Strategic Plan 2013-2016 (pdf) - Warwickshire County Cricket Club

Warwickshire County Cricket Club 

Strategic Plan

Strategic Plan 2013-2016 

Introduction 

from the 

Chairman


proud traditions 

1.1 Introduction from the 

Chairman 

Our progress to date has been built on proud traditions, 

the hard work of all our staff and the support of a valued 

set of partner organisations. We value all of these 

elements and we are committed to building on the legacy 

we inherited in order to ensure we stay at the forefront of 

our sport and at the heart of the City of Birmingham. It is 

clear that whilst much has been achieved in recent times 

we still have to work harder to ʻwowʼ our Customers in 

what is an increasingly competitive leisure sector and 

embed ourselves in the hearts of more young people 

in what is a vibrant, multi-cultural City. 

We have therefore created this new strategy document to 

set out our overall vision and our main strategic objectives 

for the Club for the years 2013 to 2016. We also outline 

what we plan to do to achieve them and will share this 

document with our main partner organisations and 

funding providers. We have already consulted our staff 

and many stakeholders in pulling together this new 

document but we are committed to monitoring our 

progress towards the new goals we have set out and 

we will keep those same people engaged in the further 

reviews we undertake. In particular we will continue 

to work closely with the Warwickshire Cricket Board to 

ensure our policies are aligned. 

Following a period of unprecedented 

change the Club has successfully 

completed the redevelopment of 

Edgbaston stadium, secured its 

status as a Category A ground and 

regained certainty over the medium 

term supply of Major Matches. 

In addition the Club has restored pride in its playing 

performances and rounded out its business model to 

create a template which we feel can help us prosper in 

the longer term. During this period our actions have been 

guided by the strategic objectives set out in a document 

entitled ʻDeveloping Leadership in World Cricketʼ. Now 

that the majority of major milestones have been achieved 

we believe the time is right to re-state our plans for the 

next phase of our evolution into what we hope will make 

the Club and the venue the benchmark for excellence 

in English cricket. 

We hope that this strategy document will therefore enable 

all our stakeholders to understand why we do what we do 

and allow them to engage fully with us. It will provide a 

framework against which we can be held to account and 

will be linked into the performance measures we employ 

in our key areas of activity and into our staff performance 

appraisals. 

I trust that you will find it an interesting and informative 

read. Everyone at the Club is looking forward to the 

challenges ahead and we are committed to delivering 

sustained excellence across all areas of our playing 

and business activities. 

Norman Gascoigne 

Chairman 


1


Recent 

achievements 

and highlights 

2


location location 

2.1 Edgbaston stadium 

Hosted 47 Test Matches, 44 One Day Internationals, 

4 t20 Final Days and 3 international t20s over the last 

110 years. 

25,000 capacity stadium, redeveloped in 2010/11 to 

provide the Club with state of the art facilities for 

players & officials, media, spectators and non 

matchday event guests alike. 

Capacity for over 1,500 hospitality guests on both 

matchdays and non matchdays across 8 different 

hospitality/banqueting lounges. 

Situated in the 2nd biggest city in the country with a 

population of 1 million, 31,000 companies, 27,000 hotel 

beds, 3 universities, 1,000 shops, 450 schools and 200 

restaurants. A further 5.7 million people live within 

1 hourʼs drive of the stadium. 

Centrally located within easy reach of the motorway 

and mainline rail networks together with an 

International airport which links the City with over 100 

destinations. 

Edgbaston events bring up to 150,000 people into the 

City and generate an estimated £12 million direct 

economic benefit to the City/region. 

Unique Edgbaston atmosphere. 

England usually win at Edgbaston – England have only 

lost 2 matches at Edgbaston in the last 10 years! 

2.2 Recent achievements/ 

highlights 

Highlights on the field 

County Championship winners in 2012 and runners 

up in 2011. 

CB40 winners in 2010 and runners up in 2012. 

Success based on home grown, English qualified 

players. 

Highest Senior England PRFPs of any county in 2011 

and 2nd highest in 2010 and 2012. 

2nd most efficient Club in respect of playing staff costs 

over the last 5 years. 

Long serving, ex Warwickshire players in place across 

all senior coaching positions. 

78% occupancy for Test Matches and over 90% 

occupancy for other Major Matches staged at 

Edgbaston since 2001. 

