Cricket Development throughout Northern Ireland
Strategic Plan
2006 – 2009
List of Contents
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EXECUTIVE SUMMARY .................................................................................................................................... 4 CRICKET IN CONTEXT…. ................................................................................................................................ 6 2.1 2.2 2.3 STATE OF THE GAME ...................................................................................................................................... 6 SPORTS COUNCIL‟S PLAN.............................................................................................................................. 7 ICU PLAN ....................................................................................................................................................... 7 NICA VISION.................................................................................................................................................... 8 NICA STRATEGIC GOALS ........................................................................................................................... 8 PLAYER DEVELOPMENT ................................................................................................................................. 9 4.1 4.1.1 4.1.2 4.2 4.3 4.4 4.5 4.5.1 4.5.2 LONG TERM ATHLETE DEVELOPMENT ........................................................................................................... 9 Coaches and Teacher Development ......................................................................................................... 10 Clubs ........................................................................................................................................................ 10 CRICKET ACADEMY ...................................................................................................................................... 10 REGIONAL DEVELOPMENT SQUADS ............................................................................................................ 11 SCHOOLS DEVELOPMENT ............................................................................................................................ 12 ELITE PERFORMERS ...................................................................................................................................... 12 Talented Athlete ....................................................................................................................................... 12 Senior Squad Members ............................................................................................................................ 12
3.1 3.2 4
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COACH DEVELOPMENT................................................................................................................................. 13 EFFECTIVE LEADERSHIP AND GOVERNANCE ....................................................................................... 15 CLUB DEVELOPMENT .................................................................................................................................... 17 FACILITY DEVELOPMENT ............................................................................................................................ 19 9.1 9.2 9.3 9.4 STORMONT ................................................................................................................................................... 19 QUEEN‟S UNIVERSITY OF BELFAST, CRICKET CENTRE OF EXCELLENCE ................................................. 20 UNIVERSITY OF ULSTER/SPORTS I NSTITUTE OF NORTHERN I RELAND ................................................... 20 CLUBS‟ DEVELOPMENT ................................................................................................................................. 20 CRICKET CRICKET CRICKET CRICKET DEVELOPMENT MANAGER ............................................................................................................ 21 DEVELOPMENT OFFICER (1) (PLAYER)..................................................................................... 22 DEVELOPMENT OFFICER (2) (CLUB) ........................................................................................ 22 ADMINISTRATOR .......................................................................................................................... 22
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STAFFING............................................................................................................................................................ 21 10.1 10.2 10.3 10.4
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STRATEGIC GOALS: ........................................................................................................................................ 23 11.1 11.2 11.3 11.4 11.5 11.6 11.7 PLAYER DEVELOPMENT ................................................................................................................................ 23 CLUB DEVELOPMENT ................................................................................................................................... 25 EDUCATION AND TRAINING - COACHES .................................................................................................... 27 EDUCATION AND TRAINING: UMPIRES, SCORERS AND GROUNDSMEN................................................. 29 EFFECTIVE LEADERSHIP AND GOVERNANCE .............................................................................................. 30 FACILITY ....................................................................................................................................................... 31 STAFFING ..................................................................................................................................................... 32
A1 JOB DESCRIPTIONS AND PERSONAL S PECIFICATIONS ................... ERROR! B OOKMARK NOT DEFINED.34 A1.1 Cricket Development Manager ............................................................... Error! Bookmark not defined.34 A1.2 Cricket Development Officer 1 (Player) ................................................ Error! Bookmark not defined.36 A1.3 Cricket Development Officer 2 (Club) .................................................... Error! Bookmark not defined.38 A1.4 Cricket Administrator ............................................................................. Error! Bookmark not defined.40 A2 EXPERIENCE AND QUALIFICATIONS OF THE NICA MANAGEMENT . ERROR! B OOKMARK NOT DEFINED.42 A3 A SHORT HISTORY OF CRICKET IN I RELAND AND ITS LINK WITH THE NICA ... ERROR! B OOKMARK NOT DEFINED.43 A4 COMPETITIVE STRUCTURE OF CRICKET IN I RELAND ....................... ERROR! B OOKMARK NOT DEFINED.46 A5 PLAYER PATHWAY LTAD MODEL NICA .......................................... ERROR! B OOKMARK NOT DEFINED.49 A6 SENIOR PLAYER PREPARATION ......................................................... ERROR! B OOKMARK NOT DEFINED.50 A7 UKCC COACHING PATHWAY ............................................................ ERROR! B OOKMARK NOT DEFINED.52 A8 ANALYSIS OF COACHING COURSE COSTS ....................................... ERROR! B OOKMARK NOT DEFINED.54 A9 CLARIFICATION OF THE REQUIREMENTS AND ROLES TO DELIVER THE UKCC SCHEME............... ERROR! B OOKMARK NOT DEFINED.56 A10 SOCIAL I NCLUSION ........................................................................... ERROR! B OOKMARK NOT DEFINED.58 A11 CONSTITUTION .................................................................................. ERROR! B OOKMARK NOT DEFINED.60
Northern Ireland Cricket Association Development of Cricket throughout Northern Ireland 2006- 2009
1
Executive Summary
Cricket Success There is an unprecedented interest in the game of cricket and, in particular, from young players to have access to high level coaching and playing. This has been spurred on from Ireland Success in the ICC Trophy in July 2005 (when they qualified for their first World Cup in the West Indies in 2007) and also winning the Intercontinental Cup in October 2005, beating Kenya in the final. This victory now places Ireland as the best first-class nation outside of the Test arena. There is also a wider interest in cricket following England‟s success over Australia in the Ashes series during 2005. All of this interest in cricket is underpinned by the safeguarding of the game and its traditional values system “The Spirit of Cricket”. The NICA has reviewed the guidelines of the SCNI in the preparation of this plan. They have also considered drafts of the latest Irish Cricket Union Strategic Plan which is due to be published in early 2006. The ICU plan has several broad based objectives covering both Domestic and International Cricket. These objectives include increasing participation, raising playing standards and a modernisation programme. The NICA plan is an integral part of the ICU plan to deliver the overall objectives. The NICA has met regularly over the last two months to develop this plan, consulted widely, considered the advice of the SCNI and reviewed this plan with an external consultant. The NICA has had a long established player pathway and continues to operate a Northern Ireland Cricket Academy, Regional Squads and Coaching Courses for both elite squads and clubs. Ireland has become the most successful European country in all age groups which in no small measure is due to this pathway. The current NICA programme of activity has focussed on several key development areas including Coach Education, player development in several age groups and elite squads. Each of these areas has been continuously reviewed and improved, placing ever-increasing demands on the existing staffing. However the NICA has identified a number of key issues which are fundamental to the development of cricket in Northern Ireland over the next few years. These include: a club development programme to assist clubs to increase and widen their player participation, the introduction and application of a Long Term Athlete Development Programme (LTAD) to ensure there are opportunities for all to optimise their development, the ongoing development of the new Coach Education system the modernisation of the NICA as a professional governing body.
