Making Cricket A Game For Everyone: ENGAGING SOUTH ASIAN COMMUNITIES
An ECB Action Plan 2018 Kamlesh Patel Professor, The Lord Patel of Bradford OBE Tom Harrison Senior Independent Director Chief Executive England & Wales Cricket Board England & Wales Cricket Board
Ever since I first fell in love with cricket as a young We realise that we cannot achieve all of our ambitions As the organisation that is responsible for all aspects Through the creation of this action plan we have boy in Bradford during the 1960s, I have been alone and already the range of partners involved in of cricket, from the grassroots through to the seen the incredible volume of cricket activity that passionate about the game and the opportunities devising and helping us to deliver the action plan are professional arena, everyone involved at the England is already happening at a local level in South Asian it can create for everyone. I know that the joy I vast, demonstrating how important this work is for & Wales Cricket Board is committed to growing communities. This is a testament to the dedication experience whenever I watch, play or talk about a range of people. In particular, the support from the the game and making sure that everyone has the of members within these communities. This passion, cricket is widely shared by South Asian communities British Asian Trust and the National Asian Cricket opportunity to be involved with this great sport. drive and innovation, which has contributed to across England and Wales, but this passion has Council to date has been invaluable. such a rich and diverse culture of cricket within this historically been largely expressed outside of the We want cricket to be a game for all, regardless country remains vitally important and will continue. ‘traditional’ cricket network. 12 months ago we set I am also very much looking forward to working of your ethnicity, age, gender or where you live. This is our collective plan, indeed, “cricket’s plan”, out on a journey, with you, to change this and it is with all the members of our Advisory Group, as As part of this, we have plans to diversify the to work in partnership, engage more meaningfully now time for action. outlined in Section 6, that has been assembled to game and increase the reach and relevance in and grow the game we all love together. oversee the delivery of this action plan. The group a number of different areas. Improved This action plan – which includes clear outcomes brings together senior figures from the worlds of engagement with the South Asian communities and measures of success – is the result of hundreds business, sport, public health, education and media, is a core part of this growth. of hours spent researching critical issues, analysing and will provide support, advice and direction by data and most importantly talking directly to meeting regularly to check and challenge progress We know that the passion South Asian communities members of the South Asian community, alongside on delivery plans, and to guide ongoing work. have for the game is extraordinary. This passion consulting with partners and subject matter experts. is matched by our desire to get a bat and ball into Whilst the primary aim of the action plan is to more hands, introduce more people to the power We have taken time to make sure that we get this better engage with South Asian communities and of cricket, and show a new generation how to get right. The 11 key actions that are detailed in Section grow the game, I believe that this work has the involved. We want cricket to be a game which brings 4 are the direct result of what we have heard, what potential to bring wider societal benefits. By using all people and communities together from across the we have learnt and are focussed on the things that cricket, we can contribute to the building of stronger rich spectrum that makes up our society. we believe will make the biggest, positive difference communities through better physical and mental to the cricket experience of all South Asian health, improving educational attainment, reducing communities in the short and long term. anti-social behaviour and crime, and ultimately achieving greater social cohesion. This is not to say that the action plan is set in stone. Indeed, we understand that things change on an I would like to offer my thanks to our Chairman, ongoing basis and that our plan will need to adapt Colin Graves, and our CEO, Tom Harrison, who have and evolve, as we continue to listen and evaluate the put this project at the heart of ECB’s agenda. Their outcomes of our actions. But we are committed to vision to make cricket a game for everyone is making this happen, this is core activity, starting critical to the future success of the game. right now.
3 3 CONTENTS
FOREWORD SECTION FOUR 6 Executive Summary The Action Plan
10 Our Vision 40 Recreational Cricket
12 Summary of 11 Point Action Plan 60 Elite Cricket & Professional Coaching
72 Attendance SECTION ONE 76 Media, Marketing & Communications Introduction 80 Administration & Culture 16 Cricket Unleashed
18 Objectives Of This Action Plan SECTION FIVE Partnerships SECTION TWO 88 Partnerships Market Context
22 Cricket & South SECTION SIX Asian Communities Measuring the Impact 26 The Core Cities 98 Measuring the Impact
SECTION THREE 100 Advisory Group & Action Plan Governance The Process
32 The Process
34 Research & Consultation Findings
4 5 EXECUTIVE SUMMARY
The England & 1 ECB’s role is 2 We have identified that 3 Therefore, we have to grow cricket a big opportunity exists created a community & Wales Cricket Board in South Asian communities insight driven action plan (ECB) have created As the governing body for cricket in England and We have identified that one of our biggest We will build on much of the great work that is a comprehensive and Wales, ECB is responsible for leading and growing opportunities for growth is to engage more already happening at a local level; going further and ambitious 11 point the sport and making cricket a game for everyone. effectively with South Asian communities. As you ensuring that we provide the right support and focus To do this, we have a game-wide strategic will see in Section 2, a third of our playing base are to grow the game. We have undergone a rigorous action plan to better framework called Cricket Unleashed. You will find of South Asian origin. However, these communities process to create a coordinated game-wide action more about this in Section 1. Here we also outline feel there are a number of barriers in place, which plan to better engage with all South Asians across engage with South the primary and secondary objectives and the scope prevent them from successfully engaging with ECB England and Wales. We have analysed data from of this action plan. and wider cricket structures. We want to foster numerous sources and created this action plan in Asian communities their extraordinary passion for cricket and remove consultation with the community. As is shown in across England these barriers. Section 3, the rigour we have applied provides us with confidence in its success, sustainability and Wales. and relevance.
The steps we have set out in this action The action plan has It utilises partnerships 4 5 6 And employs clear governance plan are bold and detailed, underpinned 11 points, split into short and the expertise within and accountability throughout by extensive research, analysis and insight, & long term actions with wide-ranging engagement and communities consultation. The action plan will evolve over time in collaboration with the Section 4 outlines the action plan that we have Partnerships and collaboration are vital to the We are making a long term commitment and we communities and with support from a created in detail. The 11 actions are split across the success of this action plan; the skills, passion are aware that the change that is required won’t variety of key partners. 5 key areas that were identified, and each action has and expertise of the communities, along with our happen overnight. Therefore we have a robust set specific targets and a timeframe attributed to it. current and future partners, will enhance our reach of accountabilities, success measures and review The short term actions will focus around 10 cities and capability as we look to grow cricket together. processes, as well as a senior independent ‘Advisory with the largest South Asian population and These include the National Asian Cricket Council Group’ who are in place to support, guide, advise, biggest demand for cricket, and will involve a (NACC) and the British Asian Trust (BAT), and are and hold ECB to account. More details on this can be number of pilots which will be reviewed before the summarised in Section 5. found in Section 6. long term expansion of the action plan nationally.
6 7 EXECUTIVE SUMMARY
The purpose of this In creating this action plan, we have taken steps to understand the make-up of different South Asian document is to provide communities. We aim not to generalise, but rather recognise and understand cultural and religious clarity on ECB's differences. To support this, we have collaborated with University College London (UCL) to create commitment to better a ‘heatmap’ of all South Asians living in England engage with South and Wales. The heatmap tool provides street-level detail on the ethnicity, age, employment, language, Asian communities. religion, level of deprivation and density of the population (this tool can be seen at: It is important to note southasianheatmap.ecb.co.uk).
that these are the 11 Many of the challenges identified through this actions for ECB, which process are wider than those faced just by South Asian communities. Therefore, many of the actions research has indicated we will take will be about growing cricket in will have the biggest general, especially in urban areas. collective impact for the South Asian population. We recognise that this is not an exhaustive list of all the work being carried out at a community level – such activity remains vitally important and should continue.
8 9 OUR VISION
Cricket will be the game that truly engages with and works for the benefit of all its communities. It will embrace diversity and inclusivity across all of our players, coaches, administrators and volunteers, regardless of ethnicity, age or gender. It will be a game to embrace everyone, a game to be celebrated and a force for good.
This action plan represents a key step on this Cross-game working journey. It is bold, ambitious and forward looking, and will see the passionate South Asian cricketing This 11 point South Asian engagement action plan communities across England and Wales become does not exist in isolation. It represents just one fully represented and integrated at all levels and in aspect of ECB’s overall ambition to make cricket all areas of the game. From the thousands of South a game for everyone, and links directly to other Asian cricketers who play every weekend in park initiatives, from our ongoing partnership work with leagues and tape ball tournaments, to those with the First Class Counties and County Cricket Boards, aspirations of playing in the professional arena, to the creation of the new domestic T20 competition, and the thousands of South Asian fans who follow the launch of the new coaching pathway, and the and watch the game, we want cricket to be the sport progression of women’s and girls’ cricket, all of that welcomes everyone; creating a cricket family which underpin our game-wide strategic framework, in England and Wales, where everyone Cricket Unleashed. To be truly successful, the feels included. action plan will involve cross-game working and collaborative delivery with key partners at a This is not a quick fix; it is a balanced approach, national, regional and local level. created from extensive research, and will involve a mix of immediate short term actions alongside At its heart, this action plan is about engagement. medium and long term ambitions, all of which will Better engagement with a hugely passionate, combine to ensure that we are fully supporting and South Asian population across England and Wales, engaging with South Asian communities across the who we want to make sure that we truly support whole game. and help to grow their love and involvement with the game. We want cricket to be a game without boundaries; we want to make cricket a game for everyone.
10 11 For information on specific programmes and initiatives please see SUMMARY OF 11 POINT ACTION PLAN the relevant section in the detailed action plan, outlined in Section 4.
SHORT TERM DELIVERY MEDIUM TO LONG TERM KEY AREA PRIORITY ACTION (2018 & 2019) AMBITION (2020-2024)
A. Pilot the creation of 1-3 Urban Cricket Centres: indoor, participation-focussed, community A. Establish a network of indoor Urban Cricket 1. FACILITIES Provide access to year round cricket facilities in urban areas; cricket centres, located in the most deprived and diverse urban areas. Centres nationwide (subject to successful pilots). (p42) reducing the challenges of availability, quality and cost. B. Install 100 non-turf pitches in urban areas. B. Install 1,000 non-turf pitches in urban areas. C. Install or upgrade 25 turf pitches in urban areas. C. Install or upgrade 100 turf pitches in urban areas.
A. Support the delivery of 10 innovative, community-led, short format cricket activities Deliver the best future playing formats (locally and 2. FORMATS Provide the right range of playing opportunities which best in urban areas. nationally), which will directly meet the demands of (p48) reflect the format that people want to play. RECREATIONAL B. 200 Chance to Shine Street programmes delivered nationally in urban areas. current and potential players. CRICKET Scope the cost and feasibility of a new national 3. CHILDREN & SCHOOLS Increase cricket provision in the most ethnically diverse A. Cricket activity delivered in 6,000 (36%) primary schools nationally through Chance to Shine. schools plan for cricket, involving both primary and primary schools. (p52) B. Increased diversity of All Stars Cricket through targeted pilot projects in urban areas. secondary schools.
