West Indies Pro League

THE FORMATIOM OF A West Indies Professional League (WIPL)


Background
It is now widely accepted that the formation and operation of a professional cricket league in the Caribbean is of vital importance to the success of West Indies cricket. Against this background, a special committee has been established by the West Indies Cricket Board to create the framework for a professional cricket league with the following objectives.

OBJECTIVES
L Improve the standard and quality of the game on a sustained basis
L Revitalize domestic cricket in the West Indies

Mission Statement
To create a profitable professional cricket league with players and teams that are competitive, that aids in player development in the caribbean AND TO provide affordable family entertainment.

Situation analysis - league cricket worldwide

¨ Australia
¨ governance structure has some elements of and closely resembles the franchise business model (see below)
Cricket Australia is the governing body for professional and amateur cricket in Australia. Cricket Australia operates the Australian cricket team, organising Test tours and one-day internationals with other nations. It also organises domestic cricket in Australia, including the Pura Cup first-class competition and the Ford Ranger One Day Cup domestic one-day competition. Australia's two major domestic first-class competitions. Six teams take part in these competitions. In the Pura Cup Each of the six state teams play in a round-robin series of home and away 4-day matches against every other team. Teams are awarded points based on the results of the match, and after each pair of teams have played each other twice, the two highest ranked teams play a 5-day final. The Ford Ranger Cup limited overs competition runs concurrently.

¨ England
¨ governance structure has some elements of and closely resembles the franchise business model (see below)

There are eighteen professional county clubs, seventeen of them in England and one in Wales. All seventeen English counties are named after, and were originally representative of, historic English counties.
Each summer the county clubs compete in the first class County Championship, which consists of two leagues of nine teams and in which matches are played over four days.
The same teams also play the one day National League, a one day knock out competition called the Friends Provident Trophy, and the short-form Twenty20 Cup. These clubs are heavily dependent on subsidies from the England and Wales Cricket Board, which makes its money from television and endorsement contracts and attendances at international matches.
The Minor Counties Cricket Championship is a season-long competition in England for county clubs that do not have first-class status. There are nineteen teams representing historic English counties along with a Welsh minor counties team.

¨ South Africa
¨ governance structure has some elements of and closely resembles the franchise business model (see below)
Cricket South Africa is the governing body for professional and amateur cricket in South Africa.
South Africa's two major domestic competitions are the SuperSport Series (four day first class competition), the MTN Domestic Championship (List A one-day competition) and Standard Bank Pro20 Series (domestic Twenty20 competition). Generally encompassing more than one provincial associate team, six first-class teams take part in these competitions

¨ League cricket in the West Indies

The West Indies Cricket Board (WICB) is the governing body for professional and amateur cricket in the West Indies (a sporting confederation of over a dozen mainly English-speaking Caribbean countries and dependencies that formed the British West Indies). It also organises domestic cricket in West Indies, including the Carib Beer Cup first-class competition and the KFC Cup domestic one-day (List A) competition which are the two major domestic competitions and more recently the Stanford 20/20 (domestic Twenty20 competition - mainly funded and organzied by Sir Allen Stanford). Other domestic competitions include the TCL Under-19 West Indies Challenge (three-day first class competition), TCL Under-19 West Indies Challenge Limited Overs Series (one-day limited overs competition).
The domestic competitions operated by the WICB are different from those operated by the other test playing nations above in terms of the duration of the competitions. The domestic cricket competitions in the Caribbean are of a shorter duration than those in the other test playing nations. This likely attributable to the unique circumstances faced by the WICB i.e. it being composed of individual territories. Each of these territories through its own cricket association is responsible for cricket development in its geographical area. From competitions organized by each territorial association they then select a team to participate in the WICB organiszed domestic competitions. These competitions are generally seen as a means of selecting players for the West Indies senior and ‘A’ teams and not significantly contributing to development, which is left to the territorial boards.
A pro league it is proposed would seek to address this situation and bringing domestic cricket in the Caribbean in line with other test playing nations.

Core Areas
The following core areas have been identified as critical to the success of any professional cricket league in the caribbean.

