Australian Premier cricket. Club Accreditation Scheme (CAS-02) Season

Australian Premier cricket Club Accreditation Scheme (CAS-02) Season 2016 17

Club Accreditation Scheme - CAS-02 - Overview Glossary Acronym ACA ACP AMS BBL Definition Australian Cricketers Association Australian Cricket Pathway Athlete Management System Big Bash League Club Accreditation Scheme Background CA Cricket Australia CAS-01 Club Accreditation Scheme 2015/16 CAS-02 Club Accreditation Scheme 2016/17 Argus Report Crank Sports Competitions Review Premier Cricket Reference Group National Strategy Premier Cricket (NSPC) CAS-01 Implementation DRP Debutant Recognition Program HP KPI High Performance Key Performance Indicator 1. Club Accreditation Scheme Why? Purpose & Objectives LGA Local Government Authority NSPC PCP S/T National Strategy for Premier Cricket Premier Cricket Program States & Territories 2. What? Content Overview 3. How? Mechanics, Templates & ACA Premier Cricket Program 4. Who? Stakeholder Roles SSPC State Strategy for Premier Cricket STM State Talent Manager 5. When? Timeline - CAS-02 1 CAS-02 Executive Summary

Background Australian Team Performance Review (Argus Report) encouraged Cricket Australia to increase the strength of supporting competitions which led to the Competitions Review, the Premier Cricket Reference Group and the CAS. Background Competitions Review outcome - optimise Premier Cricket to service both participation and high performance needs, whilst aligning with Cricket Australia s vision of cricket being Australia s favourite sport AND the National team s ability to gain the number 1 ranking in all forms of the game. 2011 2012 2013 2014 2015 2016 Australian Team Performance Review (Argus Report) Executive General Manager Team Performance appointed Executive General Manager Game & Market Development appointed Review of Sydney Grade Cricket Review of WA District Cricket New Cricket Australia Governance (Oct 2012) introduced Australian Cricket Pathway work commenced New Cricket Australia Financial Model (July 2013) introduced Cricket Australia- Strategy for Australian Cricket 2014-17 ACA - State of the Game Report Cricket Australia - Australian Player Pathway Project Crank Sports - Competition Review SACA Grade Cricket Review Premier Cricket Reference Group Premier Cricket Reference Group Guiding Principles established National Strategy for Premier Cricket (NSPC) established CAS-01 - Developed and Implemented ACA Premier Cricket Program commences Australian Cricket Pathway Roadshows Premier Cricket title uniform across Australia. Embed CAS-01 State Associations used CAS-01 assessment results to drive conversations with Premier Clubs Clubs completed 2nd CAS-01 assessment Incentives and Recognition Program introduced Season Review Forum to examine National Strategy for Premier Cricket and CAS-01 Revised and updated CAS-01 to create CAS-02 Women s Premier Cricket Working Group established, Review completed and Strategy created. Premier Cricket Reference Group - Guiding Principles Governance Promote the role of Premier Cricket and its importance in the national agenda Align all stakeholders accordingly Adopt Premier Cricket as the national term for the competition that is a breeding ground of national talent and the pinnacle of community cricket Competitions & Pathways Maintain the standard of Premier Cricket and club environments with appropriate incentives and mechanisms to ensure talent is consolidated and the game is well positioned in strategically relevant communities Environmental Factors Premier Cricket should understand & accept the digital age and respond accordingly to retain the right type of experienced players whilst attracting, developing and retaining young players, coaches and volunteers National Strategy for Premier Cricket (NSPC) Linked to Australian Cricket s Vision To be Australia s favourite sport a sport for all Australians Premier Cricket Vison Vital part of the competitions pathway, strong and competitive environment, breeding ground for national talent and the pinnacle of game development Definition Premier Cricket is the beacon for cricket excellence in the community, producing the best players (Bottom of the Top) AND developing the community asset (Top of the Bottom) Pillars of the CA Strategy for Australian Cricket and the NSPC 1. Put Fans First Deliver engaging experiences for everyone involved in Premier Cricket to positively impact their life and service their love of the game 2. Produce the best teams, players, competitions, coaches & officials in the world Number of players, coaches and umpires delivered from Premier Cricket with the capacity to succeed in First Class cricket 3. Increase participation substantially and inspire the next generations of players, fans and volunteers Protect and enhance local infrastructure to foster participation from the local community 4. Provide world-class leadership and management to create a seamless, unified national business and deliver our strategy Provide leadership to maximise the competitiveness and quality of Premier Cricket & aligned to the Australian Cricket Pathway (ACP) 5. Grow investment and allocate resources to deliver our strategy Significantly grow investment and raise the profile of Premier Cricket across Australia 2 CAS-02 Executive Summary 3 CAS-02 Executive Summary