The NICA is fully committed to meeting these programme objectives and has assessed staffing needs. Currently the NICA employs one fulltime CDO and a part time administrator. In the Investing for Sport Programme (2003-2006) the NICA received funding for the ICU CEO and one CDO. The NICA has identified, instead of funding the CEO, the appointment of two Development Officers. It also intends to recruit a full time administrator.
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The existing Cricket Development Officer will become the Cricket Development Manager and will manage the staff and be responsible for the Coach Education programme. The Development Officers will focus on Club and Player Development throughout Northern Ireland in addition to supporting the key work in Coach Education. The recent audit of the NICA has identified a number of issues that need to be addressed to move to a more professional status. The NICA Management Committee will be responsible for delivering the recommendations of the Audit report to provide assurance of NICA‟s governance. The NICA will be managed within the Irish Cricket Union but continue to retain its identity as the key cricket development body within Northern Ireland. The NICA will be re-launched in Year 1 to reflect its new position within the Irish Cricket Union and as part of the Modernisation process. This is covered under the Effective Governance section of the plan.
This plan also includes details of the following: NICA Vision and Strategic goals Player Development Club Development Effective Leadership and Governance Resource implications: finance, manpower
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2
Cricket in context….
The NICA has achieved a high level of a success in delivering its programme of activity. These achievements include: Talented Junior Programme – now the NICA Academy Regional Development Squads at U15 for boys and girls A minimum of two Coaching Courses per annum Schools of Sport for U13 2 Umpiring and Scoring Courses per annum Groundsmanship Courses - 2 per annum North South Matches at U11, U12, U14 Successful Development Schools Tours U15 & U19 Kwik Cricket Festivals and National Final Protection of Children Register Child protection and First Aid Courses European Team Success Individual success for young players at International level Nomination and Management of players for International Academies
2.1
State of the game
The Ireland senior men have qualified for the 2007 World Cup, were runners-up in the ICC Trophy (Ireland, July 2005) and won the ICC Intercontinental Cup (Namibia, October 2005). Allied to this have been the sustained successes of underage teams in the European Championships (Table 1), with the Under 19s proving the best Associate Nation in the 2004 World Cup in Bangladesh. Table 1: Ireland Underage Performances (Ranking) European Championships 2001 – 2005 Team U19 U17 U15 U13 2001 2 1 1 1 2002 3 1 1 1 2003 1 2 1 1 2004 1 2 1 1 2005 2 1 1 1
Victories over Test Nations (Zimbabwe 2003) and West Indies (2004) and over Surrey (2004) in the Cheltenham and Gloucester Trophy have further emphasised Ireland‟s prominent standing amongst Associate Member countries, allowing them to join five other nations in the ICC High Performance Programme. The Irish women began the period with victory in the European Championships but failed to gain automatic entry to the 2009 World Cup. In 2004, the Under-21 team took second place in the European Championships, while a year earlier the senior women‟s team became the only Associate to qualify for the World Cup.
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The NICA has reviewed the guidelines of the SCNI in the preparation of this plan.
2.2
Sports Council’s plan
The Sports Council‟s Corporate Plan outcomes are: Increased number of physically literate young people; Increased participation in sport and physical activity among under represented groups; Increased number of athletes with improved sporting performance; A competent sporting workforce; Professional, accountable and autonomous sporting organisations; Increased efficiency through improved planning and administration and Increased levels of spectator and player satisfaction. The NICA have also considered drafts of the latest Irish Cricket Union strategic plan which is due to be published in early 2006. The ICU plan has several broad based objectives covering both domestic and International Cricket. These objectives include increasing participation, raising playing standards and a modernisation programme. The NICA plan is an integral part of the ICU plan to deliver the overall objectives.
2.3
The ICU Plan (currently being finalised) is summarised as: Administration Improve PR and awareness of the game Implementation of the plan Club grant aid Development of club volunteers Participation Increase participation at primary schools Continuation of player development at secondary schools School / club links Opportunities for those with special needs Performance Coaching education Cricket Academy Elite squads Regional squads Facilities Improve club facilities, grounds, and indoor facilities Develop the National Facility at Civil Service Improvement of QUB Centre of Excellence Following consideration of the above plans, discussions and consultation with representatives of the Northern Cricket Union, North West Cricket Union and the Irish Cricket Union the NICA have developed their vision for the next three years. The NICA has noted the increasing interest in Cricket, the demands for help from Clubs and Schools and the gaps in the current cricket development programme. The plan builds on the successful current development programme that includes Coach Education and Player Development through Regional Squads and the Cricket Academy. The focus of the NICA in this three-year plan will be on implementing The LTAD model for optimum player development The UKCC Coaching scheme Club development Effective Leadership and Governance Facility Development Increased staff resources to deliver the programme
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ICU Plan
3.1
NICA Vision
"To develop cricket in Northern Ireland by increasing participation through club development, raising playing standards through top class coach education and improving facilities to enhance the enjoyment of the game for all players and spectators by providing a professional support service".
