STRATEGY - Ecb - England and Wales Cricket Board

NATIONAL CLUB STRATEGY 2012Foreword 01Executive summary 02Introduction to theNational Club Strategy 0401 07The current stateof club cricket02 12The challenges facingclub cricket03 17Using the strategy tobuild a sustainable futurefor club cricket04 23Support you can accessto help your club turn thestrategy into action05 30Benefits of utilisingthe strategy06 35In conclusion: the futureshape of club cricketAppendix 1 39ResearchAppendix 2 39Key PartnersAppendix 3 40ECB - History of Club DevelopmentAppendix 4 40Club StatisticsFOREWORDCricket clubs lie at theheart of our sport. Muchof the success enjoyedon the internationalstage begins withinthe network of clubsacross England andWales. However, whileour clubs continue tobe the lifeblood of thenational game, theyoffer far more than justcompetitive action andare often at the heartof their communities.In countless communities, cricket clubs are vital to the social and economicfabric of the surrounding cities, towns and villages. For many lovers of thegame, the aim is not to aspire to cricket’s greatest stage, but to bring thesport’s unique values and benefits to bear in their own communities.The England and Wales Cricket Board (ECB) believes that a healthy networkof cricket clubs is essential to the future of the game. It has thereforeconducted a thorough review of the current state of club cricket in Englandand Wales, and recognised the need to produce a sustainable plan of action.Despite the tough and uncertain economic climate in which clubs are operating,the review has found much to celebrate. In particular, there is a healthy andgrowing network in place to support the next generation of cricket clubpersonnel. However, we want to use this strategy to offer solutions to theremaining challenges.Our goal at the ECB is “to inspire the nation to choose cricket”. In order toachieve this we must all commit to investing our time, energy and resourcesinto club cricket. The strategy will be successful if clubs primarily focus onimproving the experiences of everyone involved in cricket. The ECB wouldlike clubs to choose to invest in grass pitches and outfields, buildings,synthetic net systems and volunteers, over and above the payment of players,which we discourage in all but the very highest levels of club cricket. Inaddition, we would like these high-level cricket clubs to question whetherpaying players is the best investment for the future of their club.I strongly encourage all bodies and individuals who have an interest in thefuture of cricket to support this strategy.We need your help, to turn this strategy into effective action.Mike Gatting OBEECB Managing Director Cricket Partnerships1

2012 NATIONAL CLUB STRATEGYNATIONAL CLUB STRATEGY 2012EXECUTIVESUMMARYDespite recordnumbers of juniorscoming into thegame, club cricketis facing a series ofsocial, economicand environmentalchallenges.2A comprehensive review of theclub game has highlighted thefollowing issues:— Inability of many clubs to make longtermplans for a sustainable future— Difficulty of recruiting and retainingadult players, members andvolunteers— Lack of growth due to poor accessto, and quality of, club facilities— Growing risk to many clubs’ securityof tenure— Static or falling club income streams— Ineffective use of volunteers’ timedue to unnecessary bureaucracy— Increasing cost and time spenttravelling to and from fixtures— Damaging effects of risingtemperatures and increased rainfalldue to climate change.In response, and following widespreadconsultation, the ECB has developedthe National Club Strategy. Thisstrategy provides a framework fromwhich all ECB-affiliated clubs can planfor a sustainable future. It will remaincentral to all areas of club cricket forat least the next five years.If the ECB is to be successful in“inspiring the nation to choosecricket” then clubs must have the willto invest time, energy and resource inorder to turn this strategy into action.The ECB’s Cricket Partnerships teamis responsible for implementing thisstrategy. They will liaise closely withclubs, providing support whereit is most needed, in the four key areasof People, Places, Playing and Policy.The ECB People team will support,develop and reward those whoencourage participation and provideaccessible, affordable, high-qualitytraining and membership services.The ECB Places team will concentrateon the facilities that clubs andcommunities need. It will encouragecommunity partnerships and selffundedprojects, while advising onissues such as security of tenure,saving money, generating incomeand managing resources.The ECB Playing Team will encouragethe development of appropriate,innovative competitions. It will alsofocus on recruiting lapsed players,as well as retaining current playersby increasing the levels of satisfactionfelt by all.The ECB Policy Team will help clubsand County Boards to organise andgovern themselves better and as aresult, enable clubs to gain Clubmarkaccreditation. It will also reduce thelevel of bureaucracy clubs face.All four teams will keep in closecontact with the 39 County CricketBoards (CCBs) and try to ensurethat there is no duplication ofeffort. Associated leagues, partnersand other stakeholders will alsobe involved.With committed club support, webelieve that this strategy can providethe following:— Access to more and better facilities,both indoors and outdoors— Support to increase recruitmentand retention of players, membersand volunteers and a reduction inbureaucracy to make better useof their time— Better fixture management thatreduces unnecessary travel— Support to improve securityof tenure— Guidance on how to improvefinancial management, includingeffective fundraising, how tosave money and how to reduceoperating costs— Advice to enable clubs to planhow they will address futureenvironmental issues.A list of benefits are shown on Page 33.3

