Presentation by the United Cricket Board of South Africa to the Parliamentary Portfolio Committee on

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Presentation by the United Cricket Board of South
Africa to the Parliamentary Portfolio Committee
on Sports and RecreationSeptember 3, 2002

• UCBSA Presentation Group
• Gerald Majola, Chief Executive Officer
  (Presenter)
• Rob Kurz, Vice President
• Ray Mali, Executive Committee Member, Chair
  Development Committee
• Chris Day, Transformation Consultant

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Introduction

• At the start of this presentation, I believe it
  is necessary to sketch some history and
  background regarding the United Cricket Board of
  South Africa, so that our transformation and
  development policies are seen in context.
• The United Cricket Board was formed in 1991 and
  gained admittance to the International Cricket
  Council that same year.
• This followed after more than 100 years of
  division in South African cricket, based in the
  main on racial lines.
• The unification of South African cricket came
  about because of the then impending
  democratisation of our nation.

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Introduction (continued)

• Our acceptance as a member of the ICC so early in
  the nations democratic process was due almost
  entirely to the timely intervention of President
  Thabo Mbeki, who was then directing foreign
  affairs for the African National Congress.
• In support of our application, Thabo Mbeki wrote
  a letter to the Foreign Ministers of the
  cricketing nations of the world and the ICC. In
  this letter he said the following, and I quote
• A positive decision in this regard would play a
  crucial role in encouraging forward movement
  within South Africa towards the complete
  desegregation of sport in general. This, in
  turn, would have the important impact on the
  processes in which we are engaged, directed at
  moving millions of South African people,
  including the youth, towards a non-racial and
  democratic order and a peaceful and stable
  society.

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Thrusts

• It is this vision by President Thabo Mbeki for
  South African cricket that has been the
  foundation of the transformation policies of the
  United Cricket Board of South Africa, and it is
  entrenched in our constitution.
• Based on this vision, the United Cricket Board
  established four thrusts
• Firstly, to broaden the base of cricket
• Secondly, to bring new opportunities to the
  previously disadvantaged youth
• Thirdly, to redress the imbalances of the past
• And fourthly, to make South Africa the worlds
  top cricketing nation.

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Steps taken in first five years

• The first five years of the United Cricket
  Boards existence saw three giant steps taken
• The implementation of a national development
  programme by Dr Ali Bacher and the late Khaya
  Majola
• The successes of our national Protea team against
  the worlds best
• The emergence of players of colour in the
  national team.
• The development programme is structured in such a
  way that it gives entry to all who want to play
  the game and provides development for all in what
  we call the game for all.

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Finance

• On the finance side, we have an operating income
  this year of R197 million, and of this we give
  R154 million to the provinces to develop cricket
  nationwide.
• Our annual grant from the Government is R250,
  000, which does give perspective in terms of
  practical development support in the relationship
  between the UCBSA and the Ministry of Sport and
  Recreation.
• By far the largest of our income goes into
  development projects in previously disadvantaged
  communities and we are about to build our 1000th
  cricket facility soon.
• Unfortunately, the Governments contribution is
  miniscule compared to our development
  contribution, but we are confident this will
  improve in terms of facilities in the future.
  This is going to be important if cricket is going
  to be more mass based than it is right now,
  because facilities hold the key to growth in new
  areas. The United Cricket Board would like to
  make a separate presentation to this Committee in
  the future in this regard.

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Reviewing Process

• After five years of operation since its birth in
  1991, the United Cricket Board decided to take
  stock of itself and to see whether the vision of
  its pioneers and the vision of Thabo Mbeki for
  the role cricket should play in the new South
  Africa was being properly implemented.
• This scrutiny involved a self-imposed,
  self-generated and self-funded two-year process
  of national transformation seminars involving
  more than 1 000 stakeholders in South African
  cricket.
• These seminars became crickets Truth and
  Reconciliation Commission at which all the hurts,
  blood, sweat and tears of the past came to the
  fore.
• After this cleansing process, a national
  transformation seminar was held and this led to
  the adoption of a far-reaching Transformation
  Charter and Pledge to the Nation by the United
  Cricket Board at the National Vision Conference
  in November 1998.

