NATIONAL CLUB STRATEGY NATIONAL CLUB STRATEGY

In countless communities, clubs are vital to the social and economic FOREWORD fabric of the surrounding cities, towns and villages. For many lovers of the game, the aim is not to aspire to cricket’s greatest stage, but to bring the Cricket clubs lie at the sport’s unique values and benefits to bear in their own communities. heart of our sport. Much The and Cricket Board (ECB) believes that a healthy network of the success enjoyed of cricket clubs is essential to the future of the game. It has therefore on the international conducted a thorough review of the current state of club and Wales, and recognised the need to produce a sustainable plan of action. stage begins within the network of clubs Despite the tough and uncertain economic climate in which clubs are operating, the review has found much to celebrate. In particular, there is a healthy and across England and growing network in place to support the next generation of cricket club Wales. However, while personnel. However, we want to use this strategy to offer solutions to the our clubs continue to remaining challenges. be the lifeblood of the Our goal at the ECB is “to inspire the nation to choose cricket”. In order to achieve this we must all commit to investing our time, energy and resources national game, they into club cricket. The strategy will be successful if clubs primarily focus on offer far more than just improving the experiences of everyone involved in cricket. The ECB would competitive action and like clubs to choose to invest in grass pitches and outfields, buildings, synthetic net systems and volunteers, and above the payment of players, are often at the heart which we discourage in all but the very highest levels of club cricket. In of their communities. addition, we would like these high-level cricket clubs to question whether paying players is the best investment for the future of their club.

I strongly encourage all bodies and individuals who have an interest in the future of cricket to support this strategy.

We need your help, to turn this strategy into effective action.

Mike Gatting OBE ECB Managing Director Cricket Partnerships

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A comprehensive review of the The ECB’s Cricket Partnerships team that there is no duplication of EXECUTIVE club game has highlighted the is responsible for implementing this effort. Associated leagues, partners following issues: strategy. They will liaise closely with and other stakeholders will also clubs, providing support where be involved. SUMMARY — Inability of many clubs to make long- it is most needed, in the four key areas term plans for a sustainable future Despite record of People, Places, Playing and Policy. With committed club support, we — Difficulty of recruiting and retaining believe that this strategy can provide numbers of juniors adult players, members and The ECB People team will support, the following: volunteers develop and reward those who coming into the — Access to more and better facilities, encourage participation and provide — Lack of growth due to poor access both indoors and outdoors game, club cricket accessible, affordable, high-quality to, and quality of, club facilities is facing a series of training and membership services. — Support to increase recruitment social, economic — Growing risk to many clubs’ security and retention of players, members of tenure The ECB Places team will concentrate and volunteers and a reduction in on the facilities that clubs and and environmental — Static or falling club income streams bureaucracy to make better use challenges. communities need. It will encourage of their time — Ineffective use of volunteers’ time community partnerships and self- — Better fixture management that due to unnecessary bureaucracy funded projects, while advising on reduces unnecessary travel — Increasing cost and time spent issues such as security of tenure, travelling to and from fixtures saving money, generating income — Support to improve security and managing resources. of tenure ­— Damaging effects of rising — Guidance on how to improve temperatures and increased rainfall The ECB Playing Team will encourage financial management, including due to climate change. the development of appropriate, effective fundraising, how to innovative competitions. It will also save money and how to reduce focus on recruiting lapsed players, In response, and following widespread operating costs as well as retaining current players consultation, the ECB has developed by increasing the levels of satisfaction — Advice to enable clubs to plan the National Club Strategy. This felt by all. how they will address future strategy provides a framework from environmental issues. which all ECB-affiliated clubs can plan The ECB Policy Team will help clubs for a sustainable future. It will remain and County Boards to organise and central to all areas of club cricket for govern themselves better and as a A list of benefits are shown on Page 33. at least the next five years. result, enable clubs to gain Clubmark accreditation. It will also reduce the If the ECB is to be successful in level of bureaucracy clubs face. “inspiring the nation to choose cricket” then clubs must have the will All four teams will keep in close to invest time, energy and resource in contact with the 39 County Cricket order to turn this strategy into action. Boards (CCBs) and try to ensure 2 3 NATIONAL CLUB STRATEGY NATIONAL CLUB STRATEGY

