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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.
CRICKET SOUTH AFRICATRANSFORMATION PHILOSOPHY AND PLANS 3
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!
CRICKET SOUTH AFRICATRANSFORMATION PHILOSOPHY AND PLANS4
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
CRICKET SOUTH AFRICATRANSFORMATION PHILOSOPHY AND PLANS 5
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
3 Refer to the Cricket Services Strategy
4 Refer to the Cricket Services Strategy
CRICKET SOUTH AFRICATRANSFORMATION PHILOSOPHY AND PLANS6
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.
5 Refer to the Cricket Services Strategy
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
CRICKET SOUTH AFRICATRANSFORMATION PHILOSOPHY AND PLANS 7
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
CRICKET SOUTH AFRICATRANSFORMATION PHILOSOPHY AND PLANS8
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
CRICKET SOUTH AFRICATRANSFORMATION PHILOSOPHY AND PLANS 9
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.
11 Refer to the Cricket Services Strategy
12 Refer to the Cricket Services Strategy
13 Refer to the Needs Assessment Evaluation Questionnaire
CRICKET SOUTH AFRICATRANSFORMATION PHILOSOPHY AND PLANS10
◗ 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.
14 Refer to the Cricket Services Strategy
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
CRICKET SOUTH AFRICATRANSFORMATION PHILOSOPHY AND PLANS 11
◗ 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 SOUTH AFRICATRANSFORMATION PHILOSOPHY AND PLANS12
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.
CRICKET SOUTH AFRICATRANSFORMATION PHILOSOPHY AND PLANS 13
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)
CRICKET SOUTH AFRICATRANSFORMATION PHILOSOPHY AND PLANS14
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.
CRICKET SOUTH AFRICATRANSFORMATION PHILOSOPHY AND PLANS 15
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
3
4
5
5
5
Ad
min
istr
atio
n a
nd
Su
pp
ort
Se
rvic
es
Mat
ch
Offi
cia
ls a
nd
Ad
min
istr
ativ
e C
on
dit
ion
s
Co
ach
Ed
uc
atio
n
Prepare cricket players totransition out of the game
CRICKET SOUTH AFRICATRANSFORMATION PHILOSOPHY AND PLANS16
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
CRICKET SOUTH AFRICATRANSFORMATION PHILOSOPHY AND PLANS 17
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
CRICKET SOUTH AFRICATRANSFORMATION PHILOSOPHY AND PLANS18
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
CRICKET SOUTH AFRICATRANSFORMATION PHILOSOPHY AND PLANS 19
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
CRICKET SOUTH AFRICATRANSFORMATION PHILOSOPHY AND PLANS20
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.
CRICKET SOUTH AFRICATRANSFORMATION PHILOSOPHY AND PLANS 21
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
CRICKET SOUTH AFRICATRANSFORMATION PHILOSOPHY AND PLANS22
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
CRICKET SOUTH AFRICATRANSFORMATION PHILOSOPHY AND PLANS 23
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.
CRICKET SOUTH AFRICATRANSFORMATION PHILOSOPHY AND PLANS24
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.
CRICKET SOUTH AFRICATRANSFORMATION PHILOSOPHY AND PLANS 25
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.
CRICKET SOUTH AFRICATRANSFORMATION PHILOSOPHY AND PLANS26
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
4 x teams and SP coaches
Master Coach 2
4 x teams and SP coaches
CRICKET SOUTH AFRICATRANSFORMATION PHILOSOPHY AND PLANS 27
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.
CRICKET SOUTH AFRICATRANSFORMATION PHILOSOPHY AND PLANS28
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
CRICKET SOUTH AFRICATRANSFORMATION PHILOSOPHY AND PLANS 29
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.
CRICKET SOUTH AFRICATRANSFORMATION PHILOSOPHY AND PLANS30
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
CRICKET SOUTH AFRICATRANSFORMATION PHILOSOPHY AND PLANS 31
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.
CRICKET SOUTH AFRICATRANSFORMATION PHILOSOPHY AND PLANS32
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
CRICKET SOUTH AFRICATRANSFORMATION PHILOSOPHY AND PLANS 33
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”.
CRICKET SOUTH AFRICATRANSFORMATION PHILOSOPHY AND PLANS34
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.
CRICKET SOUTH AFRICATRANSFORMATION PHILOSOPHY AND PLANS 35
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
Provincial Academies
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
CRICKET SOUTH AFRICATRANSFORMATION PHILOSOPHY AND PLANS36
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
CRICKET SOUTH AFRICATRANSFORMATION PHILOSOPHY AND PLANS 37
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.
CRICKET SOUTH AFRICATRANSFORMATION PHILOSOPHY AND PLANS38
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
Provincial Academies
% 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
CRICKET SOUTH AFRICATRANSFORMATION PHILOSOPHY AND PLANS 39
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?
CRICKET SOUTH AFRICATRANSFORMATION PHILOSOPHY AND PLANS40
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
CRICKET SOUTH AFRICATRANSFORMATION PHILOSOPHY AND PLANS42
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
CRICKET SOUTH AFRICATRANSFORMATION PHILOSOPHY AND PLANS 43
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.
CRICKET SOUTH AFRICATRANSFORMATION PHILOSOPHY AND PLANS44
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
CRICKET SOUTH AFRICATRANSFORMATION PHILOSOPHY AND PLANS 45
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
ANNEXURE B (continued)
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
CRICKET SOUTH AFRICATRANSFORMATION PHILOSOPHY AND PLANS46
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)
ANNEXURE B (continued)
CRICKET SOUTH AFRICATRANSFORMATION PHILOSOPHY AND PLANS 47
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
ANNEXURE B (continued)
CRICKET SOUTH AFRICATRANSFORMATION PHILOSOPHY AND PLANS48
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;
ANNEXURE B (continued)
CRICKET SOUTH AFRICATRANSFORMATION PHILOSOPHY AND PLANS 49
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
ANNEXURE B (continued)
CRICKET SOUTH AFRICATRANSFORMATION PHILOSOPHY AND PLANS50
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
ANNEXURE B (continued)
CRICKET SOUTH AFRICATRANSFORMATION PHILOSOPHY AND PLANS 51
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
ANNEXURE B (continued)
CRICKET SOUTH AFRICATRANSFORMATION PHILOSOPHY AND PLANS52
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
ANNEXURE B (continued)
CRICKET SOUTH AFRICATRANSFORMATION PHILOSOPHY AND PLANS 53
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 B (continued)
CRICKET SOUTH AFRICATRANSFORMATION PHILOSOPHY AND PLANS54
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
CRICKET SOUTH AFRICATRANSFORMATION PHILOSOPHY AND PLANS 55
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.
