TRANSFORMATION PHILOSOPHY AND PLANS - Cricket …cricket.co.za/csa_transformation_plan/pdf/CSA Transformation Plan.pdf · CRICKET SOUTH AFRICA TRANSFORMATION PHILOSOPHY AND PLANS

T R A N S F O R M A T I O NPHILOSOPHY AND PLANS

SUSTAINABLE TRANSFORMATION TO MAKE CRICKET A TRULY

NATIONAL SPORT OF WINNERS

CRICKET SOUTH AFRICATRANSFORMATION PHILOSOPHY AND PLANS 1

CONTENTS

OVERVIEW ...................................................................................................................... 2

CRICKET SERVICES STRATEGY DOCUMENT ..................................................... 12

ANNEXURES ................................................................................................................... 41

Annexure A: Schools Quality Index (Evaluation).................................... 42

Annexure B: CSA Pipeline Player Performance Plan (PPP) ................. 43

Annexure C: Presidential Plan ...................................................................... 54

Annexure D: “Blue Flag” Status Evaluation ............................................... 59

Annexure E: Execution Agreement: Semi-Professional Coach ......... 61

Annexure F: Execution Agreement: Franchise Coach ......................... 63

Annexure G: Execution Agreement: Amateur Manager ....................... 65

Annexure H: CSA Pipeline Player Needs Assessment (Generic) ........ 67

Annexure I: 2013 Transformation Indaba Resolutions ....................... 68

ABOUT CRICKET SOUTH AFRICA ......................................................................... 69

CRICKET SOUTH AFRICATRANSFORMATION PHILOSOPHY AND PLANS2

OVERVIEW

“What matters are the numbers at the bottom. Change is a bottom-up process of reconstruction. All real change always comes from the bottom up.”

Quote from Thomas Pickerty

This document provides a brief overview of the strategy, structures, systems, processes and

resources put in place by Cricket South Africa (CSA) to ensure that cricket is a truly national

sport of winners. In particular, the document focuses on the transformative programme

and associated targets set by CSA to achieve this.

CSA subscribes to targeted transformation as outlined in the preamble of the South African

Constitution, as well as Chapter Two thereof which deals with the Bill of Rights and Equality

to promote achievement of equality, legislative and other measures designed to protect

and advance persons, or categories of people, disadvantaged by unfair discrimination may

be taken.

FROM THEN TILL NOW

Close your eyes; Its 1992, a hot day, with a slight breeze which catches and blows the old

orange, white and blue flag of South Africa, the sounds of Die Stem belt out from a small

1992: The National Team photographed with the West Indies.

2016: The National Team after playing the West Indies.


brass band. Onto the field walks the South African national cricket team – their first official

test match between the West Indies and South Africa. It was also South Africa’s first test

match since their reintroduction to the sport after being suspended in 1970 due to the

apartheid regime. Captain Kepler Wessels proudly leads his team. While things at home are

shifting politically, the team still has the face of apartheid South Africa. Only 1 player or 7%

of the squad is black. Back home, audiences are glued to the TV screens and radios. All

white faces eagerly focused on the match ahead.

Keep your eyes closed, but fast-forward to 2016 – 24 years later. Again, the South African

national cricket team is to play the West Indies. As they prepare for departure at OR Tambo

airport, the departure hall is filled with the excited sounds of fans and family. The sounds

of “Nkosi Sikelel’ iAfrika” add to the atmosphere, as does the bold red, blue, green, gold

and white of the flag. The faces in the crowd represent South Africa’s diversity. So, too

does the team. 8 players in the squad or 53% of them are black. The radio chatter, and TV

commentary is in different languages, different accents, but all with a common anticipation

of the team doing South Africa proud. They did, South Africa beat Australia at the Triangular

Series.

SO, HOW DID SO MUCH CHANGE HAPPEN IN 24 YEARS?

Cricket South Africa’s efforts to redress impediments and to change past patterns of

inequality was based on:

◗ A clear set of beliefs;

◗ A “Bottom-Up” model: a comprehensive, committed, systemic process of change that

involves transformation in all elements of the cricket eco-system – from players to

spectators, from administrators to match officials; and

◗ Organisational transformation – transformation from the inside to the out.

Our beliefs

“What matters is not just at the tip of the ‘ice-berg’ but what is going on underneath.”

Haroon Lorgat, Chief Executive, CSA.

Transformation is the response of an organisation to the changing demands in the market

that it serves to ensure its own sustainability, relevance and the competitive edge. To

become the Industry Leader!

https://en.wikipedia.org/wiki/Apartheid


To get there, CSA firmly believes that:

◗ Systemic transformation from the grass-roots which creates access and provides

sporting and social support is the only real and sustainable route to transformation.

◗ Only changing the national team, the public display of cricket, doesn’t result in

fundamental transformation; and rewards but a few, while leaving the majority excluded.

◗ Change at the top is not redress; it creates short-term comfort, but does not widen the

pool of players, and results in long-term exclusion.

◗ Real change comes from the bottom.

Woven into the very fabric of the way in which CSA operates is transformation. It is part

of its strategic principles, along with excellence, development, sustainability and brand

promotion. One bat, cannot stand without the other. One bat, cannot be prioritised over

the other. Together they work to create a cricket world that represents our country and is

supported by it.

From the bottom to the top – coming up through the ranks

“Change won’t come from the top. Change will come from mobilised grassroots.”

Barak Obama, 2015

Cricket is a game played over lengthy periods of time and this provides an environment for

the unique stressful challenges encountered in this sport where opponents are known to

regularly engage in the practice of exerting mental pressure tactics that include ‘sledging’.

Cricket is also unique in that it is an individual sport within a team sport and why individual

players can easily be singled out. Hence the need to be cautious.

From our past experience and for the reasons mentioned above, we strongly believe that

cricket should refrain from setting transformation targets at international level. We believe

this would add to the already significant pressures on our players, in particular, it would

be an unfair burden on the very individuals we are seeking to promote and the damage

to emerging talent at a personal level should not be underestimated. This would be an

unintended consequence which we must avoid.

The media has not helped, notwithstanding the world class talent and performances of all

our black players who are in the first instance selected strictly on merit (ability, performance

and form). There are several examples of gifted black and white emerging players that

were lost due to the harmful media slant on what we consider to be responsible initiatives


in our journey to transform. In our view, the setting of targets in the national team would

exacerbate the challenge of promoting all players of colour.

The key then, lies in the process of transformation, and not in the dressing of it. It’s about

getting the ‘supply’ side of the demand curve right. In other words, its about making sure

that the pipeline is transformed in order to ensure that the end product – the national team

– is transformed.

Traditionally, the pipeline of players from school (amateur cricket) to professional players

has been a simple one. Learners in school, who love cricket are encouraged to play in

school leagues, they then move into provincial teams, play in the U/19 Cricket World Cup

and hope to be selected for the national team. A solid process if you have all the resources,

are able to access the system and know the rules. Much more difficult if you come from a

disadvantaged environment, where access to the game is close-to-impossible, resources

are at best limited, but most likely do not exist and support is absent.

Cricket South Africa also recognises that the only way to redress this is to intervene at every

point in the pipeline. CSA introduced the Presidential Plan1 in 2006 to establish uniformity

of the development programme amongst its Members (Affiliates and Associates) and create

a seamless and effective pathway. In this way all players are provided with access to the

game of cricket. Based on the changing cricket landscape in South Africa, CSA initiated

research which resulted in The Cricket Services Strategy Document2 (The Plan). The Plan

is aimed at ensuring the effective and holistic development of identified talent including the

retention of talent that will make South Africa the best cricket nation in the world.

So, at grass roots, for young players between the ages of 8 and 12, CSA has created the

“Modified Cricket Programme” (Mini Cricket Programme3). The game of cricket has been

modified to allow the more than 100 000 players a week (53% of which are black Africans)

to play a game that doesn’t require huge infrastructure. The Mini Cricket Programme (KFC)

is the entry point for cricketers through a modified version of the game. The simplicity of

the game allows for increased access and participation as it is played on suitable but level

surface. The high levels of participation cuts across economic categories, race and gender.

But, now comes the next hurdle. The young cricket players need to play in school leagues

and at this level the game of cricket is not the modified version but one that requires the full

might of traditional facilities. So, how do we ensure that our new cricket enthusiasts don’t

exit the system and are able to play in the school leagues. We have created a programme

called Hubs and Regional Performance Centres4 (RPCs).

1 Refer to the Presidential Plan

2 Refer to the Cricket Services Strategy




Clubs with appropriate facilities are identified as Hubs. Disadvantaged schools surrounding

the Hub have access to high quality, well-resourced facilities and are able to play regular

cricket. This provides them with the resources and the opportunity to play more and,

importantly, play quality matches. CSA entered into an Operational Agreement with

SRSA (Sport & Recreation South Africa / Department of Sports) and DBE (Department of

Basic Education) to fast track growth and transformation of Cricket in Schools5. This unique

position of CSA was made possible through its 2003 ICC Cricket World Cup Legacy Project.

The facilities delivered then were transformed today into the CSA Hubs and RPC Model that

promote community school leagues and talent progression amongst the disadvantaged

schools.

Okay, and now? The best from the Hub, are identified, and these players go to the Regional

Performance Centres (RPC) where they are main-streamed in the school league system.

They are assisted with placement and support in schools that are recognised for their

cricketing prowess. The Sunfoil Education Trust, the M2E Programme (Momentum) and

CSA’s own bursary funds assist with this. Even within these schools, CSA has created an

incentive scheme for schools to transform their own cricket teams through the Blue Chip

Schools Programme – if the schools meet the criteria, they receive financial rewards.

A renewed focus on School Cricket includes: a transformed approach in engaging the

emerging cricket schools6 through resourcing on both levels of capital requirements and

human resourcing; creating cricket focus schools7 where demographic change brought

about opportunities to promote the game amongst disadvantaged communities enrolled

at schools with cricket facilities and encouraging schools with a healthy tradition in cricket

to embrace CSA transformation initiatives. An incentive system to facilitate the promotion

of demographically representative teams at baseline of our cricket development pipeline,

schools is a key objective.

Back on the road to the national team, young cricket players are assisted through the

provincial age-group teams, national weeks and U/19 World Cup. But now, there can

be a problem. Young players have completed the schools programme and need to

enter the world of professional cricket. Retaining identified talented school-leavers

is a real challenge. There are a number of ‘roadblocks’ and ‘enablers’ that assist us to

address the retention rate. Again, CSA supports disadvantaged players through various

support programmes8. This includes: club cricket, tertiary cricket, provincial and regional

academies. And onto the professional teams where players can be selected on their high

performance.

“Build from the bottom, and the top will take care of itself model”, working at its best.


6 Emerging cricket schools are new identified cricket schools mostly in previously disadvantaged areas

7 Focus schools are schools with existing Cricket Infrastructures but with a changed demographic to majority Black African and that has the potential to develop into a Blue Chip School

8 Refer to the Cricket Services Strategy Document


And all of this is underpinned by our PPP9 (Player Performance Plan). The PPP aims to

enhance performance and skills by addressing specific and individual needs addressing the

performance gap – from social and economic support to additional coaching in focused

areas such as batting.

It’s not just about the players …

Cricket South Africa also recognises the importance of transforming the entire cricket

eco-system. This includes programmes for coach transformation, match officials’

transformation, transformation of the National Cricket Selection Panel, transformation of

professional support staff through targeted bursaries for disadvantaged individuals to go

into, for example, the health professional sciences, and spectator transformation.

“The impetus for change should be bottom-up and engage with what matters to communities and the marginalised.”

Sello Hatang, CEO at NMF.

Organisational transformation – transformation from inside out

In 2013 CSA held a Transformation Indaba which made the rapid Africanisation of cricket

a strategic priority for South African cricket (Indaba Resolutions10). In addition, CSA

introduced a new corporate governance regime and an Operational Model which bring

world class structures and process into the organisation.

These initiatives support the primary and core business of cricket – which is Cricket Services.

The table below are the numerical transformation targets and measurements leading up to

December 2018 for CSA’s Administrative and Governance aspects of the business.

Dimension Targeted Race/Other Actual Target

2015 2016 2017 2018

Directors

– Independent Black 80% 80% 80% 80%

– Non-Independent Black 86% Elected through a democratic process

B-BBEE‡ Initial Target of 5 4 4 4 4

Employment Equity Plan† Black 56% 57% 59% 62%

Geo-political boundaries Alignment 3 of 9 4 of 9 6 of 9 8 of 9

‡ Based on the 2014 B-BBEE Measurement Criteria† Includes permanent employees, fixed term contractors and players

9 Refer to the Players Performance Plan

10 Refer to the 2013 Indaba Resolutions


The table below are the numerical transformation targets (critical programme

measurements and targets) and measurements leading up to December 2020 for CSA’s

Cricket Services aspect of the business.