The ECB is the The National Club Strategy is based clubs. The ECB expects that through INTRODUCTION on thorough research and builds upon sharing knowledge, spreading best National Governing the ECB’s current national strategy; practice and providing accessible TO THE Body (NGB) for cricket Grounds to Play (2010 – 2013). resources, clubs will succeed in NATIONAL in England and Wales building a sustainable future. CLUB and was established Accessibility on 1st January 1997. The ECB is committed to widening Target Audience STRATEGY The ECB’s role is to set the game’s appeal by creating a The target audience for the strategy policy, create plans of fun and safe environment, ensuring is wide but can broadly be divided opportunities within the game are into the following categories: action, and develop open and accessible to all, regardless — All affiliated cricket clubs products and services of background. This strategy has been produced in line with that in England and Wales that enhance the game. commitment and the ECB, in all its — Cricket’s internal networks including activities, is fully committed to the CCBs, Leagues and the ECB principles of equality of opportunity in cricket in England and Wales. — Cricket’s external stakeholders, This strategy also demonstrates including Sport England, Sport our passion to welcome as many Wales and associated networks. people as possible into the game.

Purpose The purpose of this strategy is to support cricket clubs to take action to meet the changing demands and challenges of club cricket in England and Wales. It is intended that clubs will translate the strategy into effective action, relevant to the specific issues facing their own

4 5 NATIONAL CLUB STRATEGY NATIONAL CLUB STRATEGY The current 01 state of club cricket

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A cricket club is defined as a Clubs become affiliated to the ECB The body which: through their respective County Cricket Boards (CCBs). Each club is — Is formed by its own members, either directly affiliated to its relevant current governed by an agreed constitution CCB or to its relevant league, which in and/or rules, and is initially funded turn will be affiliated to the local CCB. state by its members (this refers to of club both a limited company and an unincorporated association) Affiliation acts as the entry point into the cricket family. It is the — Has a dedicated bank account cricket process that pulls much of the — Includes at least one junior or senior fabric of the club game together. Cricket’s appeal places team, which plays fixtures within Therefore, it is the ECB’s aim that it at the heart of many the “Spirit of Cricket”, in accordance all cricket clubs across England local communities, with the Laws of the Game and Wales become a part of this — Is set up to encourage all members cricket family and are appropriately large and small. of the local community to play equipped to ensure the game can Cricket clubs act as cricket and interact socially with be sustained and continue to grow. invaluable places each other. for people to play The network of cricket clubs across competitive cricket, England and Wales covers a range enjoy their leisure time of categories including: single-team and congregate with clubs, senior clubs and clubs with a junior section and/or those clubs friends and family. working with specific groups in the community. The ECB recognises the importance of each of these clubs and the role they play in cricket.

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Purpose but the most notable recent success The has been the increase in the number The majority of cricket clubs in of young players. Playing facilities, current England and Wales participate in especially the quality of pitches, have league cricket. Leagues form the also improved recently. state backbone of club cricket; they contain an invaluable wealth of As of November 2011, there were 26 knowledge, talent and experience. of club Premier Leagues operating in England Working collaboratively with CCBs and Wales. Further leagues may will strengthen league cricket and cricket receive Premier League accreditation help sustain and develop club cricket in due course. continued... moving forward.