2012 NATIONAL CLUB STRATEGYNATIONAL CLUB STRATEGY 2012INTRODUCTIONTO THENATIONALCLUBSTRATEGYThe ECB is theNational GoverningBody (NGB) for cricketin England and Walesand was establishedon 1st January 1997.The ECB’s role is to setpolicy, create plans ofaction, and developproducts and servicesthat enhance the game.The National Club Strategy is basedon thorough research and builds uponthe ECB’s current national strategy;Grounds to Play (2010 – 2013).AccessibilityThe ECB is committed to wideningthe game’s appeal by creating afun and safe environment, ensuringopportunities within the game areopen and accessible to all, regardlessof background. This strategy hasbeen produced in line with thatcommitment and the ECB, in all itsactivities, is fully committed to theprinciples of equality of opportunityin cricket in England and Wales.This strategy also demonstratesour passion to welcome as manypeople as possible into the game.clubs. The ECB expects that throughsharing knowledge, spreading bestpractice and providing accessibleresources, clubs will succeed inbuilding a sustainable future.Target AudienceThe target audience for the strategyis wide but can broadly be dividedinto the following categories:— All affiliated cricket clubsin England and Wales— Cricket’s internal networks includingCCBs, Leagues and the ECB— Cricket’s external stakeholders,including Sport England, SportWales and associated networks.PurposeThe purpose of this strategy is tosupport cricket clubs to take actionto meet the changing demandsand challenges of club cricket inEngland and Wales. It is intendedthat clubs will translate the strategyinto effective action, relevant tothe specific issues facing their own45

2012 NATIONAL CLUB STRATEGYNATIONAL CLUB STRATEGY 201201 Thecurrentstateof clubcricket67

2012 NATIONAL CLUB STRATEGYNATIONAL CLUB STRATEGY 201201Thecurrentstateof clubcricketCricket’s appeal placesit at the heart of manylocal communities,large and small.Cricket clubs act asinvaluable placesfor people to playcompetitive cricket,enjoy their leisure timeand congregate withfriends and family.A cricket club is defined as abody which:— Is formed by its own members,governed by an agreed constitutionand/or rules, and is initially fundedby its members (this refers toboth a limited company and anunincorporated association)— Has a dedicated bank account— Includes at least one junior or seniorteam, which plays fixtures withinthe “Spirit of Cricket”, in accordancewith the Laws of the Game— Is set up to encourage all membersof the local community to playcricket and interact socially witheach other.The network of cricket clubs acrossEngland and Wales covers a rangeof categories including: single-teamclubs, senior clubs and clubs witha junior section and/or those clubsworking with specific groups in thecommunity. The ECB recognises theimportance of each of these clubsand the role they play in cricket.Clubs become affiliated to the ECBthrough their respective CountyCricket Boards (CCBs). Each club iseither directly affiliated to its relevantCCB or to its relevant league, which inturn will be affiliated to the local CCB.Affiliation acts as the entry pointinto the cricket family. It is theprocess that pulls much of thefabric of the club game together.Therefore, it is the ECB’s aim thatall cricket clubs across Englandand Wales become a part of thiscricket family and are appropriatelyequipped to ensure the game canbe sustained and continue to grow.89

2012 NATIONAL CLUB STRATEGYNATIONAL CLUB STRATEGY 201201Thecurrentstateof clubcricketcontinued...PurposeThe majority of cricket clubs inEngland and Wales participate inleague cricket. Leagues form thebackbone of club cricket; theycontain an invaluable wealth ofknowledge, talent and experience.Working collaboratively with CCBswill strengthen league cricket andhelp sustain and develop club cricketmoving forward.but the most notable recent successhas been the increase in the numberof young players. Playing facilities,especially the quality of pitches, havealso improved recently.As of November 2011, there were 26Premier Leagues operating in Englandand Wales. Further leagues mayreceive Premier League accreditationin due course.In 1997 the ECB introduced PremierLeagues, as part of its Raising theStandard strategy. The intention wasto help bridge the gap between clubcricket and the First Class game.The standard of play quickly improved1011

