PREMIER REVIEW 2009 - 10

Final Report – September 2010

Updated: December 2009

Premier Cricket Review 2009 - 2010 August 2010

TABLE OF CONTENTS

1. EXECUTIVE SUMMARY ...... 2

1.1 Introduction ...... 2

1.2 Key Findings ...... 2

1.3 Vision for Premier Cricket ...... 3

1.4 Recommendations ...... 3

2. BACKGROUND TO REVIEW, FINDINGS AND RECOMMENDATIONS ...... 5

2.1 Objectives ...... 5

2.2 Committee Personnel ...... 5

2.3 Review Process and Consultation...... 6

2.4 Role of Premier Cricket ...... 6

2.4.1 2007-2011 Strategic Plan ...... 6

2.4.2 Analysis of Current Situation – 2009-10 Snapshot ...... 7

2.4.3 Future Role – Season 2010-11 and Beyond ...... 8

2.5 Resulting Strategic Priorities - Summary ...... 8

2.6 Strategic Priorities – Reasoning and Detail ...... 9

2.6.1 Strategic Priority 1: The Need to Increase the Prominence of T20 Within Premier Cricket and Associated Pathways ...... 9

2.6.2 Strategic Priority 2: The Need to Increase Accessibility to Premier Cricket for Players from the Current and Future Growth Areas of Melbourne ...... 10

2.6.3 Strategic Priority 3: The Need for Premier Clubs To Be More Closely Connected To, and Reflective Of, the Community, in Order to Maximise Government & Local Council Support and Improve CV‟s Return on Investment ...... 15

2.6.4 Strategic Priority 4: Need to Increase Quality, and Robustness, of Women‟s Premier Cricket, Both To Support The Vicspirit And To Grow The Women‟s Game At Club Level ...... 20

3. CONCLUSION ...... 24

Page 1 of 24 

Table of Contents Premier Cricket Review 2009 - 2010 August 2010

1. EXECUTIVE SUMMARY

1.1 INTRODUCTION

As a result of feedback from several forums and meetings in recent years (both formal and informal) about the structure and purpose of Premier Cricket, as well as the growing impact of various other industry and social influences on cricket, it was resolved at the October 2009 Delegates‟ meeting to conduct a formal review, including consideration of a model for Premier Cricket into the future. The review was designed to cover both men‟s and women‟s cricket.

This review has now been undertaken by a Committee comprising 3 senior CV staff, 3 CV directors, 2 current player-coaches (1 male, 1 female), representatives from the VWCA and an independent consultant/facilitator. A full listing of Committee members is contained later in this report, as is a summary of the consultation activities and process.

The report is strategic, rather than operational, in nature. It attempts to set out the vision and key principles that should drive the evolution of Premier Cricket in future, with development and implementation of specific initiatives to be done later within this framework.

Whilst the review concentrates on Premier Cricket, the Committee recognises that there would be consequential effects on affiliates (in particular VWCA, VSDCA, VCCL and VMCU) within the strategies outlined in this report.

In general, the Committee identifies the need for Premier Clubs to work with local affiliates to deliver necessary community and cricket outcomes. This has started to a degree with a Pennant Committee representative on the Game Development Committee since mid-2009. The development of Regional Local Councils within the cricket family is supported and seen as an important initiative, particularly in the developing growth areas. The formation of Club and Region strategic plans that align with CV‟s objectives is a logical next step in development.

This report is now final and will be put to Delegates for formal approval at the October 2010 meeting.

1.2 KEY FINDINGS

Following consideration of all information and feedback from consultation, the key findings of the Committee were:

. Premier Cricket is the link between community and elite cricket, and the custodian of the top club level of the game: „the top of the bottom‟ and „the bottom of the top‟.

. At present Premier Cricket has a number of strengths, but also significant opportunities it needs to embrace and challenges it needs to respond to, especially: — The emergence of T20 as a popular and relevant form of the game; — The rapid growth of Melbourne, and especially projected population growth and urban spread over the next ten to fifteen years in areas currently unrepresented by Premier Cricket;

Page 2 of 24 

Executive Summary Premier Cricket Review 2009 - 2010 August 2010

— The increasing cost of facilities and growing trend of councils looking for a more demonstrable „return on investment‟ from supported sporting clubs and associations; — The aggressive competition from other sports for facilities and young athletes, especially soccer, which has moved into the summer space for its national league and now lower level regional competitions; — The resulting need to manage council relationships and optimise ground usage; — Ongoing difficulty for many clubs in attracting and retaining volunteers; — Limited connection with junior competitions; and — Limited depth of the women‟s game when it is crucial to the growth of the sport.

. As a result, the Review Committee has identified four strategic priorities for Premier Cricket (in no particular order): 1. The need to increase the prominence of T20 within Premier Cricket and associated Pathway programs. 2. The need to increase accessibility to Premier Cricket for players from the current and future growth areas of Melbourne. 3. The need for Premier Clubs to be more closely connected to, and reflective of, the community in order to maximise government & local council support for cricket and Premier Clubs (hence ensure sustainability of infrastructure, grounds, volunteers etc) and also improve CV‟s return on investment. 4. The need to increase the quality and stability of Women‟s Premier Cricket, in order to support the VicSpirit, and grow the women‟s game at club level (rather than relying solely on centralised programs).

1.3 VISION FOR PREMIER CRICKET

Acting on these strategic priorities will deliver our proposed vision for Premier Cricket: A healthy, vibrant and competitive Premier Club Competition that: . Is a crucial part of the Victorian cricket pathway. . Reaches various communities within Melbourne’s future population (5 million by 2026). . Is made up of clubs with high quality facilities that are inclusive of men, women, boys and girls and attracts strong community involvement and support. . Includes expanded forms of cricket appealing to a wider audience and participants. . Allows cricket to attract the next generation of volunteers and compete favourably against other sports.

1.4 RECOMMENDATIONS

Flowing from the identified strategic priorities, the Review Committee believes the following recommendations will assist in delivering the vision as described above, and so align with the Strategic Plan and the overall objective of Victoria being Australia‟s Leading Cricket State.

As above, the recommendations are for the most part at a strategic high level and so „in principle‟ support only is sought – it is recognised that the operational implementation of some will require much more work and further approvals from Members in due course (eg. the establishment of a

Page 3 of 24 

Executive Summary Premier Cricket Review 2009 - 2010 August 2010 new club will need a robust business case and a 75% approval majority of Delegates on each occasion as per the CV Constitution).