1. Ownership Structure/BUSINESS MODEL
The ownership structure of the WIPL can also be structured based on the following models:
¨ Franchise Model - North America
L closed League
L teams are owned by individuals/groups of investors
L teams assigned to specific geographical regions
L team owners sit on board of league
L select a commisioner to oversee day-to-day operations of league on their behalf
L commissioner reports to owners.
L teams generally share revenues generated by league
L players come from mainly draft system or through supplemental league
L no promotion and relegation of teams

¨ Corporation Model - Europe
L open League
L teams in league own at least one share in the league
L if a team is relegated, share(s) are transferred to promoted team
L team owners sit on the board of league
L governing body for particular sport also has a seat on the board
L main sponsorship revenue share among teams (for operations) and governing body (for development)
L teams responsible for generating other revenue
L players come from other leagues or team academies
L no affiliation with other teams
L Promotion and relegation of teams

¨ Single-entity - North America
L closed League
L governing body grants right to establish/operate pro league to single –entity
L entity must comply with poicies as established by governing body
L single-entity owns all shares in league
L ownership then creates franchises/teams
L each owner may have at least one franchise
L number of franchises based on ownership share
L owners appoints/hires general managers (gm) to manage day-to-day operation of teams
L Gm reports to league owners
L Matters of finance, marketing, revenue generation etc. rests with league owners
L players come from draft system, other leagues or developmental leagues
L affiliation with other leagues
L no promotion and relegation of teams

2. Governance Structure (See Competition sturcture – below)

Of the models set out above two are most suited to the governance structure for cricket exisiting in the caribbean. these are the corporation model and the single-entity model. these models would allow the wicb to have a say in how the league is operated and affects or contributes to the overall development of cricket in the region. through affiliation with other LEAGUES, SCHOOLS or grass roots development in general.
If it is proposed that the league be composed of club teams instead of regional TEAMS AND since there is also likely to be no promotion & relegation system then THE SINGLE-entity model would be seen as a desireable option for organizing the ownership structure the WIPL. IT would allow the WICB to have a say in the leagues operations but more so to focus on grassroots development across the region (see ownership structure –ABOVE).
L Governing Council – WICB
L Single Entity Board – Stanford or new private sector entity (or the wicb could be granted a seat on single-entity board)

if it is decided that the league be composed of regional teams then the corporation model would be ideal and this model would be a natural fit. in the last domestic competition organized by the wicb there were regional teams, a combined universities team and a youth team. using this composition format along with the corporation MODEL WOULD see each regional team being granted one share of the league ownership. If the wicb(directly or through a subsidiary) were to say sponsor the youth team then they too would be given a share of the league ownership.

3. Competition Structure

In deciding on the competition format that should be adopted for a professional cricket league in the caribbean there are some factors that need to be considered. the format chosen had to fit in with the objectives set out for the establishment of the league i.e. generates commercial opportunities, entertains fans and promotes player development.
also the current governance structure of cricket in the region would also affect the competition structure of the league as the wicb presently runs first-class cricket competitions primarily to aid in the selection of players for the west indies senior cricket team.
two options for the competition structure of the WIPL are likely available in this case i.e. (1). turn the wicb first-class competitions into a pro league, and use this for development and as the selection process for the west indies team; or (2) establish a separate pro league alongside the existing structures but with a different playing format.
the competition format chosen is going to be crictical especially as it relates to funding (see below) and other objectives of the league such as entertainment value.
· There are varying options that exist as regards the playing structure of WIPL:
L 4-day cricket (first class) – Most suited to the player development objective.
This format is popular in most ICC test playing nations. Though these contests closely resemble the oldest version of the game (test cricket) and can provide excitement to cricket enthusiasts it can be very tedious for those new to the game.
L 3-day cricket – Most suited to the player development objective
This format is not very popular in test playing nations. It is used in the West Indies for youth cricket competitions.
L 2-day cricket – Most suited to player development and entertainment objectives
this format is very popular in most of the leagues organized by the regional cricket boards in the Caribbean.
L 50-over cricket – Most suited to player development, entertainment and commercial objectives
This format is usually used as a marketing tool for the main competition which is usually the 4-day first class competition. Used by and large to attract non-diehard fans to the game.
L 20/20 cricket – Most suited to entertainment and commercial objectives.
Typically viewed as a promotional/marketing tool for main cricket league. However, this format would have to merit serious consideration if as proposed teams from North America are going to be included in any pro league established in the Caribbean.

TEAMS

The composition of the WIPL can also be organized using different models:
L Six (6) regional teams eg. Jamaica, T&T, Barbados etc.
L Six (6) regional teams eg. Jamaica, T&T, Barbados etc. plus the USA team or other national teams.
L Eight (8) club teams from territories eg. Kingston Cricket Club, Queens Park Cricket Club plus 2 teams from USA/.

FORMAT

¨ straight league format
L teams play each other once or twice (home and away)
L team with most points wins league
¨ league format with playoffs
L teams divided into zones or divisions
L teams play each other once [inter-zone] &/or twice [intra-zone] (home and away)
L teams with most points wins respective zone/division
L zone/division winners enter playoff for championship

4. Funding
At the completion of the analysis of the core areas a costing must be ascertained for the project over the medium to long term. Once this exercise is complete then a strategy to obtain the required funding must be constructed.

