STRATEGY 2018 2022 - Cricket Tasmania Premier League
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STRATEGY 2018 - 2022 ENDORSED BY CRICKET AUSTRALIA
STRATEGY 2018 – 2022
SUMMARY
Vision The destination for the State’s best talent, with the best management, best coaches
and best facilities
Mission To provide a strong and competitive environment to breed and foster elite cricket
talent, & To provide a vital visible role in the Australian cricket competitions pathway in
key population areas
Strategic Pillars Experiences Performance Infrastructure Standards Profile
Attract, recruit & Produce Club Locations Financially Embrace
develop the best Australian Players Reflect Sustainable Clubs Technology
players and Population &
coaches National Panel Growth Areas Management & Utilise Traditional
Umpires Administration & Social Media
Premier Cricket Two Turf Grounds Fund
Development Greater Northern per Club Competition &
Program Team PCDP Club Web Sites
Key Initiatives Access Funding Governance,
Women’s 2nd Club Coaching Management & Live Scores
Grade Scheme Female Friendly Administration
Facilities Standards Sponsorships
Accredited Align schedule to
Umpires Domestic Club Charter & Celebrate History
Competitions CT Curating Payments and and Milestones
Align Playing Strategy Allowances
Conditions Align Programs Controls
ENDORSED BY CRICKET AUSTRALIA
COMPETITION STRATEGY 2018 - 2022
Vision
The destination for the State’s best talent, with the best management, best
coaches and best facilities
Mission
To provide a strong and competitive environment to breed and foster elite
cricket talent.
To provide a vital visible role in the Australian cricket competitions pathway
in key population areas
ENDORSED BY CRICKET AUSTRALIA
COMPETITION STRATEGY 2018 - 2022
Five Strategic Pillars
Engaging and Quality Experiences
Success at First Class Level
Enhance Infrastructure and
Community Relationships
Maximise the Standards
Grow investment and raise the profile
ENDORSED BY CRICKET AUSTRALIA
COMPETITION STRATEGY 2018 - 2022
Strategic
Pillar
Engaging and Quality Experiences
CULTURE - COMPETITIVENESS - CLUB SUCCESS - BALANCED COMPETITION
Pillar
Deliver engaging and quality experiences for everyone involved in Premier Cricket
Interpretation
Performance A. All clubs compliant with the CA Premier Cricket Development (PCDP) & achieving the annual
Targets minimum bench mark.
B. Establish a Greater Northern team participating in Men’s 1st Grade from 2018/19 and Women’s 1st
Grade from 2019/20
C. Establish a Women’s 2nd Grade Competition by 2019/20.
D. Align Boys & Girls Underage Grades’ playing conditions to the National Junior Playing Formats.
E. 100% Premier Cricket matches have two accredited umpires appointed
Supporting 1. Clubs to attract, recruit, develop and retain the best players and coaches.
Strategies 2. Male and female Premier Cricket fully aligned and integrated in all aspects of the CTPL
3. Follow directions provided by the National Women’s Premier Cricket Development Plan
4. Utilise Club Championship to reflect the overall on-field health of clubs across all Grades
5. Utilise Twenty20 rounds for club integration and ground management through double/triple
headers
6. Clubs shall engage with entry level programs, and field teams in junior, youth and/or senior
competitions outside Premier Cricket, in order to increase participation within the club, strengthen
the health and size of the club and enhance community links.
7. Clubs to provide a female friendly environment.
ENDORSED BY CRICKET AUSTRALIA
COMPETITION STRATEGY 2018 - 2022
Strategic
Pillar
Success at First Class level
DEVELOPMENT – PROGRESS – QUALITY
Pillar
Prepare players, coaches, and umpires to succeed in First Class and BBL cricket
Interpretation
Performance A. 16% of Australian Male cricketers (Test, ODI and T20) sourced from Tasmanian Premier Cricket
Targets annually by 2022.
B. 8% of Australian Female cricketers (Test, ODI and T20) sourced from Tasmanian Premier Cricket
annually by 2022.
C. Two national panel (or higher) umpires sourced from Tasmanian Premier Cricket annually.
D. Establish a Greater Northern team participating in Men’s 1st Grade from 2018/19 and Women’s 1st
Grade from 2019/20
E. All clubs comply with the PCDP Coaching Category & CT Club Coaching Scheme requirements
F. All Men’s Twenty20 matches to be scheduled in the December – January period
Supporting 1. CT to continue monitoring 1st Grade player retention (via age data) and consider trends
Strategies 2. 1st Grade Men’s & Women’s Scheduling & Formats to align with Domestic Competitions
wherever local considerations (grounds) permit
3. CT to align clubs with its high performance programs to develop the best players, coaches,
umpires, club officials.
4. Club personnel to work in collaboration with CT High Performance personnel for talent
identification and development.
5. The CTPL to adopt relevant Domestic Competitions playing conditions for 1st Grade Men’s &
Women’s.
