HAMPSHIRE CRICKET BOARD STRATEGY

HAMPSHIRE CRICKET BOARD STRATEGY 2014-2017 Growing and improving the game, to provide a cricketing future for all.

Hampshire ecricket Board oad 2014-2017 Introduction The Hampshire Cricket Board Ltd is one of thirty nine County Cricket Boards in the country and is responsible for the recreational game across Hampshire. We work closely with Hampshire Cricket, the Southern Electric Premier League, Hampshire Cricket League, District Associations and Clubs to deliver a diverse range of activities to support the growth of cricket in Hampshire. The Strategy has been developed following consultation with member clubs and key stakeholders. It sets out the outcomes and objectives we intend to deliver during 2014 2017, as well as the success criteria and the review and planning process that will ensure continual improvement throughout the course of the Strategy. The Hampshire Cricket Network The successful delivery of the Strategy is dependent on the development of the Hampshire cricket network, which currently consists of: Hampshire Cricket Emerging players and Academy programmes. Ageas Bowl. Board s Development team. Hampshire Cricket Board Strategy 2014 2017 01

Hampshire Cricket In The Community improved everyday lives, through continual access to, and links with, the Hampshire Cricket In The Community. through a diverse range of sporting and non-sporting activities. to the Ageas Bowl. Southern Electric Premier League The League organises competitive cricket for the top 40 teams in Hampshire and contingent Its top division is recognised as an ECB accredited Premier League. Its renowned accreditation system encourages continuous improvement in pitches, facilities, and youth development among all member clubs. Hampshire Cricket League The Hampshire Cricket League is regarded by many as the biggest league in the world, divisions. Similarly to the Premier League it actively encourages all member clubs to improve ground standards. Hampshire Cricket Board Strategy 2014 2017 02

District Junior Cricket Associations South East and Winchester. groups. providing additional coaching and competitive opportunities for the most talented boys and girls. Workforce Associations of their members. Hampshire Community MOU HC Ltd HCB Ltd HCiTC SEPCL HCL Hampshire Cricket Board Strategy 2014 2017 03

Hampshire organisations outside the network: The National Playing Survey survey was to establish the scale of participation but also collate real time feedback from players to understand playing habits, whether people are likely to continue playing and their reasons for doing so. key barriers and issues to people playing, following and attending cricket. The intelligence will help shape plans that support the delivery of this Strategy whilst providing accurate data to measure performance. Hampshire Cricket Board Strategy 2014 2017 04

Hampshire Club & Stakeholder Consultation Our Game! develop future products and services to address the issues and challenges. Throughout the course of the Strategy we will gain further insight into the playing and volunteering habits within the game and track the impact. Current Landscape Playing to the Board. The vast majority compete in the Southern Electric Premier League and/or There is also a well-established pathway for those who have the talent and desire to progress in the game. It is evident however, that many clubs are struggling to retain both teams in Hampshire, playing between 1 and 18 games in a season Source: ECB National Playing Survey 2013 cricket in teams in the summer in Source: ECB National Playing Survey 2013 Hampshire Cricket Board Strategy 2014 2017 05

Workforce clubs are operating at capacity due to a lack of volunteers. In general, too many coaching and administrative roles within clubs and associations are undertaken by the same Source: ECB National Playing Survey 2013 Facilities In line with the national trend, Hampshire has an ageing facility stock, the development and maintenance of which heavily relies on number of games are played on Local and availability varies greatly. A reduction to develop innovative methods to generate income. Source: ECB National Playing Survey 2013 Governance and the 2 major cricket leagues Southern Electric Premier League and Hampshire Cricket help to reduce bureaucracy and administration for professional staff and volunteers alike. Hampshire Cricket Board Strategy 2014 2017 06

Sources of Funding Hampshire Cricket Board receives the majority of its funding through the England and Wales Cricket A proportion of the funding is ring fenced to deliver targeted activities such as disability and player retention. Similarly, funding from linked to Education. The pie chart shows the proportion information regarding sources and the allocation of funding can be found in Hampshire Cricket Board s Annual Business Plan. Our Vision A sport which inspires people of all ages, providing enjoyment for players, volunteers, followers and spectators Our Mission Grow and improve the game, to provide a cricketing future for all. Hampshire Cricket Board Strategy 2014 2017 07

Strategic Outcomes Develop a thriving professional and voluntary workforce, which the growth of the game. the growth of the game. Cultivate a county cricket network, which will the growth of the game. 1 Outcomes And Objectives : Outcomes Objectives/Priorities Work to a long term plan for schools cricket, utilising Chance to Shine resources effectively. How we will know if we have been successful? Increase the number of schools involved Increase number of schools involved in T20 Increase the number of boys and girls playing regular competitive school and club cricket. Target schools and clubs that want to provide local clubs and community opportunities. Increase the number of girls playing Increase the number of teams entering junior Increase retention of players within local clubs Inspire children to choose cricket through access to players as role models and class facilities at The Ageas Bowl. Hampshire Cricket Board Strategy 2014 2017 08