A. 10 new Women’s Soft Ball Cricket leagues launched across targeted urban areas. As part of developing our game-wide strategy 4. WOMEN & GIRLS Retain, develop and expand the female coaching network B. 10 targeted female-only coaching courses to train 200 new female coaches. for 2020-2024, we will create and deliver a new (p56) to enable the delivery of more women’s and girls’ cricket. C. Opportunities to play in indoor facilities, in a culturally aware and enjoyable environment. women’s and girls’ cricket plan.
A. Pilot the introduction of a ‘Community Talent Champion’ in 3 urban areas, and develop a network of local community scouts to help bridge the gap between South Asian communities 5. TALENT IDENTIFICATION Improve the connection between ‘non-traditional’ cricket and the talent pathway. (p62) environments and the talent pathway. B. Refocus the purpose of the ECB T20 City Cup, to use it as a talent ID tool for 16-21 year olds, working with the MCC Young Cricketers programme. A. Create and deliver a new plan for the national talent pathway, which identifies and supports the best talent, regardless of background or ethnicity. A. Establish a mentoring programme for young South Asian players on the talent pathway 6. TALENT DEVELOPMENT and provide support for all South Asian players and their parents. B. Create and deliver a new coaching pathway, ELITE CRICKET which makes coaching, as a profession and & PROFESSIONAL & RETENTION Introduce talent pathway education and support. B. Ensure academic education remains a focus, alongside cricket development, as players move vocation, more accessible to everyone. through the talent pathway. COACHING (p66) C. Support the progression of BAME coaches C. Deliver a programme of unconscious bias training for First Class County Academy Directors. working in the professional game by adopting the 'Rooney Rule' for all coaching jobs across 7. FINANCIAL SUPPORT the England teams, with a 2-3 year ambition to Financially support talented young players where needed. Award bursaries to young South Asian players on the talent pathway. (p68) introduce this across the County game.
8. ELITE COACHING Support 10 South Asian coaches in a mentoring and work placement scheme, through Support the development of elite South Asian coaches. (p70) opportunities in the professional game.
Enhance the major match day experience, particularly with regards to food, atmosphere, family Ingrained consideration of South Asian communities 9. MATCH DAY EXPERIENCE Optimise the match day experience for South Asian fans, ticket offers, opportunities for fans to interact with players and the availability of multi-faith and their specific cultural requirements as a core ATTENDANCE (p74) by increasing the cultural awareness of the customer journey. prayer facilities at First Class venues. This will be focused on international fixtures in 2018, audience across all professional cricket, including ICC Cricket World Cup 2019 and domestic County cricket where appropriate. the new ECB domestic T20 competition in 2020.
Deliver an integrated South Asian media, marketing and communications plan, showcasing positive news stories, providing relevant information 10. INTEGRATED MEDIA, and building strong long-term relationships with South Asian audiences by: MEDIA, MARKETING MARKETING & Use the right media channels, content and voices to engage • Using authentic voices, across more diverse channels. & COMMUNICATIONS COMMUNICATIONS with South Asian audiences. • Celebrating heroes – at all levels of the game. (p78) • Engaging in regular conversation and identifying advocates. • Generating a blend of mainstream media with a wider ethnic offering to reach new audiences.
Deliver a series of practical measures at ECB across four key areas, including unconscious bias training for all ECB employees: ECB and the County cricket network to increase ADMINISTRATION 11. OUR PEOPLE Increase the diversity of the cricket workforce, improving • Employer branding diversity in their governance structures, to make & CULTURE (p82) inclusivity, and creating a cohesive working culture for all. • Recruitment their Board representative of the communities • Development they serve. • Culture
12 13 SECTION ONE
Introduction
14 15 CRICKET UNLEASHED
ECB is the governing body for The Cricket Unleashed strategic framework is built around five key pillars: cricket in England and Wales and as such, our role is to lead 1 More Play 5 Strong Finance and support the growth of the Making the game more accessible and inspiring & Operations game. We have a unique scope the next generation of players, coaches, officials and volunteers. Increasing cricket’s revenues, investing resources amongst major UK sports bodies wisely and administering them responsibly to as we are responsible for the secure the future of the game. entire game, from recreational 2 Great Teams cricket all the way up to the Delivering winning men’s and women’s teams international arena. across the international and domestic spectrum Good Strong that inspire and excite fans through on-field Governance Finance performance and their connection with the and Social and public off the field. Our ambition is to make cricket a game for everyone. We want cricket Responsibility Operations to be a game which brings all people and communities together from across the rich spectrum that makes up our society. We are working to break down barriers and show cricket in a new light. 3 Inspired Fans To do this, we have introduced a game-wide strategic framework called Cricket Unleashed (cricketunleashed.com), which sets a common Putting the fan at the heart of our game, direction for ECB, our stakeholders and partners until the end of 2019. our thinking and our events, to improve and It is an ambitious plan to get a bat and ball into more hands, introduce personalise the cricket experience for all. M G I more people to the power of cricket, and show a new generation how to get involved. From 2020, building on Cricket Unleashed, a new cross- O R N game strategy for cricket will be launched to guide the sport through to R E S the end of 2024. 4 Good Governance & E A P Social Responsibility T I P R Making decisions in the best interests of the game L T E and using the power of cricket to make a positive E difference to communities around England and A D A Wales. Protecting the integrity of our sport is Y critical and we want to have the right governance M and processes to achieve this. F S A N S
16 17 OBJECTIVES OF THIS ACTION PLAN
At its heart, Cricket Our objectives are to: This project covers the entire game, therefore our approach Unleashed is all about • Create more opportunities has been to split engagement with cricket into five key areas. for South Asian communities to engage Our findings are presented in line with these areas, and reflect growing the sport and with cricket, be it through playing, supporting our wider Cricket Unleashed strategic framework: making cricket a game or working in the game. • for everyone. Remove the barriers Cricket that is played for enjoyment by anyone – to involvement and participation in cricket 1 Recreational Cricket whether within ECB’s established cricket playing for South Asian players and fans by providing communities, or outside them. The passion for cricket among South Asian a clear action plan and leadership in its communities in England and Wales is extraordinary; implementation. alongside the thousands who play traditional club The current players, potential players, coaches and cricket every weekend throughout the summer, • Elite Cricket & support networks for all representative programmes Build strong relationships 2 thousands more play in city-based park leagues and between South Asian communities, ECB, Professional Coaching from County age group cricket through to senior other more informal formats of the game. Indeed, the Counties, clubs and other parts of the international teams. whilst approximately 6% of the total population cricket network; developing current work have South Asian heritage, a third of our recreational and best practice. playing base and 40% of ticket purchasers for the Visiting a stadium, cricket ground or fan park to ICC Champions Trophy last summer were of South 3 • Use the power of cricket to Attendance watch a live cricketing event. Asian origin. make a wider positive difference Yet, today we are only scratching the surface to communities of the potential engagement with South Asian across multiple areas, including better physical and mental health, wellbeing, higher Media, Marketing Engagement with and participation in communication communities and cricket. 4 educational attainment, social cohesion and & Communications channels, and preferences in tone and content. For ECB and the wider cricket network, this presents lower crime and antisocial behaviour. a huge opportunity. This is core activity, not an afterthought. We want to foster this extraordinary passion, engage more meaningfully and come The ethnic and cultural diversity of employees in any together to grow the game as one. 5 Administration & Culture cricketing organisation and the representation of the customers it serves.
The resulting 11 point action plan is split into short term deliverables and long term ambitions. It is important that any action we take is sustainable and effective. Therefore, each of the actions has a clear set of key performance indicators (KPIs) attached to it, and members of ECB who are accountable for successful delivery. Further, any new activity has a pilot period in the next few years, to ensure that resources are achieving maximum impact in their communities and that our plans can be modified and improved in collaboration with these communities.
18 19 SECTION TWO
Market Context
20 21 CRICKET & SOUTH ASIAN COMMUNITIES
South Asian communities are extremely diverse; they encompass a wide variety of cultures, languages, faiths and generations.
This creates a complex myriad of views that we must appreciate if we are to create a coherent action plan. By using the catch-all term ‘South Asian’ in this document, we do not intend to ignore or underplay this complexity; rather we use it to aid simplicity of reading and narrative flow.
22 23 CRICKET & SOUTH ASIAN COMMUNITIES The South Asian Estimated South Asian Population and Cricket spending on cricket in
A third of the current playing population in England and Wales England and Wales are from ethnic minorities, mostly South Asian. Value of South Asian pound to the cricket The South Asian economy in England and Wales: Population of England and Wales Currently there are 5.7% approximately 1m £334m There are approximately 3.2 million residents Play South Asian cricket fans of Indian, Pakistani, Bangladeshi, Sri Lankan, of the total population England Afghan or Nepalese ethnicity across England and in England and Wales £254m in England and Wales Follow Wales (2011 Census). Of the 3.2 million residents, and Wales Indian and Pakistani communities are the largest are South Asian £97m Total spend of the minority ethnic groups and they are on cricket Attend amongst the fastest growing. Currently most people of South Asian ethnicity live in urban areas. South Asians £685m make up 1/3 of our recreational playing base £100m 1.4 million Play 79% play every week (vs 50% of White British) Indian £19m South Asian players 79% Follow South Asian 1.1 million Total spend £2m on cricket Pakistani White British players % Attend 50 £121m 450,000 This makes it surprising that, across all cricket, only Bangladeshi 3.2 6 of ticket MILLION purchasers are 150,000 MILLION 3% of the cricketing economy in South Asian England and Wales is contributed Sri Lankan 2011 18% by fans of South Asian origin. 2031 while of Champions Trophy 2017 The South Asian population in 70,000 tickets were purchased by England and Wales is expected 40% Afghan to grow to 6 million by 2031 South Asian fans
50,000 Nepalese Total 3.2 million Source: Two Circles & ECB Analysis
24 25 THE CORE CITIES
An objective for this action plan is to engage with as many people as possible across England and Wales. However, we want to ensure that we focus our efforts on the areas that we can make the biggest impact in South Asian communities.
ECB has therefore partnered with Sport England to This has been done in collaboration with County identify 10 ‘Core Cities’* to focus our efforts in the Cricket Boards, and we aim to continue and build on short term. These are the 10 areas in which the vast this good work. This action plan will provide further majority of the South Asian population live and thus support, focus and structure from ECB, based on our has the largest potential for growing the game. research and insight. We have learnt a huge amount from the Core City initiative to date, and the continued Research has shown that through the 10 Core Cities learning over the next two years will be invaluable we can reach 61% of the South Asian population when it comes to wider, future delivery. across England and Wales. Beyond this, the South Asian population is more thinly dispersed, with In 2018 & 2019 all of our 11 actions the remaining 39% spread over a further 300+ will be focused in the 10 Core Cities. districts. In addition, within the 10 Core Cities, the proportion of cricket players who are South Asian This initial pilot phase will then is significantly higher than the national average. expand in scale and scope from Therefore we have chosen to initially focus our 2020 and beyond. attention where we can have the maximum impact on the South Asian community. We are not overlooking the rest of the country. We appreciate that there are significant areas of cricket The Sport England Core City partnership has been demand in other areas across England and Wales. in existence since 2013 and has had much success Our long term ambition is to expand outside of the and positive feedback. To date, the focus has been 10 Core Cities. Further, we are open to developing on bottom-up growth, with the funding providing initiatives outside of these 10 areas in the short term, the right support to local initiatives which improve if the right set of circumstances arise. These decisions the experience and diversity of cricket in the area. will be taken on a case-by-case basis.
of the South Asian population across * While we refer to these areas as ‘Core Cities’, the areas and 61% England and Wales associated data refer to Local Authority Districts as opposed live in 10 Core Cities to official cities.
