PREMIER CRICKET DEVELOPMENT PROGRAM (PCDP-01) - SEASON 2017/18 AUSTRALIAN PREMIER CRICKET - Community ...
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AUSTRALIAN PREMIER CRICKET
PREMIER CRICKET
DEVELOPMENT PROGRAM
(PCDP-01)
SEASON 2017/18
Glossary PREMIER CRICKET DEVELOPMENT PROGRAM - PCDP-01 - OVERVIEW
Acronym Definition
ACA Australian Cricketers’ Association
ACP Australian Cricket Pathway
AMS Athlete Management System
Premier Cricket Development Program Background
BBL Big Bash League
CA Cricket Australia
CAS-02 Club Accreditation Scheme 2016/17 Argus Premier National
CAS-01
Report & Cricket Strategy
DRP Debutant Recognition Program
& CAS-02
Crank Sports Reference Premier Cricket
Implementation
Competitions Review Group (NSPC)
HP High Performance
KPI Key Performance Indicator
LGA Local Government Authority 1. Club Accreditation Scheme – Why?
NSPC National Strategy for Premier Cricket
Purpose & Objectives
PCDP-01 Premier Cricket Development Program
2017/18
PCP Premier Cricket Program
3. How?
2. What? Mechanics, Templates
4. Who?
S/T States & Territories Content Overview & ACA Premier Stakeholder Roles
Cricket Program
SSPC State Strategy for Premier Cricket
STM State Talent Manager
TP Team Performance 5. When?
WBBL Women’s Big Bash League
Timeline - PCDP-01
PCDP-01 Executive Summary | 1
BACKGROUND BACKGROUND
Australian Team Performance Review (Argus Report) encouraged Cricket Australia to ‘increase the strength of Optimise Premier Cricket to service both participation and high performance needs, whilst aligning with Cricket Australia’s vision to make cricket
supporting competitions’ which led to the Competitions Review, the Premier Cricket Reference Group and the PCDP. the number one participation sport in Australia AND to produce the Number 1 team in the world in all formats, male and female.
2015 2016 2017 Number 1 team in the world in all formats, male and female. Pillars of the CA – Strategy
Delivering the best integrated High Performance system with player development at the core. for Australian Cricket and
»» Premier Cricket Reference Group »» CAS-01 embedded within Premier Clubs »» Clubs CAS-02 embedded within Premier Clubs. the NSPC
• National Strategy for Premier Cricket (NSPC) »» Premier Cricket Season Review Forum held in Adelaide »» Women’s Premier Cricket Development Plan CAS-02 1. Adaptable, resilient and
established to review CAS-01 club feedback and update tool for embedded within Premier Clubs PCDP-01
competitive male and female
CAS-02
• CAS-01 - Developed and Implemented »» Premier Cricket portfolio moves from Game teams
»» CAS-02 created with support of State Premier Development to Team Performance, including
»» ACA Premier Cricket Program commences »» States and pathway to identify
Cricket Staff appointment of Premier Cricket Development Manager
(July 2017)
and develop adaptable,
»» Women’s Premier Cricket Working Group established, resilient and competitive
3. Develop leading Talent
Review completed and National Development Plan »» National Strategy for Premier Cricket to be updated post ASPIRATIONS 1. Adaptable, resilient and 2. Transform into the best 5. Develop and maximise cricketers.
Pathway with clear 4. Best people in Australian
created release of new Australian Cricket Strategy FOR 2022 competitive male and High Performance Model in use of elite training and
alignment to T20 format and sport. 2. Transform into the best High
female teams. Australian Sport. playing facilities.
»» Update in name from Club Accreditation Scheme brands.
(CAS) to Premier Cricket Development Program (PCDP) Performance Model in Australian
(i) Australian Teams’ key (i) For elite teams to be (i) Compete in war for (i) Players, officials, (i) International standard Sport
»» State Women’s Premier Cricket Local Development
players to be ready to resourced talent by attracting, coaches, curators and training centres in »» Implement ‘Mega’ Region
Plans ready for implementation
perform for priority appropriately to growing and retaining all involved in the every state and structure to enhance the
»» ACA Premier Cricket Program now providing support series. balance performance the talent pool at each game to be the best. territory.
player pathway through player
to Women’s Premier Cricket through funded positions and resilience. level.
(ii) Win World T20 events. (ii) Deliver leading (ii) Diverse domestic and coach development.
»» Increased relevance within the Australian Cricket (ii) Implement Mega Region (ii) Increase in domestic accreditation, wicket characteristics.
Coach and Talent Pathways (iii) States and pathway to structure to enhance female playing development and 3. Develop leading Talent Pathway
identify and develop the player pathway opportunities. wellbeing programs. (iii) Upgrade all Premier with clear alignment to T20
»» 95 Premier Coaches attended the Premier Cricket adaptable, resilient Club facilities to
Coaches Summit held in Brisbane through player and format and brands
and competitive coach development. (iii) Be a world leader in (iii) Education and nationally agreed
cricketers. cricket innovation, personal improvement standard. »» Supported, integrated and
(iii) Effective use of with a specific focus to be a cornerstone of connected to Premier Cricket.
(iv) Optimised selection technology for on female playing player development. (iv) Prioritise player safety
integration with performance conditions. and wellbeing 4. Best people in Australian sport
coaching, (iv) World leader in strategies for playing
development, SSSM to
improvement and
(iv) Supported, integrated management of and training.
»» Players, officials, coaches,
accountability. curators and all involved in the
be connected across and connected to integrity and anti
the layers of (iv) Acknowledge the role Premier Cricket. corruption. game to be the best.
Australian Cricket. of Junior Formats and
support them
5. Develop and maximise use of
accordingly. elite training and playing
facilities
»» Upgrade all Premier Club
KEY All HP One Team National industry Upgrade of 1 state or facilities to nationally agreed
Talent Pathway aligned to
MEASURES Win and draw away (60%). recommendations awards winners territory elite facility
WBBL/BBL brands by 2022. standard.
implemented by 2022. (minimum 1 per year). per year by 2022.