Resources needed and to be paid out of sponsorship funds:
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.
Resources needed and to be paid out of sponsorship funds:
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.
Resources needed and to be paid out of sponsorship funds:
1.4.1 Transport
1.4.2 Accommodation
CRICKET SOUTH AFRICATRANSFORMATION PHILOSOPHY AND PLANS56
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
ANNEXURE C (continued)
CRICKET SOUTH AFRICATRANSFORMATION PHILOSOPHY AND PLANS 57
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)
ANNEXURE C (continued)
CRICKET SOUTH AFRICATRANSFORMATION PHILOSOPHY AND PLANS58
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 C (continued)
CRICKET SOUTH AFRICATRANSFORMATION PHILOSOPHY AND PLANS 59
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: ...............
CRICKET SOUTH AFRICATRANSFORMATION PHILOSOPHY AND PLANS60
EXEC
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AG
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By
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......
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......
......
AN
NE
XU
RE
E
CRICKET SOUTH AFRICATRANSFORMATION PHILOSOPHY AND PLANS 61
EXEC
UT
ION
AG
REE
MEN
T: S
emi-
Prof
essi
onal
Coa
ch
This
Exe
cutio
n Ag
reem
ent o
utlin
es p
erfo
rman
ce g
oal
s an
d ex
pect
atio
ns fo
r the
yea
r ahe
ad a
nd s
erve
s as
writ
ten
com
mitm
ent o
f em
plo
yee
cont
ribut
ion
to th
e ac
hiev
emen
t of C
SA’s
str
ateg
ic v
isio
n an
d go
als
with
in th
e de
fined
val
ues
fram
ewo
rk.
Nam
e, S
urna
me
Dep
artm
ent
Posi
tion
Tit
lePr
ovi
ncia
l Co
ach
Line
Man
ager
Amat
eur M
anag
er
Peri
od in
cur
rent
pos
itio
nC
ontr
act P
erio
d1
May
20
15 to
30
Apr
il 20
16
ALI
GN
ME
NT
OF
IND
IVID
UA
L P
ER
FOR
MA
NC
E G
OA
LS T
O C
SA
’S V
ISIO
N, S
TR
AT
EG
Y A
ND
VA
LUE
S
Vis
ion
To m
ake
cric
ket a
trul
y na
tiona
l spo
rt o
f win
ners
; to
ens
ure
that
cric
ket i
s su
ppo
rted
by
the
maj
orit
y o
f So
uth
Afric
ans
and
is a
vaila
ble
to a
ll w
ho w
ant t
o p
lay
it an
d; to
pu
rsue
exc
elle
nce
at a
ll le
vels
of t
he g
ame.
Stra
tegi
c Pi
llars
Exce
llenc
e, D
evel
opm
ent,
Tran
sfo
rmat
ion,
Sus
tain
abili
ty a
nd B
rand
Pro
mo
tion
Valu
es
Ho
nest
y, P
rofe
ssio
nalis
m a
nd D
ilige
nce,
Mut
ual R
espe
ct a
nd F
airn
ess.
PE
RFO
RM
AN
CE
GO
ALS
Key
perf
orm
ance
go
als
or d
eliv
erab
les
to b
e ac
hiev
ed in
this
per
form
ance
cyc
le, t
akin
g in
to c
ons
ider
atio
n o
rgan
isat
iona
l and
dep
artm
enta
l str
ateg
ic p
lans
, hum
an a
nd fi
nanc
ial r
eso
urce
s.
0.0
00.
00
Acc
ount
abili
tyO
utco
mes
/Goa
lsW
eigh
ting
M
easu
rem
ents
Targ
ets/
Anc
hors
Dea
dlin
eR
evie
w 1
Ave
rage
ac
coun
tabi
lity
scor
e
Ave
rage
w
eigh
ted
scor
e
Team
Pe
rfor
man
ce
Bes
t po
ssib
le p
osi
tion
in a
ll co
mpe
titio
ns
30
Perf
orm
ance
Sco
res
base
d o
n lo
g po
sitio
ns in
all
form
ats
330
/Apr
/16
0.0
00.
00
Effec
tive
perf
orm
ance
of i
ndiv
idua
l pla
yers
% o
f pla
yers
abo
ve S
emi-
Pro
fess
iona
l be
nchm
ark
perf
orm
ance
3
30/A
pr/1
6
% o
f PO
C p
laye
rs in
the
squa
d ab
ove
Sem
i-Pr
ofe
ssio
nal b
ench
mar
k pe
rfo
rman
ces
330
/Apr
/16
% o
f BA
play
ers
in th
e sq
uad
abo
ve S
emi-
Pro
fess
iona
l ben
chm
ark
perf
orm
ance
s3
30/A
pr/1
6
Play
er
Dev
elop
men
t
Effec
tive
supp
ort
to p
laye
rs
40
% o
f Sea
son
Rev
iew
s do
ne a
s re
ques
ted
by C
SA H
PP10
0%
30/A
pr/1
6
0.0
00.
00
Mea
sure
pla
yer p
rogr
essi
on
agai
nst A
ctio
n Pl
ans
set b
y co
ach
Avg
Mat
ch R
epo
rts
com
plet
ed a
gain
st
Mat
ches
Pla
yed
per P
laye
r90
%Pe
r Mat
ch
Effec
tive
Life
Ski
lls D
evel
opm
ent f
or p
laye
rsAv
g Sc
ore
on
the
Pro
vinc
ial C
oac
h R
evie
w –
Pla
yers
330
/Apr
/16
Tact
ical
A
war
enes
sTo
be
the
best
pre
pare
d fo
r eac
h m
atch
mak
ing
use
of a
ll in
form
atio
n an
d te
chno
logy
ava
ilabl
eAv
g sc
ore
on
Pro
vinc
ial C
oac
h R
evie
w –
Ta
ctic
al3
30/A
pr/1
60.
00
0.0
0
Tech
nica
l ab
ility
To b
e th
e be
st p
oss
ible
tech
nica
l effi
cien
t co
ach
to
impr
ove
pla
yer p
erfo
rman
ce u
nder
yo
ur c
oac
hing
Avg
sco
re o
n Pr
ovi
ncia
l Co
ach
Rev
iew
–
Tech
nica
l3
30/A
pr/1
60.
