W.I Cricket: A Makeover Proposal

The evolving nature of international cricket calls for a radical exploration of new forms of structure and organization that may be appropriate to the times and the ever changing dimensions of modern cricket.

In this discussion, Frank Subaran suggests an overall structure which may be appropriate to meet the new challenges. It attempts to examine the totality of the structure and organization that would be efficient and effective, without going too deeply into the detail. However, on some matters, and as the occasion warrants, an amount of detail, sufficient unto the task at hand, is included...

1. INTRODUCTION

1.1 Cricket has undergone many changes in recent times and is likely to undergo many more in the near future. Cricket has become a "popular" sport on an international scale, with many new countries taking up the game in earnest. It may not be long before cricket figures significantly in the extremely lucrative North American market.

As more and more countries play cricket, more money is attracted into the sport. And, as the stakes become higher, so too does the investment in the teams. The provision of the appropriate infrastructure becomes a priority. Science and technology plays an increasingly important role in training and preparation. Indeed, the whole business of training and preparation takes on dimensions which are proportionate to the gains that can be obtained.

1.2 In the West Indies cricket plays an extremely important role in the social, political, and economic life. The structure of cricket must be fashioned accordingly, to meet the difficult challenges as they arise, so as to ensure maximum participation in the rewards, in all its forms.

The West Indies is particularly endowed with many of the natural attributes applicable to cricket. The climate is ideal. West Indians are naturally endowed with the power, strength, rhythm, and flair, to be the finest cricketers in the world, as indeed they once were. It is the way West Indians play cricket that, in large measure, has made it a popular sport. In spite of the present doldrums in which West Indian cricket finds itself, it still attracts large audiences the world over. By dominating cricket, again, the rewards would be tremendous.

Thus, it will be necessary to explore new forms of structure and organization that may be appropriate to the times and the ever changing dimensions of modern cricket.

The discussion which follows is intended to suggest an overall structure which may be appropriate to meet the new challenges. It attempts to examine the totality of the structure and organization that would be efficient and effective, without going too deeply into the detail. However, on some matters, and as the occasion warrants, an amount of detail, sufficient unto the task at hand, is included.

1.3 At the start, a number of caveats should be expressed.

Firstly, it is not the intention to hit the nail on the head, dead center, first time. The structure described is intended to illustrate the general scheme of things, without asserting that all components are bound to optimal from the start. Fine-tuning and debugging, as in all designs, will become evident in the light of experience.

Secondly, it will be quite impossible to implement the scheme, as with any scheme, all in one go. In engineering terms, design is only the first stage. Implementation is a separate undertaking. The implementation of any plan or design is, indeed, a separate science in its own right. The implementation should follow the established disciplines of project management, including scheduling diagrams, flow charts, critical paths, and milestone markers. The implementation is dealt with again, briefly, in Paragraph 8 below.

Thirdly, whereas the totality of the overall scheme may appear overwhelming at first sight, this is the result of the scope of the endeavour. The totality of the scheme would not need to be implemented all at once. Indeed it would be prudent to adopt a "modular" approach in the implementation stage. In this way it will be possible to "test" various modules, as the implementation proceeded. And whereas there may be some urgency in getting the scheme started, it could take some time before all the elements were put into full operational status.

Finally, no structure or organization should be regarded as static. Because cricket is constantly evolving, because competition imposes the need for change, and because of the developments in the science and technology of cricket, there are powerful forces at work, demanding that any structure and organization be very well equipped to respond to the changing circumstances with "life-saving" alacrity.

2. THE ROLE OF GOVERNMENT

2.1 As previously intimated, cricket is of great importance in the life of the Caribbean peoples. It is potentially an extremely productive economic activity, which could provide income and employment to a large section of the population. As the popularity of cricket continues to increase on an international scale, the economic impact becomes massive, as does the potential to earn foreign currency.

2.2 International (Test) cricket in the West Indies is, by its very nature, a monopoly industry, and to derive the full economic benefits, regulation of some kind is required. Because of the multi-faceted importance of cricket to the West Indies, it would be appropriate to regard cricket as part of the West Indies' infrastructure (like electric power and telecommunications), and so, the legitimate concern of the governments of the territories comprising the West Indies. It is through regulation that adequate investment in the necessary facilities and equipment can be undertaken, and through which accountability can be achieved. Cricket would therefore be regulated by the governments of the West Indies, in accordance with a clearly defined mandate.