2 | PCDP-01 Executive Summary PCDP-01 Executive Summary | 3
To be the leading sport for women and girls
BLUE-SKY 1. Cricket has proven that diversity is 2. Females are just as likely to play 3. Cricket is the sport of choice for 4. Australian success is underpinned by 5. Cricket is the number 1 sport for
ASPIRATIONS good for everyone cricket as males female talented athletes the best domestic league in the world female fans in every state
ASPIRATIONS Enshrine the aspirations of this Grow female participation Cricket is the sport of choice for
FOR 2022 Grow women’s elite cricket Deepen cricket’s fan base
strategy as leadership priorities sustainably female talented athletes
• Our words are backed up by • Gap between cricket available to • A clear, vibrant, sustainable and • AusW is the leading women’s • AusM is the undisputed leading
actions and investment boys and to girls is significantly structured female elite pathway team in Australia men’s team in Australia for
• Diversity is one of our values narrower from representative U13s cricket • Strongest domestic leagues in the females
• Australian Cricket leadership • A clear, vibrant, sustainable and to U19s cricket, Premier cricket world • BBL is the leading men’s sport
team (including Boards) hold each structured female participation and WBBL • WBBL is the leading women’s league in Australia for females
other to account for the delivery pathway from In2Cricket to • Cricket is winning the war for sporting league in the world • Full stadiums for the WT20s in
of the female strategy Premier Cricket talent 2020 (for Australian matches and
• Australian Cricket identifies the • Cricket clubs are safe and fun • Equitable pathways across the finals)
gamechangers for women and places for women and girls gender, including access to • Cricket leads the way with female
girls and accelerates them resources engagement online
accordingly
KEY MEASURES • Diversity is an Australian Cricket • 100% of junior associations • Measure of the strength of the • #1 in all formats and win every • Increased female interest in cricket
value provide both girls and boys female pathway world event • Increased female passion for int’l
• Annual release of a ‘health check‘ competitions • Key features of WBBL compared cricket and BBL
on females in cricket, including a • School ambassador program has to other leagues (e.g. WNBA, Kia • Increased likeability for AusM
Super League, UK Soccer Super
pay gap audit of on and off-field 40% female teachers among females
League etc.)
employees • Cricket is a top three selected • Female attendance at BBL >45%
• Player payments
• Compliance with WGEA sport for girls • Revenue • Awareness of BBL on par with
guidelines • Attendance Tests
• Diversity at all levels for the • Viewership • Big, diverse crowds for WBBL and
benefit of the sport, including: • Awareness of AusW on par with AusW
-- Minimum of 40% at Board AusM • Increased engagement of females
level across Australian Cricket • AusW is the favourite national online
-- Minimum of 40% at SM level women’s team
• 100% matches visible to fans
across Australian Cricket
-- 50% of staff in GMD
-- Minimum of 40% of total AC
workforce by 2022
4 | PCDP-01 Executive Summary PCDP-01 Executive Summary | 5
OVERVIEW - PREMIER CRICKET DEVELOPMENT PROGRAM 1. WHY: PURPOSE & OBJECTIVES OF THE PREMIER CRICKET DEVELOPMENT PROGRAM
We are pleased to introduce PCDP-01 following the successful integration of CAS-01 and CAS-02 by the State Associations and Premier Clubs. Assist Premier Clubs to fulfil their dual role of talent development and community engagement by providing objective measures to drive minimum
In season 2016/17, all Clubs completed two CAS-02 assessments, one at the beginning and one at the end of the season. standards and allow for evaluation, comparison and overall improvement
Key outcomes include: Based on the successful engagement with Premier Clubs for Purpose
Season 2017/18, we are looking to build on the learnings,
»» 79 out of the 87 Premier Clubs satisfied the benchmark feedback and effectiveness of CAS-02. Club feedback and »» Improve each Premier Club’s ability to fulfil their dual role:
requirement of 123/176 points. insights obtained by the State Associations and the National • Breeding ground for national talent; and
»» State Associations used the PCDP to drive real conversations Premier Cricket Reference Group were used to inform the • Pinnacle of community cricket
with the Clubs to improve Premier Cricket. Season Review Forum in May 2017. This resulted in the
»» Incorporate the Australian Cricket Pathway, the Competitions Review and links to the
»» The Athlete Management System (AMS), which houses the following improvements to PCDP-01:
ACA’s Premier Cricket Program
PCDP, proved to be an effective and volunteer friendly »» PCDP-01 now contains 32 questions across 11 criteria areas.
»» Drive minimum standards across all Premier Clubs
platform with strong reporting capabilities. »» PCDP-01 Criteria more streamlined to represent activities at
»» Evaluate, compare and improve all Premier Clubs
»» PCDP was an effective tool in delivering on the second year Premier Clubs.
of the National Strategy for Premier Cricket (NSPC). »» PCDP-01 weightings have been obtained by the number of
Objectives
»» Greater connection between Premier Clubs, State questions in each Assessment Area.
Associations and Cricket Australia, including a move to the »» Minimum benchmark score increased to 80%, i.e. >109 »» Align Premier Clubs to the National Strategy for Premier Cricket
term “Premier Cricket” as a consistent competition name (consolidated from CAS-02 in 2016/17). »» Establish minimum expectations for all Premier Clubs
across Australia.