00
0.0
0
Qua
lity
of
Opp
ortu
nity
Opp
ort
uniti
es a
re g
iven
to B
A’s
to p
lay
in o
rder
to
incr
ease
the
poo
l fo
r BA
cric
kete
rs fo
r sel
ectio
n
15
# o
f BA
play
ers
play
ed in
the
curr
ent
seas
on
330
/Apr
/16
0.0
00.
00
To e
nsur
e th
at e
very
opp
ort
unity
giv
en is
fair
and
will
co
ntrib
ute
to th
e eff
ectiv
e de
velo
pmen
t of t
he
indi
vidu
al p
laye
r
Avg
sco
re a
chie
ved
on
the
Qua
lity
of
Opp
ort
unity
3
30/A
pr/1
6
Man
agem
ent
Pipe
line
man
agem
ent
5
Avg
sco
re o
n Pr
ovi
ncia
l Co
ach
Rev
iew
–
Pipe
line
330
/Apr
/16
0.0
00.
00
Faci
lity
Man
agem
ent
Avg
sco
re o
n Pr
ovi
ncia
l Co
ach
Rev
iew
–
Faci
litie
s3
30/A
pr/1
6
Effec
tive
play
er m
anag
emen
tAv
g sc
ore
on
Pro
vinc
ial C
oac
h R
evie
w –
Pl
ayer
man
agem
ent
330
/Apr
/16
Incl
usiv
e te
am e
nviro
nmen
t Av
g sc
ore
on
Pro
vinc
ial C
oac
h R
evie
w –
Te
am m
anag
emen
t3
30/A
pr/1
6
Adm
inis
trat
ion
Effec
tive
man
agem
ent o
f Bud
get i
mpl
emen
tatio
n5
Fina
ncia
l exp
ense
s to
refle
ct a
gain
st
allo
catio
ns3
30/A
pr/1
60.
00
0.0
0
Self-
man
agem
ent
Man
age
dead
lines
Ow
ners
hip
Acco
unta
bilit
y Se
lf-dr
iven
5Av
erag
e sc
ore
on
‘Sel
f-m
anag
emen
t re
view
’
SP
EC
IAL
PR
OJ
EC
TS
(IF
AP
PLI
CA
BLE
) –
NO
T A
PP
LIC
AB
LE
Plan
ned
(or u
npla
nned
) spe
cial
pro
ject
s th
at c
ont
ribut
e si
gnifi
cant
ly to
ach
ieve
men
t of g
oal
s in
the
curr
ent p
erfo
rman
ce c
ycle
.
Proj
ect
Wei
ghti
ngD
eliv
erab
leM
easu
rem
ent S
tand
ard
Targ
et /
A
ncho
rTi
mel
ine
PE
RS
ON
AL
DE
VE
LOP
ME
NT
Out
line
spec
ific
actio
ns to
be
take
n to
impr
ove
per
form
ance
and
dev
elo
p w
hole
per
son.
Dev
elop
men
t Act
ions
to b
e ta
ken
by E
mpl
oyee
Dev
elop
men
t Sup
port
to b
e pr
ovid
ed b
y M
anag
er
AC
KN
OW
LED
GEM
ENT
By
sign
ing
this
form
, yo
u ac
kno
wle
dge
that
yo
u ha
ve re
ad, y
ou
unde
rsta
nd a
nd a
gree
to th
e co
nten
t of t
his
perf
orm
ance
co
ntra
ct.
Empl
oyee
: N
ame:
.....
......
......
......
......
......
......
......
......
......
.. Su
rnam
e: ..
......
......
......
......
......
......
......
......
......
......
......
......
......
......
.. Si
gnat
ure:
.....
......
......
......
......
......
......
......
......
......
......
.....
Dat
e: ..
......
......
......
......
Empl
oyer
: N
ame:
.....
......
......
......
......
......
......
......
......
......
.. Su
rnam
e: ..
......
......
......
......
......
......
......
......
......
......
......
......
......
......
.. Si
gnat
ure:
.....
......
......
......
......
......
......
......
......
......
......
.....
Dat
e: ..
......
......
......
......
CRICKET SOUTH AFRICATRANSFORMATION PHILOSOPHY AND PLANS62
EXEC
UT
ION
AG
REE
MEN
T: F
ran
chis
e C
oach
Th
is E
xecu
tio
n A
gre
emen
t o
utl
ines
per
form
ance
go
als
and
exp
ecta
tio
ns
for
the
year
ah
ead
an
d s
erve
s as
wri
tten
co
mm
itm
ent
of
emp
loye
e co
ntr
ibu
tio
n t
o t
he
ach
ieve
men
t o
f C
SA’s
st
rate
gic
vis
ion
an
d g
oal
s w
ith
in t
he
defi
ned
val
ues
fra
mew
ork
.
Nam
e, S
urna
me
Dep
artm
ent
Posi
tion
Tit
leFr
anch
ise
Hea
d C
oac
hLi
ne M
anag
erFr
anch
ise
CEO
Peri
od in
cur
rent
pos
itio
nC
ontr
act P
erio
d
ALI
GN
ME
NT
OF
IND
IVID
UA
L P
ER
FOR
MA
NC
E G
OA
LS T
O C
SA
’S V
ISIO
N, S
TR
AT
EG
Y A
ND
VA
LUE
S
Vis
ion
To m
ake
cric
ket a
trul
y na
tiona
l spo
rt o
f win
ners
; to
ens
ure
that
cric
ket i
s su
ppo
rted
by
the
maj
orit
y o
f So
uth
Afric
ans
and
is a
vaila
ble
to a
ll w
ho w
ant t
o p
lay
it an
d; to
pu
rsue
exc
elle
nce
at a
ll le
vels
of t
he g
ame.
Stra
tegi
c Pi
llars
Exce
llenc
e, D
evel
opm
ent,
Tran
sfo
rmat
ion,
Sus
tain
abili
ty a
nd B
rand
Pro
mo
tion
Valu
es
Ho
nest
y, P
rofe
ssio
nalis
m a
nd D
ilige
nce,
Mut
ual R
espe
ct a
nd F
airn
ess.
PE
RFO
RM
AN
CE
GO
ALS
Key
perf
orm
ance
go
als
or d
eliv
erab
les
to b
e ac
hiev
ed in
this
per
form
ance
cyc
le, t
akin
g in
to c
ons
ider
atio
n o
rgan
isat
iona
l and
dep
artm
enta
l str
ateg
ic p
lans
, hum
an a
nd fi
nanc
ial r
eso
urce
s.