One of the most iconic Test Matches of all time - 

England vs Australia at Edgbaston in 2005. 

1st global ICC event final in England to be staged 

outside of London to be hosted at Edgbaston in June 

2013 (ICC Champions Trophy). 

Success off the field 

Planning, funding and delivery of a world class stadium 

redevelopment project on time and under budget. 

Creation of the Edgbaston Experience joint venture 

with Compass Group and the subsequent growth in 

non matchday event, hospitality and retail revenues 

achieved to date. 

bringing 

150,000 

people into the city 

£12m 

in economic benefits 

Securing the Clubʼs Test Match status and medium 

term certainty over Major Match allocations. 

Simplification of the Clubʼs Committee structures. 

Development and investment in the Senior 

Management team. 

Significant improvement in the Clubʼs relationship 

with local residents via the creation of the Residents 

Liaison Group. 

Over £100k raised for the Clubʼs charity partners over 

the last 2 years. 

Working in partnership with WCB to facilitate over £1m 

of ECB grant aid and loans into Warwickshire 

recreational cricket since 2010. 

3


Mission, 

values and 

objectives 

4


values objectives 

3.1 Mission statement 

The Clubʼs stated ambition is to be world class on the 

field, both from the perspective of the performance of 

all the Clubʼs cricket teams and the operation of major 

domestic and international cricket matches. We also aim 

to operate a world class sports, conference and events 

business. This is summed up in the following mission 

statement: 

To be the best 

cricket business 

in the world 

3.2 Our values 

We will do our best to ensure that everything we do is 

governed by our agreed values and standards which are: 

Customer 

To put the Customer at the heart of everything that we do. 

There is a need for personal values and behaviours to 

match this stated focus as we move forward. All types of 

Customers need to have a truly excellent experience. 

Teamwork 

To work closely and collaboratively together; to support 

colleagues and to develop greater trust. 

A desire to listen, learn and improve 

To constantly challenge ourselves, listen to colleagues 

and Customers, develop new thinking and innovate. 

Passion, energy and drive 

To bring energy, drive and ambition to our activities. 

edgebaston.com 

Respect 

To respect our opponents on the field and our competitors 

off it. We will seek to be respected for the quality and 

integrity of what we do and for how we operate in all 

areas of our business. 

3.3 Strategic objectives 

Pursuant to the Clubʼs mission statement, we have set the 

following strategic objectives between 2013 and 2016: 

Cricket 

Consistently deliver strong performances in the major 

domestic competitions whilst regularly providing England 

players throughout the representative system and 

retaining a strong pipeline of talent, capable of delivering 

sustained success for the Club. 

Customer 

Achieve uniformly high levels of satisfaction ratings 

across all business offerings and Customer groups. 

Commercial 

Improve the underlying earnings in all revenue streams 

to meet the needs of the Business Plan, enhance the 

Edgbaston brand and achieve excellence in all aspects 

of our Customer offerings. 

Community 

Increase the use of Edgbaston facilities by engaging with 

all sections of the community. In particular we will actively 

develop programs with the WCB to engage clubs, schools, 

businesses and our community, recognising our ethnically 

diverse population. 

We also aim to operate the Club and Stadium in 

a socially responsible manner and become the most 

environmentally sustainable major cricket stadium in 

the country. 

People 

Improve and maintain the level of employee satisfaction 

and pride at working at Edgbaston whether employed by 

the Club or one of its main Partners. This will be 

measured by conducting and acting upon regular 

employee surveys whilst increasing the level of 

investment in training and development. 

Venue 

Maintain world-class facilities at Edgbaston as judged by 

Customer feedback and market comparisons across our 

main business sectors whilst improving operational 

efficiency and sustainability. 

5


Cricket 

6

4.1 Cricket 


Championship 

success 

Consistently deliver strong 

performances in the major domestic 

competitions whilst regularly providing 

England players throughout the 

representative system and retaining 

a strong pipeline of talent, capable 

of delivering sustained success 

for the Club. 

Note that the objective and specific goals in this area are 

aligned to the structure of the Clubʼs Cricket department 

under the Director of Cricket, namely the menʼs 

professional teams and the Club Academy. The Clubʼs 

involvement with all aspects of non professional cricket 

and its links with WCB are covered in the Community 

section. 