2012 NATIONAL CLUB STRATEGYNATIONAL CLUB STRATEGY 201202 TheChallengesfacing ClubCricket1213

2012 NATIONAL CLUB STRATEGYNATIONAL CLUB STRATEGY 201202Thechallengesfacing clubcricketSince its inception,the ECB has beencommitted to “inspiringthe nation to choosecricket”. The successin developing juniorclub cricket reflectsthis firm commitment.There are currently more juniorclub sections and more junior clubplayers than have ever been recordedbefore. There has also been rapidand encouraging recent expansion inother areas of club cricket. However,it cannot be denied that cricket clubsare facing a series of challenges.ECB research shows that withoutdirect intervention, adult participationin club cricket is in decline. There arespecific concerns regarding the 16-22and 25-35 year-old age groups. Clubcricket is facing an aging stock offacilities, people and playing formats.Following a comprehensive review ofthe club game, the ECB has identifieda series of challenges. These can besplit into three categories:Social — referring to club players,members and volunteers,Economic — referring to club finances,Environment — referring to club facilities.SocialClub players, members and volunteers:— Inability of many clubs tomake long-term plans fora sustainable future— Difficulty of recruiting andretaining adult players,members and volunteers— Ineffective use of volunteers’ timedue to unnecessary bureaucracy— Increasing cost and time spenttravelling to and from fixtures.EconomicClub finances:— Growing risk to many clubs’security of tenureEnvironmentClub facilities:— Lack of overall growth dueto poor access to and qualityof club facilities— Damaging effects of risingtemperatures and increasedrainfall due to climate change.The challenges above illustrate theneed for the ECB to set out a clearagenda for the future of club cricket.This strategy is the ECB’s responseto this need.The overall aim of the strategyis to ensure that the ECB and itspartners work in tandem to supportclubs. The strategy intends to servicethe needs of the club game in theshort, medium and long-term, givenavailable resources.— Club income streams are staticmaking it hard for clubs toproactively plan for the future— Club operating costs arerising, while income fromfundraising is decreasing.1415

2012 NATIONAL CLUB STRATEGYNATIONAL CLUB STRATEGY 201203Using thestrategyto build asustainablefuture forclub cricket1617

2012 NATIONAL CLUB STRATEGYNATIONAL CLUB STRATEGY 201203Using thestrategyto build asustainablefuturefor clubcricketThe ECB’s aim is thatall cricket clubs inEngland and Walesbecome affiliatedand have access tothis strategy and theservices it promotes.It is through workingin line with thisstrategy that theECB believes cricketclubs can grow in themodern environment.How to grow in a sustainable mannerSustainability can be defined asthe “capacity to endure”. In orderto achieve sustainability, an equalbalance of activity, projects andresources must be put into the social,economic and environmental elementsof any cricket club.The diagrams opposite depict therelationship between the Environment(relating to external conditions orsurroundings), Economics (affectingthe material resources or welfare)and Society (the totality of socialrelationships).The ECB intends to use this modelto challenge clubs to identify key gapsin planning and resource, so that theycan create a balanced developmentprogramme.Figure 1The Model of SustainableDevelopment(Source: BSI 2008)EnvironmentClub facilitiesSocialClub players, membersand volunteersBearableViableEquitableEconomicClub financesSustainable1819

2012 NATIONAL CLUB STRATEGYNATIONAL CLUB STRATEGY 20120320Using thestrategyto build asustainablefuturefor clubcricketcontinued...How clubs can use thestrategy to encouragesustainabilityIt is expected that cricket clubs,including non-playing members andspectators, will play their role indelivering the strategy by strivingto create a culture that embraceschange, advocates best practice andunderstands that people are the mostimportant asset of a cricket club.The ECB wants clubs to use thestrategy to solve problems thatare relevant to you. By utilising thisstrategy at your club, we believeyou will inspire your communityto “choose club cricket”.Cricket clubs that achievesustainability will have:— Improved facilities on and offthe field— Recruited, retained and rewardedvolunteers— Recruited and retained players— Increased playing, social and familymembership numbers— Made best use of their members’skills, knowledge and attributes— Generated more income— Accessed greater resources fromwithin their local community (e.g.people skills, time, advice, expertise,materials, products, funding)— Created a “can do” philosophy— Adapted to current issues thataffect the club— Planned effectively to mitigateany future risks.How County CricketBoard chairmencan use the strategyto encouragesustainabilityIn order to maximise the effectivenessof the strategy and to help clubssecure their own future, we encourageCCB chairmen and CCB leadership to:— Make the strategy a regularagenda item— Request progress reports on thestrategy from CCB executives.How County CricketBoard executivescan use the strategyto encouragesustainabilityGiven that the ECB now makesresources available to clubs based onspecific outcomes – such as involvingmore women in club cricket – CCBsare encouraged to agree prioritylists. As a result, the ECB stronglyrecommends that CCB executivesencourage non-executive CCB leadersto prioritise this strategy.The ECB understands that thepressures placed upon CCB executivesare considerable and that CCBleadership groups, clubs and otherstakeholders often demand more timefrom you than you have available.We hope that the rewards of beingpart of this great game continue tomake it an experience you value.21

