Pepsi ICC Development Programme Strategic Operations 2011 â 2015
Building a Bigger, Better Global Game
Pepsi ICC Development Programme Strategic Operations 2011 – 2015 Strategic Priorities
4. Competition Opportunities
1. Participation
2. Performance
3. Promotion
Global Milestones & KPIs by 2015 for AMs*
a.1 million+ more participants in AMs b.Strong retention from involvement programmes to regular playing structures c. Increases in coach, official and facility numbers to support participation and playing growth
a.Improved performances at ICC major events b.Improved performances against FMs** in bi-laterals c. Build the number of teams in ICC major events based on merit and performance
a.Enhanced awareness of AM & Development Programme activities b.More cricket shown, and rights purchased, by ‘nontraditional’ cricket media c. A greater focus on domestic promotion d.Independently evaluate cricket’s participation in the Olympics
a.Provide competitive international opportunities and pathways in all formats b.Seek merit based opportunities for AMs in all ICC competitions c. Grow the number of AM v FM bilaterals, particularly against lower ranked FMs
Focus Areas
d.Well resourced involvement programmes (incl. staffing) e.Integrated junior and senior playing pathways f. Mass participation growth, particularly within indigenous and women’s markets g. Targeting AMs with high participation potential h.Global/Regional education systems (coach, official, curator and instructor training) - incl. online and multi lingual resources i. Facility development/ enhancement and use maximisation j. Improved data collection methods
d.Global focus on the top ranked teams. e.Regional focus on the next best teams f. To achieve on-field high performance, this is a need for high quality incountry: o governance o staff (incl. CEO’s and National Coaches) o domestic cricket structures o preparation for ICC events o player management (incl. contracts for top ranked) o selection processes g. Provide additional global support to improve on-field performance in targeted Members
e.Next ICC rights sale modelling process to include a focus on new market cultivation f. Evaluate, approach and encourage targeted ‘nontraditional’ broadcasters by offering FOC access to ICC (and FM) broadcast rights g. Enhanced global effort to promote key Development Programme and AM activities h.Involvement in Olympics evaluation process i. Regional push to improve AM domestic promotional activities
d.Global pathways for senior men (4day, 50 & 20 over) and Women (50 & 20 over) e.Regional pathways for men (senior 50 & 20 over, and U/19) and women (senior). Other Regional junior and women’s events as necessary. f. Global events incl. WCL, ICup, Men’s WT20 Qual., Women’s WT20 and CWC Qual. g. Balancing the 3 formats within ICC AM competition h.Championing the principles of merit, opportunity and performance i. Player Eligibility (review and new database)
5. Targeted Support
6. Governance and Administration
7. Females in World Cricket Strategy^
a.Resources set aside for targeted support in high potential markets and AMs b.Enhancement of the incentivised funding model c. Evaluate the possibility of hosting an ICC major event in an emerging market in the next rights cycle
a.Substantial increase in non-ICC income b.Excellent planning, delivery and financial management c. Excellent staff and strong volunteer networks d.More ‘competency based’ Board members e.Optimal ICC Membership structure in place
a.1 million+ female participants across all ICC Members b.More competitive teams at the highest international level c. Raised international and domestic awareness d.Increased domestic financial support for female activities e.Greater female involvement in all aspects of the cricket system
d.Implement the ICC Development Funding Policy, with higher allocations overtime based on overall (on and off field) performance e.Regional funding policies to be more targeted f. HPP ‘discretionary’ allocations to be more targeted g. Manage the annual funding allocated for ICC Development initiatives h.Consider possible AM hosts of an ICC major event in the next rights cycle
f. AM recruitment and management of staff and volunteers g. Assistance with AM non ICC fund raising. h.Roll out of ICC CAP courses and utilization of World Academy of Sport Post-Grad. Course i. Education about the benefits of ‘competency based’ Board members j. Review of current Membership structure (as part of Governance review) and corresponding criteria.
