches in Associate and Affiliate Member countries We will build partnerships between Members to enable: sharing of experience and resources Full Members to invite leading Associate Members to compete in domestic competitions Full Members to send A-teams and junior teams to Associate and Affiliate Members in addition to the full tours they undertake We will ensure that the best players are made available to play for their national sides in all feature events

16 MISSION, STRATEGIC PLAN Strategic Plan Strategic Goal 1 - Cricket: A Strong Sport Getting Stronger Integration of Women s Cricket Having successfully integrated the international administration of women s cricket in 2005 we will build a strategy that: raises profile increases participation increases the reach of competitive international cricket develops an elite playing environment for the top level rewards achievement We will help our Members deliver successful integration of men s and women s cricket across the world We will work in partnership with other sports to raise the profile of female participation in sport

17 MISSION, STRATEGIC PLAN Strategic Plan Strategic Goal 1 - Cricket: A Strong Sport Getting Stronger Heroes and Role Models We will increase the profile of players, match officials and volunteers and recognise their achievements by: acknowledging on-field and off-field achievements through award mechanisms supporting and promoting official rankings for players and teams rewarding historic achievements on a commemorative basis recognising milestones achieved by players and match officials using publications (including television and internet) to promote the sport and its participants working with our partners to help promote the positive aspects of the sport, its Spirit and key participants We will work with broadcast partners and Full Members to encourage media coverage of the sport beyond its traditional boundaries Major Benefits High quality playing environment Attractive portfolio of events for players, supporters, broadcasters and commercial partners Clear leadership on technological advances and innovations Recognition as an attractive sport for male and female participants and supporters Increased playing involvement and profile of women s cricket Increased competitiveness of participating teams in feature events High Performance Program helping to bridge gaps Increased profile and recognition of the sport and its participants as a source of motivation and enthusiasm We will support cricket activities in our Associate and Affiliate Member countries with promotion and media awareness activity

18 MISSION, STRATEGIC PLAN Strategic Plan Strategic Goal The will provide high quality services to its Members and stakeholders by leading the sport in the areas of governance, administration, cricket education and development, finance and information-sharing. Quality Member and Stakeholder Services

19 MISSION, STRATEGIC PLAN Strategic Goal 2 - Quality Member and Stakeholder Services Quality Member and Stakeholder Services The will provide high quality services to its Members and stakeholders by leading the sport in the areas of governance, administration, cricket education and development, finance and information-sharing. Key Initiatives Meeting and Responding to Member Needs A Member Services department will be established to: develop educational programmes and resources for playing, coaching and umpiring expand information-sharing initiatives between Members provide administrative and governance assistance provide advice on marketing strategies and funding opportunities support the development of internal processes including cricket education, promotion, women s programmes, financial management, venue and ground management and dispute resolution The Global Cricket Academy will offer Member support services including: elite coaching for players and coaches exceptional training and fitness facilities best-practice education for umpires, curators and administrators outstanding scientific and analysis facilities An annual survey of our Members will ensure that the services we provide are in line with the requirements of our Members

20 MISSION, STRATEGIC PLAN Strategic Plan Strategic Goal 2 - Quality Member and Stakeholder Services Helping Members to Help Themselves The strength of the and the global game is dependent on the strength of our Members. We will help Members to grow stronger by: encouraging initiatives that promote self-sufficiency aiding the development of strategic and operational plans providing resources to encourage the employment of administrative staff providing a process for the resolution of governance disputes providing in-country governance support on request continuing a secondment programme maintaining a regular programme of annual focussed forums developing an administration consultancy service to work with specific Members to achieve agreed goals Membership Structure We will carry out and act upon a consultative review of the effectiveness of the existing Membership structure through: consulting widely with Members reviewing best practice in leading global sports and other international bodies providing a range of options for review Members Charter We will develop a Members Charter to be adopted by all Members incorporating the principles of: good governance and clear leadership effective and appropriately-staffed administration clear long-term planning care for the game, its values and future respect for the Spirit of Cricket ethical standards and integrity no corruption commitment to increasing self-sufficiency financial accountability transparency in decision making effective communication with stakeholders operational independence We will support our Members in the adoption and implementation of the Members Charter We will periodically review the financial allocation of resources to our Members