In 1997 the ECB introduced Premier Leagues, as part of its Raising the Standard strategy. The intention was to help bridge the gap between club cricket and the First Class game. The standard of play quickly improved

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The 02 Challenges facing Club Cricket

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Since its inception, Following a comprehensive review of Environment The the club game, the ECB has identified the ECB has been a series of challenges. These can be Club facilities: challenges committed to “inspiring split into three categories: — Lack of overall growth due the nation to choose Social — referring to club players, to poor access to and quality facing club members and volunteers, of club facilities cricket”. The success Economic — referring to club finances, Environment — referring to club facilities. cricket in developing junior — Damaging effects of rising club cricket reflects temperatures and increased Social rainfall due to climate change. this firm commitment. Club players, members and volunteers: — Inability of many clubs to The challenges above illustrate the There are currently more junior make long-term plans for need for the ECB to set out a clear club sections and more junior club a sustainable future agenda for the future of club cricket. players than have ever been recorded This strategy is the ECB’s response before. There has also been rapid — Difficulty of recruiting and to this need. and encouraging recent expansion in retaining adult players, other areas of club cricket. However, members and volunteers The overall aim of the strategy it cannot be denied that cricket clubs — Ineffective use of volunteers’ time is to ensure that the ECB and its are facing a series of challenges. due to unnecessary bureaucracy partners work in tandem to support clubs. The strategy intends to service ECB research shows that without — Increasing cost and time spent the needs of the club game in the direct intervention, adult participation travelling to and from fixtures. short, medium and long-term, given in club cricket is in decline. There are available resources. specific concerns regarding the 16-22 and 25-35 year-old age groups. Club cricket is facing an aging stock of Economic facilities, people and playing formats. Club finances: — Growing risk to many clubs’ security of tenure

— Club income streams are static making it hard for clubs to proactively plan for the future

— Club operating costs are rising, while income from fundraising is decreasing.

14 15 NATIONAL CLUB STRATEGY NATIONAL CLUB STRATEGY Using the 03 strategy to build a sustainable future for club cricket

16 17 NATIONAL CLUB STRATEGY NATIONAL CLUB STRATEGY 03 The ECB’s aim is that The diagrams opposite depict the Figure 1 Using the relationship between the Environment The Model of Sustainable all cricket clubs in (relating to external conditions or Development strategy England and Wales surroundings), Economics (affecting (Source: BSI 2008) become affiliated the material resources or welfare) to build a and Society (the totality of social and have access to relationships). Sustainable sustainable this strategy and the services it promotes. The ECB intends to use this model future to challenge clubs to identify key gaps Social for club It is through working in planning and resource, so that they Club players, members in line with this can create a balanced development and volunteers cricket strategy that the programme. ECB believes cricket clubs can grow in the modern environment. Bearable Equitable How to grow in a sustainable manner Sustainability can be defined as the “capacity to endure”. In order to achieve sustainability, an equal balance of activity, projects and Viable resources must be put into the social, economic and environmental elements of any cricket club. Environment Economic Club facilities Club finances

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How clubs can use the — Created a “can do” philosophy The ECB understands that the pressures placed upon CCB executives Using the strategy to encourage — Adapted to current issues that affect the club are considerable and that CCB strategy sustainability leadership groups, clubs and other — Planned effectively to mitigate stakeholders often demand more time to build a It is expected that cricket clubs, any future risks. from you than you have available. including non-playing members and We hope that the rewards of being sustainable spectators, will play their role in How County Cricket part of this great game continue to delivering the strategy by striving Board chairmen make it an experience you value. future to create a culture that embraces change, advocates best practice and can use the strategy for club understands that people are the most to encourage cricket important asset of a cricket club. sustainability continued... The ECB wants clubs to use the In order to maximise the effectiveness strategy to solve problems that of the strategy and to help clubs are relevant to you. By utilising this secure their own future, we encourage strategy at your club, we believe CCB chairmen and CCB leadership to: you will inspire your community to “choose club cricket”. ­— Make the strategy a regular agenda item Cricket clubs that achieve sustainability will have: — Request progress reports on the strategy from CCB executives. — Improved facilities on and off the field How County Cricket — Recruited, retained and rewarded Board executives volunteers can use the strategy — Recruited and retained players to encourage — Increased playing, social and family membership numbers sustainability — Made best use of their members’ Given that the ECB now makes skills, knowledge and attributes resources available to clubs based on specific outcomes – such as involving — Generated more income more women in club cricket – CCBs — Accessed greater resources from are encouraged to agree priority within their local community (e.g. lists. As a result, the ECB strongly people skills, time, advice, expertise, recommends that CCB executives materials, products, funding) encourage non-executive CCB leaders 20 to prioritise this strategy. 21 NATIONAL CLUB STRATEGY NATIONAL CLUB STRATEGY