Dimensions Targets

2017 2018 2019 2020

Mini Cricket

1. Participation growth (Base of 114 000 kids)

2. Growth in schools (base of 5584)

3. # of Mini cricket players into each HUB per year

120 000

5 800

16

126 000

6 100

16

132 600

6 400

16

139 000

6 700

16

HUBS and RPC

1. # of players per HUB into Provincial Age groups

2. # of matches played per age group team

3. Increase number of HUBS to (base 57) (Pending government assistance)

3

20

58

3

20

59

4

20

60

4

25

61

Youth Cricket (schools)

1. # of Black (BA) players per Provincial team

2. Minimum average Score on the Quality of Opportunity report per Provincial age group teams

7 (3)

3

7 (3)

3

7 (3)

3

7 (3)

3

SA U/19 & TAP (Talent Acceleration Programme)

1. # of Black players within the SA U/19 team

2. # of BA players playing in ≥ 70% of the matches

8

2

8

3

9

3

9

4

Provincial Academies

1. % of Black players within each Provincial Academy 50 50 55 60

Club Cricket

1. % of Premier league clubs complying to Pres Plan

2. Minimum average # of Black players per team in Club Champs

25

2

25

2

30

3

35

3

Senior Provincial cricket

1. Minimum average number of Black players per team (match)

2. Minimum average number of BA players per team (match)

3. Minimum average score on the Quality of Opportunity report

4. # of BA performances above the benchmark

6

3

3

2

6

3

3

2

6

3

3

3

6

3

3

4

Franchise Cricket

1. Minimum average number of Black players per team (match)

2. Minimum average number of BA players per team (match)

3. Minimum average score on the Quality of Opportunity report

4. # of BA players above the benchmark performance

6

3

3

3

6

3

3

3

6

3

3

4

6

3

3

5

National Academy

1. % of Black players within the National Academy 60 60 70 70

SA “A” programme

1. % of Black players within the SA “A” programme 55 55 60 65

Coach Education

1. % of Black coaches within CSA & Member structures 60 60 60 60

Match Officials

1. % of Black active nationally accredited umpires 25 30 30 35


Interventions in brief

Performance

◗ CSA established a dedicated Centre of Excellence (COE) to provide athlete support to

elite players within the Academy and High Performance system. The COE is the base

for the National Academy Programme11. The intake for the National Academy for the

ensuing season is near reflective of South Africa’s demographics (77% of the intake are

black).

◗ Re-established the Affiliate Academy system so that the further talent development

programmes are more accessible to more players closer to their places of abode. This

project caters for 180 players at 12 academies.

◗ The University of Fort Hare Rural Academy provides academic and cricket career

pathing for selected players from disadvantaged communities. CSA provides annually

for the player’s annual cost of registration, tuition, nutrition, books, accommodation and

student allowance for incidentals.

◗ The CSA Talent Acceleration Programme12 provides for the U/17 to U/19 cohort of

talented players through an 18-month period of preparation for selection into the SA

U/19 team for ICC CWC events. This programme is supported by 6 Talent Scouts and a

convenor that reports on player progress.

◗ CSA announced aggressive target progression at all levels to increase black African

participation in all teams and squads from age group participation to franchise cricket.

CSA resisted a mere tick box and head count application to transformation. To this end

CSA developed a tool (Needs Assessments13) to measure the athlete support given to

players expected to play in the demographic representative squads.

◗ Realising that sport provides job opportunities, CSA provides ongoing access for

Training and Development of Match Officials and Coaches with a focus to fast track the

disadvantaged communities.

◗ The challenge of redress and gender equity was addressed in some way by nationally

contracting 14 women players on an annual basis and this includes salaries and cost to

company expenses.

◗ The talent sustainability at national team level is supported by a first intake of 12 women

into the Cricket Academy that is run during the winter months.



13 Refer to the Needs Assessment Evaluation Questionnaire


◗ CSA created a unique tool to measure the Quality of Opportunity14 provided to black

players. The assumption is that quality opportunity through consistent selection and

clear role definitions would assist preparing players for niche roles in representative

teams. The performance indicators for meeting the Quality of Opportunity are based on

a player’s match statistics.

Education and Training

◗ CSA Scholarship – 10 learners

◗ M2E – Momentum to Excellence Programme – 13 learners (with an objective to

increase to 40 in 2020)

◗ Sunfoil Education Trust – 16 learners

◗ University of Fort Hare – 18 students

◗ Provincial Academy – Holistic development for Tertiary Education and Vocational

Training.

◗ SACA Player Plus is specifically developed to assist current players to become

sufficiently capacitated to enter into gainful employment after their retirement from

active playing.

“The transformation gains over the last few seasons were substantial and have been most encouraging.

The measures put in place led to the desired outcomes, and these are now evident. What remains is to ensure the gains

are sustainable on a long term basis.”

Norman Arendse SC, CSA Transformation Committee Chairman

Monitoring and Evaluation

The entire cricket system is subjected to stringent processes of evaluation against company

objectives listed below:

◗ CSA Member Incentive Scorecard15 that measures the level to which our members

meet their agreed obligations undertaken with CSA.

◗ Cricket Services Dashboard16 reflects the level of success achieved in its service to its

members.


15 Refer to the Incentive Scorecard Document of the Cricket Services Strategy

16 Refer to the Cricket Services Dashboard Document of the Cricket Services Strategy


◗ Corporate Scorecard evaluates each staff executive member against the operational

achievement across the various division structures within Head Office.

In short, from the bottom to the top

“Do not judge me by my successes, judge me by how many times I fell down and got back up again.

When people are determined they can overcome anything.”

Nelson Mandela

Cricket South Africa has worked diligently, relentlessly and with honour to transform

cricket in South Africa in a way that is sustainable and doesn’t compromise excellence.

Not just for compliance purposes but based on a firm belief that cricket is both a reflection

of our society and an engine of its growth. Cricket has an important role in the overall

national transformation project to create greater social cohesion, economic and social

equity. It’s not just about the numbers. It’s not just about the score-cards and the targets.

These are important measures of progress. But at the end of the day, it’s about people.

Transformation is the right thing to do.

“The Success of a truly representative National Team induces the wellbeing of the Country!”

Chris Hubert Nenzani, CSA President


CRICKET SERVICES STRATEGY DOCUMENT2016 TO 2020

CSA VISION (WHY)

CSA’s vision is to make cricket a truly national sport of winners.

This has two key components:

◗ To ensure cricket is supported by the majority of South Africans, and available to all who

want to play it

◗ To pursue excellence at all levels of the game

CSA MANAGEMENT GOAL

To be the most sustainable and successful sporting organisation in Africa

CRICKET SERVICES MISSION

To be the best cricket playing nation in the world by providing quality support and services

to Members, match officials and players on a daily basis

VALUES AND SPIRIT (THE WAY IN WHICH WE DO IT)

Cricket Services live by the values of Cricket South Africa in achieving its mission by means

of delivering high quality support and services to all our stakeholders.

The non-negotiable CSA values are:

◗ Honesty & integrity – We tell the truth and act consistently on a set of ethical principles

◗ Professionalism & diligence – We strive to perform at the highest level of excellence

◗ Mutual respect & fairness – We acknowledge the rights & dignity of others and

treat those we engage equitably

The level of transformation across the board is an outcome of living our values and

understanding the significance of creating an inclusive and non-racial South Africa.


OUR CONTEXT (S-W-O-T)

STRENGTHS• World leading Protea team• Sound governance structure• New Operational Model• Excellent schools feeder system• Excellent Mini-Cricket programme• Well structured TAP and national tournaments• Strong performance measurement system

WEAKNESSES• Private and Model C schools feeder not assisting in

producing black African cricket players• Lack of facilities in disadvantaged areas• Poor retention of black African players• Access to 10% of the population• Tertiary Institutions poor representation• Poor retention of coaches at Senior Provincial level• Accountability across Members with regards to

implementation of the PP

OPPORTUNITIES• Growing support in the black African communities• Create access for players in disadvantaged areas• Tap into the high black African numbers at Mini-

Cricket level• Partnership with SRSA and DBE• Provincial Academy system and Tertiary

involvement• Growth in women’s cricket

THREATS• Increased financial dominance of the big 3 in world

cricket• Poor growth in disadvantaged communities• Heavy reliance on TV rights as a revenue source• Health act – sponsorship threat to existing

programmes• Non-delivery on EPG forecasts – consequences

Diagram 1

ESSENTIAL SERVICES AND SUPPORT PROVIDED BY CRICKET SERVICES (WHAT)

1. To provide a world-class support structure for the Proteas (Men and Women) which

will enable the Proteas to be the best cricket team in the world.

2. To create a high performance environment that will provide players with a smooth

transition into international cricket.

3. To stage world class domestic competitions at professional level which will prepare

players for the demands of international cricket.

4. To stage a strong Senior Provincial competition that will provide the best possible

breeding ground for professional cricket and ensure the retention of identified players

while preparing for professional cricket.

5. To provide access to and assist in the development of players (men and women)

through initiatives and programmes at amateur (schools and clubs) level which will

provide a clear line of sight to the CSA High Performance pipeline.

6. To create a strong and sustainable base through the modified game (mini cricket) and

retain the identified mini cricket players within the hardball structures.

7. To aggressively access the latent talent in the disadvantaged areas by means of

the Hub and RPC system in partnership with schools, clubs and local government.

(Central Place Centres principle)


8. To provide programmes and resources for coach development, training & education

and facilitate the continued growth of active accredited coaches at all levels.

9. To facilitate training and further development of match officials as well as manage the

selection, appointments and the required logistics for all umpire panels

10. To provide and administer the relevant playing and player regulations, fixtures and

future tour programmes (FTP’s) for all competitions and CSA teams

11. To create a world class data management system that will enable CSA to measure and

monitor programme efficiency, provide accurate reporting as well as make informed,

research based strategic decisions

THE OPERATIONAL MODEL (THE WAY WE DO IT)

In June 2014, the Members Forum approved CSA Board’s recommendation to implement a

Strategic Operational Model for cricket in South Africa. The model focused on the manner

in which Amateur and Semi-professional cricket should be managed and funded.

The funding methodology is activity based (referred to as Activity Based Funding or ABF),

similar to the world renowned cost management model – Activity Based Costing (ABC).

The applied funding methodology is based upon the historical management, operational

structures and operations, which are driven by the CSA’s Presidential Plan.

Based on the previous year’s operations, the cash requirements are computed and funded

over 14 payments annually, two of which are not time based but achievement based

(payment 13 and 14). These two payments could be forfeited if funding objectives are not

achieved. These payments are not deemed to be an incentive payment but core to the

basic expectations of operating levels of CSA’s Members.

As the funding model funds minimum (“core”) activities and programmes, non-

achievement of those activities and programmes included in the funding objectives

are considered fundamental and basic essentials and thus non-attainment will result in

payments 13 and 14 being delayed or forfeited.

Period 13: paid after the completion of a number of largely administration

procedures (e.g. confirming league fixtures and the existence of facilities,

programmes and structures)

Period 14: paid after the conclusion of the cricketing season. The 14th payment will

only be made after all the reports and information has been received and

evaluated. The results of the evaluation could result in partial or complete

forfeiture of this amount.

Period 1 to 12: paid monthly with effect from 1 May of each year.


THE PLAN (HOW)

In 2006 the Presidents of all the members of CSA put together a plan to ensure that the

game of cricket will be developed effectively. This proposed model was the product of a

workshop called by the then UCBSA President and CEO following the need to put focus on

the development of amateur cricket through a standardised model.

This Presidential Plan had as an outcome a “Model” that has evolved over the past 8/9 years.

This model is now known as the “Cricket Pipeline Model” and has three elements to it:

1. The Cricket Player Pipeline

2. The Coach Education Pathway

3. The Match Officials Pathway

1) THE CRICKET PLAYER PIPELINE

Objective:

To create a seamless and effective pathway for all players who want to play the game by:

◗ Providing access to the game of cricket (Attract)

◗ Ensuring effective & holistic development of identified talent (Develop)

◗ Retaining all talent identified (Retention)

◗ Producing players that will make South Africa the best cricket nation in the world

(Performance) – Player Performance Plan

◗ Create opportunities for a life

after cricket (Value)

Diagram 2KFC Mini Cricket / RPC & Hubs

Schools Cricket / RPC & Hubs

Talent Acceleration Programme

SA U/19

Provincial/Regional/Academies/Club Cricket/ Tertiary Cricket/Future Cup/RPB & Hubs

Senior Provincial

National Academy

Franchise Cricket

SA “A”

Softball to hardball – attract, retain &

develop

Hurdle – Retain and develop

Prepare Senior Provincial players for professional cricket

Prepare Franchise cricketers for international competition

1

2

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4

5

5

5

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Prepare cricket players totransition out of the game


Transition phases and focused initiatives

Transition phase 1

Challenge:

The retention of the number of kids from the modified game (Mini Cricket) to hardball

cricket is the biggest challenge due to the lack of hardball facilities within the disadvantaged

areas.

Solution:

The Mini Cricket programme is a programme that introduces young players aged 8 – 12

to the game of cricket through a modified game (Soft ball and no structured facilities

required). The modified game has as its main objective to create access to all and

introduce young players to the game of cricket. The Mini Cricket programme therefore has

programme measures to ensure the outcome is achieved that speaks to the growth of the

number of players and the number of schools playing the modified game.

This poses a challenge to the pipeline as the retention of these players within the hard ball

structures becomes a problem due to the facility shortage in disadvantaged areas and the

need to have facilities to play hard ball cricket. The result is an unacceptable attrition rate of

Mini Cricket players.

In order to ensure that the drop-off has no material impact, the Cricket Services

department has introduced a structured programme of talent identification at Mini Cricket

Diagram 3


Festival level. This identification process is crucial during this stage to ensure the identified

kids are channelled to hardball structures within the Schools and Hubs & Regional

Performance Centres (RPC) programme.

CSA will follow a three prong strategic approach within schools’ cricket and all Mini

Cricket identified players must be channelled into one of these three streams for further

development.

Diagram 4

The Schools Cricket Programme – All schools in South Africa will be assessed against a

Schools Quality Index (SQI) to establish the current level of school’s cricket in terms of 1)

facilities 2) level of coaching 3) number of teams 4) number of matches played per team

and 5) representation.

Focus Schools (Short to medium term perspective) – Schools with existing cricket

infrastructures but with a changed demographic profile of majority black and black African

– CSA will through its Members and with the assistance of the SQI determine the level of

assistance and guidance needed to refocus these schools to cricket.