2012 NATIONAL CLUB STRATEGYNATIONAL CLUB STRATEGY 20122204SUPPORT YOU CANACCESS TO HELPYOUR CLUB TURNTHE STRATEGYINTO ACTION23

2012 NATIONAL CLUB STRATEGYNATIONAL CLUB STRATEGY 201204THESUPPORTYOU CANACCESSTO HELPYOUR CLUBTURN THESTRATEGYINTOACTIONNational SupportThe ECB’s ‘Cricket Partnerships’team is responsible for delivering thestrategy. The team is divided intofour units: People, Places, Playingand Policy. Each unit is charged withdeveloping future strategy and policy,responding to current priorities andtrends, and protecting and nurturingthe core values of club cricket.ECB People TeamGuiding principlesSupport, develop and reward theskills required to grow and sustainparticipation. Provide easy accessto affordable, high-quality trainingand support. Ensure people are atthe heart of maintaining the spiritof cricket and providing a fun, open,fair and accessible game.— Support the Association ofCricket Officials (ACO) and theCoaches Association (CA) to growtheir membership, while ensuringthat member benefits meetmember needs— Provide easy access to high-qualitytraining, services and support,maximising the use of technologyin order to make things easier,better and cheaper— Meet the needs of club cricketby providing appropriate trainingcourses for relevant people atconvenient times and locations— Ensure that all training andinvestment meets the needs of clubmembers and volunteers, providingthem with the knowledge and skillsneeded to promote an inclusive andwelcoming club environment.ECB Places TeamGuiding principlesDevelop accessible, high quality andinnovative facilities, which inspire thenation to choose cricket. Create aculture of sustainable development,which will leave a legacy forgenerations to come.In practice the team will:— Design and promote a sustainablecricket environment— Support and resource thedevelopment of high-qualityfacilities— Design and develop investmentprogrammes that respond to theneeds of club cricket— Design and resource a toolkitto enhance the support offeredto independent projects— Give guidance on how to generateadditional income— Invest in new playing facilitiesto drive the growth of the game— Ensure all advice is “people focused”and delivers improvements for all— Ensure that all actions positivelysupport accessibility and createa welcoming environment for all.In practice the team will:— Support, educate, developand reward the skills of coaches,officials and volunteers, all ofwhom are vital in inspiring,sustaining and growingparticipation— Provide support and guidanceto the cricket network on howto save money— Improve access to opportunitiesthat encourage income generation2425

2012 NATIONAL CLUB STRATEGYNATIONAL CLUB STRATEGY 201204THE SUPPORTYOU CANACCESSTO HELPYOUR CLUBTURN THESTRATEGYINTO ACTIONcontinued...ECB Playing TeamGuiding principlesDevelop appropriate, innovative competitions.Develop a clear player pathway. Improve theexperience for existing players in order to helprecruit new and lapsed players, as well as to helpretain players between the critical ages of 16-22and 25-35 years old.In practice the team will:— Develop, establish and support a consistentapproach to identifying and developing talentedyoung players, which will link directly to theEngland Development Programme— Ensure that a seamless player pathway exists,which lays out opportunities from an introductionto cricket right through to lifelong participation— Help sustain and grow participation by offeringmore opportunities for more people to playmeaningful cricket— Work with technology providers to enhancethe experience of cricket for all— Improve player behaviour— Ensure that cricket, at every level, representsthe wider community in England and Wales— Target community groups that are underrepresented.2627