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Transformation Monitoring

• A four-year plan was drafted in which 10
  Transformation Thrusts and Target were set.
• Common to all of the Thrusts were the key factors
  of Redress and Representivity and a
  Transformation Monitoring Committee was formed to
  monitor the process for the next four years.
• At the end of this four-year process, the United
  Cricket Board organised a national Consolidation
  Conference in July of this year to take stock of
  the transformation process and to move into the
  next decade of South African cricket, based on
  these transformation foundations.

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Pre- Conference Preparation

• To prepare for this conference, both the CEO and
  Transformation Consultant of the United Cricket
  Board undertook a tour of the provinces to find
  out what issues should be debated at the
  conference and what new challenges faced cricket
  in this new decade of operations.
• During this tour, provincial stakeholders were
  consulted and these included presidents, board
  members, CEOs, development managers, coaches,
  selectors, players and transformation committees.
• From these discussions, seven major issues were
  recommended as the basis for the conference and
  within each issue, there were several points for
  debate.
• A report was drawn up and distributed in advance
  to delegates who were attending the conference.
  In addition, the final audit report from the
  Transformation Monitoring Committee was also
  distributed prior to the conference.
• Delegates were asked to study the documentation
  and were mandated to attend the conference as
  decision makers in formulating recommendations to
  be submitted to the General Council of the United
  Cricket Board for approval on these issues.

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Seven Topics and Related Questions

• The seven topics and the related questions were
• 1) Quotas
• a) Should quotas stay in use at the level of
• The National Team
• - Professional (senior) cricket
• - Amateur cricket?
• b) What do we do next at
• Provincial level
• National level?

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Seven Topics and Related Questions (continued)

• 2) The Changing Paradigm of Transforming South
  African Cricket
• a) What are the emerging transformation needs
  of the United Cricket
• Board?
• b) What will be the appropriate action for each
  of the needs identified
• above?
• 3) Our Tarnished Image
• a) What is the image we want to portray?
• b) What should we do to restore our tarnished
  image and achieve our
• desired image?

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Seven Topics and Related Questions (continued)

• 4) Re-launching SA Cricket through the ICC
  Cricket World Cup 2003
• a) What should World Cup 2003 do for SA Cricket
  to rekindle the
• nineties?
• b) What are the key messages we should be
  communicating to our
• supporters through this event?
• 5) Commercial Viability
• a) How can we make more money for cricket?
• b) What are the five conditions to be satisfied
  in order to ensure long-
• term commercial viability?

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Seven Topics and Related Questions (continued)

• 6) Developing Community Cricket
• a) How do we grow and reinforce cricket in our
  existing cricket
• communities?
• b) How do we reach out and activate cricket in
  emerging and new
• communities?
• c) How do we market cricket to these
  communities in such a way that
• we develop interest, ownership and heroes
  at a local level?

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Seven Topics and Related Questions (continued)

• 7) Capacity Building
• a) What practical suggestions can be made to
  fast track our Black
• African players?
• b) Why are we not succeeding with our process
  of delivering quality
• coaches and what corrective action should
  we take?
• c) What should we do to develop our management
  and staff to
• ensure that we have competent, accountable,
  professional cricket
• administration?
• d) What should we do to ensure that our
  respective Boards comply
• with corporate governance requirements?

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The Conference

• The Consolidation Conference was attended by
  150 delegates, representing all of South African
  crickets stakeholders and they were all fully
  prepared for the issues at hand, which they
  themselves had initiated during the tour of the
  provinces by the national CEO.
• An invitation was also extended to the Department
  of Sport and Recreation, the National Sports
  Commission and the Chair of this Committee to
  attend. Only a delegate from the Sports
  Commission attended. I believe the Department of
  Sport missed an opportunity to attend what was
  always going to be a watershed meeting for South
  African cricket.
• I would like to emphasise that the United Cricket
  Board always invites the Department of Sport to
  its major national conferences. Is is also
  policy that all findings or recommendations from
  national conferences, as well as all media
  releases, are sent to the Ministry of Sport.
• The Consolidation Conference was held over three
  days and was preceded by a briefing on the
  conference to the national cricket media.
• The first session dealt with the final report of
  the Transformation Monitoring Committee as well
  as a report by myself on transformation issues in
  the provinces.