3.2
Player
NICA Strategic Goals
Development To develop the ECB LTAD programme to optimise the development of all players To develop and strengthen girls cricket through an effective pathway To establish and maintain opportunities for people with disabilities To develop the playing of Junior Cricket in Primary Schools (7 to 11 years of age) To operate a comprehensive regional development squads programme for Under 15 age group To prepare players for under age International and Interprovincial competition To operate a N Ireland Academy for elite player development– (12 to 17 years of age) To identify and promote the development of players through the Athlete Support Programme
Education and Training To implement UKCC Development Plan. To increase the availability, skills and quality of coaches to deliver high level coaching. To increase the number of appropriately trained and qualified umpires and scorers to service all competitive matches To qualify all Club groundsmen to IOG Level 1 status to improve playing facilities. Effective Leadership and Governance To implement the recommendations of the Audit report to provide assurance on the effectiveness of NICA‟s corporate governance. To achieve effective partnership with the Irish Cricket Union, the two constituent unions and with key bodies outside of cricket. To ensure that the NICA continues to review and modify its policies and procedures as a professional body to current standards Club Development To implement a Club Accreditation Scheme To establish new clubs in Northern Ireland To form club women‟s or/and girls‟ teams. To help clubs develop school links Advise and assist clubs with development plans and improved facilities To introduce an „online‟ Development Plan monitoring and evaluation system To assist Clubs to raise their standards through increased participation both players and officials Facility Development To manage the development of facilities at the International ground at Civil Service To manage the development of indoor facility at the QUB Centre of Excellence To support the applications of Clubs to develop their facilities To investigate the possibility of partnerships with the Ulster University and the Sports Institute of Northern Ireland (SINI)
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4
Player Development
This section covers the various aspects of player development, the various programmes currently in place and the implementation of the Long Term Athlete Development model.
4.1
That cricket is committed to implementing LTAD into the game can be measured by the following quotes from the leading officials in the game: “LTAD is about giving players the best opportunity of maximizing potential and reaching the level within the game to which they aspire. The question should be not can we afford to go down the LTAD route but, can we afford not to!” Hugh Morris – ECB Performance Director “The LTAD programme provides a real focus for the development work undertaken over the past 5 years. At last we are able to direct funding and resources into areas of priority to produce more young players with greater skill levels, who eventually go on to achieve International status. This programme is critical to the future well being of English cricket.” Keith Pont – ECB Director of Development “…..the application of LTAD will help future generations of English cricketers to be better prepared than ever before.” John Carr – ECB Director of Cricket Operations “If you don’t have good development from age 8-9 upwards – even earlier – then you’re wasting your money at the top because it’s too late to fine-tune these athletes.” Dr Istvan Balyi – LTAD Consultant The Northern Ireland Cricket Association (NICA) is committed to the introduction of a LTAD Model for cricket within Northern Ireland. The LTAD Model not only provides the rational justification for enhancing our current system but also provides some of the solutions as to the way forward in starting to address some of the weaknesses identified in the English Cricket Board‟s World Class Plan (Sept 2000 – August 2010) Many National Governing Bodies for Sport, both in this country and worldwide, are now taking the opportunity to revise their development systems to ensure that all players have the chance of being as good as they can be. Cricket in Ireland wants to be a part of that process. The NICA will take responsibility for policy at national level and then deliver locally and in line with local needs. The roles and responsibilities would include the following: A dedicated officer, to work alongside the Cricket Development Manager (CDM), who is responsible for the long-term development of the key 6-15 years of age group of performers. The officer would set policy, plan programmes and liase with other key personnel (including the CDM, Clubs, Schools, Parents & ECB Performance and Development Departments). Responsibility for implementing a nationally consistent Fundamentals programme for the 6-9 year of age group. Responsibility for delivering an effective regional and Interprovincial programme with appropriate levels of practice, training and competition. Responsibility for mentoring, planning and developing the programme for the most talented performers whose chosen sport is cricket. To ensure that adequate funding is targeted within Development Plans to develop the key 6-15 years of age performers. To ensure that a robust system of detecting new talent from Primary School visits is in place and that those detected are introduced to appropriate local Accredited Clubs for focused ongoing development using Club/School cluster groups.
Long Term Athlete Development
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4.1.1
Coaches and Teacher Development
The role of the coach will be central to any successful introduction of a new sports system. The coach has the ability to motivate performers and either unlock and nurture or stifle future potential. Changes to the existing system will roll out over the next three years and LTAD will progress in parallel to changes to the Coach Education and Development system as and when the opportunity arises. The roles and responsibility of the Cricket Development Manager and dedicated officer with regard to LTAD are as follows: To deliver amendments to existing Coach and Teacher education courses. To promote awareness programme for the introduction of LTAD principles. To design and deliver Coach Education Workshops on LTAD with special emphasis on the delivery of the Fundamentals, Learning to Train and Training to Train stages. To monitor progress, evaluate success and review periodically. To bring up to date existing coaches with the principles of delivering the LTAD sports system for cricket. To develop and deliver further training and development packages to support the LTAD system. To deliver a compulsory Movement Skills for Cricket Workshop devised by the ECB and SportsCoachUK for all pre-Level 1 coaches in support of the LTAD system. To develop an effective Coach Mentoring scheme.
4.1.2 Clubs Clubs will play an important role in delivering any new system. It is proposed that the roles and responsibilities are as follows: Clubs in conjunction with the NICA will be responsible for delivering the Fundamentals, Learning to Train and Training to Train phases of LTAD (from ages 6-15). Club coaches to be given access to LTAD training and support programmes offered by NICA. Clubs will be provided with and expected to display “Pathway to Success” posters outlining what is available to the performer and their route map from “Playground to International Cricket.”
4.2
Cricket Academy
An integral part of the LTAD programme will be the Northern Ireland Cricket Academy. The NICA developed and formally launched the Talented Junior Programme in 2001 with Sports Council funded assistance guaranteed for three years. The boys, who were selected from all over Northern Ireland attended indoor coaching sessions at Queen‟s University PE Cricket, Centre of Excellence throughout the winter. The initial aim of the Academy was to concentrate on the technical aspects of development through a planned programme. This has been developed and expanded to include many elements of the modern professional game such as: • • • • • Early identification of the best young cricketers in NI High quality specialist coaching including video-analysis Psychology Sports science Fitness and nutrition
In 2002, the Northern Ireland Cricket Academy won the European Cricket Council Award for the best Junior Development Programme in Europe. “That the Academy has proved an outstanding success can be measured by the fact that nearly all the boys have played at underage International level.”
