West Indies Cricket board

Strategic Plan 2011-2016

WEST INDIES CRICKET Strategic Plan 2011-2016

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Contents Introduction 4 Mission, vision & values key strategic areas

8 13

Cricket matters

13 - 27

organisational effectiveness 29 - 39

EXTERNAL RELATIONSHIPS

41 - 47

COMMERCIALISATION

49 - 55

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The changing nature of West Indian cricket and the need for sustainability have resulted in a recognition of the need to develop a new Strategic Plan.

Introduction Overview Based on the Deloitte 2010 review, the need for a revised strategic regime for the West Indies •  Cricket Board (WICB) was acknowledged.

•

It was agreed that a five year Strategic Plan would be developed for the period 2011 to 2016.

The plan includes, the WICB’s renewed mission, vision, core values and new strategic direction, •  an analysis of the current situation of the organisation, key strategic areas and next steps.

In preparing the plan, the various departments within the WICB were assessed to gain better •  insight of the organisation’s current state.

•

An initial workshop was held on March 4, 2011 to develop the strategic direction of the WICB.

During the workshop, the WICB management worked to redefine the WICB’s mission, vision, • 

core values and develop a new strategic direction. As part of this process, key strategic areas were reviewed and objectives developed that were aligned to the relevant transformative actions that had been recommended as part of the organisational and cricketing landscape review in 2010.

The WICB’s current assessment was segmented by departments and their individual strengths and •  weaknesses were identified and confirmed by the various stakeholders at the initial workshop.

A second workshop was held on March 14, 2011 to review the objectives, strategies and •  Key Performance Indicators (KPIs) developed.

The WICB BOD met on March 25, 2011 to review the submissions of Management. The BOD •  requested that further consultations be held with other stakeholders to generate more ideas and feedback.

This Strategic Plan takes into account the various input by WICB’s senior managers, the • 

organisational review conducted, current situation assessment and the new strategic direction approved by BOD, and the input of territorial boards.

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“ When you discover your mission, you will feel its demand. It will fill you with enthusiasm and a burning desire to get to work on it.”

W. Clement Stone

Transformative Actions In 2010, the WICB undertook a detailed study on the effect of the changing international cricket landscape on the organisation of cricket in the West Indies. As a result of the study, the WICB Board agreed nine transformative actions that need to be implemented to address the fundamental issues facing the WICB.

1 Institutionalization of strategic planning process



• Development of strategic plan. Outline key strategic goals and establish KPIs to measure performance against these objectives. •  • Demonstrate a commitment to change to build good will and engage external stakeholders.

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Define and formalise relationship between TBs and WICB

3

Review of WICB corporate governance

4

Reform financial and commercial model

•  Establishment of MOUs with Territorial Boards. •  Align TBs’ objectives with WICB’s strategy.  • Establish a self-review process to ensure a uniform level of professional administration.

•  Conduct a review of best practice in corporate governance. •  Examine areas for change/models for improvement.

• Examine the most appropriate and effective financial models for WICB. • Re-engineer expenditure model. 6

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Continue to redefine relationship with players

6

Restructuring of cricket development

• Establishment of a new agreement with WIPA to incentivise players and build goodwill. •  Greater dialogue with players to set objectives.

• Establish a centralised cross-territorial plan for cricket development – elite player pathway. • Central administration and monitoring of key development initiatives. • Implementation of performance related funding for TBs dependent on delivery against certain WICB development KPIs.

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Establishment of a cricket foundation

• Establish an effective cricket foundation with an independent Board to guarantee funding for cricket development and education throughout the territories.

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Engagement with key external stakeholders

• Re-establish/establish relationships with key external stakeholders across Territorial Boards.

• Consider the inclusion of key individuals from external organisations on the Board of any independent foundation.

9

Address challenges posed by separation of constituent units

• Promote participation of players in other national leagues and teams. • Review method of appointing Directors.

