Cricket changes across the board
Review suggests need for more neutral leaders
Aneutral board of “skills-based” directors without parochial ties to local clubs and a fulltime employed general manager with the scope to do their job properly are the key recommendations in the independent review of Cricket Wanganui released yesterday.
The revealing 13-page document by assessor Robert D Anderson ONZM, the former vice-chancellor of Massey University, was compiled between mid-January to early February, and has laid bare some of the personality issues behind the scenes of the association.
Anderson made a top-down assessment of Cricket Wanganui (CW), from its rules and business plan through to the job description of general manager Dilan Raj, along with his contract with the association through Coachnet NZ.
Anderson also read letters of complaint to the CW board from club leaders Stephen Holloway (United) and Harold Barnett (Marton Saracens), along with two emails sent to Central Districts CEO Pete De Wet by Warren Marr (former Whanganui Collegiate and Wanganui rep coach) expressing their concern with Raj’s alleged practices.
The allegations included conflict from Raj’s business relationship with current CW chairman Stuart Gillespie, recruiting and developing overseas players at the expense of locals, a bias for Collegiate players in the Air Chathams Wanganui team, and Raj also holding a contract with another organisation despite being fulltime with CW.
Anderson said this had led to “tensions and disputes, largely relating to operational matters,” which he addressed when individually meeting with the letter writers along with Gillespie, Raj, CW patron Michael Sewell, Michael O’Leary (Marist) and Scott Oliver (Marton/United) on February 7. “The author decided that preoccupation with [just] those matters in this review would not best serve the long-term interests of CW.”
Anderson stated the letters were likely written after frustration that a review had not been undertaken in the year since the end of the 2017-18 season.
The August 26 AGM saw an all-new board elected under Gillespie, replacing Stu Gill, which then voted for the independent review in December.
Tellingly, Anderson’s report states because Raj is employed in his role as a contractor rather than fulltime employment, a position he took up 10 years ago, his power and authority was “minimal to non-existent,” yet he was expected to do everything.
“The GM is expected to function in an over-stretched and ‘hand-to-mouth’ operating environment.
“In short, the current situation is unsustainable and poses a major risk to CW, and also, to the well-being of the GM — no matter who is fulfilling the role.
“Whenever there are confusing lines of responsibility and accountability, coupled with a lack of transparency, discontent amongst stakeholders is inevitable.”
Anderson’s report stated the Raj-Gillespie business relationship dated back years and arose as a fund-raiser to support cricket in Whanganui, while trying to be proactive by bringing in overseas players when local participation numbers are falling “ought to be applauded”.
Anderson presumed the Wanganui rep team was chosen by independent selectors and concerns about a conflict of interest from Raj would “seem to be misplaced”.
The CW board appointed United’s Tom Lance to choose the representative team after contentious English coach Charlie Hartley left in January.
“The delegations of responsibility to the office of General Manager are weak, leading to a disempowered managerial situation,” said Anderson.
He recommended the creation of a fulltime employment General Manager position, with De Wet helping with the specific job description for applicants. The biggest change Anderson recommends is that the model of the CW board be changed, replacing members appointed or loyal to specific clubs with delegates chosen by “an independent board appointments panel”.
The restriction on association members only would be lifted, moving to a “skills-based” Board of Directors, where the members have experience in planning, law, finance, marketing, health and safety.
“Knowledge of cricket is desirable, but not essential, and a high level of board room ‘EQ’ would be expected.
“The current CW Managing Board reflects a stakeholder ‘representation model’, whereby the majority of its members are appointed by, and represent, various stakeholders entities to which their primary allegiance lies – which may not necessarily align with the aspirations of CW,” said Anderson.
“Under the current arrangements, there is too much scope for confused lines of responsibility and accountability, along with mixed loyalty to CW, one the one hand, and the interests of subsidiary entities on the other.”
This would mean changing the CW constitution, and Anderson said if the board should follow the model used by the Marlborough Cricket Association, which has just undertaken a similar review and begun to make changes.
Rather than do it themselves, assistance should be requested from CD Cricket and NZ Cricket.
“The current board needs to step up to the challenge, commencing with a refreshed strategic plan and followed by a programme of governance and organisational reform,” Anderson concluded.
Gillespie is currently overseas, so board member and treasurer Simon Atiken spoke to the .
He said skill-based governance “makes sense”.