The recommendations are:

1. Introduce T20 into Premier Cricket regular competition subject to Pennant Committee recommendations, but in principle: . apply to all 4 grades . count for premiership points and club championship (Note: Delegates have already approved this action for the 2010-11 season at the July 2010 meeting.)

2. Ensure Premier Cricket is and continues to be readily accessible across Melbourne as the metropolitan area expands, in particular incorporating identified growth areas currently unrepresented in Premier Cricket as and when there is a sound case to do so, via either existing club relocations or admission of new clubs to the competition.

3. Expand the competition to up to 20 teams in the medium to long term to achieve recommendation 2, noting that 75% majority vote of members is required to admit each and every new Member Club as and when proposed.

4. Recognising that „one size doesn‟t fit all‟, encourage clubs, through incentives linked to specific strategic outcomes (eg. junior development, women‟s cricket, engagement with Regional Councils, strategic planning), to develop broader and deeper community links, and so provide better „return on investment‟ for both councils/key supporters and CV (ie. the „Model Future Club‟ concept). (Note: Clubs would continue to receive the current distribution as a minimum. The ‘Model Future Club’ is defined further in section 2.8.)

5. That Men‟s Premier Clubs adopt the concept of organically growing women‟s divisions, aligning with existing women‟s teams and/or establishing new teams, in order to strengthen the depth and stability of Women‟s Premier Cricket and women‟s cricket in general. (Note: CV to assist clubs via a 10 year plan including pathway extension programs, separate short-term T20 competitions etc.)

6. That the report be adopted in general.

Page 4 of 24 

Executive Summary Premier Cricket Review 2009 - 2010 August 2010

2. BACKGROUND TO REVIEW, FINDINGS AND RECOMMENDATIONS

2.1 OBJECTIVES

The objectives of the review agreed with Delegates in late 2009 were:

. To review the role and objectives of Premier Cricket (Men‟s & Women‟s) within the elite cricket structure and the community.

. To consider and develop the model for Premier Cricket in the future, taking into consideration: — Relationship with Victorian representative teams, squads and High Performance programs; — Relationship with other competitions - ie. VSDCA and community (VWCA, VMCU & VCCL where applicable); — Regional representation and future growth areas; — The profile of a model Premier Club – eg. governance, financial health, men‟s/women‟s/ junior teams, other Criteria Assessment terms; — Maximising Government & Local Council support for cricket and Premier Clubs; — Sustainability of infrastructure, grounds, etc.; — Providing a framework for the competitions, including appropriate quality of facilities, turf , umpires, administrators etc.; — Review of capital and operating expenditure requirements for the competitions; and — Capacity to attract and retain volunteers in the future.

2.2 COMMITTEE PERSONNEL

The following Committee members were engaged to conduct the review:

. Andrew Jones - Independent Chairman/Facilitator & Consultant . Russell Thomas – CV Elected Director & Former Pennant Committee Chairman . Paul Jackson – CV Appointed Director . Jim Higgs – CV Elected Director . Alanna Duffy* – VWCA Director & Barrister . Adam Dale – Current Men‟s Premier Player/Coach . Mel Jones – Current Women‟s Player/Coach . Shaun Graf – CV GM Cricket (High Performance) . John Watkin – CV GM Game Development . Tony Dodemaide – CV CEO (ex-officio)

* Ms Duffy resigned from the Committee in April 2010, with Ms Claudia Fatone and Ms Julie Savage contributing thereafter on VWCA/women’s cricket issues.

Page 5 of 24 

Background to Review, Findings and Recommendations Premier Cricket Review 2009 - 2010 August 2010

2.3 REVIEW PROCESS AND CONSULTATION

The review process has included:

. Consideration of information and research into Premier Cricket and its major influences, including a recap of past reviews conducted along similar lines over the past twenty years or so.

. Significant stakeholder consultation, including meetings and forums with: — Premier Club Presidents — Premier Club Delegates — The Pennant Committee — The VWCA Board — The VSDCA, VMCU and VCCL — The Cricket Victoria Board — Selected Local Government representatives — A cross-section of Victorian cricket community via open invitation to a stakeholder forum held at the MCG on Saturday May 28th 2010

. Numerous Committee discussions, commencing with two half-day workshops at the 2009 Boxing Day Test, and continuing with regular meetings through to September 2010.

2.4 ROLE OF PREMIER CRICKET

The starting point for the review was to define and/or clarify the role of Premier Cricket.

2.4.1 2007-2011 STRATEGIC PLAN

The 2007-2011 Strategic Plan – „Bringing Cricket to All Victorians‟ demands, relevantly, that we:

. Maintain Premier cricket as a healthy, vibrant and competitive club competition, and a crucial part of the Victorian cricket pathway.

. Successfully integrate and grow women‟s club cricket (and maintain/increase our focus on female participation in cricket generally).

. Ensure sustainability of grounds in conjunction with government and other sports, including: — greater utilisation of current facilities — new facilities in growth areas

. Match game and competition formats to the needs and interests of participants. For example, increase participation in non-traditional game formats such as Twenty20.

. Actively promote participation, including playing, coaching, umpiring & administration.

. Continue to encourage greater participation from community groups who historically have not been involved in cricket1

1 See „Bringing Cricket to All Victorians‟, Cricket Victoria‟s 2007-11 Strategic Plan Page 6 of 24 

Background to Review, Findings and Recommendations Premier Cricket Review 2009 - 2010 August 2010

2.4.2 ANALYSIS OF CURRENT SITUATION – 2009-10 SNAPSHOT

WHERE DOES PREMIER CRICKET STAND STRATEGICALLY AT PRESENT?

Premier Cricket has a number of strengths:

. Well-established men‟s competition with a mix of long-standing and expansion clubs.

. With access to established infrastructure and turf grounds.

. Surrounded by a strong network of affiliated clubs and associations.

. Solid talent-ID structure of regional Pathways supported by aligned Premier Clubs.

. Supported by significant central funding for operations (including administrators and coaches) and facilities.

. Assisted by loyal and willing volunteers.

. Operating in the State with the highest participation rate in Australia.

. In a sport which is growing in global opportunities and showing signs of becoming increasingly attractive to elite young athletes.