National Strategy for Premier Cricket (NSPC) 2014-2017 Premier Cricket is a vital part of the competitions pathway and should be maintained as a strong and competitive environment which is both a breeding ground for the best national talent and the pinnacle of community cricket competition Australian Crickets Vision Premier Cricket Vision Definition CA Strategic Pillars Premier Cricket Strategic Pillar Interpretation Performance targets to 2017 Key: Achieved In Progress Not Started To be Australia s Favorite Sport A Sport for All Australians Vital part of the competitions pathway, strong and competitive environment, breeding ground for national talent and the pinnacle of game development Premier Cricket is the beacon for cricket excellence in the community. Producing the Best Players (Bottom of the Top) AND Developing the Community Asset (Top of the Bottom) 1. Put Fans First 2. Produce the best teams, players, competitions, coaches and officials in the world Deliver engaging experiences for everyone involved in Premier Cricket to positively impact their life and service their love of the game I. Premier Cricket is regarded as the best community cricket competition in every State & Territory throughout Australia II. Premier Cricket is engaged in and supports each State Cricket product, i.e. Sheffield Shield, Matador Cup and Big Bash League brands III. Best people: players, coaches, umpires and volunteers IV. Deliver a quality experience: best competition, facilities and coaches Number of players, coaches and umpires delivered from Premier Cricket with the capacity to succeed in First Class cricket I. Premier Cricket is an integral part of the best High Performance system in Australian sport II. Each Premier Cricket competition produces talent for Australian cricket in line with its population density III. Deliver the best possible standards of coaching and sports science activities IV. National Formats, Rules and Regulations are replicated in Premier competitions V. Premier competitions continue to produce elite level umpires to the national umpiring panel 3. Increase participation substantially and inspire the next generations of players, fans and volunteers Protect and enhance local infrastructure to foster participation from the local community I. Premier Cricket clubs support participation outcomes in their geographic region II. Ensure maintenance of facilities footprint across Premier Cricket s metropolitan area III. Family friendly, diverse and inclusive club environments IV. Affordability - add value to the Premier club membership 4. Provide world-class leadership and management to create a seamless, unified national business and deliver our strategy Provide leadership to maximise the competitiveness and quality of Premier Cricket & aligned to the Australian Cricket Pathway I. Have strong, collaborative, trusting, respectful relationships across Australian Cricket II. Premier Cricket strategy and performance clearly communicated to all cricket stakeholders on an annual basis III. Embrace the digital age 5. Grow investment and allocate resources to deliver our strategy Significantly grow investment and raise the profile of Premier Cricket across Australia I. Secure additional funding from CA and the S/T to raise the standard of facilities, coaches and wickets within Premier Cricket across Australia II. Maximise the value of Premier Cricket s sponsorship portfolio through a coordinated and consistent national approach III. Increase Premier Cricket media coverage by 10% Main supporting strategies Key: Achieved In Progress Not Started Deliver engaging experiences for everyone involved in Premier Cricket to positively impact their life and service their love of the game A. Deliver a series of marketing and PR opportunities with local media and government B. Support and drive vibrant and successful teams (Sheffield Shield, Matador Cup, BBL) to engage with State crowds, especially kids, females and families, including: i. Aligning Premier clubs with relevant BBL teams ii. Developing an exchange of benefits between Premier clubs and BBL teams to meet key outcomes C. Recognise Premier Club and State as the home base and create an incentive program to reward the production of talent at the next level via a Recognition Policy, i.e. framed Baggy Green and/or state cap, plaque, cash bonus, signed bat, acknowledged by CA & S/Ts D. Recognise the importance of volunteers as a critical part of the success of Premier Cricket, i.e. recruit, develop, retain, revitalise and succession plan volunteers, thereby ensuring their contribution is valued and optimised PLEASE NOTE: THIS NATIONAL STRATEGY FOR PREMIER CRICKET ALIGNS WITH THE SCOPE OF THE COMPETITIONS REVIEW (CRANK SPORTS REPORT) WOMEN S PREMIER CRICKET REVIEW - COMPLETED AND WOMEN S PREMIER CRICKET STRATEGY TO BE COMPLETED AND PUBLISHED IN OCTOBER 2016. Number of players, coaches and umpires delivered from Premier Cricket with the capacity to succeed in First Class cricket A. PLAYERS i. Premier Cricket produces players for State teams in all formats of the game ii. Retain experienced/name players in Premier Cricket to strengthen the competition and mentor in training and competition iii. Develop the best junior talent B. PATHWAY i. Promote Premier Cricket s role and responsibility in the Australian Cricket Pathway ii. S/T s to maintain a genuine 2nd XI selected using a blend of performance and an eye for the future - discontinue use of the term Futures League iii. Align Premier Cricket to S/T High Performance programs via appropriate formats and STMs acting as a conduit C. COACHING i. Implement a Coaching Structure which enhances player development & develops junior talent ii. Ensure all Premier Club coaches have at least Representative accreditation iii. Premier Clubs to engage with S/T Coach Education & Development Manager iv. Attend coaches conference, organised seminars and coaches forum v. Utilise Cricket Coaches Australia website vi. Submit Premier Club Coaching grant vii. Develop KPIs for continual Premier Club improvement viii. Coach development: attendance at State team, 2nd XI training & games, work with S/T HP and coaches ix. Develop coaches, create succession plan D. FORMATS i. Adopt First Class formats, rules and regulations for all competitions E. UMPIRES i. Continue to produce and deliver elite level umpires to the national umpiring panel and increase the quantity and quality of umpires in Premier Cricket Protect and enhance local infrastructure to foster participation from the local community A. Develop a pathway and strategic alliances back into community cricket, to provide a coordinated approach to developing the game in a local geographic area B. Develop and distribute participation programs that provide income for Premier Cricket Clubs, i.e. MILO in2cricket, MILO T20 Blast etc C. Develop long term strategy for the provision and preservation of clubs playing and training facilities, including turf wicket quality assurance (linked to National Facilities Plan) D. Secure State and Local Government funding for Premier Cricket via National Facilities Strategy E. Ensure relevant State Participation Grants and CA Club Funding Grant applications are used in accordance with the Premier Cricket Strategy, State Cricket Strategy & CA Strategy F. Create KPIs for continual improvement G. Club strategic plans to assess local community requirements and develop diversity and family friendly policies H. Research club development to ensure Premier Clubs are in the right locations Provide leadership to maximise the competitiveness and quality of Premier Cricket & aligned to the Australian Cricket Pathway A. ADMINISTRATION i. Ensure the best management and governance structures are in place to deliver the Premier Cricket Strategy and in turn contribute to the Australian Cricket Strategy ii. Attract, retain & develop top class leaders to each State s governing body for Premier Cricket iii. Ensure clubs are well managed with a strategic plan, sound policies and strong financial acumen iv. Communicate with relevant stakeholders within the Premier Cricket environment, i.e. delegates, affiliates, volunteers, players, government, media, commercial partners, CA, to ensure clarity and support for the Premier Cricket strategy v. Premier clubs to develop strategic plans which cascade down from Cricket Australia, S/T Cricket bodies and State based Premier Associations vi. Streamline administration and shared services, i.e. MyCricket, uniforms, reduce volunteer workload, marketing, curation etc B. Extend the reach of Premier competitions to include regional areas C. State based Premier Associations develop an excellent reputation with all stakeholders (based on annual survey) D. Encourage Premier Cricket to actively embrace the digital age, including use of technology, i.e. MyCricket, AMS, Social Media etc Significantly grow investment and raise the profile of Premier Cricket across Australia A. Secure CA & S/T funding for facilities/infrastructure (in support of a National Facilities Strategy), participation and other relevant activities B. Implement commercial guidelines for the State Premier Associations and Premier Clubs C. Review sponsorship assets of each State Premier Association and Premier Clubs and develop a suite of commercial packages D. Secure a major sponsor for each State Premier Association E. Implement Club Participation Agreement linked to Club Accreditation Scheme (CAS) criteria and KPIs F. Determine the cost/benefit of rebranding Premier Cricket in each State in line with relevant brand values G. Develop and execute an integrated marketing and communications strategy for Premier Cricket nationally with alignment to each State Premier Association to raise local community and media awareness, i.e. funky brand name that cascades down to grassroots H. Premier Cricket positioned as the pinnacle of cricket at the community level 4 CAS-02 Executive Summary 5 CAS-02 Executive Summary

