UCBSA Presentation Group : Gerald Majola, Chief Executive Officer (Presenter)

1. 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

2. 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. Introduction

3. Our acceptance as a member of the ICC so early in the nation’s 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.” Introduction (continued)

4. 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 world’s top cricketing nation. Thrusts

5. The first five years of the United Cricket Board’s 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 world’s 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”. Steps taken in first five years

6. 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 Government’s 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. Finance

7. 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 cricket’s 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. Reviewing Process

8. 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. Transformation Monitoring

9. 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. Pre- Conference Preparation

10. 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? Seven Topics and Related Questions

11. 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? Seven Topics and Related Questions (continued)

12. 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? Seven Topics and Related Questions (continued)

13. 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? Seven Topics and Related Questions (continued)

14. 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? Seven Topics and Related Questions (continued)

15. The “Consolidation Conference” was attended by 150 delegates, representing all of South African cricket’s 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. The Conference

16. 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. CEO’s Report

17. 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%) Statistics of Players’ Representivity

18. 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. Statistics of Players’ Representivity (continued)

19. 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. CEO’s Address

20. 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 world’s best cricket nation by optimising ALL the resources available to us, both human and financial. CEO’s Address (continued)

21. 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 CEO’s 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. Let’s go out and do it together. Let’s do it through teamwork. Let’s go out and win. Let’s embrace Operation Teamwork.” CEO’s Address (continued)