2.2 The role of government is, in essence, the salient feature of the proposal. It is the component of the structure which is likely to be most resisted, especially by persons and institutions which are likely to experience an erosion in their authority. However, in our present situation, it is seen to be an essential pillar. It will become evident that, while performing the functions of a Statutory Board of Directors, governments do not have any executive functions, and do not, therefore, have any role in the running and operation of cricket. Such a situation finds parallels in other "infrastructure" industries, as well as international organizations. Hence, the role of government, as proposed, is not unusual by any means.

Finally, the suggested role of government must be under constant review. Changes in the environment and in circumstances may necessitate greater or lesser involvement of governments. The usual course of events is that after the infrastructure has been established, and the industry matures to the point of self-sufficiency, such that it begins to experience growth and expansion that is sustained by internal momentum, the involvement of governments can be reduced or removed. In telecommunications, for example, once a country has become well serve by its infrastructure, and the industry can stand on its own footing, government must relinquish its involvement, and turn the industry over to entrepreneurial influences.

3. THE STRUCTURE OF CRICKET

3.1 The main elements making up the structure of West Indies cricket would be:

(i) The West Indies Cricket Council (WICC)

(ii) The West Indies Cricket Executive Authority (WICEA)

(iii) The Regional Cricket Authorities (RCA's)

These elements are described in more detail below. It will be seen that, but for the West Indies Cricket Council (WICC), the structure is not fundamentally different from that which exists today.

4. THE WEST INDIES CRICKET COUNCIL (WICC)

The West Indies Cricket Council (WICC) will be the governing body for West Indies cricket, and shall comprise the ministers of government (or their duly accredited representative) under whose portfolio the responsibility for the development of sports normally falls. WICC will perform the functions of the board of directors, which functions will be to establish policies, goals and objectives, and to rigorously conduct such reviews as will address the extent to which the goals and objectives have been achieved.

WICC could be established under the auspices of CARICOM, and would normally meet once per quarter.

While WICC will not be involved in the running and operation of cricket, it is through WICC that:

(i) the policies which are of benefit to the West Indies will be formulated

(ii) control, by way of detailed analysis and review, will be conducted

(iii) accountability will be achieved.

4.2 The broad objectives of WICC shall comprise inter alia

(i) Financial Objectives

To establish cricket as a viable economic activity, providing income and employment for a wide cross section of persons

To maximize foreign exchange earnings

(ii) Political Objective

To establish West Indies cricket as a major "force" in the world of cricket, such that it will have a strong and effective voice in the international cricket arena, and in the making of policies and decisions affecting international cricket.

(iii) Sociological Objectives

To establish cricket as a means of providing social exchanges between peoples at many levels.

To provide a means by which young people can constructively engage in a sport which instills the disciplines of life, such as application, fortitude, perseverance, practice, team spirit.

With regard to each of these objectives, and any others which might be deemed appropriate, WICC will prescribe the types of reports, and frequency thereof, which will be need to assess the extent to which the objectives are being met.

3. WEST INDIES CRICKET EXECUTIVE AUTHORITY (WICEA)

3.1 Commercial Mandate

The West Indies Cricket Executive (WICEA) will be responsibility for the running and operation of West Indies cricket. WICEA will in every way conduct its business in the manner of a commercial, for-profit enterprise, except for those instances where specific policy objectives espoused by WICC, extend beyond the scope of a strict commercial activity. In such cases, the financial implications must be clearly analyzed and sources of funding identified.

3.2 The Financial Arrangements

Each government that is a member of WICC will be designated an equal shareholder in WICC. All investment funds required by WICEA will be provided by governments. Governments may, in turn raise investment funds by any financial instruments available to them.

WICEA shall apply the income obtained from all its operations toward

(i) meeting the operating costs

(ii) providing the member governments with a rate of return on investment, which rate will be determined by WICC

(iii) establishment of a reserve fund for "special projects"

If necessary, WICC may authorize WICEA to raise funds by commercial borrowing.

3.2 The Chief Executive Officer (CEO)

The Chief Executive Officer (CEO) shall be appointed by WICC, to serve for a period of 4 years. In extraordinary circumstances, the CEO may be invited by the WICC to serve for an additional period of one year. The remuneration of the CEO will reflect the high level of responsibility which will be invested in the CEO for the management of this extremely crucial resource.

It will be of paramount importance that an eminently suitable person be selected for the post of CEO. The successful candidate MUST have "relevant" experience in the management of a commercial enterprise. This will be an INVIOLABLE prerequisite for candidacy.

Candidates for the post of CEO will be submitted to WICC by persons or groups of persons (hereafter referred to as "proposers"). The proposers will compile a dossier on their candidate, with particular emphasis on the suitability of the candidate for the post of CEO. The proposers will receive a stipend to assist in defraying the cost of submitting a candidate. The proposers' whose candidate is successful will be compensated with a finder's fee, in accordance with the norms of industry.