In the Committee‟s view, Premier Cricket also has significant opportunities it needs to embrace and challenges it needs to respond to, especially:

. The emergence of T20 as a popular and relevant form of the game, especially for the younger generation of cricketers, including females.

. The ongoing growth of Melbourne, with a population of 5 million anticipated by 2026 (up from 3.7 million in 2006). 60% of this growth will be concentrated in 5 growth corridors, being Casey/Cardinia, Hume, Melton, Whittlesea and Wyndham. Only Casey is represented in Premier Cricket at present.

. The increasing cost of facilities, especially the establishment and maintenance of new turf grounds, and increased competition for facilities usage and funding from other sports (and passive recreations). — Relationships with councils and partner football clubs (in the majority of cases) are crucial in managing a sustainable club with appropriate quality of facilities for Premier Cricket; — So too is optimised ground usage, ie. greater and broader use.

. Ongoing difficulty in attracting and retaining volunteers, when responsibilities and demands from the community and various stakeholders continue to increase.

. Limited connection with junior competitions, creating unnecessary breaks, or at least the risk of breaks, in the Pathway for young cricketers.

. Limited depth of the women‟s game, in circumstances where it is crucial to the growth of the sport.

Page 7 of 24 

Background to Review, Findings and Recommendations Premier Cricket Review 2009 - 2010 August 2010

2.4.3 FUTURE ROLE – SEASON 2010-11 AND BEYOND

It was evident to the Committee that Premier Cricket remaining a key part of the elite Pathway should be a fundamental part of its future role:

. It is the link between centralised and regional youth programs and representative squads, and Futures League, 2nd XI, state/national academies and first-class cricket.

. It also provides a path for senior players to the Bushrangers and VicSpirit who were not „in the system‟ from an early age.

. The best players typically are developed by a combination of CV and their club.

However, it is equally clear that Premier Cricket is no longer the sole „finishing school‟ prior to first- class or senior representative cricket:

. Centralised and regional representative programs have increased in prominence, eg. CV Academy programs, Futures League, 2nd XI and Centre of Excellence programs.

. Rookie contracts also bring the highest-potential young players into the professional system at an earlier age.

. Centrally contracted players do not, and cannot, play as much Premier Cricket as they used to (the best players playing 50+ days of domestic cricket each summer), and this is unlikely to change.

There is also a community dimension to Premier Cricket that should be acknowledged:

. The vast majority of players in the competition are not professional, nor will most progress to State level, and so the competition cannot be totally focused on producing first-class players. Clubs can and should aim to be successful in other ways besides on-field and representative player achievements.

. Most Premier Clubs rely on local government and community support. There are exceptions, including Melbourne CC, Melbourne Uni CC and Hawthorn-Monash Uni CC, who have their own defined communities, facility suppliers and supporters. (These cases also emphasise that a „one size fits all‟ approach is not necessarily appropriate.)

Premier Cricket can therefore be seen as the link between community and elite cricket, and the custodian of the top club level of the game: „the top of the bottom‟ and „the bottom of the top‟.

2.5 RESULTING STRATEGIC PRIORITIES - SUMMARY

In looking towards the desired future role for Premier Cricket, the Review Committee has identified four strategic priorities for Premier Cricket (in no particular order):

. The need to increase the prominence of T20 within Premier Cricket and associated Pathway programs.

. The need to increase accessibility to Premier Cricket for players from the current and future growth areas of Melbourne.

Page 8 of 24 

Background to Review, Findings and Recommendations Premier Cricket Review 2009 - 2010 August 2010

. The need for Premier Clubs to be more closely connected to, and reflective of, the community in order to maximise government & local council support for cricket and Premier Clubs (hence ensure sustainability of infrastructure, grounds, volunteers etc) and improve CV‟s return on investment.

. The need to increase the quality and stability of Women‟s Premier Cricket, in order to support the VicSpirit, and grow the women‟s game at club level (rather than relying solely on centralised programs).

2.6 STRATEGIC PRIORITIES – REASONING AND DETAIL

The following describes in greater detail the background and reasoning behind each of the Strategic Priorities and subsequent recommendations.

2.6.1 STRATEGIC PRIORITY 1: THE NEED TO INCREASE THE PROMINENCE OF T20 WITHIN PREMIER CRICKET AND ASSOCIATED PATHWAYS

BACKGROUND

It is abundantly clear that Twenty20 cricket is the biggest development in cricket since the Packer Revolution, to the extent that it is now, or soon may be, the most popular (and commercially valuable) form of professional cricket:

. On the world stage, we‟ve seen the introduction of the IPL, Champions League and World Twenty20. The IPL alone now reaches hundreds of millions of television viewers, while the Champions League T20 has given the Victorian Bushrangers global exposure. T20 has been so successful globally that the 50-over form of the game is under pressure at international level2.

. Domestically, the 2009-10 KFC Big Bash was a runaway success, to the extent it arguably overshadowed the second half of the international season. CA intends to expand KFC Big Bash to 8 teams in the next 1-3 years, possibly including a second team in Victoria.

. T20 will be the main televised format for elite women‟s teams, including domestic and international double-headers, as evidence by the recent telecast of the World Twenty20 finals for men and women.

. Players are increasingly making their reputations through T20, and we are likely to see the emergence of dedicated T20 specialists, with implications for the High Performance pathway.

. The format is attracting commercial sponsors even at grass-roots level (eg Sungold competition in and around Warrnambool)

. Overall, T20 is introducing a whole new audience to cricket, especially females and young people. It is also potentially a driver of significantly increased participation, community involvement and possibly commercial returns at club level.

2 Witness CA‟s recent ODI review Page 9 of 24 

Background to Review, Findings and Recommendations Premier Cricket Review 2009 - 2010 August 2010

All of these trends have implications for Premier Cricket. In particular, Premier Cricket needs to embrace T20 as a legitimate – indeed core – form of the game. It must become a material part of the competition fixture and, as a result, a core part of clubs‟ training and development activities. (The Committee acknowledges that this has already started to occur.)

At the same time, the Committee is mindful of the existing burden on volunteers and players, and the need to retain both in the game.

CONCLUSIONS

With these factors in mind, the Committee considered that an appropriate response by CV and its Premier competition should contemplate:

. Increasing the number of T20 fixtures in Premier Cricket, at the expense of 50/50 fixtures, starting 2010-11. Exact model to be formulated by the Pennant Committee, but: — To include all 4 Grades with T20 counting for premiership and club championship points; — In general, current level of playing days to be maintained.