21 MISSION, STRATEGIC PLAN Strategic Plan Strategic Goal 2 - Quality Member and Stakeholder Services Effective Stakeholder Relations We will lead effective communication within the international cricket family including players, umpires, coaches, supporters, commercial partners and media through: outstanding print publications innovative internet and other electronic services broadcast initiatives We will adapt our stakeholder services in line with the needs of our stakeholders based on regular surveyed feedback and event evaluation We will deliver excellent services to our stakeholders by: delivering outstanding value to commercial partners interacting in a timely and transparent manner with media and public Major Benefits Increased standards and scope of service to Members and stakeholders Significant increase in administrative capability and self-sufficiency of Members Stronger working ties between Full Members and Associate and Affiliate Members Establishment of key principles of Member conduct through the Charter A wider professional platform for future success of the sport Membership structure that is fit for purpose Strong relationships between and key stakeholders Greater involvement of players and supporters involving current and former players and players representatives in cricket decisions listening to the game s consumers raising awareness of partnerships and initiatives that benefit the sport and the wider community We will seek to secure International Olympic Council recognition

22 MISSION, STRATEGIC PLAN Strategic Plan Strategic Goal The will lead cricket through outstanding performance; striving for excellence, greater unity and shared purpose amongst Members; and acting at all times with integrity. Performance with Integrity

23 MISSION, STRATEGIC PLAN Strategic Goal 3 - Performance with Integrity Performance with Integrity The will lead cricket through outstanding performance while maintaining its role as the independent custodian of the game; striving for excellence, greater unity and shared purpose amongst Members; and acting at all times with integrity. Key Initiatives Operational Excellence We will foster a performance and service-focused culture through which the staff will: develop ambitious personal and group goals that are aligned to the s mission, vision and values ensure the is recognised for its performance, leadership and commitment to excellence in all that it does seek to identify, recruit, develop and retain the best available staff who are professional, accountable and responsible We will embrace The Way in all of our operations The Board will ensure that the organisation is effectively staffed and resourced to deliver the Strategic Plan.

24 MISSION, STRATEGIC PLAN Strategic Plan Strategic Goal 3 - Performance with Integrity Unity and Shared Purpose We hold the game in trust for future generations and we will continue to work with our Members to ensure, collectively and as individuals, we help strengthen the game We will maintain, develop and fairly apply effective rules, regulations and policies which support cricket s status as a respected sport including: anti-doping anti-racism We will monitor and communicate the delivery of the goals set in this Strategic Plan and publish a regular organisational performance scoreboard No Corruption We will continue to have a zero-tolerance policy on corruption by: proactively identifing threats using all available resources and techniques to monitor and investigate corrupt activity updating the anti-corruption education programme continuing to make all players aware of their responsibilities We will encourage the development of anti-corruption legislation by Members governments Ethical Behaviour The Board, Committees and staff will maintain the highest standards of ethical behaviour We will continue to focus on our role as independent custodians of the game and face the challenges that this brings without fear or favour We will review, amend and enforce the Code of Conduct and Code of Ethics to ensure that cricket acts as a leader and role model in international sport for on-field and off-field standards of behaviour We will take a lead role in delivering the sport s wider social responsibilities by: continuing to develop our partnership with UNAIDS and other organisations we are able to assist encouraging our Members, players, officials, and commercial partners to use their role in the sport to help raise awareness of social issues, including HIV and AIDS continuing to respond rapidly and positively to worldwide disasters supporting the staging of cricket initiatives in under-privileged areas We will strengthen the audit processes (internal and external) to ensure the and our Members governance and operational processes reflect best international practice