WICC will conduct the necessary reviews, including interviews of the candidates, as well as any other persons, who might shed light on the suitability of the candidate(s).

WICC will be required to issue a public statement justifying the choice of candidate for the post.

3.3 The West Indies Cricket Team (Windies): Department of the COACH (DoC)

It will be the responsibility of WICEA to select the teams which will represent the West Indies.

This responsibility will be embedded in the Department of the COACH (DoC).

The Coach of the West Indies cricket team will be appointed by the CEO of WICEA, and subject to ratification by WICC. The tenure of the coach would not normally extend beyond that of the CEO, so that an incoming CEO would always have the option of appointing a new coach. The tenure of the coach may, however, be extended by an incoming CEO, subject to ratification by WICC, without limitation on the period for which the coach would, or would have, served.

The coach will perform the functions of the general manager of Windies. He will be responsible for ALL matters relating to the selection, preparation, functioning, and operation of the team.

The coach will have budgetary authority to appoint two (2) assistant coaches. The coach will also have budgetary authority for the full time appointment of a doctor, a physiotherapist, a psychologist and a dietician.

The coach will be assisted by an administrative office, whose function it will be to deal with all matters of a logistic nature, such as travel and accommodations, disbursements of moneys, and the like.

The coach will have, therefore, the authority necessary to achieve results, and will be fully accountable and responsible for the performance of the team.

3.4 Department of Facilities (DoF)

WICEA will establish a Department of Facilities (DoF), whose function it will be to ensure that adequate facilities exist in the West Indies for playing cricket. DoF will compile and maintain a dossier on all the facilities available and will grade these facilities from A+ to D- according to their suitability for test cricket. Facilities rated below D- would not be listed.

WICC will determine the desired inventory of wickets and facilities in the Caribbean. This inventory will be aimed at providing top class facilities, including test-class facilities, so as to provide the INFRASTRUCTURE for the development of cricket, at all levels, THROUGHOUT the Caribbean.

Wherever possible, these facilities should be made appropriate for other sports, so that they are stadiums.

Wherever possible, these facilities should be made into social centers, as well, performing many functions. They might become the venues for social gatherings, fetes, shows, performances, pageants, and the like. They could be adapted into market places serving both local communities as well as the tourist industry. Thus, these facilities would both serve as community centers, with income-earning potential.

In this endeavor, it would be desirable to regard these facilities as rental commercial properties, similar to a shopping mall, say, and to tailor the management of such properties accordingly. The management of such properties would be a commercial undertaking in its own right. The management structure would comprise, inter alia, a general manager, a maintenance engineer, an accountant, and a marketing/sales manager.

It should nonetheless be recognized that some of these facilities, especially in the lesser-populated areas, will not generate an accounting profit. It will be the task of WICC to address each facility on a case by case basis, and to identify the funds which will be necessary to maintain these facilities in first-rate condition.

This will be one of the most important functions wherein WICC discharges its policy mandate. The provision of adequate facilities is rightly the prerogative of the political directorate, since it represents the investment of governments in the infrastructure of the Caribbean, from which the peoples benefit directly. The indirect benefits will manifest itself in providing the opportunity for youngsters from all walks of life to aim for the pinnacles of achievement.

3.5 Cricket (Sports) Academies

At one of the "central" facilities described in Paragraph 3.4 above, there should be facilities available for training in cricket and other sports, as appropriate. The management of these facilities would fall under the management of the facilities described in Paragraph 3.4 above. These academies would be equipped with all the facilities required for teaching, and in particular, computer and audio-visual facilities. These academies would also have a library of books on ALL aspects of sports, including books on health, diet and fitness, as well as books on the techniques and technical aspects of the various sports.

These academies would be so marketed as to attract business of the kind for which these facilities are suitable, such as training and seminars of all kinds, from all local as well overseas interests. The management would ensure that ALL the ancillary facilities which would represent a total "package", are available. Such ancillary facilities would include arrangements for meals, accommodations, entertainment, tourist activities, and the like.

With regard to the cricket training, programs would be developed for each territory by the Regional Cricket Authority, RCA (Paragraph 4 below), in consultation with WICEA, and would include courses on health and fitness, and elementary and advanced techniques in bowling, batting, and fielding.

Attendees for each of these courses would be determined by the RCA, who would ensure that the widest possible cross section of young cricketers benefit from the programs. As circumstances mediate, financial assistance would be given to attendees to enable then to attend courses.

