mcc strategic plan - lord's - the home of cricket€¦ · mcc strategic plan a summary ......

MCC

StrategiC PlanA Summary

2013-2022

February 2013

c o n t e n t s

Why MCC needS a StrategiC Plan ................................................................................ 4

the ProCeSS ............................................................................................................................. 5

the Context........................................................................................................................... 6

What iS MCC For? .................................................................................................................. 8

MCC’S ValueS ........................................................................................................................... 9

MCC’S MiSSion........................................................................................................................ 10

our goalS and StrategiC PrioritieS ...................................................................... 11

the next StePS ..................................................................................................................... 20

What We Will do diFFerently ..................................................................................... 21

m c c s t r a t e g i c p l a n 2 0 1 3 - 2 0 2 24

W h y M c c n e e d s a s t r at e g i c P l a n

MCC is the world’s most active cricket club and lord’s

the game’s most cherished ground.

the Club’s ability to host major matches, the

preservation of its assets, and its global standing – as

a private members’ club with a public responsibility,

acting for the good of the game – are second to none.

these undoubted strengths, however, should not foster

complacency – first because there is always room for

the good to become great, and secondly because there

still remain significant barriers to achieving excellence

in all facets of the Club’s activities. MCC is at its best

when it combines tradition and innovation; the Club

must plan and prepare itself for the future whilst

drawing on the strengths of its past.

With a turnover approaching £50 million, the

Club is an operation of a significant size, and the

complexity of the external environment heightens

the need for the Club to have a plan to provide a

framework for decision making. a plan on its own

is not, of course, a panacea, but it will provide

an excellent context to aid communication with

Members, partners and our staff.

on a major match day, MCC employs in excess of

1,000 casual staff, and they currently have little idea

what the Club stands for, what its values are and what

those values should mean to them. the Plan will play

a very important role in explaining the direction of

the Club to all our staff, many of whom contributed

to the content.

it will also be the catalyst for a detailed business plan

which will be generated from the goals and strategic

priorities set out in this document.

in this plan there are many references to “customers”.

a customer is defined as anyone who has contact with

MCC – from the Members who own the Club to the

global audience visiting lords.org.

during the anticipated life of this plan, MCC must

secure the best possible package of major matches,

protect itself in a difficult economic climate by

strengthening and diversifying its income streams, and

redevelop lord’s. indeed, at present, the Club has an

opportunity to set the standard in england and Wales

for the facilities required to provide the best playing,

spectating and customer experience in cricket.

Without a strategic plan MCC has still, in many respects,

performed well. With one it can fulfil its potential as a

private members’ club, a ground authority and an

independent conscience within the game.

m c c s t r a t e g i c p l a n 2 0 1 3 - 2 0 2 2 5

t h e P ro c e s s

this plan will prove valuable only if it engages and is

supported by those people who have to implement it.

Consequently, a thorough consultation process

was undertaken with MCC staff and committee

members, comprising:

• Focus groups with more than 60 staff on topics

including “Where are we world-class and where

are we not?” and the Club’s working culture;

• Interviews with and collection of any existing

strategies and objectives from several MCC heads

of department;

• Focus group and further in-depth discussions with

members of the executive Management Board;

• Collation of strategic priorities and ideas on the

Club’s role from members of the Committee,

World Cricket committee and Finance committee.

Furthermore, a central principle guiding this plan

is that the Club should work with certain key third

parties in areas where one can help the other achieve

mutual strategic objectives. We have met with:

• ECB – on support for team england, women’s

cricket, the county game and youth cricket; on

securing future major matches through the “Whole

game” process; and on enhanced facilities at lord’s;

• ICC – in the context of development of cricket

abroad, and the Club’s global role. these were

initial discussions and deeper relationships will be

forged to complement the Club’s position on the

iCC development and Cricket committees;

• Middlesex CCC – on ways in which our

partnership can develop for mutual benefit;

• Westminster City Council – at many layers,

including the Ceo, the leader, cabinet members,

and representatives from health services, the

police and voluntary sectors through the Chief

executive’s Stakeholder group.

in total, more than 100 people have been consulted

and have contributed to this plan. their input revealed

strong alignment on the fundamental questions of

what role the Club should play in today’s game, and

areas of strategic importance.

in the dynamic external environment in which MCC

operates, reviewing and updating of the document

will required on at least an annual basis.


t h e c o n t e x t

MCC exists in a complex financial and competitive

environment. understanding where the Club can set

itself apart from other grounds, cricketing bodies and

events venues – and, indeed, where we can learn from

them – is crucial if MCC is to fulfil its potential as

the world’s finest cricket club, with an independent,

global role.