25 MISSION, STRATEGIC PLAN Strategic Plan Strategic Goal 3 - Performance with Integrity The Unique Spirit of Cricket Cricket enjoys a unique mix of attributes in international sport. It is underpinned by rich traditions and high values; it is played under a guiding principle of respect; it evokes passion, commitment and excitement; it is truly multi-cultural; it stands proudly on the world s sporting stage; it is a sociable game that forges deep long-lasting friendships; it is a team sport that combines skill, strategy, endeavour and athleticism; above all it is a game that means many different things to many different people and provides endless joy to those that it touches. It is our duty to foster and protect this unique Spirit. This will be achieved by: identifying and supporting initiatives that protect, enhance, spread and promote the Spirit of Cricket working in partnership with our Members, players, their representatives and officials to maintain a unity of vision in this special area upholding the traditions and integrity of the game Major Benefits Cricket maintains and strengthens its reputation and standing as an international sport which holds the highest standards of ethical behaviour Cricket is recognised for the role it plays internationally in helping to address key social issues Fair and consistent application of respected and agreed rules, regulations and policies The establishment of The Way enhances the performance culture of the No corruption in the game A drug-free sport Racial and cultural harmony in cricket Renewed focus on the unique Spirit of Cricket enhancing the ways in which we promote the heritage and history of the game celebrating our diversity continuing to focus on improving standards of behaviour, on and off the field promoting and rewarding those whose deeds reflect the Spirit of Cricket ensuring that changes to international cricket are made in the context of the unique Spirit of Cricket

26 MISSION, STRATEGIC PLAN Strategic Plan Strategic Goal Cricket will achieve sustainable growth through strengthening existing Members and strategic investment of resources. Sustainable Growth

27 MISSION, STRATEGIC PLAN Strategic Goal 4 - Sustainable Growth Sustainable Growth Cricket will achieve sustainable growth through strengthening existing Members and strategic investment of resources. Key Initiatives Meaningful Competition will continue to lead in developing a unified approach to scheduling international cricket and, in doing so, will: take a lead role in preserving and strengthening the status of Test cricket continually review the format of events to ensure they are highly competitive for our Members develop and support ranking systems to include all Members in men s and women s cricket Sustainable growth will be supported by the provision of opportunities for all Members to participate in international events. We will provide competitive pathways and opportunities for senior and junior international cricketers by: ensuring widespread access to regular events including a pathway to the Cricket World Cup for all of our Members maintaining a dynamic structure of Global and Regional events with promotion, relegation and qualification, where appropriate, to allow Members to find their right place for competitive international cricket enhancing the development of multi-day cricket in Associate and Affiliate Members to allow players to further develop their skills Competition success will be recognised and rewarded with targeted support providing incentives to improve

28 MISSION, STRATEGIC PLAN Strategic Plan Strategic Goal 4 - Sustainable Growth Quantity and Quality of Participation During the period of the last Strategic Plan the number of Members dramatically increased from 54 to 96. In addition, a strategic objective to achieve 30% participation growth in Associate and Affiliate Members from was exceeded with growth of at least 95% in three years from It is against this backdrop that our focus will now switch from expansion to addressing the quantity and quality of participation, and its sustainability. To achieve this we will work with our Members to: inspire, empower and train more individuals to enable them to implement in-country cricket education courses and development activities focus on initiatives which can transfer junior involvement into competitive junior playing competitions recognise and plan for the importance of retaining junior players through to senior level focus on initiatives which can enthuse and harness the support of local populations encourage the introduction of cricket programs for boys and girls in more schools, clubs, villages and townships maintain and expand support to cricketing communities which prove, via outcomes, that their growth is sustainable continue initiatives that encourage first-time exposure to, and participation in, the game in current and prospective Members Financial Strength and Security We will achieve financial strength and security by: increasing revenue on a sustainable basis maintaining an appropriate level of assets and cash reserves, distributed strategically We will regularly review the distribution of our funds to enable strategic objectives to be met and success to be rewarded Strengthening of s Regional Operations Since the establishment of the Development Program in 1997, the Regional Development Programs of Africa, the Americas, Asia, East Asia - Pacific and Europe have been integral to the growth of cricket. We will sustain, strengthen, and deepen these regional operations by: maintaining the positive support provided by Full Members to Associate and Affiliate Members in their region regularly reviewing and enhancing regional strategies and action plans ensuring that best practice in development of cricket is shared throughout the s regional offices and a culture of striving to be the best is maintained ensuring that decisions on the allocation of resources are devolved to the most appropriate level where effectiveness can be maximised We will identify and develop extra support streams for regionally-driven programs We will encourage our established Members to share good practice with developing Members