»» Assessment timelines updated to better align to pre-season »» Recognise and reward Premier Clubs who play a role in fulfilling their high performance
and allow for States and Clubs to collectively review and objectives whilst engaging with the community
plan for Season 2017/18. Top 6 areas of assessment (which »» Share knowledge between:
attract a higher weighting) have been revised to reflect
• States & Territories; and
feedback and ensure ongoing strategic alignment, include:
• Female Cricket • Clubs within each State & Territory
• Governance + Management & Admin »» Focus Premier Clubs attention on critical success factors:
• Facilities + LGA/University Relationships • Female Cricket
• Financial Viability (Finances & Sponsorship)
• Governance + Management & Admin
• Coaching & Performance
• Volunteers • Facilities + LGA/University Relationships
Other significant progress made in Premier Cricket across • Financial Viability (Finances & Sponsorship)
Season 2016/17 included: • Coaching & Performance
PCDP-01 assessment timeframes
»» Buy-in and knowledge sharing within States and Premier • Volunteers
First assessment: Clubs »» Engaging women and growing participation in cricket has been prioritised for season
1st September to 30th October, 2017 »» Linkage to ACA Premier Cricket Program (PCP) 2017/18 with the ongoing success of the WBBL and growing opportunities for talented
Second assessment: »» 9 Premier Clubs recognised by the Debutant Recognition girls. Premier Cricket has a central role in connecting talented girls and High
1st February to 30th March, 2018 Program (DRP) Performance programs.
»» State Preparation for Implementation of the Women’s »» PCDP-01 will reinforce the strategic importance of MyCricket adoption by Premier Clubs
Premier Cricket Development Plan in season 2017/18.
6 | PCDP-01 Executive Summary PCDP-01 Executive Summary | 7
2. WHAT: CONTENT OVERVIEW 2. WHAT: ASSESSMENT AREAS & CRITERIA
Premier Cricket Development Program will integrate the Australian Cricket Pathway, Competition Review recommendations 11 x Assessment Areas | Maximum score = 136 | 32 x Assessment Criteria | Minimum requirement > 109
and ACA’s Premier Cricket Program in readiness for the 2017/18 season
Overview of PCDP-01 Assessment Areas & Criteria
Overview
Premier Cricket Development Program - Criteria Maximum Score Premier Cricket Development Program - Criteria Maximum Score
»» Areas of Assessment x 11 • All Clubs will be recognised that
»» Specific Assessment Criteria x 32 achieve 80% in PCDP-01. Premier Cricket Development Program Number of Maximum % of
1.0 Females 5.0 Coaching & Performance
Assessment Score Total
»» Top 6 Areas of Assessment contain four questions • CA & States to provide - Assessment Areas Criteria 1.1 Facilitate female playing involvement in the pathway 4 5.1 Coach Accreditation 4
(scaled 0-4) to reflect emphasis and importance: intervention support for clubs
1.2 Female inclusive club 4 5.2 Coaching Structure 4
scoring 109) on PCDP-01 and scores validated by this review process and housed in
State Association and Cricket Australia. the Club’s PCDP. 7.0 Juniors 2 8 6% 3.3 Social & Function Rooms 4 8.2 Full competition scores on MyCricket 4
»» Publish the Top 20% of Clubs in each State »» Clubs completing Review and 3.4 Strategic partnership with Local Council/University 4 9.0 Culture
8.0 MyCricket 2 8 6%
Planning Tool on AMS and have 4.0 Financial Viability (Finances + Sponsorship) 9.1 Code of Conduct 4
State # of Clubs (20%)
validation from State Association 9.0 Culture 2 8 6%
NSW 4 will be eligible to receive a 4.1 Proportion of club revenue from S/T grants 4 9.2 Member Satisfaction 4
QLD 3 recognition pack. 10.0 Community Engagement 2 8 6% 4.2 Proportion of club revenue spent on players & coaches 4 10.0 Community Engagement
SA 3 4.3 Working Capital Balance 4 10.1 Community Engagement Plan 4
11.0 Promotion & Communications 2 8 6%
TAS 2 4.4 Sponsorship & Fundraising plan 4 10.2 Links to Junior Clubs and Schools 4
VIC 4 TOTAL 32 136 100% 11.0 Promotion & Communications
WA 3
11.1 Dedicated Promotion and Communications Person 4
Each State will also be able to recognise one Club 11.2 Promotions and Communications Plan 4
that has made the greatest progress on their PCDP-
TOTAL 136
01 Pre to Post Assessment scores.
8 | PCDP-01 Executive Summary PCDP-01 Executive Summary | 9
3. HOW: MECHANICS, TEMPLATES & ACA PREMIER CRICKET PROGRAM 4. WHO: STAKEHOLDER ROLES
For the 2017/18 season, Premier Clubs will self-assess in the lead-up to the start of the season (September/October) and towards the end of the
season (February/March) using the Athlete Management System with templates to minimise the administrative burden
Activity CA States/Territories ACA Club
Project managed through the Premier Representation on Premier Cricket Representation on Premier Cricket Stakeholder consultations and forum
PCDP design & implementation
Cricket Reference Group (PCRG) Reference Group Reference Group feedback sessions
Mechanics Templates ACA – Premier Cricket Program
Attend Review and Preparation
»» Premier Clubs will self-assess: »» CA has developed templates to minimise the administrative »» The ACA Premier Cricket Program (PCP) is a platform for ACA Communicate key elements of the Session & provide feedback at
burden: Members to remain in Premier Cricket through playing, Produced Executive Summary of the
• 1st September to 30th October, 2017 PCDP socialisation with Premier Clubs PCDP and the key liaison contact for PCP Induction program Roadshows planned State Association meetings
PCDP
• 1st February to 30th March, 2018 • Strategic plan coaching, talent identification & administrative roles Clubs with Club Delegates throughout the
2017/18 season
»» States will conduct a formal Review and Planning Meeting • Position descriptions for board members, staff & »» PCP is funded by the players and whilst separate to PCDP,
with each Premier Club in the lead-up to and end of the volunteers it is very much aligned with the objectives of the PCDP and
the Australian Cricket Pathway Signup ACA member and integrate
season to validate club assessments PCDP linkages to PCP PCDP & ACA PCP objectives are aligned Key driver in rolling out PCDP & PCP PCDP & ACA PCP objectives are aligned
• Budget into the club to increase PCDP score
»» CA & S/T will recognise strong performing Clubs for others to »» Australian Cricket and ACA PCP are working together to
• Financial reporting
emulate enhance Premier Cricket. This is reflected in the following Complete AMS Assessment and with
• Member satisfaction survey assessment areas within the PCDP: Club Self-Assessment - prior to Meet with clubs to review and prepare
»» S&T’s will work closely with under performing clubs to assist Design AMS and provide templates to focus on key priority areas identified
start of season (Sept to Oct ‘17) for PCDP-01. Provide ongoing guidance N/A
them to raise their performance to a minimum score of 80%. • Sponsorship assets hierarchy • 5.1 & 5.4 - Coaching & Performance minimise admin burden during the Review and Planning
& end of season (Feb to March ‘18) & support for clubs.