Overview - Club Accreditation Scheme We are pleased to introduce CAS-02 following the successful introduction of CAS-01 and excellent work by State Associations and Premier Clubs. In Season 2015/16, all Clubs completed two CAS assessments, one at the beginning and one at the end of the season. 1. WHY: Purpose & Objectives of the Club Accreditation Scheme Assist Premier Clubs to fulfil their dual role of talent development and community engagement by providing objective measures to drive minimum standards and allow for evaluation, comparison and overall improvement Key outcomes include: 82 out of the 87 Premier Clubs satisfied the benchmark requirement of 100/168 points. State Associations used the CAS to drive real conversations with the Clubs to improve Premier Cricket. The Athlete Management System (AMS), which houses the CAS, proved to be an effective and volunteer friendly platform with strong reporting capabilities. CAS was an effective tool in delivering on the first year of the National Strategy for Premier Cricket (NSPC). Greater connection between Premier Clubs, State Associations and Cricket Australia, including a move to the term Premier Cricket as a consistent competition name across Australia. CAS-02 assessment timeframes First assessment: 8th August to 30th October, 2016 Second assessment: 1st February to 15th March, 2017 Based on the successful engagement with Premier Clubs for Season 2016/17, we are looking to build on the learnings, feedback and effectiveness of CAS-01. Club feedback and insights obtained by the State Associations and the National Premier Cricket Reference Group were used to inform the Season Review Forum in April 2016. This resulted in the following improvements to CAS-02: CAS-02 now contains 32 questions across 15 criteria areas (up from 30 questions in 2015/16). Maximum available points in CAS-02 increased to 176 (up from 168 in 2015/16). Minimum benchmark score increased to 70% i.e. >123 (up from 60% >100 in 2015/16). Assessment timelines updated to allow more time for States and Clubs to collectively review and plan for Season 2016/17. Top 5 areas of assessment (which attract a higher weighting) have been revised to reflect feedback and ensure ongoing strategic alignment, include: Finances Governance Management & Administration Female Cricket Volunteers Other significant progress made in Premier Cricket across Season 2015/16 included: Buy-in and knowledge sharing within States and Premier Clubs Linkage to ACA Premier Cricket Program (PCP) 13 Premier Clubs recognised by the New Debutant Recognition Program (DRP) Women s Premier Cricket Review completed - new strategy expected October 2016. Purpose Improve each Premier Club s ability to fulfil their dual role: Breeding ground for national talent; and Pinnacle of community cricket Incorporate the Australian Cricket Pathway, the Competitions Review and links to the ACA s Premier Cricket Program Drive minimum standards across all Premier Clubs Evaluate, compare and improve all Premier Clubs Objectives Align Premier Clubs to the National Strategy for Premier Cricket Establish minimum expectations for all Premier Clubs Recognise and reward Premier Clubs who play a role in fulfilling their high performance objectives whilst engaging with the community Share knowledge between: States & Territories; and Clubs within each State & Territory Focus Premier Clubs attention on critical success factors: Finances Governance Management & Administration Female Cricket Volunteers Engaging women and growing participation in cricket has been prioritised for season 2016/17 with the ongoing success of the WBBL and growing opportunities for talented girls. Premier Cricket has a central role in connecting talented girls and High Performance programs. CAS-02 will reinforce the strategic importance of MyCricket adoption by Premier Clubs 6 CAS-02 Executive Summary

2. What: Content Overview Club Accreditation Scheme will integrate the Australian Cricket Pathway, Competition Review recommendations and ACA s Premier Cricket Program in readiness for the 16/17 season 2. WHAT: Assessment Areas & Criteria 15 x Assessment Areas Maximum score = 176 32 x Assessment Criteria Minimum requirement > 123 Overview of CAS-02 Assessment Areas & Criteria Overview Areas of Assessment x 15 Specific Assessment Criteria x 32 Top 5 Areas of Assessment scored 0 8 to reflect emphasis and importance: Finances Governance Management & Administration Female Cricket Volunteers Remaining 10 areas of assessment scored 0 4 Maximum score = 176 Minimum acceptable standard is 70%, i.e. >123 Reward and recognise Model clubs that exceed 80% (i.e. >141) on CAS-02 and scores validated by State Association and Cricket Australia. Publish the Top 20 Clubs Nationally and the Top 20% of Clubs in each State State # of Clubs (20%) NSW 4 QLD 3 SA 3 TAS 2 VIC 4 WA 3 Each State will also be able to recognise one Club that has made the greatest progress on their CAS-02 Pre to Post Assessment scores. All Clubs will be recognised that achieve 70% in CAS-02. CA & States to provide intervention support for clubs scoring <70%, i.e. <123 Premier Clubs will self-assess against the Assessment Criteria CA will publish a summary of each State s Average Scores across the 15 Areas of CAS-02 CA will also publish the National Average Scores of CAS-02 States conduct a formal Review and Planning Meeting with each Premier Club in the lead-up to and end of the season to validate club assessments. A one page summary report will be completed as part of this review process and housed in the Club s CAS. Clubs completing Review and Planning Tool on AMS and have validation from State Association will be eligible to receive a recognition pack. Club Accreditation Scheme - Assessment Areas Number of Assessment Criteria Maximum Score % of Total 1.0 Finances 3 24 14% 2.0 Governance 2 16 9% 3.0 Management & Administration 2 16 9% 4.0 Female Cricket 3 24 14% 5.0 Volunteers 2 16 9% 6.0 LGA/University Relationships 1 4 2% 7.0 Facilities 3 12 7% 8.0 Coaching 2 8 5% 9.0 Junior Cricket 2 8 5% 10.0 MyCricket 2 8 5% 11.0 Culture 2 8 5% 12.0 Community Engagement 2 8 5% 13.0 Performance 2 8 5% 14.0 Promotion and Communications 2 8 5% 15.0 Sponsorship 2 8 5% TOTAL 32 176 100% Club Accreditation Scheme - Criteria Maximum Score 1.0 Finances 1.1 Proportion of club revenue from S/T grants 8 1.2 Proportion of club revenue spent on players and coaches 8 1.3 Cash reserves 8 2.0 Governance 2.1 Board Renewal 8 2.2 Strategic Plan 8 3.0 Management & Administration 3.1 Skills Based Board & Gender Diversity 8 3.2 Expectations Defined 8 4.0 Female Cricket 4.1 Facilitate female playing involvement in the club 8 4.2 Female inclusive club 8 4.3 Female facilities 8 5.0 Volunteers 5.1 Number of Volunteers 8 5.2 Retention of volunteers 8 6.0 Local Government Authority Relationships 6.1 Strategic Partnership with Local Council 4 7.0 Facilities 7.1 Quality of Playing Facilities 4 7.2 Quality of Training Facilities 4 7.3 Social & Function Rooms 4 Club Accreditation Scheme - Criteria Maximum Score 8.0 Coaching 8.1 Coach Accreditation 4 8.2 Coaching Structure 4 9.0 Junior Cricket 9.1 Junior Co-ordinator 4 9.2 Junior programs 4 10.0 MyCricket 10.1 Club Data on MyCricket 4 10.2 Full competition scores on MyCricket 4 11.0 Culture 11.1 Code of conduct 4 11.2 Member Satisfaction 4 12.0 Community Engagement 12.1 Community Engagement Plan 4 12.2 Links to Junior Clubs and Schools 4 13.0 Performance 13.1 Club Championship Results 4 13.1 Talent Development 4 14.0 Promotion & Communications 14.1 Dedicated Promotion and Communications Person 4 14.2 Promotions and Communications Plan 4 15.0 Sponsorship 15.1 Dedicated Sponsorship/Donations Person 4 15.2 Sponsorship & Fundraising Plan 4 TOTAL 176 8 CAS-02 Executive Summary 9 CAS-02 Executive Summary

