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CSA Presentation to Parliamentary Portfolio Committee | 30 October 2018

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CSA Presentation to Parliamentary Portfolio Committee | 30 October 2018 CSA Presentation to Parliamentary Portfolio Committee | Cape Town | 30 October 2018 © COPYRIGHT CRICKET SOUTH AFRICA 2017 1. 2017/18 Integrated Annual Report 2. Financial Performance 3. Governance and related matters 4. T20 Tournament - Mzansi Super League THE BRIEF © COPYRIGHT CRICKET SOUTH AFRICA 2017 Chris Nenzani - President Beresford Williams - Non- Independent Director Thabang Moroe - Chief Executive Naasei Appiah - Acting Chief Operating Officer Lindiwe Ndziba - Head of Compliance & Company Secretarial CSA DELEGATION © COPYRIGHT CRICKET SOUTH AFRICA 2017 The CSA Board is responsible for the strategic direction of CSA through the governance framework. Our strategy is based on FIVE STRATEGIC PILLARS named below. CSA is driven by its aspirations to be the most successful and sustainable organisations in the cricket playing world. We continue to measure all our progress against these strategic goals: 1. Excellence 2. Development 3. Sustainability 4. Transformation 5. Brand promotion INTRODUCTION © COPYRIGHT CRICKET SOUTH AFRICA 2017 1. Continued implementation of excellent administrative policies, procedures and practices. 2. Both our Proteas men’s and women’s teams continue to perform at admirable levels and are amongst the best in the world. a) Excellent home Test results beating India as the no 1 ranked team and Australia for the first time in history. b) Proteas Men’s players occupy 10 spots in the top 10 rankings across all formats and skill areas. c) Proteas Women’s players occupy 6 spots in the top 10 rankings across all formats and skill areas. d) Proteas Women’s team finishing top 4 in the ICC World Cup. e) Evenly balanced domestic cricket leagues with regards to team strength. EXCELLENCE © COPYRIGHT CRICKET SOUTH AFRICA 2017 2016/17 2017/18 R300 million R340 million 1. Invested in cricket development across all level of the Cricket Pipeline. 2. Expanded Africa T20 to Limpopo and Mpumalanga in 2018/19 – Full 9 province participation in the Cup tournament. 3. Addressed the value of senior provincial contracts by making them fully professional. DEVELOPMENT COSTS © COPYRIGHT CRICKET SOUTH AFRICA 2017 . Cricket development helps us realise our vision of making the game available to all South Africans who want to play it. 1. Hubs and RPCs (Regional Performance Centre) increased from 51 to 55 and 11 to 12 respectively in 28 out of 52 municipal districts. This will enhance growth in grassroots cricket as a result of increased access to previously disadvantaged communities. 2. An additional 110 players from the Hubs and RPC programmes were exposed to various National weeks to bring to a total of 243. 3. Great player development pipeline evidenced by number of new players from the domestic system excelling at international level and gaining global recognition. 4. Through additional development sponsorship secured in the current year, CSA introduced its first ever RPC U/17 National Week. DEVELOPMENT © COPYRIGHT CRICKET SOUTH AFRICA 2017 5. The CSA Player Performance Plan (PPP) is aimed at addressing the “performance gaps” of players and is specifically developed and aimed to address the performance related gaps of players from disadvantaged areas. 6. Identified players from Hubs and RPCs as well as other disadvantaged areas are assessed based on a needs analysis and then assisted in areas of development needs and these range from additional one on one coaching, socio-economic challenges and equipment needs. CSA has made R5 million over the next 4 years available for the PPP. 2016/17 – R3 409 001.00 2017/18 – R4 883 440.00 Total Identified Players 1662 Total Identified Players 1845 Players Requiring Interventions 1075 Players Requiring Interventions 1271 No. Cost No. Cost Socio-economic 335 357,817 Socio-economic 588 1,679,440 Mental 225 50,370 Mental 701 139,300 Physical 489 148,534 Physical 580 206,300 Technical 656 305,650 Technical 735 482,700 Equipment 547 2,274,001 Equipment 477 1,533,400 Education 185 205,550 Education 200 573,000 DEVELOPMENT © COPYRIGHT CRICKET SOUTH AFRICA 2017 . 5. Each Hub and RPC has a coaching (CSA Level 3 Head coach) and administrative infrastructure funded by CSA at a cost of R400 000 per Hub and R500 000 per RPC. Total cost of R26 million per annum – maintenance and upkeep of the Hubs and RPCs. 6. Academic support - CSA piloted the “School in the Box” initiative at Hammanskraal in 2018 as part of the holistic development of a player and creating a community center at each Hub. The plan is to role this out to all Hubs and RPCs over the next 4 years. 