A big number of former Model C schools have changed its demographic profile and could

be targeted to refocus their efforts to grow the game of cricket in schools. This however

will mean a national and regional approach. CSA will only be able to address a finite

number of schools through a national programme and Members would be expected to

assist CSA in this approach to grow cricket in schools.

RPC HUBS

MINI CRICKET

FOCUS SCHOOLS TRADITIONAL SCHOOLS

SCHOOLS CRICKET


Regional Performance Centres (RPC) and HUBS – Growth in school’s cricket (Long term

perspective) – Enhance and develop schools in disadvantaged areas in order for cricket in

South Africa to be sustainable, representative and accessible. (Emerging Schools based on

the historical concept of Central Place Centres). Schools in disadvantaged areas will play in

cluster or area leagues around a Hub and on the facilities of the Hub. The Hub coach (Level

2) will identify players from these area leagues to be further coached and developed at Hub

level. The Hubs will play in an inter Hub league and the Regional Performance Centre coach

(Level 3) must identify the best players from the inter Hub league to be further developed at

RPC level in every age group. Each RPC team must play in the highest possible mainstream

schools league. (Saturday cricket against the Traditional cricket schools.)

Schools playing in an area league around a Hub must be encouraged and supported to play

as a school in the local mainstream schools league if they have the resource and capacity

to do so.

The Model on which the growth for cricket within disadvantaged areas will be based on is

depicted below.

Diagram 5

Community based programmesPlay more matches

Encourage partnerships

HUBS feed into the RPC programme

Area schools matches at HUB level

RPC to play in the Top schools league of the

Affiliate at all levels


Traditional Cricket Schools – These are historical cricket playing schools with excellent

cricket resources. These schools are at the front of player development and production

of current and future Protea players. These schools must be used to assist CSA to build

sustainability and create excellence over the short and long term. These schools can assist

CSA in the following ways:

◗ Talent identification through the school – Schools initiate

◗ Placement of identified players from other programmes within the CSA structure – and

funded by the CSA bursary programme, The Sunfoil Education Trust and the Momentum

2 Excellence programme.

The CSA strategy, other than placing CSA identified players within the Traditional school

environment, is to introduce the concept of “Blue Chip” status schools around the country.

These schools will be incentivised to attain the “Blue Chip” status and so assist CSA to build

a sustainable schools cricket production line. The “Blue Chip” status is achieved by schools

who achieve above 90% on the SQI. Representation is the one element on the SQI that will

determine whether a school can achieve 90%.

In addressing the retention of mini cricket players within the hardball structures of the

school’s cricket structure as stated above, the retention and development of girls’ cricket

players are also included. CSA has introduced through its Members a development

structure at school level for girls which introduced a minimum of 4 schools per Member at

the U/13 level and a minimum of 8 schools per Member at U/19 level. The reason for the

almost upside down approach is that girls cricket has already had some sort of a base at

U1/9 level and no structure at U/13 level.

Provincial Age Group Cricket – The 15 Affiliates and Associates (Members of CSA) each

select a Provincial Age group team in each of the following age groups:

◗ U/11 mainly regional

◗ U/13 Provincial

◗ U/15 Provincial

◗ U/17 Provincial

◗ U/18 Provincial

Each Member will select a team of 13 players to represent the province at a National

Week at the end of each year. CSA have specific transformation targets for these teams

and the result has been that a disparity exists between players form elite schools and

those from schools in the disadvantaged areas. The result has also been that the quality of

the opportunity given to mainly players from disadvantaged players has been poor. This

resulted in CSA introducing:

◗ The quality of Opportunity measurement at each National Week tournament and

◗ The Player Performance Plan


SA U/19 and Talent Acceleration Programme – As South Africa is part of the ICC U/19

World Cup tournament, the SA U/19 and Talent Acceleration Programme (TAP) is geared

to identify the best talent from the Provincial U/17 and U/18 Age group tournaments into 6

regional TAP camps. The best of these regional camp players are selected to the National

U/17 and U/19 camps. From the the SA U/19 National Camp the SA U/19 team is selected

and developed over a two-year period within the programme to prepare them for the

ICC World Cup event. As part of the preparation phase the SA U/19 team plays in bilateral

internationals.

Transition phase 2

Challenge:

Retaining identified school’s leavers within the “bottleneck” created by the slower turnover

rate of Senior Provincial and professional cricket players.

Diagram 6

A critical challenge for the Cricket Player Pipeline is the retention of identified talented

school leavers and in particular the retention of black African identified players within

the 2nd Transition Phase. This phase is important to develop identified players while they

preparing for entry into the senior provincial and professional phases of the pipeline.

The turnover rate of players at senior provincial and professional is a lot slower than the

production by the school system with the result that a “bottleneck” of players emerges

during this phase. Based on research done by the High Performance department of CSA

through the University of CT there are a number of “roadblocks” and “enablers” that will

assist in addressing the retention rate of identified players during this phase.


Solution:

Identify promising school players about to leave the school structures and retain them

through the following programmes while developing them holistically:

1) Club cricket – community based (including RPC and Hubs based clubs)

2) Tertiary cricket

3) Provincial Academies

4) Regional Academies

In addition to the Presidential Plan requirements of 2006 the following focus areas have

evolved within this phase and will be focused on in this document.

Community Club Championship

A strong club cricket system remains an important aspect of the retention and

development of players through presenting playing opportunities to all players but in

particular to those who could be late developers. The National Club Championship is an

important outcome from the Presidential Plan but has also shown the difference in strength

between communities based clubs and tertiary clubs. With this in mind ‘the Pipeline will

look to focus on two new initiatives in order to enhance communities based clubs and club

cricket in general:

1) The Community CUP with the aim to give communities based clubs the motivation

to play in its own knock out championship but still have the ability to qualify for the

National Club Championships.

2) “Blue Flag” Clubs – An incentivised programme to ensure clubs are investing in the

facilities and good governance and administration of the clubs. Clubs with a “Blue

Flag” status that qualifies for the various Club Championships will be incentivised for

having qualified. The “Blue Flag” status will be based on a set number of criteria on the

Club Quality Index, as largely determined by the Presidential Plan and CSA strategic

objectives.

Tertiary Cricket

The strategy of the Cricket Services department is to create a very strong working

relationship with all Tertiary Institutions within South Africa for a number of reasons:

◗ Excellent facility infrastructure

◗ Coaching resources

◗ Scientific Research and support services

◗ Bursary assistance to identified players

◗ Academic and e-learning opportunities


Player development and performance

Player development and performance

Identified player retention and development

Player identification retention and development

It therefore makes strategic sense for CSA to partner with Tertiary Institutions in order for

cricket in South Africa to become sustainable, representative and remain committed to the

principle of excellence.

Provincial Academy System

Based on the idea of “Better people makes better Proteas” a system of Provincial Academies

was preferred to the Regional Academy concept as presented in the Presidential Plan. This

system looks at the holistic development of our identified players and is largely built on the

“enablers” identified within the research paper. Other advantages to this system are:

◗ Proximity to player environment

◗ Cost effective implementation – accommodation and transport

◗ More opportunities to retain talent as part of the Franchise 5 Year succession plan

◗ Direct Tertiary involvement

◗ Retention of Affiliate based players within its club structures

The system has 5 specific outcomes:

1) Identified cricket player retention & support

2) Skill Development

3) Tactical Awareness

4) Dual Career planning & Life skills training in partnership with SACA and its Player Plus

programme and structure of full time Player Development Managers (PDM) – Funded by

CSA

5) Academic qualification or vocational training in partnership with various service

providers (local Tertiary Institutions & Colleges)

Diagram 7

TAP Scout

Franchise

TAP Scout

ProvincialAcademy

ProvincialAge Group

Senior Provincial

SeniorProvincial

ProvincialAcademy

ProvincialAge Group

Club Cricket


Playing opportunities at Academy level will be as follows:

◗ Regional One Day Competition at Provincial Academy level

◗ Regional 3 Day Competition at Provincial Academy level

◗ Franchise Academies Week – 1 Day (Replaces Inland and Coastal Academy weeks)

◗ Franchise Academies Week – 3 Day (Replaces old Colts Week)

◗ Talent ID by CSA Scouts and Provincial Coaches at Provincial and Franchise Academy

levels

◗ A SA Franchise Academy X1 to play in the Future Cup in April of each year

Future Cup

This competition that will be contested between the following teams:

1) SA Community Club team

2) SA Tertiary team

3) SA Franchise Academies Team

The Future Cup has as its purpose to expose players to the CSA Scouts and Provincial

coaches in order to identify late developers and to give more quality game time to those

already identified players test their skill against higher quality competition.

Transition phase 3

Challenge:

1) To identify and develop players for professional cricket and so ensure that the pipeline

produces professional cricket players that will enhance and create a quality competition

structure that will ensure cricket in South Africa remains of international standard.

2) To retain the best senior provincial coaches within the CSA Senior Provincial

competition structure.

3) To introduce transformation targets at Senior Provincial level in order to increase

representation and so increase the number of black and black African players

in particular, that will be ready for professional cricket. To monitor the quality of

opportunity given to all players within the Senior Provincial competitions against set

indicators.


Diagram 8

Solution:

Identification, development and monitoring of senior provincial players to enable them to

become successful professional cricket players through the senior provincial competitions

and coaching structure, a system of scouts, the Master Coaches programme, quality of

opportunity as well as the National Academy programme.

Senior Provincial Competitions

In order for the Senior Provincial cricket competitions to be of the best possible standard

there is a number of factors that needs to be addressed and monitored continuously:

a) The competition strength – (quality of play measured against set indicators)

b) The quality of coaching – (minimum Level 4 and coaching experience)

c) The quality of individual players – (performances against set benchmarks)

d) Performance of players at Franchise level – (Debutant performances)

Senior Provincial Coaching structure

As the development of quality professional cricket players is essential for a sustained level

of competition, it is critical that the level of the coaching that the players receive is of the

highest quality. It is for this reason that a minimum requirement for a Senior Provincial

coach is a Level 4 CSA Coaching qualification.


In addition to the qualification it is important that coaches at this level also has the

necessary experience in order to effectively develop our identified talented cricket players.

For these coaches to gain experience it is important that the best coaches are identified

and retained within the system.

An Execution Agreement has been put in place for all senior provincial coaches in order for

them to be reviewed against set agreed objectives of which the development of players is

the most important. .

CSA National Academy Programme

The CSA National Academy is an integral and strategic part of the CSA Pipeline. The

National Academy programme has as its goal the successful transition of players from

Senior Provincial cricket into professional cricket. The National Academy Programme

therefore focuses on the high performance development of players that have been

identified at Senior Provincial level and/or have just broken into professional (Franchise)

cricket and have the potential to play professional and international cricket. This

development programme focuses on a holistic and individual based approach which has

the following outcomes as a goal:

1) Specific skill development

2) Increased tactical awareness

3) Increased mental conditioning – perform under pressure

4) Optimal strength and fitness conditioning

5) Personal life skills growth

6) Dual career approach to life

7) Improved Emotional Intelligence (EQ)

The National Academy programme is an intensive 3 months’ winter programme based at

the CSA Centre of Excellence. The programme is broken up into 2 phases the first being a

5 week programme focusing on the hard and soft skills development of each player based

on the Personal Development Plan (PDP) of each member as supplied by the member in

conjunction with his domestic coach.

The second part of the programme is to prepare the National Academy players for the

annual National Academy international tour. The third part of the programme is the

international tour of the National Academy.

After completion of the National Academy, the National Academy head coach does a

further review of the player’s development on his/her PDP and share this with his domestic

coach for further development.


The system of Scouts and Master Coaches will then monitor and intervene where

applicable, the players during the domestic competition following the National Academy.

This way the programme ensures the ongoing development and alignment of plans for the

individual player.

The National Academy has a very strong focus on the development of black African

talent. The annual National Academy intake will therefore have strong black African

representation.

CSA Scouts and Master Coach Programme

In order to identify new potential and monitor the identified players and coaches at the

Senior Provincial level, CSA has introduced a system of scouts and “master” coaches. The

master coaches have a dual responsibility of player monitoring and coach development.

The master coaches will be divided up into three regions, each assigned to a specific group

of coaches and will be responsible for the following:

◗ To assist in the “Induction session” for Senior Provincial coaches

◗ To do a Coach needs analysis within the assigned region

◗ To develop a Personal Development Plan (PDP) for each coach

◗ To determine the level of interaction needed – attend matches, practices

◗ To create regional forums/camps to address common performance related issues

◗ To report on each coach’s development on Peformax via Selectors App

◗ To report to other Master Coaches on their perception of their assigned SP coaches

◗ To complete the stakeholder survey (annually) of the relevant coaches only

Diagram 9

Master Coach 3

5 x teams and SP coaches

Scout

Master Coach 1


Master Coach 2



The outcomes of this programme must be:

1) Effective coach development

2) Effective development and monitoring of National Academy players

3) A list of newly identified players to be considered for the National Academy

4) Improved player and team performances

Quality of opportunity monitoring

The transformation targets are minimum targets only and in addition the quality of

opportunity given to all players must be monitored within all Senior Provincial competitions

against set measurements. The quality of opportunity (QoO) is presented on an on-

line QoO dashboard for the purpose of monitoring player opportunity against certain

performance indicators and is then reported on on an annual basis to the Board of

Directors of CSA.

Transition Phase 4

Challenge:

To prepare identified Franchise players for the demands and pressures associated with

international competition in order for the players to successfully transition into international

cricket and so sustain South Africa’s position as a world leading cricket country. All of this

must happen while making sure that South African cricket transforms in order for cricket to

be sustainable and become the sport of choice for all South Africans.