SUPPORT YOU CAN 04 ACCESS TO HELP YOUR CLUB TURN THE STRATEGY INTO ACTION 22 23 NATIONAL CLUB STRATEGY NATIONAL CLUB STRATEGY 04

National Support — Support the Association of ECB Places Team — Give guidance on how to generate THE Cricket Officials (ACO) and the additional income The ECB’s ‘Cricket Partnerships’ Coaches Association (CA) to grow Guiding principles — Invest in new playing facilities team is responsible for delivering the their membership, while ensuring Develop accessible, high quality and SUPPORT to drive the growth of the game strategy. The team is divided into that member benefits meet innovative facilities, which inspire the YOU CAN four units: People, Places, Playing member needs nation to choose cricket. Create a — Ensure all advice is “people focused” and Policy. Each unit is charged with culture of sustainable development, and delivers improvements for all — Provide easy access to high-quality ACCESS developing future strategy and policy, which will leave a legacy for training, services and support, — Ensure that all actions positively responding to current priorities and generations to come. maximising the use of technology support accessibility and create TO HELP trends, and protecting and nurturing in order to make things easier, a welcoming environment for all. the core values of club cricket. In practice the team will: better and cheaper YOUR CLUB — Design and promote a sustainable — Meet the needs of club cricket cricket environment TURN THE ECB People Team by providing appropriate training — Support and resource the courses for relevant people at Guiding principles development of high-quality STRATEGY convenient times and locations Support, develop and reward the facilities skills required to grow and sustain — Ensure that all training and INTO — Design and develop investment participation. Provide easy access investment meets the needs of club programmes that respond to the ACTION to affordable, high-quality training members and volunteers, providing needs of club cricket and support. Ensure people are at them with the knowledge and skills the heart of maintaining the spirit needed to promote an inclusive and — Design and resource a toolkit of cricket and providing a fun, open, welcoming club environment. to enhance the support offered fair and accessible game. to independent projects

In practice the team will: — Provide support and guidance to the cricket network on how — Support, educate, develop to save money and reward the skills of coaches, officials and volunteers, all of — Improve access to opportunities whom are vital in inspiring, that encourage income generation sustaining and growing participation

24 25 NATIONAL CLUB STRATEGY NATIONAL CLUB STRATEGY 04 THE SUPPORT ECB Playing Team Guiding principles YOU CAN Develop appropriate, innovative competitions. Develop a clear player pathway. Improve the ACCESS experience for existing players in order to help recruit new and lapsed players, as well as to help TO HELP retain players between the critical ages of 16-22 YOUR CLUB and 25-35 years old. TURN THE In practice the team will: — Develop, establish and support a consistent STRATEGY approach to identifying and developing talented young players, which will link directly to the INTO ACTION England Development Programme continued... — Ensure that a seamless player pathway exists, which lays out opportunities from an introduction to cricket right through to lifelong participation

— Help sustain and grow participation by offering more opportunities for more people to play meaningful cricket

— Work with technology providers to enhance the experience of cricket for all

— Improve player behaviour

— Ensure that cricket, at every level, represents the wider community in England and Wales

— Target community groups that are under represented.