3.5 Department of Legal Counsel (DoL)

One of the essential functions of WICEA will be to negotiate the terms and conditions of all contracts, and agreements affecting West Indies cricket. The DoL should be extremely well qualified in this endeavor.

3.6 The Archive

In addition to the normal functions of maintaining the archives of WICEA, another of the critical functions of WICEA could conveniently be assigned to the archives. This critical function is to compile video profiles on cricketers, for the purpose of teaching and evaluation.

Firstly, video profiles should be constructed, maintained and updated, on all West Indian cricketers. In this way it will be possible for coaches and instructors to examine the strengths and weaknesses of cricketers and take appropriate measures. It is essential that this be made an on-going process.

It will also be necessary to construct profiles of non-West Indian cricketers. Some of these profiles will be composed for the purpose of teaching good techniques. Others will serve the valuable purpose of evaluating opponents, and for developing appropriate strategies and measures for neutralizing those opponents.

3.7 Department of Marketing (DoM)

Another of the extremely important activities will be the marketing of West Indies cricket. To a very large extent, the income of WICEA, and especially the foreign exchange earnings, will depend on the success of its marketing endeavor. DoM will endeavor to publicize cricketing events to a large local and overseas market, AND WILL WORK WITH THE ENTIRE TRAVEL INDUSTRY TO ATTRACT MASSIVE AUDIENCES TO SUCH EVENTS. To the extent possible, DoM will try to arrange, in collaboration with the entertainment and tourism industry, a "package" of activities for overseas visitors.

DoM will ensure the widest sales and distribution of the widest range of cricket souvenirs and memorabilia.

The West Indies Cricket Manual

One of the most important functions of WICEA will be the production and distribution of a cricket manual. Aside from any other teaching manuals which might exist or be produced, the purpose of THIS MANUAL will be specifically to foster the development of West Indies cricket. The manual will accordingly be "pitched" at the schoolboy, and will be so designed, that these budding cricketers will be able to make a start on their own. They can then be later taught the more advanced aspects of the game. The manual will, in fact, be one of the tools for building the cricket infrastructure.

Firstly, the manual will show the basic principles and techniques of batting, bowling, and fielding, with copious, eye-catching illustrations.

The manual will deal with the disciplines of the cricketer: sacrifices, personal habits, strength of character, nutrition, exercises, training.

The manual will be interspersed with photographs of the legends of West Indies cricket and world-wide cricket, and on the back of the photographs, there will be a biography, describing their background and contribution to the world of cricket.

The manual should be designed to be the pride and joy of every West Indian youngster, and would be suitable as a gift or prize.

The manual would be produced by a team of professionals of the absolutely highest caliber.

The responsibility for the production, distribution, and MAINTENANCE of the manual, might appropriately be assigned to DoM, although it could be assigned elsewhere.

The manual should be "subsidized" by the governments of the Caribbean, so as to put it within reach of its intended audience.

3.8 The Office of Internal Auditor and the Ombudsman (OIAO)

The internal auditor will be appointed by WICC and will provide pro forma reports to WICC on prescribed aspects of the performance of WICEA. It will be the mandate of the internal auditor to ensure that WICEA functions efficiently and effectively with regard to all its practices and procedures, including those that are financial and administrative.

The Ombudsman will likewise be appointed by WICC and will report to WICC, but only as occasion necessitates. The ombudsman main function will be to assist in the resolution of conflicts, and particularly those relating to the discharge of administrative authority.

3.9 Areas of Potential Conflicts

It is worth mentioning at least two of the areas of potential conflict. The first is with respect to the CEO versus the Coach. The position of Coach is and extremely important one, a very visible one, and a very vocal one. The temptation will be for the Coach to become a victim of his own perceived importance, to become a "prima donna", to the extent of undermining the superior authority of the CEO. By making the coach an appointee of the CEO, such conflict may be minimized.

The other is between WICEA as a whole (and the CEO in particular), on the one hand, versus the Internal Auditor, on the other hand. In great measure, the Internal Auditor is the on-premises watchdog of WICC, reporting to WICC on the practices of WICEA. The temptation will be for the Internal Auditor to become over zealous, to unduly and improperly "exercise its authority". In this regard, the Internal Auditor will be expected to observe proper restraint. Great care will need to be exercised by WICC in choosing the person appointed to head the office of the Internal Auditor, and the requirement to exercise appropriate restraint, should be always observed.

The usual conflicts which arise in all types of organizations can also be expected. Formal and effective internal procedures for resolving these conflicts must be put in place. The office of the ombudsman (Paragraph 3.8 above) provides only one channel for the resolution of conflicts. The more formal external mechanism will be through recourse to the courts.

