2020 ANNUAL REPORT

NOTTINGHAMSHIRE COUNTY CRICKET CLUB 2020 ANNUAL REPORT & ACCOUNTS 52 Mick Newell to clarify his role with Trent Rockets and to explain what roles he foresaw for Peter Trego, Tom Barber and Haseeb Hameed in the Nottinghamshire squad. Mr Newell confirmed that he was open to a Kolpak signing but had not reached agreement with Dwaine Pretorius. Mr Newell explained that he would serve as the General Manager of Trent Rockets with Stephen Fleming as Head Coach. Mr Moores backed Peter Trego to succeed as a player, mentor and role-model with a proven record. Tom Barber had genuine pace and Haseeb Hameed was an extreme talent who the coaches relished assisting in fulfilling his potential. Mr J Lee questioned a remark Mr Newell had made about rival counties at the end of season dinner in 2018 held in the Derek Randall Suite. Mr Newell stated that he had made the comment in jest and that it has been taken as such by those in attendance. 7. STRATEGIC REPORT FROM THE CHIEF EXECUTIVE Ms Pursehouse opened her speech by referring to the 2019 AGM, when she talked at length about the important strategic process taking place between the 18 First-Class counties and the MCC, the national (formerly minor) counties, the bodies representing the recreational game, the PCA and the ECB. A number of agreements that defined the working relationship between the parties and detailed the associated funding had been revised or updated.The most widely reported strand of that had been aroundThe Hundred, but the new tournament was just one of the many complex elements that had been, or was being, worked through. A revised International Staging Agreement that covered the period 2020-24 was almost complete. For the venues that hosted major match cricket andThe Hundred, the requirements were demanding and covered areas such as facilities, infrastructure, customer experience, broadcast and media requirements and the expertise of the host venue off-field team. For the first time, the counties and the ECB had been involved in wide-ranging negotiations with the Professional Cricketers’ Association over its domestic playing contracts. The introduction of a minimum wage for young players, the provision of a retirement fund and enhanced welfare programmes were designed to ensure that the most talented individuals chose cricket as their vocation and were not lost to the game. Perhaps the most important part of that process had been the complete overhaul of the club’s working relationship with its governing body, the ECB, under the auspices of a County Partnership Agreement. For over two years, Ms Pursehouse revealed, the game had worked together to build minimum stand- ards in every area of the game and defined the responsibilities of all parties. The ECB would be responsible for delivering national priorities and activities, as well as supporting counties in their objective of delivering the Inspiring Generations strategy within their communities. It was about working collectively to support each other and enabling success across all counties – ensuring that there were consistent plans across the country that contributed towards the delivery of a game wide strategy with a core objective of growing the game. Nationwide, work to increase participation was wide-ranging, and the club could be proud that this was an area in which Notting- hamshire was leading the way. The successful rollout of All Stars Cricket as a city-based participa- tion initiative for boys and girls aged between five and eight had been a significant achievement. Our schools-to-clubs programme that encouraged the transition of young people to our local league clubs had earned the Nottinghamshire Cricket Board and the club’s cricket development team an award from the national Chance to Shine charity last autumn. Making cricket a game which can be accessible and enjoyable for all– regardless of age, gender, ethnicity, disability or financial resources – was of critical importance, and represented a year-round task for the club’s community team. Ms Pursehouse highlighted howThe Trent Bridge CommunityTrust had continued to leverage the venue’s standing within the community for the greater good.