• Community engagement plan Session.
»» Impact on Clubs of non-compliance (
5. WHEN: TIMELINE 5. WHEN: TIMELINE
3 Year Timeline Year 3 - 2017/18 season self-assessment (start & end) with national rankings published in June 2018
Project Task 2016 2017 2018 Project Task July Aug Sept Oct Nov Dec Jan Feb Mar Apr May Jun
States will conduct a formal Review and Planning Meeting In collaboration with States, Fair Play (AMS)
with each Premier Club in the lead-up to and end of the season and CA, update and finalise PCDP-01
to validate club assessments.
Create Executive Summary/Glossy version for
distribution to CA, S/Ts and Premier Clubs
Refine PCDP based on 2015/16 learnings & feedback
Create joint Communications Plan regarding
background, purpose, timing, expectations
and implications
CA & S/T’s to determine PCDP implications for each club
Premier Clubs complete PCDP-01 in lead up to
and end of season
CA & S/T’s to roll out CAS-02 for 2016/17 season
Implement Communications Plan
S&T’s and Premier Clubs complete final
CAS-02 Assessment for 2016/17 CA & S/Ts validate club assessments
Obtain feedback from Premier Clubs and
review PCDP-01 in preparation for PCDP-02,
CA & S&T’s to promote / recognise the ‘Model Clubs’
including Premier Cricket Reference Group
Season Review.
CA to publish following PCDP-01 Results:
• Top 20% of Clubs in each State
Refine PCDP based on 2016/17 season learnings & feedback
• Most Improved Club in each State
• Summary of each State’s Average Scores
• National Average Scores
CA & S/T’s to determine PCDP implications for each club
CA & S/T’s to roll out PCDP for 2017/18 season
12 | PCDP-01 Executive Summary PCDP-01 Executive Summary | 13
Australian cricket Coach Development
Individual coach ELITE & The Baggy Green:
Australian Men’s
Coach
development plans MASTERY & Women’s Teams evaluation
Breakthrough:
Elite Coach Development Program Australia A & CBA Shooting Stars
Strong performances:
TALENT
State/territory National senior competitions Self reflection,
seminars Skill & determination:
profiling and mentoring
High Performance (Level 3) Coach Program National 2nd tier competition & performance program
Potential is identified:
Premier 1sts, national youth competitions & programs
CONDUIT BETWEEN
Online Representative (Level 2) Coach Course Playing & competing: Community HIGH PERFORMANCE
AND COMMUNITY
resources Junior & senior competition workshops
FOUNDATION Learning the skills:
MILO in2CRICKET & MILO T20 Blast
Community (Level 1) Coach Course
Introduction to Cricket (Online) Course
MILO in2CRICKET and MILO T20 Blast Coordinator Inservice Get moving:
Barbecues, backyards & beaches
MyCricketAus coaches.cricket.com.au @cricketaus_cca PCDP-01 Executive Summary | 15
6. ASSESSMENT CRITERIA: DETAIL
1.0 Females
Premier Cricket Development Program - Criteria Desired Target Assessment Scale Rationale for PCDP-01 amendments
1. Females
1.1 Facilitate female playing involvement in Provide grounds for female Score 1 point for each of the following criteria (maximum of 4): Question updated to each criteria worth 1
the pathway matches, including junior point. Wording reviewed around ‘support’ of
»» Premier Club fields a team/s in their State Women’s Premier Cricket competition.
girls teams, training and/or female teams, focusing on either the club
coaching clinics for female »» Club 1st XI Ground host at least 50% of Home matches during the Women’s fielding a team in their Women’s Premier
teams including Premier Premier Cricket season. Competition or the club develops a
and local community teams »» Club hosts multiple coaching clinics for female teams. relationship/s with junior clubs fielding girls
»» Club develops relationship/s with junior clubs fielding girls team/s to develop team/s to grow the player pathway.
player pathway.
1.2 Create a female inclusive environment Club environment and Score 1 point for each of the following criteria (maximum of 4): Criteria altered to be worth 1 point per item.
culture encourages female Inclusion of ‘physical representation’ criteria
»» Member survey indicates the club is a welcoming environment for females
participation and to help females involved with the club with
»» > 10% growth in female involvement within the Premier Club
FOR MORE INFORMATION VISIT:
involvement with the club, being appropriately recognised.
i.e. playing, administration »» Physical representation of female members within the Premier Club (e.g. Photos,
and/or volunteering Honour Boards, social media accounts, websites, etc.)