Solution:

1) To ensure that the domestic Franchise cricket competition in all formats are of

international standard and is measured against international acceptable performance

benchmarks and other performance measures.

2) To develop a high performance programme that will ensure players are exposed to

the best support structure available and that they are exposed to quality international

competition at “A “level that will replicate the pressures of international cricket.

3) To introduce transformation targets at Franchise level in order to increase representation

and so increase the number of black and black African players in particular that will be

ready for international competition. To monitor the quality of opportunity given to all

players within the Franchise competitions against set measurements.


Diagram 10

Franchise cricket competition

In order for the Franchise cricket competitions to be of the best possible standard there is a

number of factors that needs to be addressed and monitored continuously:

e) The competition strength – (quality of play measured against set indicators)

f) The quality of coaching – (minimum Level 4 and coaching experience)

g) The quality of individual players – (performances against international benchmarks)

h) International competition at Franchise level – (e.g. Champions League)

The correct identification and appointment of the best possible coaches at this critical

level is of utmost importance as this transition is about creating a high performance

environment for player development. Although this phase is also about performance and

player development as in the case of the senior provincial level, it has a higher emphasis on

performance of the team and its players. The Execution Agreement (EA) of the Franchise

coach, addresses this distinct difference in the two levels of coaching.

The retention and development of these coaches also ensures coach growth and the

continuity in coaching leads to effective player development.

High Performance programme

The High Performance programme (HPP) is a structured programme with similar outcomes

to the National Academy programme but has a shorter term approach and is aimed at the

next generation Protea players as well as the out of form and injured nationally contracted


players. This enabling environment must make for a successful transition into the demands

of international competition. It is for this reason the the HPP has the following very distinct

outcomes as its goal:

1) World class performances – team and individual

2) Specific skill development – specific to international demands and conditions

3) Increased tactical awareness – making the difference at a higher level of competition

4) Increased mental conditioning – perform under the extreme pressure of international

competition – simulate high pressure situations through quality opposition

5) Optimal strength and fitness conditioning

6) Improved Emotional Intelligence (EQ) – understanding “TEAM WORK” vs personal

performance

7) Rehabilitation and monitoring of nationally contracted players outside of the Proteas

environment

8) Preparation of Protea players for international tours

9) Performance Evaluations – compliance to minimum

The programme has very specific initiatives in order to accomplish the abovementioned

outcomes:

1) HP contracts for identified players – monitoring of the next generation Proteas

2) Specific skill development programmes – Fast bowling Clinic, Spin & batting camps

3) International competition at “A” level

4) Group of HP specialists to assist in the specific skill development of identified players

5) 3 dedicated members of the National Selection Panel to monitor and report on player

performances at Franchise and “A” level

Transition phase 5

Challenge:

To transition players successfully into a life after cricket and ensure that they are prepared

for the demands of a working environment.

Solution:

By developing players in a holistic manner based on the idea that “better people make

better Proteas”, the pipeline will ensure that the players have some sort of a qualification or

vocational training once the leave the pipeline from the 2nd transition phase onwards.

In addition, this phase is not just about being qualified to enter the workforce but also to

be prepared mentally for such an important event in a player’s career. For this reason, CSA

partners with the South African Cricketers Association (SACA) in order to prepare players

that are nearing retirement or the reality of not getting a contract.


2) THE COACH EDUCATION PATHWAY AND PLAN

Objective:

The main objective of the CSA Coaches Academy is to provide and manage the training

and certification of cricket coaches. Our aims are to:

◗ Pioneer or keep abreast with the latest technical developments in the world so that we

can have the best coaching systems;

◗ Set and monitor criteria for the various coaching levels to maintain uniform standards;

◗ Broaden the base by training new coaches so that we can employ quality coaches in the

system.

Diagram 11

Strategic Challenges and Solutions

Challenge 1: To provide an opportunity for Mini Cricket administrators and other aspirant

coaches who have no previous cricketing experience to progress along the

coach pathway.

Solution: The Orientation Course is an introduction to hard-ball cricket and prepares

potential candidates for the Level I coaching course. The focus is essentially

on the basic laws and terminology of cricket, as well as vital measurements

related to the pitch and playing equipment.

Introduction to hardball cricket

Schools and junior club coaches

All active coaches – Member run courses

All active coaches – Member run courses (needs based)

CSA run course – Member nominated based on required Level 3 Positions

National, Franchise and Semi Professional coaches

Specific coaching positions within pipeline

National and professional cricket qualification

Coach pathw

ay

Modified game


Challenge 2: To develop competent cricket coaches who can coach the basic skills and

organise effective practice and training sessions for school and junior club

cricketers around the country.

Solution: A long term coach development programme is firmly in place and runs

parallel to player development, with the course guidelines and content

at each level appropriately structured. The Provincial Coaching Managers

conduct regional coaching courses up to Level II, based on the needs of

each Member and supervise regional coaching forums as part of continued

development of active certified coaches.

Challenge 3: Identify suitably qualified and experienced Level II coaches nominated by

their provinces to become proficient provincial youth, Premier league club,

RPC and Provincial Academy coach positions, which has a minimum Level

III requirement. To retain and develop these Level III coaches once qualified.

Solution:

1) To qualify national Level III course candidates based on a needs

assessment done by the Members.

2) Members to sign an agreement with each course candidate to remain in

the position for at least 3 years after the qualification is certified.

3) The annual Coach Acceleration Programme (CAP) Camps target

the provincial age-group and RPC coaches and the emphasis is

predominantly on the improvement of the ‘soft skills’ of these coaches.

Challenge 4: To ensure that a sufficient pool of qualified coaches exists to operate within

the national and domestic professional structures and the retention of

quality professional coaches in our system to assist with the transference of

knowledge and skills.

Solution: The invitation to attend the biannual Level IV course to be extended to

include the Semi-Professional coaches, while the introduction of the Coach

Review system and Master Coach Programme is directly aimed at retaining

coaches and assisting with their personal growth and development.


3) MATCH OFFICIALS (UMPIRE) PATHWAY

Objective:

To transform, attract, develop and retain world class Match Officials to officiate successfully

at all levels. Our specific focus is on:

◗ Attracting new match officials to the game of cricket

◗ The development of umpires through the Umpire Acceleration Programme, creating

opportunities and personal development plans (PDP) for First Class and emerging

umpires.

Diagram 12

Strategic Challenges and solutions

Challenge 1: Low representation of black and in particular black African umpires at all

levels of the Umpire pathway

Solution:

1) A strategic alliance has been entered into with the South African Schools

Cricket body whereby the human capital in schools will be tapped into.

2) RPCs and HUBs programme will be targeted for as a human resource

pool.

Attract

Retain and develop

Develop and create opportunities

Pursue excellence and create opportunities

Target schools

and Hubs

Defined nomination

criteria

Umpire Acceleration Programme

Personal Development Plans

Monitor, measure and feedback

Um

pire pathway


3) Track the Member Associations against progress made on the Umpires/

Scorers Scorecard

4) Create opportunities at all levels of the Umpire pathway to accelerate

representation

Challenge 2: To ensure the best umpires are nominated by the various Associations to the

Age Group tournaments

Solution: To align Associations selection processes through clearly defined criteria

when nominating umpires to the Age Group Tournaments.

Challenge 3: To close the gap that exists between the standard, proficiencies and skills

of tournament umpires as opposed to Amateur Panel and First Class Panel

umpires.

Solution: To expand the Umpire Acceleration Programme to assist and to speed up

the preparation and development process of potential Panel umpires.

Challenge 4: Low representation on the ICC Elite Panel of Umpires

Solution: Assist the development of First Class and International Panel umpires

through a Personal Development Plan (PDP) and stringent measurement

standards

CRICKET SERVICES – SHORT AND MEDIUM TERM FOCUS AREAS

1) Ensure that the high performance pipeline produces a continuous pool of players with

a specific focus on black African players ready for national selection.

2) Take the level of accountability and implementation of programme objectives to

greater heights across CSA structures through the effective management of the

Incentive Scorecard and relevant Execution Agreements.

3) Implement the SRSA/DBE Operational Agreement to assist Members to increase cricket

schools around the identified Hubs as well as improve facilities and maintenance of

existing Hubs.

4) Effectively influence traditional cricket schools, Focus Schools and Tertiary Institutions

to assist in producing quality black African players – Schools Quality Index – “Blue Chip

Schools”.


5) Implement a system of Provincial Academies to ensure the retention & holistic

development of identified players in partnership with SACA and Members through

Player Development Managers.

6) Address the performance of BA players within Senior Provincial and Professional

cricket through a collaborative effort and the execution of the Player Performance Plan

(PPP).

7) To attract, develop and retain Match Officials to officiate successfully at all levels of the

Match Officials pathway and to be representative of the peoples of the country.

8) Implement Multi-lingual Coaching Resources to improve the quality of coaching at all

levels.

9) To determine the number of active coaches that are not accredited and/or qualified.

10) To ensure that all EPG related data is captured accurately and ready to be extracted

from the CSA data management system.

STRATEGIC FOCUS AREAS -”SILVER BULLETS”

◗ Produce quality players ready for the pressures of international competition.

Outcome: winning performances of the Proteas.

◗ The Player Performance Plan

Outcome: Improved world class performances of players at professional level

addressing the “performance gaps” of the identified players with a specific focus on

black African players.

◗ Integrated approach by CSA and its Members to achieve the vision and goals of CSA.

Outcome: Improved implementation and accountability at CSA & Member level.

◗ Implement the SRSA/DBE Operational Agreement at ground level.

Outcome: Improve accessibility to play cricket in disadvantaged areas.

◗ Accurate & effective CSA data management system.

Outcome: Accurate and strategic reporting to relevant stakeholders.


ORGANISATIONAL STRUCTURE (WHO)

The CSA Cricket Services department has organised itself as presented in the diagram

10 in order to provide support and service to all the Members and Franchises in the

realisation of the CSA vision. The CSA Cricket Services department therefore works closely

with the following Presidential Plan positions and other support structures to implement

programmes and achieve the intended outcomes:

Amateur Cricket – Affiliate/Associate level

1) Affiliate/Associate CEO

2) Amateur Manager

3) Senior Provincial Coach

4) Club & Facilities Coordinator

5) Youth Cricket Coordinator

6) Mini Cricket Coordinator

7) Coaching Manager

8) Hubs & RPC Coach

9) Database administrators

10) Umpire Associations

Franchise Cricket

1) Franchise CEO

2) Franchise Coach

3) Franchise physiotherapists

4) Franchise Trainers

Protea Management

1) Team Management

2) Consultants

Other Support Structures

1) HP Consultants & Specialists

2) National Selectors

3) SACA

4) Ancillary Members

Diagram 13

Proteas

Team Management

Contracted Players

National Selection Panel

Franchise CricketSACA

National Selectors

Cricket Services

Consultants

Support Services

HighPerformance

Protea “A”

Protea Women

National Academy

Affiliate and Associate Members Presidential Plan positions

Cricket Services

Senior Provincial


Club Cricket

Senior Cricket

Youth and Tertiary

Tertiary Cricket

SA U/19 TAP

Schools Cricket

Data Management

Mass Participation

RPC & Hubs

KFC Mini-Cricket

Cricket Operations

Operational Excellence Commercial

Competitions

Match Officials

Ancillary Members

Coach Education

Strategic Communications

EXCO, PipeCom & CricCom

Members Council & Board of Directors

Coach Development &

Training

Master Coach Programme

Scheduling Coach Accreditation


IMPLEMENTATION – MEASUREMENT & MONITORING (HOW WELL)

Affiliate/Associate Scorecard – “The Incentive Scorecard”

The incentive scorecard is a performance feedback system for Members and is deemed to

be of fundamental importance to the measuring and incentivizing Members who exceed

the basic delivery requirements of the programme objectives (rewarding excellence).

The system provides each Member and the accountable position an opportunity to

monitor the level of implementation of initiatives across all programmes and to manage

under performance in specific areas. The Scorecard also gives clarity to the programme

objectives, outcomes and has at least one key performance indicator (measurement) for

each of these objectives. Each measurement is designed to indicate the effectiveness of

each initiative implemented in achieving these objectives.

The Member is responsible for scoring itself on the delivery of the outcomes against the

measurements on “The Scorecard”. Even if the programme has not been delivered in full

at the time of scoring the Member should show progress made against the set target. The

robot will show progress made and indicate to the Member the areas that still needs to be

addressed.

The supporting documentation to verify the score entered must be forwarded to the

relevant CSA Manager for verification and population of the scorecard. The Payment 13 &

14 Return Forms regulate this process of producing supporting documentation to verify the

scores entered on the Scorecard.

The weighting on “The Scorecard” is determined by the level of focus a programme will be

given in a particular financial year and will be revisited after each financial year and agreed

upon by all Members.

Please see an example of the overall Incentive Scorecard, Diagram 11 and one of the

programme scorecards, Diagram 12, that will populate the scores on the Incentive

Scorecard


Diagram 14

Cricket Services Dashboard

The Cricket Services Dashboard is a scorecard that enables the CSA Management to

monitor and measure the implementation of all programmes both those implemented

by the Members and those implemented by the Cricket Services staff. This enables the

Cricket Services managers to act on all areas of under-performance and design corrective

measures to address those areas. This dashboard enables management to pin point areas

of concern and address the matter effectively.

Diagram 15.