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Mission, Vision and Values The Strategic Direction is grounded in the company’s Mission, Vision Statement and Core Values. The changing landscape of international cricket and its effect on the organisation of cricket in the West Indies resulted in a review of the mission, vision and core values of the WICB and the development of a new strategic direction for the WICB at a workshop held March 4, 2011. Based on the session which included brainstorming activities it was agreed by WICB management that the following mission, vision and core values best define the WICB of the future and support its new strategic direction.

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WEST INDIES CRICKET Strategic Plan 2011-2016

Mission To manage, develop and promote cricket to the benefit and enjoyment of the West Indian people.

Vision To establish the WICB as an efficient and effective governing body. •  To provide successful and entertaining West Indies teams whilst •  adhering to sporting ideals.

To establish WICB as a commercially viable organisation. •   • To establish cricket as the sport of choice.

Core Values Integrity • 

A strict and uncompromising adherence to robust ethical ideals.

Respect • 

Demonstrating consistent consideration and appreciation for colleagues, clients and all stakeholders

Strategic Direction We will establish the WICB as a world class governing body delivering high quality cricket, ensuring always that West Indian nationhood is safeguarded. We will create an environment where every child will want to play cricket and to represent the West Indies.

• Team work

 The belief that excellence can best be achieved through collective and collaborative efforts. 

Diversity • 

 Recognition of the uniqueness of individuals and the promotion of the inclusion of critical stakeholders. Accountability • 

 Always being responsible for actions and decisions and demonstrating an unwavering honesty in communications and actions.

The West Indies brand will be the most sought after in the cricketing world and the performance of our teams will forever be our greatest source of pride and joy.

Innovation • 

 Demonstrating passion for new ideas and fresh thinking and being on the cutting edge of the sporting entertainment business.

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“ Vision without action is a dream. Action without vision is simply passing the time. Action is making a positive difference.”

Joel Barker

10 CRICKET Strategic Plan 2011-2016 10 WEST WESTINDIES INDIES CRICKET Strategic Plan 2011-2016

Strategic Direction – The Framework Strategic Direction

Organisational Effectiveness

Corporation & Administrative Services HR: We will ensure WICB has the necessary talent pool to deliver on the strategic objectives. IT: To achieve a fully electronically driven enterprise. Governance: To ensure that the WICB has a functional, policy driven and transparent governance structure which allows the Board and its committees to meet the challenges of operating a world class governing body.

External Relationships

External Relationships: To have formalised an effective working relationship with all key stakeholders by 2014.

Organisational Effectiveness: To become an efficient, effective professionally managed cricket governing body by 2013.

Commercial Commercialisation: To increase sponsorship/merchandising revenue by increasing the number of sponsors and having a more diverse industry sector spread by 2016.

Cricket Cricket Matters: We will improve the performance of the West Indies senior national team.

Financial Financial: To optimise revenue by instituting effective financial management systems.

Cricket development: To provide a world class pathway for young cricketers to develop the skills necessary to excel in international cricket. Grass roots: To make cricket the number one sport (by participation numbers) in the Caribbean for boys and girls of school age.

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Cricket matters WEST INDIES CRICKET Strategic Plan 2011-2016 13 13 WEST INDIES CRICKET Strategic Plan 2011-2016

cricket matters

This section outlines the key cricketing matters that the WICB will deliver through its Strategic Plan.

senior men’s team

other representative

performance

The key cricket matters that have been identified and are addressed in the plan are:

high performance centre

WICB tournaments

west indies cricket foundation

cross-territorial development

CM1 Senior men’s team CM2 Other representative teams CM3 High Performance Centre CM4 WICB tournaments

development

CM5 West Indies Cricket Foundation CM6 Cross-territorial development CM7 Clubs CM8 Schools

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clubs

schools

performance

Senior men’s team

S t r at e g i c o b j e c t i v e

CM1

To improve the performance of the West Indies senior national team.

h i g h l e v e l s t r at e g i e s

CM1.1

Will provide all necessary support to the team to ensure that latest techniques and technologies are utilized to prepare players for tours and tournaments.

