The work of the Foundation is aligned to meeting the requirements of the Inspiring Gloucestershire Strategy (2020-2024) and the ECB's Cricket Partnership Agreement
Mission Statement
To develop a fun and enabling environment in which more people in Gloucestershire play and are involved in cricket.
The work of the Foundation is born from three key areas:
- Requirements from key partners
- The needs of people in Gloucestershire
- Additional work that it is believed will benefit the game
In 2019 the Gloucestershire Cricket Board extensively consulted with all partners connected with the game to find out what they wanted and needed from the sport. This consultation included working with all working groups and cricketing organisations, sending surveys to all cricket clubs and community groups, away days with staff, Directors and key individuals, whilst also communicating with the voluntary workforce of Gloucestershire (Coaches, Umpires, Scorers, Groundstaff, Club and League Volunteers).
The result of the game wide consultation was the production of ‘Inspiring Gloucestershire 2020-2024’. The strategy is one for the whole of cricket in Gloucestershire (professional and recreational) but there are very pertinent sections aligned to solely the recreational game. The tables in the section below identify key activities and objectives for the Gloucestershire Cricket Foundation to meet over the next four years. There has already been significant progress in many of which we are extremely proud.
| Activities / Objectives: Be known for representing our locality and communities |
|---|
| Use cricket as a tool to deliver social impact programmes |
| To ensure that at all times we reflect the views and values of our local communities |
| Actively engage with diverse communities that represent the true make-up of the region we represent |
| To consult regularly with our local communities and stakeholders |
| To support key stakeholder initiatives (e.g. Bristol City Council) in tackling City/Region-wide challenges |
| Activities / Objectives: Grow the urban officer |
|---|
| Increase the number of opportunities to participate in cricket in Bristol |
| Increase the number of opportunities to participate in cricket in Gloucester |
| Develop a strategy for Bristol and Gloucester which actively engages with diverse communities |
| “Own” Bristol with a specific strategy that works for all stakeholders |
| Employ an Urban Development Officer |
| Improve and further develop community engagement programmes which both use cricket and local cricket assets to improve the lives and well-being of many in urban communities |
| Connect and engage with more partners/organisations to deliver cricket and community programmes |
| Influence key partners to invest in urban facilities |
| Work with Bristol and Gloucester City Councils to achieve sport and physical activity objectives |
| Activities / Objectives: Create a stronger and safer club and league network |
|---|
| Identify ‘clubs at risk’ and apportion dedicated support |
| Retain and grow the number of teams and clubs actively offering cricket |
| Produce a facility strategy for the recreational game |
| Ensure the league cricket offer is relevant and appropriate |
| Improve standards of safeguarding across Gloucestershire Clubs |
| Develop and support family-friendly and female-friendly facilities |
| Work with clubs to ensure equal opportunities - influence a cultural shift |
| Produce a volunteer strategy |
| Say ‘Thank You’ more often - Increase in reward and recognition events |
| Produce an Officials Strategy |
| Increase the number of active coaches working across Gloucestershire |
| Increase the number of courses that volunteers are able to access |
| Increase the number of volunteers that attend GCB courses |
| Provide Club Development support to create more ‘ready to invest in’ clubs |
| Activities / Objectives: Provide an inclusive participation pathway |
|---|
| Provide an offer with alternative formats to grow participation |
| Influence cricket offer to align to National Programmes and formats |
| Double participation in Primary Schools |
| Increase the number of schools receiving ‘full’ programmes |
| Increase the number of clubs with a junior section |
| Develop retention strategies for identified problem age groups |
| Put bats and balls in to more children’s hands in non-traditional environments |
| Produce a strategy to grow participation and competition in secondary schools |
| Increase the number of clubs with girls and / or women’s sections |
| Deliver a schools secondary programme linked directly to women and girl’s clubs |
| Increase the number of All Stars centres |
| Annually grow Dynamos centres |
| Annually grow girls-only Dynamos centres |
| Increase participation in disability cricket |
| Activities / Objectives: Provide an excellent and inspiring elite cricket pathway |
|---|
| Ensure all potentially elite players are treated and developed equally regardless of background, gender or ability |
| To be a top four team in the new regional Women and Girls structure |
| Increase the number of connections between the professional and recreational games |
| Create a platform that enables positive interaction between relevant stakeholders |
| Increase investment in Girls County Age Group cricket |
| Sustain current disability teams and grow new teams |
| To create role models who are capable of inspiring people both on and off the pitch |
| To ensure that players and coaches are provided with the best tools, equipment and facilities in order to develop and progress to their full potential |
| Activities / Objectives: Financial sustainability and growth |
|---|
| Increase investment in to the recreational game from organisations ‘outside of cricket’ |
| To ensure full compliance with all appropriate measures relating to financial management and governance |
| Increase the number of partners who directly link to saving the recreational game money |
| To manage all expenditure budgets in line with best practice alongside financial means |
| Produce a recreational game Digital and Marketing Strategy |
| Activities / Objectives: Clear and exemplary governance |
|---|
| Adhere to the Gold standard of ‘ECB, a good governance guide’ and be a leader in this field |
| To create a culture underpinned by a clear set of values based on excellence and enjoyment |
| Complete the staffing structure to align to the five year strategy |
| Develop and launch a leading Charitable Foundation |
| To create role models and leaders at all levels of the organisation |
| To create a support network and working environment that goes beyond the norm and develops and inspires all staff |
| To achieve an industry leading benchmark such as Investors in People |