2012 NATIONAL CLUB STRATEGYNATIONAL CLUB STRATEGY 201204THESUPPORTYOU CANACCESSTO HELPYOUR CLUBTURN THESTRATEGYINTOACTIONcontinued...ECB Policy TeamGuiding principlesModernise the game throughaccountable and transparent corporategovernance and compliance with corepolicies and legislation.In practice the team will:— Ensure the game remains safe,fun and child-friendly— Ensure the game is proactivelytaking steps to encourage allmembers of the community toget involved in club cricket— Establish a coherent approachto club cricket— Establish local partnerships that cansupport the delivery of the strategy— Encourage good governance, bestpractice and legal compliance.How you can accesskey information fromthe ECBThe ECB supports the promotionof club cricket through its extensivecontact database of print, broadcastand online media. We regularly issueupdates and press releaseson the club game to the media.The ECB website (www.ecb.co.uk)provides coverage of club cricket. Inaddition, key ECB publications, such asthe ECB Annual Report, England andWales Cricket Trust Report, and theECB International Match Programmes,provide a further opportunity tohighlight positive developments withinthe club game.Investment into a new cricket portal(www.play-cricket.com) has alsobeen approved. It will provide a rangeof functions, which will assist in thereduction of bureaucracy:— It will act as the home for nonFirst Class cricket— It will log club and recreationalfixtures, results and statistics.County supportThe ECB invests time and resourcesinto providing CCBs with regularupdates on national strategic plansand current programmes. Themajority of discussions are focusedon enhancing the performance of, andresource allocation, within CCBs.It is at this local level that cricketclubs will engage face-to-face withthe support services and productsthe ECB offers.On occasion, when dealing withspecialist areas (e.g. data protection,facilities planning) ECB staff mayhave a direct relationship with cricketclubs and other customers, below theCCB level.The make-up of each CCB is uniquebut the support networks availableto cricket clubs may include:— ECB Head Office and central services— League and competition structures— The Club Cricket Conference,League Cricket Conference andMidlands Club Cricket Conference— District Development Groups— Association of Cricket Officials— Women’s and Girls’ Associations,Committees or networks— Disability Groups or networks— County and local bespokeworkshops— Reward and recognition events— One-to-one meetings with CCBOfficers/Officials— Volunteer coordinators.— County GroundsmanshipAssociation— Coaches Association2829

2012 NATIONAL CLUB STRATEGYNATIONAL CLUB STRATEGY 201205Benefits ofuTILISING thestrategy3031

2012 NATIONAL CLUB STRATEGYNATIONAL CLUB STRATEGY 201205Benefitsof usingthestrategyBenefits for clubsClubs that successfully use thestrategy will ensure their long-termsustainability. The strategy will helpclubs inspire more people in theircommunities to choose cricket andcreate a vibrant, socially inclusive club,which may act as a reward for all thehard work and dedication.Clubs should see the following benefits:Social benefitsClub players, membersand volunteers— Increased retention of players— Increased ability to attractnew players— Increased retention of volunteers— Increased ability to attractnew volunteers— Reduction in bureaucracy andadministration for volunteersEconomic benefitsClub finances— Improved security of tenure— Quality financial managementadvice (bank accounts, cash flow,budgeting, VAT, tax)— Advice on how to generate andincrease income, including:– Fundraising– Saving money– Independent schemes– Grant aid– Interest-free loans– Sponsorship— Reduction in travel costs— Informed advice on how to ensureclubs are getting the best dealson utility bills, insurance costsand fuel bills— Support for clubs to produceannual action plansEnvironmental benefitsClub facilities— Access to more and better indoorand outdoor facilities— Support for clubs to produce theirown environmental policies— Informed advice on how tomanage energy and water useand consumption— Informed advice on how to preparefor changing climate patternsBenefits forCCB ChairmenSuccessful delivery of the strategy will:— Ensure more clubs within yourboundaries become vibrant andsustainable— Ensure that those clubs have acloser relationship with their CCB.Benefits forCCB ExecutivesSuccessful delivery of the strategy will:— Motivate clubs to deliveroutstanding results on behalfof the CCB— Encourage clubs to adopt otherinitiatives proposed by the CCB.3233

