Wiltshire Cricket Outcomes
Wiltshire Cricket produced its Outcomes Framework in 2013. Prior to going through the process of identifying Wiltshire Cricket's outcomes there was a recognition that we delivered lots of activity without actually knowing whether the programmes that we ran were geared towards achieving what it is that Wiltshire Cricket Limited is here to do. Producing an Outcomes framework was aimed at identifying at a headline level what it is that Wiltshire Cricket is here to do.
In terms of using the outcomes below, Wiltshire Cricket now ensures that all of its programmes of work and investment decisions are aligned towards achieving our outcomes. We have also used the outcomes to review whether the structure of WCL is aligned to achieving all of them or just a few of them. In time we aim to ensure that our structure in terms of professional staff, volunteers and associations will allow us to devote equal time and achieve success across all of our outcomes.
Wiltshire Cricket Outcomes Framework
The outcomes above are also used to support Wiltshire Cricket Limited with its Improvement action planning. In order to see the process that Wiltshire Cricket follows in terms of producing its action plans please see below.
Insight led Action Plan
As well as having an active Outcomes framework, all county boards are also required to go through a process of self-assessment and use as much insight as possible to produce an Insight led Action Plan. This is a requirement in order for Boards to qualify for investment from the ECB.
The ECB's current investment in to County Cricket Boards (from 2013-2017) is allocated on the proviso that Cricket Boards meet the conditions outlined in the Memorandum of Outstanding (MoU) that exists between the ECB and the 39 Boards across England and Wales.
The main conditions as outlined in this MoU are:
- Cricket Boards must have active and successful working relationships with Premier Leagues and Minor County Cricket Clubs
- Cricket Boards must have produced and be using an Outcomes framework
- Cricket Boards must have a robust self-assessment process
- Cricket Boards must produce and regularly review an Insight led action plan
- The Insight led action plan must incorporate specific strategies for player retention and disability cricket (these are the two key funding areas that Sport England measure the ECB on)
On an annual basis the WCL Board of Directors are responsible for completing a self-assessment on the overall performance and governance of Wiltshire Cricket. The results from this self-assessment, combined with insight acquired from customers and stakeholders, are used to produce the Board's Insight led action plan.
The self-assessment process that the Board goes through is detailed in the attached self-assessment tool
The Wiltshire Cricket Action Plan is based on results from self-assessment as well as insight acquired from various sources. The Action plan also incorporates ring fenced areas of funding including a player retention strategy and Disability strategy.
The 2014 Action Plan together with appendices can be found below:
ECB National Strategy - Grounds to Play
Grounds to Play is the current national strategy from ECB and it covers the period 2010-2013, providing the template for growth over that period. It follows on from the previous strategic document Building Partnerships.
Eight Characteristics of a High Performing Cricket Board
Sitting alongside all other strategic documents is a paper that the ECB released to support county boards entitled Eight Characteristics of a High Performing Cricket Board. This document supports county boards with their governance and strategic capabilities and in Wiltshire the document is used for self assessment purposes when identifying priority areas for improvement in order to become a higher performing cricket board (see above).
ECB National Club Strategy
In July 2012, ECB launched the National Club Strategy.
The strategy seeks to find the balance between perceived future risks to cricket clubs and what are known areas of development required for sustaining and developing the game.
The work that underpins the ECB National Club Strategy sought to understand the dynamic nature of what influences a club and motivates people to progress towards a modern sporting offer within the community.
The ECB National Club Strategy is intended to form a broad roadmap from which more detailed plans can be drawn, and is central to planning at all levels of the game for at least the next five years.