Scor
eSc
ore
SMA
RTE
R g
oals
pri
ncip
le: S
peci
fic, M
easu
rabl
e, A
gree
d, R
ealis
tic, T
ime-
boun
d, E
thic
al a
nd R
eco
rded
.
3.0
0
4.0
0
Acc
ount
abili
tyO
utco
mes
/Goa
lsW
eigh
ting
M
easu
rem
ents
Targ
ets/
Anc
hors
Dea
dlin
eR
evie
w 1
Rev
iew
2
Perf
orm
ance
Bes
t po
ssib
le p
osi
tion
in a
ll co
mpe
titio
ns
40
Log
Posi
tions
in a
ll th
ree
Fran
chis
e C
om
petit
ions
330
/Apr
/16
3.0
04.
00
Play
er p
erfo
rman
ces
% o
f pla
yers
abo
ve F
ranc
hise
be
nchm
ark
perf
orm
ance
22
%30
/Apr
/16
% o
f PO
C p
laye
rs a
bove
Fra
nchi
se
benc
hmar
k pe
rfo
rman
ces
16%
30/A
pr/1
6
% o
f BA
play
ers
abo
ve F
ranc
hise
be
nchm
ark
perf
orm
ance
s14
%30
/Apr
/16
Play
er
Dev
elop
men
t Pl
ayer
s th
at d
ebut
into
Inte
rnat
iona
l Cric
ket p
erfo
rm
at b
ench
mar
k le
vel
30
Perf
orm
ance
of p
laye
rs m
akin
g de
but
into
Nat
iona
l Pro
teas
team
for a
ny
form
at in
the
curr
ent s
easo
n 3
30/A
pr/1
6
Play
er &
Tea
m
Man
agem
ent
Assi
st S
ACA
with
life
skill
s pr
ogr
amm
e fo
r pla
yers
Avg
Sco
re o
n th
e Fr
anch
ise
Co
ach
Rev
iew
– S
ACA
330
/Apr
/16
To b
e th
e be
st p
repa
red
for e
ach
mat
ch m
akin
g us
e o
f al
l inf
orm
atio
n an
d te
chno
logy
ava
ilabl
eAv
g sc
ore
on
Fran
chis
e C
oac
h R
evie
w –
Tac
tical
330
/Apr
/16
To b
e th
e be
st p
oss
ible
tech
nica
l effi
cien
t co
ach
to
impr
ove
pla
yer p
erfo
rman
ce u
nder
yo
ur c
oac
hing
Avg
sco
re o
n Fr
anch
ise
Co
ach
Rev
iew
– T
echn
ical
330
/Apr
/16
Effec
tive
play
er m
anag
emen
tAv
g sc
ore
on
Fran
chis
e C
oac
h R
evie
w –
Pla
yer m
anag
emen
t 3
30/A
pr/1
6
Incl
usiv
e te
am e
nviro
nmen
t Av
g sc
ore
on
Fran
chis
e C
oac
h R
evie
w –
Tea
m m
anag
emen
t3
30/A
pr/1
6
Tran
sfor
mat
ion
Opp
ort
uniti
es a
re g
iven
to B
A’s
to p
lay
in o
rder
to
incr
ease
the
poo
l fo
r BA
cric
kete
rs fo
r sel
ectio
n
15
# o
f BA
play
ers
play
ed in
the
curr
ent
seas
on
330
-Apr
-16
To e
nsur
e th
at e
very
opp
ort
unity
giv
en is
fair
and
will
co
ntrib
ute
to th
e eff
ectiv
e de
velo
pmen
t of t
he
indi
vidu
al p
laye
r
Avg
sco
re a
chie
ved
on
the
Qua
lity
of
Opp
ort
unity
3
30-A
pr-1
6
Ope
rati
onal
M
anag
emen
t
Effec
tive
Pipe
line
man
agem
ent
10
Avg
sco
re o
n Fr
anch
ise
Co
ach
Rev
iew
– P
ipel
ine
330
/Apr
/16
Effec
tive
Faci
lity
Man
agem
ent
Avg
sco
re o
n Fr
anch
ise
Co
ach
Rev
iew
– F
acili
ties
330
/Apr
/16
Effec
tive
adm
inis
trat
ion
and
plan
ning
Avg
sco
re o
n Fr
anch
ise
Co
ach
Rev
iew
– A
dmin
istr
atio
n &
pla
nnin
g3
30/A
pr/1
6
Stak
ehol
der
Man
agem
ent
Man
age
posi
tive
spo
nso
r rel
atio
ns
5
Avg
sco
re o
n Fr
anch
ise
Co
ach
Rev
iew
– S
pons
or r
ealti
ons
330
/Apr
/16
Go
od
wo
rkin
g re
latio
nshi
p w
ith th
e C
SA H
P de
part
men
tAv
erag
e sc
ore
on
Fran
chis
e C
oac
h R
evie
w –
CSA
HP
330
/Apr
/16
SP
EC
IAL
PR
OJ
EC
TS
(IF
AP
PLI
CA
BLE
)
Plan
ned
(or u
npla
nned
) spe
cial
pro
ject
s th
at c
ont
ribut
e si
gnifi
cant
ly to
ach
ieve
men
t of g
oal
s in
the
curr
ent p
erfo
rman
ce c
ycle
.
Proj
ect
Del
iver
able
Wei
ghti
ngM
easu
rem
ent S
tand
ard
Targ
et/A
ncho
rTi
mel
ine
PE
RS
ON
AL
DE
VE
LOP
ME
NT
Out
line
spec
ific
actio
ns to
be
take
n to
impr
ove
per
form
ance
and
dev
elo
p w
hole
per
son.
Dev
elop
men
t Act
ions
to b
e ta
ken
by E
mpl
oyee
Dev
elop
men
t Sup
port
to b
e pr
ovid
ed b
y M
anag
er
AC
KN
OW
LED
GEM
ENT
By
sign
ing
this
form
, yo
u ac
kno
wle
dge
that
yo
u ha
ve re
ad, y
ou
unde
rsta
nd a
nd a
gree
to th
e co
nten
t of t
his
perf
orm
ance
co
ntra
ct.
Empl
oyee
: N
ame:
.....
......
......
......
......
......
......
......
......
......
.. Su
rnam
e: ..
......
......
......
......
......
......
......
......
......
......
......
......
......
......
.. Si
gnat
ure:
.....
......
......
......
......
......
......
......
......
......
......
.....
Dat
e: ..
......
......
......
......
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oyer
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ame:
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......
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......
......
......
......
......
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rnam
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......
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......