26 27 Research has shown that THE CORE CITIES through the 10 Core Cities Total South Asian we can reach 61% of the Population in England South Asian population & Wales across England and Wales 3.2m London 1.1m Birmingham 250,000 Bradford 130,000 Leicester 110,000 Kirklees 64,000 Manchester 63,000 Luton 55,000 Sandwell 53,000 61% 300 + Local Slough Authority Districts 50,000 1.3m Leeds 44,000
Bradford Leeds Kirklees Manchester 39%
Leicester Sandwell Birmingham Luton
Slough London of all cricket players 30% nationally are South Asian vs of all cricket players in the 10 Core Cities 57% are South Asian
28 29 SECTION THREE
The Process
30 31 THE PROCESS
This is an action plan 1 Desk based research 4 Additional data sets underpinned by strong We have analysed and evaluated data collated We supplemented engagement through from surveys of tens of thousands of respondents, consultations, surveys, in-depth interviews and focus data and insight and and databases with hundreds of thousands of groups with additional data sets as they became records, taken over a number of years. available. This included the Sport England Active has been created in Lives survey, the Government’s Race Disparity Audit collaboration with and more of our own Core City research. different communities 2 Consultations We ran workshops across the country, in key Partners, stakeholders and experts. locations, engaging with a cross-section of South 5 Asian communities, to gather invaluable feedback & subject matter experts from nearly 600 people. This process initiated Throughout the process, we have held formal and The process we have undergone to establish conversations and started the community-led informal meetings with subject matter experts, our action plan is comprehensive; combining nature of the action plan. partners and stakeholders to ensure this is a robust research, analysis and data collection, game-wide action plan and that our emerging with extensive consultation. We spent much of solutions resonate with everyone. This has the 2017 summer engaging in conversation with 3 Focus groups and interviews involved working very closely with the National South Asian communities in order to capitalise Asian Cricket Council (NACC) (see page 89 for on their experience and knowledge. To supplement the learnings of our existing more information on the NACC). quantitative and qualitative data and from the We’re building on what has been done so far and consultations, we ran a further 20 focus groups, 16 in-depth interviews and 500 telephone going further by systematically identifying the External consultancy most significant barriers currently in place, and interviews to build on our understanding of the 6 doing what we can, with key partners, to ensure community needs, challenges and barriers. These & support included speaking to current and lapsed players, we remove these barriers and provide the right Where relevant and necessary, we have teachers and parents. opportunities for the right people at the right time. supplemented our knowledge and expertise with focused consultancy to ensure the The six points on page 33 outlines the process sustainability of our actions. This is especially we have undergone to create this action plan the case for the development of the ‘Urban and showcases the rigour we have applied, and Cricket Centres’ initiative (see page 44 for more therefore the confidence we have in the solutions information 'Urban Cricket Centres'). that have emerged.
32 33 ATTENDANCE MEDIA, MARKETING RESEARCH & & COMMUNICATIONS
The proportion of TV viewers who are South Asian CONSULTATION FINDINGS varies significantly across domestic tournaments. 40% South Asians, especially Indians, overwhelming favour of South Asian fans asked watching the IPL over other domestic cricket would find cricket matches that feature international 30% cricket superstars much more RECREATIONAL CRICKET ELITE CRICKET & appealing (vs 16% nat rep) PROFESSIONAL COACHING
of South Asians asked have trouble finding a place to play in (vs 1 in 20 nat rep) 10% 1 5 of South Asian recreational players 43% 4% 3% do not believe there said the right food offer is 1% are opportunities for essential on match days 42% the best players in IPL BBL BLAST ODC CC their communities to progress to professional standard International Domestic ECB Domestic Competitions Tournaments BLAST – T20 IPL – Indian Premier League ODC – One-Day Cup believe more cricket BBL – Australian Big Bash League CC – County Championship 63% FAMILY TICKET needs to be delivered 50% through schools stated that a devoted family offer at cricket matches, including a family ticketing structure 4% and family sections within the ground, 82% would play more recreational cricket of First Class County would make attending cricket matches more of South Asians asked mix 64% if the right offer was available cricketers are of South appealing (vs 45% nat rep) consumption of mainstream Asian origin media with a wider ethnic offering
ADMINISTRATION & CULTURE Out of the total time South Asians spend watching TV, a larger percentage is spent watching sport compared 50% to the national population of the cricket workforce said that more ‘scouts’ are needed is of South Asian origin, to watch in non-traditional cricket and there is currently only environments (e.g. park leagues) VS <10% one South Asian CEO of 32% Indian 46% Pakistani 19% nat rep 30% a First-Class County said more female coaches would encourage more South Asian women & girls to play
of South Asians asked < mentioned “career prefer to play T20 cricket 5% of South Asians are opportunities” when South Asian representation 58% or an even shorter format asked how ECB could Sky Sports subscribers amongst the coaching 20% 42% change the perception (vs 27% nat rep) staff across the First of cricket structures Class Counties
34 35 SECTION FOUR
The Action Plan
36 37 THE ACTION PLAN
The following section For each area we have outlined: outlines our 11 point • What we heard: plan of action to better the main barriers and challenges The actions outlined will follow the same timeline and we will work engage with South to engagement. hard, together with partners, to make sure that they are sustainable. Asian communities and grow cricket across • What we will do: our overall approach to overcome England and Wales. the challenge, split into: 2018 2019 2020 – 2024
• Long term ambitions (2020 – 24) It is divided into the five key areas: • Short term deliverables (2018 & 2019) PILOT 1 Recreational Cricket Test and learn about new products or • How we will know initiatives, focussing on the 10 Core Cities it is working: the short term measures Elite Cricket & 2 of success. Professional Coaching EMBED Adjust and embed products and • The support we will need: initiatives according to pilot learnings the partners that we will 3 Attendance collaborate with.
GROW Media, Marketing Scale initiatives 4 It is important to highlight that the 11 point nationally as appropriate & Communications action plan is what ECB will do, with the help of partners, in each of the five identified areas for engagement. We know that there is a lot of great work and activity already happening across 5 Administration & Culture the game in South Asian communities (much of it already supported by ECB), and this plan will therefore build on these foundations.
38 39 RECREATIONAL CRICKET
The challenge 3 Children & schools South Asian communities place a high We believe there are four main barriers or importance on academic achievement What we will do challenges that either prevent more South Asians and strongly believe that cricket should be from playing cricket, or act as an ongoing obstacle delivered through schools, making it accessible for those already involved. They are: to all and free to participate in. 1 Facilities We will provide year-round access to cricket facilities, tackling the challenges of availability, quality and cost, by installing 1 Facilities 2 Formats 1% affordable community cricket facilities in Limited access to and availability of good quality ‘Traditional’ club cricket is not currently of children who don’t play urban locations where demand is highest. cricket facilities and places to play in urban areas, creating the ‘right playing offer’ that South cricket at school like the sport where the vast majority of the South Asian Asian communities would like to engage with. 2 Formats population live, represents the most significant This includes barriers around the length barrier that we have identified to increasing the of match, scheduling, and overly formal believe more cricket We will support best practice, community- needs to be delivered level of play in South Asian communities. league organisation. inspired, short format playing opportunities through schools 50% in urban areas.
would play more recreational cricket 3 Children & schools £ 64% if the right offer was available 11% BAME representation on All Stars We will ensure cricket provision in more 28% Cricket programmes in 2017 primary schools nationwide and diversify All Stars Cricket. of cricket pitches are located in public park sites, owned by Local Authorities & subject to maintenance budget cuts 4 Women & girls 4 Women & girls We will retain and expand the female Ideally a female coach should deliver activity in coaching network in order to deliver order for South Asian women and girls to feel of those who don’t play midweek more women’s and girls’ cricket, led by say it is because there aren’t any comfortable to play cricket, but there is currently 30% 50% 50% female coaches. 2X games available (vs 30% nat rep) an insufficient network of active female coaches available to fulfil this role.
say they would more likely of players in like improved to play community indoor facilities indoor cricket leagues are prefer to play T20 cricket or dissatisfied with 58% an even shorter format the quality of 30% pitches said more female coaches would encourage more South Asian women & girls to play
of South Asians asked have of Chance to Shine Street trouble finding a place to play 67% participants from 2016-17 <9% in (vs 1 in 20 nat rep) were South Asian 1 5 less than 9% of all Level 2 coaching course registrations annually are by women
40 41 Our long term FACILITIES RECREATIONAL ambition is to: CRICKET Create a network of 20+ A (indoor) Urban Cricket Centres (subject to successful pilots) We will provide The indoor centres, known as ‘Urban Cricket Centres’ will be located in the most diverse and year-round access densely populated locations in England and Wales. to cricket facilities, They will be participation focused, and will create an indoor cricket ‘hub’ in the local community, tackling the challenges open throughout the year. of availability, quality Install 1,000 non-turf pitches and cost, by installing B in urban areas affordable community The non-turf pitches will be installed in local open spaces, such as parks, community centres and cricket facilities in urban cricket clubs. They will provide numerous accessible locations where demand outdoor places to play where they are most needed. is highest. Install or upgrade 100 C turf pitches in urban areas We will provide a combination of high quality The turf pitches will provide access to facilities for indoor facilities and outdoor non-turf & turf those teams, clubs and individuals who are playing pitches, across the 10 Core Cities. at a standard that requires a larger investment for a high quality turf pitch.
These three steps will combine to provide easy access, high quality but low-cost places to play for urban communities all year round, matched to the type and amount of cricket that the community want to play.