. CV and the Pennant Committee may also wish to consider „windowing‟ the Premier Cricket competition, eg: — Play 50/50 in early season (October/December), with 2nd XI and Futures League used to provide longer-form matches for potential Bushrangers; — Play T20 in November/December, leading into the Big Bash; — Play 2 dayers after Christmas (alternatively play 2 dayers before Xmas and 50/50s in the New Year).

. CV to investigate a region-based competition in addition to Premier Cricket for aspirational T20 players. Exact format could take a number of forms, eg: — Played on Sundays and/or midweek evenings up to Xmas, to coincide with run-in to Big Bash; — Players drawn from Premier and/or VSDCA clubs with selections merit/performance-based; — Could be Greater Melbourne or all 16 Zones; — Although outside Premier Cricket, Premier Clubs could use tournament to scout players.

2.6.2 STRATEGIC PRIORITY 2: THE NEED TO INCREASE ACCESSIBILITY TO PREMIER CRICKET FOR PLAYERS FROM THE CURRENT AND FUTURE GROWTH AREAS OF MELBOURNE

BACKGROUND

Premier Cricket, as the conduit to the upper echelons of the sport, needs to be reasonably accessible to the entire Melbourne community, including new and developing communities. This is clearly in the best interests of Victorian cricket:

. Assuming talent is evenly distributed by population, we will only attract the best talent to Premier Cricket (hence the Bushrangers and beyond) if it is reasonably accessible to players (and parents) no matter where they live in Melbourne.

Page 10 of 24 

Background to Review, Findings and Recommendations Premier Cricket Review 2009 - 2010 August 2010

. At the same time, local councils, including in growth areas, have greater incentive to build and maintain high-quality facilities if the relevant club is playing, or has a realistic opportunity in future of playing in Premier Cricket. Not only does Premier Cricket give local areas (and the two universities) profile across Melbourne, it gives local residents (and students) a direct path to State and International cricket.

With this in mind, Premier Cricket needs to account for, and adapt to, the expected growth of Melbourne. At present, Premier Cricket serves Central Melbourne, the East and Southeast well. However it is under-represented in the North and West. This is particularly so given the Victorian Government‟s projections for growth over the next 20 years.

The table on the following page sets out the expected population growth in all Victorian Local Government Areas (LGAs), arranged in order of expected total population increase. LGAs with expected growth in excess of 50,000 people are highlighted.3

3 Source: Victorian Government Department of Planning and Community Development, „Victoria in Future 2008 – Population Projections‟. See http://www.dse.vic.gov.au/dse/dsenres.nsf/linkview/bd4ef8a400a9e6deca256d8d00151a4f775206e3e0281595ca256f0e0013c1fb Page 11 of 24 

Background to Review, Findings and Recommendations Premier Cricket Review 2009 - 2010 August 2010

Estimated Resident Population Victoria in Future 2008 Projections Local Government Areas