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AN
NE
XU
RE
F
CRICKET SOUTH AFRICATRANSFORMATION PHILOSOPHY AND PLANS 63
EXEC
UT
ION
AG
REE
MEN
T: F
ran
chis
e C
oach
Th
is E
xecu
tio
n A
gre
emen
t o
utl
ines
per
form
ance
go
als
and
exp
ecta
tio
ns
for
the
year
ah
ead
an
d s
erve
s as
wri
tten
co
mm
itm
ent
of
emp
loye
e co
ntr
ibu
tio
n t
o t
he
ach
ieve
men
t o
f C
SA’s
st
rate
gic
vis
ion
an
d g
oal
s w
ith
in t
he
defi
ned
val
ues
fra
mew
ork
.
Nam
e, S
urna
me
Dep
artm
ent
Posi
tion
Tit
leFr
anch
ise
Hea
d C
oac
hLi
ne M
anag
erFr
anch
ise
CEO
Peri
od in
cur
rent
pos
itio
nC
ontr
act P
erio
d
ALI
GN
ME
NT
OF
IND
IVID
UA
L P
ER
FOR
MA
NC
E G
OA
LS T
O C
SA
’S V
ISIO
N, S
TR
AT
EG
Y A
ND
VA
LUE
S
Vis
ion
To m
ake
cric
ket a
trul
y na
tiona
l spo
rt o
f win
ners
; to
ens
ure
that
cric
ket i
s su
ppo
rted
by
the
maj
orit
y o
f So
uth
Afric
ans
and
is a
vaila
ble
to a
ll w
ho w
ant t
o p
lay
it an
d; to
pu
rsue
exc
elle
nce
at a
ll le
vels
of t
he g
ame.
Stra
tegi
c Pi
llars
Exce
llenc
e, D
evel
opm
ent,
Tran
sfo
rmat
ion,
Sus
tain
abili
ty a
nd B
rand
Pro
mo
tion
Valu
es
Ho
nest
y, P
rofe
ssio
nalis
m a
nd D
ilige
nce,
Mut
ual R
espe
ct a
nd F
airn
ess.
PE
RFO
RM
AN
CE
GO
ALS
Key
perf
orm
ance
go
als
or d
eliv
erab
les
to b
e ac
hiev
ed in
this
per
form
ance
cyc
le, t
akin
g in
to c
ons
ider
atio
n o
rgan
isat
iona
l and
dep
artm
enta
l str
ateg
ic p
lans
, hum
an a
nd fi
nanc
ial r
eso
urce
s.
Scor
eSc
ore
SMA
RTE
R g
oals
pri
ncip
le: S
peci
fic, M
easu
rabl
e, A
gree
d, R
ealis
tic, T
ime-
boun
d, E
thic
al a
nd R
eco
rded
.
3.0
0
4.0
0
Acc
ount
abili
tyO
utco
mes
/Goa
lsW
eigh
ting
M
easu
rem
ents
Targ
ets/
Anc
hors
Dea
dlin
eR
evie
w 1
Rev
iew
2
Perf
orm
ance
Bes
t po
ssib
le p
osi
tion
in a
ll co
mpe
titio
ns
40
Log
Posi
tions
in a
ll th
ree
Fran
chis
e C
om
petit
ions
330
/Apr
/16
3.0
04.
00
Play
er p
erfo
rman
ces
% o
f pla
yers
abo
ve F
ranc
hise
be
nchm
ark
perf
orm
ance
22
%30
/Apr
/16
% o
f PO
C p
laye
rs a
bove
Fra
nchi
se
benc
hmar
k pe
rfo
rman
ces
16%
30/A
pr/1
6
% o
f BA
play
ers
abo
ve F
ranc
hise
be
nchm
ark
perf
orm
ance
s14
%30
/Apr
/16
Play
er
Dev
elop
men
t Pl
ayer
s th
at d
ebut
into
Inte
rnat
iona
l Cric
ket p
erfo
rm
at b
ench
mar
k le
vel
30
Perf
orm
ance
of p
laye
rs m
akin
g de
but
into
Nat
iona
l Pro
teas
team
for a
ny
form
at in
the
curr
ent s
easo
n 3
30/A
pr/1
6
Play
er &
Tea
m
Man
agem
ent
Assi
st S
ACA
with
life
skill
s pr
ogr
amm
e fo
r pla
yers
Avg
Sco
re o
n th
e Fr
anch
ise
Co
ach
Rev
iew
– S
ACA
330
/Apr
/16
To b
e th
e be
st p
repa
red
for e
ach
mat
ch m
akin
g us
e o
f al
l inf
orm
atio
n an
d te
chno
logy
ava
ilabl
eAv
g sc
ore
on
Fran
chis
e C
oac
h R
evie
w –
Tac
tical
330
/Apr
/16
To b
e th
e be
st p
oss
ible
tech
nica
l effi
cien
t co
ach
to
impr
ove
pla
yer p
erfo
rman
ce u
nder
yo
ur c
oac
hing
Avg
sco
re o
n Fr
anch
ise
Co
ach
Rev
iew
– T
echn
ical
330
/Apr
/16
Effec
tive
play
er m
anag
emen
tAv
g sc
ore
on
Fran
chis
e C
oac
h R
evie
w –
Pla
yer m
anag
emen
t 3
30/A
pr/1
6
Incl
usiv
e te
am e
nviro
nmen
t Av
g sc
ore
on
Fran
chis
e C
oac
h R
evie
w –
Tea
m m
anag
emen
t3
30/A
pr/1
6
Tran
sfor
mat
ion
Opp
ort
uniti
es a
re g
iven
to B
A’s
to p
lay
in o
rder
to
incr
ease
the
poo
l fo
r BA
cric
kete
rs fo
r sel
ectio
n
15
# o
f BA
play
ers
play
ed in
the
curr
ent
seas
on
330
-Apr
-16
To e
nsur
e th
at e
very
opp
ort
unity
giv
en is
fair
and
will
co
ntrib
ute
to th
e eff
ectiv
e de
velo
pmen
t of t
he
indi
vidu
al p
laye
r
Avg
sco
re a
chie
ved
on
the
Qua
lity
of
Opp
ort
unity
3
30-A
pr-1
6
Ope
rati
onal
M
anag
emen
t
Effec
tive
Pipe
line
man
agem
ent
10
Avg
sco
re o
n Fr
anch
ise
Co
ach
Rev
iew
– P
ipel
ine
330
/Apr
/16
Effec
tive
Faci
lity
Man
agem
ent
Avg
sco
re o
n Fr
anch
ise
Co
ach
Rev
iew
– F
acili
ties
330
/Apr
/16
Effec
tive
adm
inis
trat
ion
and
plan
ning
Avg
sco
re o
n Fr
anch
ise
Co
ach
Rev
iew
– A
dmin
istr
atio
n &
pla
nnin
g3
30/A
pr/1
6
Stak
ehol
der
Man
agem
ent
Man
age
posi
tive
spo
nso
r rel
atio
ns
5
Avg
sco
re o
n Fr
anch
ise
Co
ach
Rev
iew
– S
pons
or r
ealti
ons
330
/Apr
/16
Go
od
wo
rkin
g re
latio
nshi
p w
ith th
e C
SA H
P de
part
men
tAv
erag
e sc
ore
on
Fran
chis
e C
oac
h R
evie
w –
CSA
HP
330
/Apr
/16
SP
EC
IAL
PR
OJ
EC
TS
(IF
AP
PLI
CA
BLE
)
Plan
ned
(or u
npla
nned
) spe
cial
pro
ject
s th
at c
ont
ribut
e si
gnifi
cant
ly to
ach
ieve
men
t of g
oal
s in
the
curr
ent p
erfo
rman
ce c
ycle
.