: Continued 1 Outcomes More people with a disability will be aware of and have the means to access high quality, sustainable opportunities. Objectives/Priorities Work with disability community groups to provide an introduction to cricket. Provide a coaching and competition programme for all special schools. Establish hub clubs within mainstream clubs Provide a pathway for elite disability players which allow them to compete at the highest level possible. How we will know if we have been successful? All Special Schools to be offered coaching up rate. Increase the number of players with a opportunities for elite players by 2017. as they make the transition from junior to adult Increase the number of adults playing the game by retaining existing players and attracting new players. versions of the game that continually meet the needs of players, minimising cost and time commitment. using alternative formats of the game. Introduce alternative versions of the game 1 competition Increase the number of women playing Provide more opportunities for women to participate Improve the standard of players graduating to the Hampshire Cricket Academy or girls equivalent. Provide a clear and coherent player pathway for boys and girls. Develop players within the pathway by competition opportunities at all levels. from the Hampshire county age group programme. Programmes each year Hampshire Cricket Board Strategy 2014 2017 09

2 - A thriving professional and voluntary workforce, which has the the growth of the game. Outcomes Objectives/Priorities which represent value for money and are accessible, in terms of time and location. How we will know if we have been successful? Increase the number of trained volunteers associated with clubs, schools and organisations. leadership programmes and provide a clear pathway to volunteer opportunities within clubs. Work with clubs and organisations to deliver volunteer recruitment programmes aimed at each year become coaches and umpires. Support the development of volunteer provide CPD opportunities and effective communication channels to the volunteer workforce. Improve the knowledge and skills of volunteers and professional staff. Provide a clear and coherent pathway for resources for teachers that encourage them to deliver cricket independently. training each year. Identify skills gaps in wider cricket club management and administration roles and provide the relevant training opportunities Reduce the number of volunteers dropping out of the game prematurely. administration by challenging new policies, practices and processes from all controlling bodies. locally in all areas of the game. increasing the number of nominations in each Hampshire Cricket Board Strategy 2014 2017 10

3 : growth of the game. Outcomes The number of playing and practice facilities will meet the current and anticipated future demand for cricket. Objectives/Priorities current provision and to identify priority facilities for investment and support. planning decisions and investment in cricket facilities. Support clubs to negotiate long term security of tenure on grounds. How we will know if we have been successful? security of tenure each year. Work with 2 clubs per year to secure ECB Grant or Sport England funding. Education establishments. Improve the quality of playing and practice facilities. Improve standards of facilities and pitches by working with Leagues to prioritise support for clubs, i.e. clubs aspiring to reach SEPCL or league marking system. providers to develop facilities and improve pitch maintenance. Increase awareness of the County focal point of assistance for Groundsmen. increase the number of clubs with SEPL gold of the ECB Small Grants Scheme each year, Increase the number of clubs registered for HCB will be the centre of competence for clubs in sources of funding, technical advice and self-help. Hampshire Cricket Board Strategy 2014 2017 11

growth of the game. 4 Outcomes relationships with a wide range of external stakeholders. Objectives/Priorities Adopt a joint purpose to provide a coherent offer to all players, clubs and volunteers. Create stronger links between the recreational and professional games by delivering joint initiatives which increase participation and audiences. How we will know if we have been successful? Successful delivery of joint programmes of understanding. stakeholders who can support the delivery of management and leadership skills. Support 10 clubs each year to write and implement Development Plans. All organisations will have an appropriate management structure in place to Create a sustainable future for cricket by implementing strategic plans that address ever changing economic, environmental and social issues. 4000 players from Hampshire will complete Organisations that understand the needs of their members and have a desire to improve. Write a marketing and communications plan to improve communication and raise the outcomes. followers by 2017. committed to continual improvement and selfassessment. Increase revenue e through more commercial activities, sponsorship and fund saving. Support clubs to improve club and facility management. Support and promote club fund raising initiatives to generate their own income. Work with clubs to develop plans which allow Hampshire Cricket Board Strategy 2014 2017 12

HCB Structure Schools Management Group Facilities/ CGA Junior Leagues & Performance Clubs & Leagues Forum Schools FE/HE HCL Grounds Committee 4 x District Associations Girls Steering Group HCB Coaches Association HCB ACO SEPL HCL Indoor Leagues Hampshire Cricket Board Strategy 2014 2017 13

we will deliver activities based on people s needs. The insight led planning process: Next Steps Stop, maintain or expand Research What do players/ volunteers need Monitoring & Evaluation Data collection & Feedback Vision purpose priorities LEADERSHIP RESOURCES Money & people allocation Offer What activites, services & support we will deliver Delivery How will we deliver Delivery partners, processes etc Hampshire Cricket Board Strategy 2014 2017 14