f. Specific female participation growth strategies g. More international bi-lateral fixtures h.Greater playing opportunities for lower ranked against higher ranked Members i. Integrated (male/ female) promotion, fixtures (T20) and rights sales j. Optimising the value of 3 ICC Women’s events in Asia from 2012-14 k. Increased Member ownership of the need for more female involvement in cricket l. More high level champions for Women’s Cricket m.Increased number of Females on Member Boards
Implementation Notes: * AMs refers to ICC Associate and Affiliate Members
** FMs refers to ICC Full Members
^ The ICC Females in World Cricket Strategy is aimed at all ICC Members
Pepsi ICC Development Programme Strategic Operations 2011 – 2015 Strategic Priorities
4. Competition Opportunities
1. Participation
2. Performance
3. Promotion
Global Milestones & KPIs by 2015 for AMs*
a.1 million+ more participants in AMs b.Strong retention from involvement programmes to regular playing structures c. Increases in coach, official and facility numbers to support participation and playing growth
a.Improved performances at ICC major events b.Improved performances against FMs** in bi-laterals c. Build the number of teams in ICC major events based on merit and performance
a.Enhanced awareness of AM & Development Programme activities b.More cricket shown, and rights purchased, by ‘nontraditional’ cricket media c. A greater focus on domestic promotion d.Independently evaluate cricket’s participation in the Olympics
a.Provide competitive international opportunities and pathways in all formats b.Seek merit based opportunities for AMs in all ICC competitions c. Grow the number of AM v FM bilaterals, particularly against lower ranked FMs
Focus Areas
d.Well resourced involvement programmes (incl. staffing) e.Integrated junior and senior playing pathways f. Mass participation growth, particularly within indigenous and women’s markets g. Targeting AMs with high participation potential h.Global/Regional education systems (coach, official, curator and instructor training) - incl. online and multi lingual resources i. Facility development/ enhancement and use maximisation j. Improved data collection methods
d.Global focus on the top ranked teams. e.Regional focus on the next best teams f. To achieve on-field high performance, this is a need for high quality incountry: o governance o staff (incl. CEO’s and National Coaches) o domestic cricket structures o preparation for ICC events o player management (incl. contracts for top ranked) o selection processes g. Provide additional global support to improve on-field performance in targeted Members
e.Next ICC rights sale modelling process to include a focus on new market cultivation f. Evaluate, approach and encourage targeted ‘nontraditional’ broadcasters by offering FOC access to ICC (and FM) broadcast rights g. Enhanced global effort to promote key Development Programme and AM activities h.Involvement in Olympics evaluation process i. Regional push to improve AM domestic promotional activities
d.Global pathways for senior men (4day, 50 & 20 over) and Women (50 & 20 over) e.Regional pathways for men (senior 50 & 20 over, and U/19) and women (senior). Other Regional junior and women’s events as necessary. f. Global events incl. WCL, ICup, Men’s WT20 Qual., Women’s WT20 and CWC Qual. g. Balancing the 3 formats within ICC AM competition h.Championing the principles of merit, opportunity and performance i. Player Eligibility (review and new database)
5. Targeted Support
6. Governance and Administration
7. Females in World Cricket Strategy^
a.Resources set aside for targeted support in high potential markets and AMs b.Enhancement of the incentivised funding model c. Evaluate the possibility of hosting an ICC major event in an emerging market in the next rights cycle
a.Substantial increase in non-ICC income b.Excellent planning, delivery and financial management c. Excellent staff and strong volunteer networks d.More ‘competency based’ Board members e.Optimal ICC Membership structure in place
a.1 million+ female participants across all ICC Members b.More competitive teams at the highest international level c. Raised international and domestic awareness d.Increased domestic financial support for female activities e.Greater female involvement in all aspects of the cricket system
d.Implement the ICC Development Funding Policy, with higher allocations overtime based on overall (on and off field) performance e.Regional funding policies to be more targeted f. HPP ‘discretionary’ allocations to be more targeted g. Manage the annual funding allocated for ICC Development initiatives h.Consider possible AM hosts of an ICC major event in the next rights cycle
f. AM recruitment and management of staff and volunteers g. Assistance with AM non ICC fund raising. h.Roll out of ICC CAP courses and utilization of World Academy of Sport Post-Grad. Course i. Education about the benefits of ‘competency based’ Board members j. Review of current Membership structure (as part of Governance review) and corresponding criteria.
f. Specific female participation growth strategies g. More international bi-lateral fixtures h.Greater playing opportunities for lower ranked against higher ranked Members i. Integrated (male/ female) promotion, fixtures (T20) and rights sales j. Optimising the value of 3 ICC Women’s events in Asia from 2012-14 k. Increased Member ownership of the need for more female involvement in cricket l. More high level champions for Women’s Cricket m.Increased number of Females on Member Boards
Implementation Notes: * AMs refers to ICC Associate and Affiliate Members
** FMs refers to ICC Full Members
^ The ICC Females in World Cricket Strategy is aimed at all ICC Members