Proj
ect
Del
iver
able
Wei
ghti
ngM
easu
rem
ent S
tand
ard
Targ
et/A
ncho
rTi
mel
ine
PE
RS
ON
AL
DE
VE
LOP
ME
NT
Out
line
spec
ific
actio
ns to
be
take
n to
impr
ove
per
form
ance
and
dev
elo
p w
hole
per
son.
Dev
elop
men
t Act
ions
to b
e ta
ken
by E
mpl
oyee
Dev
elop
men
t Sup
port
to b
e pr
ovid
ed b
y M
anag
er
AC
KN
OW
LED
GEM
ENT
By
sign
ing
this
form
, yo
u ac
kno
wle
dge
that
yo
u ha
ve re
ad, y
ou
unde
rsta
nd a
nd a
gree
to th
e co
nten
t of t
his
perf
orm
ance
co
ntra
ct.
Empl
oyee
: N
ame:
.....
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......
......
......
......
......
......
......
......
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rnam
e: ..
......
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......
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......
......
......
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gnat
ure:
.....
......
......
......
......
......
......
......
......
......
......
.....
Dat
e: ..
......
......
......
......
Empl
oyer
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ame:
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......
......
......
......
......
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rnam
e: ..
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......
......
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......
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......
......
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......
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gnat
ure:
.....
......
......
......
......
......
......
......
......
......
......
.....
Dat
e: ..
......
......
......
......
CRICKET SOUTH AFRICATRANSFORMATION PHILOSOPHY AND PLANS64
EXEC
UT
ION
AG
REE
MEN
T: A
mat
eur
Man
ager
This
per
form
ance
co
ntra
ct o
utlin
es p
erfo
rman
ce g
oal
s an
d ex
pect
atio
ns fo
r the
yea
r ahe
ad a
nd s
erve
s as
writ
ten
com
mitm
ent o
f em
plo
yee
cont
ribut
ion
to th
e ac
hiev
emen
t of C
SA’s
str
ateg
ic v
isio
n an
d go
als
with
in th
e de
fined
val
ues
fram
ewo
rk.
Nam
e, S
urna
me
Dep
artm
ent
Posi
tion
Tit
leAm
ateu
r Man
ager
Line
Man
ager
CEO
or A
ffilia
te /
Ass
oci
ate
Bo
ard
Peri
od in
cur
rent
pos
itio
nC
ontr
act P
erio
d
ALI
GN
ME
NT
OF
IND
IVID
UA
L P
ER
FOR
MA
NC
E G
OA
LS T
O C
SA
’S V
ISIO
N, S
TR
AT
EG
Y A
ND
VA
LUE
S
Vis
ion
To m
ake
cric
ket a
trul
y na
tiona
l spo
rt o
f win
ners
; to
ens
ure
that
cric
ket i
s su
ppo
rted
by
the
maj
orit
y o
f So
uth
Afric
ans
and
is a
vaila
ble
to a
ll w
ho w
ant t
o p
lay
it an
d; to
pur
sue
exce
llenc
e at
all
leve
ls o
f the
gam
e.
Stra
tegi
c Pi
llars
Exce
llenc
e, D
evel
opm
ent,
Tran
sfo
rmat
ion,
Sus
tain
abili
ty a
nd B
rand
Pro
mo
tion
Valu
es
Ho
nest
y, P
rofe
ssio
nalis
m a
nd D
ilige
nce,
Mut
ual R
espe
ct a
nd F
airn
ess. P
ER
FOR
MA
NC
E G
OA
LS
Key
perf
orm
ance
go
als
or d
eliv
erab
les
to b
e ac
hiev
ed in
this
per
form
ance
cyc
le, t
akin
g in
to c
ons
ider
atio
n o
rgan
isat
iona
l and
dep
artm
enta
l str
ateg
ic p
lans
, hum
an a
nd fi
nanc
ial r
eso
urce
s.
SMA
RTE
R g
oals
pri
ncip
le: S
peci
fic, M
easu
rabl
e, A
gree
d, R
ealis
tic, T
ime-
boun
d, E
thic
al a
nd R
eco
rded
.Sc
ore
Wei
ghte
d Sc
ore
0.0
00.
00
Acc
ount
abili
tyO
utco
mes
/Goa
lsW
eigh
ting
M
easu
rem
ents
Targ
ets/
Anc
hors
Dea
dlin
eR
evie
w 1
Avg
ac
coun
tabi
lity
scor
e
Ave
w
eigh
ted
sc
ore
Am
ateu
r Cri
cket
Pr
ogra
mm
es
Effec
tive
Man
agem
ent o
f the
M
embe
r’s s
trat
egic
pro
gram
me
obj
ectiv
es a
nd d
eliv
ery
40Av
e Sc
ore
on
the
9 el
emen
ts o
f the
M
embe
r Pro
gram
me
Sco
reca
rd
330
/Apr
/15
0.0
00.
0
Prov
inci
al
Aca
dem
y pr
ogra
mm
e –
ke
y fo
cus
area
Effec
tive
play
er re
tent
ion
and
deve
lopm
ent
20
Ave
Sco
re o
n th
e Pr
ovi
ncia
l Aca
dem
y el
emen
t of t
he M
embe
r Pro
gram
me
sco
reca
rd3
30/A
pr/1
5
0.0
00.
00.
