Strategy for Queensland Cricket 2014 – 2017
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STRATEGY FOR QUEENSLAND CRICKET 2014 – 2017 STRATEGY FOR QUEENSLAND CRICKET 2014 – 2017 Australian Cricket Vision To be Australia’s favourite sport – a sport for all Australians Vision for Cricket in QLD To be Queensland’s favourite sport – a sport for all Queenslanders QLD Purpose Promote and develop the Game of Cricket QLD Values Accountability, Excellence, Integrity, Teamwork Definition Short-term aspirations: Grow and retain participation, team success, passionately engaged people Long-term aspirations: Recognised as a leading sporting organisation, Financial sustainability Imperatives for THINK BIG AND ACT ACCORDINGLY 2015- 2016 period Strong leadership Implement new High Performance model and initiatives Grow the Heat brand Cash operating surplus Innovation 2 Pillars of Australian Cricket Put fans first QLD Pillars Grow Qld Cricket’s fan base Performance targets I. Brisbane Heat to: a) Average 25k attendance per game at Gabba with 5% growth per year by end of 2017 b) Attract an average TV audience of at least 1 million viewers c) Grow Heat membership by at least 30% per annum to over 7,000 by end of 2017 d) Grow Heat hospitality revenue by at least 30% per annum by end of 2017 e) Rate in top 2 BBL team for match day fan experience f) Rate in top 2 BBL teams for fan passion II. Increase Brisbane Heat website unique visitation and time spent on site by 30% per year by end of 2017 a) Rank number 1 in BBL across all social media platforms by end of 2017 b) Grow Heat database by 20% per year by end of 2017 III. Qld Cricket to grow to 30% share of QLD sports media voice by 2016 in line with national target 3 Produce the best teams, players, competitions, Pillars of Australian Cricket coaches and officials in the world QLD Pillars Develop highly skilled teams who excel on and off the field Performance targets I. Queensland Bulls and Fire to win a domestic title by the end of 2016/17 and for QLD to produce an agreed % of players selected in Australian representative teams by the end of 2016/17. a) Male > 12% b) Female > 18% II. Brisbane Heat to be finalists each season in BBL and WBBL and to have won a championship by end 2016-17. III. Male and Female pathway teams to be competitive at national championships. a) Win greater than 50% of all matches played. b) Produce 20% of players selected in Australian representative teams. IV. Be ranked 1 or 2 in Australian cricket when benchmarked against the Australian Cricket Performance Program (ACPP) by end of 2016 – 17. 4 Increase participation substantially and Pillars of Australian Cricket inspire the next generations of players Increase participation and inspire QLD’s QLD Pillars next generation of players, fans and volunteers Performance targets I. Be the No.1 organised participation sport in Queensland with 266K participants by 2017 (11% growth) including: a) 86K Club (in2Cricket, T20Blast,club, indoor); b) 180K School (in2Cricket skills, Sporting Schools, T20BlastSchool Cups, Traditional school). II. Have 6.82K registered coaches across QLD. III. Have an increasingly diverse participant base that reflects the demographics of Queensland in terms of gender and background by 2017: a) 75K females across all programs; b) Indigenous, Multicultural and all abilities participation in line with national strategies. IV. Reach 90%+ MyCricket registration rate with complete information by 2016. V. Increase revenue to $450K through game development programs by 2017. VI. At least 30% of Queensland players named in Australian Indoor representative squads each year VII. Provide at least 2 of the National Panel umpires annually 5 Work as one team across Australian Cricket by providing Pillars of Australian Cricket world-class leadership and management to deliver our strategy Provide Strong Leadership QLD Pillars and Management Performance targets I. QC stakeholders and employees understand the strategic plan and are engaged in its implementation. II. Our vision, culture and behaviours are embraced as a way of working. III. QC has strong collaborative relationships across Australian Cricket. IV. QC has strong and productive relationships with Local and State Government and other sporting bodies. V. Risk framework is implemented. VI. Engagement surveys are conducted annually to understand our benchmarks across functions. VII. Performance, feedback and development process embedded across QC. VIII. Compliant WH&S management system and culture is embodied including a productive work environment. IX. There is a shared service culture with CA. 6 Grow investment and allocate Pillars of Australian Cricket resources to deliver our strategy QLD Pillars Grow investment in Qld Cricket Performance targets I. Deliver cash surplus and operating result as agreed by the Board. II. Brisbane Heat to grow operating profits by 5% per year. III. Increase QC Commercial profit as agreed by the Board. IV. Strategic Growth Fund delivers increased investment into Cricket in Queensland. V. Secure Brisbane Heat a new Principal and Major partnerships for a minimum of 3 years. VI. One Team project delivers outcomes that support cricket priorities. VII. Grow investment from State, Local Government and other bodies VIII. Develop a master plan for the AB precinct IX. Implement recommendation on the Pavilion Business to deliver ongoing revenue. 7.