The 8 Charactistics of a High Performing Cricket Board
This document summarises the key characteristics of High Performing County Cricket Boards (CCBs). Regular organisational self-assessment using this framework will ensure a culture of continuous improvement is embraced by all three of the organisations that have signed up to the new Memorandum of Understanding. This consistent self-assessment framework will enable all parties to work in a common way to deliver improved services to cricket as defined by each county network’s outcomes.
Characteristic One: Strong Leadership
We demonstrate visible leadership and communicate a clear vision, values and direction for our network.
We maintain consistency of purpose even in times of change.
We generate and value shared commitment and ownership of our vision and values amongst staff and partners.
We support innovation and enterprise and we are a powerful advocate of the value of cricket and the role of the network in ‘Inspiring the Nation to choose Cricket’.
Characteristic Two: Strong Corporate Governance
We maintain, review and improve a governance model, organisational structure & management system, which enable us to:
Comply with legal and statutory requirements
Discharge our financial responsibilities
Implement best practice
Support our effective decision making process
Effectively manage risk and maximise opportunities
Meet the needs of all stakeholders and achieve enhanced outcomes
Characteristic Three: Working in Partnership
We seek, develop, maintain and improve mutually beneficial partnerships within the cricket network and with external partners to help develop innovative and efficient services which meet the needs & expectations our community.
In particular we will ensure:
Effective relationships
Identified economies of scale
Aligned and integrated programmes
Common policies and procedures (where appropriate and applicable) in particular in relation to the challenges faced by the county network in delivering One Game
Characteristic Four: Effective Decision Making Processes
We develop & operate a clear, robust & transparent decision-making process, which will enable us to deliver our Outcomes and align our resources and programmes.
In particular we ensure that in doing this we:
Are informed by customer insight and the identified needs of other stakeholders
Make the best use of the knowledge, experience and ideas of professional staff, volunteers and partners
Recognise opportunities to develop economies of scale and ensure best return on investment
Avoid duplication
Take corporate responsibility for implementing the decisions we make
Characteristic Five: Focus on Meeting Customer Need
We develop & maintain insight to the needs, wants, expectations, perceptions & experiences of people from all parts of the community.
The insight we collect is used to inform the local decisions we make about what we do
We utilise this insight and the Growth Cycle to develop specific action plans to innovate and to improve our services in order to achieve our outcomes
Characteristic Six: Focus on the Delivery of Desired & Key Results
We establish, review and update clear, interdependent outcomes based on our vision and mission, and the needs of all people in our community & other stakeholders.
We develop collective ownership of these outcomes amongst the professional and volunteer workforce, and our key partners.
We align our resources and programmes to achieving enhanced results relating to these outcomes, driving innovation and improvement in what we do.
We deliver against minimum quality standards in key programme areas, recognising and sharing best practice as appropriate.
Characteristic Seven: Managing the Future
We continually review the future challenges, risks and opportunities facing cricket
We are adaptable and flexible to ensure we respond effectively to political, environmental, economic, social and technological changes that impact on us
We aim to create a long term future for cricket for future generations
Characteristic Eight: Skilled Workforce
In line with present and future workforce needs of the network we will:
Effectively recruit and have clear and transparent roles and responsibilities for the professional and volunteer workforce
Invest in on-going Continued Professional Development for our professional staff based on regular organisational and individual needs analysis
Create and provide opportunities for the development of the volunteer workforce
Reward and recognise good practice across the network