0Ac
cura
te a
nd u
p to
dat
e su
bmis
sio
n o
f Mo
nthl
y R
epo
rts
# o
f mo
nthl
y re
port
s su
bmitt
ed
3M
ont
hly
Hub
s an
d R
egio
nal
Perf
orm
ance
C
entr
es –
Key
fo
cus
area
Incr
ease
d #
and
qua
lity
of m
atch
es
15
# o
f co
mpl
eted
mat
ches
per
yea
r ag
ains
t set
fixt
ures
per
age
gro
up p
er
HU
B /
RPC
2030
/Apr
/15
0.0
00.
0
Tale
nt ID
# o
f pla
yers
per
HU
B s
elec
ted
for
Rep
rese
ntat
ive
age
gro
up te
ams
330
/Apr
/15
# o
f pla
yers
per
RPC
sel
ecte
d fo
r R
epre
sent
ativ
e ag
e gr
oup
team
s3
30/A
pr/1
5
Dat
a M
anag
emen
t
Effec
tive
repo
rtin
g an
d re
cord
ke
epin
g o
n Pe
form
ax10
Ave
sco
re o
n th
e de
part
men
tal
com
plia
nce
with
the
min
imum
re
quire
d da
ta fi
elds
on
Pefo
rmax
330
/Apr
/15
0.0
0.0
Fina
ncia
l m
anag
emen
t an
d pr
ogra
mm
e re
port
ing
Effec
tive
man
agem
ent o
f Bud
get
impl
emen
tatio
n
10
% A
ctua
l spe
nd a
gain
st th
e ap
pro
ved
budg
et
330
/Apr
/15
0.0
00.
00.
0Su
bmis
sio
n o
f pro
gres
s re
port
s to
ac
tivat
e “T
he S
core
card
” ele
men
ts
Mem
ber S
core
card
co
mpl
eted
ac
cura
tely
on
a m
ont
h to
mo
nth
basi
s an
d si
gned
off
by
CEO
3M
ont
hly
Stak
ehol
der
Man
agem
ent
Man
age
CSA
Rel
atio
nshi
ps
5
Aver
age
sco
re o
n th
e St
akeh
old
er
Surv
ey –
CSA
Man
agem
ent
330
th A
pril
2015
0.0
00.
0
Man
age
Mem
ber R
elat
ions
hips
Aver
age
sco
re o
n th
e St
akeh
old
er
Surv
ey –
Mem
ber C
EO o
r Bo
ard
repr
esen
tativ
e3
30th
Apr
il 20
15
Man
age
Mat
ch O
ffici
als
Asso
ciat
ions
Rel
atio
nshi
psAv
erag
e sc
ore
on
the
Stak
eho
lder
Su
rvey
– M
atch
Offi
cial
s As
soci
atio
ns3
30th
Apr
il 20
15
Man
age
Pro
vinc
ial a
nd L
oca
l G
ove
rnm
ent R
elat
ions
hips
Aver
age
sco
re o
n th
e St
akeh
old
er
Surv
ey –
Go
vern
men
t3
30th
Apr
il 20
15
Self-
man
agem
ent
Man
age
dead
lines
Ow
ners
hip
Ac
coun
tabi
lity
Self-
driv
enAv
erag
e sc
ore
on
‘Sel
f-m
anag
emen
t re
view
’
SP
EC
IAL
PR
OJ
EC
TS
(IF
AP
PLI
CA
BLE
) –
NO
T A
PP
LIC
AB
LE
Plan
ned
(or u
npla
nned
) spe
cial
pro
ject
s th
at c
ont
ribut
e si
gnifi
cant
ly to
ach
ieve
men
t of g
oal
s in
the
curr
ent p
erfo
rman
ce c
ycle
.
Proj
ect
Wei
ghti
ngD
eliv
erab
leM
easu
rem
ent S
tand
ard
Targ
et /
Anc
hor
Tim
elin
e
PE
RS
ON
AL
DE
VE
LOP
ME
NT
Out
line
spec
ific
actio
ns to
be
take
n to
impr
ove
per
form
ance
and
dev
elo
p w
hole
per
son.
Dev
elop
men
t Act
ions
to b
e ta
ken
by E
mpl
oyee
Dev
elop
men
t Sup
port
to b
e pr
ovid
ed b
y M
anag
er
AC
KN
OW
LED
GEM
ENT
By
sign
ing
this
form
, yo
u ac
kno
wle
dge
that
yo
u ha
ve re
ad, y
ou
unde
rsta
nd a
nd a
gree
to th
e co
nten
t of t
his
perf
orm
ance
co
ntra
ct.
Empl
oyee
: N
ame:
.....
......
......
......
......
......
......
......
......
......
.. Su
rnam
e: ..
......
......
......
......
......
......
......
......
......
......
......
......
......
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oyer
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ame:
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AN
NE
XU
RE
G
CRICKET SOUTH AFRICATRANSFORMATION PHILOSOPHY AND PLANS 65
EXEC
UT
ION
AG
REE
MEN
T: A
mat
eur
Man
ager
This
per
form
ance
co
ntra
ct o
utlin
es p
erfo
rman
ce g
oal
s an
d ex
pect
atio
ns fo
r the
yea
r ahe
ad a
nd s
erve
s as
writ
ten
com
mitm
ent o
f em
plo
yee
cont
ribut
ion
to th
e ac
hiev
emen
t of C
SA’s
str
ateg
ic v
isio
n an
d go
als
with
in th
e de
fined
val
ues
fram
ewo
rk.
Nam
e, S
urna
me
Dep
artm
ent
Posi
tion
Tit
leAm
ateu
r Man
ager
Line
Man
ager
CEO
or A
ffilia
te /
Ass
oci
ate
Bo
ard
Peri
od in
cur
rent
pos
itio
nC
ontr
act P
erio
d
ALI
GN
ME
NT
OF
IND
IVID
UA
L P
ER
FOR
MA
NC
E G
OA
LS T
O C
SA
’S V
ISIO
N, S
TR
AT
EG
Y A
ND
VA
LUE
S
Vis
ion
To m
ake
cric
ket a
trul
y na
tiona
l spo
rt o
f win
ners
; to
ens
ure
that
cric
ket i
s su
ppo
rted
by
the
maj
orit
y o
f So
uth
Afric
ans
and
is a
vaila
ble
to a
ll w
ho w
ant t
o p
lay
it an
d; to
pur
sue
exce
llenc
e at
all
leve
ls o
f the
gam
e.