The performance of the senior men’s team is the key external barometer of the state of cricket in the Caribbean.

CM1.2

Will target West Indies players (by objective measures) to be amongst the top performing players in the international game. CM1.3

We will implement a WICB high performance culture which will create an environment of excellence and achievement. This will focus on high-levels of fitness, discipline, commitment to West Indies cricket and mental preparation. CM1.4

We will expand our player relations programme to improve our player management capabilities and to offer increase opportunities for professional and personal development. CM1.5

We will institutionalize player remedial programmes such as at the HPC and territorial centers of excellence to ensure all deficiencies of players are constantly addressed. WEST INDIES CRICKET Strategic Plan 2011-2016

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performance

The WICB will invest in providing a clear player pathway from Under 15 to Under 19 to West Indies A to the senior team.

Other representative teams (A, Under 19, Under 15, Women’s)

S t r at e g i c o b j e c t i v e

CM2.1

To provide a world class pathway for young cricketers to develop the skills necessary to excel in international cricket by encouraging peer group competition.

CM2.2

West Indies women’s team to be ranked amongst the highest performing international teams.

h i g h l e v e l s t r at e g i e s

CM2.1.1

Create a regular programme of West Indies A matches, including First Class and List A matches. CM2.1.2

Provide opportunities for players to develop the skills required for international cricket through programmes (e.g. secondment) to overseas teams. CM2.1.3

Provide opportunities for Under 15; 17 and 19 teams to participate in home and overseas tours.

CM2.2.1

We will provide a regular programme of home and overseas tours in conjunction with the ICC and other full members of the ICC. CM2.2.2

Provide continuous high performance programmes for women at under 19 and senior level. CM2.2.3

Provide remedial programmes for senior women at regional and territorial levels . 16

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performance

High Performance Centre

S t r at e g i c o b j e c t i v e

h i g h l e v e l s t r at e g i e s

CM3.1

CM3.1.1

The creation of a High Performance Culture at all levels of West Indies cricket.

CM3.1.2

We will create a culture of excellence in the management of all representative teams. Individual Player Development Programmes (PDP) effectively monitored to support and develop identified potential West Indies national team players.

The High Performance Culture is to create an environment in West Indies cricket to inculcate a culture of excellence at all levels of cricket.

CM3.1.3

We will appoint a world-class Elite Performance Director – to oversee all areas of high performance in West Indies cricket. CM3.1.4

Provide elite athlete training programmes for cricketers at all age groups at both the regional and territorial levels.

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performance

The High Performance Culture is to create an environment in West Indies cricket to inculcate a culture of excellence at all levels of cricket.

High Performance Centre

S t r at e g i c o b j e c t i v e

CM3.2

The High Performance Centre will produce world-class cricketers.

CM3.3

To identify talent outside of traditional cricketing structures throughout the region.

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h i g h l e v e l s t r at e g i e s

CM3.2.1

The High Performance Centre will prepare players to perform successfully at international level, by developing the tactical, technical, physical and mental capability of West Indian cricketers.

CM3.3.1

We will develop and implement a WICB Scouting Panel aimed at talent identification, particularly outside WICB structured programmes.

CM3.4

CM3.4.1

Elite coach development – we will employ and retain the best coaches with worldclass experience and talent.

The development of the elite coaches will be a core role for the Performance Director.

All elite development coaches will have tailored Coaching Development Plans (CDP) and formal annual performance appraisals.

performance

High Performance Centre

S t r at e g i c o b j e c t i v e

CM3.5

Sports science – we will employ and retain the best sports science professionals with world-class experience and talent.

h i g h l e v e l s t r at e g i e s

CM3.5.1

All sports science professionals (e.g. physiotherapy, strength and conditioning, sports psychology etc.) will have tailored Development Plans (DP) and formal annual performance appraisals. CM3.5.2

The development of the WICB/HPC sports science capacity will be a core role for the Sports Science and Medical Panel. CM3.5.3

The development of a video and statistical analyst programme to ensure a cadre of highly skilled video and statistical analysts throughout the region.

