CRICKET HONG KONG STRATEGIC PLAN - 2018-2023 Aligning Cricket Hong Kong's Strategic Plan with the ICC Growth and High Performance Strategies - HK ...

CRICKET HONG KONG
STRATEGIC PLAN

2018-2023

       Aligning Cricket Hong
       Kong’s Strategic Plan with
       the ICC Growth and High
       Performance Strategies

STRATEGIC IMPERATIVES 2018 -2023

Cricket Hong Kong’s vision is to make cricket a truly national
sport of winners and participants. It will achieve this by:

„ Ensuringthat cricket is accessible to the majority of the
 Hong Kong population, and available to all who want to
 play it.

„ Pursuingexcellence at all levels and facets of the game
 and its administration

   VISION

As the governing body of cricket in Hong Kong, we will:
„ Promote cricket and its unique ethos in the context of Hong Kong.
„ Strive for competitive excellence in all forms of representative cricket.
„ Develop players to their highest potential in a positive and safe
  environment.
„ Base our all our activities on fairness, including inclusivity, diversity and
  non-discrimination.
„ Embrace Hong Kong’s diversity as a strength.
„ Deliver outstanding, memorable and relevant events.
„ Provide excellent service to all our stakeholders.
„ Optimize commercial rights and properties
„ Implement and practice good governance, and apply diligence,
  honesty and transparency to all our activities

     MISSION

„ We are accountable for our all our actions and decisions.
„ We embrace professionalism, excellence and diligence.
„ We act with integrity: we are honest, ethical and transparent.
„ We are fair and respect the rights and dignity of others
„ We recognize the contributions and achievements of our stakeholders
„ We are positive and encourage enjoyment of all stakeholders
„ We are passionate, enthusiastic and are proud of our achievements.
„ We are innovative and creative in managing our business.
„   We are ambitious and will push the boundaries to achieve success.

      OUR VALUES

PARTICIPATION          PERFORMANCE

              SUSTAINABILITY

3 STRATEGIC PRIORITIES

PARTICIPATION                PERFORMANCE
To be the fastest growing    To be the best performing
  participation sport in     team sport in Hong Kong.
       Hong Kong.

                 SUSTAINABILITY
Implement our strategy through a robust and transparent
  governance structure that acts in the best interest of
 Hong Kong Cricket and develops successful partnerships
   and generates funds to drive cricket’s growth and
                      excellence.

Participation     Performance

                    Sustainability

3 STRATEGIC PRIORITIES

DEVELOPMENT
PERFORMANCE   RECREATIONAL          &
                             PARTICICIPATION

                 CRICKET
               OPERATIONS

To be the best performing team sport in
              Hong Kong.

 PERFORMANCE

• Participate in one ICC World Cup, all qualifying events & podium at Asia Games 2022
        • Retention of ODI status throughout 2019-2023
 MEN    • Establish sustainable High-Performance strategy, programme and support structure

        • Meet ICC International Women’s Criteria by 2019 and achieve global ranking of 15
        • Participate in one ICC World Cup, all qualifying events & podium at Asia Games 2022
WOMEN   • Represented on ICC Women's Umpires Panel by 2023

        • Establish a clear and concise CHK Youth squad player pathway program
        • Qualification for U19 World Cup/Asia Cup; top 2 within the region at U16 and U19
YOUTH   • Develop Girls National Age Groups squads at U19 and U16 levels

   PERFORMANCE

To be the fastest growing participation
         sport in Hong Kong.

 PARTICIPATION

• Increase league game formats to meet demand for increased participation
            • Defined pathway from domestic competitive domestic cricket to international level
 MEN &      • Increase the recreational profile and participation of Girls and Women's Cricket
 WOMEN

            • Clear & collaborative pathways for recreational youth cricket linking school and club
            • Assess whether current competition structure meets youth participation and pathway
  YOUTH       ambitions and revise including appropriate funding/resources models

          • Make cricket accessible for all who want to play – A Game for All in Hong Kong
          • Initiate community outreach projects with Cricket as cornerstone increasing inclusivity
COMMUNITY   and encouraging new participants

      RECREATIONAL

• Introduce Cric-Start program (4-8 years)and Cric-Teens (9-13 years) and ICC Wildfire
                • Increase coaching capability of CHK and member clubs to encourage growth
PARTICIPATION
                • Create all-year participation programs including indoor and other formats

                • Expand school partnerships from XX to YY and introduce ICC ELP linked programme.
                • Use cricket programmes in all schools as the major driver for mass participation
SCHOOLS           including introduction of cricket as part of PE curriculum

                • Establish Youth Dragons Academy leading into U16 and U18 Dragons and Hong Kong
                  representative squad participation.
 INDIGINOUIS

      DEVELOPMENT & PARTICIPATION

COMMERCIAL      FINANCE
    &              &          FACILITIES
MARKETING    ADMINISTRATION

               GOVERNANCE &
                 BUSINESS
                OPERATIONS

A robust and transparent governance
               structure

Develop successful partnerships and
generate funds to drive growth and
           excellence

SUSTAINABILITY

• Identify, develop and activate CHK brand – Tell the Story!
         • Create awareness and nurture engagement of CHK brand
 Brand   • Develop clear marketing strategies across all brand components

       • Maximize existing revenue streams and develop new streams
       • Develop sponsorship portfolio with maximum value for partners
Income • Annual self-generated revenue of at least HK$15M by 2023

         • Deliver outstanding, memorable and relevant cricket events
         • Utilize tournaments, ventures and brand to raise revenue and profile
Events   • Participate in appropriate events involving community engagement

     COMMERCIAL & MARKETING

• Operating expenditure not exceeding 85% of annual revenue by 2023
                 • Adequate reserves for capital expenditure and income diminution.
 Finance         • Transparent cost-benefit analysis on all capital expenditure

                 • Enhanced budgeting, forecasting and reporting procedures
                 • Internal controls and policies to be cost-effective efficient and relevant
Administration   • Improved information-flow for management to make informed decisions

                 • Provide strong and exemplary management and governance
                 • Member clubs to implement minimum-standard governance policies
Governance       • Collaborate with key stakeholders (ICC, Government, Members other NGBs)

        FINANCE & ADMINISTRATION

• Maintain a rolling 3-Year facility strategy
              • Develop indoor facilities for recreation and development.
  Cricket
 Facilities   • Annual gap analysis to be prepared and presented to stakeholders

              • Maintain leases for minimum 5 years where CAPEX has been incurred
              • Secure a permanent international standard ground/training centre by 2023
  CHK
 Grounds      • Ensure all CHK grounds to be run at a minimum of cost-neutrality

             • Develop partnerships with AM countries to extend facility and training use
             • Explore partnerships with Schools, Universities and NGBs for facility use
Partnerships • Partner with NGOs for joint facility development and management.

       FACILITIES

3 Strategic
 Priorities

18 Strategic
   Areas

49 Strategic
   Goals