Strategic Plan 2018–2020

Summary & Highl ights

Elements of Plan

• Mission and vision statements• Strategic objectives

– High level goals to help realize vision• Strategic initiatives

– Short term projects to achieve objectives• Measures and targets• Operational plan

To govern, develop and promote cricket across all regions of Canada

St John’s Newfoundland Vancouver, B.C.

Mission

To be a leading cricket nation through growing popularity, building a sustainable organization,

and achieving international success

Vision

Strategic Objectives

• To grow cricket in Canada - “Go Cricket“

• Raise the profile of cricket through promotion and public engagement - “Go Canada!”

• To develop and maintain the higheststandards of governance and financialmanagement - “Good Governance ”

• To deliver competitive success throughimplementing and supporting the Long TermAthlete Development (LTAD) model -“Developing Elite Players “

• To achieve growth through a sustainable stream of resources - “Resource Planning”

• To deliver competitive success - “ Winning Teams”

Strategic Plan

Robust Resources

Good Governance 

Developing Elite Players 

Winning Teams

Go Canada

Go Cricket

Go Cricket

• Infrastructure• Developing coaches and officials• Growing the game in schools• Junior club programmes and youth leagues• Domestic cricket• Women’s cricket

GrowCricket

Go Cricket

• Develop city based youth program • Strengthen/expand school program• Community/ recreational coach recruitment and development • Officials recruitment and development • Funding infrastructure development

Go Cricket

Initiatives

GrowCricket

Go Cricket

• Number of players • Number of clubs• Number of leagues• Number of women’ playing, teams, leagues (ICC scorecard)• Number of ICC recognised grounds • Number of turf pitches (ICC scorecard)• Number of grounds total (ICC scorecard)• Number of qualified officials (ICC scorecard)• Number of community coaches (ICC scorecard)• Number of schools engaged in cricket every year• Number of youth leagues

Go Cricket

Metrics

GrowCricket

Go Cricket

• Promotion and fan engagement• Marketing• Development of online resources • Managing relationships with government and media

Go Canada

GoCanada

Go Canada

• Improve website• Develop streaming production• Increase social media presence• Improve PR and media, government, member and sponsor

relationships• Develop marketing strategy

Go Canada

Initiatives

GoCanada

Go Canada

• Number of streaming events• Media score (broadcast hours, digital impressions)• Spectator attendance at Cricket Canada events

Go Canada

Metrics

GoCanada

Go Canada

Good Governance

• Transparency and accountability• Monitoring of the progress of strategic plannning• Modern policies that surpass expected standards• Reporting and audit standards that ensure compliance• Risk management based approach to governance• Financial management of the highest standards

– comprehensive financial controls, – sound budgeting and budget tracking, – internal and external audits– Spending in line with strategic objectives.

• Striving for continual improvementGovernanceExcellence

Good Governance 

• Develop organizational structure.• Annual review of By-laws, Constitution, job descriptions and

policies• Monitor Strategic Plan implementation.• Develop and implement internal audit process. • Improve committee structure.• Develop provincial member governance criteria.• Develop budget creation, approval and monitoring process.• Implement accounting software.• Implement project budgeting and effectiveness monitoring.

Good Governance Initiatives

GovernanceExcellenceGood 

Governance 

• Number of fully staffed committees in place and reporting• Financial reporting frequency• Successful audits of finances and compliance with policy• Level of compliance with ICC/ Sport Canada requirements

Good Governance

Metrics

GovernanceExcellenceGood 

Governance 

Developing Elite Players

– Talent identification, development and retention

– Development of HP infrastructure– Organise High level competition– Development of high level coaches and

officials– Develop Accredited Academy system

Developing Elite Players

• Monitor and improve elite player fitness (physical and mental)• Develop national and regional high performance centers• Develop elite player monitoring database (fitness, match

performance etc.)• Develop capacity for pre-match analysis and preparation• Develop talent scouting program• Start new elite league/ competition in Canada• Accreditation programme for private academies• Develop elite/ high level coaches• Develop high level officials through training, experience and

incentives to improve qualifications• Develop player retention strategy targeting transition from

youth to senior, senior player contracts, post retirement retention (coaches, scouts, selectors)

Developing Elite PlayersInitiatives

ExcellenceExpressway

ExcellenceExpressway

Developing Elite Players

• Number of high level coaches.• Number of participants in HP programmes.• Number of high level umpires.• Number of leagues achieving HP status.• Number of high performance games/ year.• Number of players making transition from HP programmes to

national teams.