¨ Sponsorship
L league named after sponsor (dependent on ownership structure)
L other sponsorship
¨ television rights
¨ gate receipts (dependent on playing structure)
¨ licensing & merchadising
¨ refreshment concession

Revamp Schoolboy Football

Introduction
The Manning Cup and daCosta Cup are the oldest and most popular schoolboy football competitions in Jamaica. The competitions have existed for many decades now and have become to many an annual spectacle. Many rivalries have been built up over the years which have generated much interest from students, past and present, and others far and wide. These competitions have helped in the development of many of Jamaica’s most talented and successful footballers.
Over the last decade or so these competitions have faced, and are still facing, a number of significant challenges that threaten to undermine their relevance. These challenges range from financial concerns to the effects of government policies and competitions from other age group football leagues. There is no shortage of media reports that seek to highlight the perilous state of the Manning and daCosta Cups but despite this there remains significant support for the competitions. Still however changes are needed to ensure the relevance of these competitions.
This paper recommends that the Manning and daCosta Cup football competitions be restructured to account for:
1. development purposes;
2. government/JTA policies;
3. the current financial concerns

Business Case
The state of and the challenges facing Jamaica’s schoolboy football competitions can be seen from
the text below. It is to be noted that this list is not exhaustive and that the challenges stated below are interrelated.

Competition from Age Group Leagues

· “The Manning Cup has been lauded and even more has been made of it in years gone by than the National Premier League. In recent years, much of that focus has been diverted and there is a general consensus that the level of competition has diminished somewhat.” The reason for the decline: “The players today go to play the minor leagues and the other club leagues. So the development of those players that takes place at schools is missing. When a player gets to 17he out of school because he hadn’t been getting the grades so you have to pick younger players who aren’t developed enough for the Manning Cup level.” (Michael Francis, former. Coach at Wolmer’s High School) – The Daily Gleaner, October 18, 2004; Francis Gives Views on Manning Cup Decline.
· “While this years Manning Cup promises to be one of the most open affairs that the competition has produced in recent years some coaches are worried about the quality being produced in schoolboy football’s urban area showpiece. A number of prominent schools have been affected by the number of age group club football leagues that are being played in the summer. Normally the players that are involved in these competitions are merely fringe players, but the Manning Cup has seen the lowering of the average age of those playing the Under-19 competition and these players have now formed the core of many of the more prominent teams. – The Jamaica Star, September 7, 2005; Manning Cup Feeling the Heat from Summer Leagues
· “As far as KC (Kingston College) is concerned, any player that is going to play Manning Cup for, we demand 100 percent commitment. We won’t hinder him from playing for his club, but he won’t be playing for KC.” – Trevor ‘Jumpy’ Harris, former coach at KC. The Jamaica Star (September 2005)
· “Camperdown High School suffered badly at the hands of the club league scene and the principal of the school, Cynthia Cook made an even stronger gesture by pulling the team out of the schoolboy competition.” - The Jamaica Star, September 7, 2005; Manning Cup Feeling the Heat from Summer Leagues
· “At one time many players would be in training before the summer begins but now you only get a handful because they are all playing for their clubs. That shouldn’t be more important to them. What do you do when you have to put a team together at the last minute before the competition begins.” – Dave Clarke, coach at Tivoli Comprehensive High School. The Jamaica Star (September 2005)
· “The competitions (club leagues) allow the players to gain some experience before the Manning Cup but some schools suffer the consequences of this because the level of training at the Manning Cup is higher, so if they train with their clubs they won’t improve… These teams have talented players and could do well. However, playing as a team might prove a stretch for them and bring about their demise. – Jerome Waite, coach at Charlie Smith Comprehensive High School. The Jamaica Star (September 2005)
· “… While he continues to coach at the schoolboy level, [Patrick] Walters, who is responsible for scouting players for the national youth programme, believes that unless a leaf is taken out of track and field’s book, then local football will not reach anywhere. Using Camperdown’s top sprinter Remaldo Rose as an example, Walters explains that Rose came through the system, competing from class three, up to class one and now at the national level. ‘Within the school system, players should be identified and taken through the various stages of development, like what is happening in track and field.’ ‘The focus has always been on the team, but what about the individuals who need to be developed? … there is no consistent development in football within the school system, when compared to what is happening in track and field.’” – The Jamaica Star (September May 4, 2007); Walters: Youth Football Should Follow Example Set by Track and Field.