Stra
tegi
c Pi
llars
Exce
llenc
e, D
evel
opm
ent,
Tran
sfo
rmat
ion,
Sus
tain
abili
ty a
nd B
rand
Pro
mo
tion
Valu
es
Ho
nest
y, P
rofe
ssio
nalis
m a
nd D
ilige
nce,
Mut
ual R
espe
ct a
nd F
airn
ess. P
ER
FOR
MA
NC
E G
OA
LS
Key
perf
orm
ance
go
als
or d
eliv
erab
les
to b
e ac
hiev
ed in
this
per
form
ance
cyc
le, t
akin
g in
to c
ons
ider
atio
n o
rgan
isat
iona
l and
dep
artm
enta
l str
ateg
ic p
lans
, hum
an a
nd fi
nanc
ial r
eso
urce
s.
SMA
RTE
R g
oals
pri
ncip
le: S
peci
fic, M
easu
rabl
e, A
gree
d, R
ealis
tic, T
ime-
boun
d, E
thic
al a
nd R
eco
rded
.Sc
ore
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ghte
d Sc
ore
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00
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ount
abili
tyO
utco
mes
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lsW
eigh
ting
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easu
rem
ents
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ets/
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hors
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dlin
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evie
w 1
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ac
coun
tabi
lity
scor
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w
eigh
ted
sc
ore
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ateu
r Cri
cket
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ogra
mm
es
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tive
Man
agem
ent o
f the
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embe
r’s s
trat
egic
pro
gram
me
obj
ectiv
es a
nd d
eliv
ery
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e Sc
ore
on
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9 el
emen
ts o
f the
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embe
r Pro
gram
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reca
rd
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/15
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0
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inci
al
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dem
y pr
ogra
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e –
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cus
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re o
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ncia
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cura
te a
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p to
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e su
bmis
sio
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epo
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port
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bmitt
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ont
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Hub
s an
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egio
nal
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orm
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entr
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cus
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ease
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and
qua
lity
of m
atch
es
15
# o
f co
mpl
eted
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ches
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yea
r ag
ains
t set
fixt
ures
per
age
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up p
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B /
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/15
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0
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nt ID
# o
f pla
yers
per
HU
B s
elec
ted
for
Rep
rese
ntat
ive
age
gro
up te
ams
330
/Apr
/15
# o
f pla
yers
per
RPC
sel
ecte
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r R
epre
sent
ativ
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e gr
oup
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pr/1
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a M
anag
emen
t
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tive
repo
rtin
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cord
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epin
g o
n Pe
form
ax10
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sco
re o
n th
e de
part
men
tal
com
plia
nce
with
the
min
imum
re
quire
d da
ta fi
elds
on
Pefo
rmax
330
/Apr
/15
0.0
0.0
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ncia
l m
anag
emen
t an
d pr
ogra
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e re
port
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tive
man
agem
ent o
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get
impl
emen
tatio
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ctua
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nd a
gain
st th
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pro
ved
budg
et
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bmis
sio
n o
f pro
gres
s re
port
s to
ac
tivat
e “T
he S
core
card
” ele
men
ts
Mem
ber S
core
card
co
mpl
eted
ac
cura
tely
on
a m
ont
h to
mo
nth
basi
s an
d si
gned
off
by
CEO
3M
ont
hly
Stak
ehol
der
Man
agem
ent
Man
age
CSA
Rel
atio
nshi
ps
5
Aver
age
sco
re o
n th
e St
akeh
old
er
Surv
ey –
CSA
Man
agem
ent
330
th A
pril
2015
0.0
00.
0
Man
age
Mem
ber R
elat
ions
hips
Aver
age
sco
re o
n th
e St
akeh
old
er
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ey –
Mem
ber C
EO o
r Bo
ard
repr
esen
tativ
e3
30th
Apr
il 20
15
Man
age
Mat
ch O
ffici
als
Asso
ciat
ions
Rel
atio
nshi
psAv
erag
e sc
ore
on
the
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eho
lder
Su
rvey
– M
atch
Offi
cial
s As
soci
atio
ns3
30th
Apr
il 20
15
Man
age
Pro
vinc
ial a
nd L
oca
l G
ove
rnm
ent R
elat
ions
hips
Aver
age
sco
re o
n th
e St
akeh
old
er
Surv
ey –
Go
vern
men
t3
30th
Apr
il 20
15
Self-
man
agem
ent
Man
age
dead
lines
Ow
ners
hip
Ac
coun
tabi
lity
Self-
driv
enAv
erag
e sc
ore
on
‘Sel
f-m
anag
emen
t re
view
’
SP
EC
IAL
PR
OJ
EC
TS
(IF
AP
PLI
CA
BLE
) –
NO
T A
PP
LIC
AB
LE
Plan
ned
(or u
npla
nned
) spe
cial
pro
ject
s th
at c
ont
ribut
e si
gnifi
cant
ly to
ach
ieve
men
t of g
oal
s in
the
curr
ent p
erfo
rman
ce c
ycle
.
Proj
ect
Wei
ghti
ngD
eliv
erab
leM
easu
rem
ent S
tand
ard
Targ
et /
Anc
hor
Tim
elin
e
PE
RS
ON
AL
DE
VE
LOP
ME
NT
Out
line
spec
ific
actio
ns to
be
take
n to
impr
ove
per
form
ance
and
dev
elo
p w
hole
per
son.
Dev
elop
men
t Act
ions
to b
e ta
ken
by E
mpl
oyee
Dev
elop
men
t Sup
port
to b
e pr
ovid
ed b
y M
anag
er
AC
KN
OW
LED
GEM
ENT
By
sign
ing
this
form
, yo
u ac
kno
wle
dge
that
yo
u ha
ve re
ad, y
ou
unde
rsta
nd a
nd a
gree
to th
e co
nten
t of t
his
perf
orm
ance
co
ntra
ct.
Empl
oyee
: N
ame:
.....
......
......
......
......
......
......
......
......
......
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rnam
e: ..
......
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......
......
......
......
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gnat
ure:
.....
......
......
......
......
......
......
......
......
......
......
.....
Dat
e: ..
......
......
......
......
Empl
oyer
: N
ame:
.....
......
......
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......
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......
......
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rnam
e: ..
......
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gnat
ure:
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CRICKET SOUTH AFRICATRANSFORMATION PHILOSOPHY AND PLANS66
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
CRICKET SOUTH AFRICATRANSFORMATION PHILOSOPHY AND PLANS 67
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.
CRICKET SOUTH AFRICATRANSFORMATION PHILOSOPHY AND PLANS 69
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