2012 NATIONAL CLUB STRATEGYNATIONAL CLUB STRATEGY 20123406In conclusion:the futureshape of clubcricket35

2012 NATIONAL CLUB STRATEGYNATIONAL CLUB STRATEGY 20120612 3 4Inconclusion:the futureshape ofclub cricketThe strategy sets out to:— Ensure that all ECB affiliated clubshave the opportunity to access ahigh-quality, consistent packageof support and services— Recognise that clubs are vitalas part of the social, economicand environmental fabric oftheir surrounding cities, townsand villages.36Cricket clubs are oftenat the very centre oflocal communities.Clubs are not onlyinvaluable placesfor people to playcompetitive cricket,but serve ascommunity hubsfor people to enjoytheir leisure timeand congregate withfriends and family.Through implementingthis strategy, the ECBexpects these clubsto secure their ownsustainable future.Cricket ClubsCricket clubs that are truly sustainableare likely to have:— Improved facilities on and off the field— Successfully recruited and retainedvolunteers and players— Increased and sustained playing, socialand family membership numbers— Made best use of members’ skills,knowledge and attributes— Generated more income— Accessed greater resources fromwithin their local community— Adopted a “can do” philosophy— Adapted to current issues thataffect the club— Planned effectively to mitigatefuture risk.The current financial climate ischallenging, therefore, cricket clubcommittees must have a mixtureof people with key skills in order toproactively plan for the future. Thesevaluable individuals should communicateregularly with, and utilise the availableadvice and support from, the ECB,CCBS, Leagues, communities and otherimportant stakeholders.LeaguesIt is an ECB aim that all cricketleagues will embrace this strategy.They will be proactive in helpingcreate and promote actionplans formulated with theirrespective CCBs.County CricketBoardsEach CCB, in consultation with theirlocal leagues, will be responsible forformulating their own plan. It willbe based on agreed outcomes,which will enable a successful deliveryof the strategy at a local level.Good communication and a solidagreement with the local leagues willbe an important factor in successfullydelivering these outcomes.ECBCaveatThe delivery across England and Wales of the action plans outlined in the strategy is reliant on available resources and capacity.All information presented in the strategy is correct as at May 2012. ECB 2012 ©The ECB will continue to offerdedicated support to all CCBsin order to help clubs fulfil theirpotential. The ECB will provideCCBs, clubs and leagues withinnovative solutions, resourcesand opportunities to respond tothe challenges they face. Regularface-to-face communication andthe use of modern technologywill be important componentsin achieving success. the use ofmodern technology will beimportant components to embraceto enable success to be achieved.37

AppendixAppendix 1ResearchAppendix 2Key PartnersAppendix 3ECB - History of Club DevelopmentAppendix 4Club Statistics2012 NATIONAL CLUB STRATEGYNATIONAL CLUB STRATEGY 2012APPENDIX 1 APPENDIX 2ResearchTo underpin this strategy and tounderstand the current club cricketlandscape, the ECB conductedcomprehensive research into theclub game between 2009 and 2011.The research included consultationwith over 2,500 club members andvolunteers as well as more than 30individual interviews.Key PartnersThe ECB recognises the invaluablecontribution made by its sportsnetwork and commercial partnersto ensure the delivery of the strategyat a local level through capital andrevenue investment.The key external partners for thestrategy are:The headline findings from theresearch clearly acknowledge thevaried and diverse communitiesand circumstances in which cricketclubs function on a day-to-day basis.Each highlights a challenge thatthe club game must acknowledgeand address.Sports networkpartners— Local Authorities— Sport England— County Sports Partnerships— Youth Sport Trust— Skills Active— Sport Wales— Sport & Recreation Alliance— Chance to Shine— The Lord TavernersCurrent commercialpartners— ASDA— NatWest— Sky Sports— Kingfisher Beer3839

2012 NATIONAL CLUB STRATEGYAPPENDIX 3 APPENDIX 4ECB - History of ClubDevelopmentThe National Club Strategy ispart of the ECB’s overall strategicplanning process and its intentionis to build upon the ECB’s currentnational strategy; Grounds to Play(2010 – 2013).ECB has produced three previousstrategies:— A Cricketing Future for all(2001-2004)In summary, since 1997 the ECB has:— United cricket’s stakeholders underone banner strengthening theirpower and influence— Created partnerships supportedby a strong brand.Club StatisticsClub StatusTotal NumberAffiliated Club 5484Affiliated Club withJunior Section 3612— Building Partnerships(2005-2009)— Grounds to Play(2010-2013).Each of these has recognised theneed for an holistic approach withan emphasis on uniting the game.This included a greater concentrationon areas such as women and girls,disability cricket and child protection.The ECB also recognised that it couldnot deliver these strategies alone butneeded to build partnerships with anumber of investors to continue thedevelopment of the game.40

Development of the specificaction plans of the NationalClub Strategy is reliant onthe available capacity andresource to deliver acrossEngland and Wales.All information presented inthe National Club Strategyis correct as at May 2012.ECB 2012 ©