Short term deliverables (2018 & 2019):
In the next two years we are committed to:
A Piloting 1-3 Urban Cricket Centres
B Installing 100 non-turf pitches in urban areas
C Installing or upgrading 25 turf pitches in urban areas
(In the short term, all of the above will be focused in the 10 Core Cities)
42 43 FACILITIES RECREATIONAL CRICKET
During the next two years we will pilot the We understand that local variations will A Urban Cricket creation of up to three Urban Cricket Centres, mean that different types of Centre will work to prove the concept and to understand the ideal better in different locations, and this isn’t a Beyond the Boundaries Centres operating model for the Centres moving forwards. one-size-fits-all approach. Local community An example of the type of wider community We have already undergone a robust theoretical input and ownership will be the key to project that the Urban Cricket Centres The data collected during the research and modelling exercise, which has helped us to identify making sure that the Urban Cricket Centres will facilitate is Glamorgan County Cricket consultation phase of this project has very clearly the potential areas to locate the Centres, and we are sustainable and successful long term, so Club’s Beyond the Boundaries initiative. The demonstrated that one of the most significant have undertaken some initial customer research to we will work with a wide range of partners, programme involves a series of workshops, barriers to more play in South Asian communities assess how we can make the Centres financially outside of the traditional boundaries of cricket, delivered at the SWALEC cricket stadium, is a lack of access to good quality cricket facilities, sustainable. We have also identified five different to develop and support the running of each for local school pupils with the aim of particularly indoor facilities, in urban areas where Centre types, which we will explore and develop facility on a local level. exploring three key themes: belonging, there is a high demand for cricket. further through the pilot phase: We will be working in collaboration with respect and justice. Working with key local Over the next five years therefore, subject to the Core Cities to select the most appropriate partners including the local education successful pilots, we will work in partnership with the sites for our pilot Urban Cricket Centres. authority and police, together with support 1 Partnering with a faith centre and British Asian Trust, with the ambition to establish a developing innovative ways to utilise The selection criteria for these pilots will from the Home Office, the workshops network of over 20 high quality indoor cricket centres available space. be based upon the: use the power of cricket and its values of known as ‘Urban Cricket Centres’. The Centres will fair play, tolerance, and respect to bring • Location of the proposed centre relative be created in conjunction with and designed for the different communities and faiths together Partnering with an existing privately to cricket communities and transport links local community, and will be participation focused. 2 and reach new diverse cricket audiences. This is not about building elite performance centres. owned indoor cricket centre. • Size of the cricket community in the area This is about creating accessible and affordable, • Provision of existing cricket centres high quality indoor playing spaces that everyone can Partnering with a school or academy in the area take advantage of. 3 and developing their existing sports • Financial viability, terms of tenure and ease hall facilities. The Centres will focus on youth participation and of development of the potential site Short term provide a haven of cricket in the local community, with a number of programmes run through them, such • Hours of community access to the centre measure of success Re-purposing an existing building that as Women’s Soft Ball Cricket, All Stars Cricket and 4 • Support of local cricket community, is not currently being used for cricket. Chance to Shine projects. In addition, they will provide and other local partners (2018 & 2019): wider societal benefits by providing an accessible space for a range of partners to run community • Ability to learn from this pilot and replicate Building a brand new indoor in other locations projects. The Centres will therefore utilise cricket's 5 cricket facility. unique ability to reach across diverse social, cultural pilot Urban Cricket and religious communities, to improve social cohesion 1-3 Centres created and build stronger, healthier communities.
44 45 FACILITIES RECREATIONAL CRICKET
B + C Non-turf & turf Case study pitch scheme “ Sheffield non-turf pitch scheme Yorkshire has made Working with local communities, Local Authorities, In 2017, ECB worked with Sheffield City Council and huge strides already County Cricket Boards and the National Asian Cricket the Yorkshire Cricket Board to install 22 new non-turf Council (NACC), we will match outdoor cricket pitch pitches in the heart of Sheffield, where high quality at Headingley with supply with demand in the 10 Core Cities; mapping cricket facilities were severely lacking. During the the ideal locations and either installing new, high course of the summer, nearly 1,000 participants took things like the multi- quality, non-turf pitches that can be used all-year- advantage of the new facilities, playing in a range of faith prayer room, the round, or supporting the ongoing maintenance and competitions and events, such as the traditional Allama improving the quality of turf pitches. Iqbal Sunday League, Last Man Stands, Women’s Soft no-alcohol areas and Ball Cricket Festivals and a new City Taxi League. Our long term ambition is to install 1,000 non-turf hosting the Quaid-e- pitches and ensure the provision of 100 turf pitches, either by laying new turf pitches or upgrading existing Azam league final. turf facilities, to create a blend of high quality outdoor facilities in urban areas that are accessible and Case study But the Park Avenue available for all levels of recreational cricket. project shows that Bradford Park Avenue The next two years will see a combination of 100 there are people in non-turf pitches and 25 new or upgraded turf pitches Bradford Park Avenue was one of Yorkshire and installed across the 10 Core Cities. To do this we will England’s iconic grounds, but after losing First Class executive areas of work closely with the County Cricket Boards and status in 1996, fell into a state of disrepair. Now, thanks Local Authorities to employ a locally-led but centrally to a £1m redevelopment project, funded by ECB, Sport cricket who care managed tendering process to deliver the non-turf England and Bradford Metropolitan District Council, pitches, alongside supporting locally-led, sustainable cricket has returned to the heart of the community. about the South Asian solutions to activate the turf pitch scheme. In 2017, England captain Joe Root cut the ribbon community. It is a to officially open the first stage of the regeneration flagship project, and programme, which has included the installation of Short term new First Class quality turf pitches and a non-turf will be at the heart of pitch on the square, a new digital scoreboard, a diverse community measures of success eight non-turf cricket nets, a groundsman’s facility and changing rooms. with the mosque and (2018 & 2019): The long term plan is for Park Avenue to be fully church providing an transformed into a state-of-the-art sports complex, including a 3,000-seater stadium with the capability to amazing backdrop.” 4,000 host international women’s and disability cricket, as well games of cricket involving 12,000 unique as First Class County matches. Nasa Hussain, Head Groundsman, participants, played on non-turf pitches The person now charged with overseeing the Bradford Park Avenue maintenance of Park Avenue is head groundsman, Nasa 1,000 Hussain. Nasa used to dream of playing for Yorkshire games of cricket, benefitting 3,000 and although he fell short of that ambition he has unique participants, played on improved achieved the next best thing – to work for the county of quality turf pitches his birth. While the Yorkshire side now regularly contains South Asian players, he feels the revamped Park Avenue facility will have a huge impact on the local communities:
46 47 FORMATS RECREATIONAL CRICKET
We will support best Short term deliverables practice, community- On-going research: (2018 & 2019): inspired, short format Recreational In the next two years we are committed to playing opportunities Playing Review addressing the challenges identified through in urban areas. two primary actions: To help achieve this action, we are We will match the forms of recreational undertaking a large piece of research, A Short format B Chance to Shine cricket available to the needs and wants called the Recreational Playing Review playing opportunities Street projects of the current and potential playing base; – an ‘outside-in’ evaluation of the entire creating a recreational cricket landscape with grassroots game in England and Wales We will work with County Cricket Boards to identify We will support Chance to Shine to deliver 200 a suite of formats where anyone can pick up – to understand and size the current and support the 10 most successful short format Chance to Shine Street projects nationally, with a bat and ball and get involved in the type of and desired nature of play for all adult cricket programmes and initiatives across the 10 delivery concentrated across the 10 Core Cities. game they want to play, and at a time that is (16+) participant groups across the Core Cities. This will be a pilot action to learn about Fast, furious, 20 balls per innings and 6-a-side; suitable for them. country. By understanding the current what level of support and central direction works Chance to Shine Street is aimed at engaging young and desired landscape, we will be able best to grow participation and engagement. people under the age of 24 in urban areas, outside We appreciate the passion for play is so great to identify how to provide future playing of the traditional cricket club environment. The within South Asian communities, we do not opportunities, locally and nationally, that sessions are free to attend and target non-cricket have to ‘over prescribe’ the formats for play, are best suited to the wants and needs club members. and instead will provide options, access and of all our recreational cricketers. As part flexibility, allowing communities to innovate as of the project, we will support the long they always have. term provision of the ‘right cricket offer’ specifically for South Asian communities.
And whilst this is a national project, we will continue to work very closely with partners to use the information collected to deliver Short term measures locally-led solutions, ensuring that everyone, everywhere has access to the type of cricket of success (2018 & 2019): they want to play, whether that be short- format, street, tape ball or more traditional league cricket.
involved in short format involved in Chance to Shine 3,000 activities across the Core Cities 6,000 Street projects nationally participants participants
48 49 FORMATS RECREATIONAL CRICKET
Case study “We have done a lot of engagement work Tape Ball Tornado Cricket Festivals in East London with local communities
This winter, Essex County Cricket Board and the East in East London, and London Development Group have shown that cold conditions don’t need to stop play, by launching a much of the success new Tape Ball Tornado Cricket programme. Since the that we have had in end of November, Tape Ball Tornado Cricket festivals have been hosted every month on the new non-turf this area is down to pitch facility in Barking Park. being able to listen to The festivals are informal, fast and energetic, with flexibility around the number of players involved, the players directly and and decisions like the number of overs, rules and delivering the format format determined on the day by those taking part. Each event is organised through social media, with that they want to play, a Facebook page and designated WhatsApp group set up to confirm arrangements. at a time and venue that is suitable for them. It’s that simple. This process, combined with the availability of new, high quality facilities like the new non-turf pitch in Barking Park, means that we can continue to grow the game for South Asian communities in East London.”
Dan Feist, Head of Operations Essex County Cricket Board
50 51 Short term deliverables CHILDREN & SCHOOLS RECREATIONAL (2018 & 2019): CRICKET
In the next two years, we are committed to delivering:
We will ensure A Chance to Shine projects B Increased diversity of All cricket provision in 6,000 primary schools Stars Cricket programmes every year Launched in 2017, and reaching more than 37,000 in more primary We will increase the delivery of cricket activity in children in its first year, All Stars Cricket is ECB’s schools nationwide primary schools through Chance to Shine, and flagship entry-level participation programme for boys commit to engaging with primary schools serving and girls aged 5-8. It has achieved strong results and diversify large South Asian communities. Where possible and success in year one, however, as it grows we are this activity will be linked to the Urban Cricket determined to enhance the reach of the programme All Stars Cricket. Centres and the facilities plan for Core Cities. and diversity of the children who take part, in a sustainable manner. A positive experience with cricket at an Since 2005 over 3 million school children have taken Therefore, in 2018 we will deliver a series of All Stars early age helps to create a lifelong love part in a Chance to Shine programme. In 2018 & Cricket pilots to test different delivery models of the and affinity with the game. Our long term 2019 we will work with Chance to Shine and the programme in urban settings. Specifically, the pilots ambition is to give every child across England County Cricket Board network to deliver cricket in will help us to understand the best way to sustainably and Wales the opportunity to play cricket over 6,000 primary schools, representing an 80% drive diversity in the programme around three variants: either at school or in their local community. growth in our primary school engagement through To achieve this goal, we will scope the cost this partnership. As part of this delivery plan, we 1 Location: what is the best location (outside of a and feasibility of a new national schools will target those schools with a higher than national traditional cricket club) to run All Stars Cricket in plan for cricket, alongside long term plans to average representation of Black, Asian and Minority an urban area? And how does the programme significantly expand the reach and diversity Ethnic (BAME) pupils. need to adjust to work in these locations? of our All Stars Cricket programme. We will test faith centres, community centres and schools / academies.