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performance

High quality, competitive WICB tournaments are crucial to the development of future West Indies cricketers.

WICB tournaments

S t r at e g i c o b j e c t i v e

CM4.1

WICB tournaments to provide high quality competitive cricket.

h i g h l e v e l s t r at e g i e s

CM4.1.1

We will focus on quality and the standard of cricket in all our decisions regarding tournaments. CM4.1.2

We will ensure that high quality pitches are produced for all tournaments. CM4.1.3

We will utilise opportunities that WICB tournaments provide to foster links with overseas boards to provide additional experience for our teams. CM4.1.4

We will seek to establish a new professional league within the region at either territorial or club level.

CM4.2

WICB to expand its number of tournaments to ensure greater opportunity for player performance improvement. 20

WEST INDIES CRICKET Strategic Plan 2011-2016

CM4.2.1

We will host tournaments for Boys Under-15; 17 and 19; Women Under-19; Twenty20 and Senior; Men’s Under-23, T20, limited overs and Four Day.

development

West Indies Cricket Foundation

S t r at e g i c o b j e c t i v e

h i g h l e v e l s t r at e g i e s

CM5

CM5.1

To make cricket the number one sport (by participation numbers) in the Caribbean for boys and girls of school age.

CM5.2

The WICB will establish a West Indies cricket foundation to oversee the development and funding of grass roots cricket.

The WICB will create a cricket foundation to oversee the development of grass roots cricket.

The foundation will seek potential commercial partners to be involved in the funding, development and delivery of grass roots programmes – e.g. the provision of equipment and sponsorship of grassroots programmes.

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development

The WICB will establish a centralised crossterritorial plan for cricket development providing an elite player pathway available to any player or official in the Caribbean.

Cross territorial cricket development plan

S t r at e g i c o b j e c t i v e

CM6

We will establish a centralised cross-territorial plan for cricket development providing an elite player pathway available to any player in the Caribbean.

h i g h l e v e l s t r at e g i e s

CM6.1

WICB will devise and perform a current situation analysis of grass roots cricket in the Caribbean to determine, amongst other things: • Number of clubs and teams • Volume and quality of facilities • Number of grass roots coaches • Number of players • Number of volunteers • Conversion rates (and drop off) for grass roots participants (school to club) We will lead on initiatives to train and support clubs in the delivery of fundamental cricket skills (players, coaches and officials). CM6.2

Develop and deliver, in collaboration with Territorial Boards cross-territorial player development programmes. CM6.3

Initiate and provide support for the establishment of territorial centres of excellence. CM6.4

Implementation of performance related funding for TBs dependent on delivery against certain WICB development KPIs (see CM5.1). 22

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development

Cross territorial cricket development plan

S t r at e g i c o b j e c t i v e

h i g h l e v e l s t r at e g i e s

CM6.2

CM6.2.1

We will create an environment for vibrant, active, highly skilled and motivated match officials to flourish.

CM6.2.2

Support the development of the WICB senior umpires panel ,emerging umpires panel and match referees panel. Institute workshops and training programmes for umpires, match referees scorers and curators. CM6.2.3

Create a cadre of trainers for match officials.

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development

The WICB will create a framework for a thriving club game in the West Indies, making cricket the sport of choice.

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Clubs

S t r at e g i c o b j e c t i v e

CM7

In collaboration with TBs we will create a framework for a thriving club game in the West Indies, making cricket the number one sport of choice.

h i g h l e v e l s t r at e g i e s

CM7.1

We will implement a “beacon club” initiative, based on a minimum set of criteria. Each club that achieves beacon club status will have access to matched funding provided by the West Indies Cricket Foundation CM7.2

We will ensure that there is sufficient funding through sponsorship or otherwise to allow for the sustenance of the Club grant facility.

development

Schools To re-establish cricket in schools

S t r at e g i c o b j e c t i v e

CM8.1

To establish cricket as the pre-eminent sport in schools.