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A key objective of the programme is to “fast track” identified talent and it is a measure of the success of the programme that at all levels, participants have competed successfully for places at Interprovincial and International level with boys who are one, two or even three years older than they are. Many of the boys, such as Paul Stirling (age 14), James Shannon (age 15) and James Hall (age 16) are also first team regulars in Senior Cricket for their respective clubs and have had great success, featuring high in this year‟s NCU senior averages. Other successes from the Academy programme that deserve special mention are Greg Thompson (age 16 and youngest ever senior international) and Gary Kidd (19) who both won their Senior International caps in 2004 and Gary Wilson (age 19) in 2005. This was a tremendous boost to the Academy, and highlighted the underlying philosophy of early identification and fast tracking of talented young players. The culmination of the winter sessions has traditionally been for a Junior Squad to attend coaching sessions at Lord‟s Cricket Ground during the school holidays at Easter each year and for the Senior Group to play competitive matches in Scotland (2002), Kent (2003) and Hampshire (2004). Last year‟s coaching programme however culminated in a very ambitious tour to Cape Town, South Africa during March 2005. This tour provided a tremendous experience for the boys; an opportunity to play against quality opposition in one of the major cricket centres in the world and offered an educational experience, which has undoubtedly assisted in their personal development. The tour finished in a match at the world famous test ground Newlands against a strong Western Province team against whom the team acquitted themselves and Irish cricket tremendously well, scoring over 200 runs in a 40 over match. (See official Tour Programme enclosed). Because it has proved such a success in the development of our most talented young players and is proving a great vehicle to produce Senior international players, NICA feel it is essential that the Northern Ireland Academy is continued and improved. The Academy is now in its fifth year with a full and innovative programme underway.
4.3
Regional Development Squads
Another important part of the LTAD programme is the Regional Squad programme. This very successful programme for Under 15 age group players has operated for many years. There are 5 regional squads for boys throughout Northern Ireland. After regional sessions and indoor matches between the squads, two squads are selected to play in the Youth Games. The boys are nominated by clubs and schools for the squads which create opportunities for over 150 boys to receive high level coaching and the opportunity to progress to International cricket. The NICA also run two girls regional squads. After their indoor and outdoor sessions the girls also progress to play in the Youth Games and have opportunities to play Interprovincial cricket. The NICA intends to continue this programme. The NICA runs similar sessions in two groups at Under 13 level. These players then have the opportunity to play at Interprovincial and International levels. A programme of underage matches is also run for the between age groups to provide opportunities at all age levels. Players are carefully monitored in these various age groups to optimise their opportunities for advancement At the youngest level clubs are helped to introduce the game in various forms in primary schools. In particular the Clubs run local Kwik Cricket Festivals and the NICA organise and run a Northern Ireland final‟s day. The finalists qualify for the National Finals at the Test Match ground at Trent Bridge, Nottingham.
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4.4
Schools Development
The development of players through schools cricket in Key Stages 3 & 4 is a key aspect in promoting participation of the game outside the club arena. The Schools Committee operates a strong series of competitive leagues and cups during the summer terms despite the pressures of academic examinations. The Ulster Schools organise tours to England at Under 15 and Under 19‟s levels. These tours provide an essential focus for the development of the players both as cricketers and as individuals.
4.5 4.5.1
Elite performers Talented Athlete
Over the last three years the NICA have selected elite performers to attend the best world Cricket Academies. This has been one of the most successful NICA programmes and has been supported through the Talented Athlete Support programme. Previous athletes involved in this programme are now regular members of the Ireland Senior International side. The best example is Andrew White who is not only a regular member of the Ireland side, but also gained a contract with county side Northamptonshire and is playing county cricket in England. The NICA would intend to continue to select up to three elite performers to attend the nominated Academy.
4.5.2
Also through the Athlete Support Programme the preparation and training of members of the senior squad has been funded for several years. This is a separate application but for completeness details are attached in Appendix A6.
Senior Squad Members
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6
This section includes details on the new coach education programme that has been introduced in Northern Ireland over the last year. United Kingdom Coaching Certificate (UKCC) In 2005 the NICA Coach Education programme entered a period of significant change. The existing English Cricket Board Coach Education Programme ceased to exist in March 2005 and was replaced by “pilot” courses for the new United Kingdom Coaching Certificate. The UKCC is a government-backed initiative with the aim of making Britain the world leader in the education of Sports Coaches. The main features of the programme include the mapping of the 5 UKCC awards onto the educational framework to make every level a recognised educational qualification and the standardisation of award levels across all UKCC sports. The years ahead will provide new challenges in the education and training of Ireland‟s Cricket Coaching “Workforce” with this exciting new Coach Education structure in place. Retention, upgrading and re-training of existing coaches, and increased recruitment have been identified as the priority areas. The NICA feels that it is very important to be in a position to modernise and deliver the new UKCC Coaching Courses. The present Development Officer has been an active member of the National Source Group who have developed and authorised for cricket the UKCC Pilot Courses. The courses have been developed by the ECB in consultation with sports coach UK (scUK) and they are run by an independent Awarding Body (1st 4 Sport Qualifications) which will provide a level of assurance, which has not previously been possible. Organising and delivering the courses requires the NICA to have a trained workforce i.e. ECB Accredited Tutors and Assessors (Staff Coaches), Internal Verifiers and Field Based Trainers. As well as having these trained personnel we require to have a Registered Centre and among other things to retain all documentation for three years to be available for inspection by External Verifiers and Field Based Trainers. Coaches holding existing ECB qualifications will have the opportunity to transfer to the new UKCC endorsed awards via a series of adapted “modules” or “units” which are currently being developed. Complimentary to the above, the NICA are required to organise Child Protection and First-aid Courses for coaches. Protection of Children Clearance is necessary for all new and existing active coaches. Having obtained all of the above the NICA is required to retain a register and ensure that all coaches have up to date requirements i.e. all above to be renewed every three years. Another area that requires urgent action is the establishment of a Northern Ireland Coaches Association. This would assist greatly in, not only, the organising of insurance for coaches, running Seminars and Workshops etc., but in encouraging coaches to develop to higher level qualifications and attend National Coaching Conferences etc. The ECB are to run a pilot scheme in 2006 for a “Licence to Practice Coaching Cricket”. The objective of the scheme is “To ensure that, where possible, active coaches meet minimum standards of qualification and practice in order to safeguard the interests of players, employers and the coaches themselves”. The Licence itself will take 2 physical forms, a Licence Card to be worn at coaching activities and a Licence Certificate. The NICA will be required to promote and implement the scheme and ensure that the Conditions of the Licence is met. To manage all of the above it is essential that a Database be produced of all active and qualified coaches. It will of course be necessary to maintain this database in an up-to-date state identifying all qualifications and activities of the coaches.
