NZC STRATEGIC PLAN 2017 - November 2017 - NZ Cricket
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
NZC STRATEGIC PLAN 2017 November 2017
01
Cricket will be a game for all The best players, coaches,
New Zealanders; a game without
barriers – a game that can be
officials and support in Cricket
played anywhere, by anyone.
02
Whatever the individual circumstances, Kiwis will be given
An aligned and effective
every reason to celebrate and engage with cricket as their
game, for life.
Cricket family
03
A High Performance culture, underpinned by quality
people, systems and facilities will produce winning
BLACKCAPS and WHITE FERNS that inspire the nation and
represent the best of New Zealand’s values and culture.
New Zealand’s Summer Game
Cricket will be one family, built on a sustainable financial
model, and with a quality and consistency of governance
04
that nurtures the game at Community level and provides
Fans for life
pathways towards success on the international stage. We
will take a global approach and perspective to all our
activities for the betterment of the game in New Zealand.
05
Financial Success
2 New Zealand Cricket Strategic Plan 2017
01
The best players, coaches,
officials and support in Cricket
Quality environments and PRIORITIES MEASURES
people who produce winning
•• Maintain robust support systems that meet the •• BLACKCAPS win the ICC CWC 2019, and at least
BLACKCAPS and WHITE FERNS needs of the BLACKCAPS and WHITE FERNS. one of the 2016 & 2020 ICC World T20s and are
who inspire New Zealanders. •• Ready-to-go BLACKCAPS and WHITE FERNS
consistently ranked in the top four for Tests. The
WHITE FERNS to make the final of the ICC ODI
players, coaches and support staff through talent and T20 events and be consistently ranked in the
identification, high performance pathways and top two.
The BLACKCAPS and WHITE FERNS are the shop-window succession planning.
of cricket in New Zealand. We will pursue and develop •• 100% of participants in HP programme use and
quality high performance environments and people to •• Identify and maximise opportunities for engage with IPP systems.
produce world-class players and teams. We will drive development of the professional system in
a culture of improvement with a view to consistently women’s cricket. •• Players transitioning into first class or international
producing winning teams that inspire New Zealanders. teams contribute significant performances within
•• Aligned high performance strategies, facilities and two consistent tours or one domestic campaign.
program across all age groups and levels.
Our domestic competitions will entertain and excite •• Talent identification and succession planning in
while fostering the development of players who •• Quality domestic and pathway competitions, place for coaches, management, support staff
are ready-to-go in the international game. venues and facilities to support game and player and match officials.
development.
•• New national high performance facility built
•• A world class match officials through improved and operational.
identification and education.
•• 60% of WHITE FERNS involved in professional
•• A New Zealand way of playing that delivers competitions around the world.
results, and engages and inspires our fans.
3 New Zealand Cricket Strategic Plan 2017
02
An aligned and effective
Cricket family
The best structures, people PRIORITIES MEASURES
and processes to take
•• We will ensure the right structures, systems, •• Complete the review of cricket governance and
cricket forward. agreements, and environment to future proof our delivery in New Zealand by Dec 2018.
game and deliver our vision.
•• New Master Agreement (or similar) in place and
Cricket will be viewed as a leading sport in New •• Grow and invest in partnerships with all agreed by Aug 2018.
Zealand, part of our national identity underpinned stakeholders for the mutual benefit of the game.
•• NZC, and Major and District Associations, achieving
by quality performances on the field and strong
•• The right people in the right positions to build the against all deliverables and actions in SLAs and MOUs.
administration. An aligned delivery approach and
game at all levels.
governance model will ensure the best people, •• 80% of stakeholders surveyed say NZC, and Major and
structures and processes for the game. •• Adopt a process of continual improvement. District Associations, are effectively leading cricket.
•• Leaders in sport integrity. •• NZC, and Major and District Associations, following
Our small size will be our advantage, we will have
consistent planning processes across strategy and
the agility and professionalism to respond to the •• Take an international perspective and global delivery.
opportunities and changes in our community approach to grow and enhance our game.
and in our game. We will leverage our domestic •• Governance matrix in place for NZC and MAs ensuring
and international partnerships, cultivating •• Hold a position of positive influence in the game appropriate skills mix at Board level by Dec 2018.
and developing closer relationships with key internationally.
stakeholders, to ensure we are best-placed to •• Membership and active participation in all relevant
achieve our strategic vision. national and international sports integrity groups.
4 New Zealand Cricket Strategic Plan 201703
New Zealand’s
Summer Game
Cricket will be New Zealand’s PRIORITIES MEASURES
summer game; celebrating,
•• Celebrating and growing the women’s game, •• Completed review of community cricket by Dec 2016
growing and keeping New and women’s role across the sport as players, to identify appropriate national community cricket
Zealanders in our game. administrators, fans and advocates. delivery models.