CM8.2

Treat schools as nurseries for cricket in the West Indies.

h i g h l e v e l s t r at e g i e s

CM8.1.1

We will encourage TB’s to develop a schools cricket Policy Document

Re-establishing cricket in schools is critical to the achievement of WICB’s Strategic Directions.

CM8.2.1

We will encourage TB’s to re-establish cricket in schools by developing age group competitions at school as well as regional sponsorship packages CM8.2.2

Expand Kiddy cricket programme

CM8.3

To encourage TBs to govern and administer cricket in schools.

CM8.3.1

We will encourage TB’s to develop a strategy for partnering with Ministries of Education to govern and administer cricket in schools

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development

Schools To re-establish cricket in schools

S t r at e g i c o b j e c t i v e

CM8.4

Use schools as a platform for the popularisation of the sport.

h i g h l e v e l s t r at e g i e s

CM8.4.1

Re-examine previously developed Education programmes such as those which included the development of text books for teaching mathematics at the primary school level using cricket themes (e.g. Cricket oval, positions etc) CM8.4.2

Undertake extensive marketing and promotional campaign in schools

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organisational effectiveness WEST INDIES CRICKET Strategic Plan 2011-2016

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organisational effectiveness

This section outlines the organisational structures and initiatives that need to be implemented to ensure that the WICB can deliver its Strategic Plan. The key organisational areas that have been identified and will be addressed in the Strategic Plan are: OE1 Players OE2 Territorial boards OE3 Corporate governance OE4 Organisational structure OE5 Finance OE6 Information Technology OE7 Human Resources OE8 Shared services

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partnerships • Players • Territorial boards • Licensing/ self assurance model governance • Corporate governance • OrganiSational structure operations • Finance • Information Technology • Human Resources • Shared services

partnerships

Players

S t r at e g i c o b j e c t i v e

h i g h l e v e l s t r at e g i e s

OE1

OE1.1

To have effective and collaborative working relationships with players.

OE1.2

We will build goodwill amongst players through informal communications as well as providing transparency in WICB’s dealings with players.

The WICB will ensure that it has effective, collaborative working relationships with West Indies players.

The WICB will implement a revised method of player remuneration which will appropriately reward West Indies players for their contribution to the national team and the success of the WICB. OE1.3

We will provide players with a rounded education and personal development programme to prepare players for cricket at the highest level and life after their cricketing careers. OE1.4

Develop a forum in which WICB can interface with the players on a regular basis to discuss individual (e.g. ICC world player ranking positions) and team (e.g. ICC team rankings) goals.

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partnerships

Territorial Boards are a crucial partner in enabling the WICB to meet its strategic goals for the development of cricket in the Caribbean. It is essential that the WICB’s and TB’s strategic direction is harmonised.

Territorial boards

S t r at e g i c o b j e c t i v e

OE2

To have effective, collaborative working relationships with all Territorial Boards.

h i g h l e v e l s t r at e g i e s

OE2.1

We will ensure that WICB and TBs strategic directions are aligned, TBs will be incentivised (via performance related fee payments) by the WICB to deliver pre-agreed actions including: • Strengthening cricket administration • Production of West Indies players • Strategic plans covering the same period as WICB’s • Investment in club facilities • Format and structure of tournaments • Youth development KPIs • Assistance in facilities audit The WICB will agree an MOU with each TB that will outline the roles and responsibility of each party. OE2.2

We will implement a self review process to allow Territorial Boards and WICB to assess, monitor and improve their strengths, weaknesses and capabilities. OE2.3

The WICB in collaboration with TBs will undertake corporate social responsibility programmes in individual territories. 32

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governance

Corporate governance

S t r at e g i c o b j e c t i v e

h i g h l e v e l s t r at e g i e s

OE3

OE3.1

To establish a WICB governance structure which is effective, functional, policy driven and transparent.