MCC is a Club with a membership that wants to see

the best cricket played at lord’s – and this, for most,

means international cricket. Currently lord’s is one

of nine Category ‘a’ Venues i.e. grounds able to host

test cricket, while Bristol is already (and taunton is

applying to become) a Category ‘B’ Venue, capable

of holding odis. Simply, demand for major matches

outweighs supply, and this fact is cast into sharper

light when MCC’s desire – and ability – to host two

touring teams each year is considered.

it is important to understand that venues are not

competing against each other on a solely financial

basis. the eCB’s “Whole game” process of allocating

major matches judges venues on areas such as

community engagement and officials’ facilities – areas

where lord’s lags behind some other grounds.

Consequently, the ground Working Party, which

is considering all the options for developing the

ground, must take eCB’s criteria for a “model”

international venue into account. additionally, if

MCC wants to put itself in the best possible position

to secure the major matches we want in future, the

Club must aim to establish deep relationships with

local partners, deliver the best customer experience

at any ground, and improve its track record

on sustainability.

at the turn of the century, MCC had borrowings at

the bank. Since then, the Committee has overseen a

major improvement in the Club’s financial position to

the extent that its cash reserves at the end of 2012

were £23 million. Whilst these reserves are projected

to grow year-on-year, it is essential to consider two

very important factors.


Major match receipts inc. catering,hospitality, advertising, retail (66.1%)

Subscriptions (14.6%)

Meetings & Events (9.1%)

Lord's Tours inc. residual retail (2.4%)

Cricket Academy inc. catering (1.5%)

Tavern (1.4%)

Rent (1%)

Other matches inc. retail (1%)

Other match catering (0.8%)

Non-match (online) retail (0.5%)

Tennis & Squash (0.4%)

Pavilion Dining Room (0.4%)

Arts & Library (0.2%)

MCC InCoMe by SeCtor (2011)

one is that MCC currently has surety of major

matches only until the end of 2016 – that is when the

Club’s current agreement with eCB expires. While

securing more matches from 2017 is, as you will see

from reading this Plan, an absolute priority, the Club

must strive to increase its strength in depth by boosting

its non-match income. income garnered from major

matches accounts for around two-thirds of MCC’s

turnover, so we have to work to reduce that reliance

by strengthening other areas. MCC is a cricket club,

but one with a wide portfolio of businesses, such as

catering, events, retail and tours of the ground. the

Club must consider how it can grow these non-match

sectors through examining new sources of income,

improving the financial efficiency of existing sources,

and enhancing its events spaces.

Secondly, MCC needs to develop lord’s to ensure it stands alone as the world’s finest cricket ground, and that will require significant investment. So whilst the Club may be in a slightly more advantageous financial position than some of our direct cricketing competitors, because of investments we know we are going to have to make for the good of the ground in the future, we must guard every pound we have now.

if the Club decides to undertake development which will significantly improve the ground in the short, medium and long term, it will need to consider the merits of a variety of funding options.

the way forward on the development of the ground will be for Members to decide in light of information and recommendations provided by the Committee.


W h at i s M c c f o r ?

More than 100 MCC staff and committee members have been asked what they think the Club is for. There was a strong sense of consensus, and they said:

Spreading the game by working with existing partners in strategically important countries Supporting Test cricket

Setting the benchmark for excellence in all areas of its work

Providing all visitors to Lord’s, and all those who come into contact with its brands, with the very best experiencePreserving and promoting cricket’s history and heritage

Its local communityMaking money –

for investment in cricket and in Lord’s

Developing youth and, in doing so, providing a service to the game Ensuring Lord’s is the world’s finest cricket ground

Hosting cricket matches at Lord’s and ensuring all the best players at every level get the opportunity to play at the Ground

