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Pillars of the Strategy
There are 4 Pillars which support Queensland Cricket’s 4 year imperative “To engage 5-15 year olds
in the sport of Cricket”:
Maximise
Development
Pathways
for players.
Increase
Participation
in the game
throughout
Queensland.
These Pillars align with the Australian Cricket Strategy 2011-2015 and reflect the changing nature of
the game’s administration with the introduction of the Big Bash League franchises.
Performance Targets
Planning and
Infrastructure
to guide and
support program
development.
Provide Strong
Leadership and
Management
for the game in
Queensland.
Under each Pillar, we have set specific performance targets to be achieved within the lifespan of
this plan. These targets will focus the efforts of Queensland Cricket’s Board, Management and staff
and will provide a tangible measure of our success.
QUEENSLAND CRICKET
STRATEGIC PLAN
2011-2015
Supporting Strategies
To assist in achieving the Performance Targets, a number of Supporting Strategies have been
identified. The wording of these strategies captures the essence of our approach, but allows us to
adapt specific initiatives and priorities to the needs of each season. More detailed operational plans
will be developed for each strategy during Queensland Cricket’s annual planning and budgeting
process.
Duration
This Strategic Plan runs from 1 June 2011 and is valid until 31 May 2015.

4 Year Imperative To engage 5-15 year olds in the sport of Cricket
Pillars of the
Strategy
1. Maximize Development Pathways 2. Increase Participation 3. Planning and Infrastructure
4. Provide Strong Leadership
and Management
Performance
Targets to 2015
1. Queenslanders represent at least 1/6 +1 of
players in all Australian male and female
representative squads.
2. At least 67 Queensland players named in
Australian Indoor representative squads
each year.
1. 15,000 in2Cricket Program participants
Statewide.
2. 24,000 Junior (u8 – U16) club participants
Statewide.
3. 59,000 players in school competitions
statewide
4. 24,000 female participants Statewide, with:
1. Increase the diversity of facilties utilised for
cricket activities.
2. Develop partnerships and relationships
with Government and non-Government
organisations to maximize community
cricket participation and interest.
3. Provide strategic direction to guide
program development.
1. QC Board and Management meet
Performance Targets set in Strategic Plan.
2. Achieve 30% Return on Investment from the
Brisbane Heat.
3. Develop alternative forms of revenue.
a. 3100 in2Cricket
b. 850 juniors (U8 – U16)
c. 20,050 Schools participants
5. 24,000 Junior (u8 – U16) participants in
programs conducted at Indoor Centers.
6. 16, 873 senior club participants Statewide.
Main Supporting
Strategies
a. Review and define parameters for delivery
of effective and efficient Talent ID and
pathway systems.
b. Develop and implement Talent ID
programs and selection processes which
identify character and physical ability in
players and coaches.
c. Ensure Player Development Pathways
and High Performance programs have a
“Back 2 Basics” approach and fit the Long
Term Athlete Development Model.
a. Develop and provide affiliates with a
selection of game formats most suitable for
all participants.
b. Develop and deliver programs and
materials in formats designed to maximize
participation opportunities.
c. Develop and deliver programs and
resources for teachers and schools
d. Recruit and support qualified deliverers of
cricket.
a. Increase access to facilities to
accommodate all game formats.
b. Ensure game formats are developed to
maximize use of available facilties.
c. Take a lead role in partnering with
Government to maximize cricket’s access
to State and Independent Schools.
d. Develop strategic partnerships with tertiary
institutions to maximize marketing and
participation opportunities.
a. Board ensures Good Governance
practices.
b. Operate best practice Management
strategies.
c. Take proactive role in reforming Cricket
Australia governance and finance model.
d. Explore diversification of business
opportunities to generate income.
d. Increase the quality of coaches within
pathway programs.
e. Research, develop and implement a
proactive engagement strategy for
women and young people.
e. Develop and deliver programs to support
club development.
f. Ensure strong marketing and publicity
links with Brisbane Heat to maximize
participation outcomes.
g. Improve relationships between senior and
junior clubs.