2 Price: is there a flexible and sustainable financial model, which will allow families of all income groups to take part in All Stars Cricket? And how can we ensure financial sustainability for Short term the delivery centre and County Board? 3 Payment: do alternative payment methods affect measures of success initial sign up to the programme? And how could (2018 & 2019): these work in reality? In 2019, we will take the learnings from the pilots and launch a full-scale All Stars Cricket initiative in urban areas, linked to the ICC Cricket World Cup 2019. Over primary schools engaged with Chance to Shine 6,000 programmes annually
BAME participation across 15% All Stars Cricket programmes
52 53 CHILDREN & SCHOOLS RECREATIONAL CRICKET
Case study Case study
Denbigh Primary School, All Stars Cricket takes Chance to Shine Primary School over Ilford Mosque of the Year 2017 Usually thought of as a place for prayer and Denbigh Primary School in Luton is situated in reflection, Ilford Mosque opened its doors to one of the most deprived areas of the country, some very excitable 5-8 year olds to run a but since the introduction of Chance to Shine successful All Stars Cricket programme for coaching in 2014, cricket has become a force local children last summer, showing that to be reckoned with, spreading across all everywhere has the potential to be a cricket areas of the school curriculum and leading to ground. Delivered by volunteer members of the improvements across the academic performance Mosque, the sessions focussed on using cricket of pupils. Despite a lack of traditional playing as a channel for social cohesion, and have quickly facilities, the school has built a hugely become a valuable opportunity to promote successful, sustainable cricketing culture, and healthy lifestyles and engagement in the with the majority of pupils having Bangladeshi local community. and Pakistani heritage, they have used this natural family affinity to cricket as a catalyst for social inclusion and engaging with parents, a number of whom help to run the school cricket club on a Saturday morning.
Our“ road to success in cricket has given an increased sense of pride at a whole school level, creating a wave of self-belief which is permeating through everything that we are striving to achieve.”
Lynne McMulkin Headteacher Denbigh Primary School
54 55 WOMEN & GIRLS RECREATIONAL CRICKET
We will retain, develop Therefore these are the focus points of our Grow the female Short term deliverables short term actions: B and expand the female coaching workforce (2018 & 2019): Deliver accessible playing We will work with the County Cricket Boards to coaching network A deliver a minimum of 10 female only coaching As a short term step, our research to date has shown opportunities courses across the Core Cities in 2018 & 2019. in order to deliver that the biggest opportunity to grow the number of We will deliver Women’s Soft Ball Cricket leagues more women’s cricket, South Asian women and girls picking up a bat and and festivals in each of the 10 Our research has shown that South Asian women ball will come from: Core Cities in 2018 & 2019. and girls are much more comfortable in single-sex sessions. However, to date the majority of female led by female coaches. A Greater awareness and access Women’s Soft Ball Cricket is a new ECB cricket programmes are run by male coaches, as to playing opportunities initiative launched in 2017, aimed at increasing a result of the network of active female coaches Women's and girls' cricket is of huge significance B Female only cricket programmes being run female participation by delivering a safe, social, being very small. Our commitment is therefore for ECB and continues to be an exciting growth by female coaches. fast and fun version of cricket, played with a soft to retain, develop and expand the number of area with more schools taking part in girls’ ball. In year one more than 275 festivals were female coaches, in order to create a strong female competitions and more clubs offering playing C Opportunities to play in indoor facilities, run across England and Wales, involving over coaching workforce to deliver future activity. opportunities for women than ever before. The Kia in a culturally aware and enjoyable environment. 9,000 players. Super League continues to go from strength to The 200 candidates selected to attend the 10 strength and Women’s Soft Ball Cricket was very In 2018 & 2019, we will increase the reach and coaching courses will be identified as being well successful in the first year of delivery in 2017. diversity of these festivals, and grow to 20,000 connected to local South Asian communities. women participating nationwide. We will also This will help to ensure that they understand the We need to ensure that we are continuing to introduce 10 targeted Women’s Soft Ball Cricket cultural sensitivities associated with coaching South provide the best possible facilities, coaching and leagues to run alongside the festivals in the Core Asian women and girls and they will subsequently opportunities at grassroots level so that even more Cities, providing sustained playing opportunities champion and be involved in the delivery of cricket women and girls, including those from South Asian for South Asian women and girls in these areas. activity in these areas. communities, can get involved. We want to build on the hugely successful ICC Women’s World Cup in 2017, and use this as a springboard to grow the relevance of cricket for the whole female population. C Indoor play In 2018 & 2019, as part of developing our game- The Urban Cricket Centres (page 44) will be wide strategy for 2020-2024, we will create and designed with the women’s and girls’ game in mind deliver a long term plan to grow the women’s and and will have cultural sensitivities at the heart of girls’ game, which will incorporate the growth of their design e.g. by installing black out blinds. South Asian women's and girls' cricket.
Short term measures of success (2018 & 2019):
BAME representation in Women’s Soft Ball Cricket new female 70% festivals and leagues across 200 coaches trained the Core Cities
56 57 WOMEN & GIRLS RECREATIONAL CRICKET “ Case study From the moment that I picked up a bat for the Amna Rafiq: Driving the development of women's first time, I knew that and girls' cricket in Leicester cricket was a game that
Women's and girl's cricket in Leicester is growing I would fall in love with, at an exciting rate, with more opportunities than ever before for local communities to pick up a bat but that I would face and ball in an informal, safe and fun environment. several challenges along The driving force behind all of this activity is Leicestershire County Cricket Club Community the way if I wanted to Engagement Officer, Amna Rafiq. keep playing. It is now In December 2016, Leicestershire CCC delivered a female only coaching course to 18 women, with my mission to shatter over 80% of the attendees coming from South Asian those barriers, change backgrounds, recruited through existing women’s groups around the city. The majority of these women perceptions, and make are now helping to deliver cricket across a wide range of activities in Leicester, from women’s cricket sessions sure that cricket is in local faith centres to youth club cricket sessions accessible and available for girls, and in August last year, Leicester Caribbean Cricket Club hosted a hugely successful Women’s Soft to everyone.” Ball Cricket festival for over 30 local women.
Amna is passionate about growing the women’s Amna Rafiq, Community Engagement Officer, game, and in particular making cricket an accessible, Leicestershire County Cricket Club safe and enjoyable option for South Asian women and girls. Her work in the community has been an inspiration to this group, breaking down barriers and making cricket a game for everyone.
58 59 ELITE CRICKET What we will do
To combat the four key challenges, we will work & PROFESSIONAL COACHING with local South Asian communities, and a range of partners across the cricket network, to deliver a series of immediate actions over the next two years. We will also take a longer term view, involving the development of a new action plan for the County talent pathway and a new coaching pathway, to make sure that talented players and coaches from 1 Talent identification 3 Financial support any background have the opportunity to advance The challenge through the elite cricket pathway. The lack of a systematic approach and a narrow The costs attached to playing in a County age Through our research, we have found a steady scope in the talent identification and scouting group team or being a member of a First Class drop from 30% of recreational players to just 4% process, mean that in some parts of the country County Academy – e.g. for travel, equipment 1 Talent identification of professional cricketers in England and Wales talented South Asian players are not being identified and kit – can be prohibitive to elite participation. We will improve the connection between South having South Asian heritage. We have identified by the system. This is especially the case from non- We note that this is a socio-demographic issue Asian communities playing in non-affiliated cricket four principal reasons for the decline affiliated cricket, such as parks leagues. not limited to the South Asian population. environments and the existing talent pathway. in representation. Talent development 2 Talent development 4 Elite coaching 2 Across the talent pathway, South Asian & retention & retention players represent: South Asian coaches and role models are The cultural importance placed on education and critical to the development and progress of We will provide education and support to players and their parents, as well as County coaches and 30% career development in South Asian communities is talented South Asian players. However, there Academy Directors. very high, creating a challenge to retaining talented is less than 5% South Asian representation young South Asian players, particularly between amongst the coaching staff across the First the ages of 16-18, in a summer sport that is played Class Counties. 3 Financial support 15% during key exam periods. It is worth noting that all four challenges We will introduce a bursary programme to help 11% reduce finance as an obstacle to the development Alongside this, our research has identified that there are rarely present at one time, and therefore of talented young South Asian players. 4% is often a lack of trust and a cultural disconnect the specific action delivered will differ from between the expectations of young South Asian County to County, based on the unique set players and their parents, and the coaches working of challenges in place. 4 Elite coaching in the County age group and First Class County We will support the development of elite South Academy system. Recreational cricket Asian coaches through a revamped coaching pathway, mentoring scheme and work placements. County age group A wider challenge affecting all young players, not County Academy (16-18yrs) just those from South Asian communities, occurs The Talent Pathway Many of the issues identified here are game- First Class County teams around the drop-off in participation in sport during Alongside the creation of this South wide challenges, therefore tangible action in this and after university. In this plan, we are focusing on Asian engagement action plan, area will undoubtedly have a wide-reaching and the dip at ages 16-18 as research has shown this is we have undergone an additional positive impact for the future of cricket. the key challenge for South Asian communities. of South Asian recreational players do independent review of our current It is also important to note that in the short term, not believe that there are opportunities talent development structures. From our initial focus for the development of South 42% for the best players in their communities 2018 a new game-wide County talent Asian women’s and girls’ cricket is with respect to to progress to professional standard pathway action plan will be launched, growing the grassroots playing base, as outlined which will incorporate a number of in the previous recreational cricket section. By first priorities that will directly facilitate increasing the number of South Asian women and our short term actions in this area, girls playing the game, this will naturally increase <5% in particular around support and the number of female South Asian players entering the talent pool. 50% South Asian representation guidance for coaches and parents, said that more ‘scouts’ are needed amongst the coaching ensuring that academic education In the long term our ambition is to grow this to watch in non-traditional cricket staff across the First remains a focus, and creating greater talent pool and ensure that a clear and accessible environments (e.g. park leagues) Class Counties opportunities for players to join pathway is in place to support the development of the talent pathway in the first instance. elite female South Asian cricketers.