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CEOs Report

• My report contained an Executive Summary that was
  backed up by extensive data relating to
  transformation statistics.
• I quote the following extracts from the Executive
  Summary of this report
• Looking at the overall statistics as well as the
  purposeful directions of a new (black) UCB
  leadership, it can be concluded that the UCB has
  internalised transformation during the past three
  years. We have seen, inter alia
• 1) the base continuing to expand with
  increasing numbers of cricketers,
• especially black participants
• 2) youth tournaments and teams in many cases
  comfortably surpassing
• the 50/50 situation and
• 3) glass ceilings finally being shattered at
  the top national playing and
• administration levels. From the CEO and
  Directors to the President and
• provincial presidents constituting Council
  to the selectors and sub-committees,
• there has been a major demographic
  turnaround. Also significant, is the
• increase of around 200 in black players at
  the first class and international
• level (which is 50 over the targets,
  namely 66 players last season against a
• goal of 44), and I end quoting this
  extract.

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Statistics of Players Representivity

• The statistics of players representivity were as
  follows
• National Team
• 37 / 63 - Highest number per season yet
• Provincial Teams (Standard Bank and
  SuperSport Series)
• 32 / 68 - Highest number ever 50 over 3
  years of 44 players
• Bowl Level
• 100 / 119 - More than 100 over goal of 44
  in year 2
• (46 / 54)
• Under 19 Level
• 71 / 67 (minus EP status) - 6 Players per
  team-goal surpassed
• (51 / 49)

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Statistics of Players Representivity (continued)

• This is an important extract, because the
  statistics and findings highlight the fact that
  the South African cricket system is now producing
  enough black players to warrant merit selection
  to senior representative teams and that
  transformation has been internalised as an
  on-going process.
• The shortcomings that the report outlined were in
  other sectors of South African cricket, namely
  umpiring and Black African representivity at some
  levels in certain provinces.
• These shortcomings were also reflected in my
  report on provincial transformation, as well as
  my recommendations for improvement.
• After the transformation report was tabled, there
  was a ceremonial handing over of the
  Transformation Monitoring Baton to myself,
  symbolising the full-time internalisation of
  transformation to the United Cricket Board
  structures.

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CEOs Address

• I addressed the conference and said the
  following
• The United Cricket Board of South Africa is
  embarking on a new era following its first 10
  years of existence.
• The first period was marked by four main
  achievements
• - The implementation of a national development
  programme
• - The return of South African teams to the
  international arena
• - The emergence of players of colour into the
  national team and
• - The implementation by all stakeholders of the
  Transformation Charter.

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CEOs Address (continued)

• The first era was based on the principles of
  reconciliation and development and these
  principles will remain as the foundation of this
  new chapter, based on sound business principles
  and a return on investment in everything we do.
  The time has come for South African cricket to
  ensure that transformation is focused on
  sustainable delivery, especially when it comes to
  redress and representivity.
• A lot of work still has to be done with regard to
  Black African representivity at all levels of the
  game. The new business plan will address primary
  issues such as
• - Delivery of achievable targets
• - The pursuit of excellence
• - Commercial sustainability and
• - Being a truly representative cricket nation of
  winners.
• I believe that we can move forward with
  transformation as a results-based mechanism to
  make us the worlds best cricket nation by
  optimising ALL the resources available to us,
  both human and financial.

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CEOs Address (continued)

• Accountability is now critical. We need to hand
  back the administration of the game in South
  Africa to its executive structures. There has
  been a tendency of late to fudge the distinction
  between policy and operations. To me, this is a
  simple and clear issue the General Council is
  responsible for policy matters and the CEOs are
  responsible for operations.
• Our challenge is simple we have to produce
  national cricket teams that win most of their
  matches and we have to build cricket teams that
  reflect the make-up of our nation.
• This is our challenge. This must be our legacy.
  The time for rhetoric questions is over. Lets
  go out and do it together. Lets do it through
  teamwork. Lets go out and win. Lets embrace
  Operation Teamwork.

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