»» Attendance at A Sport For All workshop
community.cricket.com.au/clubs/premier-cricket-development-program
1.3 Female facilities Appropriate facilities for 4 = Very good female facilities Update of point scale made to question.
females
3 = Good female facilities
NOTE: based on a 5 point
rating scale 2 = Satisfactory female facilities
1 = Unsatisfactory, 2 = Poor, 1 = Poor female facilities
3 = Satisfactory, 4 = Good,
5 = Very Good 0 = No female facilities
1.4 Leadership Diversity Executive Committee is 4 = 2 or more females in Executive Committee makeup New assessment criteria created to provide
comprised of members additional focus on the amount of key
with a mix of skills, 2 = 1 female in Executive Committee makeup leadership positions in Premier Clubs that
experience and diversity. 0 = 0 females in Executive Committee makeup are occupied by female members. Scale
Executive Committees simplified to allow easy calculations.
should better reflect the
make-up of our society,
with an increase in female
representation a large
indicator.
16 | PCDP-01 Executive Summary PCDP-01 Executive Summary | 176. ASSESSMENT CRITERIA: DETAIL 6. ASSESSMENT CRITERIA: DETAIL
2.0 Governance, Management & Administration 3.0 Facilities + LGA/University Relationships
Premier Cricket Development Program - Criteria Desired Target Assessment Scale Rationale for PCDP-01 amendments Premier Cricket Development Program - Criteria Desired Target Assessment Scale Rationale for PCDP-01 amendments
2. Governance, Management & Administration 3. Facilities + LGA/University Relationships
2.1 Executive Committee Renewal Average tenure of each Executive 4 = Between 8 years & 7 years and 1 new Executive Committee member in last 3 years Update of point scale made to 3.1 Facilities + LGA/University Relationships Good facilities, as assessed by 4 = Very good playing wickets for all grades Update of point scale made to
Committee member is 8 years, i.e. (8.4 years, 6.5 years) question. Criteria around State/Territory umpires, regarding Desired Target.
benchmark is 3 x 3 year terms per Gender Diversity in the make-up quality of playing wickets 3 = Good playing wickets for all grades
3 = 9 years or 6 years and 1 new Executive Committee member in last 3 years
Executive Committee member plus of the Committee has now been 2 = Satisfactory playing wickets for all grades
(9.4 years, 5.5 years)
one new member every 3 years extracted from this question to
2 = 10 years or 5 years and 1 new Executive Committee member in last 3 years make the new Question at 1.4. NOTE: based on a 5 point rating 1 = Poor playing wickets for all grades
(10.4 years, 4.5 years) scale
0 = Unsatisfactory playing wickets for all grades
1 = 11 years or 4 years and 1 new Executive Committee member in last 3 years 0 = Unsatisfactory, 1 = Poor,
(11.4 years, 3.5 years) 2 = Satisfactory, 3 = Good,
4 = Very Good
0 = > 12 years or < 3 years (12.4 years, 2.5 years)
0 = No new Executive Committee members in last 3 years
3.2 Quality of training facilities for all grades Good facilities, regarding quality of 4 = Very good training wickets and training facilities AND accessability Update of point scale made to
2.2 Strategic Plan Strategic plan developed, linked to 4 = Club strategic plan, linked to SSPC and NSPC, targets & action plan Update of point scale made to training wickets Desired Target. Extra focus was
State Strategy Premier Cricket question. 3 = Good training wickets and training facilities AND accessability identified on accessability of
(SSPC) and/or National Strategy 3 = Club strategic plan, linked to SSPC and NSPC with either targets or action plan training facilities for all teams
NOTE: based on a 5 point rating 2 = Satisfactory training wickets and training facilities AND accessability
Premier Cricket (NSPC) with 2 = Club strategic plan linked to SSPC and NSPC with no targets or action plan involved within the club, with the
performance targets & action plan scale 1 = Poor training wickets and training facilities AND accessability term ‘AND accessability’ included
1 = Club strategic plan not linked to SSPC and NSPC or plan is in progress 0 = Unsatisfactory, 1 = Poor, to criteria answers.
0 = Unsatisfactory training wickets and training facilities
2 = Satisfactory, 3 = Good,
NOTE: Strategic Plan template to be 0 = No club plan
4 = Very Good 0 = Facilities not accessible to all teams (Male & Female)
supplied.
2.3 Skills based Executive Committee Executive Committee is comprised 4 = 8 areas covered by 8 different Executive Committee members Update of point scale made to
of members with a mix of skills and question. 3.3 Social & function rooms Club has social and/or function 4 = Social rooms and/or access to sponsors facilities available, in good condition and No alteration to question wording
experience, including the following 3 = 7 areas covered by 7 different Executive Committee members rooms or access to sponsors well utilised from CAS-02.
key areas: 1. governance, 2. finance facilities for use by players, officials
2 = 6 areas covered by 6 different Executive Committee members Update made to have skill and volunteers 3 = Social rooms and/or access to sponsors facilities available, in good condition and
& sponsorship, 3. marketing, 4. not well utilised
volunteer management, 5. high 1 = 5 areas covered by 5 different Executive Committee members portfolios represented by one
performance cricket (coaching or committee Member per skill. 2 = Social rooms and/or access to sponsors facilities available, in need of repair
0 = < 5 areas covered by 5 different Executive Committee members
playing), 6. local council experience, 1 = No social rooms and/or access to sponsors facilities, plans to develop
7. community engagement & 8.