Its MembersWriting and amending the Laws

and promoting the Spirit of Cricket Acting independently for the good of the game


M c c ’ s Va lu e s

The values that underpin all that the Club does should be memorable and meaningful for all staff and stakeholders. They should resonate clearly with what we are and what we stand for:

– for the Club to act dispassionately, and with integrity, for the good of cricket

I

– approach to service and processesC

– to our membership and to each otherA

– for the history and traditions of the game, and for each other

R

– on and o� the pitch, in its people and its operations

E

To be the finest cricket club in the world, working for

the good of the game

M c c ’ s M i s s i o n :


Mcc’s goals and strategic Priorities

To accomplish its mission, MCC must aim to fulfil the following three goals:

A. Secure its long-term financial health;

B. Provide an outstanding Member and customer experience;

C. exert influence locally and internationally.

In order to realise its three goals, MCC has identified six strategic priorities:

1. Securing a long-term agreement with eCB for hosting major matches, to include two tests and two odis per

year from 2017 in years when there are two touring teams;

2. developing the finest cricket ground in the world;

3. ensuring the Club is well-governed, well-managed and operationally excellent;

4. Working for the good of cricket, in the uK and abroad;

5. improving Membership services and communications;

6. examining and optimising non-major match income streams.

Securing along-term

major match agreement

Developing thefinest cricket

groundin the world

Ensuring goodgovernance,management

and operational excellence

Working for thegood of cricket, in the UK and

abroad

Improvingmembership services and

communications

Examining andoptimising non-major

match income streams

Securelong-term financial health

Oustanding Member and

customerexperience

Exertinfluence

locally andinternationally

1 2 3 4 5 6

GOALS

STRATEGIC PRIORITIES


the importance of winning the best possible

package of major matches for lord’s, as highlighted

throughout this document, is the top priority

for MCC.

the first stage in the process will be to negotiate

and win a similarly prestigious Platinum Package of

matches between 2017 and 2020 at a realistic price,

as part of the next stage in eCB’s “Whole game”

process. this is likely to take place in 2014.

MCC also has an aspiration to conduct a seperate

negotiation with eCB for a longer-term agreement

which will guarantee lord’s two tests and two odis

in each year when there are two touring teams.

amid the excellence of the MCC Platinum Package

submission in 2011, it is clear that, in addition to

certain facility requirements, the following areas were

weaker than submissions from other venues:

• Community outreach in London, and in particular

Westminster and neighbouring boroughs;

• The quality and depth of relationships with

partners/stakeholders, particularly Westminster

City Council;

• Sustainability;

• Inclusivity and diversity.

there is a terrific opportunity to engage in local

community work in conjunction with Middlesex and

other local partners as well as linking up local projects

with the outstanding outreach work funded by MCC

in Sri lanka and afghanistan. the MCC Foundation

can be a vehicle for this.

given the current structure of “Whole game” is

unlikely to change materially, if investment is made

in the above areas, significant benefits could flow to

MCC, in the context of:

• Major match allocation;

• Enhancing our reputation;

• Leveraging even more benefit from overseas

programmes;

• Staff training and development e.g. through

volunteering in the local community.

M c c ’ s s t r at e g i c P r i o r i t i e s

1. Securing a long-term agreement with ECB for hosting major matches, to include two Tests and two ODIs per year from 2017 in years when there are two touring teams:


1Demonstrate that MCC is an exemplar in every area of the “Whole Game” process

MCC will be a participant in an ECB seminar in 2013 on this subject

The 25 “model” venue requirements from ECB are being factored in to the Ground Masterplan

2Develop Lord’s not only to become the first Category‘A’ “model” venue, but exceed ECB requirements in every area where this is possible

The Chief Executive and Deputy Secretary are already in discussions with ECB and this thinking is being factored in to the Ground Masterplan

3Develop the next stage in facility benchmarking with ECB

“Ensure as far as possible that MCC has two Test Matches at Lord’s, preferably

in a long-term contract with the ECB. This would provide the financial base for

MCC’s development plans and the maintenance of Lord’s as the premier cricket

ground in the UK, if not the world.”All quotes from Committee members’ feedback

at a broader level, MCC has an opportunity, given its unique position, to take the lead in the following inter-linked

areas, which will have direct correlation with eCB’s decision-making process on major match allocation:


Ground

• Produce a Masterplan for Lord’s adopting the principles contained in this Strategic Plan;

• Undertake a radical overhaul of the “look and feel” of the lord’s environment;

• Develop a leading edge sustainability plan.