29 MISSION, STRATEGIC PLAN Strategic Plan Strategic Goal 4 - Sustainable Growth Cricket in Commercial Demand The major commercial partnership for feature events between provides an essential and secure financial base for the and the sport. The development of a clear strategy for the optimisation of commercial rights for feature events after the Cricket World Cup 2007 will be completed in the first half of The effective delivery of this strategy will be a cornerstone of our future success. In addition to successfully optimising the rights for our feature events we will ensure international cricket is commercially attractive and successful by: optimising the commercial returns of other assets including the sponsorship of match officials, awards and official rankings maintaining existing and establishing new partnerships with premium commercial organisations who share the Vision for cricket effectively resourcing our organisation to be able to deliver outstanding service to commercial partners Major Benefits The is built on a sound and secure financial base Increasingly sustainable participation numbers in all Members Greater transference from junior involvement to regular playing in Associate and Affiliate Members Stronger delivery of regionally-focused development strategies More meaningful and competitive cricket for all Members Targeted investment strategy that recognises success and potential Cricket is seen as a premium commercial opportunity for sponsors and commercial partners rights and properties are optimised for the benefit of Members and the ongoing development of the game identifying, investigating and, where appropriate, exploiting significant new areas of rights and properties including opportunities presented by new initiatives and technology We will ensure that the brand is synonymous with excellence by: effectively managing our intellectual property actively protecting the rights of our commercial partners maintaining and developing a reputation for delivering great value

30 MISSION, STRATEGIC PLAN Great Outcomes for a Great Sport

31 MISSION, STRATEGIC PLAN Strategic Plan Great Outcomes for a Great Sport By undertaking all of the key initiatives across the four strategic goal areas, the will deliver the following great outcomes for the sport. Cricket - a sport of excellence High standards of playing and officiating Consistency in playing facilities The right balance between innovation and tradition A global sport of choice for men and women, young and old Prestigious events, exhibiting great players playing a game that is great to watch Renowned and popular feature cricket events A clearly-defined cycle of events Attractive formats for players, spectators, broadcasters and sponsors Increased quantity and quality of participation Continual growth of cricket participation throughout the membership base Strong transfer from junior involvement to regular competitive playing Meaningful international tournament structures with opportunities for all Members to compete and progress Sustainable and growing women s game in all Members

32 MISSION, STRATEGIC PLAN Strategic Plan Great Outcomes for a Great Sport New benefits for Members Dedicated Member Services department comprising playing and administrative assistance A world-leading Academy facility Strategic investment in targeted initiatives Increased investment in the development of the sport Stronger, more effective Members Uplift in governance and administrative capability across Members Strong relationships between regional operations and Associate and Affiliate Members Greater self-sufficiency and financial independence of Members Members Charter and Structure Members Charter adopted and guiding conduct of Members Fit for purpose structure serving the game Unified Membership working towards shared vision and goals Excellent ethical behaviour throughout the sport Cricket recognised as a global role model No corruption on or off the field Respected and well-applied rules, regulations and policies The Way delivering strong performance A focus on delivering outstanding service to Members and stakeholders Operational efficiency and excellence A great place to work which attracts, develops and retains first-rate staff Living the Values The Unique Spirit of Cricket is alive and well Shared vision for the Spirit of Cricket Widespread external recognition of cricket s unique Spirit Universal culture of respect Cricket in commercial demand Strong commercial demand providing a secure financial base recognised as a premium global brand Rights and properties optimised for the benefit of Members Commercial partnerships serviced to highest standards