Government Policy - Conversion of New Secondary Schools to High Schools

· The government of Jamaica as part of its education reform programme instituted a policy that led to a significant increase in the membership of ISSA.
· The JTA developed policy proposals for converting New Secondary Schools into high schools. The Ministry of Education adopted and introduced this policy in the late 1980s and its complete implementation was carried out in the 1990s. The first area of impact was in the various sporting competitions for secondary schools (JTA website).
· Though there have been positive impacts there have also been negative impacts that pose serious threats to the Manning and daCosta Cup competitions.
· The resulting rapid growth from the above policy implementation has also led to many problems for ISSA, affected quality of the competitions (‘the brand’), and also has financial effects.
· Many traditional school rivalries have been destroyed and thus interest in the competitions has been affected negatively. This also affects competitions financially.
· Scheduling problems in the event of contingencies, for example the recent inclement weather that affected Jamaica as reported in the Jamaica Observer.
· The immense schedule of games to be played creates intense pressure on young players who have to focus on academics and have other concerns external to school. One report stated that some seventy-odd games were to be played in one week.
· Some schools ill-prepared for the competition and forced to field very weak teams, forced to withdraw mid-competitions, or forced to withdraw before the competitions.

Current Financial Concerns

· Despite record sponsorship for its 2007/08 competitions ISSA still faces serious financial concerns.
· One senior coach lamented on the occasion of the sponsorship announcement for the 200708 season that despite the record sponsorship figure, there were other aspects of a schools football programme that needed financial support, for example, nutrition.
· Coaches are forced, for want of a better word; to beg in order to see their teams through the competitions.
· Due to lack of adequate financial resources young athletes often times have insufficient gear to use

The Proposal

· ISSA reverts to competition composition format that existed between the years 1992 – 1995.
§There will be a two-tiered competition structure
§ Teams ‘serious’ about football compete together. ‘Not so serious’ teams compete together
§in other words, reverting to having competitions for high schools, secondary schools and private schools.
§Reduces the number of teams in the Manning and daCosta Cup
§Reduces the length of the season
§Ensures that schools with history and vibrant alumni base participate in the competition(s)
§Ensures that schools with serious and competitive programs participate
§Matches played only two days a week – Wednesday and Saturday’s (according with tradition)

· ISSA separates the Manning and daCosta Cups from the Walker and Ben Francis KO Cups
§All four competitions have sponsorship value. By separating them ISSA can generate more value
§Proposal is for Walker Cup (urban) and Ben Francis Cup (rural) to be played as an all island KO competition starting in late July – August each year as a prelude to the main competitions
§Participation in KO competitions open to any school
§Walker Cup winner plays Ben Francis Cup winner for all island title
§This format is similar to the format used in English football i.e. the EPL and the FA Cup KO.

· ISSA can command greater sponsorship funds by separation the main schoolboy competitions, the Manning and daCosta Cups, from the KO formats the Walker and Ben Francis Cups.

· One or more sponsors could fund the main competitions and another the KO competitions

· Coaches in the Manning and daCosta Cups have certain minimum certification/qualification
§ISSA has a great role to play in youth development as it relates to football
§Having coaches with a certain minimum coaching qualification will expose youth players to quality instruction

CashPlus Premier League

It is very interesting to note the developments taking place with the National Premier League (NPL). In April of 2006 I outlined a vision for the professionalising of sports (football included) in Jamaica and what is now happening with the NPL is a step in the right direction. Giving clubs more power is the sort of thing I envisioned.
I am however curious as to whether the league will still feature promotion and relegation as usual or will there be a fixed number of teams. The reason for my curiosity is that there is a current need to build a 'brand'. Having a system of promoting teams to the league and regulating teams from the league could affect the leagues 'brand'. Why do I say this? The NPL is getting a significant amount sponsorship over the next three years, but as was stated by the Chairman of the PLCA "football will still be in a fragile condition" and therefore the league ( or the PLCA) has to now look at other sources of revenue. Merchandising and television are the usual suspects and of course there are many other sources. But for merchandising and television to really contribute to football the product has to be good. That is why I would suggest moving away from the system of promotion and regulation, at least until the financial condition of football improves, to a situation where there are a fixed number of teams and the same teams so that the quality of the football product and the brand can be controlled. My proposal would also help with the development or improvement of the football infrastructure as well. Let us say that under the current system a NPL club from Portland get a new mini stadium but are relegated at the end of the season and no other club from Portland get promoted to the NPL. What happens to that stadium? What also if that club was one of the biggest contributors to merchandising revenue, gate receipts etc.? Further, what if a club from Manchester get promoted and they don't have a proper stadium. This will be certain to affect the football product and also the NPL brand. And the scenario would likely repeat itself many times over.


These are just my views I don't know if you my readers will agree.

p.s. Does the PLCA also plan to involve ISSA in its current plans? I reckon they would be a key stakeholder.