I am very pleased to present, on behalf Cricket Canada’s board of directors, a strategic update for 2013.
The following represents the collective knowledge of ‘Cricket in Canada’ as through a two-year process, we have gathered input from all of our key stakeholders including the ICC, Sport Canada, players, administrators and most importantly our fans. In our update we have shown that 2013 was a year of progress for Canadian cricket despite challenges on the field.
We must be honest with our progress and to that end we did not do well on the field. We did not make strides in getting onto the ODI table or into either World Cup but we do have an opportunity to move forward by getting back into the Intercontinental Cup at World Cricket League Division 2 in January.
Despite those challenges we did make some measureable progress in High Performance. We removedthe elected officials from cricket operations by forming a high performance committee to direct strategy and after years of trying, finally reform the selection committee so that the people selecting our teams have the experience of playing at the level they are selecting for.
Cultivating a meaningful relationship with Trinidad and Tobago meant opportunities for our team to play one of the top Twenty20 sides in the world as well as improve our National Cricket League with foreign internationals giving a much-needed push to our domestic players.
In 2014, we broke down barriers off the field. Broadcast deals for our domestic cricket and home internationals meant that we reached our target of over 75 hours of broadcasting cricket. A monumental task in this age of competitive sports television. We surpassed 50,000 likes on Facebook and expanded our digital strategy, which led to sponsorship opportunities.
We have restored honour and credibility to our office and with that has come sponsorship dollars and increased Sport Canada funding. We surpassed our target of non-ICC funding of 20% and are on-track to almost double that percentage in 2014.
Everything starts with a plan, and our successes were borne out of the collaborative effort which is set forth in this plan. You all contributed in one way or another through your input, your comments, and your support.
This document must be considered a living and breathing document. As the organization and external factors change, as will our objectives so keeping our vision and mission in mind will be critical to staying focused. Strategic planning is the key success factor for any organization and we will continue to follow this process as we work our way to successes.
The upcoming years are critical for the development of cricket in Canada both on and off the field and I am confident that this plan will keep us on track.
Thank you to everyone who contributed to this process, and in particular Deloitte, for their very generous contribution of time and expertise.