One of the most debilitating diseases which affects enterprises of this kind, manifests itself in the selection and appointment of personnel. The temptation is to corrupt the process with nepotism, cronyism, favouritism, and patronage. The result of such corruption has been, and will continue to be, the ruination and demise of many well-intentioned enterprises. It will be the duty of the ombudsman to exercise careful and specific vigilance in this matter.

4. THE REGIONAL CRICKET AUTHORITIES (RCA's)

The conduct of cricket in the regions will continue to be governed by the Regional Cricket authorities, with one extremely important proviso: the minister of government responsible for sport will be an ex-officio member of the RCA. In this way, and by this artifice, a very powerful tool will be provided with which to "harmonize" the objectives of WICC (of which the minister of government is a member), with the objectives of the RCA's. One of the areas in which this harmonization will be most important, will be in the development of sports facilities (Paragraph 3.4 above). The minister of government will also provide the link between WICC and the other sports in the Caribbean. This link will be important and relevant to, say, The Faculty of Sports Medicine, and The Faculty of Sports Technology (Paragraphs 5 and 6 below).

5. THE FACULTY OF SPORTS MEDICINE

WICC in collaboration with the authorities responsible for other sports in the Caribbean will establish at the University of the West Indies (UWI), or other appropriate location, a Faculty of Sports Medicine.

All of the different forms of sports would contribute to the funding of this faculty.

In view of the importance of sports to the entire Caribbean region, the aim should be to establish a Faculty of the highest possible international caliber.

The faculty would cover such areas as orthopedics, training and fitness, diet and nutrition, and psychology.

6. THE FACULTY OF SPORTS TECHNOLOGY

WICC in collaboration with the authorities responsible for other sports in the Caribbean, will establish at the University of the West Indies (UWI), or other suitable location, a Faculty of Sports Technology.

All of the different forms of sports would contribute to the funding of this faculty.

This faculty would keep abreast of the developments in sports technology, including diagnostic and training technology.

The faculty would also conduct its own research and development program, appropriate to the needs of the Caribbean.

In particular, as regards cricket, the faculty would seek to develop a cricket ball cannon, capable of firing a cricket ball at speeds of up to 200 kph. The faculty would also devise means of modifying a cricket ball, by asymmetric weighting, fluting, roughening, and such like, in order that the ball may be thrown in such a way as to produce exaggerated swinging, breaking, and turning.

7. THE WEST INDIES CRICKET LEAGUE, AND SUCH

It has become clear that in order that West Indies cricket be fully equal to, and competitive with, the rest of the world, a professional cricket league of the type that exists in the other great cricketing countries will be required. Indeed, it is hard to escape the observation that for the period during which Windies were invincible, nearly all, and at times, all of the players were participating in professional league cricket overseas.

With the infrastructure described above, and with the support of WICC and the RCA's, such a league should be established. In the early stages sponsorship and subsidies may be required, but a professional league would, in time, sustain itself.

In developing a professional league, WICC in collaboration with the RCA's will need to give form, structure, substance, and sustenance to the totality of the PROGRESSION of cricket.

This progression starts with school cricket, which should rightly be regarded as the spawning ground of the future greats of West Indian cricket. WICC and RCA's will develop a program for the advancement of school cricket, which program will include adequate coaching, facilities (good wickets and equipment), teaching the history and importance of cricket and the associated disciplines, and visits by the legends of West Indies and world cricket (who would autograph copies of the West Indies Cricket Manual for the youngsters). The tremendous value of these visits in providing encouragement and inspiration to youngsters cannot be overestimated.

From school cricket, the progression would lead naturally to the professional league, then on to inter-territory cricket, and finally to West Indies test cricket.

It will be immediately evident that the professional league is an absolutely essential component of this progression. Without a professional league, West Indies cricket will experience a premature "narrowing" of the pool of high-class cricketers.

It will be a challenging undertaking to establish a professional league. However, it is one of the most important elements in the structure of West Indies cricket. In fact, it is difficult to see how West Indies cricket can survive at the international level, without the existence of a professional league.

8. IMPLEMENTATION

As indicated in the Introduction (Paragraph 1 above), it will not be possible to implement the proposed structure (or any structure, for that matter) either quickly or piecemeal. Many well-designed structures have fallen as a result of inadequate planning at the implementation stage.

The implementation is, in fact, a separate science and a separate undertaking. The best approach would be to implement the scheme in a "phased and modular" form, wherein those elements which, for the purpose at hand, have some independence, and can be identified and separated. Each would be implemented and checked for proper operation. All these strategies would be exposed, once the implementation phase was addressed in earnest.

Frank A Subaran
01 January 2003

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