7. The Hubs and RPC teams are integrated into the main schools leagues as part of the “more cricket and better cricket” strategy. The result is that in some cases the Hubs and RPCs are now playing equal to or more matches than the traditional cricket playing schools. DEVELOPMENT © COPYRIGHT CRICKET SOUTH AFRICA 2017 Geographical footprint of Hubs and RPCs . © COPYRIGHT CRICKET SOUTH AFRICA 2017 . 8. CSA has introduced profiled “Friendship matches” between Hubs/RPC, schools and established cricket schools supported by Momentum, with the aim of providing best possible opposition for RPC teams. Parents from disadvantaged communities are also invited and supported to attend their children's matches. 9. Through additional development sponsorship secured in the current year, CSA introduced its first ever RPC U/17 National Week. This week has now become of the Talent Acceleration Programme of CSA whereby players are identified for the next U/19 ICC World Cup. (2-year preparation process) DEVELOPMENT © COPYRIGHT CRICKET SOUTH AFRICA 2017 1. Continued implementation of the CSA Operational Model (aims to achieve financial Sustainability for our Members) and Stadium Operating Model (seeks to optimize the stadia’s commercial and revenue generating potential). 2. Strengthened strategic relations with key ICC Members (Australia, England & India) which led to sharing of best practice and learnings. 3. Increased portfolio of saleable properties (e.g. grassroots cricket, T20 league). 4. Significant investment carried out in the stadium upgrades to address aging stadium infrastructure and introduce latest technologies. SUSTAINABILITY © COPYRIGHT CRICKET SOUTH AFRICA 2017 1. CSA adopted its Geo-politically aligned MOI in September 2017 and the process of alignment amongst CSA’s Members was completed in August 2018. 2. Despite the change in the B-BBEE Codes, CSA remains at an externally verified Level 4 rating. 3. In effort of driving inclusivity, Disability Cricket Associations (Deaf, Blind and Intellectually Impaired) were accepted as Ancillary Members to CSA in September 2017 and are now recognised for their contribution to growing Cricket in South African; 4. EPG - The 2017 review indicated an improved position from 42% in 2016 to 67% in 2017 against National Transformation Charter, with a 50% qualification on all dimensions. 5. Gender equality – improved cricket support structures for the advancement of Women’s cricket. TRANSFORAMTION © COPYRIGHT CRICKET SOUTH AFRICA 2017 1. Improved brand (CSA & Proteas – #ThatsOurGame campaign) loyalty, experience, visibility and perception. 2. Tremendous increase in the profile of Women’s Cricket and launched the ICC T20 World Cup campaign #WeAreMore. 3. Improved exposure for grassroots cricket (i.e. RPCs and Hubs; cricket Weeks and other development tournaments like the Momentum Friendship Games). 4. 22.3 million TV unique viewers in the current season for International Cricket, which makes cricket second after soccer. 5. CSA remains an industry leader and has been validated externally by businesses, supporters, media and government that CSA is leading the process of a holistic transformation programme (18 nominations from the Sports Industry Awards). 6. Introduced a new brand to our stable – Mzansi Super League (MSL). BRAND PROMOTION © COPYRIGHT CRICKET SOUTH AFRICA 2017 1. CSA held its fourth National Transformation Indaba in April 2018 to reflect on the resolutions committed to in 2013, note the progress and revise accordingly. 2. The Indaba was led by Mr Chris Nenzani, CSA’s President and comprised of 196 delegates from its Members, Board of Directors and key stakeholders, including SASCOC and SRSA as well as diversity experts. 3. Upon reflection, not all the 2013 resolutions were achieved. However, good progress was made that has led to meaningful improvement in governance, administration, increased participation and improved playing standards 4. Following the Indaba, CSA adopted new resolutions clustered around three specific categories: Governance, Professional Cricket and Amateur Cricket. 2018 NATIONAL TRANSFORMATION INDABA © COPYRIGHT CRICKET SOUTH AFRICA 2017 OPERATIONS AREA TASKS 1. Improving the alignment and accountability and robust decision making. 2. Reconsider CSA’s director rotation policy. 3. Assessing the organization to address the skills gap and determine the feasibility of centralizing/ outsourcing certain activities. GOVERNANCE 4. Revising the appointment of non- independent directors to increase the Board’s wealth of knowledge, talent pool and gender representation. 5. Reassessing the current Operational Model to determine possible improvements. 6. Benchmarking CSA’s transformation progress across all B-BEEE pillars. 2018 INDABA RESOLUTIONS © COPYRIGHT CRICKET SOUTH AFRICA 2017 OPERATIONS AREA TASKS 1. Implementing a high- performance feeder programme to sustain performance in women’s cricket at a national level. 2. Developing black African players, batsmen in particular. PROFESSIONAL CRICKET
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