Critical programme measurements and targets to 2020

Dimensions Targets

2016/17 2017/18 2018/19 2019/20

Mini Cricket

Participation growth (Base of 114 000 kids)

Growth in schools (base of 5584)

# number of Mini cricket players into HUB per year per HUB

120 000

5 800

16

126 000

6 100

16

132 600

6 400

16

139 000

6 700

16

HUBS and RPC

# of players per HUB into Provincial Age group

# of matches played per age group team

Increase number of HUBS to (base 57)(Pending government assistance)

3

20

58

3

20

59

4

20

60

4

25

61

Youth Cricket (schools)

# of Black (BA) players per Provincial team

Avg Score on the Quality of Opportunity report per Provincial age group teams

7 (3)

3

7 (3)

3

7 (3)

3

7 (3)

3

SA U/19 & TAP (Talent Acceleration Programme)

# of Black players within the SA U/19 team

# of BA players playing in ≥ 70% of the matches

8

2

8

3

9

3

9

4


% of Black players within each Provincial Academy 50 50 55 60

Club Cricket

% of Premier league clubs complying to Pres Plan

Avg # of Black players per team in Club Champs

80

2

90

2

100

3

100

3

Senior Provincial cricket

Avg number of Black players per team (match)

Avg number of BA players per team (match)

Avg score on the Quality of Opportunity report

# of BA performances above the benchmark

6

3

3

2

6

3

3

2

6

3

3

3

6

3

3

4

Franchise Cricket

Avg number of Black players per team (match)

Avg number of BA players per team (match)

Avg score on the Quality of Opportunity report

# of BA players above the benchmark performance

6

3

3

3

6

3

3

3

6

3

3

4

6

3

3

5

National Academy

% of Black players within the National Academy 60 60 70 70

SA “A” programme

% of Black players within the SA “A” programme 55 55 60 65

Coach Education

% of Black coaches within CSA & Member structures 60 60 60 60

Match Officials

% of active nationally accredited umpires 25 30 30 35


Execution Agreements for the above structure

The Execution Agreement is a performance feedback system for personnel and is deemed

to be of fundamental importance to the measuring and incentivising of staff who exceed

the basic delivery requirements of the programme objectives (rewarding excellence).

The Execution Agreements for each of the 6 PP and other named positions (RPC and

HUB coaches) have been developed and these Agreements must be signed between the

individual and his/her Line Manager before 31 May of each year. This Execution Agreement

will give the individual clear sight of the goals and intended outcomes of the role their

department plays in achieving the overall goal of the cricket in South Africa and realizing

the vision of CSA.

Two Reviews on the Agreements will be done annually at the end of October and April

of each year. The Execution Agreements of the various positions is linked to KPI’s of the

programmes on the Scorecard, ensuring that there is a link between programme outcome

delivery and the performance of the individual accountable for the programme.

CRITICAL SUCCESS FACTORS

1) World leading Proteas cricket teams

All of CSA must work towards the Proteas being the world’s best team as this is

essential to the sustainability and relevance of CSA. The Protea brand is the single most

important source of revenue that drives all other programmes within the pipeline and

we have a collective responsibility to build this brand.

What does it take to make CSA the best cricket nation in the world?

2) Leadership – Clarity of purpose and direction

Every employee in the broader CSA structure must have a clear understanding of the

vision of CSA and write it on his/her heart as understanding the “why” will influence

the “what” we are busy with. Every individual must have a clear line of site between

between his/her individual plan (Execution Agreement) that of the Department and the

vision of CSA.

How can I as a leader assist in ALL understanding the why?


3) Team work

Only through constructive teamwork will the sum of the parts be enough to realize

the vision of CSA to be a national sport of winners. All departments and Members are

dependent on one another to build a competitive yet complimentary system that will

ensure the Proteas is the brand that we can be proud of and CSA is an organisation

that is truly supported by all.

Who is my team and how can I make my team better?

4) Create sustainable and mutually beneficial partnerships

As much as CSA cannot function without its Members and are reliant on each

other so CSA can’t function in isolation of government and the private sector. It is

therefore crucial that CSA and its Members create sustainable partnerships with both

government and the private sector to ensure the sustainability and growth of the

game.

What support do we need from outside CSA to be the best?

5) Personal leadership – Increased responsibility and accountability

It is only through taking personal accountability within your area of responsibility that

all of the above mentioned critical success factors can be accomplished.

How can I “contribute to make the Proteas the best team in the world with what I am

busy with?

6) Monitoring progress towards achieving the Cricket Services mission

Measuring the progress towards achieving the goal of being the best cricket playing

nation in the world and ensuring that the game of cricket is accessible to all and

representative of all peoples in the country.

It critical and makes good business sense that all programmes, initiatives are

continuously monitored and measured against the effectiveness of realizing the vision

of CSA and the goals of the Cricket Services department.

How are we progressing towards achieving our mission?

ANNEXURES


SCHOOLS QUALITY INDEX (EVALUATION)Affiliate

School Name

The Schools Quality Index (Evaluation) is an evaluation template to score the quality of services provided at a specific school. The Criteria used to evaluate a school’s status are Adequate Facilities, Minimum number of Teams, Suitably Qualified Coaches, Acceptable Player – Coach Ratio and Representivity of Teams: Based on the score that a school achieve in this evaluation against the criteria set out in the Evaluation Form schools can aspire to achieve three status levels.

Blue Chip Status: Score of ≥ 90% on the Schools Quality IndexGold Status: Score of ≥ 70% to 89% on the Schools Quality IndexSilver Status: Score of ≥ 50% to 69% on the Schools Quality Index

Overall Score %

88

MIN. NO. OF MATCHES PLAYED PER SEASON % 100

1 U14 more than 25

2 U15 more than 25

3 Open more than 25

TEAMS % 100

1 Plays in the highest available league Yes

2 Number of U14 teams 3

3 Number of U15 teams 3

4 Number of Open teams (any age groups over U15) 3

COACHING % 70

1 Number of Coaches at the School 9

2 Number of Certified Coaches with a coaching qualification 9

3 Coaching Qualification of the Head Coach responsible for your 1st XI Level II

4 Is your Head Coach a registered member of the Affiliate Coaching Association Yes

FACILITIES % 100

1 Number of Fields/ or access to a field (Turf wicket) 4

2 Number of Fields (Artificial Wicket) 2

3 Number of Practice Nets (Turf Nets) 4

4 Number of Practice Nets (Artificial Nets) 6

5 Boundary Rope for the Main field Yes

6 Covers for the Main field Yes

7 Adequate and Visible Scoreboard for the Main Field Yes

8 Are you responsible for your own Facility upkeep/ maintenance Yes

REPRESENTATION % 75

1 Number of Players of Colour in 1st XI 2

2 No. of Black African players regularly playing in your 1st XI 2

3 No. of Black African players regularly playing in your U15 A Team 2

4 No. of Black African players regularly playing in your U14 A Team 2

ACKNOWLEDGEMENT

By signing this form, you acknowledge that information accurate and can be verified on Peformax

School, Head of Cricket: Name: ............................................................. Signature: ............................. Date: ...............

Name, Head of Cricket: Name: ............................................................. Signature: ............................. Date: ...............

Name, Amateur Manager: Name: ............................................................. Signature: ............................. Date: ...............

ANNEXURE A


ANNEXURE B

CSA PIPELINE PLAYER PERFORMANCE PLAN (PPP)

AIMS

◗ To have a practical plan to provide every identified player that displays the necessary

cricket attributes and the mental acumen with the best possible opportunity to perform

at every level of the pipeline which will enable cricket in SA :

1. To create an increased pool of players at professional level that will perform

above the performance benchmarks as determined by CSA from time to time.

2. To increase the pool of BA players ready for national selection.

3. To create a strong base with a sustainable and increased flow of successful

performing players.

◗ To define the roles and responsibilities of the key role players within the CSA Pipeline

regarding the practical implementation needed to achieve the aims in point 1 to 3.

BACKGROUND

The vision of Cricket South Africa is to make cricket a truly national sport of winners

by creating access to all and pursuing excellence at the same time. Without access

and excellence being focus areas, cricket in South Africa will find it difficult to remain

sustainable from both a financial and performance point of view. In addition CSA has

committed to government through the EPG Scorecard to growth at all levels of the

pipeline. However growth in numbers cannot be at the expense of performance and

therefore it is crucial that both growth and performance are managed together.

After a research was done on the performance of all players within the Franchise and

Senior Provincial competitions against set performance benchmarks for the purpose of the

CSA Cricket Services Scorecard, it was found that an unacceptable low number of Black

African players were above these benchmarks across certain formats and skill areas.

This under performance could be the result of a number of factors and it would be

irresponsible to single out one contributing factor, however this plan will seek to address all

the possible factors to ensure performance across all players becomes the most important

consideration.

The success of this plan relies heavily on the support of all Member/Franchise role

players in particular the CEO, Head Coach and support staff in partnership with the CSA

management and staff by ensuring the following occurs at every level of the Pipeline:

1. Structured and considered player identification programme that will not compromise

performance standards.


2. Complete needs assessment for each identified player within a Franchise, Senior

Provincial, Provincial Academy or provincial age group squad. This includes all National

Representative teams (SA “A”, National Academy and SA U/19 squads)

3. An enabling coaching framework complete with roles, responsibilities and measures

that drives identified player development and performance alike

4. Build an enabling environment that is inclusive and conducive to maximise player

development and performance.

5. Maximize the existing HP and other support structures that can aid the coaching

staff in the successful and deliberate development of its identified players with a

disadvantaged background

6. Introduction of a Mentorship programme for identified players

7. A practical action plan with measurable short term to long term outcomes

8. Clear communication process to ensure the plan will be understood by all role players

at each level of the pipeline of CSA and the its Members

9. A system of continuous monitoring & measurement of player performance and quality

of opportunity afforded

THE PLAN

1. Structured & considered player identification

1.1. Considered player identification at each level of the CSA Cricket Pipeline based

on background, performance record and succession plans & selection guidelines.

This identification must be preceeded by other elements such as structured

identification sources as well as a process and structure to enable talent

identification.

1.2. Establish a 4 Year Succession Plan for professional cricket – National

Selection Panel and Franchise Selection Panel against the backdrop of the CSA

transformation guidelines.

ANNEXURE B (continued)

◗ CSA Selection Policy

◗ TI Scouts◗ Coaches◗ Teachers◗ Selectors

◗ Mini Cricket structure◗ RPC & Hub structure◗ Provincial Age group competitions◗ School leagues◗ CSA & Member programmes◗ Domestic Competitions

◗ Team composition◗ Format specific◗ Succession planning◗ Performance record◗ Form◗ Talent

Policy

Identification structure/

process

Identification source

Identification criteria


1.3. Establish a 2 Year Succession Plan for SA U/19 and provincial U/18 age group

teams – SA U/19 Selection Panel and Provincial U/18 Selection panels against the

backdrop of the CSA transformation guidelines.

1.4. Measure: Established lists for the following:

Identified List of identified players with a disadvantaged background Responsible party

*Protea & HP Contracted players (18 + 12 + 12 = 42) National Selection Panel

Franchise (Minimum 96 players – min 16 per Franchise) Franchise Selection Panel

*National Academy (Minimum 18 Players) NA Selection Panel

Senior Provincial (Minimum 143 players – min 11 per Province) Franchise & Provincial Selection

Provincial Academy (Minimum 195 players – min 15 per Prov Acad) Provincial Academy Selection

*SA U/19 (Minimum 18 players) SA U/19 Selection Panel

*SA U/17 TAP (Minimum 40 players) SA U/19 Selection Panel

Provincial Age group teams(min 208 players – min 13 players per Member) Provincial Age Group Selection

*Lists derived from the names provided by the Franchise and Provincial lists

1.5. Outcome: The various lists of identified players must be done in order for the

identified players to be prepared as a squad as soon as possible in the year. Teams

for the various provincial representative teams can be selected at a later stage in

the year. The plan will not have an impact if these provincial age group squads are

not identified early enough for player development interventions to have an effect

on performance.

2. Complete needs assessment of identified players

2.1. Complete needs assessment of each player on the identified lists by means of

a comprehensive needs analysis questionaire, which will be based on those

criteria deemed as enablers for high performance.

2.2. High performance is the outcome (not necessarily guaranteed) of the holistic

development of an athlete based on a number of enablers.

Re Performance Management System – “Routledge Handbook of Sports Performance Analysis


High Performance Management System

Performance Lifestyle

Retrieve/Interpret Data

Athlete: Personal Statistics

Social/Cultural

Succession Plans

Technical/Tactical

Online Updates

Performance Standards

Performance Analysis

Athlete Feedback

Skills Screen

Physical

Automated Alerts

Strength and Conditioning

Athlete Monitoring

Health and Well-Being

Fitness Data

Training Plans

Functional Screen

Psychological

Analysis Outputs

Team Profile

Individual Performance Profile

Coaching Behavioural Profile

Medical

Performance Reports

Injury Surveillance

Anti-Doping

Athlete Whereabouts

Musculo-skeletal/Cardiac Screen


2.3. Each of these high performance enablers must be addressed and not all by the

coach of the team. Skilled professionals (support structure) can be sourced to

put the enabling building blocks in place. The needs analysis is the tool, which will

determine the areas in which each player has a particular challenge and needs to

be addressed in order to enable him/her to perform at their optimal level.

3. A Coach as an essential player development enabler

3.1. The role of the successful coach within the game of cricket combines the

functions of educator, mentor, role model, professional and employee. As such

it is inherently rich in ethical values such as trust and respect, and in character-

building potential. Since a sport like cricket is also a significant player in the wider

South African society, the role of the coach must also be seen in the context of

the needs of that wider society.

3.2. The primary ethical responsibilities of cricket coaches are to give of their best at

all times in order to:

a) Foster the long-term success of their teams and its individual members;

b) To strive for the highest standards of service to the bodies that employ them;

c) To promote the best interests of cricket, including the supporters of the game,

its traditions and its values;

d. To provide value for the sponsors and for the media, and in general to

benefit society by the quality of their professionalism as coaches and their

commitment to the cardinal sporting principles of fairness and excellence at

this time of fundamental change in South African society.