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Coach Development
To deliver the above NICA feel that the Development Manager should be responsible for the organisation and delivery of all the Coach Education Programme. It is considered that coach education will require 70% of his time. UKCC Coach Education Management. Proposed time commitment. Coaching Assistant UKCC-1 Delivery and Admin 8 days per course x 3 courses Coach Award UKCC-2 Delivery and Admin 15 days per course x 2 courses UKCC Source Group Prep and Attend 3 days per meeting x 6 meetings Trainer Training - FBT Role Assessor Training Ongoing Tutor Training and Support Approx UKCC Commitments Coaching Development Duties ECB Introductory Courses Coaching Workshops Coaches Forums/Conferences Implement Coach Development Programme Coaching Recruitment and Retention Initiatives Additional Top Up Modules - Video Analysis etc Coaches Database Coaches Newsletters/Resources Teacher In-service Courses Coaching Development Commitments 15 weeks Approx 5 Weeks 6 Weeks 4 Weeks 1 Week 2 Weeks 2 Weeks 20 weeks
Introduction to Cricket Award is aimed at giving some cricket coaching skills to people who are new to the game. This course is extremely successful in educating Parents, Teachers, Schools Co-ordinators, and Sports Development Staff in the basic skills of the game. It is intended to run a minimum of 4 of these courses per year.
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7
Effective Leadership and Governance
The recent audit of the NICA has identified a number of issues that need to be addressed to move to a more professional status. The NICA Management Committee will be responsible for delivering the recommendations of the Audit report to provide assurance of NICA‟s governance. The NICA will be managed by representatives from the North West and Northern Unions and will report to the Irish Cricket Union but will continue to retain its identity as the key cricket development body within Northern Ireland. Consideration will be given in Year 1 to re-launch the NICA as part of the Modernisation process and its new relationship with the ICU. The priorities for the NICA in its governance are: To implement the recommendations of the Audit report to provide assurance on the effectiveness of NICA‟s corporate governance. To achieve effective partnership with the Irish Cricket Union, the two constituent unions and with key bodies outside of cricket. To ensure that the NICA continues to review and modify its policies and procedures as a professional body to current standards.
The key responsibilities roles of the NICA are: Establishing the policy for cricket development in Northern Ireland in partnership with the NCU, NWCU and the ICU. Financial Management of grant aid and finances into the sport Strategic planning Coach development and management Officials Development Talent ID and development Regional and Interprovincial competition NI Club Tournaments Coordination of Club Development Coordination and reporting of Key Performance indicators
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The planned structure of the NICA will be: Irish Cricket Union
NICA Development of Players Clubs Coaches Officials Facilities
NWCU Organisation of Regional Leagues and Cup Cricket for 22 Clubs 1684 Players 35 Coaches 26 Umpires 30 Scorers
NCU Organisation of Regional Leagues and Cup Cricket for Clubs 42 Clubs 4025 Players 151 Coaches 60 Umpires 46 Scorers
250 Primary Schools in Northern Ireland involved in playing Kwik Cricket. (Estimated up to 4000 girls and boys) Clubs organise club festivals. The NICA run the Northern Ireland finals day.
Organisation of NI Schools Cricket
(Key Stages 3 & 4)
42 Schools 2400 players
The NICA Management Committee will comprise: 2 Directors of Coaching (NCU & NWCU) Cricket Development Manager 2/3 representatives/delegates/ nominees from both NCU & NWCU Representative from ICU NICA Administrator (Secretary – non voting) (Chairman and Treasurer to be selected from the above) The NICA will retain its identity to develop cricket in Northern Ireland and the ICU representative will report to the ICU Executive.
The current constitution of the NICA is in Appendix A11. The NICA Management Committee will review and modify the constitution to meet the needs of good governance as outlined in the audit.
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8
Club Development
Club Development is a key development area of the NICA to increase both player participation and raise playing standards The NICA will work along with the Sports Council to introduce a Club Accreditation Scheme to raise standards and encourage participation. During the years that the Junior Clubmark and Goldmark Awards have been available, five cricket clubs have successfully applied and been precipitants of the award. Currently there are three clubs with applications pending. Initially a Club Cricket Development Pack will be developed by the NICA. This pack will cover all the practical aspects necessary to achieve accreditation. It will set standards for Clubs to achieve, advice and support. Practical assistance will be given to Clubs to meet the standards. These standards may be set for various levels of accreditation and will be appropriately linked to the club‟s aspirations. Accredited/Focus clubs will be selected and confirmed by the Management Committee. It is intended that by the end of the Plan, (2009), there will be 20 clubs throughout Northern Ireland working towards accreditation. Through this scheme the NICA will support clubs in being a “safe” club, “responsible” club, club capable of “managing people” and “promoting” the club. The standards will include: Child Protection Playing programme (competition, coaching, umpires etc) Sports equity and ethics Club Management /Administration
Clubs working towards Accreditation will: Be committed to working with local schools, and Complete a Development Plan for the club
As mentioned above under Player Development the clubs will play an important role in delivering the LTAD model. Clubs working towards Accreditation will: In conjunction with the NICA be responsible for delivering the Fundamentals, Learning to Train and Training to Train phases of LTAD (from ages 6-15). Coaches to be given access to LTAD training and support programmes offered by NICA. Their coaches and aspiring coaches will be given priority for nominations to Coaching Courses and Workshops.
Other areas that will be included for these clubs: Standards for grounds and pavilions Coaching schemes for clubs Coaching Drills
The NICA will also establish guidance to assist clubs developing and retaining their volunteers, parents, senior players and other interested groups.
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The NICA will encourage and help clubs to investigate, the feasibility of a women‟s or/and girls‟ teams. This will be included with the Club Accreditation Scheme and we aim to have 2 new teams playing by the end of the plan. It is the also intention of the NICA to support and encourage the establishment of new clubs in Northern Ireland. We will particularly encourage the establishment of clubs in areas where: There is little or no cricket played at present Ethnic communities will be involved There is a “cross-community” element to the club Girls and Women‟s cricket will be played
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9
Facility Development
To assist all clubs in improving their facilities by setting standards for facilities. To encourage the development of international grounds to ECB / ICC trophy standards. To achieve progressive improvements in the grading of all international grounds. The National Coach and CDM will monitor and assess, annually, the use of indoor facilities at Queen‟s University P.E. Centre to ensure efficiency, cost-effectiveness and the implementation of proposed improvement projects regarded as essential for optimum usage. The NICA will encourage current initiatives to establish an Indoor Centre of Excellence in the North West to aid the development of current and future International players from the region.