Our specific goals in relation to the period 2013 to 2016 

are as follows: 

Team performances 

1. To finish in the top four of the County Championship 

(Division 1) every year. 

2. To qualify for the t20 quarter finals every year with at 

least 1 appearance at Finals Day in the next 4 years. 

3. To qualify for the quarter final of the 40/50 over 

competition each year. 

4. To play hard, but always within the spirit of the game. 

Player development 

Coach development 

1. To have at least four level 4 qualified coaches by 

the end of 2013 and maintain this level throughout 

the period. 

2. To provide opportunities for existing players and 

coaching staff to develop their leadership and coaching 

skills in order that internal candidates have the potential 

to fill any coaching vacancies arising. 

Value for money 

1. To deliver strong performances on the field whilst 

operating within the Team Salary Payment limits. 

2. To “over perform” each year relative to the level of 

cricket salary spend as determined by the ECB FCC 

financial report. 

3. To operate in all cricket cost areas within budget. 

1. To have at least 2 centrally contracted England players 

throughout the period. 

2. At least 40% of the professional playing squad to 

be home grown, ie having come through the Club 

academy or having played the majority of their 

cricket locally. 

3. A minimum of 1 player (on average) per year to 

graduate from the Academy to a full time playing 

contract. 

4. To further develop the links between the Club and the 

WCB in order to maintain and enhance the pipeline of 

player talent entering the Club academy. 

7


Customer 

8


service satisfaction 

5.1 Customer 

Achieve uniformly high levels 

of satisfaction ratings across 

all business offerings and 

Customer groups. 

If we are to deliver a truly world class experience and 

service, the Customer has to be at the heart of everything 

we do. Each and every Customer that interacts with the 

Club must receive the best possible service. By doing 

this, not only will we drive Customer satisfaction and 

repeat business, but we will begin to build strong 

Customer loyalty and sustainable revenue growth. 

Customers have increasingly high expectations of how 

they should be treated. It is therefore important that we 

know who our Customers are, and what they like and 

dislike. During 2012 the Club has been working in 

partnership with ECB and its consultants, to develop 

a comprehensive, effective and efficient Customer 

Engagement Programme (“CEP”), designed to create 

a platform to communicate personally with each of our 

Customers. Whilst this exercise has been specifically 

targeted at our cricket Customers, in the context of this 

plan, we consider its principles to be relevant to all areas 

of our business. 

These are supported by the following 

goals driven primarily by the findings 

of the CEP Edgbaston specific research: 

1. Collate and activate an effective Customer database 

covering all aspects of the Edgbaston business. 

2. Develop and roll out products and services which drive 

further sales to Birmingham and Warwickshire 

postcodes. 

3. Increase the level of repeat ticket and membership 

purchases. 

4. Reduce the level of lapsed ticket and membership 

Customers. 

5. Accelerate the timing of major match ticket sales. 

6. Establish a baseline and set future targets for non 

matchday event feedback via the use of “Venue 

Verdict”. 

7. Achieve an overall hospitality feedback score of over 

90% each year. 

8. Establish a baseline and set future targets for 

matchday retail feedback via the use of “Feeling 

Satisfied” and ECB feedback tools. 

The overall principles which will underpin 

how we interact with our Customers are: 

1. Understand our core, occasional and casual Customers 

and exceed their expectations. 

2. Develop effective contact strategies specific to each 

Customer. 

3. Develop products that motivate and appeal to each 

Customer. 

4. Implement intelligent marketing that fits the Customer 

interests, preferences and needs. 

5. Deliver the best experience with excellent service 

standards that add value to the Customer on every 

occasion they visit Edgbaston. 

9


Commercial 

10


improved 

revenue streams 

6.1 Commercial 

Improve underlying earnings in 

all revenue streams to meet the 

needs of the Business Plan, enhance 

the Edgbaston brand and achieve 

excellence in all aspects of our 

Customer offerings. 

Our aim is to achieve a level of annual surplus that will 

allow us to reinvest in the cricket elements of the 

business, our community and the stadium infrastructure. 

We have set the following Commercial goals for the 

period 2013-2016: 

Guiding principles 

1. To implement and drive the new Commercial Strategy 

across our core areas over the next 12 months and 

ensure that the structures and processes are 

consistently followed. This will create the platform for 

sustainability and growth in all areas. 