3.3. Each Head coach of the various levels of the CSA and Member Pipeline will

have the ultimate responsibility of being the driver and/or implementer of the

development of the identified players on the list provided to him/her. (In most

cases the head coach should and would be party to the establishment of the list

of identified players.)

Lifestyle

Physical

Cricket skills

Psychological

CulturalEducation (school)

Lifestyle

Economic background

Social environment

(friends)



3.4. The Head Coach must understand the level of player needs to close the gap

between players in his/her team and so ensure the effective development of each

identified player and also understand the kind of support available to him/her to

achieve the set goals for each player.

3.5. He/she must take responsibility for the needs assessment of each identified player

as well as the delivery of the various aspects of player development needed to

produce a player that can fulfil his/her potential.

3.6. CSA and each Franchise/Member CEO must be ultimately responsible for the

level and quality of the coach appointed at every level to drive this programme.

3.7. NB* The Franchise and Member CEO must take the responsibility of ensuring

that all Franchise, Senior Provincial, Provincial Age group and RPC/Hub coaches

have a Personal Development Plan in place based on the outcome of the review

process of their respective Execution Agreements.

With the above in mind, it is highly significant to highlight Cricket South Africa’s

priority expectations for coaches operating at the various levels of player pipeline:

Pipeline structure level

Priority expectation on coaches in the system – objectives

Proteas • Develop a winning and representative Protea cricket team• Create a winning and enabling environment for players

CSA High Performance

• Develop identified players through the HPP in order for the Proteas to be the best cricket nation in the world

• Create a winning and enabling environment for players within the Protea “A” team that will be able to understand the pressures of international cricket

• Increase the pool of identified black African cricket players for national selection• Ensure the 4 Year Succession Plan is achieved

Franchise Cricket

• Create a winning and enabling environment for players • Produce quality players for the Proteas and Proteas “A” teams in order for the Proteas to

be the best cricket nation in the world• Ensure quality of opportunity for all players• Manage the sustainable production of players within your Franchise Region –

Succession planning

National Academy

• Player identification to complement future pipeline needs• Develop identified players in order for Franchise cricket to be the strongest domestic

competition and so prepare potential Proteas• Ensure international competition for these identified players• Create a winning and enabling environment for players• Ensure quality of opportunity for all players• Monitor and measure performance of the identified players on the programme

continuously and intervene where necessary with the knowledge of coaches

Senior Provincial Cricket

• Produce and develop quality players for the Franchise in order to ensure a high level of domestic competition

• Develop a winning cricket culture without a “win at all costs” approach to selection• Ensure quality of opportunity for all players• Identification of players within your pipeline that will address the needs of the Franchise

region – Succession planning

Provincial Academy system

• Retain and develop identified players within your area of jurisdiction – succession planning with Provincial Age group coach

• Player identification must complement future pipeline needs and/or ensure retention of highly talented players

• Drive the holistic development of the identified players within you region• Ensure quality of opportunity for all players



Pipeline structure level

Priority expectation on coaches in the system – objectives

SA U/19 Programme

• Develop a winning SA U/19 team• Develop players that will deal with the pressures of international cricket• Create a bigger pool of identified players for professional cricket• Ensure quality of opportunity for all players

TAP and Provincial Schools Cricket

• Talent identification to complement future pipeline needs• Retaining and development of talented players within your area of jurisdiction• Create a winning and enabling environment for all players without a “win at all cost”

attitude to selection• Ensure quality of opportunity for all players• Create a bigger pool of idenfitied players

4. Creating an enabling an inclusive environment for identified players

4.1. An identified player is someone that based on an evaluation of his current

technical, tactical, physical and mental acumen attributes; given the necessary

skills attention and overall support can enhance his inherant performance level.

4.2. Avoid obvious and predictable problem areas through:

a) Clear role clarification and expectations;

b) Ensuring that a clear induction process into team culture; values of the team

and team dynamics exists

c) Understanding cultural, social and economic differences of your identified

players with disadvantaged background

d) Inclusion in discussions and decision making;

e) Entrenching a culture of responsibility and accountability;

f) Communication of the minimum standards for each level is essential and

mediocrity will not be accepted;

g) Minimising the ABC mentality (Accusing, Blaming and Complaining)

4.3. Within the cricket system the skills development of players will heavily rely on:

a) A Personal Development Plan that is aimed at advancing the player’s cricket

attributes, mental acumen and educational needs supported by a dependable

Mentor (Refer to 6) and based on the needs assessment done with the player;

b) Skills level Performance Benchmarking at Professional and U/19 level versus

a considered skills assessment (Season Reviews) to measure the potential

capability of the player – Setting short term, medium and long term goals

for each player;

c) Practical coaching and quality time spent on identified players to enhance

their skills, decision making process and broaden their cricket knowledge;

d) Measuring skills progression through match situations via Match Reviews for

the various formats – enables more than just evaluation of form;



e) Providing REAL Feedback as part of the monitoring process amongst the

Coach, Player and CSA Player Pipeline Management structure;

f) Continuously challenge complacency through players continuously

evaluating themselves (performance); revisiting their goals, acknowledging

real progress and improvement in performance.

4.4. Although creating such an enabling environment should be best practice

for all, this plan is merely a reminder of the level of detail that coaches and

administrators needs to go into in order to create such an environment for all

players to develop. The CSA lists will be driven and measured against the relevant

person’s Execution Agreement and the same will be expected of those coaches at

every level of the pipeline and driven by the Franchise/Members. (Refer to point 8)

5. Role players and support systems to the strategic plan

5.1. The success of this Plan can only be achieved when there is a collaborative

partnership approach to the development of the identified players on the various

lists. The various Franchise/Member and CSA coaching staff must work together

in achieving the successful development of the individual players. In some

instances the CSA and or the Franchise/Member coaching staff will be the drivers

of the process or in other instances the implementers. The need for collaboration

is the most important for the benefit of the development of the player.

5.2. Both these groupings will have the following tools to their disposal and the

utilisation of these support tools/services can be initiated by both parties. These

tools or services are:

Pipeline Structure Levels

CSA Pipeline structural driver

Support available Tools

Proteas and A “Lists”

Proteas “A” Head Coach

• Franchise Coaches• Franchise trainers & physios• HP Consultants• National Selectors• Proteas Management • National Academy Coach• CSA Analysts• SACA PDM• Mentors• National Match Officials Coordinator

• Needs Assessment• Tours• Skill Camps• Loan Agreement• Season Reviews• Tour Reports• QoO• Coaching workshops • Peformax• Video match footage

Franchise Lists

Franchise Coaches

• Franchise Support staff• HP Coaching Staff – coaching• HP Consultants• National Selectors• Proteas Head Coach• National Academy Coach• Mentors• CSA Analysts• SACA PDM• National Match Officials Coordinator /

Umpires

• Needs Assessment• Skill Camps• Loan Agreement• Season reviews• Match Reviews• QoO Reports• Video match footage• Coach Workshops• Coach Reviews• Master Coach programme



Pipeline Structure Levels

CSA Pipeline structural driver

Support available Tools

HP List National Academy Head Coach

• HP Consultants• Master Coaches• Franchise coaches and Senior Provincial

coaches• CSA Analysts• SACA PDM• Mentors• National Match Officials Coordinator /

Umpires

• Needs Assessment• Tours• Skills Camps• Loan Agreement• Season Reviews• Tour Reports• Video match footage• QoO reports• Coach Reviews• Peformax

Senior Provincial Cricket

Senior Provincial Head Coach

• HP Consultants• Master Coaches• Franchise coaches and Support staff• Tertiary Institutions• CSA Analysts – Players at Franchise level• SACA PDM• National Match Officials Coordinator /

Umpires

• Needs Assessment• Skills Camps• Loan Agreement• Season reviews• Match Reviews• Coach Reviews• Coach Workshops and

Courses• QoO Reports

Provincial Academy System

Provincial Academy Head Coach

• Senior Provincial Head Coaches – Coaching

• Franchise Coaches – Planning• Provincial Coaching Managers –

Education• Tertiary Institutions – Services • Franchise Fitness Trainers and Physios• SACA PDM• Mentors

• Needs Assessment• Skills Camps• Season reviews• Match Reviews• CAP camps

TAP Programme

SA U/19 Head Coach

• 30 Provincial Head Coaches (U19 and 17 age groups)

• 6 CSA TAP Scouts • SA U/19 Selection Panel HP Consultants• National Academy head Coach• Blue Chip Schools

• Needs Assessment• Tours• Skills Camps • Season Reviews• Tour Reports• QoO reports

Provincial Schools Cricket

U/19, U/17 Provincial Age group coaches

• SA U19 Head Coach and 6 TAP Scouts• Senior Provincial / Provincial Academy

Head Coach• Buy in from the top schools – Blue Chip

schools• Fitness Trainer / Physio support

• Needs Assessment• Season reviews• Match Reviews• CAP camps

5.3 The most critical part of this support system will be the driver of the programme

and associated list, the support he/she can attain and the effective utilisation of

the tools available to him/her. Each programme driver must take responsibility in

driving the performance of the identified players by making their hands dirty and

identifying areas where additional support is needed.

6. Introduction of a Mentorship programme

An Identified Player Mentorship programme must be initiated at the various levels

to support the efforts by the coaches and their staff. The Mentors must be carefully

identified in consultation with the player during the assessment phase. Careful

identification of mentors can assist a great deal in addressing the “below the surface”

elements which are so important to the performance of a player. The soft issues are



sometimes neglected or assumed and the value of the mentor (confidant) cannot be

underestimated. Identifying the appropriate mentors should be a collaborative effort to

avoid duplications and can be sourced from:

◗ Teachers ◗ Coaches

◗ Administrators & staff ◗ Ex-Players

◗ Parents (preferably not of the player) ◗ Current players

◗ SACA PDM

Each list must be accompanied with an identified mentor that can be contacted and

initiated by the relevant programme driver.

7. Practical Action Plans with time bound outcomes

Short term – Each of the levels of the CSA Pipeline has very specific immediate

outcomes that are needed. It is crucial to take action at the various levels as each

of them can have an immediate impact on the particular level and the player’s

performance at that level. Although the focus on the immediate will have short term

gains against the immediate need, it is believed that this will start building critical mass

at every level that will ensure that cricket in South Africa will achieve its medium and

long term performance outcomes. This will also ensure a base of players that will

create competition for places within the pipeline which is conducive to a strong and

sustainable system. As we go down the pipeline of CSA there must be an increase in the

numbers and effort in order to create critical mass at professional level that, with effort,

will increase the pool and quality of players ready for international participation.

8. Communication to all the role players

In order to ensure the effective implementation of the plan at each level, a proper

change management plan with clear communication to all the relevant stakeholders will

be essential to ensure clarity of purpose and gain the necessary input and buy in from

all. This plan must include the following actions and timelines:

Change Management Plan – Actions Timeline Actioned

1. Planning meeting with relevant role players (small) 17/11/15 ü

2. Create a framework internally based on the planning meeting 18/11/15 ü

3. Present frameswork to the Franchise Coaches and HP Coaching staff 12/12/15 ü

4. Adjust “draft” plan based on the inputs from this meeting 14/12/15 ü

5. Implement certain initiatives immediately From 12/12/15 ü

6. Present “draft” plan to PipeCom 4/01/16 ü

7. Present “draft” plan to Members during a regional Roadshow – Input & clarity 12/1 – 14/2/16 ü

8. Finalise plan after the Roadshow 15/02/16 ü

9. Communicate final plan via Memo to all Stakeholders 22/02/16 – 09/03/16

ü



9. Monitoring and measuring the performance against the Plan

The Cricket Services Dashboard and Member Scorecard have specific elements

designed to monitor and measure the level of implementation and success of this plan.

These elements will measure very specifically and amongst others the following:

9.1 Quality of Opportunity as per the identified player skills set and execution of the

defined role.

9.2 High Performance

% HPC players > Franchise benchmark

performance (batting &

bowling) per format &

competition

% NA players > benchmark performance

(batting & bowling) per

format & competition

% of BA players within the National

Academy Programme

% of BA players within the SA

“A” Programme

# of BA players above 70%

matches played in N A/SA Inv X1

matches

# of BA players above 70% matches

played in SA “A” matches

9.3 Franchise cricket

% of players above Franchise

benchmark performance

% of Black players above

Franchise benchmark

performances

% of BA players above Franchise

benchmark performances

Avg score on the Referees

Stadium Assesment

form

% of Captains reports

completed against matches

played

Avg score on the POP

Avg score on the QoO

Report

Avg # of Black players per match all formats

Avg # of BA players per match all formats

% of Season Reviews done as requested by CSA HPP

9.4 SA U/19

% SA U/19 > International benchmark

performance (batting &

bowling) per format &

competition

% of BA players within the SA U/19 Programme

# of BA players above 70%

matches played in SA U/19 matches

9.5 Senior Provincial Cricket

% of players above Semi-Professional

benchmark performance

% of Black players in the squad above Semi-Professional

benchmark performances

% of BA players in the squad above

Semi-Professional benchmark

performances

Avg # of Black players per match

all formats

Avg # of BA players per match all

formats



9.6 Provincial Age group cricket

Performance benchmarks across all levels must be created to ensure the

outcome of improved performances at every level measured, monitored and

achieved.

Any additional measures that will flow from the approval of this plan will be

developed and added to the various Scorecards for each of the programmes as

discussed in this document.