60 61 TALENT ID ELITE CRICKET & PROFESSIONAL COACHING
We will improve Short term deliverables Example of how the Community the connection (2018 & 2019): Talent Champion will operate in a Core City between South Asian Over the next two years, we will address the key communities playing challenges with respect to talent identification Establishing the structure in non-affiliated cricket through two targeted actions: 1 2 3 4 5 environments and A ‘Community Talent Champions’ & local scouting network ECB to work with ECB to provide CTC to map all CTC to create a CTC to work with the existing talent NACC to identify CTC with training non-affliated cricket trusted network of the local information We will pilot the introduction of a ‘Community the CTC for the on the principles activity i.e. establish local information providers to pathway. Talent Champion’ (CTC) in three Core Cities to help Core City & process of the landscape providers – understand the bridge the gap between South Asian cricketing effective talent ID they need to “scout” developing strong South Asian talent relationships with pool in the Core City communities and the talent pathway. If successful key personnel the view would then be to roll this initiative out in all 10 Core Cities. The CTC will be a voluntary position and a trusted Talent ID process member of the local South Asian cricketing community whose role will be to bridge the gap, initiate engagement, conversation and trust, and 6 7 8 9 10
give South Asian cricketing communities a clear Local information CTC to filter initial CTC to then CTC to meet with CTC to arrange voice at the entry point of the elite pathway. We will providers to nominations observe players County Academy for shortlisted work with the NACC and County Cricket Boards to nominate South of interest and Director periodically players to have identify these members of the community and we Asian players to gather additional to discuss potential the opportunity will train and support them to give them the skills the CTC information players and to be observed recommendations, by the County they need in order to fulfil the role. and create a shortlist Academy Director of identified players Short term The CTC will then be responsible for developing their own local scouting network by establishing links measure of success with local community coaches and teams. In addition to talent ID, the CTC will have an overarching duty Ongoing support (2018 & 2019): to mentor and support all of the young players that they are working with. 11 12 Throughout this process, we will ensure we bring Community Talent Champions CTC to support If a trialled player is 3 successfully integrated into and the CTCs together regularly, so they can learn and players during the not selected, CTC operating across three Core Cities share best practice, as well as support each other. observation process to provide clear and transition into feedback to the the talent pathway player and parents if selected about the reasons why the decision was made
62 63 TALENT ID ECB T20 City Cup in 2017 ELITE CRICKET & PROFESSIONAL COACHING
600 B ECB T20 City Cup total number We will refocus the purpose and role of the ECB T20 How does it work? of participants City Cup within the talent ID infrastructure. The ECB T20 City Cup runs for six weeks, Working with the MCC Young Cricketers typically between July and August, and programme, we will maximise the impact of the initially involves borough sides from urban ECB T20 City Cup by focusing the function of areas playing a series of matches against the competition specifically on talent ID. The each other at a local level. From 2018, there competition will therefore give 16-21 year olds will be a much tighter focus on inviting from urban areas, who currently play outside of players to get involved from outside of the ‘traditional’ ECB Premier League club cricket the traditional cricket system, for example structure, a clearly defined and competitive route from Chance to Shine Street projects and into the elite talent pathway. the short format opportunities that will be 80% 49% 60% running across the 10 Core Cities as part of our Recreational Cricket action plan.
After the first round robin stage, the best players will then be selected to represent South Asian found out about the of participants played their city in a national knockout tournament, representation competition through friends because they believed that with the final held at a First Class ground. In the competition would give 2017, Grace Road, Leicestershire hosted the them the “opportunity to be final clash, which saw Manchester crowned talent spotted” champions for the third successive year.
Following the conclusion of the competition, each competing city will get the opportunity to nominate two players to attend a trial for the MCC Young Cricketers programme. 14 participating In addition, during the latter stages of the competition, ECB will work with First cities Short term Class County Academy Directors to attend matches, providing multiple opportunities measure of success through the ECB T20 City Cup for talented (2018 & 2019): players to be identified.
Up to invited to MCC YC trials each year from outside of the 20 traditional cricket system players
64 65 TALENT DEVELOPMENT & RETENTION ELITE CRICKET & PROFESSIONAL COACHING
We will provide education Case study and support to players and Supporting player their parents, as well as County development in Warwickshire coaches and Academy Directors. Understanding the crucial role that off-field personal development can have on a young player’s on-field success, Warwickshire County Cricket Club Academy Unconscious bias training for Director, Paul Greetham, has recently introduced a Short term deliverables A Mentoring programme C series of focussed workshops for all Warwickshire County Academy Directors County age group players and their parents, to By working with the NACC and the Counties, we (2018 & 2019): help support them as they move through the talent will implement a mentoring programme – connecting We will develop a programme of unconscious bias pathway. Subjects covered range from discussing the aspiring players with current or former County training for First Class County Academy Directors, With regard to the second pinch-point on the talent significance of good nutrition and diet to the role of professionals. The mentors will be selected based within a programme of wider continuous development. pathway, when young South Asian players fall out strength and conditioning. Wider guidance sessions on the needs of the individual player. of the system between the ages of 16-18, we will are also being delivered specifically for parents by a introduce three actions: Alongside this, we will work with the First Class sports psychologist on ‘how to support your child’ Counties to provide support and guidance for all Short term as they progress through the system. new South Asian players and their parents about Currently, over 50% of the players in Warwickshire’s what it takes to play at an elite level, highlighting measure of success County age group teams and Emerging Player key information on relevant matters, in particular Programme (EPP) have South Asian heritage, and with regard to nutrition, strength & conditioning and (2018 & 2019): are supported by two former First Class cricketers, injury prevention. Part of this support will focus on Kadeer Ali and Mohammed Sheikh, who coach at the developing understanding and knowledge about the All First Class County Academy Directors to County and provide a vital link between the talent importance of developing skills across all areas of the have completed unconscious bias training. pathway and local South Asian communities. game, and playing a range of different sports, without specialising, from an early age.
B Academic education We will work with the First Class County Academies 100% to provide support and ensure that academic education remains a focus, alongside cricket development, as players move through the talent pathway.
66 67 FINANCIAL SUPPORT ELITE CRICKET & PROFESSIONAL COACHING
We will introduce a bursary programme to help reduce finance as an obstacle to the development of talented young South Asian players.
Short term deliverables Short term measure of (2018 & 2019): success (2018 & 2019):
We will work with the British Asian Trust, the National Asian Cricket Council, County Cricket Boards and First Class County Academies in partnership with to identify talented players to be awarded a Bursary the British Asian Trust, development and performance bursary. It is worth programme launched and promoted noting that some Counties already have a bursary system in place – where this is the case we will collaborate with that County.
The value of each bursary will be determined on a case-by-case basis, and assessed by an independent panel, comprised of representatives from key partner organisations.
68 69 ELITE COACHING ELITE CRICKET & PROFESSIONAL COACHING
We will support the development of elite South Asian coaches through a revamped coaching pathway, mentoring scheme and work placements.
Short term deliverables New ECB coaching 'The Rooney Rule': (2018 & 2019): pathway & structure: Alongside the launch of the new coaching Before the new coaching pathway is launched, we pathway, which will make the pursuit of will offer direct support for the development of 10 From 2019, a new ECB coaching pathway coaching as a career more accessible, we elite South Asian coaches through a mentoring and and structure will be launched. This will make will support the progression of BAME work placement scheme, alongside opportunities to coach development more accessible than coaches working in the professional game work in the professional game. ever before, allowing aspiring candidates by immediately adopting the 'Rooney We will work with partners to identify high potential, from all backgrounds to progress through the Rule' for coaching jobs across the England talented South Asian coaches, and directly support coaching system, by removing the barriers of teams. This means that at least one BAME their development through a series of targeted cost, time and lack of opportunities. candidate will be interviewed, subject to work placements e.g. with First Class Counties, Kia meeting the relevant recruitment criteria, The new coaching pathway will focus on Super League teams and the MCC Young Cricketers for all new roles. Over the next 2-3 years the delivery of levels 1-3 through virtual programme, to create a larger pool of highly skilled, our ambition is to work with the First Class learning and online modules, alongside on- experienced and qualified South Asian coaches. Counties to support the introduction of field assessment and regional masterclass the 'Rooney Rule' for all coaching jobs support. Work will therefore be able to be across the County game. This is an area of completed at the learners own pace, and at a significant long term importance for ECB, time and location that suits them, removing which will initially see investment focussed many of the initial barriers to progressing Short term measure of on the targeted development and support through the coaching pathway caused by of elite BAME coaches through a bespoke the time commitment and cost attached to success (2018 & 2019): mentoring and work placement scheme. attending formal coaching courses.
The pathway will also allow coaches to of coaches involved in the choose and flex between three different mentoring and work placement scheme rating it as having had coaching opportunities, covering a significant and positive impact development, talent and performance 80% on their career prospects coaching. Coaches can therefore decide and as excellent in terms of their experience exactly what sort of coach they want to be – whether that be delivering grassroots coaching and developing talent, or working at the top end of the game with professional cricketers – and have a clear, appropriate pathway for progression.
70 71 ATTENDANCE
The challenge Putting the fan at What we will do South Asian cricket fans are amongst the most 63% the heart of the action: fervent in the world. They want to watch the very FAMILY TICKET The next two years present the perfect best players from across the globe in action, which of those asked... platform for us to create some truly launch of the new makes events like the ICC Champions Trophy very said a devoted family offer makes attending memorable and engaging match day appealing, as demonstrated by 40% of all tickets matches more appealing experiences for all fans, with back-to-back domestic T20 in 2020 during the 2017 tournament being purchased by tours by Pakistan, Australia and India in South Asian fans. However, this attendance rate In 2020, we have a wonderful opportunity to make 2018, followed by the ICC Cricket World does not currently translate to domestic English a further impact in this area, with the launch of our Cup in 2019. cricket and England international matches, with new domestic T20 competition. The tournament South Asian fans reporting that this cricket Therefore, we will work with the First Class will involve many of the world’s biggest stars, and experience is ‘not for them’. Counties, the International Cricket Council (ICC) gives us an ideal chance to deliver a family-focused 43% and a range of other key partners, to introduce match day experience, including South Asian A number of issues contribute to this perception, a series of practical venue considerations to cricket fans as one of the core target audiences. including value for money, limited cultural said the right food offer was essential help ensure that the match day experience is as considerations of the match day experience, a lack to attendance culturally aware and family friendly as it can be. of star players, low relevance of current formats and There is already some excellent work happening teams, and a narrow match day family offer. 8 teams in this area by many of the First Class Counties, and where things are working well, we will work 36 matches with those Counties to showcase and share best practice, as we continue to build a bigger and across 38 days of parents asked 40% better in-ground fan experience. 31% believe that a of South Asian fans asked would find The best players ‘famous role model’ cricket matches that feature international in the world is the main influence behind their child cricket superstars much We“ will work with asking to attend a sporting activity more appealing (vs The tournament will offer a completely new (vs 15% White British) 16% nat rep) the First Class Counties, proposition for cricket, with eight newly-formed the International Cricket teams contesting 36 matches across a 38-day summer window, and involving the best players from Council and a range around the world. It will be bigger, louder and more of other key partners colourful than a ‘traditional’ match day experience, with an array of exciting venue activations to ensure that the happening alongside the action on the field.
match day experience All matches will be broadcast live on Sky, with 10 is as culturally aware games being simulcast live on BBC, the first live cricket on free-to-air television since 2005. and family friendly as it can be."
72 73 MATCH DAY EXPERIENCE ATTENDANCE
We will optimise the match day experience at all major matches, by increasing the cultural awareness across the customer journey.