Accredited Member Protection 0 = No social and/or access to sponsor facilities, no plans to develop
Information Officer (MPIO)
NOTE: Club to complete template 3.4 Strategic partnership with local council/ Effectiveness of club’s relationship Score 1 point for each of the following criteria (maximum of 4): Question updated to each criteria
for each Executive Committee university with local council, i.e. Executive worth 1 point. Each item has been
member as evidence of skills »» Executive Committee Member looks after the portfolio
Committee member portfolio, Local retained and called out. Inclustion
2.4 Expectations defined for Roles defined for all roles with clear 4 = Roles defined for ALL Executive Committee and staff, expectations measured Update of point scale made to Council Liaison Officer, target »» Liaison Officer appointed by the Club of ‘University’ reference made to
Executive Committee members expectations question. number of meetings per annum and »» Executive Committee Member and/or Liaison Officer has 4 face-to-face meetings recognise the University-based
3 = Roles defined for ALL Executive Committee and staff, expectations not measured identified ‘expectations’ within the with Council/University per annum clubs around Australia.
and staff
2 = Roles defined for some Executive Committee and staff, expectations measured relationship »» Exceeding expectations established by the Club
1 = Roles defined for some Executive Committee and staff, no expectations
0 = No roles defined for Executive Committee or staff
18 | PCDP-01 Executive Summary PCDP-01 Executive Summary | 196. ASSESSMENT CRITERIA: DETAIL 6. ASSESSMENT CRITERIA: DETAIL
4.0 Financial Viability (Finances + Sponsorship) 5.0 Coaching & Performance
Premier Cricket Development Program - Criteria Desired Target Assessment Scale Rationale for PCDP-01 amendments Premier Cricket Development Program - Criteria Desired Target Assessment Scale Rationale for PCDP-01 amendments
4. Financial Viability (Finances + Sponsorship) 5. Coaching & Performance
4.1 Proportion of total club revenue from S/T Less than 50% of club revenue 4 = < 50% of total club revenue from S/T grant funding Update of point scale made to question. 5.1 Accreditation of Head Coach Head Coach of any Senior Team Score 1 point for each of the following criteria (maximum of 4): Question updated to each criteria worth 1
grants reliant on S/T grant funding 3 = 50% - 59% of total club revenue from S/T grant funding & Junior Coach >= Representative Coach »» Head Coach holds a Representative Level Coaching point. Amendments to reflect accreditation
Definitions: Junior/Development Coach Accreditation of Head Coaches (Men’s Teams and Junior
2 = 60% - 69% of total club revenue from S/T grant funding Coach) and attendance of at least one
Total club revenue: sponsorship, fundraising, >= Community Coach »» Assistant Coach holds a Representative Level Coaching
food & beverage sales, membership, S/T grant 1 = 70% - 79% of total club revenue from S/T grant funding coach at the Premier Cricket Coaching
OR Accreditation
funding, local council funding etc. 0 = > 79% of total club revenue from S/T grant funding Summit (held July 2017).
Head Coach or Junior/Development Coach is a »» Head Junior/Development Coach holds either a
member of the ACA Premier Cricket Program and Representative or Community Level Coaching Accreditation
S/T grant funding: all funding received from the holds at least a Representative Coach »» At least one of the Head Coaches attended the Premier
State or Territory governing body Cricket Coaching Summit
0 = Irrespective of coach accreditation within the club, if any
NOTES:
coach at the club does NOT have a working with children check
1. all coaches must be members of Cricket Coaches
4.2 P
roportion of total club revenue spent on Less than 30% of club revenue 4 = < 30% of total club revenue spent on remunerating players & coaches Update of point scale made to question. Australia (CCA)
remunerating players & coaches to be spent on remunerating 3 = 30% - 39% of total club revenue spent on remunerating players & coaches Update made in terminology from 2. coaches must be accredited and have Working
players & coaches ‘expenditure’ to ‘revenue’ in criteria to with Children Checks (or State equivalent)
2 = 40% - 49% of total club revenue spent on remunerating players & coaches clarify source of income for this question.
1 = 50% - 59% of total club revenue spent on remunerating players & coaches
NOTE: excludes payments for 5.2 Coaching structure supports skill Coaching structure & roles published, junior Score 1 point for each of the following criteria (maximum of 4): Question updated to each criteria worth 1
players clothing etc. 0 = > 59% of total club revenue spent on remunerating players & coaches development of cricketers with links to coordinator and specialist coaches in place and point. Alteration made to criteria area
»» Coaching structure and roles published on club website
S/T Associations, i.e. State High links to State Talent Manager & High Performance focusing on access to specialist coaches by
»» Club has a Junior/Development coordinator
Performance staff Coaching staff ALL players the club. Minor alterations
»» Club has specialist coaches made to Communication criteria with
4.3 Working Capital balance (Current Assets Club’s Working Capital balance 4 = > 80% of working capital balance target Question reworded on feedback from »» Monthly communication by club with State High Performance reference to ‘State High Performance Staff’
- Current Liabilities) at 30 June (Current Assets - Current 3 = 61% - 80% of working capital balance target CAS-02. Focus has shifted now to the club’s staff (in-season) and frequency of communication updated
is greater than $50,000 Liabilities) is greater than Working Capital balance and working to a to ‘Monthly’ (previously ‘regular’).
$50,000 2 = 34% - 60% of working capital balance target target of $50,000 (down from $100,000).
1 = 1% - 33% of working capital balance target
5.3 Club Championship results Club Championship results over the last 5 seasons 4 = 4 or more x top 25% club championship results in last 5 years Update of criteria scale made to question.
0 = < 1% of working capital balance target (across both Men’s and Women’s Premier Cricket) Criteria reduced from 10 years to 5 years to
3 = 3 x top 25% club championship results in last 5 years
focus on more recent performances.
2 = 2 x top 25% club championship results in last 5 years
NOTE: The Club Championship results will
1 = 1 x top 25% club championship results in last 5 years apply for both the Men’s and Women’s Club
4.4 Sponsorship & Fundraising plan Sponsorship & Fundraising plan Score 1 point for each of the following criteria (maximum of 4): Question updated to each criteria worth 1
0 = No top 25% club championship results in last 5 years Championships in each State as separate
developed with targets »» Club has a Sponsorship & Fundraising Plan point. Each item has been retained and
results.
identified, regular progress called out. Inclustion of ‘Greater than 15%
»» Club has Sponsorship Targets identified
provided to Club Executive in revenue from Sponsorship’ made to
Committee and Sponsorship »» Regular progress reports are provided to the Club Executive Committee on identify how much of a club’s revenue is 5.4 Talent Development - number of players Number of players developed by the club to play at 4 = > 5 players developed to the next level over last 3 seasons No alteration to question wording from
revenue is measured against Sponsorship progress made through this activity. the club has developed for the next level any of the following Pathway levels: 3 = 4 - 5 players developed to the next level over last 3 seasons CAS-02. Recognised existing feedback in
Gross Club Revenue »» Sponsorship raises greater than 15% of all club revenue »» Under age state representative level relation to state pathway setups when
2 = 2 - 3 players developed to the next level over last 3 seasons considering any updates to question.