FaCIlItIeS

• Draw on best practice elsewhere e.g. Wimbledon, the emirates, the o2, as well as exemplars overseas, to offer an outstanding Member and customer experience at lord’s which is welcoming, comfortable, engaging and safe;

• With reference to the ECB Facilities Manual, TSF2, develop facilities to ensure lord’s is the first model Category ‘a’ Venue. Key areas of focus include:

– Playing and practice facilities – to ensure they are the world’s best;

– a new Match Control facility;– new Pa and third umpire facilities;

– iCC Match referee’s facility;– a pitch view for the Fourth umpire.

• Enhance banqueting, hospitality and events spaces;

• Create world-leading Museum and Arts & Library facilities to showcase the Collections;

• Enhance the technologically-advanced MCC Cricket academy and ensure it is well-used;

• Improve facilities for MCC staff, especially temporary and casual match day staff;

• Rationalise MCC accommodation.

ServICeS

• Improve the visitor experience in terms of arrival,

environment and entertainment;

• Enhance the interface between the visitor and those

providing services for them.

the Club must develop a means to fund the above,

including enhancing year-round sources of income and

examining all funding options.

2. To develop the finest cricket ground in the world, MCC must:

“To keep Lord’s the

primary Test ground, full

of architectural interest

and novelty, but also

comfortable and the best

place for a day’s visit.”

“Owning and running the

finest cricket ground in the

world, which every player

wants to play at, and every

fan wants to visit.”All quotes from Committee members’ feedback


StruCture, roleS and reSponSIbIlItIeS

• Review its committee and executive structure through the Incorporation & Structure Working Party to ensure decision-making processes are fit for purpose;

• Establish Terms of Reference for every committee.

StaFF, SkIllS and CapabIlItIeS

• Promote Executive leadership – the Executive must earn that right through excellence;

• Instigate a leadership development programme for senior executives;

• Introduce combined Executive/non-Executive training;

• Improve delegation to increase staff empowerment;

• Create an outstanding staff through recruitment, talent identification, training and development, mentoring and succession planning;

• Break down silos and improve internal communications;

• Ascertain where there are skills gaps, and train existing or employ new staff to fill them.

proCeSSeS and SySteMS

• Establish a performance-management and appraisal process for all staff;

• Update the staff handbook and induction process;

• Ensure all staff have objectives which have a direct link to this Plan;

• Integrate IT systems and processes.

3. To ensure the Club is well-governed, well-managed and operationally excellent, MCC will:

“MCC has to have the very best

Executive structure and the

very best people it can attract

to deliver the redevelopment of

Lord’s, the best and most long-

term staging agreement with

ECB, and all the other things

the Club does today and might

do tomorrow.”All quotes from Committee members’ feedback


on the FIeld:• Develop elite young male and female cricketers in

the uK;

• Encourage participation in the community through

partnerships with key stakeholders;

• Provide practical help to Team England through

talent identification and the provision of world-class

facilities at lord’s;

• Continue to be the world’s most active cricket club,

providing its membership with opportunities to play

all levels of opposition in out-Matches;

• Take an increasing role in promoting disability cricket.

oFF the FIeld:• Conduct thorough appraisals of the value and

effectiveness of all its investments in cricket;

• Provide a robust analysis, interpretation and

amending process for the laws;

• Promote the Spirit of Cricket from grassroots to the

international arena;

• Use the World Cricket committee (WCC) as

independent think tank to consider what is best for

the international game;

• Uphold the primacy of Test Match cricket, work to

eradicate corruption and undertake research under

the auspices of the WCC;

• Showcase the Club’s research capabilities and

expertise e.g. through a Laws & Technology

Conference in 2013;

• Preserve and promote the game’s history and

heritage, and present the Club’s Collections in an

engaging, educational and enlightening way.

overSeaS:• Use its touring programme to help ICC spread the

development of the game overseas;

• Build on excellent outreach work in Afghanistan and

Sri lanka;

• Explore the potential for developing the game in

other parts of the world in conjunction with iCC.