Short term deliverables (2018 & 2019):
Over the next two years, we will focus our efforts To deliver these actions we will work with and on improving the match day experience in five support the First Class Counties, who own and main areas: run the venues. We will help them to administer customer surveys and customer journey 1 Food assessments, creating a wealth of bespoke insight that they can use to make sure that the fan remains Diversifying the food offering for everyone and at the heart of their match day offer. This support making sure there are a selection of halal and will not just focus on international match days, but vegetarian food options available. will extend to domestic County cricket, including the T20 Blast and One-Day Cup competitions, to make sure a consistently high match day experience is 2 Atmosphere being delivered across the professional game. The ICC Cricket World Cup Creating an energetic environment with in 2019 gives us a once in ‘razzmatazz’ and where possible allowing musical a generation opportunity to instruments & flags to be used in-ground. Short term measures of celebrate cricket’s biggest and most prestigious global 3 Players success (2018 & 2019): tournament. We will work with Increasing opportunities for fans to interact the ICC, the host venues and with the players. Local Authorities to provide a memorable cricketing Annual of all First Class County venues against South Asian targeted experience around the event – 4 Families review match day considerations including activations inside and Ensuring the availability of a flexible family ticket offer. outside the venues, such as fan zones, city take-overs, and a nationwide ICC Cricket World Multi-faith prayer facilities 5 available at all First Cup trophy tour. Multi-faith Class County venues Working with the First Class Counties to ensure prayer either as a permanent the availability of multi-faith prayer facilities at all facilities or flexible structure major First Class venues, either through a permanent or flexible structure.
74 75 MEDIA, MARKETING & COMMUNICATIONS
The challenge “ Over the last 12 months, we have gained a much deeper What we will do Changing understanding of our South Asian audience and how they wish We will work with partners to address to consume cricket. perceptions and the challenges posed around a lack of We know that cricket is central to the identity of being South Asian, it relevance and accessibility through an increasing relevance is part of the social glue that brings South Asian communities together, integrated game-wide media, marketing and engagement but this doesn’t currently include traditional ‘English cricket’, which and communications plan, aiming to move has a very different image in the minds of South Asian cricket fans. ‘English cricket’ from exclusive to inclusive, with South Asian Whilst they see South Asian cricket, such as the Indian Premier League 82% outdated to modern, and reserved to (IPL), as being fun, relevant and a game of entertainment, they see of South Asians asked energetic and characterful. communities won’t English cricket as serious, less important and old fashioned, creating a mix consumption of Changing perceptions and increasing be achieved overnight; significant cultural and practical challenge for us to engage the South mainstream media with relevance and engagement with South Asian audience through our current media outputs and channels. a wider ethnic offering we know that this is Asian communities won’t be achieved Many members of South Asian communities therefore continue to overnight; we know that this is a big a big challenge, but feel excluded by, and choose not to engage with English cricket and challenge, but it is something that ECB is ECB. This challenge exists in two forms: emotionally due to a lack committed to in the long term. We also it is something that of relevance and practically due to a lack of accessibility in the know that concerted action in this area ECB is committed to media formats that they engage with. will help us to engage with a much wider 50% audience, not just South Asian communities. in the long term."
The proportion of TV viewers who are South Asian varies significantly across domestic tournaments. South Asians, especially Indians, overwhelming favour watching the IPL over other domestic cricket. of South Asians asked 30% have a negative perception of ECB and ‘traditional’ English cricket
10%
4% 3% 1%
IPL BBL BLAST ODC CC
International Domestic ECB Domestic Competitions Tournaments BLAST – T20 IPL – Indian Premier League ODC – One-Day Cup BBL – Australian Big Bash League CC – County Championship
76 77 MEDIA, INTEGRATED MEDIA, MARKETING MARKETING & COMMUNICATIONS & COMMUNICATIONS
We will engage 1 Use new and authentic voices South Asian audiences across more diverse channels Identifying and working with more relevant with more relevant ambassadors and advocates from inside content, using authentic and outside of cricket. voices and utilising 2 Creation of heroes at all a mixture of relevant levels of the game media channels. Celebrating and showcasing the success stories from across South Asian cricketing communities to generate relevant and engaging content. Short & long term 3 Regular engagement deliverables in conversation
(2018-2024): Continuing to build an open dialogue with South Asian communities by working Short term Case study We will integrate and embed the key principles with the NACC to run regular focus group for reframing cricket for South Asian audiences sessions and workshops. measures of success (from exclusive to inclusive, outdated to modern, Moeen Ali, The Documentary and reserved to energetic and characterful) (2018 & 2019): From the streets of Birmingham, to winning cricket across our media, marketing, digital content and Work with key South Asian 4 matches for England, Moeen Ali is one of the communications plans, and build strong long term media outlets and ECB leading all-rounders in the world. Last summer, relationships with South Asian communities by broadcast partners, for ECB employees in key in association with England Cricket sponsor engaging in ongoing conversation. This is about consumer-facing roles from Sky Sports and BBC NatWest, ECB released a 30 minute documentary engendering a lasting change in narrative by making Internal across the digital, marketing and communications teams, on Moeen’s journey to the top. sure we are open and inclusive in everything we do, Generating the blend of mainstream media training to enable them to build and utilising relevant and accessible channels to the with a wider ethnic offering needed to reach delivered content and stories that As a role model and ambassador for the South Asian South Asian audience. new audiences. will engage effectively with cricketing community in this country, Moeen’s inspiring South Asian audiences documentary has already had over half a million views To do this we will focus on four key areas: online, generating 2.7 million online impressions, and is still available to watch on ECB.co.uk. Increased support Diversified offered to key South Asian match day media media outlets in order accreditation lists to diversify match day media attendance and associated coverage
78 79 ADMINISTRATION & CULTURE
The challenge “ Diversity and inclusivity across the administration What we will do We support and and governance of cricket is crucial to the long <10% We are committed to promoting diversity term health of the game in this country, but we commit to the goals and inclusion across the game, from those know that there is a significant disparity between playing and watching, to volunteering, of Sport England the level of representation by South Asians of the cricket workforce is of South Asian origin officiating, coaching and working. It across our recreational playing base and the and UK Sport’s continues to be a priority focus for the cricket workforce. organisation, and we are proud to make Governance Code Research has shown that we are not attracting a a public commitment to progressing the diverse range of talented candidates to consider diversity of the game, our employees and to make cricket an working at ECB and across the cricket network. our Board. inclusive and diverse We support and commit to the goals of 1 CEO Sport England and UK Sport’s Governance environment where of South Asian origin Code to make cricket an inclusive and everyone can thrive currently working in cricket diverse environment where everyone can thrive and be themselves. We want to be and be themselves.” a first choice employer for people who wish to work in sport regardless of their background, and we want our people to feel included, supported and valued within the working environment at ECB.
We have therefore developed a Diversity 20% Action Plan, which includes short and long term actions, and will be applied to all levels throughout the organisation.
The Diversity Action Plan is initially of respondents mentioned focused on increasing diversity at the “career opportunities” ECB. Over the next few years, we will when asked how ECB could lead and support the wider game, change the perception of rolling out best practice and key learnings cricket structures where appropriate.
80 81
OUR PEOPLE ADMINISTRATION & CULTURE
BAME Board We will introduce a Short & long term 3 Development B representation series of practical deliverables (2018-2024): Engage and retain a talented workforce with development opportunities that facilitate ECB is committed to progressing diversity measures to increase careers. Actions will include: across all areas, including our main Diversity, inclusivity Board and Board sub-committee structures. the diversity of ECB’s A • Creation of new internal programmes and and culture at ECB As we refresh these structures over the initiatives for employees to access support next few years, we will ensure greater workforce, improve We will deliver against our Diversity Action Plan for their ongoing professional development. BAME representation, in line with to improve the diversity and culture of our own the inclusivity of the • Delivery of a new mentoring programme requirements of the Sport England Code workforce, helping to attract, develop and retain to cultivate and progress talent. for Sports Governance. organisation, and talented employees from all backgrounds. ECB will also work with the Counties to Our Diversity Action Plan will include a series of Culture create a cohesive 4 evolve their governance and ensure that their practical measures, delivered across four key pillars: working culture for Create a culture where people can thrive Board structures become more diverse and irrespective of gender, ethnicity, disability or representative of the communities that they all, alongside ensuring 1 Employer branding background. Actions will include: serve. A number of Counties have already made diverse governance Creation of a distinct ‘employer brand’ that • Delivery of unconscious bias training progress in this area. We will offer support appeals to as wide a candidate pool as for all ECB employees. to attract, recruit and retain talented BAME across the County possible. Actions will include: individuals into their governance structures, • Championing of authentic and positive either as a Board member or as Board advisors. cricket network. • Identifying and re-defining our ‘Employer role models from all backgrounds within Value Proposition’ to ensure that it attracts the organisation. and appeals to different target groups. • Review of all internal policies and practices • Completion of an employee segmentation to ensure that they are fully inclusive in audit to increase the depth of terms of style and intent, and develop understanding about our current workforce. partnerships to help embed a truly inclusive working culture. 2 Recruitment Review of our attraction and selection methods to reach as wide a candidate pool as possible. Actions will include: Short & long term measures • Mapping our 'recruitment journey' to review all aspects of the recruitment process – of success (2018-2024): from the initial writing of job descriptions to the channels used to advertise roles, All First Class and Non- the application phase, short-listing and the First Class Counties interview stage. ECB employees to to show how they have taken part in BAME Board will increase BAME • Introduction of diverse interview panels unconscious bias representation in Board for all new roles. 100% training by the representation decision making, either end of 2020 through Board members • Engagement with new recruitment or Board advisors by the partners and networks to proactively end of 2020 reach diverse target groups.
82 83 OUR PEOPLE ADMINISTRATION & CULTURE
Case study "Alongside this, with over 30% of our recreational participants coming from South Asian backgrounds, we felt Introducing Board advisors that it was crucially important that we at Leicestershire CCC increase the diversity of our Board to At the start of last summer, Leicestershire reflect the communities that we are CCC Chief Executive, Wasim Khan and serving across the game. Chairman, Paul Haywood, made the decision to increase the diversity of the Club’s governance structure by introducing "In the space of just eight months, two new Board advisors with South Asian Mehmooda and Mukesh have already heritage, Mehmooda Duke, a lawyer, and had a huge positive impact on so many Mukesh Bulsara, a corporate financier. levels. They have been brilliant additions for the Club, checking and challenging our decision making and supporting the whole organisation. Both are highly qualified, skilled and experienced individuals, local to the community and Here, Wasim explains the rationale behind they bring a real freshness and modern the decision, and the positive impact it is way of thinking to our Board. Their already having for the County. position as Board advisors is also ideal in the short term, because it gives them time to learn about the Club’s business and learn the ropes, before officially “ standing to be elected as a full Board We know that there is member in due course. strong evidence to show that more diverse Boards "Cricket as a sport is very fortunate that it naturally has a very wide range make better business of people from different backgrounds decisions, because they and cultures that play, support or follow the game. For this reason, if we are bring a wider variety of serious about embracing all cultures viewpoints to the table. and communities within the game, then we need to evidence that our Boardrooms are open in their approach to recruiting high quality individuals from the communities that they serve.”