2. Create higher demand to drive volume and early 

purchase of all of our products and services that 

ultimately results in Customer preference and loyalty. 

3. Grow the revenue streams in all areas by driving 

Customer confidence and experience and therefore 

repeat purchase and loyalty. 

These are supported by the following primary goals in 

each main revenue stream. Further detailed goals for 

each stream are set out later in the section. 

Ticketing 

1. Deliver a “full house” strategy in order to consistently 

deliver the highest MMD attendances outside London 

on a like for like basis. 

2. Increase attendances at Domestic matches by 10% by 

2016 on a like for like basis. 

Partners 

1. Deliver a naming rights package for the stadium to a 

value of at least £250k per annum during 2013. 

2. To develop and implement a clear Partner Strategy with 

a strong framework and structure that continues to secure 

commercial Partnerships that add value to our business. 

Membership 

1. Stabilise membership in 2013 and seek to grow 

membership numbers by 2016. 

Hospitality and retail 

1. Continue to improve the hospitality and retail sales 

offering and Customer experience in order to increase 

yield and maximise revenues for the Ashes Series 

in 2015. 

Non matchday events and conferences 

1. Grow the non matchday conference and event 

business year on year in order that it is at least a £3m 

revenue stream by 2016. 

Brand 

1. Review, agree and implement a consistent brand 

structure in 2013 that builds “Brand Equity”. 

11


Community 

12


Corporate Social 

Responsibility 

7.1 Community 

Increase the use of Edgbaston 

facilities by engaging with all 

sections of the community. In 

particular, we will actively develop 

programmes with the WCB to 

engage clubs, schools, businesses 

and ethnically diverse populations. 

We also aim to operate the 

Club and Stadium in a socially 

responsible manner and become 

the most sustainable major cricket 

stadium in the country. 

Our specific goals in relation to this area between 

2013 and 2016 are: 

Strategy development and 

implementation 

1. Development of a comprehensive CSR policy and 

strategy by the end of 2013. 

2. CSR policy and implementation to be reviewed 

regularly by the Clubʼs Management Committee 

and EEL Board. 

Community engagement 

1. A commitment to set up an Edgbaston Foundation 

during the period of this plan. 

2. Once the operating principles and model for the 

Foundation have been agreed we will set annual 

targets for the Clubʼs financial and value in kind 

contribution. 

3. To develop and implement with the WCB a formal plan 

of activities to increase the utilisation of the Clubʼs 

assets and staff (i.e., the Stadium, Edgbaston Cricket 

Centre, Visitor & Learning Centre and players) 

to encourage more people from all backgrounds, 

ethnicities and genders to play, participate in and 

watch the game of cricket. To start this process the 

Club needs to establish the current base line of 

activities and usage, set targets for increased use 

and monitor progress. 

4. Appoint a permanent Community Marketing Manager 

during 2013. 

Environment and social responsibility 

1. To optimise the Clubʼs energy usage over the next 4 

years together with putting a percentage of any savings 

made back into the community via the Edgbaston 

Foundation. 

2. Increase the waste recycling percentage at the stadium 

to 50% by 2013. 

3. To be a “zero waste to landfill” stadium by the end 

of 2013. 

4. Implement the Governmentʼs Responsibility deal for 

menus around the stadium from 2013 onwards. 

5. Continued commitment to responsible procurement – 

via locally based sourcing where possible. 

6. Roll out the accreditation of ISO 14001 

(Environmental Management) across the whole of 

the Clubʼs operations and review and validate the 

applicability of IS0 20121 (Event Sustainability 

Management) with a view to becoming one of the 

first stadiums in the country to implement it. 

13


People 

14


pride at working 

at Edgbaston 

8.1 People 

Improve and maintain the level 

of employee satisfaction and pride 

at working at Edgbaston whether 

employed by the Club or one of 

its main Partners. This will be 

measured by conducting and 

acting upon regular employee 

surveys whilst increasing the level 

of investment in training and 

development. 

Note that our specific goals in this area relate primarily 

to the Clubʼs executive and permanent employees. 

However, via the Clubʼs control of EEL and the G4S 

contract it will also ensure that its main Partners operate 

within the same framework for their permanent employees 

based at Edgbaston. 