Population as at June 30th Change 2006-2026 Cumulative % % of total of total LGA LGA Name 2006 2026 Persons % Change increase increase Victoria 5,128,310 6,711,190 1,582,880 31% 100% 27260 Wyndham (C) 116,001 277,660 161,659 139% 10% 10% 21610 Casey (C) 222,236 370,249 148,013 67% 9% 20% 27070 Whittlesea (C) 129,525 248,042 118,517 92% 7% 27% 24650 Melton (S) 80,911 198,293 117,382 145% 7% 34% 23270 Hume (C) 153,729 251,079 97,350 63% 6% 41% 21450 Cardinia (S) 58,559 147,984 89,425 153% 6% 46% 24600 Melbourne (C) 81,478 164,781 83,303 102% 5% 52% 22750 Greater Geelong (C) 205,929 269,653 63,724 31% 4% 56% 22620 Greater Bendigo (C) 96,741 135,435 38,694 40% 2% 58% 22170 Frankston (C) 121,587 155,813 34,226 28% 2% 60% 20570 Ballarat (C) 88,437 118,752 30,315 34% 2% 62% 25900 Port Phillip (C) 90,458 118,616 28,158 31% 2% 64% 25340 Mornington Peninsula (S) 140,849 166,995 26,146 19% 2% 66% 22670 Greater Dandenong (C) 130,751 156,689 25,938 20% 2% 67% 25250 Moreland (C) 142,325 168,007 25,682 18% 2% 69% 24970 Monash (C) 169,829 193,650 23,821 14% 2% 70% 23430 Kingston (C) 139,978 163,754 23,776 17% 2% 72% 24850 Mitchell (S) 32,040 55,290 23,250 73% 1% 73% 21110 Boroondara (C) 162,285 184,344 22,059 14% 1% 75% 21890 Darebin (C) 133,816 154,477 20,661 15% 1% 76% 21180 Brimbank (C) 174,746 194,703 19,957 11% 1% 77% 24410 Maroondah (C) 102,478 120,247 17,769 17% 1% 78% 26980 Whitehorse (C) 151,233 168,080 16,847 11% 1% 79% 24330 Maribyrnong (C) 66,145 82,958 16,813 25% 1% 80% 26350 Stonnington (C) 95,235 111,501 16,266 17% 1% 81% 20830 Baw Baw (S) 38,484 53,769 15,285 40% 1% 82% 27350 Yarra (C) 73,501 88,231 14,730 20% 1% 83% 23670 Knox (C) 152,388 167,076 14,688 10% 1% 84% 22310 Glen Eira (C) 129,576 144,228 14,652 11% 1% 85% 20740 Bass Coast (S) 27,524 41,919 14,395 52% 1% 86% 24130 Macedon Ranges (S) 39,989 54,119 14,130 35% 1% 87% 20660 Banyule (C) 119,347 132,835 13,488 11% 1% 88% 24210 Manningham (C) 115,702 128,970 13,268 11% 1% 89% 23110 Hobsons Bay (C) 84,820 97,792 12,972 15% 1% 90% 22110 East Gippsland (S) 41,361 54,224 12,863 31% 1% 90% 22830 Greater Shepparton (C) 59,202 71,509 12,307 21% 1% 91% 26490 Surf Coast (S) 22,802 34,781 11,979 53% 1% 92% 25060 Moonee Valley (C) 106,753 118,163 11,410 11% 1% 93% 20910 Bayside (C) 91,726 103,045 11,319 12% 1% 93% 27170 Wodonga (RC) 34,504 44,337 9,833 28% 1% 94% 27450 Yarra Ranges (S) 144,993 153,308 8,315 6% 1% 94% 25150 Moorabool (S) 26,445 34,710 8,265 31% 1% 95% 26730 Warrnambool (C) 31,501 39,229 7,728 25% 0% 95% 22490 Golden Plains (S) 17,077 24,378 7,301 43% 0% 96% 25710 Nillumbik (S) 62,022 69,281 7,259 12% 0% 96% 26810 Wellington (S) 41,591 47,283 5,692 14% 0% 97% 23810 Latrobe (C) 72,075 77,505 5,430 8% 0% 97% 21370 Campaspe (S) 37,437 42,590 5,153 14% 0% 97% 25430 Mount Alexander (S) 17,656 22,806 5,150 29% 0% 98% 24900 Moira (S) 27,946 32,920 4,974 18% 0% 98% 26170 South Gippsland (S) 26,675 31,024 4,349 16% 0% 98% 24780 Mildura (RC) 51,824 55,523 3,699 7% 0% 99% 24250 Mansfield (S) 7,445 10,914 3,469 47% 0% 99% 26700 Wangaratta (RC) 27,318 30,457 3,139 11% 0% 99% 22910 Hepburn (S) 14,235 17,159 2,924 21% 0% 99% 23350 Indigo (S) 15,367 17,873 2,506 16% 0% 99% 21750 Colac-Otway (S) 21,030 23,116 2,086 10% 0% 99% 25490 Moyne (S) 16,002 17,958 1,956 12% 0% 100% 25620 Murrindindi (S) 14,179 15,944 1,765 12% 0% 100% 23190 Horsham (RC) 19,098 20,829 1,731 9% 0% 100% 20110 Alpine (S) 12,574 14,152 1,578 13% 0% 100% 21010 Benalla (RC) 13,968 15,536 1,568 11% 0% 100% 22410 Glenelg (S) 20,525 21,961 1,436 7% 0% 100% 25990 Pyrenees (S) 6,772 7,982 1,210 18% 0% 100% 26430 Strathbogie (S) 9,615 10,547 932 10% 0% 100% 26610 Swan Hill (RC) 21,285 22,091 806 4% 0% 100% 21830 Corangamite (S) 17,171 17,884 713 4% 0% 100% 21670 Central Goldfields (S) 12,739 13,441 702 6% 0% 100% 20260 Ararat (RC) 11,653 12,178 525 5% 0% 100% 26260 Southern Grampians (S) 17,187 17,709 522 3% 0% 100% 29399 Unincorporated Vic 767 1,005 238 31% 0% 100% 26080 Queenscliffe (B) 3,150 3,349 199 6% 0% 100% 26670 Towong (S) 6,247 6,020 -227 -4% 0% 100% 23940 Loddon (S) 8,095 7,774 -321 -4% 0% 100% 22250 Gannawarra (S) 11,665 10,810 -855 -7% 0% 100% 21270 Buloke (S) 7,080 6,008 -1,072 -15% 0% 100% 22980 Hindmarsh (S) 6,235 5,124 -1,111 -18% 0% 100% 26890 West Wimmera (S) 4,614 3,474 -1,140 -25% 0% 100% 25810 Northern Grampians (S) 12,330 10,980 -1,350 -11% 0% 100% 27630 Yarriambiack (S) 7,742 6,310 -1,432 -19% 0% 100%

Page 12 of 24 

Background to Review, Findings and Recommendations Premier Cricket Review 2009 - 2010 August 2010

It is clear from this table that the 5 major growth corridors in Melbourne are Casey/Cardinia, Wyndham, Whittlesea, Melton and Hume, with material growth also expected in the City of Melbourne and Greater Geelong. In absolute terms, Casey, Wyndham, Geelong, Hume, Whittlesea and Melton will be the biggest 6 LGAs in Greater Melbourne, ranging from 198,000- 370,000 people. An interesting comparison is that the current population of the State of Tasmania is about 500,000 and the ACT 350,000.

In the Committee‟s view it is vital that these growth areas are represented in Premier Cricket at some stage. With Geelong, Casey/Cardinia and the City of Melbourne all adequately served by existing clubs, this implies extending the competition at a suitable time to Wyndham, Whittlesea, Melton and Hume. These 4 growth areas alone will account for more than 30% of Victoria‟s total population growth in the next 20 years, and more than 40% of Melbourne‟s.4

The Committee also believes that cricket must stake its claim to these areas now. Although population growth will be gradual over the next two decades, facilities planning is taking place now, and cricket needs to „grab the grass‟ as soon as possible, especially so for facilities that will immediately, or in future, have to meet the Criteria Assessment for Premier Cricket. As the Casey experience has demonstrated, councils are willing to invest in quality new facilities for communities if sports are prepared to provide a good „value proposition‟ to them and their new residents. Local access to elite sporting pathways is an attractive proposition, as it enhances the „liveability‟ of the area.

What are the implications of this growth for existing clubs?

. The Committee recognises that existing clubs serve as guardians of cricket‟s privileged assets, including its facilities and also its loyal administrators, volunteers and players.

. It is clear as well that much good work is being done at present by a number of Clubs to support the Pathway program and develop junior players of promise from some of the areas in question, obviously with a natural incentive for talent recruitment (eg. Footscray Edgewater CC‟s efforts in the Wyndham area). Installing or promoting a new Club in an area previously unrepresented directly would change the competitive landscape in this regard, as it has in the past when other new Clubs have been admitted in areas of fertile talent (eg. Frankston Peninsula CC and Geelong CC).

. As Melbourne continues to grow, however, it is believed that expanding the competition at the appropriate time won’t dilute the standard in the long-term. Extending the competition’s geographic reach means we will attract players who wouldn’t otherwise play Premier Cricket or leave prematurely due to the effort required, and provide opportunities for the new talent that will inevitably rise from a greater population base and positive Game Development efforts.

. Therefore we propose to increase the reach of Premier Cricket, either by encouraging relocations for current Clubs willing to consider a move (especially those who, for whatever reason, may find it harder over time to fulfil the terms of the Criteria Assessment in inner-city locations) or expand the competition when the business case is compelling enough to do so.