Wasim Khan MBE, CEO Leicestershire County Cricket Club
84 85 SECTION FIVE
Partnerships
86 87 PARTNERSHIPS
Through Section 4 we have outlined a bold and ambitious 11 point action plan, which we believe will help us to better engage with South Asian 1 British Asian 2 National Asian communities and make cricket Trust (BAT) Cricket Council a game for everyone. But we The British Asian Trust was founded in 2007 (NACC) cannot deliver it on our own. by HRH The Prince of Wales, and has already supported sustainable charitable solutions to Formed in 2014, The NACC is a national body which change the lives of over three million people represents the interests of the South Asian cricketing We know that working collaboratively with all our partners across living across South Asia. community, creating a ‘voice’ for all South Asian the cricket network will be pivotal to bringing the action plan to life, cricketers across England and Wales. utilising their expertise and reach to have as big an impact as possible. Through this action plan, we will work with the We must also make sure we are tapping into as much specialist British Asian Trust on a local scale to leverage the Through this action plan, ECB and the NACC will knowledge, insight and support as possible. Therefore, in addition to power of cricket as a tool for improving social and work together to futureproof the game in South Asian working with existing partners, we will specifically combine with the community cohesion, mental health and wellbeing communities, with the NACC providing a direct British Asian Trust and the National Asian Cricket Council. for South Asian communities living in deprived channel to communicate and engage with South Asian urban areas across England and Wales. cricket clubs, teams and players, whilst simultaneously checking and challenging everything we action, and providing specialist guidance, knowledge and support.
If you think you can play a role in helping to support our mission to make cricket a game for everyone, we would love to hear from you. Please email: [email protected]
88 89 PARTNERSHIPS “When the East London Development Group first met, it was clear that despite a common Case study passion and interest for the game, the Cricket in East London delivery of cricket Throughout the creation of this action plan, we have across the region was Over engaged extensively with the cricket network. Amongst 70% too diverse, confusing all the great work that is currently happening around 200 and ultimately having England and Wales to better engage with South Asian a low impact.” communities, we have been very impressed with different languages of the population is spoken across represented by South Arfan Akram the level of activity going on in East London. East London Asian communities East London Cricket Coordinator
Essex County Cricket Board pride themselves on With over 200 different languages spoken and their engagement with the cricket community in South Asian communities representing nearly East London and the relationships they have built 70% of the population, the four Boroughs making with players, Local Authorities and other partners. up East London are well known for their diverse They have aligned the whole organisation to be ethnicity. The passion for cricket across this community and customer focused, which has led landscape is incredible, and whilst the game has to success on and off the field, and whilst more can always enjoyed a high profile, connections with Redbridge always be done, we believe this is one example of the wider cricket network and even between the what can be achieved when we all work together. four Boroughs, have not always existed. Waltham Forest
Barking and Dagenham
Newham
90 91 PARTNERSHIPS 7 players
The creation of the East London Development in the Essex CCC County Championship 2017 winning Group in 2013, with support from the Essex squad were born in the same hospital in Waltham Forest County Cricket Board and over 30 other local partners such as the University of East London, has helped to change this, facilitating the exciting of the current growth that is now happening across the region. Essex CCC 1st XI 70% squad are from East London
Five key things that underpin the work of the East London Development Group are:
1 A clear vision The development of a bespoke East London Cricket Plan, with the overarching objective to provide opportunities to play cricket on every day of the week in East London. The“ essence of what we 2 Partnerships now do is simple; strong Extensive partnership working, especially with Local Authorities. To date, over £500,000 of investment into cricket activities has been made by local councils in East London, targeting the delivery of specific partnership working, and unique programmes in each of the four Boroughs. a clear, simple vision, key areas of focus, and 3 Direct communication always involving and The use of social media as a key engagement tool with local communities, in particular through the creation of an East London Cricket WhatsApp group and Facebook page. communicating with the local community 4 Innovative use of facilities directly around decision The golden thread that runs through everything is the promotional campaign “Everywhere is a Cricket making. This process Ground”, which encourages communities to get involved in a vast array of locally-led, flexible cricket opportunities. has allowed us to grow the game and better 5 Links to Essex CCC engage with everyone Strong connections have been established between East London Cricket and Essex Cricket both on and off the field. The introduction of an East London Representative team vs Essex 2nd XI annual T20 across East London.” fixture and a bespoke scouting and mentoring programme to help identify and nurture talented players from this area are just two examples of the work in this area. Arfan Akram East London Cricket Coordinator
92 93 SECTION SIX
Measuring the impact
94 95 96 97 MEASURING THE IMPACT Bursaries for players on the talent pathway Through the delivery of our 11 point action plan over the next two years, by 2020 we will have 10 already created significant momentum behind South Asian coaches in work Elite player our ambition to better engage with South Asian placement and mentoring programmes mentoring communities, grow the game across England and scheme Wales and make cricket a game for everyone.
100% Game wide culture Cricket in First Class County change & improved Urban Academy Directors workforce diversity Cricket Centre 6,000 completed unconscious bias training pilots primary schools nationwide through
Relevant and Governance authentic media 100 70% reform non-turf and 25 BAME representation and comms content turf pitches installed in Women’s Soft Ball by 2020 Cricket events
6,000 15% Community Talent Delivery of young people BAME participation Championships a fan centric playing Chance in All Stars Cricket established ICC Cricket to Shine Street programmes nationally World Cup nationally experience
with MCC YCs 3,000 through ECB 200 20 All figures are annual and new female players engaged trials T20 City Cup coaches trained in short format in the Core Cities, unless by 2020 cricket activities otherwise specified.
98 99 ADVISORY GROUP
& ACTION PLAN GOVERNANCE
ECB has established an Advisory Group to ensure this plan continues to make an impact, and that we are held to account for delivering on the actions set out through Section 4.
The group brings together senior figures from the worlds of business, sport, public health, education and media, and will provide support, advice and direction by meeting regularly to check and challenge progress on delivery plans, and to guide ongoing work.
100 101 ADVISORY GROUP
& ACTION PLAN GOVERNANCE
Professor The Lord Patel of Bradford OBE Manoj Badale Shirley Cramer CBE Isa Guha Anshu Jain Poppy Jaman OBE
Senior Independent Director, Co-founder Blenheim Chalcot, CEO Royal Society Former England cricketer, President Cantor Fitzgerald & CEO & co-founder Mental Health ECB, & Advisory Group Chair Chairman, British Asian Trust, for Public Health journalist, Board member, PCA Board member, Chance to Shine First Aid (MHFA) England & Advisory Group Deputy Chair & Ambassador, NACC
Ennobled as a Cross Bench Born in Dhule, India, and raised Alongside working as Chief In 2002, aged 17, Isa Guha Former Co-Chief Executive of As an internationally respected Peer in 2006, Lord Patel was in England, Manoj Badale is the Executive of the Royal Society became the first woman of South Deutsche Bank, Anshu Jain is mental health advocate and policy appointed as a Minister in the co-founder of over 40 technology for Public Health, Shirley Cramer Asian origin to represent England currently President of Cantor advisor, Poppy Jaman has over 20 House of Lords Government’s companies across financial Chairs the People in UK Public in any sport. Her international Fitzgerald, a capital markets, years’ experience of influencing Whip’s Office as a Front Bench services, education and media, all Health Group, and is the former career, which spanned a decade, investment banking, real estate and leading change in public Spokesperson in 2008. He is developed by the venture builder Chief Executive of Dyslexia included winning the ICC Women’s investment management, debt mental health. Alongside her role currently Chairman or Patron Blenheim Chalcot, which he co- Action, demonstrating her status World Cup and ICC Women’s origination and private equity as CEO and co-founder of MHFA of over 30 not-for-profit founded in 1998. Also heavily and experience as a leading figure World T20 in 2009. In 2008, she firm. As a lifelong cricketer and England, Poppy is CEO of the organisations, and has extensive involved in charitable activities, in the voluntary health sector registered career best Test figures supporter of the game, he joined City Mental Health Alliance and experience working at the Manoj is the founding trustee in the UK. (9-100) to help England win the cricket charity Chance to Shine’s sits on the Board of Public Health highest levels on national and and Chairman of the British Women’s Ashes in Australia for Board of Trustees in 2015. England as a Non-Executive international developments in Asian Trust. the first time since 1934/35, and Director, drawing attention to the government policy on a wide won the Women's Ashes three connection of physical health with range of areas. He was appointed times in total. Post-retirement mental health. to the ECB’s Board as Senior Isa is now firmly established Independent Director in 2015. in the cricket media, becoming the first woman to present and commentate for a number of broadcasters worldwide.
102 103 ADVISORY GROUP
& ACTION PLAN GOVERNANCE
Ron Kalifa OBE Wasim Khan MBE Mark Nicholas Lucy Pearson Shailesh R Solanki Masroor Siddiqui
Vice Chairman Worldpay CEO Leicestershire County Cricket Former professional cricketer, Former England cricketer, Executive Editor of Asian CEO Naya Capital Management Club, Sport England Board member broadcaster, journalist & Head Teacher Cheadle Hulme Media Group (AMG) UK Ltd & Board of Directors, & Honorary President, NACC co-founder, Chance to Shine School & Board member, ECB News Corp
Appointed Vice Chairman of In 1990, Wasim Khan became An attacking middle-order England Women’s Cricketer of As Executive Editor of Britain’s Alongside his position as Worldpay in 2013, Ron Kalifa is the first British born Pakistani to batsman and medium pace bowler, the Year (2000 and 2003), Lucy biggest Asian publishing house, Chief Executive of Naya Capital globally recognised as a leading become a professional cricketer Mark Nicholas led Hampshire Pearson was the spearhead of Shailesh Solanki has over 25 Management UK Ltd, a global influencer in the financial services in England and is the former CEO for over a decade before retiring England women’s bowling attack years’ experience in consumer investment manager firm he sector, having previously been of cricket-based charity Chance in 1995 and moving seamlessly during her international playing and business journalism, and co-founded in 2012, Masroor CEO of Worldpay for over 10 to Shine. Since 2015 he has been into the media world, as a cricket career from 1996-2005. She has is responsible for the editorial Siddiqui is also an Independent years. He has held various CEO of Leicestershire CCC, is writer and TV journalist. Along since excelled in her teaching direction of AMG’s print and digital Director of News Corp. executive roles at RBS and Honorary President of the NACC with President Lord King and Vice career, and has been Head media assets, the group’s events NatWest. Ron is currently a Non- and is also a member of the Sport President Duncan Fearnley, he co- Teacher at Cheadle Hulme division, and its US business. Executive Director of Transport England Board. founded cricket charity Chance to School in Cheshire since 2010. for London. Shine in 2005. She was appointed to the ECB Board in 2016.
104 105 106