OE3.2

We will conduct a review of best practise corporate governance, examining practical options for improvement/modernisation.

The WICB’s governance structure needs to be effective, functional, policy driven and transparent.

We will ensure risk management is maintained and improved to the highest possible level. OE3.3

We will ensure orientation for all WICB Board members regarding core roles, competencies and responsibilities.

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operations

To deliver its strategic plan, the WICB will need to be an efficient, effective, professionally managed cricket governing body.

WICB structure and capacity

S t r at e g i c o b j e c t i v e

h i g h l e v e l s t r at e g i e s

OE4

OE4.1

To become an efficient, effective professionally managed cricket governing body by 2013.

OE4.2

Build institutional capacity to deliver on strategic plan. Establish a monitoring/evaluation system for annual review of the implementation of the strategic plan. OE4.3

Develop our partnership offerings, including how potential sponsors can assist in the development of the WICB, leveraging the skills of partner organisations (e.g. secondment opportunities, technical assistance, volunteer programme and internships). OE4.4

Conduct a review of all policies and procedures and identify gaps. OE4.5

Develop policies and procedures across the organisation by 2012.

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operations

Finance

S t r at e g i c o b j e c t i v e

OE5.1

To optimise revenue by instituting effective financial management systems.

h i g h l e v e l s t r at e g i e s

OE5.1.1

Implement improvements in procedures, data capture, electronic banking of match accounts in TBs to improve period required to close match accounts.

Cost containment while employing prudent strategies to increase revenue is critical to WICB.

OE5.1.2

Implement improvements in procedures, data capture, use of accounting software modules and electronic banking to improve period required to prepare fiscal accounts for submission to external auditors. OE5.1.3

Develop policies to cover investment, sponsor revenue to total sponsorship percentage limit, administration cost to total revenue.

OE5.2

OE5.2.1

Improve Treasury Management to increase Interest Income on cash balances.

OE5.2.2

Centrally manage all bank accounts to ensure funds are placed to increase interest income. Establish annual target based on projected average cash balances and weighted short term Caribbean Government Debt. WEST INDIES CRICKET Strategic Plan 2011-2016

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operations

IT is a strategic enabler.

Information Technology To achieve a fully electronically driven enterprise

S t r at e g i c o b j e c t i v e

OE6.1

To become an efficient, effective professionally managed cricket governing body by 2013. To develop an efficient and effective IT enabler platform.

OE6.2

Deliver and maintain a robust, flexible, secure and cost efficient IT portfolio.

OE6.3

Enhance the overall management of IT and shared service delivery. 36

WEST INDIES CRICKET Strategic Plan 2011-2016

h i g h l e v e l s t r at e g i e s

OE6.1.1

Conduct IT requirements review for all WICB departments. OE6.1.2

Conduct a review of the existing hardware and communication systems environment. OE6.1.3

Develop IT Strategic plan aligned to the WICB Strategic Plan 2011-2016.

OE6.2.1

Develop centralised network infrastructure and messaging system.

OE6.3.1

Put in place terminal services for centralised application sharing and centralised processing.

operations

Human Resource

S t r at e g i c o b j e c t i v e

h i g h l e v e l s t r at e g i e s

OE7

OE7.1

We will ensure WICB has the necessary talent pool to deliver on the strategic objectives.

OE7.2

Committed, passionate employees are an organisations most important assets.

Review organisational needs and evaluate talent/skill level required. Implement a system of performance management and a system of continuous professional development based on training, meritocracy, and promotion. OE7.3

Create a culture of teamwork and organisation wide use of skills. OE7.4

Implement needs based teams.

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operations

Central services can lead to greater efficiency, lower operational cost and better use of capabilities.