4 The figure for Melbourne is over 60% once Casey and Cardinia are included. Page 13 of 24 

Background to Review, Findings and Recommendations Premier Cricket Review 2009 - 2010 August 2010

. The Committee believes that a promotion/relegation system is not appropriate, as it works contrary to a geographically representative growth strategy. (If applied in Sydney, for example, it would have resulted in relegation of clubs in some of Sydney‟s growth areas, such as Blacktown – a highly undesirable outcome strategically.)

CONCLUSIONS

With these factors in mind, the Committee considered that an appropriate response by CV and its Premier competition should contemplate:

. Incorporating a genuine Premier Cricket presence in the 4 currently unrepresented growth areas at the appropriate time: — Hume — Melton — Whittlesea — Wyndham

. Be prepared to expand the competition up to 20 teams over time. — This would help alleviate the need for forced mergers or relocations, especially if clubs continued to be sustainable and viable in their own particular circumstances; — However, incentives should be offered to create additional capacity through relocation or merger for clubs that do consider sustainability will be a future challenge5; — Criteria Assessment should also be enforced to ensure compliance by existing clubs and maintenance of Premier Cricket quality; — Note that new teams could, but don‟t necessarily need to, come from the VSDCA Competition. — Timing of entry to growth areas would depend on the circumstances in each area (e.g. population and population growth rate, current facilities situation and strategy, whether an existing Premier Club is relocating there vs. whether a local club is being promoted vs. whether a new club is being established, the disposition and preferences of the local council, the strength of junior and community cricket etc.) and be subject to preparation of an appropriate “business” case by CV and/or the club seeking to represent the area — Admission of any and every new club would of course continue to require 75% majority vote of members

. Realign Pathway programs and regional boundaries accordingly. — This will encourage local alignments without stifling appropriate competition between clubs; — Note that the Regional Review Committee and CV Board have already endorsed the changed Regions, and CV-CA have recently joint-funded additional participation growth officers in two of the identified growth corridors (Casey-Cardinia and Wyndham).

5 The exact incentives available will be determined by the Board on a case by case basis, but initial indications are that they will be similar in scope and magnitude to those offered in the past, e.g. a combination of greenfield facilities grants, other capital grants, transition periods of “double dividends” (for mergers), and/or loans for initial funds as required. Page 14 of 24 

Background to Review, Findings and Recommendations Premier Cricket Review 2009 - 2010 August 2010

2.6.3 STRATEGIC PRIORITY 3: THE NEED FOR PREMIER CLUBS TO BE MORE CLOSELY CONNECTED TO, AND REFLECTIVE OF, THE COMMUNITY, IN ORDER TO MAXIMISE GOVERNMENT & LOCAL COUNCIL SUPPORT AND IMPROVE CV’S RETURN ON INVESTMENT

BACKGROUND

For Premier Cricket to prosper over the long-term it is vital for it to retain the support of local authorities, in particular local councils (but also universities etc.). In the Committee‟s view, based on feedback from cricket stakeholders and councils themselves, we need to be more strategic in how we do this:

. Cricket is an expensive sport for local authorities to support, especially on a per-user basis. Compare, for example, the annual cost of providing 2 high-quality turf grounds for the 44 weekly players at a Men‟s Premier Cricket Club to the cost of providing a block of netball courts serving hundreds (even thousands) of players per week, or a soccer pitch hosting multiple matches each Saturday and Sunday without the need for labour-intensive centre preparation.

. Competition for facilities is also intense: — Melbourne‟s population is growing in all areas (as shown above), increasing pressure on open space generally; — Cricket faces competition from other sports, in particular soccer (which is now played in summer as well as winter) and AFL, which continues to put pressure on our grounds via its desired season length, requests for grounds without turf wicket blocks, and through attempted renegotiation of what it perceives as anachronistic ground-sharing arrangements with a number of Premier Cricket Clubs; — Cricket also faces competition at local level from passive recreations and their associated interest groups. This is especially the case in new developments, where including passive space in community masterplans can be more cost-effective for property developers than including new sports facilities.

. Finally, council resources are scarce, and as a result we can expect local authorities to look more closely at their return on investment, in particular the return to their local (rate-paying) community.

Premier Cricket therefore needs to do more than rely on tradition to justify its use of council resources, or our facilities risk being compromised. In particular, the Committee believes that Premier Cricket needs to:

. Broaden its appeal, and deepen its links, to the community, including men and women, boys and girls, and people of non-Anglo backgrounds. — Expanding to include women, junior boys and girls satisfies community objectives and will dramatically strengthen our position (and perception) with councils; — We believe it will also increase clubs‟ pool of potential players and volunteers; — Increasing utilisation of grounds potentially protects existing assets and should assist with improving conditions over time.

. Actively manage its relationship with local councils, to protect existing infrastructure and secure Page 15 of 24 

Background to Review, Findings and Recommendations Premier Cricket Review 2009 - 2010 August 2010

appropriate future investment. — The CV Board‟s decision to recruit a Government Relations Manager will assist clubs in this.

. In general, make a genuine effort to connect with local communities.

In a similar vein, while Premier Cricket clubs are entitled to a dividend from Cricket Victoria, it is reasonable to ask them to serve CV‟s strategic goals in exchange, especially when considering any additional investment. These strategic goals include:

. Maintaining Premier Cricket as a healthy, vibrant and competitive club competition, and a crucial part of the Victorian cricket pathway.

. Successfully integrating and growing women‟s club cricket (and maintain/increase our focus on female participation in cricket generally).

. Ensuring sustainability of grounds in conjunction with government and other sports, including: — Greater utilisation of current facilities; — New facilities in growth areas.

. Matching game and competition formats to the needs and interests of participants. For example, increase participation in non-traditional game formats such as Twenty20.

. Actively promoting participation, including playing, coaching, umpiring & administration.

. Continuing to encourage greater participation from community groups who historically have not been involved in cricket.

Continuing the theme of local linkages, the Regional Review Committee has developed a revised concept for the Regional Councils in each region, which envisages Premier Clubs being involved more broadly in the administration and promotion of cricket in their region (see diagram below). This has CV Board approval and the Premier Cricket Review Committee endorses the concept.