Board Meeting Agenda

A very important monitoring process will be the monitoring of the above

measures by the Board of Directors of each Member. The proposal is that the

Member Player Performance Plan must be a fixed item on the agenda of the

Board.

10. Conclusion

In conclusion this Plan is essentially not a new plan but rather a deliberate focus on

role players and their levels of implementation. It is important for each of the role

players within this plan to have clarity on his/her role, the various partnerships needed

as well as the support structures to their disposal. This has as its aim a higher number

identified players that will perform above the relevant skill benchmarks at the various

levels culminating in a representative and sustainable Protea teams.



ANNEXURE C

PRESIDENTIAL PLAN

BACKGROUND:

This proposed model was evolved by a workshop called by the then United Cricket

Board of South Africa (UCBSA) President and CEO following the need to put focus on

the development of amateur cricket through a standardised model. All references to

the National Federation within the document will be Cricket South Africa (CSA) as the

federation has changed its name from UCBSA to CSA.

The proposed model was fine-tuned by a subcommittee constituted by the CEO. The then

UCBSA Treasurer and General Manager of Finance and Commercial attended the meeting

of the subcommittee in order to make informed decisions for the distribution of funds for

amateur cricket.

The process for the implementation of the model was as follows:

◗ General Council to approve/modify

◗ The model will be presented to other stakeholders for input, including the Departments

of Sport and Education, sponsors and the media

◗ Presidential and CEO’s workshop to finalise the implementation of the model

◗ Treasurer and General Manager Finance and Commercial to allocate funding

The thrust of the model was the creation of a standard pipeline that will:

◗ Teach skills and have structures to take talented players from mass participation to the

national team

◗ Retain players at all amateur levels

◗ Provide a clear path upwards

It was vital that partnerships were developed between Affiliates, local government

and schools with the Affiliate driving the process. NB Local educational and municipal

boundaries must be used at all times for cluster and district competitions.

Provincial

Franchise


ANNEXURE C (continued)

THE PLAN (MODEL)

1. MASS PARTICIPATION – MINI CRICKET:

Objective:

The base of cricket should allow for mass participation through Mini Cricket and the

introduction of basic skills.

Programmes:

The programmes to achieve the above objective must include:

1.1 The organization by the Affiliate of leagues among schools grouped in clusters,

with a minimum of four schools per cluster. Basic skills must be taught at this level.

Resources needed and to be paid out of sponsorship funds:

1.1.1 One full-time Mini Cricket co-ordinator

1.1.2 T-shirts and equipment distributed once a year

1.1.3 Coaching and refresher courses

1.1.4 Organizing fixtures at cluster level

1.2 These leagues will be used to select skilled teams for at least two annual festivals

to be held on a district basis to be defined by the municipal demarcations.


1.2.1 Transport

1.2.2 Refreshments

1.2.3 Branding

1.2.4 Media coverage (below the line)

1.2.5 Use Test/SuperSport/Standard Bank matches

1.3 Affiliates must hold one annual provincial Mini Cricket seminar. The purpose is

to review and plan forward; motivate and thank coaches and organizers. Gain

media coverage for sponsors.


1.3.1 Seminar costs

1.3.2 Transport

1.3.3 Refreshments

1.3.4 Branding

1.4 CSA must convene one annual national Mini Cricket seminar to review and plan

forward. Motivate and thank volunteer coaches and organizers. Gain media

coverage for sponsors.


1.4.1 Transport

1.4.2 Accommodation


1.4.3 Seminar costs

1.4.4 Branding

1.4.5 Media coverage (below the line)

2. SCHOOLS CRICKET (JUNIOR and SENIOR)

Objective:

Mass participation, skills development, and talent identification.

Programmes:

Programmes to achieve this objective must include:

2.1 Fixtures on a cluster basis organized by the Affiliate in conjunction with the schools

Resources needed and paid for by the Affiliate, CSA allocations, Lotto and local

partnerships with Government:

2.1.1 The employment of a full-time Youth Co-Ordinator

2.1.2 Fixtures to be organized centrally in conjunction with the schools

2.1.3 Equipment, facilities and maintenance

2.1.4 It is vital to form partnerships with local government and the Departments

of Sport and Education to assist with funding, facilities and maintenance

2.1.5 Schools cricket should embrace learners from U10 to U19.

2.1.6 Schools would be expected to have girls’ cricket programmes

2.1.7 Cricket for differently abled will be supported and encouraged

2.2 The cluster schools fixtures will then lead into regional fixtures, based on municipal

districts. This will allow for schools cricket on a higher grade and provide the

platform into representation for provincial teams at the national weeks.

Resources needed for the regional fixtures are:

2.2.1 A minimum of four regional coaching sessions (nets) should be held from

players coming out of the cluster leagues

2.2.2 At least one regional tournament

2.2.3 Coaches serving the district fixtures and tournaments must be at level 2

or 3 and must be active members of the local coaches’ forum

2.2.4 Equipment for coaching must be supplied to the district coaching sessions

2.2.5 Qualified umpires and scorers must be supplied for district fixtures and

tournaments

2.2.6 Cricket Hubs and Centres of excellence must service the regional

coaching sessions, fixtures and tournaments

2.2.7 Transport must be provided for coaching sessions, fixtures and tournaments

2.2.8 Maintenance of facilities must be organized and again it is essential to

have partnerships with local authorities and government departments



2.2.9 Girls from U16-19 must be catered for with district coaching sessions,

fixtures and tournaments

2.3 Schools Cricket at Provincial Level:

The regional schools system must feed into representative schools cricket, i.e.

the national weeks. One can see here how the players have gone up the ladder

from cluster leagues, to district coaching, leagues and tournaments to the

national weeks. This cuts out once off trials, and motivates players to keep on

playing throughout all levels.

Resources needed for provincial weeks, with funding comes from CSA

sponsorships, allocation and possibly topped up by Government.

2.3.1 The organization of national weeks through the CSA office in conjunction

with Affiliates and LOCs: Boys 13, 15, 17, 19 and Rural Districts U17. Players

will not be allowed to play in both RD and National week tournaments

2.3.2 Tournament logistics: transport, clothing, accommodation, functions

2.3.3 The organization of SA Schools Team and Colts matches against local

representative teams following the Khaya Majola Coca-Cola Week

2.3.4 Organising talent camps, plus logistics such as travel, accommodation,

equipment, coaching, etc.

3. CLUBS AND TERTIARY CRICKET

Objective:

Mass participation, talent identification, skill development, retention of both youth and

veterans in cricket, capacity building.

Programmes:

Programmes needed to achieve the objective:

3.1 Premier league clubs need to meet the criteria of the CSA by the season of 2008/9.

3.2 Resources needed for this are to be funded CSA allocations, local sponsorships

and the possibility of a national sponsor.

3.3 Human Resource: The employment of a full time Clubs and Facilities coordinator

3.4 Criteria for Club Cricket:

3.4.1 The CSA criteria includes level 2 or 3 coaching; covers; scoreboards;

umpires and scorers; trained administrators; 2-day and 1-day leagues;

women’s cricket; maintenances of facilities; cricket balls; transport;

equipment; caretaker/grounds man and partnerships with local authorities

3.4.2 Promotion Leagues are to be in place to cater as a feeder to the Premier

League (resources as above)

3.4.3 Recreation leagues in place to cater for social cricketers

3.4.4 Administration courses must be attended by at least two administrations

(costs borne by CSA allocation)



3.4.5 Cricket Hubs and Centres of Excellence to cater to clubs (resources as in

(3.1)

3.4.6 National Clubs Championship, with national sponsorship to take care of

all logistics.

3.5 Tertiary:

3.5.1 To host academies, with a maximum of 6 regional academies

3.5.2 National tertiary weeks to be held, with a workshop to discuss

transformation issues

3.5.3 Tertiary champions to possibly play against in coming tour teams

4. PROVINCIAL CRICKET etc.

Objective:

To provide a successful breeding ground for professional cricket

Programme:

Programme to achieve this objective to be funded by sponsorships.

4.1 Programme outcomes:

4.1.1 1, 3, T20 and U19 3-day competitions to be included in the CSA budget

with a maximum of 13 players per squad and to integrate Affiliates and

Associates into a coastal/inland competition.

4.1.2 Women’s cricket will have one senior Inter-Provincial League and one

U19 inter-provincial tournament. An annual senior tour, preceded by a

1-week camp would be desirable.

4.1.3 There will be a maximum of 6 academies and national Coaching Manager

to workshop and finalize

4.2 Human Resource: The employment of a full time Provincial Coach

Resources for the above programmes will be from the CSA budget, with the

savings from the new format for provincial competitions being used to finance

the U19 tournament.

CONCLUSION

This represents a practical, focused and sustainable model for the advancement of South

Africa amateur cricket to feed into professional cricket.

It will be carefully monitored to ensure that there is a good return on the funds invested in

amateur cricket for the good of the whole.



ANNEXURE D

“BLUE FLAG” STATUS EVALUATIONAffiliate

Club Name

A “Blue Chip” status is a Cricket South Africa recognition given to Clubs that drives the Objectives and Aims of the Presidential Plan. The Criteria used to ascertain the status of such a club will be based on Administration Capabilities, Adequate Facilities, Minimum number of Teams and Suitably Qualified Coaches.

Overall Score %

0

ADMINISTRATION % 0

1 The club has a Constitution Not Applicable

2 Properly Constituted Committee which meets regularly (attendance register kept) Not Applicable

3 The Minutes of the latest Annual General Meeting Not Applicable

4 Bank Account and statements Not Applicable

5 Provided a copy of the Approved Financial Statements from the AGM Not Applicable

6 Assets register Not Applicable

7 Database of players Not Applicable

8 Policies (e.g.: Code of Conduct, DC procedure, etc) Not Applicable

TEAMS % 0

1 1st Team plays in the Premier or Promotion league Not Applicable

2 Number of Senior Teams (Minimum of 3 teams) None

3 Number of Women Teams (Minimum of 1 Women’s Team) None

4 Number of Junior Teams (Minimum of 2 Junior Teams in different age groups) None

COACHING % 0

1 Number of Coaches at the club None

2 Number of Certified Coaches with a coaching qualification None

3 Coaching Qualification of the Head Coach responsible for your 1st team None

FACILITIES % 0

1 Number of Fields/ or access to a field (Turf wicket) None

2 Number of Fields (Artificial Wicket) None

3 Number of Practice Nets (Turf Nets) None

4 Number of Practice Nets (Artificial Nets) None

5 Boundary Rope for the Main field Not Applicable

6 Covers for the Main field Not Applicable

7 Adequate and Visible Scoreboard for the Main Field Not Applicable

8 Are you responsible for your own Facility upkeep/ maintenance Not Applicable

REPRESENTATION % 0

1 Number of Players of Colour in 1st XI None

2 No. of Black African players in your 1st XI None

3 Total numbers of players in Club

4 Number of players of colour in Club

ACKNOWLEDGEMENT

By signing this form, you acknowledge that information accurate and can be verified on Peformax

Club Chairperson: Name: ............................................................. Signature: ............................. Date: ...............

Amateur Manager: Name: ............................................................. Signature: ............................. Date: ...............


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ou

unde

rsta

nd a

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ket i

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CSA PIPELINE PLAYER NEEDS ASSESSMENT (GENERIC)Name: ................................................................................................................................................................................................................. Age: ................................................................................. Pipeline Level: .................................................................................. Team: ................................................................................... Role: ..........................................................................................Developmental

Area IndicatorMeasures to guide benchmark

(See attachment)Benchmark (for pipeline level)

(Highlight 1, 2 or 3 as agreed. Where there are options ü relevant factors)Action

(Dependent upon benchmark rating)Responsibility

(eg. Player, coach, management, or combination)Priority (H, M, L)

Time frame (S, M, L)

Resource Support (Refer no 5 of Player Performance Plan)

Cost (If applicable)

Dashboard Indicator(Green, Orange, Red)

Ph

ysi

ca

l

1. Physiological Condition

Yo-yo testSkinfolds

1. Meets individual level set by trainer2. Meets minimum requirements: a. For pipeline level as set by trainer b. Deemed fit by coach (no official test performed)3. Doesn’t meet requirements: a. As set by trainer b. Deemed unfit by coach (no official tests peformed)

2. Nutritional Status HungerAppetiteAnthropometric markersFatigueSleep patternsRecovery processHydration practicesAlcohol use

1. Good nutritional status2. Poor nutritional status but not affecting physical condition and/or performance3. Poor nutritional status but affects physical condition and/or performance a. socio-economic situation b. alcohol consumption c. hydration issue d. lack of knowledge

Me

dic

al

1. Injury/Illness Injuries/illnessReturn to play time No. of chronic injuriesAccess to medical servicesFinancial limitationsPlayer accountability

1. Few injuries, well managed, not impacting overall performance2. Number of injuries/chronic injury, impacting performance, full access to medical management3. Number of injuries/chronic injury, impacting performance a. Limited access to medical management b. Financial limitations to accessing medical management c. Poor player compliance and accountability in injury management d. Severity/Complexity of injury

Cri

ck

et

Sk

ills

1. Technical Skill levelPerformance statsCoaching supportWork ethicFacilities & equipment

1. Exceeds requirements for pipeline level2. Meets requirement for pipeline level but areas for improvement3. Does not meet requirements a. Lack of coaching support b. Poor work ethic c. Access to facilities and equipment

2. Tactical Cricket KnowledgeMatch awarenessUnderstanding own gameExecution of game plan

1. Exceeds requirements for pipeline level2. Meets requirement for pipeline level but areas for improvement3. Does not meet requirements a. Limited cricket understanding b. Poor match awareness c. Lack of understanding of own game d. Unable to execute game plans

3. Additional playing exposure (ONLY for school children)

Number of games played at school or club during the season. All game formats

1. 30 + matches2. 10-30 matches3. Less than 10 matchesState actual number of matches (if known):

Psy

ch

olo

gic

al

1. Socio-Psychological Health

Trauma (short/long term)Family circumstancesCommunity environmentSocio-economic pressuresAbsenteeismEmotional maturityAccess to counselling

1. Good overall socio-psychological status2. Compromised socio-psychological status but coping and not affecting individual performance

or team environment3. Poor socio-psychological status but not coping and affecting individual performance and team

environment

2. Mental Performance

Mental toughnessManaging emotionsConsistency of performanceAvailable assessmentsUtilises mental skillsAccess to sport performance practitioner

1. Exceeds expectations – consistently over performs in pressure situations2. Meets expectations – able to perform in most games but not in big matches3. Below expectations – inconsistent performances a. Limited preparation, reflection & learning b. Limited use of mental skills c. Limited access to sport performance practitioner

So

cio

-Cu

ltu

re

1. School Education Quality of school based on academic and cricket performance of the school.Family financial status.Player’s academic potential and school record.

