Cricket Wellington exceeded their budgetary expectations for the 2001/02 year and achieved a surplus of $59,000 which was $50,000 more than expected, and representative of a $123,000 turnaround

Lynn McConnell13-Sep-2002Cricket Wellington exceeded their budgetary expectations for the 2001/02 year and achieved a surplus of $59,000 which was $50,000 more than expected, and representative of a $123,000 turnaround.Cricket Wellington (CW) chairman John Hunn said in Wellington’s annual report that revenues from New Zealand Cricket-funded programmes increased by $150,000, indoor training centre revenues increased by $50,000 and Pub Charities revenues increased by $100,000. However, these were offset by a decrease in membership income of $56,000.Hunn said that membership decline was attributable to competition from memberships at the WestpacTrust Stadium and other inroads into revenue generation were coming from other events on the Wellington entertainment market.”We have identified as a short-term priority the need to improve our outcomes in profiling of CW and our main brands, and in communications in general,” he said.In its business development, Hunn said business income had increased by about 25% in each of the last two years and this was despite the lack of continuity in the position of business development manager.”The organisation has embraced the latest data and web technologies and staff are rapidly gaining proficiency at information management via these mediums.”Our academy facilities are building a strong income base and it is planned to reshape the Wellington Cricket Trust to provide another link in our revenue generation chain,” he said.The work of CW’s operations committee had been successful in achieving a number of goals.”Delivery of services to club cricketers has improved markedly in the last 12 months and is subject to continued review and refinement. There appears to be growing levels of satisfaction with progress in this area among our stakeholders,” he said.A significant area of improvement is anticipated in women’s cricket while there was a much closer working relationship with local ground authorities in the region.In coaching and elite player development, Hunn said there had been a drive to increase the base level of elite players and this had resulted in a zonal trial system which concludes with the selection of representative and development squads from Standard Four to Form Three age groups.”This effectively doubles the platform on which our elite programme is built,” he said.”Improved use of technology is allowing tracking of player performances and development. Synergies between our Academy and the High Performance Centre and Otago University Sports Medicine Centre at the Stadium are being explored and utilised.”CW teams are experiencing great success in domestic competition from Under-17 level to first-class and there is a real drive in this area to expand the boundaries of what can be delivered in the Elite Player area.”Coaching systems and structures have been developed from a small informal base with the aim of providing 30 new coaches per year. We are on target to exceed this measure in 2002,” he said.Hunn expressed some frustration in the inability to achieve medium-term financial planning support from NZC.”John Hood in his second report to NZC in December 1998, ‘A Path to Superior Performance Revisited’ highlighted the priority which Associations must give to 3-5 year strategic planning as the basis of their operations.”CW is now strongly committed to this approach as the base for its operational planning but is still pressing for a similar level of commitment from NZC. In last year’s annual report we noted that ‘the Board has sought a review of its funding arrangements with NZC as the present business model forces CW to share in the trading risks of NZC each season to a degree which inhibits sound long-term planning and prudent financial management.'”Regrettably we cannot yet report success in these discussions although we are pleased to report that NZC substantially increased their annual funding to Associations this year.”Recent indications are that NZC is becoming supportive to the concept of a medium-term financial commitment to Associations to provide some in their planning,” he said.Wellington’s chief executive Ervin McSweeney said the year’s performance had been rewarding in many areas.”However, as we look ahead we cannot afford to ‘rest on our laurels'”We may not win major competitions every year but we are determined to set new benchmarks in delivery of cricket services, and to show initiative and leadership in all aspects of the game.”From a financial perspective the next period is going to be very challenging, but we are fortunate to have high quality facilities, an inspirational working environment and hopefully continued support and goodwill from many quarters,” he said.