Page 16 of 24 

Background to Review, Findings and Recommendations Premier Cricket Review 2009 - 2010 August 2010

MODEL FOR A REGIONAL COUNCIL

Charter Address region specific issues and provide optimum of CA, CV and Affiliates programs and policies Objectives . Coordinated approach to region cricket (including councils) . Capitalise on economies of scale . Assist Regions to successfully undertake and meet individual objectives and responsibilities Membership 1 person per member

A UNITED CRICKET FACE

In saying all this, the Committee also acknowledges that „one size does not fit all‟ when it comes to Premier Clubs, eg. the model for „destination‟ clubs (eg. Melbourne/Melbourne University/ Hawthorn-Monash University) may be different to that of region-based clubs (such as Ringwood and Dandenong).6 Instead:

. The competition as a whole must serve Cricket Victoria‟s goals ie. competition of an appropriate standard, with sustainable clubs and facilities, accessible to all aspiring cricketers in Melbourne, and closely linked to the community.

. All clubs individually must comply with the Criteria Assessment.

. Each club must develop a strategy that works for it over the long-term. — To this end, the Committee believes the Criteria Assessment should include a requirement for all clubs to develop or update a current strategic plan, with the assistance of CV, that details their place in Premier Cricket and specific contribution to CV‟s goals.

Similarly, in relation to the Regional Councils, each Region will have its own issues that inform the structure and running of the council: again, „one size won‟t fit all‟.

The Committee is also mindful of not over-burdening existing club administrators and volunteers. However, as stated above, we believe that by broadening their base, and deepening their community engagement, Premier Clubs will actually find it easier to find and retain volunteers over

6 That said, the principles of active stakeholder management and demonstrated community engagement apply equally to university clubs given the funding pressures universities now face. They will also serve their own distinct communities e.g. residential students, international students etc. Page 17 of 24 

Background to Review, Findings and Recommendations Premier Cricket Review 2009 - 2010 August 2010 the long-run, as well as protect their facilities and increase their financial base. Evolving towards the „Model Future Club‟ set out in the recommendations section below is therefore, we believe, in the best interests of most clubs.

CONCLUSIONS

With these factors in mind, the Committee considered that an appropriate response by CV and its Premier competition should contemplate:

. Encouraging clubs to develop along the lines of the following model over time (the „Model Future Club‟): — 4 x Premier Men‟s teams (competition on Saturdays and some Sundays). — Linked to junior boys‟ cricket through one or more of:  Alliance(s) with local junior club(s) and association(s);  Club-run junior coaching programs7. — 2 x senior Women‟s teams (competition on Sundays or Saturdays using main grounds) with the ultimate aspiration that they eventually compete in Premier competition;otherwise genuine links with another women‟s club.  Only a few Premier Clubs could have Women‟s Premier teams in the short-term – particularly given alignment with VSDCA/VTCA clubs already;  Those Men‟s Premier Clubs that do enter Women‟s Premier cricket would also be expected ultimately to have a recreational team (per the Women‟s Model Premier Club set out under Priority 4);  There will also need to be adjustments made to the fixtures/schedule for men‟s and women‟s to accommodate the Saturday & Sunday playing schedule. — 1 x club-run junior girls‟ team, eg. U14 or other links to junior girls‟ cricket.  Could be in local boys‟ or city/region-based girls‟ competition. — Minimum 2 x turf grounds to accommodate the above. — The diagram below sets out the concept graphically:

7 The best way to link to junior cricket will vary from club to club, depending on the current situation in each area. For example, existing local junior clubs may react badly to a Premier Club fielding its own teams, but welcome Academy-style coaching programs for their best players. This is a good example of „one size does not fit all‟. Page 18 of 24 

Background to Review, Findings and Recommendations Premier Cricket Review 2009 - 2010 August 2010

FUTURE PREMIER CLUB

A Model That Provides .CV financial incentives for strategic growth initiatives .Strong brand – increased community awareness Premier Club .Stronger financial and wider volunteer base .Increased facility usage .Access to council funding .Deeper club culture .Increased access to talented athletes .Competitive advantage over other sports

A STRONGER VIBRANT CLUBHOUSE HIGHLIGHTING CRICKET IN THE REGION

. CV to provide support to clubs and our volunteer base by: — Development of structured volunteer skill development programs, eg. inductions for presidents and administration managers, including understanding of corporate structure and affiliations; — Programs / advice on effective club governance; — Assistance in liaising with local government, including building effective relationships; — Assisting with programs that encourage volunteers to be involved with cricket.

. CV to continue to support the development of Premier Cricket with financial incentives: — Maintain existing general distribution to Premier Clubs; — Tie additional grants/distributions to specific strategic outcomes (eg. junior development etc.); — Specifically, offer significant financial incentives to start female teams and/or align with Women‟s Premier Clubs (see next section).

. Premier Clubs be important members within proposed Regional Councils: — Nominating one person to serve on the Regional Council as a condition of Criteria Assessment; — Leveraging established infrastructure, eg. local competitions, particularly in growth areas; — Involvement in junior development programs.

. Clubs would not be required to satisfy the all of the above but rather find their competitive niche and effective balance of sustainability whilst contributing to the strategic objectives of CV overall.

Page 19 of 24 

Background to Review, Findings and Recommendations Premier Cricket Review 2009 - 2010 August 2010

2.6.4 STRATEGIC PRIORITY 4: NEED TO INCREASE QUALITY, AND ROBUSTNESS, OF WOMEN’S PREMIER CRICKET, BOTH TO SUPPORT THE VICSPIRIT AND TO GROW THE WOMEN’S GAME AT CLUB LEVEL

BACKGROUND

Increasing the engagement and involvement of females is one of the major growth opportunities – and strategic objectives – for Australian cricket.8 This is for two reasons:

. To deliver on our vision of being Australia‟s Favourite Sport. . To grow the commercial success of the game.

When CA adopted its formal Females in Cricket strategy in 2007, the challenge was clear:

. Female cricket participation was low, at 10.5% of total cricket participation. Overall participation also skewed heavily towards younger females, with minimal participation at club level.

. Likewise, female attendance at matches was low and female TV viewership lagged AFL (an indictment, given AFL‟s relative lack of popularity in the northern States).

. Attitudes to cricket among females were troubling (if not wholly surprising): — For the majority, cricket was seen as boring, old fashioned, serious, complicated and perceived as a „male domain‟; — These attitudes were driven primarily by a lack of understanding of the game, as well as the length of the game and male-dominated media portrayal; — There was also very little awareness that the game is available to females; — Where awareness existed, women‟s cricket was not seen as appealing or aspirational due to limited encouragement from peer groups, the significant time commitment required, a lack of role models and an unfeminine image.