3. HOW: Mechanics, Templates & ACA Premier Cricket Program For the 2016/17 season, Premier Clubs will self-assess in the lead-up to the start of the season (Aug to Oct) and towards the end of the season (February/March) using the Athlete Management System with templates to minimise the administrative burden 4. WHO: Stakeholder Roles Activity CA States/Territories ACA Club Mechanics Premier Clubs will self-assess: 8th August to 30th October, 2016 1st February to 15th March, 2017 States will conduct a formal Review and Planning Meeting with each Premier Club in the lead-up to and end of the season to validate club assessments CA & S/T will recognise strong performing Clubs for others to emulate S&T s will work closely with under performing clubs to assist them to raise their performance to a minimum score of 70%. Impact on Clubs of non-compliance (<70%) with Club Accreditation Scheme CAS-02 & beyond 2016/17 Season: All 87 Clubs will be eligible for the ACA PCP. Clubs not compliant with the minimum CAS requirement of 70% put at risk: a) CA Rewards and Recognition b) S&T Funding or program support Athlete Management System (AMS) Each Premier Cricket Club Administrator will receive AMS login details from their S/T Premier Cricket contact. Templates CA has developed templates to minimise the administrative burden: Strategic plan Position descriptions for board members, staff & volunteers Budget Financial reporting Member satisfaction survey Sponsorship assets hierarchy Community engagement plan ACA Premier Cricket Program Premier Cricket Program (PCP) is a platform for ACA Members to remain in Premier Cricket through playing, coaching, talent identification & administrative roles PCP is funded by the players and whilst separate to CAS, it is very much aligned with the objectives of the CAS and the Australian Cricket Pathway Australian Cricket and ACA PCP are working together to enhance Premier Cricket. This is reflected in the following assessment areas within the CAS: 8.1 - Coaching 11 - Culture 13.2 - Performance In season 2015/16: 104 ACA Members were engaged in 83 of the 87 Premier Clubs Australia-wide. 42 members returned to Premier Cricket. 62 ACA Members engaged in playing roles & 42 ACA Members in coaching/mentoring roles. End of year survey reported 90% satisfaction rating from Clubs and Members. CAS design & implementation CAS socialisation with Premier Clubs Project managed through the Premier Cricket Reference Group (PCRG) Produced Executive Summary of the CAS Representation on Premier Cricket Reference Group Communicate key elements of the CAS and the key liaison contact for Clubs Representation on Premier Cricket Reference Group PCP Induction program Roadshows CAS linkages to PCP CAS & ACA PCP objectives are aligned Key driver in rolling out CAS & PCP CAS & ACA PCP objectives are aligned Club Self-Assessment - prior to start of season (Aug to Oct 16) & end of season (Feb to March 17) Validaton of Club Self-Assessment Intervention support for clubs scoring <70% Recognise Model Clubs scoring > 80% Formal review and planning Design AMS and provide templates to minimise admin burden Advisory role to S/T regarding CAS design expectations Diagnose key issues and assist club to develop a plan to rectify Publish the National and S/T based ranking to showcase model clubs Establish Review and Planning Templates to support Face-to-Face sessions between S&T s and Clubs Meet with clubs to review and prepare for CAS-02. Provide ongoing guidance & support for clubs. Validate club self-assessments against existing data and preliminary club assessments Diagnose key issues and assist club to develop a plan to rectify Publish S/T based ranking to showcase model clubs With each Premier Club, conduct Review and Planning Meetings in the lead-up to and end of season to validate club assessments N/A PCP involvement data Liaise with CA & S/T re: feedback from ACA member N/A PCP involvement data Stakeholder consultations and forum feedback sessions Attend Review and Preparation Session & provide feedback at planned State Association meetings with Club Delegates throughout the 2016/17 season Signup ACA member and integrate into the club to increase CAS score Complete AMS Assessment and with focus on key priority areas identified during the Review and Planning Session. Respond to queries from S/T s Work with CA & S/T to address key areas of concern Incorporate best practice from the model clubs Club complete Review with States and Territory and ensure Reporting Template on AMS is completed Clubs will then use a portal within the AMS to self-assess their performance against the CAS criteria Publish National Ranking of Premier Cricket CAS results Publish the National and S/T based ranking to help all clubs improve Publish the National and S/T based ranking to help all clubs improve N/A Incorporate learnings from other clubs Club support regarding CAS Provide key contact for any queries from S/T Provide key contact for any queries from clubs Provide key contact for any queries from ACA members Contact S/T Premier Cricket staff member with queries 10 CAS-02 Executive Summary 11 CAS-02 Executive Summary