•• Alignment of community cricket roles, •• Implementation of a digital platform to
responsibilities and deliverables across clubs, DAs, capture complete data on all participants by
Cricket will be the game for all New Zealanders; a MAs and NZC. September 2017.
game that embraces and celebrates the Kiwi way of
life and our spirit of fairness and respect. A game that •• Improved local capability, capacity and the right •• Sustained year on year growth of retention rates
can be played by anyone, anywhere, whether it is at facilities to support delivery of community cricket across all participant types and game formats.
the beach or on the oval; informal or first-class. Cricket across New Zealand.
•• Year on year growth for targeted groups, measured
will be the game of choice for all New Zealanders,
•• Develop and deliver formats of the game that by a population/participant percentage.
and an integral part of the iconic Kiwi summer.
meet the needs of our diverse playing base.
•• Completion of Women and Cricket Report
New Zealanders are part of the game because they •• Enhanced retention rates through quality cricket in June 2016 and implementation of agreed
love it, they enjoy their time in the game, whether as a experiences and clear pathways through the recommendations.
player, fan, volunteer, administrator or match official. game.
•• Increased brand awareness of the community
•• Grow the profile of community cricket, improving game and formats in marketing surveys.
engagement with cricketers through new channels
and products.
•• An expanded cricket family that takes the game to
under-represented and under-engaged groups.
5 New Zealand Cricket Strategic Plan 201704
Fans for life
Nurture fans from their initial PRIORITIES MEASURES
point of interest to become
•• Understand the potential fan and create •• Cricket consistently ranks in the top two of sports in
engaged cricket fanatics. opportunities for all New Zealanders to embrace New Zealand in fan passion indexes for both fans
the game. and fanatics/avid fans by 2020.
Cricket fans will be known for their dedication and •• Improved understanding of our fans. •• Year on year growth of viewership across all
passion. Their first experience with the game will spark a broadcast platforms.
•• Deliver a range of compelling and entertaining
life-long bond, one that is recognised and celebrated.
products and propositions that meet the needs of •• Sustained increased interaction with fans across
fans. digital platforms.
Our fans may come and go but we will always be there,
our game will always be a part of their life. •• Deliver a game day experience that keeps fans •• Significant increases in crowds at domestic
wanting to return and our teams playing in front of competition games between 2015 and 2020.
full venues.
The world of fan engagement will be both personal and •• Average attendances at International matches at
digital: multi-platform, multi-media, mobile and social. •• Sports-leading digital platforms, databases and 70% of saleable capacity.
Cricket will have improved reach through its digital capability across the game.
channels to promote more interaction with fans, improving
our conversations, boosting match attendances and •• Ongoing, targeted and consistent engagement
viewership, and growing brand visibility. and communication with fans.
•• Cricket will be key to New Zealand’s summer,
celebrating the New Zealand way of life.
6 New Zealand Cricket Strategic Plan 201705
Financial Success
A sustainable financial model PRIORITIES MEASURES
that will support the long-term
•• The best funding model that drives the right •• One major long-term international sponsor in place
health and growth of the game. activities and considers the long term growth of by 2018.
the game in New Zealand.
•• 20% increase over four years in domestic and
Our sponsors and partners will value their •• A global approach to maximise our commercial international sponsorship.
relationship with Cricket because they recognise that properties.
•• Increased brand awareness of key NZC products
Cricket is a sport that represents the best of New
•• Commercialisation of the full suite of cricket assets, and events including Chappell-Hadlee Trophy and
Zealand and is a brand they wish to be part of.
and improved leveraging through our digital the domestic competitions.
platform.
To grow the game we must invest in the game - •• Improved income smoothing, leading to less
NZC will ensure a more consistent and diverse •• Grow and communicate the value cricket brings to volatility in annual revenue.
revenue approach so we can continue to invest in its commercial and delivery partners.
•• Non-operating/long-term financial reserves of $30
the delivery of community and domestic cricket as
•• Well developed, long-term compelling brands million by 2020.
well as our high performance programmes. A strong
around key events and fixtures such as the
financial and asset base will secure the long-term
Chappell-Hadlee Trophy.
sustainability of the game in good times and bad.
•• Build an investment, asset and earnings base
beyond cricket that will provide security for NZC in
future.
7 New Zealand Cricket Strategic Plan 2017PUSH ON For more information and resources contact: NZC | +64 9 393 9700 | info@nzc.nz | nzc.nz
You can also read