Increasing female participation is a key part of the strategy to address these challenges, on the basis that participation automatically increases a person‟s understanding of the game. So too is greater promotion of the Southern Stars (eg. via T20 double-headers, televised matches etc.), to provide role models and an aspirational pathway for girls, and increased usage of shorter formats of the game (such as informal formats and T20, which is rapidly becoming the major representative format of the game).

The relevance of this to Premier Cricket is threefold. It has a significant role to play in:

. Increasing female playing and non-playing participation. . Supporting the elite female pathway. . Leading the adoption of shorter formats of the game.

At present, however, Women‟s Premier Cricket is not as strong as we‟d like it to be, with just 6 clubs in First Grade and only four of these (Essendon Maribyrnong Park, Brunswick Park, Dandenong and Box Hill) fielding sides in Second Grade as well (although Bundoora Old

8 See CA‟s Strategic Plan and its „Females in Cricket Strategy‟ Page 20 of 24 

Background to Review, Findings and Recommendations Premier Cricket Review 2009 - 2010 August 2010

Paradians and Brighton District both field second teams in the recreational leagues). This reflects an ongoing malaise in women‟s club cricket nationally:

INCREASING PARTICIPATION AT JUNIOR LEVELS IS NOT TRANSLATING INTO WOMEN’S SENIOR CRICKET

Female Participation Trends

06/07 09/10

87587

64671 61083

36197 Participants

18757 20205

6129 2621

5-12 13-18 19-39 Total Age Group

13 July 2010 22

The most pressing need is therefore to increase the player base in women‟s club cricket.

To help achieve this, a new position at Cricket Victoria is proposed: that of Women‟s Cricket Strategy Manager. His/her objectives will be to:

. Build a base of players in a region-based club system.

. Specifically oversee the co-ordination and implementation of strategies identified in the Premier Cricket Review, as outlined below.

. Co-ordinate Men‟s and Women‟s club strategies to link in with broader game development initiatives.

Interested Men‟s Premier Clubs will also have a significant role to play in growing the women‟s game given their administrative strength, the quality of their facilities and their need to expand their reach per Strategic Priority 3.

CONCLUSIONS

With these factors in mind, the Committee considered that an appropriate response by CV and its Premier competition should contemplate:

. Consolidation and strengthening the current 6 team Women‟s Premier Firsts competition.

Page 21 of 24 

Background to Review, Findings and Recommendations Premier Cricket Review 2009 - 2010 August 2010

— Encourage and assist clubs to adopt the following model over time and provide resources (financial and human) to help clubs achieve and maintain this:  2 Premier teams (Firsts and Seconds);  At least one recreational team;  A junior team or junior program;  Playing facilities to the standard required for Premier Cricket;  Clubs to have active strategic plans. — Develop a strategy to link Pathway players to Premier women‟s clubs and facilitate ongoing participation.  A joint strategy between CV, VWCA and Premier Women‟s Clubs;  A Pathway extension program to be directly linked to targeted clubs (Premier women‟s and men‟s) - the aim is to further engage players not involved in club cricket; players already in the club system may need to be exempted to manage workload.

. Develop a strategy to grow the Women‟s Premier Firsts competition to an 8-team competition. Ideally, the clubs would be distributed relatively evenly across Melbourne and aligned with the Region/Pathway structure (as far as possible and without forced relocations). — This strategy needs to be a long-term one and involve a whole approach to females in cricket, not just be Premier-focused. The general idea is to grow female cricket numbers and encourage girls who are playing now to continue to play together as they move through higher age brackets. — Considerations regarding the location of clubs include region playing numbers, growth corridors, outer-lying country region access, interested Premier men‟s clubs and supportive councils.

. Also grow the number of female club teams (Premier and Recreation). — Encourage and facilitate Men‟s Premier, VSDCA clubs to establish female teams at either an open or junior level; — 10 year strategic plans would be developed to achieve this, with CV to provide financial incentives and assistance9.

. Change the competition format to reflect VicSpirit & Australian level formats (eg. T20). — Also increase its appeal to and access for younger and newer players.

. Encourage closer relationships between existing Women‟s Premier Clubs and Men‟s Premier Clubs which may assist with: — Access to top-class facilities; — Stronger links to community; — Relationships with local government authorities; — A greater understanding of both cricket communities by each other.

9 VMCU and VCCL are also encouraged to start female teams; whether there might be financial incentives to do so is outside the scope of this review Page 22 of 24 

Background to Review, Findings and Recommendations Premier Cricket Review 2009 - 2010 August 2010

CV is to provide financial incentives and assistance, acknowledging that the nature of the links will vary from club to club and should be developed to allow all parties to fulfill their obligations to the community and other stakeholders.

Page 23 of 24 

Background to Review, Findings and Recommendations Premier Cricket Review 2009 - 2010 August 2010

3. CONCLUSION

As noted in section 1, the report is intended as a strategic overview of the future direction for Premier Cricket. The Committee acknowledges there is much work in an operational sense to implement the recommendations, some of which will be staged and/or monitored over several years. Support will be required of, and delivered by, CV in a number of practical areas, for example:

. Development of detailed entry strategies for the 4 key growth areas . Quantification of relocation incentives for interested clubs . Allocation of money and development of specific criteria for “model club” grants . Assisting clubs with development of strategic plans, including for female cricket . Development of a female club cricket strategy for Melbourne. Members and Delegates will continue to be engaged in this process over time, and have regular opportunity to assess and approve (or otherwise) aspects of the competition development, such as the inclusion of new clubs and changes to balance of playing formats, as per the Articles.

The Committee believes that Premier Cricket has a vital part to play in the continued future success of Victorian cricket, though in a slightly different and broader role than has been evident in the past. It must continue to be an integral part of the Pathway to elite cricket, but at the same time connect with the local communities and wider cricket community in general, to assist with the delivery of strategic objectives within Victorian cricket. In doing so, it will provide the crucial strategic link between „elite‟ and „community‟ cricket, that is „the top of the bottom‟, as well as „the bottom of the top‟.

Finally, the Committee wishes to acknowledge the valuable feedback and engagement of the many stakeholders who have contributed to this important work.

Page 24 of 24 

Conclusion