NOTE: Player must have a contract (where »» Futures League level
applicable) and/or debut with that team to be 1 = 1 player developed to the next level over last 3 seasons
»» State level
counted in the PCDP. Selection only within the 0 = 0 players developed to the next level over last 3 seasons
squad will not count. »» National level
20 | PCDP-01 Executive Summary PCDP-01 Executive Summary | 216. ASSESSMENT CRITERIA: DETAIL 6. ASSESSMENT CRITERIA: DETAIL
6.0 Volunteers + 7.0 Juniors 8.0 MyCricket
Premier Cricket Development Program - Criteria Desired Target Assessment Scale Rationale for PCDP-01 amendments Premier Cricket Development Program - Criteria Desired Target Assessment Scale Rationale for PCDP-01 amendments
6. Volunteers 8. MyCricket
6.1 Volunteer Management Volunteer Management Action Plan (VMAP) in Score the following points for each of the following criteria: New question crafted to provide 8.1 Club data on MyCricket All club data is up-to-date on MyCricket, i.e. players, Players Question style restructured to gain
Action Plan place with regular tracking of performance. additional support to management (all Grades) coaches, club officials & volunteers 1 = 100% club data up-to-date breakdown for each of the four areas
»» Club has a Volunteer Management Action Plan with all seven areas
and support of Volunteers within to get a truer indicator of records.
addressed (1.5 points) 0.75 = 90% - 99% club data up-to-date
NOTE: Information can be downloaded from Premier Clubs. Update of term ‘Officials’ to ‘Club
7 Stages of the VMAP »» Implementation Plan created for each of the 7 stages of the VMAP 0.5 = 80% - 89% club data up-to-date Officials’ to avoid confusion with
community.cricket.com.au/clubs/volunteers (0.5 points per stage - max. 3.5 points)
»» 1. Recruitment 0.25 = 70% - 79% club data up-to-date Match Officials (e.g. Umpires).
»» 2. Place »» Performance is tracked for each of the 7 stages of the VMAP (0.5
points per stage - max. 3.5 points) 0 = < 70% club data up-to-date
»» 3. Induct
»» Performance status for each of the 7 stages of the VMAP (max 3.5 Coaches
»» 4. Train
points) 1 = 100% club data up-to-date
»» 5. Supervise
• On Track (0.5 points) 0.75 = 90% - 99% club data up-to-date
»» 6. Recognise
• Work In Progress (0.2 points) 0.5 = 80% - 89% club data up-to-date
»» 7. Replace
• Not Started (0 points) 0.25 = 70% - 79% club data up-to-date
0 = < 70% club data up-to-date
6.2 Number of volunteers At least 4 volunteers per team OR 10% growth in 4 = > 4 volunteers per team OR > 10% growth in volunteers Wording changes to define effective
volunteers per annum programs, i.e. teams fielded in Club Officials
Defintion 3 = > 3 volunteers per team OR 7.5% - 9.9% growth in volunteers
Volunteer: ‘a person who performs a service relevant age categories. Also added a 1 = 100% club data up-to-date
2 = > 2 volunteers per team OR 5.0% - 7.4% growth in volunteers component regarding expectations.
willingly and without pay’. 0.75 = 90% - 99% club data up-to-date
1 = > 1 volunteer per team OR 2.5% - 4.9% growth in volunteers
0.5 = 80% - 89% club data up-to-date
0 = < 1 volunteer per team OR < 2.4% growth in volunteers
0.25 = 70% - 79% club data up-to-date
7. Juniors 0 = < 70% club data up-to-date
7.1 Junior Co-ordinator Club has a nominated Junior Co-ordinator, Score 1 point for each of the following criteria (maximum of 4): Removed reference of ‘at all levels’ on Volunteers
complies with the Australian Cricket Pathway »» Junior Coordinator complies with the ACP Desired Target and Criteria. Question 1 = 100% club data up-to-date
Defintion (ACP), has effective programs i.e. teams fielded in updated to rate as 1 point per item. 0.75 = 90% - 99% club data up-to-date
»» Effective junior programs in place
Effective junior programs: teams fielded in all relevant age categories, expectations outlined Inclusion of ‘Attendance at an A Sport
and has attended an A Sport For All workshop »» Expectations of Junior Coordinator role outlined For All workshop within last 2 years’ 0.5 = 80% - 89% club data up-to-date
relevant age categories
within the last 2 years »» Attendance at an A Sport For All workshop within the last 2 years made to make sure people 0.25 = 70% - 79% club data up-to-date
understand inclusive environments. 0 = < 70% club data up-to-date
7.2 Junior programs Junior programs/initiatives or links with Score 1 point for each of the following criteria (maximum of 4): Update of point scale made to Desired 8.2 Full competition scores updated and Teams and Scores updated and finalised on 4 = 100% Team & Scores updated on MyCricket by 7:00pm No alteration to question wording
community clubs: »» MILO in2CRICKET & MILO T20 Blast Target. Removal of line referencing finalised on MyCricket by 7:00pm (Full MyCricket by 7:00pm from CAS-02.