1. Good school, bursary, coping/performing a. On bursary b. No bursary needed2. Good school, but not coping/performing a. On bursary b. No bursary needed3. Poor school, no financial means, coping/performing or not

2. Post School Activities

StudyingWorkingFlexibility Financial assistance

1. Studying/working and performing on and off field2. Not studying/working and performing on and off field3. Not performing on field a. Studying/working b. Not studying/working

3. Support networks Family supportPeers and friendsCricket environmentMentorLifeskills programmesCricket cultureRole modelsCommunity environment

1. Support networks actively enhance cricket progress and performance2. Support networks limited but player able to progress and perform on field3. No support networks available to enable cricket progress and performance

4. Socio-Economic status

Parental employmentOwn employmentLiving arrangementsSiblingsTransportDistances

1. Socio-economic status does not impact on cricket progress2. Socio-economic status limits access to additional cricket enablers3. Socio-economic status prevents player from acquiring resources needed for optimal cricket

participation

5. Team Environment Participation in team meetingsInvolvement in team social activitiesCommunication skillsBody languageAttitude on tourBuy-in to team culture and value

1. Appropriate participation and integration into the team2. Limited difficulties within team environment but not affecting performance3. Significant difficulty integrating into team and appears to affect performance

Completed by: .................................................................................. Signature: ............................................................................ Input from: .................................................................................. Date Completed: ........................................... Player Signature: ............................................................................ Review date: ....................................................................................................

ANNEXURE H


CSA PIPELINE PLAYER NEEDS ASSESSMENT (GENERIC)Name: ................................................................................................................................................................................................................. Age: ................................................................................. Pipeline Level: .................................................................................. Team: ................................................................................... Role: ..........................................................................................Developmental

Area IndicatorMeasures to guide benchmark

(See attachment)Benchmark (for pipeline level)

(Highlight 1, 2 or 3 as agreed. Where there are options ü relevant factors)Action

(Dependent upon benchmark rating)Responsibility

(eg. Player, coach, management, or combination)Priority (H, M, L)

Time frame (S, M, L)

Resource Support (Refer no 5 of Player Performance Plan)

Cost (If applicable)

Dashboard Indicator(Green, Orange, Red)

Ph

ysi

ca

l

1. Physiological Condition

Yo-yo testSkinfolds

1. Meets individual level set by trainer2. Meets minimum requirements: a. For pipeline level as set by trainer b. Deemed fit by coach (no official test performed)3. Doesn’t meet requirements: a. As set by trainer b. Deemed unfit by coach (no official tests peformed)

2. Nutritional Status HungerAppetiteAnthropometric markersFatigueSleep patternsRecovery processHydration practicesAlcohol use

1. Good nutritional status2. Poor nutritional status but not affecting physical condition and/or performance3. Poor nutritional status but affects physical condition and/or performance a. socio-economic situation b. alcohol consumption c. hydration issue d. lack of knowledge

Me

dic

al

1. Injury/Illness Injuries/illnessReturn to play time No. of chronic injuriesAccess to medical servicesFinancial limitationsPlayer accountability

1. Few injuries, well managed, not impacting overall performance2. Number of injuries/chronic injury, impacting performance, full access to medical management3. Number of injuries/chronic injury, impacting performance a. Limited access to medical management b. Financial limitations to accessing medical management c. Poor player compliance and accountability in injury management d. Severity/Complexity of injury

Cri

ck

et

Sk

ills

1. Technical Skill levelPerformance statsCoaching supportWork ethicFacilities & equipment

1. Exceeds requirements for pipeline level2. Meets requirement for pipeline level but areas for improvement3. Does not meet requirements a. Lack of coaching support b. Poor work ethic c. Access to facilities and equipment

2. Tactical Cricket KnowledgeMatch awarenessUnderstanding own gameExecution of game plan

1. Exceeds requirements for pipeline level2. Meets requirement for pipeline level but areas for improvement3. Does not meet requirements a. Limited cricket understanding b. Poor match awareness c. Lack of understanding of own game d. Unable to execute game plans

3. Additional playing exposure (ONLY for school children)

Number of games played at school or club during the season. All game formats

1. 30 + matches2. 10-30 matches3. Less than 10 matchesState actual number of matches (if known):

Psy

ch

olo

gic

al

1. Socio-Psychological Health

Trauma (short/long term)Family circumstancesCommunity environmentSocio-economic pressuresAbsenteeismEmotional maturityAccess to counselling

1. Good overall socio-psychological status2. Compromised socio-psychological status but coping and not affecting individual performance

or team environment3. Poor socio-psychological status but not coping and affecting individual performance and team

environment

2. Mental Performance

Mental toughnessManaging emotionsConsistency of performanceAvailable assessmentsUtilises mental skillsAccess to sport performance practitioner

1. Exceeds expectations – consistently over performs in pressure situations2. Meets expectations – able to perform in most games but not in big matches3. Below expectations – inconsistent performances a. Limited preparation, reflection & learning b. Limited use of mental skills c. Limited access to sport performance practitioner

So

cio

-Cu

ltu

re

1. School Education Quality of school based on academic and cricket performance of the school.Family financial status.Player’s academic potential and school record.

1. Good school, bursary, coping/performing a. On bursary b. No bursary needed2. Good school, but not coping/performing a. On bursary b. No bursary needed3. Poor school, no financial means, coping/performing or not

2. Post School Activities

StudyingWorkingFlexibility Financial assistance

1. Studying/working and performing on and off field2. Not studying/working and performing on and off field3. Not performing on field a. Studying/working b. Not studying/working

3. Support networks Family supportPeers and friendsCricket environmentMentorLifeskills programmesCricket cultureRole modelsCommunity environment

1. Support networks actively enhance cricket progress and performance2. Support networks limited but player able to progress and perform on field3. No support networks available to enable cricket progress and performance

4. Socio-Economic status

Parental employmentOwn employmentLiving arrangementsSiblingsTransportDistances

1. Socio-economic status does not impact on cricket progress2. Socio-economic status limits access to additional cricket enablers3. Socio-economic status prevents player from acquiring resources needed for optimal cricket

participation

5. Team Environment Participation in team meetingsInvolvement in team social activitiesCommunication skillsBody languageAttitude on tourBuy-in to team culture and value

1. Appropriate participation and integration into the team2. Limited difficulties within team environment but not affecting performance3. Significant difficulty integrating into team and appears to affect performance

Completed by: .................................................................................. Signature: ............................................................................ Input from: .................................................................................. Date Completed: ........................................... Player Signature: ............................................................................ Review date: ....................................................................................................

ANNEXURE I

2013 TRANSFORMATION INDABA RESOLUTIONSPROJECT GOAL: Implementation of Transformation Indaba Resolutions PROJECT PURPOSE: Establishment of a Process to Monitor Implementation Status of Resolutions taken at 2013

Transformation Indaba

Inputs (Tasks)

Governance

1.1 Review Governance status at National and Provincial level including club level insuring alignment in line with SRSA Transformation Charter

1.1

1.2 Align various Affiliates/Associations with CSA MOI 1.2

1.3 Establish a 6 monthly inspection/monitoring to verify MOI alignment of all affiliates/associates to CSA 1.3

1.4 Ensure and verify at least 100% compliance nationally and regionally with national transformation charter governance requirements

1.4

1.5 Agree and finalise response to compliance with SASCOC’s geopolitical boundary requirements 1.5

Professional Cricket

2.1 Ensure and monitor at least one Black African player in Franchise teams 2.1

2.2 Ensure and monitor at least two Black African player in semi pro teams 2.2

2.3 Develop and implement a player loan system 2.3

2.4 Develop imaginative contract design wrt free agents 2.4

2.5 Establish umpire incentive scheme to recruit and retain ex-players 2.5

2.6 Accelerate growth and quality of umpires through centralised T&D initiatives and roll out (regional umpire mgmt. system)

2.6

Amateur Cricket

3.1 Increase black African players in representative teams – at all levels 3.1

3.2 Design and implement integrated women programmes including T20 domestic competition 3.2

3.3 Reconvene Disability Forum and establish improved and structured disability programmes 3.3

3.4 Implement suitably resourced Presidential (particularly coaching excellence). Align STF with resources and programme requirements

3.4

3.5 Meet with SALGA to align Centres of Excellence through STF 3.5

3.6 Align clubs and schools with existing Centres of Excellence through STF, monitoring reports from Talent Scouts and Master Coaches and MOA’s

3.6

3.7 Twin township schools with model C schools on basis of MOA’s 3.7

3.8 Present proposal to board for a dedicated Cricket Black African Pipeline manager 3.8

3.9 Appoint a Master Coach for Black African high performance programmes 3.9

3.1 Replicate UFH Academy model at rural universities, e.g. present UJ Executive and draft MOA 3.1

3.11 Engage with Dept. of Basic Education on the development of cricket schools in Townships 3.11

3.12 Engage SALGA on facility maintenance programmes 3.12

History and Legacy

4.1 Honour players who were awarded national colours by 8 national boards before 1991 roll out plan to honour 75 persons

4.1

4.2 Designate person in each area to champion and report on progress in each area on honouring players 4.2

4.3 Complete History of South Cricket (3-5m rand project) including full scale TV series 4.3

4.4 Draw up feasibility plan for National cricket Museum with digital online presence and presence in regions 4.4

4.5 Develop a plan to translate the laws of cricket into isiXhosa, isiZulu, and seSotho and present budget for approval

4.5

4.6 Consolidate plans and draw up a heritage template and 3 year action plan towards 2016 for approval to celebrate CSA’s 25 years

4.6

Funding

5.1 Establish hybrid funding model based on need, incentive for growth and achieving national transformation objectives

5.1

5.2 Establish and propose a program to diversify revenue and bring on board more sponsors 5.2

5.3 Create new properties e.g. Women T20) 5.3

5.4 Develop new markets – Township activation 5.4

5.5 Bi-lateral series based on ICC undertaking 5.5

5.6 Design, agree and implement a new funding model 5.6

5.7 Design and implement expense management initiative 5.7

5.8 Exploit opportunity for CSA via Mindset 5.8

Procurement and Staff

6.1 Assist affiliates in adopting a broad based all inclusive compliance approach to employment laws, health and safety

6.1

6.2 Conduct policy reviews and develop a monitoring system 6.2

6.3 Draw up a supplier data base and conduct 6 monthly surveys 6.3

6.4 Implement 30% procurement policy from broad based businesses 6.4

6.5 Ensure CSA and its affiliates reflects a level 5 BBB EE compliance 6.5

6.6 Develop and implement a CSA staff training programme 6.6

68 CRICKET SOUTH AFRICATRANSFORMATION PHILOSOPHY AND PLANS

ABOUT CRICKET SOUTH AFRICA

Cricket South Africa (CSA) is a non-profit company in terms of the Companies Act, 2008

(Act No. 71 of 2008). A non-profit company is required to have an objective that must

either be public benefit or a purpose relating to one or more cultural or social activities

or communal or group interests. It cannot use its funds for anything other than the

purpose for which it was formed. CSA’s business includes the promotion and development

of cricket and consequently all its funds should be directed to that objective. CSA’s

objectives are explained in more detail in its constitution (Memorandum of Incorporation)

where it states that CSA plays the role as custodian of cricket in the Republic and as the

national controlling authority for cricket, as well as its new focus on transformation and

development of amateur and professional cricket in South Africa.

Unlike a for-profit company which is answerable to its shareholders, CSA’s mandate comes

from its Member associations (i.e. Affiliates) represented by officials (i.e. Presidents) from

all over the country, elected by the underlying structures (i.e. Clubs). In addition to these

Affiliates, CSA has Associate members (defined as Associates due to their smaller scale of

operations).

CSA has two classes of membership, viz: a class of voting Members (Affiliate) and a class of

non-voting Members (Associate and Ancillary).

Affiliate and Associate Members are the bodies that represent and serve as the respective

custodians of amateur cricket in each of the regions in South Africa and are feeders to the

professional teams.

The Ancillary Member category has more lenient criteria for membership and was

introduced to accommodate the different forms of cricket, such as beach cricket or street

cricket which may not meet the stringent criteria required for the other membership

categories.

Franchises are those entities which compete in professional domestic cricket in South

Africa and are responsible and accountable for operating the six professional teams. The

shareholders of these entities are Affiliate Members and in certain instances an outside

shareholder.


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TRANSFORMATION PHILOSOPHY AND PLANS - Cricket …cricket.co.za/csa_transformation_plan/pdf/CSA Transformation Plan.pdf · CRICKET SOUTH AFRICA TRANSFORMATION PHILOSOPHY AND PLANS