4. To work for the good of cricket, in the UK and abroad, MCC will:


“Like the House

of Lords we can

function as a sort

of upper chamber

without power but

with the ability to

influence the elected

decision-makers.”

“I would like people around the world to view MCC as the moral

conscience of the game. When in crisis the game turns to MCC for

guidance. The MCC’s view on major cricket incidents is viewed as

what is right for cricket in the long term.”All quotes from Committee members’ feedback

“Use our expertise to watch over the game,

its history and future as an independent body.

A private club with a public responsibility.”


dIaGnoSe

• Survey Members to understand what services and

communications they want and value;

• Create a workstream to examine different levels of

membership rights and privileges.

deSIGn

• Develop a programme to enhance communications

to Members, using a variety of media;

• Generate a digital strategy to engage more Members

with the Club’s activities.

delIver

• Provide a superb experience for all Members,

regardless of how often they visit lord’s;

• Invest in a new website, to launch in April 2013, to

bring more of the Club’s online content to Members;

• Improve the database to enable more targeted and

relevant communications to different sectors of the

membership;

• Provide an outstanding Museum, Library and

archive.

5. To improve membership services and communications, MCC will:

“Operate a vibrant Members’ club where

Members feel lucky, proud and privileged to

be a Member, and enjoy their membership”All quotes from Committee members’ feedback

“To act as a Members’

cricket club – first

and foremost.”


new SourCeS oF InCoMe

• Examine potential new income streams over the

next five years in the event that the supply of major

matches diminishes;

• Consider out-sourcing our successful services to other

venues e.g. retail, catering;

• Consider the possible benefits of charitable status for

the Museum;

• Consider digital advertising in partnership with ECB;

• Explore other markets overseas e.g. India.

exIStInG StreaMS

• Maximise the operational and financial efficiency of

current services and sectors;

• Use Ground redevelopment to increase the number

of pitch-facing event spaces to boost Meetings &

events income;

• Improve back-of-house catering facilities and

technology to improve range, quality and speed

of service;

• Enhance on-site retail space and increase ecommerce;

• Increase flexibility in pricing models across the Club

to increase sales and occupancy;

• Maximise the financial potential of the Club’s

heritage through targeted marketing of tours,

ensuring street access for any new Museum and

examining funding and sponsorship options;

• Better leverage the Club’s brands in the UK

and overseas.

6. To examine and optimise non-major match income streams, MCC will:

“To examine other

income sources and

establish what these

could yield in any given

year. This should be

preparatory work in

case of a collapse in

major match income.”All quotes from Committee

members’ feedback


t h e n e x t s t e P s : critical Path

Executive to develop detailed Business Plan with milestones and

objectives

June 2013

GWP presentationof Masterplanto Committee

Send the Strategic Plan

to the membership

February 2013

Key priorities included in

staff objectives and appraisals

Committee approval of the Strategic Plan

December 2012

Present the Strategic Plan

at the Members' Informal Meeting

18th March 2013

Develop further the Masterplan

for Lord’s

Update Memberson the work

of the Ground Working Party

1st May 2013

Invite feedback from Members, and, if there is

demand, conduct regional meetings


in community engagementI

with ECB for a long-term agreement for major matchesNI

a performance management culture within the Club

our approach to partnership workingT

enhanced professionalism in HR, IT and risk managementI

a workstream to examine new sources of incomeA

a focused approach to reducing management diversionsT

the Club’s money is spent wiselyE

W h at W e W i l l d o d i f f e r e n t ly

Committee approval means this plan will be the catalyst for action in eight key areas:

Marylebone Cricket Club, Lord’s Ground, London, NW8 8QNwww.lords.org

© M.C.C. 2013

Photographs reproduced by kind permission of:Matt Bright; David Hares; Steve McDonough; Lesley Knott; Graham Morris;

Eddie Judd Photography; Sarah Williams; portraitcollective.com and members of M.C.C. staff.

mcc strategic plan - lord's - the home of cricket€¦ · mcc strategic plan a summary ......

Documents