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Shared Services

S t r at e g i c o b j e c t i v e

OE8

To improve the capabilities of TBs through shared services.

h i g h l e v e l s t r at e g i e s

OE8.1

Liaise with TBs to develop Central services secretariat: • Database of clubs • Participation data • Legal/HR • Event Management • Communications and media relations • Ticketing • Facilities • Volunteer development • Club management • Accounting • Computer hardware • System Administration support

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external relationships WEST INDIES CRICKET Strategic Plan 2011-2016

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External relationships

This section presents the external relationships which are critical for the WICB to deliver its Strategic Plan. For each key external relationship, the WICB’s Strategic Objectives and Performance Measures are outlined and identified. The key external relationships that have been identified and will be addressed in the Strategic Plan are: ER1 International Cricket Council (ICC) ER2

Overseas cricket boards

ER3 West Indies Player Association (WIPA) ER4 42

Other stakeholders

WEST INDIES CRICKET Strategic Plan 2011-2016

International

west indies

cricket Council (ICC)

player association (WIPA)

WICB

STAKEHOLDERS OVERSEAS CRICKET BOARDS

• Caribbean Hotels Organisation • Caribbean Tourism Organisation • Ministries of Education

External relationships

International Cricket Council

S t r at e g i c o b j e c t i v e

h i g h l e v e l s t r at e g i e s

ER1

ER1.1

To have an effective working relationship with the ICC, and be a leading voice within the ICC.

ER1.2

We will continue to promote the Caribbean as a high quality location for ICC tournaments – including women’s and age-grade tournaments. We will lobby the ICC to address the WICB’s key concerns. ER1.3

We will promote anti-corruption, anti-doping and education programmes within First Class and club cricket within the West Indies.

The WICB’s relationship with the ICC is fundamental to the WICB’s national team, commercial and development activities. The WICB will assist ICC to deliver the ICC’s strategic goals whilst maintaining and improving the WICB’s prominent role in global cricket.

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External relationships

The WICB will continue to develop and explore its strong relationships with overseas cricket boards in a broad range of areas including national team tours, board operations and development of young cricketers.

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Overseas cricket boards

S t r at e g i c o b j e c t i v e

ER2

To develop strong relationships with overseas cricket boards in a broad range of areas including national team tours, board operations and development of young cricketers.

h i g h l e v e l s t r at e g i e s

ER2.1

We will support the development of cricket in the Americas through collaboration with its associate members. ER2.2

We will develop formal and in-formal partnerships overseas to provide opportunities for our emerging talent to play competitive cricket in different overseas conditions. ER2.3

We will enhance the commercial value of WICB tournaments by developing partnerships with overseas boards.

External relationships

WIPA

S t r at e g i c o b j e c t i v e

h i g h l e v e l s t r at e g i e s

ER3

ER3.1

Improve relationships with WIPA.

ER3.2

Regulary scheduled dialogue and develop an effective partnership approach. Continue to seek to engage in dialogue with WIPA with the aim of agreeing a new MOU.

Resolving the contentious relationship WIPA is critical to the achievement of WICB’s Strategic Direction.

ER3.2.1

Manage the execution of the new CBA/MOU. ER3.3

Develop a forum in which WICB and WIPA can interface with the players on a regular basis. ER3.4

Constantly review minimum standards for venues, accommodation, etc.

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External relationships

Re-engaging with Stakeholders to enhance the cricket experience in the Caribbean.

Other stakeholders

S t r at e g i c o b j e c t i v e

ER4.1

Build one pan-Caribbean network of partners to support the development of cricket in the West Indies.

ER4.2

Institutionalize a working partnership with CARICOM, OECS and other regional inter-governmental organisations.

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WEST INDIES CRICKET Strategic Plan 2011-2016

h i g h l e v e l s t r at e g i e s

ER4.1.1

Build one pan-Caribbean network of partners to support the development of cricket in the West Indies. ER4.1.2

Renew Partnership with UWI to develop and implement Sports Administrators Certificate level courses, Grounds Maintenance level courses, Sport Science Certificate, Sports Management, Facilities Management, Media Management.