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ECB Policy Team How you can access County support — Association of Cricket Officials THE — Women’s and Girls’ Associations, Guiding principles key information from The ECB invests time and resources Committees or networks SUPPORT Modernise the game through the ECB into providing CCBs with regular accountable and transparent corporate updates on national strategic plans — Disability Groups or networks governance and compliance with core The ECB supports the promotion and current programmes. The YOU CAN — County and local bespoke policies and legislation. of club cricket through its extensive majority of discussions are focused workshops ACCESS contact database of print, broadcast on enhancing the performance of, and In practice the team will: and online media. We regularly issue resource allocation, within CCBs. — Reward and recognition events updates and press releases TO HELP ­— Ensure the game remains safe, on the club game to the media. It is at this local level that cricket — One-to-one meetings with CCB fun and child-friendly YOUR CLUB clubs will engage face-to-face with Officers/Officials The ECB website (www.ecb.co.uk) — Ensure the game is proactively the support services and products — Volunteer coordinators. TURN THE taking steps to encourage all provides coverage of club cricket. In the ECB offers. members of the community to addition, key ECB publications, such as STRATEGY get involved in club cricket the ECB Annual Report, England and On occasion, when dealing with Wales Cricket Trust Report, and the specialist areas (e.g. data protection, — Establish a coherent approach ECB International Match Programmes, facilities planning) ECB staff may INTO to club cricket provide a further opportunity to have a direct relationship with cricket ACTION — Establish local partnerships that can highlight positive developments within clubs and other customers, below the continued... support the delivery of the strategy the club game. CCB level. — Encourage good governance, best Investment into a new cricket portal The make-up of each CCB is unique practice and legal compliance. (www.play-cricket.com) has also but the support networks available been approved. It will provide a range to cricket clubs may include: of functions, which will assist in the reduction of bureaucracy: — ECB Head Office and central services — League and competition structures — It will act as the home for non First Class cricket — The Club Cricket Conference, League Cricket Conference and — It will log club and recreational Midlands Club Cricket Conference fixtures, results and statistics. — District Development Groups

— County Groundsmanship Association

— Coaches Association

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30 31 NATIONAL CLUB STRATEGY NATIONAL CLUB STRATEGY 05 Clubs should see the following benefits: — Reduction in travel costs Benefits for Benefits — Informed advice on how to ensure CCB Executives Social benefits clubs are getting the best deals of using Club players, members on utility bills, insurance costs Successful delivery of the strategy will: the and volunteers and fuel bills — Motivate clubs to deliver ­— Increased retention of players — Support for clubs to produce outstanding results on behalf of the CCB strategy — Increased ability to attract annual action plans new players — Encourage clubs to adopt other Environmental benefits initiatives proposed by the CCB. Benefits for clubs — Increased retention of volunteers Club facilities — Increased ability to attract Clubs that successfully use the — Access to more and better indoor new volunteers strategy will ensure their long-term and outdoor facilities sustainability. The strategy will help — Reduction in bureaucracy and — Support for clubs to produce their clubs inspire more people in their administration for volunteers own environmental policies communities to choose cricket and create a vibrant, socially inclusive club, Economic benefits — Informed advice on how to which may act as a reward for all the Club finances manage energy and water use hard work and dedication. and consumption — Improved security of tenure — Informed advice on how to prepare — Quality financial management for changing climate patterns advice (bank accounts, cash flow, budgeting, VAT, tax) — Advice on how to generate and Benefits for increase income, including: CCB Chairmen – Fundraising – Saving money Successful delivery of the strategy will: – Independent schemes ­— Ensure more clubs within your boundaries become vibrant and – Grant aid sustainable – Interest-free loans — Ensure that those clubs have a – Sponsorship closer relationship with their CCB.