5. WHEN: Timeline 3 Year Timeline Project Task 2016 2017 2018 States will conduct a formal Review and Planning Meeting with each Premier Club in the lead-up to and end of the season to validate club assessments. Refine CAS based on 2015/16 learnings & feedback CA & S/T s to determine CAS implications for each club 5. WHEN: Timeline Year 2-2016/17 season self-assessment (start & end) with national rankings published in June 2017 Project Task July Aug Sept Oct Nov Dec Jan Feb Mar Apr May Jun In collaboration with States, Fair Play (AMS) and CA, update and finalise CAS-02 Create Executive Summary/Glossy version for distribution to CA, S/Ts and Premier Clubs Create joint Communications Plan regarding background, purpose, timing, expectations and implications Premier Clubs complete CAS-02 in lead up to and end of season CA & S/T s to roll out CAS-02 for 2016/17 season Implement Communications Plan S&T s and Premier Clubs complete final CAS-02 Assessment for 2016/17 CA & S/Ts validate club assessments CA & S&T s to promote / recognise the Model Clubs Refine CAS based on 2016/17 season learnings & feedback CA & S/T s to determine CAS implications for each club Obtain feedback from Premier Clubs and review CAS-02 in preparation for CAS-03, including Premier Cricket Reference Group Season Review. CA to publish following CAS-02 Results: Top 20 Clubs Nationally Top 20% of Clubs in each State Most Improved Club in each State Summary of each State s Average Scores National Average Scores CA & S/T s to roll out CAS for 2017/18 season 12 CAS-02 Executive Summary 13 CAS-02 Executive Summary

6: Assessment Criteria - Detail 1.0 Finances 1. Finances 1.1 Proportion of total club revenue from S/T grants Definitions: Total club revenue: sponsorship, fundraising, food & beverage sales, membership, S/T grant funding, local council funding etc. S/T grant funding: all funding received from the S/T governing body Less than 50% of club revenue reliant on S/T grant funding 8 = < 50% of total club revenue from S/T grant funding 6 = 50% - 59% of total club revenue from S/T grant funding 4 = 60% - 69% of total club revenue from S/T grant funding 2 = 70% - 79% of total club revenue from S/T grant funding 0 = > 79% of total club revenue from S/T grant funding New assessment criteria to focus clubs on building sustainable organisations that reduces the reliance on S/T grant funding for ongoing sustainability. Premier Clubs reliance on S/T grant funding is typically between 30% - 50%, so for CAS Year 2 we have set the target at 50% and we will review for CAS Year 3. For more information visit: community.cricket.com.au/premier-cricket-club-accreditation-scheme 1.2 Proportion of total club expenditure spent on remunerating players & coaches Less than 30% of club revenue to be spent on remunerating players & coaches Note: excludes payments for players clothing etc. 8 = < 30% of total club expenditure spent on remunerating players & coaches 6 = 30% - 39% of total club expenditure spent on remunerating players & coaches 4 = 40% - 49% of total club expenditure spent on remunerating players & coaches 2 = 50% - 59% of total club expenditure spent on remunerating players & coaches 0 = > 59% of total club expenditure spent on remunerating players & coaches New assessment criteria to encourage clubs to strike the right balance between remunerating players/ coaches and investing in other areas to build a strong club environment. 1.3 Cash at bank balance as at 30 June or EOFY of $100,000 Sufficient cash reserves to fund one season of expenditure 8 = > 80% of cash balance target 6 = 61% - 80% of cash balance target 4 = 34% - 60% of cash balance target New assessment criteria to encourage clubs to consider future sustainability whilst balancing the need for continual investment in the clubs and its infrastructure. 2 = 1% - 33% of cash balance target 0 = < $0 or in overdraft cash balance at 30 June 14 CAS 02 Executive Summary 15 CAS-02 Executive Summary

6: Assessment Criteria - Detail 2.0 Governance 6: Assessment Criteria - Detail 3.0 Management & Administration 2. Governance 3. Management & Administration 2.1 Board Renewal Note: CAS 2 has applied a different criteria for board volunteers to strike a balance between the retention of intellectual property and board renewal, whereas section 5.2 sets an aspiration of increasing average volunteer tenure beyond 3 years. Average tenure of each board member is 8 years, i.e. benchmark is 3 x 3 year terms per board member plus one new member every 3 years 8 = Between 8 years & 7 years and 1 new board member in last 3 years (8.4 years, 6.5 years) 6 = 9 years or 6 years and 1 new board member in last 3 years (9.4 years, 5.5 years) 4 = 10 years or 5 years and 1 new board member in last 3 years (10.4 years, 4.5 years) 2 = 11 years or 4 years and 1 new board member in last 3 years (11.4 years, 3.5 years) 0 = > 12 years or < 3 years (12.4 years, 2.5 years) 0 = No new board members in last 3 years Updated assessment criteria to reflect feedback regarding retention of intellectual property and the introduction of new board members. Amendment made to broaden the highest score to accommodate between 7 years and 8 years average tenure, which addresses the issue regarding averaging calculation and acknowledges the average will be impacted by a new board member coming onto the board every 3 years. For clarity, averages should be rounded up for 0.5 and and down for 0.4. 3.1 Skills based board & gender diversity Board is comprised of members with a mix of skills, experience and gender, including the following key areas: 1. governance, 2. finance, 3. marketing, 4. sponsorship, 5. high performance cricket (coaching or playing), 6. local council experience, 7. community engagement & 8. MyCricket Management Note: Club to complete template for each committee member as evidence of skills 8 = 8 areas covered by different board members AND gender diversity 6 = 7 areas covered by different board members AND gender diversity 4 = 6 areas covered by different board members AND gender diversity 2 = 5 areas covered by different board members AND gender diversity 0 = < 5 areas covered by different board members 0 = Irrespective of skills covered, if board has no gender diversity Minor wording changes to reinforce that Premier Clubs will score 0 if they do NOT have gender diversity. 2.2 Strategic Plan Strategic plan developed, linked to State Strategy Premier Cricket (SSPC) and/or National Strategy Premier Cricket (NSPC) with performance targets & action plan Note: Strategic Plan template to be supplied. 8 = Club strategic plan, linked to SSPC and NSPC, targets & action plan 6 = Club strategic plan, linked to SSPC and NSPC with either targets or action plan 4 = Club strategic plan linked to SSPC and NSPC with no targets or action plan 2 = Club strategic plan not linked to SSPC and NSPC or plan is in progress 0 = No club plan Minor wording changes encouraging Premier Clubs to align their club strategy to their S/T Strategic Plans 3.2 Expectations defined for board members and staff Roles defined for all roles with clear expectations 8 = Roles defined for ALL board and staff, expectations measured 6 = Roles defined for ALL board and staff, expectations not measured 4 = Roles defined for some board and staff, expectations measured 2 = Roles defined for some board and staff, no expectations 0 = No roles defined for board or staff Minor wording changes to reflect feedback, i.e. changed KPIs to expectations and deleted the requirement on volunteers. 16 CAS-02 Executive Summary 17 CAS-02 Executive Summary