Board of Directors John Wolfe Chairman Stuart Robertson Hampshire Cricket Commercial Director Geoff Rhodes Finance Director Colin Savage Company Secretary Jeff Levick MBE Ben Thompson Cricket Development Director The Development Team Simon Jones, Cricket Development Manager Disability and Clubs (New Forest and South East) E: simon.jones@ageasbowl.com John Cook, Cricket Development Manager Coach Education and Clubs (North and Winchester) E: john.cook@ageasbowl.com Mike Pollard, Cricket Development Manager Women and Girls Cricket and Chance to Shine E: michael.pollard@ageasbowl.com Andy Sharp, Board Administrator E: andy.sharp@ageasbowl.com Chris Wheeler, Community Coach E: chris.wheeler@ageasbowl.com Simon Hammond, Community Coach E: simon.hammond@ageasbowl.com Hampshire Cricket Board Strategy 2014 2017 15

APPENDICES be addressed. BUSINESS AREA Organisation Volunteers Facilities (Playing) Facilities (Practice) PRIORITY AREAS iii. Lack of membership involvement, both players and parents locally DISCUSSION POINTS - POTENTIAL SOLUTIONS/ACTION POINTS/CONSIDERATIONS i. Provide advice and best practice regarding club structures in order to deal with levels of admin but also to develop a joined up approach to junior and adult sections. i. Challenge new policies, practices and processes from all controlling bodies iii. Provide advice and guidance on how clubs may capitalise utilisation, improve project management skills i. HCB should be a centre of competence: of assistance. iii. Could HCB assist with the provision of a list of suitable Playing (Schools) i. Cricket needs to be affordable to all ii. Some clubs impacted by over lapping catchment areas with too few schools / too many clubs iii. Lack of cricket played in state schools iv. Lack of state school involvement in cricket results in drift away from the game General Points: policy and priority, with clear and challenging targets. offering as well as coverage affordable cricket and education environment. Hampshire Cricket Board Strategy 2014 2017 16

BUSINESS AREA Playing (Youth) Playing (Adult) Playing (Disabled) Playing (Standards) Club Focus PRIORITY AREAS ii. To grow women and girls cricket iii. Coaching for adult members often overlooked ii. Lack of specialist coaches Priorities raised already covered in Playing ii. Improve/maintain Colts base friendly DISCUSSION POINTS - POTENTIAL SOLUTIONS/ACTION POINTS/CONSIDERATIONS i. Encourage total club integration of what is too often two separate sections fraternity i.e. everyone says how important it is but how many youth cricket at a club level i. Incentivise and recognise the contribution made at Club, to understand issue further in order to start to develop programmes to support clubs to address the issue - Player and club survey. area. i. Specialist coaches or facilities are not necessary for this activity General Points: coverage for all Disabled people However, sometimes challenging to get the right balance need there a need for development /reintroduction of more informal Hampshire Cricket Board Strategy 2014 2017 17

BUSINESS AREA Finances Communications PRIORITY AREAS i. To gain, maintain and retain committed sponsors ii. Leagues, HCB and ECB support needed to reduce costs, increase investment and/or reduce demands aid funding iv. Ground maintenance costs increasing ii. Evolution not revolution but need to hasten DISCUSSION POINTS - POTENTIAL SOLUTIONS/ACTION POINTS/CONSIDERATIONS support. chaired by Colin Savage is a vehicle to address such issues. Chairmen of Committees and Panels will need to be members, including but not limited to: HCB, SPL, HCL, SCP and Ground & to project Grounds etc. i. Information on the website must be current. i. HCB need to be as visible as possible club visits, county matches etc. ii. Continue to utilise social media but need to recognise not all will engage Role of HCB ii. To reduce administrative burden to the needs of ALL Clubs especially on funding issues coaches to visit clubs challenge any/all growth in the process review of processes found be proactive including the spread Misc overbearing ii. Develop a community / social feel ii. Primarily a club responsibility however: community. tickets offers etc Hampshire Cricket Board Strategy 2014 2017 18

A vibrant voluntary sector, supporting greater community cohesion. Increase participation to improve physical and mental well being Better community facilities, improving the overall creating safer neighbourhoods. Improve the environment, by providing enjoyable places to play cricket and local facilities which people can take pride in. A thriving professional and voluntary workforce, which has the skills, knowledge to support a sustainable club network. Participants will gain a sense of enjoyment, personal achievement and Self-sustaining cricket organisations Playing Workforce Govenance Increase the number of boys and girls playing regular competitive school and club cricket. Increase the number of trained volunteers associated with clubs, schools and organisations. The number of playing and practice facilities will meet the current and anticipated demand for cricket cricket network with relationships with a wide stakeholders a disability will be aware of and have the means to access high opportunities. Improve the knowledge and skills of volunteers and professional staff of playing and practice facilities All organisations will have an appropriate management structure in place to inspire. Increase the number of adults playing the game by retaining and attracting new/ lapsed players. of volunteers dropping out of the game prematurely. that understand the needs of their members and have a desire to improve Improve the standard of players graduating to the Hampshire Cricket Academy or girls Increase revenue through more commercial activities and sponsorship. Hampshire Cricket Board Strategy 2014 2017 19