ER4.2.1

Encourage Governments to be partners in all grassroots, clubs and community initiatives. ER4.2.2

WICB and TBs to consult Governments on cricket matters. ER4.2.3

WICB & CARICOM to have regularly scheduled meetings on West Indies cricket.

WEST INDIES CRICKET Strategic Plan 2011-2016

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WEST INDIES CRICKET Strategic Plan 2011-2016

commercialisation WEST INDIES CRICKET Strategic Plan 2011-2016

49

commercialisation

Maximising commercial potential is critical to the achievement of WICB’s strategic objectives. The key commercial objectives that have been identified and will be addressed in the Strategic Plan are: C1

Market and promote the West

cricket brand

Indies Cricket Brand

commercialisation

Build West Indies cricket brand

C2 Increasing revenue from Sponsorship; partnerships; merchandising and eCommerce C3 Build a diversified portfolio of Events C4 Market and promote West Indies Cricket

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Build West Indies

WEST INDIES CRICKET Strategic Plan 2011-2016

Increase revenue from Sponsorships; partnerships and merchandising

Build a diversified portfolio of Events

commercialisation

Commercialisation

S t r at e g i c o b j e c t i v e

h i g h l e v e l s t r at e g i e s

C1

C1.1

Build West Indies cricket brand awareness in new and existing strategic locations.

C1.2

Leveraging the strength of the WICB to build brand equity and value.

Develop and promote a comprehensive brand guide for both WICB and West Indies Cricket. Create and develop unique brand elements associated with West Indies cricket. C1.3

Identify key new markets for brand exposure and implement plans to expand to those markets. C1.4

Maintain the level of brand awareness in existing markets.

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commercialisation

Leveraging the strength of the WICB to build brand equity and value.

Commercialisation

S t r at e g i c o b j e c t i v e

C2

To increase sponsorship revenue by increasing the number of sponsors and having a more diverse industry sector spread by 2016.

h i g h l e v e l s t r at e g i e s

C2.1

Conduct a comprehensive audit of WICB assets. C2.2

Prepare a brand value map to guide the sale of West Indies Cricket’s brand element. C2.3

Develop potential partnerships/sponsorships arrangements with leading Caribbean businesses especially tourism related. C2.4

Position cricket as sportainment in the Caribbean. C2.5

Conceptualize and develop a profitable merchandizing programme. C2.6

Develop potentially viable broadcast products. C2.7

Review all broadcast licenses to identify increased revenue opportunities.

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WEST INDIES CRICKET Strategic Plan 2011-2016

commercialisation

Commercialisation

S t r at e g i c o b j e c t i v e

C3

Build a diversified portfolio of West Indies Cricket events.

h i g h l e v e l s t r at e g i e s

C3.1

Conceptualise and develop a profitable eCommerce programme. C3.2

Institutionalize an Event Management module for WICB Events. C3.3

Create and maintain a multi-organisational network or structure capable of creating and delivering WICB Events. C3.4

Work with regional and international organisations to develop new event properties for WICB. C3.5

Expand the revenue module for WICB Events and identify ways to increase value within current WICB events.

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commercialisation

Leveraging the strength of the WICB to build brand equity and value.

Commercialisation

S t r at e g i c o b j e c t i v e

h i g h l e v e l s t r at e g i e s

C4

C4.1

Market and promote West Indies Cricket

C2.2

Implement creative strategies to encourage fans to attend WICB Event Establish the capacity to prepare and distribute advertisements and promotional items including budget development and media buy C2.3

Develop a programme of eMarketing via windiescricket.com and social media

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WEST INDIES CRICKET Strategic Plan 2011-2016

WEST INDIES CRICKET Strategic Plan 2011-2016

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West Indies Cricket Board PO Box 616W, Factory Road, St John’s,Antigua, West Indies

www.windiescricket.com 56

WEST INDIES CRICKET Strategic Plan 2011-2016