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In conclusion: 06 the future shape of club

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In Cricket clubs are often Cricket Clubs Leagues County Cricket ECB at the very centre of Cricket clubs that are truly sustainable It is an ECB aim that all cricket Boards The ECB will continue to offer conclusion: local communities. are likely to have: leagues will embrace this strategy. dedicated support to all CCBs Each CCB, in consultation with their They will be proactive in helping in order to help clubs fulfil their Clubs are not only — Improved facilities on and off the field local leagues, will be responsible for the future create and promote action potential. The ECB will provide — Successfully recruited and retained formulating their own plan. It will invaluable places plans formulated with their CCBs, clubs and leagues with volunteers and players be based on agreed outcomes, shape of respective CCBs. innovative solutions, resources for people to play which will enable a successful delivery — Increased and sustained playing, social and opportunities to respond to of the strategy at a local level. club cricket competitive cricket, and family membership numbers the challenges they face. Regular Good communication and a solid but serve as — Made best use of members’ skills, face-to-face communication and agreement with the local leagues will The strategy sets out to: knowledge and attributes the use of modern technology community hubs be an important factor in successfully will be important components — Ensure that all ECB affiliated clubs — Generated more income delivering these outcomes. for people to enjoy in achieving success. the use of have the opportunity to access a — Accessed greater resources from modern technology will be high-quality, consistent package their leisure time within their local community of support and services and congregate with important components to embrace — Adopted a “can do” philosophy to enable success to be achieved. — Recognise that clubs are vital friends and family. — Adapted to current issues that as part of the social, economic affect the club and environmental fabric of Through implementing their surrounding cities, towns this strategy, the ECB — Planned effectively to mitigate future risk. and villages. expects these clubs to secure their own The current financial climate is challenging, therefore, cricket club sustainable future. committees must have a mixture of people with key skills in order to proactively plan for the future. These valuable individuals should communicate regularly with, and utilise the available advice and support from, the ECB, CCBS, Leagues, communities and other important stakeholders. Caveat The delivery across England and Wales of the action plans outlined in the strategy is reliant on available resources and capacity. 36 All information presented in the strategy is correct as at May 2012. ECB 2012 © 37 NATIONAL CLUB STRATEGY NATIONAL CLUB STRATEGY Appendix

Appendix 1 Research Appendix 2 Key Partners Appendix 3 APPENDIX 1 APPENDIX 2 ECB - History of Club Development Appendix 4 Club Statistics Research Key Partners To underpin this strategy and to The ECB recognises the invaluable understand the current club cricket contribution made by its sports landscape, the ECB conducted network and commercial partners comprehensive research into the to ensure the delivery of the strategy club game between 2009 and 2011. at a local level through capital and The research included consultation revenue investment. with over 2,500 club members and volunteers as well as more than 30 The key external partners for the individual interviews. strategy are: The headline findings from the Sports network research clearly acknowledge the varied and diverse communities partners and circumstances in which cricket — Local Authorities clubs function on a day-to-day basis. — Sport England Each highlights a challenge that — County Sports Partnerships the club game must acknowledge — Youth Sport Trust and address. — Skills Active — Sport Wales — Sport & Recreation Alliance — Chance to Shine — The Lord Taverners

Current commercial partners — ASDA — NatWest — — Kingfisher Beer

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APPENDIX 3 APPENDIX 4

ECB - History of Club In summary, since 1997 the ECB has: Development — United cricket’s stakeholders under one banner strengthening their The National Club Strategy is power and influence part of the ECB’s overall strategic — Created partnerships supported planning process and its intention by a strong brand. is to build upon the ECB’s current national strategy; Grounds to Play (2010 – 2013). Club Statistics ECB has produced three previous Club Status Total Number strategies: Affiliated Club 5484 — A Cricketing Future for all Affiliated Club with (2001-2004) Junior Section 3612 — Building Partnerships (2005-2009) — Grounds to Play (2010-2013). Each of these has recognised the need for an holistic approach with an emphasis on uniting the game. This included a greater concentration on areas such as women and girls, disability cricket and child protection. The ECB also recognised that it could not deliver these strategies alone but needed to build partnerships with a number of investors to continue the development of the game.

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