Our specific goals in relation to this area over the period 

2013-16 are as follows: 

Employee surveys and satisfaction 

1. To design and implement an employee attitude survey 

process during 2013. 

2. Once the first results are reviewed and analysed in 

2013, a target for both response rate, attitude and 

turnover will be set to measure the Clubʼs annual 

progress. Each year an action plan will also be 

developed to address all significant issues which 

are flagged. 

Performance management 

1. All line managers will hold regular (at least quarterly) 

informal meetings with each individual to discuss their 

role and contribution. 

2. Half and full year appraisals will be completed each 

year for all employees to discuss their performance and 

formally agree objectives for the next 6/12 months. 

Learning & Development 

1. From 2014 onwards the Club will specifically allocate 

learning and development budgets for each operational 

area. Funds will be allocated on a case by case basis. 

2. Each performance appraisal will formally set out each 

individualʼs learning and development plan which both 

parties will commit to. 

Succession 

1. Establish a succession plan for all key positions and 

personnel within the Club. 

2. Look to add and replace the expertise of the Clubʼs 

Committees via appropriate nominations of Club 

members for election and the use of the Committeeʼs 

co-option powers. 

Pay & benefits 

1. To pay remuneration packages to its employees in 

line with the market rate for the relevant role and the 

employeeʼs qualifications, experience and performance 

2. To develop a comprehensive employee benefits 

package which is available to all employees. 

Equal opportunities 

1. To offer equal opportunities and be an attractive place 

of work to all existing and prospective employees and 

Committee members of all ethnic backgrounds, gender 

and age. 

Communication 

1. To regularly communicate with all staff based at 

Edgbaston via fortnightly Chief Executive Updates, 

6 monthly briefing sessions and an open informal 

working environment for everyone. 

15


Venue 

16


world-class 

facilities 

9.1 Venue 

Maintain world-class facilities at 

Edgbaston as judged by Customer 

feedback and market comparisons 

across our main business sectors 

whilst improving operational 

efficiency and sustainability. 

It should be noted that having recently completed such 

a significant capital project, the Club does not currently 

have any further major (>£1m) capital projects planned for 

the four year window of this plan. The focus therefore is 

on maintaining and operating the new facilities at a level 

consistent with their quality with the commercial and 

Customer objectives driving the required utilisation. 

Our specific goals in relation to this area over the period 

2013-16 are as follows: 

ICC Champions Trophy 

1. To deliver an operationally excellent ICC Champions 

Trophy in 2013 as assessed by ECB/ICC. 

ECB stadium accreditation /cricket 

operations 

1. To maintain throughout the period the highest stadium 

accreditation available from ECB for international 

cricket stadiums in England & Wales (currently “Model 

Category A”). 

2. Maintain our current world class status for cricket 

media facilities. 

3. Maintain our current world class status for playing 

facilities. 

4. Secure “very good” pitch assessments for the majority 

of Major Matches played at Edgbaston. 

5. Secure a top quartile ranking in the domestic pitch 

league table every year. 

Stadium and event management 

1. Maintain cost effective cleaning and building 

management regimes in order for the stadium to be 

presented and operate at a world class level. 

2. To operate a safe and secure stadium which complies 

with all applicable regulations for matchday and non 

matchdays. 

3. To operate Major Match days with a minimum of 

ejections and arrests as benchmarked against the 2012 

levels. 

4. To increase the sustainability of the stadium by 

implementing appropriate environmental policies and 

optimising energy efficiency. 

Future capital expenditure projects 

1. Upgrade the hospitality infrastructure of the Wyatt and 

Aylesford areas over the next 3 winters with final 

completion for the Ashes series in 2015. 

2. Work with ECB to identify an appropriate upgrade plan 

for the media areas outside of the redeveloped new 

Pavilion. 

Enabling Development 

1. Manage the wider re-development of the old Edgbaston 

site in order that the Enabling Development 

complements the quality of the site and does not 

negatively impact the nature of the Clubʼs operations. 

17


The County Ground 

Edgbaston 

Birmingham 

B5 7QU 

Tel: 0844 635 1902 

Club website: www.edgbaston.com 

Conference and events website: www.edgbastonstadium.com

Strategic Plan 2013-2016 (pdf) - Warwickshire County Cricket Club

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