6: Assessment Criteria - Detail 4.0 Female Cricket + 5.0 Volunteers 6: Assessment Criteria - Detail 6.0 LGA/University Relationships + 7.0 Facilities Club Accreditation Scheme - Criteria 4. Female Cricket 4.1 Facilitate female playing involvement in the club 4.2 Create a female inclusive environment 4.3 Female facilities 5. Volunteers 5.1 Number of volunteers 5.2 Retention of volunteers Note: average volunteer tenure excludes members of the board Desired Target Assessment Scale Rationale for amendment from CAS-01 Provide grounds for female matches, including junior girls teams, training and/or coaching clinics for female teams including Premier and local community teams Club environment, facilities and culture encourages female participation and involvement with the club, i.e. playing, administration and/or volunteering Appropriate facilities for females Note: based on a 5 point rating scale 1 = Unsatisfactory, 2 = Poor, 3 = Satisfactory, 4 = Good, 5 = Very Good At least 4 volunteers per team OR 10% growth in volunteers per annum Average tenure for volunteers > 3 years 8 = Club supports female teams, provide grounds for female matches and a number of coaching clinics for female teams 6 =Club supports female teams, provide grounds for female matches and 1 x coaching clinic for female teams 4 = Club supports female teams, provide grounds for female matches and 0 x coaching clinics for female teams 2 = No provision of grounds for female matches and 1 x coaching clinic for female teams 0 = No provision of grounds or coaching clinics Score 2 points for each of the following criteria (maximum of 8): Member survey indicates the club is a welcoming environment for females Suitable female facilities > 10% growth in female involvement Added at least one new female team since last year Attendance A Sport For All workshop 0 = No female involvement in the club 8 = Very good female facilities 6 = Good female facilities 4 = Satisfactory female facilities 2 = Poor female facilities 0 = No female facilities 8 = > 4 non-playing members per team OR > 10% growth in non-playing members 6 = > 3 non-playing members per team OR 7.5% - 9.9% growth in non-playing members 4 = > 2 non-playing members per team OR 5.0% - 7.4% growth in non-playing members 2 = > 1 non-playing members per team OR 2.5% - 4.9% growth in non-playing members 0 = < 1 non-playing member per team OR < 2.4% growth in non-playing members 8 = > 3 years average tenure 6 = 3 years average tenure 4 = 2 years average tenure 2 = 1 year average tenure 0 = < 1 year average tenure Minor wording changes to broaden the requirement to include the provision of grounds for matches, training and/or coaching clinics at Premier and local community level Simplified the wording and included additional criteria, i.e. added at least one new female team since last year New assessment criteria to emphasise to importance of female inclusion in the club Established a target ratio of 4 volunteers per team for clubs with sufficient volunteers. For clubs with insufficient volunteers, the measure of volunteer growth is based on the number of non-playing members. Minor amendment to acknowledge average volunteer tenure excludes members of the board 6. LGA/University Relationships 6.1 Strategic partnership with local council 7. Facilities 7.1 Quality of playing facilities for all grades 7.2 Quality of training facilities for all grades Effectiveness of club s relationship with local council, i.e. Board member portfolio, Local Council Liaison Officer, target number of meetings per annum Good facilities, as assessed by State/Territory umpires, regarding quality of playing wickets Note: based on a 5 point rating scale 1 = Unsatisfactory, 2 = Poor, 3 = Satisfactory, 4 = Good, 5 = Very Good Good facilities, regarding quality of training wickets Note: based on a 5 point rating scale 1 = Unsatisfactory, 2 = Poor, 3 = Satisfactory, 4 = Good, 5 = Very Good 7.3 Social & function rooms Club has social and/or function rooms or access to sponsors facilities for use by players, officials and volunteers 4 = Very good strategic partnership with the local council, i.e. Board member portfolio and/or Liaison Officer has 5 face-to-face meetings with council per annum and exceeding objectives established by the club 3 = Good strategic partnership with the local council, i.e. Board member portfolio and/or Liaison Officer has 5 face-to-face meetings with council per annum and meeting objectives established by the club 2 = Satisfactory strategic relationship with the local council, i.e. Board member portfolio and/or Liaison Officer has 5 face-to-face meetings with council per annum yet not meeting objectives established by the club 1 = Poor relationship with the local council 0 = Unsatisfactory relationship with the local council 4 = Very good playing wickets for all grades 3 = Good playing wickets for all grades 2 = Satisfactory playing wickets for all grades 1 = Poor playing wickets for all grades 0 = Unsatisfactory playing wickets for all grades 4 = Very good training wickets and training facilities 3 = Good training wickets and training facilities 2 = Satisfactory training wickets and training facilities 1 = Poor training wickets and training facilities 0 = Unsatisfactory training wickets and training facilities 4 = Social rooms and/or access to sponsors facilities available, in good condition and well utilised 3 = Social rooms and/or access to sponsors facilities available, in good condition and not well utilised 2 = Social rooms and/or access to sponsors facilities available, in need of repair 1 = No social rooms and/or access to sponsors facilities, plans to develop 0 = No social and/or access to sponsor facilities, no plans to develop Changes to reflect greater emphasis on a strategic partnership with the local council and results in terms of meeting objectives established by the club to either increase grant funding, reduce costs and/or in kind services. This acknowledges that each S/T is different, i.e. rate capping in some states could mean less funding is available for Premier Clubs or council amalgamations may adversely impact council budgets etc. Changes to reflect focus on playing wickets with transparent rating scale. Changes to reflect focus on training wickets with transparent rating scale. Umpire Assessment removed for Training facilities, clubs will self assess and S/T will confirm via the review process Minor wording changes to reflect access to sponsors facilities and the condition of club facilities 18 CAS-02 Executive Summary 19 CAS-02 Executive Summary