33 MISSION, STRATEGIC PLAN Key Milestones

34 MISSION, STRATEGIC PLAN Strategic Plan Key Milestones The Strategic Plan outlines a comprehensive range of initiatives and actions. At the same time as we work towards these goals there will be a series of milestones for the and the sport.this chart presents an overview of the key milestones scheduled to take place over the term of the Plan: Over the five years there will be a series of milestones for the and the sport. Revised cricket tours schedule agreed Feature Events U/19 Cricket World Cup Champions Trophy Intercontinental Cup Final Regional World Cricket League events Awards Strategy for Twenty20 agreed Member Services department established Initiatives for promoting the Spirit of Cricket agreed for Cricket World Cup Twenty20 event World Cricket League Division 1, 2 & 3 Women s World Cup qualifier Awards Strategy for women s cricket agreed Members Charter agreed Performance management assessment system in place U/19 Cricket World Cup Champions Trophy Intercontinental Cup Final Regional World Cricket League events Awards move to new headquaters in Dubai Sports City Global Academy operational Mid term review of strategic plan Reserves: $15m New President elected or term extended Twenty20 event World Cup qualifier Women s World Cup World Cricket League Division 3 Awards Membership structure changes adopted Membership survey conducted and agreed changes adopted Comprehensive range of programmes being delivered by Global Academy U/19 Cricket World Cup Champions Trophy Intercontinental Cup Final Regional World Cricket League events Awards New global rights and properties commercial deal agreed anti-doping code introduced New President

35 MISSION, STRATEGIC PLAN The Scoreboard

36 MISSION, STRATEGIC PLAN Strategic Plan The Scoreboard The Strategic Plan identifies clear priorities that will drive the agenda for the next five years.we will regularly review our progress in attaining our goals and, where necessary, re-plan accordingly. In addition to the stated goals and initiatives we have identified a range of organisational metrics against which we will monitor our performance regularly. We commit to regularly publishing this scoreboard to ensure transparency, accountability and a clear performance culture throughout the.these metrics will include: The Strategic Plan identifies clear priorities that will drive the agenda for the next five years. Research figures for players and coaches Attendance and broadcast figures for events Accuracy details of match officials Quality of cricket assessment Regulation breach details Financial information

37 MISSION, STRATEGIC PLAN Organising for Success The Way

38 MISSION, STRATEGIC PLAN Strategic Plan Organising for Success - The Way Living our values We have revised our core values to reflect the progress we have made as an organisation since our first Strategic Plan in We are committed to ensuring that as an organisation we are guided by these values in everything we do. We acknowledge that we will be appraised on our ability to deliver this collective responsibility. We will set stretching performance targets which will be attained by continuously improving our organisational performance. Performance Culture Cricket is a leading sport so the must act as a peak performing organisation that attracts, develops and retains the best people. We will set stretching performance targets which will be attained by continuously improving our organisational performance. Our departmental plans will be fully aligned to the Strategic Plan and we will track our success through the Performance Scoreboard. Leadership and Governance The is the world governing body for cricket and leads the sport. It is a Members organisation. The strength of the game is dependent on the continuing to provide strong leadership and its Members working together in collaboration to deliver on the objectives set out in this Strategic Plan. Throughout the delivery of this Plan we will promote regular information-sharing to ensure continuity and effective succession planning.

39 MISSION, STRATEGIC PLAN Strategic Plan Organising for Success Member Services A key focus of this Strategic Plan is the delivery of outstanding service to our Members. To assure the quality of service delivery, we will establish a dedicated Member Services function. This function will be responsible for the development and delivery of a broad range of services, as outlined in the strategic goal area (Quality Member and Stakeholder Services). A Charter for Members By establishing a Members Charter defining clear principles of operation for our Members we can set the foundations for closer collaboration. We are committed to helping our Members resolve governance issues where they arise. In order to thrive the game of cricket must have strong administrative structures and governance practices in all of its Members. Dubai Sports City The successfully moved from split offices in London and Monaco to unified premises in Dubai Media City in August Over the next two years, the move to the s permanent home in Dubai Sports City will be completed. We have the opportunity to design and develop a custom-built headquarters befitting our status as a leading international governing body. We will also maximise the benefits of a single location and our closer geographical proximity to our Full Members. At the same site we will develop the Global Cricket Academy. The Academy will provide exceptional facilities that will be a key asset for our Members throughout the term of this Strategic Plan and beyond.