9.1
Stormont
The ground at Civil Service is the nominated senior International ground in Northern Ireland. It is important to ensure that the grounds and facilities at Stormont are further developed in line with ICC One Day International (ODI) requirements. There have been a number of significant improvements at the ground which include: Four new Surrey loam pitches (International standard) 4 Turf Practice pitches and two non-turf pitches with safety netting Pitch Covers Electronic Scoreboard Comprehensive ground maintenance equipment Increased ground maintenance staff Extensive pavilion refurbishment
However additional requirements are now needed for International matches and include: Mechanical surface water removal equipment Ring drainage of the cricket square Extra new Surrey loam pitches (4 off) Flat Covers
Ground equipment Sight Screens Boundary rope Plans are also under consideration to develop, with the hel p of Building Sport Lottery funding, an indoor cricket school at the ground.
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9.2
Queen’s University of Belfast, Cricket Centre of Excellence
The Centre of Excellence was established for cricket at the Queen‟s PE Centre nearly ten years ago. This indoor facility is essential for out of season coaching and training and is used extensively for, inter alia, regional squads, NI Academy, representative under age squads and senior squads. In the early stages of the centre there were a number of improvements made to the centre: lighting, nets etc. However there has been no major capital investment for a number of years. A number of improvements are needed to bring the facility up to the present day standards. In particular the provision of new floor surfaces to reduce impact damage to bowlers and simulate different playing conditions. There are two other issues involving the QUB facility. Cricket is not currently a University sport QUB are developing the facility for mainline student sports. There is doubt therefore over the continuing viability of the Centre of Excellence at QUB. The NICA will need to carry out a review of the future of this Centre and this may include considering other centres.
9.3
University of Ulster/Sports Institute of Northern Ireland
Irish Cricket has utilized the facilities at Jordanstown with assistance from the University and the Sports Institute. The Under 19s are currently using the Acclimatisation Chamber to prepare for the World Cup in Sri Lanka in February. NICA intend to explore the potential of partnerships with both the University and Institute to utilise the facilities.
9.4
Clubs’ development
Several clubs have planned developments of their grounds and facilities and during the three year period and are considering lottery funding. Brief details of their plans are: Donemana Bready Ballyspallen Bonds Glen Civil Service North Lurgan Portadown Indian Gymkhana Woodvale Muckamore Additional land - new square and outfield (Scheme approved) New ground. pavilion, indoor centre (Application submitted) New ground facilities Equipment, artificial pitch Ground Improvements and Indoor Center of Excellence Ground improvements Ground improvements and facilities Ground development Ground improvements Ground improvements
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Staffing
The NICA has reviewed its staffing requirements to deliver, the existing programmes which include the Academy, Regional Squads and the expanding coach education programme and also the new developments including Club and (LTAD) player development. There are three key areas of the NICA‟s development programme which requires a significant increase of manpower to deliver. Firstly the new Coach Education programme now requires the commitment of one person for around 70% of his time. It is proposed that the existing CDO is re-designated Cricket Development Manager. Secondly the full implementation of the LTAD model with the integrated various standards and ages will require the full commitment of a CDO. programmes at the
And finally the Clubs and Unions have both identified the need for major assistance to expand participation through accreditation, skills improvement, and school links. This would be a core activity of a CDO. The NICA Management Committee has a considerable degree of experience in various organisations to manage the affairs of the NICA efficiently and effectively. This is detailed in Appendix A2.
10.1
Cricket Development Manager
The responsibilities will include: Managing the integration and delivery of the strategic plan programmes through the two Cricket Development Officers and Cricket Administrator Implementation of the new Coach Education system Develop a coaching license for Cricket Coaches Develop effective partnerships with sports networks including Area Partnerships, Sports Development Network, Education Boards, Community Associations, Local Authorities and National Governing Bodies Ensure effective local communications and planning with clubs and schools through the Development Officers Development of the facilities at the National Stadium at Civil Service and the Cricket Centre of Excellence at Queen‟s University Belfast and the University of Ulster Co-ordination of Lottery Funding Applications Reporting to the Management Committee Introduction of new initiatives Increase investment into cricket
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10.2
Core programme responsibilities:
Cricket Development Officer (1) (Player)
To operate the NICA Academy for elite players between 12 and 17 To manage player development through Regional Development Squad Programmes and Youth Games for boys and girls To develop and deliver to Regional Development Squads and the NICA Academy among others an LTAD Model for cricket at Training to Train and Training to Compete Stages To manage the development of girls and women‟s cricket at participation and performance level through a girls‟ cricket player pathway To establish and run an effective Northern Ireland Coaches Association To facilitate the management of elite players for National and Overseas Academies To deliver performer development programmes ensuring appropriate management of personnel, resources, facility needs etc. To manage the Ulster Cup and Ulster Shield Competitions To manage the facilities at QUB and Civil Service
The CDO will assist the other staff with their programmes to ensure the integration of all NICA programmes.
10.3
Core programme responsibilities:
Cricket Development Officer (2) (Club)
To manage and deliver a comprehensive Club development programme including Club Accreditation To develop and deliver to Teachers, Coaches and children an LTAD Model for cricket at Fundamental and Learning to Train Stages To expand the playing of Kwik Cricket in primary schools through club/ schools links To establish programmes to develop players from Primary Schools to Under 13 To organize and deliver Schools of Sport through Area Partnerships Development of cricket through community groups i.e. Kwik cricket and coaching courses To arrange competitive matches North/South at U11, U12, and U14. To organise all Ireland Club Competitions play-offs at U13, U13 and U15 age groups To manage and deliver courses for officials including umpires, scorers and parents
The CDO will assist the other staff with their programmes to ensure the integration of all NICA programmes.