6: Assessment Criteria - Detail 8.0 Coaching 6: Assessment Criteria - Detail 9.0 Junior Cricket + 10.0 MyCricket 8. Coaching 9. Junior Cricket 8.1 Accreditation of Head Coach & Junior Coach 8.2 Coaching structure supports skill development of cricketers with links to S/T Associations, i.e. State Talent Manager and High Performance Coaching staff Head Coach >= Representative Coach Junior Coach >= Community Coach OR Head Coach or Junior Coach is a Premier Cricket Program member and at least a Representative Coach Notes 1. All coaches must be members of Cricket Coaches Australia 2. Coaches must be accredited and have Working with Children Checks Coaching structure & roles published, junior coordinator and specialist coach in place and links to State Talent Manager & High Performance Coaching staff 4 = Head Coach is Representative Coach, Junior Coach is Representative Coach and both have attended the Premier Cricket Coaching Forum 3 = Head Coach is Representative Coach, Junior Coach is Representative Coach and one coach has attended the Premier Cricket Coaching Forum 2 = Head Coach is Representative Coach, Junior Coach is Representative Coach and neither coach has attended the Premier Cricket Coaching Forum 1 = Head Coach is Representative Coach, Junior Coach is Community Coach (vice versa) 0 = Head Coach and Junior Coach not accredited 0 = Irrespective of coach accreditation within the club, if any coach at the club does NOT have a working with children check Score 1 point for each of the following: Coaching structure and roles published Club has a Junior coordinator Club has specialist coaches Regular communication by club with STM and HP Coaching staff (in-season) Amendments to reflect attendance by Head Coach and Junior Coach at the Premier Cricket Coaching Forum and removal of Level 3 requirement Same criteria, however represented in a simpler manner. Assessment scale #4 amended to allow clubs to self assess whether their communication with STM and HP Coaching staff is regular enough - this will be picked up by the S/T during the review process. Aim is to encourage clubs to be proactive with their communication with STM and HP Coaching staff. 9.1 Junior Co-ordinator Definiton Effective junior programs: teams fielded in all relevant age categories 9.2 Junior programs Defintion Effective programs: club hosts at least 1 coaching session at a community club per season 10. MyCricket 10.1 Club data on MyCricket (all Grades) Club has a nominated Junior Co-ordinator at all levels, complies with the Australian Cricket Pathway (ACP) and has effective programs i.e. teams fielded in relevant age categories, expectations outlined Junior programs/initiatives or links with community clubs: 1. MILO in2cricket & MILO T20 Blast 2. Structured training program aligned to FTEM principles 3. Club coaches attend Coaching workshops/updates through State twice per year 4. Effective programs with community clubs 5. Junior development integration with seniors in your club All club data is up-to-date on MyCricket, i.e. players, coaches & volunteers 4 = Junior Co-ordinator at all levels, complies with ACP, effective programs, expectations outlined 3 = Junior Co-ordinator at all levels, complies with ACP, effective programs, expectations not outlined 2 = Junior Co-ordinator at all levels, complies with ACP, somewhat effective programs, expectations not outlined 1 = Junior Co-ordinator at all levels, complies with ACP, in-effective programs, expectations not outlined 0 = No Junior Co-ordinator and doesn t comply with ACP Score 1 point for each of the following (maximum of 4): MILO in2cricket & MILO T20 Blast Structured training program aligned to FTEM principles Club coaches attend Coaching workshops/updates through State twice per year Effective programs with community clubs Junior development integration with seniors in your club 4 = 100% club data up-to-date 3 = 90% - 99% club data up-to-date 2 = 80% - 89% club data up-to-date 1 = 70% - 79% club data up-to-date 0 = < 70% club data up-to-date Wording changes to define effective programs, i.e. teams fielded in relevant age categories. Also added a component regarding expectations. Represented differently and added an additional junior activity Raised the expectations of the % of data up-to-date for each score except the top score, i.e. previously 40% - 59% scored 1, now club needs 70% - 79% to score 1 10.2 Full competition scores updated and finalised on MyCricket by 7:00pm (Full scores 1st Grade, Summary scores for other Grades) Teams and Scores updated and finalised on MyCricket by 7:00pm 4 = 100% Team & Scores updated on MyCricket by 7:00pm 3 = 80% - 99% Team & Scores updated on MyCricket by 7:00pm 2 = 60% - 79% Team & Scores updated on MyCricket by 7:00pm 1 = 40% - 59% Team & Scores updated on MyCricket by 7:00pm Minor wording changes to remove Live Scoring requirement 0 = < 40% Team & Scores updated on MyCricket by 7:00pm 20 CAS-02 Executive Summary 21 CAS-02 Executive Summary