Developing Elite Players

Metrics

ExcellenceExpressway

ExcellenceExpressway

Developing Elite Players

Robust Resources

• Developing sustainable funding model

• Diversification of funding sources

• Maximising existing funding opportunities.

Robust Resources

Robust Resources

Initiatives

• Standardize and operationalize ICC funding qualification and application process.

• Develop infrastructure to support commercial events.

• Standardize and operationalize Sports Canada and other grant funding qualification and application process.

• Develop sponsorship revenue generation program, sponsor management program.

• Develop yearly commercial event program.

• Increase online revenues.

• Review member contributions and fees.

Robust Resources

Robust Resources

Metrics

• Amount of ICC funding• Amount of Sport Canada funding• Number of sponsors/ amount of sponsorship• Total annual budget• % of non-ICC funding • Administrative/ expense ratio

Robust Resources

Winning Teams

Improve performance of representative teams through using state of the art training techniques to develop and improve:

• Physical fitness

• Cricket skills

• Mental fitness

• Team/ match preparation

• Monitoring performance Winning Teams

Winning Teams

Initiatives

• Physical fitness training and monitoring for representative team squads

• Mental fitness training and monitoring for representative team squads

• Developing cricket skills at representative level

• Develop analytical and match preparation capacity

Winning Teams

Winning Teams

Metrics

• Fitness levels of national player pools

• Individual player performance analysis/ ratio of positive trends

• Number of high performance matches played by each player

• Run rate curve for batting performance

• Economy rate for bowling performance Winning Teams

Key Measures

• Number of players (male, female, junior)• Sponsorship revenue• % ICC contribution to revenues• One day match ranking

Player Numbers

2012 2013 2014 2015 2016Senior Playing Male (Players) 8550 8880 9450 10800 12315

Senior Playing Female (Players) 60 60 60 60 60

Junior Playing (Players) 0 0 0 0 960

Modified Cricket (Tape ball ‐ Beach) 0 0 1529 3332 2370

Junior Involvement (Kids) 49649 60084 82816 95640 111366

0

20000

40000

60000

80000

100000

120000

Sponsorship Revenue

2020 target ‐$250 K

0

50,000

100,000

150,000

200,000

250,000

300,000

350,000

2010 2011 2012 2013 2014 2015 2016 2017

Sponsor Revenues

ICC Contribution to Revenue

2020 target – < 65%

0

10

20

30

40

50

60

70

80

90

100

2010 2011 2012 2013 2014 2015 2016 2017

%

ICC contribution to total revenues

One Day match Ranking

2020 target:ODI Status 

Canada

Scotland

NetherlandsIrelandAfghanistan

Nepal

United States

Oman

10

15

20

25

30

35

2005 2007 2009 2010 2014 2015 2017

ICC rank

ing

Year

Implementation

• Prioritize strategic initiatives assigned to them• Develop an annual plan• Ensure initiatives are adequately resourced• Request budget funds to implement initiatives• Monitor progress in each initiative• Accountable to board - quarterly reporting• Recommending new initiatives• Monitoring progress against Metrics

Team roles

Teams

Strategic objective Responsible individual Support

Go Cricket President Development officer, Program Committees & Development Committee

Go Canada Director; Marketing Brand Manager & Media Team

Good Governance Director; Governance Governance Committee

Developing Elite Players President HP Manager & Coaches Committee

Robust Resources President Funding, Sponsorship & Commercial Events Team

Winning Teams Director; National Teams General Manager and Team operational staff