10.4
Cricket Administrator
The responsibilities will include: Course Records Databases of players, coaches, clubs schools and officials Income and expenditure Facility bookings Protection of Children (NI) Maintaining Filing systems Preparation of Statistical Information Arranging Meetings Organising appointments, meetings, and travel arrangements Correspondence Administrative support for all NICA organised events Dealing with requests for information Backups of computer held databases Secretary to the Management Committee
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11.1
Strategic Goals:
Player Development
Goal Action Timescale Year 1 – Set policy, plan programmes with CDM, Schools and Clubs and run a pilot scheme. Responsibility KPI To complete LTAD policy and programmes for delivery to 6-15 years of age group. Implement a Fundamentals programme for 6-9 age group. Run a pilot scheme. To insure that clubs seeking Accreditation and associated schools are included. To deliver appropriate LTAD models to Cricket Academy and Regional Development Squads. To continue and expand above KPIs. To deliver Coach and Teacher education courses and Coach Education Workshops. Ensure a robust system is in place to detect new talent from Primary School visits and to introduce to local Accredited Clubs. All boys or girls in the Academy should be selected for International cricket within 1 year. Two ex. Academy boys should become Senior International players before their 20th birthday.
Set policy, plan programmes and liaise with CDM, Schools, Clubs and Coaches.
Cricket Development Officer 1 (LTAD Training to Train and Training to Compete)
Introduction of LTAD Model for Cricket To deliver Coach and Teacher education courses and Workshops with special emphasis on the delivery of Fundamentals, Learning to Train and Training to Train stages.
Year 2 – Deliver programme to Teachers and Coaches in clubs. Cricket Development Officer 2 (LTAD FUNdamentals and Train to Learn) Year 3 – Deliver to clusters of schools, clubs and coaches.
To organize a Northern Ireland Cricket Academy (12-17 years of age)
Select the most talented boys or girls from Northern Ireland in the 12 to 17 age group.
Select squad by 1st October each year, after trials if necessary
Cricket Development Officer 1
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Strategic Goal: Player Development (continued) Goal To organize and run Regional Dev Squads Under 15 Action Select seven Regional Development Squads. Circulate all clubs and schools for nominations and organize trials as necessary. Organize appropriate Facilities. Select two Regional Squads for North West and NCU. Circulate all clubs and schools for nominations and organize trials as necessary. Organize appropriate Facilities. To identify and have agreed by the National Coach two N Ireland players per year to attend the selected Overseas Winter Academy To identify best practice to assist clubs etc. integrate people with disabilities into cricket. To work in partnership with Area Partnerships, circulate all relevant schools, organize trials and facilities Timescale Circulate clubs/schools by 7th September. Organize trails by 1st November. Select squads and notify boys and girls by mid December. Responsibility Cricket Development Officer 1 KPI All of the North West and N C U players for the Interprovincial Tournament should have attended the RDS sessions. At least half (7) of the International U 15 team should be from the RDSs. All of the North West and N C U players for the Interprovincial Tournament should have attended the sessions. At least half (7) of the International U 15 team should be from two Squads. The nominated players should play for their International age group and at least half of the boys should progress to full International status. To monitor increase in numbers involved in cricket. To have best practice model in place to assist cricket help people with disabilities become involved. Wider base of players to be offered opportunity. Relevant LTAD stage to be delivered . One girls squad to be held
To organize and run Under 13 squads
Circulate clubs/schools by 7th September. Organize trails by mid-November. Select squads and notify boys by mid December.
Cricket Development Officer 2
To develop Elite Performers (Talented Athlete Support Programme)
To be selected, interviewed and agreed by 1st September To liaise with clubs, particularly clubs working towards accreditation in year 1. Identify by year 2 and 3 people with disabilities involved and introduced to cricket. This will vary with Area Partnerships, but usually be Easter and Halloween School breaks
Cricket Development Officer 1
Develop the game for those with disabilities
Cricket Development Officer 1
To organise and run Schools of Sport
Cricket Development Officer 1
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Strategic Goal:
11.2
Club Development
Goal Action In conjunction with the SCNI, ECB, ICU and other relevant bodies develop the Club Accreditation Scheme (CAS) To recommend 16 more clubs to participate in the accreditation process To establish 3 new clubs in N Ireland To establish women‟s and girls‟ cricket at club level Develop Guidelines for clubs to develop active school links and assist clubs implement Timescale To be ready to meet with clubs within 6 months and have plan completed in 12 months 8 new clubs per year 1 new club per year Responsibility Cricket Development Officer 2 KPI 4 clubs throughout Northern Ireland to be working towards accreditation by end of year 8 new clubs per year throughout Northern Ireland to be working towards accreditation To have a minimum of 3 new clubs playing by the end of the plan To have 2 new teams playing by the end of the plan As well as the clubs participating in the Accreditation Scheme, to have 20 clubs implementing the guidelines by the end of the plan
To develop a Club Accreditation Scheme To implement a Club Accreditation Scheme To establish new clubs in Northern Ireland To form club women‟s or/and girls‟ teams. To help clubs develop school links
Cricket Development Officer 2 Cricket Development Officer 2 Cricket Development Officer 2 Cricket Development Officer 2
1 in year 2 and 1 in year 3 Guidelines developed within 6 months and circulated to clubs
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Strategic Goal: Club Development (continued)
Goal Advise and assist clubs with development plans and improved facilities To introduce an „online‟ Development Plan monitoring and evaluation system Data to be updated annually To assist Clubs to raise their standards through increased participation both players and officials
Action All clubs within the CAS complete development plans and have their grounds up to the identified standard To develop and roll it out to Clubs working towards accreditation
Timescale Within the timescale of the plan, by 2009 Develop system in Year 1 Introduce to Clubs in Years 2 & 3
Responsibility Cricket Development Officer 2 Cricket Development Officer 2
To monitor, advise and encourage clubs within the CAS how to retain and increase their player base, volunteers, parents, senior players and other interested groups.
Guidelines developed within 6 months. Circulate clubs as part of the CAS and other clubs as time permits
Cricket Development Officer 2
KPI To have a minimum of 20 clubs with Development Plans and excellent playing standards by the end of the plan By the end of the plan 12 clubs will have completed their plan „online‟. A further 8 will be working towards completion of their plan. To assist a minimum of 20 clubs to monitor their standards and participation levels over the period of the plan. By the end of the plan to demonstrate increased numbers within clubs
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Strategic Goal:
11.3
Education and Training - Coaches
Goal Action Develop and publish a Booklet covering the required areas: Health and Safety Equal Opportunities Complaints Procedure Appeals Procedure Internal Verification Plan Coaching Award Details Safety Guidelines Customer Service Statement Timescale Responsibility KPI
To develop a Northern Ireland Candidate Booklet for all candidates for future UKCC Coaching Courses.