6: Assessment Criteria - Detail 11.0 Culture 6: Assessment Criteria - Detail 12.0 Community Engagement 11. Culture 12. Community Engagement 11.1 Player behaviour policies and code of conduct (on-field & off-field) Code of conduct published and effective, i.e. no guilty reports 4 = Updated code of conduct published and effective, i.e. no guilty reports in last 2 seasons 3 = Outdated code of conduct and effective, i.e. no guilty reports in last 2 seasons 2 = Updated code of conduct, however not effective, i.e. > 1 guilty report in last 2 seasons 1 = Outdated code of conduct and not effective, i.e. > 1 guilty report in last 2 seasons Minor wording change to reflect no guilty reports in last 2 seasons to reinforce behavioural standards to help address Umpire retention 12.1 Community Engagement Plan, including completion of A Sport For All (ASFA) training to promote the club s role in the community Community engagement plan developed, including completion of the A Sport For All training, performance targets & implementation plan 4 = Community engagement plan and ASFA training, targets & implementation plan 3 = ASFA training with either targets or implementation plan 2 = Community engagement plan and ASFA training with no targets or implementation plan 1 = Community engagement plan is progress Minor wording changes to reflect Community engagement plan and A Sport For All (ASFA) training 0 = No code of conduct 0 = No plan 11.2 Member satisfaction surveys Definitions Active member: played at least 4 games per season? Financial member: fully paid up member of the club as playing, non-playing and/or volunteer Annual member survey completed by 30% of active and/or financial members with positive results and action plan to address key issues 4 = Annual survey completed by 30% of active and/or financial members with positive results and action plan 3 = Annual survey completed by 30% of active and/or financial members with negative results and action plan 2 = Annual survey completed by 30% of active and/or financial members with positive results and no action plan 1 = Annual survey completed by < 30% of active and/or financial members 0 = No annual survey Minor wording change to reflect active and/or financial members being surveyed to ensure past players are not skewing the results and reduction of survey response percentage due to feedback received about completion rates of surveys from within clubs. CA will provide a survey tool template to assist Premier Clubs 12.2 Links to Junior Clubs (community, local or country) and Schools Definition Effective programs: e.g. Club hosts at least 1 Junior Association Representative Game, Club hosts a coaching clinic with a local primary school. Strong links with Junior Clubs and Schools Note: based on a 5 point rating scale 1 = Unsatisfactory, 2 = Poor, 3 = Satisfactory, 4 = Good, 5 = Very Good 4 = Very good links with Junior clubs and Schools and effective programs in place 3 = Good links to Junior clubs and Schools and effective programs in place 2 = Satisfactory links to Junior clubs and Schools and minimal programs in place 1 = Poor links with Junior clubs and Schools and no programs in place 0 = No links to Junior clubs or Schools Updated to reflect 5 point rating system and added effective programs 22 CAS-02 Executive Summary 23 CAS-02 Executive Summary

6: Assessment Criteria - Detail 13.0 Performance 6: Assessment Criteria - Detail 14.0 Promotion & Communications 13. Performance 14. Promotion & Communications 13.1 Club Championship results 1st Grade team qualified for Finals x 3 in last 10 years 4 = > 4 top 25% club championship results in last 10 years 3 = 4 x top 25% club championship results in last 10 years 2 = 2 or 3 x top 25% club championship results in last 10 years 1 = 1 x top 25% club championship results in last 10 years 0 = No top 25% club championship results in last 10 years Amended to reflect Club Championship results as a better measure of the health of the club now that 13.2 has been added to address player development 14.1 Dedicated person responsible for promotion and communications At least one board member, volunteer or staff member responsible for driving the promotion and communications of the club and Premier Cricket Note: Skills = experience 4 = Board member and staff member/volunteer with promotion and communications skills responsible for promoting the club 3 = Board member with promotion and communication skills responsible for promoting the club 2 = Staff member/volunteer with promotion and communication skills responsible for promoting the club Minor wording changes to reflect more appropriate language for volunteers boards, i.e. marketing to promotion and communications 1 = Board member without promotion and communication skills responsible for promoting the club 13.2 Talent Development - number of players the club has developed for the next level Note: Player must have a contract (where applicable) and/or debut with that team to be counted in the CAS. Selection only within the squad will not count. Number of players developed by the club to play at: - Under age state representative level - Futures League level - State level - National level 4 = > 5 players developed to the next level over last 3 seasons 3 = 4-5 players developed to the next level over last 3 seasons 2 = 2-3 players developed to the next level over last 3 seasons 1 = 1 player developed to the next level over last 3 seasons 0 = 0 players developed to the next level over last 3 seasons New assessment criteria to emphasise a primary objective for Premier Cricket 14.2 Promotions and Communications Plan Promotion and Communications plan developed with targets, implementation plan AND support S/T Premier Cricket sponsors and contra arrangements 0 = No person responsible for promoting the club 4 = Promotion and Communications plan, social media targets, implementation plan AND support S/T Premier Cricket sponsors 3 = Promotion and Communications plan with either social media targets or implementation plan AND support S/T Premier Cricket sponsors 2 = Promotion and Communications plan with no social media targets or implementation plan AND support S/T Premier Cricket sponsors Minor wording changes to reflect the importance of social media (website, Facebook, Twitter, Instagram, YouTube) 1 = Plan is progress AND support S/T Premier Cricket sponsors 0 = No plan OR not supporting S/T Premier Cricket sponsors 24 CAS-02 Executive Summary 25 CAS-02 Executive Summary

6: Assessment Criteria - Detail 15.0 Sponsorship 15. Sponsorship 15.1 Dedicated person responsible for sponsorship/donations At least one board member, volunteer or staff member responsible for sourcing sponsorship/donations for the club 4 = Board member and staff member with sponsorship/donations experience responsible for raising additional revenue 3 = Board member with sponsorship/donations experience responsible for raising additional revenue 2 = Staff member with sponsorship/donations experience responsible for raising additional revenue Minor wording changes to include the importance of donations and fundraising of additional revenue 1 = Board member without sponsorship/donations experience responsible for raising additional revenue 0 = No person responsible for raising additional revenue 15.2 Sponsorship & Fundraising plan Sponsorship & Fundraising plan developed with targets and implementation plan 4 = Sponsorship & Fundraising plan, targets and regular progress reports with growth from last year 3 = Sponsorship & Fundraising plan, targets and regular progress reports with no growth from last year Minor wording changes to include fundraising plan and growth from previous year without prescribing the amount 2 = Sponsorship & Fundraising plan, no targets or progress reports, growth from last year 1 = Sponsorship & Fundraising plan, no targets and progress reports, no growth from last year 0 = No Sponsorship & Fundraising plan CONDUIT BETWEEN HIGH PERFORMANCE AND COMMUNITY 26 CAS-02 Executive Summary 27 CAS-02 Executive Summary

Useful sites and resources for Australian Premier Clubs community.cricket.com.au/premier-cricket-club-accreditation-scheme 28 CAS-02 Executive Summary

community.cricket.com.au/premier-cricket-club-accreditation-scheme