6. CT to develop a plan to continually recruit, develop the best umpires.
ENDORSED BY CRICKET AUSTRALIA
COMPETITION STRATEGY 2018 - 2022
Strategic
Pillar
Enhance Infrastructure and Community Relationships
FACILITIES – COMMUNITY – RELATIONSHIPS – ACCESSIBILITY
Pillar
Develop and enhance the best facilities and infrastructure to inspire participation
Interpretation from the local and surrounding cricket community
Performance A. All Clubs to achieve annual PCDP minimum benchmark for Facilities & LGA Category
Targets B. All Clubs to achieve annual PCDP minimum benchmark for Females Category
C. All Clubs to have two home grounds with turf pitches by 2021/2022 (one meeting 1st Grade
standards)
D. All Clubs to meet training facilities requirements outlined in the Club Charter
E. All Clubs to apply for funding through the NCFFS for at least one project to enhance club facilities
annually
F. CT to be curating 75% of Premier Cricket grounds by 2022
Supporting
Strategies 1. Club locations to reflect population areas and growth areas.
2. CT to constantly assess Premier Club facilities and outline minimum standards across all grades
in the Club Charter.
3. Clubs to have effective relationships with all levels of government to provide the best facilities.
4. Clubs to develop community engagement plans to broaden the community reach via junior
engagement, local pathways and female cricket.
5. CT and clubs to access funding through all levels of government or other grants to enhance
facilities
6. CT to provide support to Premier Cricket curators
ENDORSED BY CRICKET AUSTRALIA
COMPETITION STRATEGY 2018 - 2022
Strategic
Pillar
Maximise Off-Field Standards
GOVERNANCE – FINANCE – MANAGEMENT – ADMINISTRATION
Pillar Maximise the quality of Premier Cricket in alignment with the Australian
Interpretation Cricket Pathway
Performance A. All clubs are financially sustainable and operating at break-even as minimum annually.
Targets B. CT to retain and extend the Club Management & Administration Fund
C. All clubs to achieve annual PCDP minimum benchmark for Governance, Management &
Administration criteria
D. All clubs to achieve annual PCDP minimum benchmark for Financial Viability criteria
Supporting 1. CT to produce CTPL Club Charter agreement annually, by-annually or three-yearly, to set and
Strategies communicate governance, management and administration reporting and compliance standards
2. CT to produce CTPL Payments & Allowances agreement annually to provide direction and
remuneration limits on club spending in the areas of players, coaching, administration and venue
roles.
3. CT to provide internal resources to deliver Premier Cricket strategies and targets
4. CT to facilitate knowledge sharing, shared services and best practice between Premier Clubs
5. Apply CT’s volunteer strategy 2018-2022 to recruit, develop, retain, recognise and reward
volunteers.
6. CT to work with all Premier clubs to improve their PCDP score.
7. All Premier clubs review, produce and submit to CT up-to-date club strategic plans annually.
ENDORSED BY CRICKET AUSTRALIA
COMPETITION STRATEGY 2018 - 2022
Strategic
Pillar
Grow investment and raise the profile across Tasmania
COMMUNICATION – TECHNOLOGY – COMMERCIAL
Pillar
Grow investment and raise the profile Premier Cricket throughout Tasmania
Interpretation
Performance A. CTPL web site to be linked to social media and actively updated (multiple updates per week)
Targets B. All clubs to have active web sites linked to social media channels
C. All clubs to achieve annual PCDP minimum benchmark for Promotions & Communications
criteria.
D. All clubs to achieve annual PCDP minimum benchmark for MyCricket criteria.
E. CT to retain a naming rights sponsor and at least two major sponsors (Value $50k) and to
maximise the value for stakeholders at all times
F. CTPL 1st Grade statistical database records to be kept up to date and utilized to promote player
milestone, records and other achievements.
Supporting 1. CT and clubs to embrace the use of digital technology, i.e. MyCricket, Live scoring, Social Media,
Strategies etc.
2. CT and clubs to communicate and promote Premier Cricket activities, achievement and highlights
via web sites and social media and alert traditional media
3. Clubs to develop and implement a Promotion & Communication Plan
4. CT to link club funding with compliance to the Club Charter and Premier Cricket Development
Program
5. CT Marketing & Commercial and Premier Cricket areas / personnel to work collaboratively
6. CT to celebrate the history of the CTPL utilizing historical database available online
ENDORSED BY CRICKET AUSTRALIA
COMPETITION STRATEGY 2018 - 2022
‘Vision 2030’
In 2030 Premier Cricket in Tasmania will consist of 8-10 clubs,
representative of key population areas being Hobart, Clarence, Glenorchy,
Kingborough, Brighton, Sorell, Launceston & North West Tasmania
The competition will consist of the formats contested in the Australian
Cricket Pathway, in an equivalent ratio.
Grades will provide a pathway from youth age to 1st Grade, and female
Grades will replicate male Grades.
Each club will have multiple home (turf) grounds, with a main venue that is
a dedicated cricket ground usable for competition from September to April
and with training facilities usable from August.
The competition will be administered to national standards, Clubs will be
leading organisations in their community, thrive financially, and employ full-
time General Managers and Head Coaches.
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