3 months
Cricket Development Manager
Publication of Booklet in 3 months
To receive Approved Centre status to deliver Level 1 and Level 2 Certificate in Cricket Coaching To have 3 Tutors and 3 Assessors qualified to deliver Level 1 and Level 2 Certificate in Cricket Coaching
Apply to Coachwise with required supportive documentation
3 months
Cricket Development Manager
Receive Centre Approval status from Coachwise
To organise Tutor and Assessor Training Courses
1 of each per year
Cricket Development Manager
To produce a new Tutor and Assessor per year
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Strategic Goal: Education and Training - Coaches Goal To deliver UKCC Coaching Courses and ECB Coaching Courses including Level 3 (To circulate clubs, schools, community groups etc. and select candidates. Book facilities and order resources. Engage Tutors, Assessors, Internal and External Verifiers, Field Base Trainers, Invigilators and apply to 1st4sport to run Courses) Action
(Continued) Timescale 2 in first year and 3 in years 2 and 3 1 in first year and 2 in years 2 and 3 1 per year Responsibility Cricket Development Manager Cricket Development Manager KPI To have an average of 16 successful Candidates each Course To have an average of 14 successful Candidates each Course To have one new ECB Level 3 Coach qualify each year To have an average of 12 successful Candidates each Course To have an average of 14 coaches attend Workshops To have scheme set up and in place by the end of the planYe
To hold UKCC Level 1 Coaching Assistant Courses
To hold Level 2 Coaching Award Courses
To identify suitable candidates to take ECB Level 3 Coaching Course To hold ECB Introduction to Cricket Award Course
Cricket Development Manager Cricket Development Manager
2 in first year and 4 in years 2 and 3 1 in first year and 2 in years 2 and 3 Development in Year 1 Pilot Schene year 2 Introductioin innYear 3
To organise ECB Coaching Workshops To introduce a “Licence to Practice” Coaching Cricket To develop a Licence for active coaches
Cricket Development Manager Cricket Development Manager
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Strategic Goal:
11.4
Education and Training: Umpires, Scorers and Groundsmen .
Goal Action Deliver 2 umpiring courses Conduct GL6 exams Conduct GL5 exams Arrange seminar / workshop Developmental exchanges for umpires Deliver Club umpiring and scoring nights Timescale Annual Responsibility CDO 2 – NIACUS and NWCUS CDO 2– NIACUS/NWCUS CDO 2 NICAUS/NWCUS CDO 2 NICAUS/NWCUS CDO 2 – NIACUS/NWCUS 8 per annum 5% new scorers KPI 10% new umpires / annum 75% pass rate 60% attendance 12 per annum Annual Annual Annual
Increase the number and quality of umpires
Annual
Increase the number of Qualified Scorers
Deliver a scoring course Run Introductory exam Run Standard exam Appointment of new scorers for major matches
Up to 2 per annum Annual CDO 2 – NIACUS /NWCUS 15 per annum Deliver IOG Groundsmanship Course L1 A&B Assess need for Level 2 & 3 Courses Spring & Autumn (Annual) CDO 2 & IOG
Increase the number of Qualified Groundsmen
Annual
CDO 2
One Level 2 Course every three years
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Strategic Goal:
11.5
Effective Leadership and Governance
Goal Action Establish policies and procedures as outlined in the audit Set up new Management Committee Prepare new constitution for NICA Recruit full time administrator Timescale Year 1 Responsibility Management Committee KPI Assurance from Audit
To implement the recommendations of the Audit Report
Year 1
Management Committee
Assurance from Audit
Year 1
Management Committee
Assurance from Audit
Year 1
Management Committee
Appointment of administrator Complete review of relaunch
To consider re-launch of NICA
Management Committee to assess a re-launch and re branding of NICA Implement agreed relaunch
3 months
Management Committee
6 Months
Management Committee
Complete agreed re-launch
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Strategic Goal:
11.6
Facility
Goal Action Review needs for the use of Stormont as an International venue Agree capital investment for new pitches, drainage, sightscreens, water removal etc Consider provision of an indoor school Review current facility at QUB Assess other centres Support application for new ground, pavilion and indoor centre Investigate possibility of partnerships Scheme approved Consider and recommend appropriate approval of facility development Consider and recommend appropriate approval of facility development Ground improvements Ground improvements Ground development Ground development Ground development Timescale Year 1 Year 1 Responsibility CDM/ICU CDM/ICU KPI Complete review with ECB Application for Lottery Funding
Civil Service
Year 2 Year 1 Year 1 Year 1 Year 1-2 Year 1 Year 1-2 Year 1-2 Year 2 – Year 3 Year 1 Year 2- Year 3 Year 2- Year 3 Year 2- Year 3
CDM CDM CDM CDM CDM CDM CDM CDM CDM CDM CDM CDM CDM
Completion of Assessment Complete review Produce report on options Assess and complete recommendations as required Produce a report on options Monitor implementation Assess and complete recommendations as required Assess and complete recommendations as required Assess and complete recommendations as required Assess and complete recommendations as required Assess and complete recommendations as required Assess and complete recommendations as required Assess and complete recommendations as required
QUB
Bready Ulster University /SINI Donemana Ballyspallen Bond‟s Glen Lurgan Portadown Indian Gymkhana Woodvale Muckamore
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Strategic Goal:
11.7
Staffing
Action Confirm the current Development Officer as the Cricket Development Manager Recruit 2 Development Officers Recruit Full time Administrator Timescale Year 1 Responsibility Management Committee KPI CDM in post
Goal To provide development staff to deliver the current work programme and the new Player and Club Programmes
Year 1 Year 1 Year 1
Management Committee Management Committee Management Committee
2 CDOs in post 1 Administrator in post 1 Administrator in post
To ensure all HR polices are monitored/reviewed and amended per Audit reports To ensure Staff receive training to meet job requirements
Appoint a member of the Management Committee as responsible for HR Assess Staff Training and Development needs from appraisals
Annual
CDM
Arrange courses to meet identified staff training needs
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