3 = 80% - 99% Team & Scores updated on MyCricket by 7:00pm
1. MILO in2CRICKET & MILO T20 Blast ‘Structured training program aligned scores 1st Grade, Summary scores for
Defintion »» Club coaches attend Coaching workshops/updates through State 2 = 60% - 79% Team & Scores updated on MyCricket by 7:00pm
to FTEM principles’ as this is part of other Grades)
Effective programs: club hosts at least 1 2. Club coaches attend Coaching workshops/ twice per year
the Coaching Accreditation Courses. 1 = 40% - 59% Team & Scores updated on MyCricket by 7:00pm
coaching session at a community club per updates through State twice per year »» Effective programs with community clubs
season 0 = < 40% Team & Scores updated on MyCricket by 7:00pm
3. Effective programs with community clubs »» Junior development integration with seniors in your club
4. Junior development integration with seniors in
your club
22 | PCDP-01 Executive Summary PCDP-01 Executive Summary | 236. ASSESSMENT CRITERIA: DETAIL 6. ASSESSMENT CRITERIA: DETAIL
9.0 Culture + 10.0 Community Engagement 11.0 Promotion & Communications
Premier Cricket Development Program Desired Target Assessment Scale Rationale for PCDP-01 amendments Premier Cricket Development Program Desired Target Assessment Scale Rationale for PCDP-01 amendments
- Criteria - Criteria
9. Culture 11. Promotion & Communications
9.1 Player behaviour policies and Code of conduct published and 4 = Updated code of conduct published and effective, i.e. < 3 guilty reports in last 2 seasons Minor update to criteria to 3 offences in 11.1 Dedicated person responsible At least one Executive Committee 4 = Executive Committee member and staff member/volunteer with promotion and No alteration to question wording from
code of conduct (on-field & effective, i.e. < 3 guilty reports in last two years based on feedback from for promotion and member, volunteer or staff communications skills responsible for promoting the club CAS-02.
off-field) last 2 seasons 3 = Outdated code of conduct and effective, i.e. < 3 guilty reports in last 2 seasons CAS-02. communications member responsible for driving the
promotion and communications of 3 = Executive Committee member with promotion and communication skills responsible for
2 = Updated code of conduct, however not effective, i.e. > 3 guilty report in last 2 seasons promoting the club
the club and Premier Cricket
1 = Outdated code of conduct and not effective, i.e. > 3 guilty report in last 2 seasons 2 = Staff member/volunteer with promotion and communication skills responsible for
0 = No code of conduct NOTE: Skills = experience promoting the club
1 = Executive Committee member without promotion and communication skills responsible
9.2 Member satisfaction surveys Annual member survey completed Score 1 point for each of the following criteria (maximum of 4): Minor update made to percentage of for promoting the club
Definitions by 25% of active and financial survey responses. 0 = No person responsible for promoting the club
»» Member Survey sent to active and financial members
Active member: played at least 4 members with positive results and
action plan to address key issues »» Member Survey completed by up to 25% of active and financial members
games per season
»» Club actions key feedback from Member Survey results
Financial member: fully paid up
member of the club as playing, »» Additional point available for Member Survey completed by more than 25% of active and
11.2 Promotions and Promotion and Communications Score 1 point for each of the following criteria (maximum of 4): Criteria updated to 1 point for each item.
non-playing and volunteer financial members
Communications Plan plan developed with social media Content of criteria kept the same from
»» Completed Promotion & Communications Plan
targets, activities monitored CAS-02, with the exception on calling out
10. Community Engagement within the implementation plan »» Social Media Targets set for season 50% of activities in Implementation Plan
AND support S/T Premier Cricket »» 50% of activities in Implementation Plan completed completed.
10.1 Community Engagement Plan, Community engagement plan Score 1 point for each of the following criteria (maximum of 4): Criteria updated to 1 point for each item. sponsors and contra arrangements »» Club supports S/T Premier Cricket sponsors
including completion of A Sport developed, including completion of Attendance at A Sport For All workshop
»» Community Engagement Plan
For All (ASFA) training to the A Sport For All training, points split based on percentage of
promote the club’s role in the performance targets & »» At least 25% of Executive Committee members attended an A Sport For All training committee members.
community implementation plan workshop in the last 12 months
»» Community Engagement Targets and Implementation Plan in place
»» Additional Point if over 50% of Executive Committee members attended an A Sport For
All training workshop in the last 12 months
10.2 Links to Junior Clubs Strong links with Junior Clubs and 4 = Very good links with Junior clubs and/or Schools and demonstrate effective programs in Added ‘and/or’ to expand scope for those
(community, local or country) Schools place clubs that have existing Junior Programs to
and/or Schools be able to focus community engagement
3 = Good links to Junior clubs and/or Schools and demonstrate effective programs in place activities on the Schools space. Added
Definition NOTE: based on a 5 point rating
Effective programs: e.g. Club hosts at 2 = Satisfactory links to Junior clubs and/or Schools and minimal programs in place ‘demonstrate’ to provide further details on
scale effective programs.
least 1 Junior Association
0 = Unsatisfactory, 1 = Poor, 1 = Poor links with Junior clubs and/or Schools and no programs in place
Representative Game, Club hosts a
coaching clinic with a local primary 2 = Satisfactory, 3 = Good,
0 = No links to Junior clubs and/or Schools 5 point rating Scale weightings updated.
school. 4 = Very Good
24 | PCDP-01 Executive Summary PCDP-01 Executive Summary | 25USEFUL SITES AND RESOURCES FOR AUSTRALIAN PREMIER CLUBS
community.cricket.com.au/clubs/premier-cricket-development-program
WELL
WELL
PLAYED
PLAYED
INCLUSION AND DIVERSITY GUIDE
FOR COMMUNITY CRICKET
community.cricket.com.au/clubs/a-sport-for-all Australian Cricket’s
Playing Policies and
Community Guidelines
26 | PCDP-01 Executive Summary PCDP-01 Executive Summary | 27NOTES:
community.cricket.com.au/clubs/premier-cricket-development-program
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